September 10-12, 2012 | Seattle, WA

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Monday, September 10, 2012

11:00-12:00 PM

Workshop Registration

12:00-2:00 PM
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This two hour executive briefing provides lessons from research, thought leaders and

innovative companies for improving the practices, systems and culture within organizations.

HCI introduces its new framework to guide these workplace improvements: the two Ts and

the twelve Cs. Trust and transparency (the two Ts) are the bulwark of any innovative effort;

and the twelve Cs can be grouped into the following categories:

  • The Big Purpose
  • The Job
  • The Network
  • The Coach
  • The Experiences
  • The Lattice and the Ladder
  • The Legacy

Learn from industry leading organizations such as Deloitte, PwC, GE, Zappos, HCL

Technologies, P&G, Hindustan Unilever, Timberland, Netflix, IBM, Starbucks, McDonalds

and Southwest Airlines. During the two hour session, groups will work on several specific

ways in which engagement, collaboration and retention can be improved.

2:00-2:30 PM

Networking Refreshment Break

2:30-4:30 PM
Susanna Hunter, Senior Director, Organizational Effectiveness, McLean & Company
Emily Saunders, Senior Research Analyst with McLean & Company
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One of the biggest contributors to a disengaged workforce is lack of change following an engagement survey. This interactive workshop will propel your organization’s engagement program forward by walking you through key components of an employee engagement survey analysis and action planning for change. Involving your employees in the survey follow-up process to identify both short-term fixes and long-term strategies is critical to positively impacting your organization’s top engagement issues. Using best practice research and collaboration opportunities with your peers through activities and discussion, this workshop will provide you with an effective post-survey model to start improving your workforce’s employee engagement.
During this workshop, you will participate in collaborative peer discussions to leverage best practice ideas. Learn how to:

  • Use your organization’s survey results to identify the top three priority areas to focus on; those areas that scored poorly but are of high importance to your employees’ engagement.
  • Involve employees in the survey follow-up. Run effective brainstorming sessions to dive deeper into the issues identified by the survey and identify engagement initiative ideas to improve the situation.
  • Help your management team compare and select the best change initiatives identified during the brainstorming sessions.
  • Keep everyone in the loop with an employee engagement communication plan that updates employees on what you’ve done, what you’re doing and what you’re planning to do.
  • Develop an engagement initiatives action plan that doesn’t just lay out logistics and timelines, but also assigns accountability to those responsible for implementation.

Tuesday, September 11, 2012

7:00-4:30 PM


7:30-8:30 AM


8:30-8:45 AM

HCI Chairman’s Welcome

David Forman, HCI Faculty
8:45-9:00 AM

Conference Opening Remarks:

Where do we go from here?

Thought Leader:
Pamela Stroko, VP, HCM Transformation & Thought Leadership, Oracle
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We have seen the practice of engagement go from a survey conducted at regular intervals to a driver of culture and business performance.  While not all organizations have made this journey, the unique talent market in which we find ourselves challenges us to put engagement at the center of our people strategies in order to deliver superior business performance.  So how are you working on engagement in your organization, and what might be next?

9:00-9:45 AM
Darcy Antonellis, President of Technical Operations at Warner Bros. Entertainment
Mark Austin, Vice President, Organization Development at Warner Bros. Entertainment
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The entertainment industry is experiencing tremendous change due to new and emerging distribution platforms, changing consumer preferences and habits, and shifting business models. To address these changes, Warner Bros. Entertainment has sought out a new group of innovators--its employees.
Countless studies and testimonials will point to the significance of an engaged workforce when navigating large-scale changes, most of which are crafted and mandated from the top of the house.  Learn how Warner Bros. is building on its rich history as an industry innovator and turning traditional methods on their side by engaging its global employees to inspire and generate game-changing products, services and processes that address the changing entertainment landscape.
Specific areas that will be addressed include:

  • Using core employee engagement drivers – e.g., development, challenging work and purpose – to build an organic innovation strategy across the Company
  • Designing an engagement ‘surge’ that puts accountability for engagement into the employee’s hands
  • Blending future-focused organization development methodologies, talent development practices and social networking technologies to facilitate a culture of collaboration, risk-taking and customer focus
  • A business executive’s perspective on the role and significance of employee engagement as a key ingredient for building and sustaining a competitive advantage
  • Lessons learned that are relevant across industries and geographies
9:45-9:50 AM

Introductory Remarks

Thought Leader:
Christopher Kurtz, Director of Employer Branding at Glassdoor
9:50-10:30 AM
Lisa Bisaccia, Senior Vice President and Chief Human Resources Officer for CVS Caremark
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To deliver superior business results, it is important for companies to not only leverage the power of employee engagement, but also to measure engagement to determine its overall impact on results. We all want our employees to come to work dedicated to the company’s purpose and inspired to go above and beyond business and personal expectations…but how do we measure whether we’re successfully achieving this?
In this session you will learn how employee engagement emerged as a critical priority for CVS Caremark during a period of significant growth and how the pharmacy innovation company developed the science of engagement. Research findings will be shared to demonstrate the value of an engaged workforce, along with lessons learned during CVS Caremark’s journey to turn employee engagement, an area of relative strength, into a true competitive advantage.
You will learn:
• How employee engagement can be measured
• How to correlate employee engagement levels to business results
• How research can be utilized to demonstrate the value of an engaged workforce

10:30-11:10 AM

Networking Refreshment Break

11:10-11:15 AM

Introductory Remarks

Thought Leader:
Nick Goldberg, Head of Leadership - North America for Kenexa
11:15-12:00 PM
Lori Emerick, Director, Diversity & Inclusion, NIKE, Inc.
Nancy Turner, Global Director of Talent Development at NIKE, Inc.
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What is Manager Excellence?  Manager Excellence is building the capacity and capability of leaders and managers to be performance multipliers. At NIKE, Inc. we have 250 enterprise leaders who lead 6,000 people-managers, who oversee 4,000 teams. It’s up to leaders to create the future with others in the right way. Managers have a responsibility to lead, coach, drive and inspire their teams. Through Manager Excellence we are clearly defining the role and accountabilities of managers by exploring the traits of an excellent manager while developing managers’ skills and providing them with the right tools…all focused on tapping into the potential of each employee within the organization.
Cultivating managers who effectively lead, coach, drive and inspire.  By creating an environment where everyone can find their place and feel empowered to question, bring ideas and figure out where their opportunity lies, work becomes a way of being, not just a job. Our opportunities are so great and our goals so aggressive managers must build their capacity by leading and coaching, acting as multipliers of human potential. Think…teaching someone to fish vs. fishing for them. As multipliers, they must bring out the best in their teams in order to achieve collective goals. We are equipping managers by providing a combination of skills, learning and unfiltered feedback so they have the tools to be great managers. 
What are some key things managers can start doing right away to become “performance multipliers?”  Have authentic conversations. Take the time to coach. The list of things to do today will be just as long tomorrow — you can’t get caught up in that. Focus more on the “how” than the “what.” Spend time with people to really get to know them and what makes them tick. All of us have had great managers during our careers. Think about what it’s like to be managed well and model that. In short, spend less time on the to-do list and more time on the people.
Participants will learn:

  • The importance of building managerial capability to tap into and leverage human potential
  • Ideas for creating a “multiplier” mindset for managers which drives employee engagement


12:00-12:45 PM
Dr. Steven Kowalski, Executive Talent Development for Genentech, Inc.
Deary Paul Duffie, Director of Organization Development at Genentech, Inc.
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Often, engagement strategies rely on senior executives to implement approaches for motivating and inspiring the workforce.  But what do you do when senior leaders – dealing themselves with increasing volatility, uncertainty, complexity and ambiguity – need to be engaged first?
Three years after the merger with Roche, Genentech continues to blaze new pathways in medicines that address patients’ unmet medical needs. But as Arlene Weintraub writes for Xconomy New York, “this kind of success could have easily been stalled or derailed by too much merger disruption or employee angst.” So how, specifically, have we built approaches and tools to keep executives engaged?
This session explores actionable approaches for tackling the hard work of engaging senior executives in a rapidly shifting business landscape – so that they may be better ambassadors to engage their organizations.  We’ll describe how marrying approaches from Organization Development and Leadership Development have helped offer integrated and complementary initiatives to:

  • Develop “trusted leadership”
  • Enhance accountability – even while what executives can “control” shrinks
  • Balance local (more decentralized) and global (more centralized) challenges
  • Move past “nostalgia” to focus on emerging growth and new business synergies.



12:45-12:50 PM

Audience Roundtable Discussions

David Forman, HCI Faculty
12:50-1:45 PM


1:45-2:30 PM


Rebecca Pomering, Chief Executive Officer of Moss Adams Wealth Advisors
Tammy Young, Managing Director, Human Resources at Moss Adams Wealth Advisors
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We all know that engagement is good for business.  And we know, generally, how to accelerate engagement.  But how do we fine-tune that approach to target diverse populations?  Follow along with a four-year case study on how Moss Adams LLP, one of the nation’s largest accounting and consulting firms, is working to move the meter on women’s engagement across all levels.  Starting from ground zero… with no focus on engagement or diversity, the company dug into research and metrics, carving their own path and inspiring other companies to innovate in the same field.  Find out how a clear business case, regular communication and persistent enthusiasm is making an impact.  Learn what has worked, what is a work in progress and what didn’t make the cut.

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If satisfied customers are the lifeblood of healthy organizations, then customers who are truly impressed are the hallmark of premier organizations.  Learn how AT&T is creating a culture of excellent service by engaging employees from the moment they're on-board with leaders who understand their needs and inspire them to achieve high performance levels.  This session will discuss innovative approaches on how to leverage employee engagement to deliver extraordinary customer service and drive sales.

2:30-3:10 PM

Afternoon Networking Break

3:10-3:55 PM
Linda Stewart, President and CEO, Interaction Associates
Andy Atkins, Chief Innovation Officer at Interaction Associates
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At any time, but especially in difficult and fast-changing times organizational trust is a critical driver of sustainable business success. In fact, according to powerful research conducted since 2009, the links between trust, leadership, collaboration and a company’s financial success are unmistakable. The facts are clear: High-performing organizations are high-trust organizations. And yet, many organizations still fail to leverage this relationship, perhaps due in part to limited clarity about how it really works or how it can be advanced.
In 2012, Interaction Associates partnered with the Human Capital Institute to build upon three previous years of their Trust in Business research. The fourth annual survey further explores how the level of trust, leadership and collaboration within an organization influences business productivity, retention and engagement of key employees, and financial success.
Don’t miss these takeaways from this signature research:

  • Learn what elements define a foundation of trust and what behaviors are critical to its success
  • Discover the kinds of prescriptive measures you can take in your company to increase trust among peers, leaders, and the organization as a whole
  • Hear more about how organizational trust is becoming increasingly important in business, and how it can be measured and used to drive productivity
3:55-4:10 PM

Afternoon Networking Break

4:10-4:55 PM
Pamela Stroko, VP, HCM Transformation & Thought Leadership, Oracle
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“Talent, the final frontier…This is the challenge of HR and business leaders everywhere….to seek out new talent, to explore innovative ways to engage people, to give businesses new life and new pathways to delivering results, to boldly go where no one has gone before.”
As HR and business leaders we are always looking for best practices and innovative ideas to help move our organizations forward—what organizations are connecting engagement, career development, performance, leadership, and people development to truly produce game-changing results?  Since the mid-1960’s Starfleet and Starfleet Academy have given us a model of leadership, people development, values, and engagement that serve as an example of great practices that can help an organization deliver on its mission and produce extraordinary results.
In this session we will explore the business lessons of Starfleet—the best practices that have application to our organizations today.  What are the take-aways and how do you apply them to your organization?  Participants in this session will walk away with a journey map of engagement, development, and performance drivers that will help you build your customized roadmap to superior business performance.

Wednesday, September 12, 2012

7:30-8:30 AM


8:30-8:45 AM

HCI Chairman's Welcome and Recap

David Forman, HCI Faculty
8:45-9:30 AM
John Foster, Head of Talent and Organization at Hulu
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There are many strategies for addressing engagement as a driving force of high performance, and no lack of opinion about where to start. Based on extensive organization development work in high performance organizations like Fidelity Investments, IDEO, and Hulu (and more), it’s clear that engagement is not something done to employees, it’s something achieved with them. This is especially true when high performance is defined as innovation.

Innovation is a rallying cry of executives everywhere. It’s considered one of the most important areas for management focus, yet many leaders and companies have little to show for their efforts, after tremendous resource investments. Innovation is hard to accomplish because most companies approach it from the wrong direction. It’s not something you command or control, it’s an outcome that is nurtured. Innovative companies are more likely to be human centered organizations designed with a fundamental goal of helping their people be well, so they are in a better position to innovate.  In this session, John will share an insider’s view of IDEO and Hulu including practical examples of how human centered organizations operate. He’ll share implementation stories and examples of tools, processes, and systems that help people be well so they are more ready to engage.

What you will take away from this session:

• A clear understanding of the link between individual well being and engagement
• Examples of human centered organization in action (tools, processes, practices)
• Implementation tips, tricks, and pitfalls to avoid

9:30-10:30 AM
David Yudis, Formerly VP, Enterprise Executive Development, The Walt Disney Company
Humera Malik, Senior Director, EA University at Electronic Arts
Alicia Shankland, Chief Human Resource Officer for Razorfish & Digitas
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As one of the most important sectors needing true engagement, high potentials come
with a big development price tag and high hopes of future leadership. Defined as someone with the ability to succeed in senior level positions, high potentials are critical to the future of any organization. Studies at the Corporate Executive Board find that relative to the broader workforce, high potentials are almost twice as valuable to an organization, and are three times more likely to succeed as future leaders, but their numbers have dropped by at least 48% in recent years.

How do we keep this essential group engaged and on the golden road to organizational devotion? Research generally shows that Hi-Pos want career development that incorporates marketable skills, leadership coaching, a true connection to their company and its brand, and an understanding of how they personally fit into the success of the organization. These are some the main ingredients needed to develop and engage your future management team, but what have other organizations done to achieve this and which tools and strategies that actually made a difference? Find out in this exciting session the newest online tools and processes that make the biggest impact in your Hi-Po programs and development.

You will learn:

  • How to indentify high performance individuals and what keeps them motivated to do more
  • How to work with mangers of Hi-Po’s and provide them with proven strategies and skills that allow them to successfully manage this group while keeping them engaged
  • How to increase your Hi-Po’s engagement levels with online and enterprise tools that make it easy for them to do the development work and remain connected to the program and the organization
10:30-11:10 AM

Networking Break

11:10-11:55 AM
Tim Bridges, Director of Knowledge Management for The Boeing Company
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Boeing, along with the general Aerospace industry, is addressing the aging workforce — the average age of the U.S. aerospace worker is 45 and continues to increase.  Additionally, Boeing has a unique opportunity to leverage knowledge from many heritage commercial and defense companies under one corporate umbrella.   Learn how Boeing is engaging employees through Knowledge Management and other efforts across the company to address these areas of focus.  Gain insight into how employees created their own innovative ways to help the company, including tool for 7,000 teams with 19,000 projects to help with their engagement.  Learn about culture driving approaches and other tools that connect and engage employees.

11:55-12:40 PM
Mark Royal, Senior Principal, Korn Ferry Hay Group
Dan Friedland, Director, Workforce Intelligence at Oracle
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Did you know that a silent killer is lurking in your company?  We’re talking about workplace frustration, which can undermine the energy, enthusiasm, and performance of your best talent.  There are a lot of frustrated people in today’s organizations – nearly 20% based on our research.  We’re not referring to the demotivated or turned off population, but rather, employees who are aligned with strategic objectives and enthusiastic about making a difference — they’re engaged! — but, held back by jobs that don’t suit them or work environments that get in their way.  From a motivational perspective, managers have these employees right where they want them, but from a productivity standpoint, the organization is missing out.
In a real sense, workplace frustration is the “enemy” of engagement, and the problem is all too often overlooked. Today’s employee feedback programs commonly fail to highlight issues related to the supportiveness of work environments, and frustrated employees are often reluctant to voice their concerns in other ways.  As a result, many suffer in silence. What can business leaders, HR teams, and managers do to overcome this hidden barrier and unleash the full potential of their people?
You will learn:

  • What workplace frustration is and the negative consequences it has on individuals and organizations
  • How to diagnose workplace frustration and its root causes within your team
  • Effective strategies and actions to promote higher levels of employee enablement
  • How enabling your people to succeed can help your organization take better advantage of motivation levels
12:40-12:45 PM

Audience Roundtable Discussions

David Forman, HCI Faculty
12:45-1:45 PM


1:45-2:30 PM
Christine DiDonato, Director of Talent and Organizational Development, Sony Electronics
Edward van Luinen, Talent and Organization Development Leader at Sony Electronics
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Like most companies, Sony Electronics, Inc., is experiencing rapid change in our industry followed by strategic changes to business strategy, structure and process. With change as a new norm, competing priorities and sometimes limited resources, how do you keep employees aligned to the bottom line and inspired to seize new opportunities?   Find out how the Sony Electronics articulates a transformation strategy and provides customer-centric development tools that align, develop and engage our people.
Attend this presentation to:

  • Challenge the traditional paradigm about what effective people development looks like
  • Explore a new and innovative model for engagement
  • Learn how to utilize internal resources as key engagement levers
  • Take away ideas to influence leaders to own people development as core business and engagement strategies
2:30-3:15 PM
Molly Kittle, Vice President, Digital Strategy at Bunchball
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Gamification is the process of using game-thinking and game-mechanics to solve problems and engage users in a variety of non-game environments.  Adopted from social games, gamification techniques can include the addition of real-time feedback, goals, recognition and rewards.  In combination, these techniques enable the Enterprise to improve business performance throughout their ecosystem by creating highly active and loyal customers, employees and partners.
According to Gartner, Gamification will be used by 70% of the Global 2000 by 2015, with over $1.6B spent on related products, services and technologies.  How can you get into the game?  Join us for this fun, thought-provoking session and see how gamification works in companies like SAP, LiveOps and Ford, and the dramatic difference it makes in driving engagement and improving employee performance.  You will learn the fundamentals of enterprise gamification – what it is, what it isn’t, as well as the motivational mechanics and other elements that keep the workforce loving the autonomy, mastery relatedness and purpose that gamification brings.
You will learn:

  • Gamification best practices including the "Formula for Sustained Engagement"
  • Specific techniques you can apply to help onboard employees 
  • How to Increase adoption
  • How to Promote retention
  • How you can harness & direct social activity