Monday, April 8, 2013
Daniel H. Pink is the author of four provocative books about the changing world of work -- including the long-running New York Times bestseller, A Whole New Mind, and the #1 New York Times bestseller, Drive. His books have been translated into 32 languages. In 2011, Harvard Business Review and Thinkers 50 named him one of the top 50 business thinkers in the world.
According to the U.S. Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase. But dig deeper and a startling truth emerges: Yes, one in nine Americans works in sales. But so do the other eight.
Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others. Like it or not, we’re all in sales now. Dan Pink's presentation, based on his newest book, "To Sell Is Human" will offer a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind, Daniel H. Pink draws on a rich trove of social science for his counterintuitive insights. He reveals the new ABCs of moving others (it's no longer "Always Be Closing"), explains why extraverts don't make the best salespeople, and shows how giving people an "off-ramp" for their actions can matter more than actually changing their minds.
Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.
As a leader in talent acquisition, you have undoubtedly noticed and most likely are frustrated by a constant chaotic business and economic environment. There is actually a name for this volatile environment — VUCA — and an approach that allows managers to thrive in a constant state of flux known as “adaptive management.” Organizations that excel under this seemingly chaotic environment are known as adaptive firms.
If you design or manage talent acquisition or workforce planning programs or processes and you want to be a strategic leader, you’ll want to hear how to succeed in an environment that consist of volatility, uncertainty, complexity, and ambiguity, including:
- Understanding the VUCA environment and the talent acquisition problems that it creates
- Understanding the key elements of “adaptive talent acquisition”
- How to rapidly increase your organization’s talent capabilities to meet business growth needs, decrease labor costs effectively, and grow and shrink in different business units at the same time
- How to hire adaptive and agile employees
- How to develop workforce plans and programs that are agile and adaptive
Networking & Expo Break and Dan Pink Book Signing
Recruitment & Acquisition
Almost everything you or your competition can think of is being redesigned, rethought, re-engineered. Fact is that's always been true but in the 21st Century the rate and scale of change is off the charts! It is hard to think of anything to prepare you for the unknown. All you can do is your best. That means arming yourself with the best minds, the best people. This gets called a lot of things; we call it Organizational Readiness - enabled by talent.
In this session you'll learn what this 'new' competitive advantage means and how to set up an organization to attract, contract with and engage the relevant talent for now and the future.
- How to build Talent Communities of people that have a connection with your brand
- How to turn your extended workforce into talent ambassadors
- How to implement a holistic approach to employee and contingent talent acquisition
In a volatile marketplace where nothing is predictable and competition is steep, HR professionals must take a holistic view of their entire workforce, building models that leverage contingent workers for agility, scalability and cost efficiency. To facilitate business goals, workforce planning often requires taking on specific talent in some areas while cutting deep in others in a short time frame. Companies that utilize contingent labor as a strategic resource, and implement the correct management strategies are at a clear advantage over those that do.
In this session you will learn:
- How Disney utilizes contingent workers and the business solutions in place for managing this talent
- The critical points of implementation plus first year's obstacles and successes
- How to achieve organizational alignment across business units
Tapping Individual & Collective Potential
Lead. Coach. Drive. Inspire.
The belief that every individual team member can excel as an individual and contribute to the success of the team is critical to leading in a complex environment. Leaders play a critical role in the growth strategy of any company. Capable leaders building strong teams that master their part of the business is necessary for success. When a company learns and succeeds, they must share those insights with teammates around the world.
Creating this kind of high performing team requires a leader who is a good coach. A generous communicator. A willing teacher. A strong advocate. A curious innovator. A rebellious spirit. A determined soul.
Participants who join this session will:
· Learn the importance of creating an environment of inspiration & innovation.
· Learn about NIKE’s coaching approach…to tap into the potential of every individual on your team.
· Learn a few tips and tricks to invite ideas that lead to innovation in product and performance.
Lead. Coach. Drive. Inspire. That’s how we reach our individual & collective potential.
The New Normal has created the need for a new set of leadership skills and competencies in order to drive success. Whether considering the need for rapid innovation, leadership agility, or dealing with a multicultural, multigenerational, global talent pool, business challenges demand leaders who can deliver results within this VUCA environment.
In this session, for the very first time, Ken Finneran, Chief People Officer - Americas for Hellmann Worldwide Logistics, will share the 5 key leadership skills for the New Normal (creativity, collaboration, commitment, complex communication, character) taken from his whitepaper entitled "Give me a 'C' in Leadership" to be published just prior to the conference. Furthermore, he will provide compelling research and a Hellmann case study into the leadership competencies that have generated success on a local as well as a global level. In addition to learning the strategies that have worked for Hellmann, Ken will leverage multiple research studies, provide new insights, and offer thought provoking changes in current, global leadership criteria for success in the VUCA world.
Key take-aways include:
- How to Develop the 5 Key Leadership Skills for the New Normal
- The Top 7 Competencies For Global Leaders and Why They Matter
- First Steps Your L&D and Talent Functions Need To Be Taking Now
In an ever-developing business world, where organizational and technology changes are driving new behaviors,and challenging traditional assumptions about how work can best be done, some things remain important anchors for the psychological contract between the individual and her or his employer. One of these anchors is the role and skill of the frontline manager. Above all else, we assert that the manager trumps the brand – no matter how strong the performance of the company, or powerful the accolades – if the relationship with the manager sucks; if the employee is disengaged because this critical relationship is broken (or never really began), then fundamental performance and possibly those of the wider work team, will be seriously denigrated.
In this presentation, Stuart Crabb, Head of Learning at Facebook, will share insights into how Facebook thinks about the role of the people manager, and the steps it has taken over the past few years to understand what makes a successful manager at the worlds #1 Social Network.
You will learn:
- Insights into how Facebook identifies key talent
- How Facebook measures and develops its frontline people managers
- The impact successful managers have on the overall performance of the company
Room Change Break
Recruitment & Acquisition
The time for HR to transform its approach to talent is now. Finding, nurturing and developing human capital is one of the most important functions within an organization – but without continuous innovation, organizations risk losing their competitive edge in recruiting. So, how do companies continue to drive innovation in their recruitment processes without losing the human touch?
Effectively leveraging innovative technologies is critical. Organizations that successfully technologize their recruitment strategies and continuously look ahead to “next practices” in talent acquisition will gain a distinct competitive advantage in the markets they serve.
The presentation will cover how HR professionals can strategically leverage new technologies to drive innovation in their talent acquisition strategies, including:
- Emerging technologies that are driving changes in recruitment practices, including mobile, gamification and proprietary technology platforms or applicant tracking systems
- Best practices for integrating new technologies into talent acquisition strategies
- Gaining access to the latest technologies, regardless of organizational resources or technical expertise
- Effectively using social to identify and engage quality candidates
- Leveraging analytics to produce customized information when and where it’s most relevant to candidates, employees and hiring managers
- Effectively measuring the impact of talent acquisition strategies and tactics
Think you know what drives performance in your organization? What engages your employees and motivates them to do their best work every day? In order to meet its mission of delivering high quality affordable health care and to address the challenges inherent in health care, Kaiser Permanente set off on a journey to understand just that -- what differentiates high performance from low performance in the work setting. To understand the work environment, Kaiser Permanente created People Pulse to measure employees’ opinions about key elements that influence engagement and organizational performance. This survey is administered annually to over 170,000 employees and has been a valued tool since 2000.
Recently, we have been linking employee opinion data to performance outcomes to determine specific aspects of the work environment that drive performance. Our linkage analyses show significant correlations between People Pulse scores and key operational metrics such as attendance, customer satisfaction, safety and quality. These results help managers focus on what is truly important and suggest specific actions they can take to make their teams higher performing.
By attending this session:
- You will learn about the data-driven high performance model Kaiser Permanente is building based on quantitative analyses of employee opinion data and performance metrics
- You will understand how to translate this knowledge into actionable steps that front-line managers can use
- You will have a better sense of how to turn employee opinion data into a valued business metric
This session will share the journey Humana took in building a world-class practice of engagement that balances both science and art. Science for Humana means data analytics and measurement, such as survey administration and items, business and personal metrics, and thought leadership through research. Art is building leader capability, increasing meaningful dialogue and weaving it into the fabric of the organization to create a culture of engagement and shared accountability.
As the economic recovery picks up speed, so too are the retirement plans of organizational leaders across industries – and the knowledge gaps they leave behind are particularly worrisome for unprepared organizations. Who is being groomed to take their place when they may be gone tomorrow? Is the current leadership pool strong enough and deep enough to withstand these shifts? In this session, you will learn:
- What organizations can do to identify key leadership roles and significant skills
- How to align critical roles with the high potential and high performers within your organization
- Effective ways top-tier companies have made succession planning a vital part of the talent management process
Networking & Expo Break
Recruitment & Acquisition
Most organizations believe that they don't have enough data, but in reality they actually have too much data but lack the necessary tools to diagnose the data and produce analytics that are relevant. Hundreds or even thousands of job descriptions and hiring mangers, and tens and hundreds of thousands applicants create data that is unmanageable using conventional approaches. In this session, you will hear how one company tamed their big data "opportunity" to improve the targeting quality of their candidate sourcing efforts, increase their quality of hire, reduce new-hire turnover, and ultimately reduce their recruiting cost ratios.
What Will Attendees Learn:
- What is "Big Data" in context of recruitment and what is it's underlying value?
- What are some of the common challenges to effectively using data that is captured while operating a recruitment department?
- How can you overcome those challenges and derive meaningful information from your recruitment data set?
- What tools and techniques can you use to immediately gain new insights into things like best sources of candidates, top yielding recruitment campaigns, the relevance of local markets, diversity recruitment, candidate behavior during the engagement process
- How to use the data you already have to enhance your recruitment operations
What assumptions about talent are implied in your business forecasts?
What talent actions are needed today, this year, and next year, to ensure that the business can be successful?
The talent needs of our businesses are increasing, and they are increasingly more specialized and more global. Without the right talent inputs, these businesses may very well certain to fall short of expectations. To move beyond basic headcount estimates, we need to integrate strategic workforce planning (SWP) into the business planning process. We also need intelligence about the commercial markets as well as the talent markets that exist externally as well as internally. The level of effort required means we will need to do this selectively – on those segments that we cannot afford to get wrong.
Participants attending this session will:
- Learn about relationships that are key to establishing workforce planning as part of the business planning cycle
- Learn about the processes, tools, and training that have been used to build up the SWP capability within the HR function at GE
- Hear about specific challenges that have been encountered along the journey – and how some of them have been solved
- Engage in a robust Q&A session where their questions can be addressed, and where they can learn from others
In today’s volatile environment we find a great deal of employees seeking to leaving their jobs for ones that will appreciate them more, so it has become vitally important to build an engaged, loyal, and productive workforce. According to a well-known Hay Group study, it costs between 50 and 150 percent of salary to replace a single employee. The price of losing a valuable worker is reason enough to strive for true engagement in your workplace. But are you using the most effective levers? Employee recognition, when done strategically, is one of the easiest, most effective ways to increase retention, engage employees, and build a culture of appreciation.
A Recognition and Reward System (RRS) or process should be a cornerstone piece of any good engagement strategy, as it’s an essential and proven element in keeping employees engaged, increased production and improved collaboration. Learn how to use recognition to support and grow an organization of engaged employees by publically recognizing those who demonstrate behaviors that align with company values. We will present a case study from Quintiles, the world’s leading biopharmaceutical service provider who achieved 90% and higher employee retention levels through values-based recognition of 23,000 employees in 59 countries. Learn how Quintiles developed and facilitates a recognition program that transformed their organizational culture, drives employee engagement, and ensures alignment to corporate goals.
You will learn:
- How Quintiles successfully implemented recognition on a global scale to improve their retention levels
- Why unifying a global workforce on a single recognition platform strengthens culture
- Industry best practices on how to make recognition programs more effective in driving performance
Like many companies, Sony Electronics, Inc. is faced with staying competitive in a VUCA world. With change as the new normal followed by competing priorities and limited resources, keeping employees aligned to the bottom line and inspired to innovate is more difficult than ever. Find out how Sony provides customer-centric people development strategies and 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 development
- Learn how to utilize internal resources as key development levers
- Take away ideas to influence leaders to own people development as core business and development strategies
Room Change Break
Can neuroscience help us to create better leaders? NeuroLeadership is a new field of research exploring the biological underpinnings of leadership tasks such as making decisions, regulating emotions, enabling collaboration and facilitating change. In this insight and research-rich session you will discover the big surprises emerging about the brain that help explain why selecting and developing leaders is so tough, and how we might do this better.
Welcome Networking Reception
Tuesday, April 9, 2013
Zynga is one of silicon valley’s hottest companies, and is responsible for the hit games such as Farmville, Words with Friends, and Mafia Wars which are played by more than 60M people every day. Attracting and retaining talent is not all fun and games, unless you work at a company whose mission is connecting the world through games.
Colleen eats, sleeps, and breathes talent. At Zynga, she has been responsible for attracting, growing, and developing the creatives working to link up the world through games. She will share how to build a company where people can build a real career, how to unite the employee base through core values, and how to connect the world through games.
We've all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off over people's heads; ideas flow and problems get solved. These are the leaders who inspire employees to stretch themselves and get more from other people. These are the Multipliers. And the world needs more of them, especially now when leaders are expected to do more with less. In this keynote Liz Wiseman will share the research behind Multipliers and illustrate the resoundingly positive and profitable effect these Multipliers have on organizations. What could your organization accomplish with access to all the intelligence that sits inside it?
You will learn
- How multipliers get more done with fewer resources, develop and attract talent
- How to use managers to cultivate new ideas and energy to drive organizational change and innovation
- The five disciplines that distinguish Multipliers from Diminishers and practice tips for leading like a Multiplier
Networking & Expo Break and Liz Wiseman Book Signing
Recruitment & Acquisition
Talbots has come a long way from their first store located in Hingham Mass in a 17th Century Colonial home. The iconic classic American woman’s brand, like everyone else, has their challenges. These past years have been tough for non-revenue producing departments, many have been scrutinized and some are faced with staff reductions. Doing more with less has become a common question asked of many professionals. Discover how Talbots went from a Talent Acquisition team of 10 to a team of 4 with the same mission as before - attract top talent and improve metrics. This session will explore how Talbots moved quickly to build consistency with the TA team, developed strategies to manage the workload & leverage technology in order to deliver results.
You will learn how to:
- Build consistency and synergy into the team.
- Develop strategies to manage increasing workloads.
- Leverage HR technology to deliver new results.
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 invested in a group of radical innovators--its employees.
Learn how Warner Bros. is turning traditional methods of value creation on their side by engaging its global employees to inspire and generate game-changing products, services and processes that address the changing entertainment landscape, and contributing to the Company’s competitive advantage.
Specific areas that will be addressed include:
- Using strategic dilemmas as the impetus for building an organic innovation strategy across the Company
- Fast-tracking new ideas and concepts to monetization
- Designing an employee engagement ‘surge’ that puts accountability for innovation 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
- Lessons learned that are relevant across industries and geographies
With today’s challenging financial environment and a dynamic and unpredictable marketplace, all new programs must be viewed as a critical component of business success. Do your initiatives grow out of and support business strategy? Can you explain how your programs support organizational growth and increase the bottom line? Are your investments directly contributing to your organization’s competitiveness? With the proper approach, tools, and conversations, you have the opportunity to strengthen the bonds between business strategy and leadership and innovation, while demonstrating the value of these investments.
This session will explore proven methodologies to show the monetary impact of these key HR programs plus the many ways they positively affect the organization. We will demonstrate successful methods of creating a CEO/CFO-friendly process for showing the impact of HR.
You will learn:
- How to demonstrate business acumen and understand the nature of collaborative conversations to communicate your proposed initiatives
- How to identify the key steps and principles involved in determining and communicating ROI
- How to build understanding and commitment with new approaches to gaining executive buy-in
Despite the publicity around it, most research and thought leadership has failed to address what elements truly make up engagement, and how the concept is built and maintained in organizations. While it’s important to understand what organizations can do to foster employee engagement, or what managers can say to bolster levels of engagement, it’s even more vital to recognize how these components must work together to really deliver on engagement initiatives and increased levels of involvement among employees. In this session we will present original research from the Human Capital Institute and Achievers, exploring how employee engagement is fundamentally created and sustained through three key elements – the employee, the manager, and the organization.
Engagement must first be addressed among employees themselves, and organizations need a better and deeper understanding of what drives employees to consistently put forth discretionary effort. But what actions can managers adopt to help improve engagement levels, and what areas do they struggle with in terms of reaching engagement goals? What role must organizations play in creating a culture and vision that supports engagement initiatives and rewards highly engaged workers?
In this session you will learn:
- The notable differences that contribute to miscommunication and misunderstanding of employee engagement and how it’s driven
- Tools and strategies organizations and managers use to promote engagement among employees
- How organizations and managers can improve engagement levels and increase productivity
In 1979, when Derreck Kayongo was ten, his family fled the civil war in Uganda for a better life in America. Kayongo never forgot the experience of homelessness and living in a refugee camp, and today he has made it his mission to help save the lives of millions of children in developing countries, one bar of soap at a time.
Each year, an estimated 3.5 million children die from illnesses like diarrhea and pneumonia, which can be prevented through improved hygiene and sanitation. In 2009, Kayongo and his wife founded the Global Soap Project, which donates melted, purified and reprocessed hotel soap to vulnerable populations, an astonishingly simple yet highly effective and sustainable approach to global health.
The Global Soap Project found a niche in recycling that has changed the culture of the hospitality industry. Derreck Kayongo will how his simple idea now empowers an entire industry to become more both environmentally responsible and more cognizant of the world around them in ways that improve corporate responsibility and global health for pennies on the dollar.
Room Change Break
Recruitment & Acquisition
GE is a known innovator and technology leader. In order to help speed its incredible ideas and innovations to market, and get the right people in the right positions quickly, GE turned to digital interviews to help streamline the interviewing process to improve productivity, quality of hire, recruiter, manager and candidate satisfaction, and the overall employment experience. During this session, Shahbaz Alibaig, Recruitment Technology Leader, GE, will discuss the company's digital journey from making the business case, to change management, and how digital interviewing has transformed recruiting and won over demanding managers and senior business leaders. He'll give advice to companies considering going digital, and review results to date including impacts on time to hire, increased productivity, cost savings, and more. The world's gone digital. Learn why corporate America has followed suit!
You will learn:
- Why companies have gone digital to speed recruitment processes, improve quality of hire, and the employment experience
- How to make the business case for digital interviewing among executive stakeholders
- How to affect change in your talent organization that will drive the most impact to your business
To thrive in a VUCA environment, organizations need to employ an approach designed to maximize their ability to meet current and future business objectives. This will include the identification of your critical workforce segments. But which segments will be the key for hitting the new growth targets? How many people will be required? Where does your skill pipeline reside? These kinds of questions form the foundation of any Workforce Planning program – the process of identifying and filling predicted gaps in supply and demand for an organization’s key talent.
Planning to fill critical talent gaps right requires a smart balance of technology tools, scenario planning, and advanced analytics. Dynamic analysis of the internal and external workforce provides the opportunity to identify potential challenges/opportunities, make decisions based on information and drive action that will enhance organizational performance. This session will demonstrate how an integrated approach can serve to aid in business decisions by generating insights and deeper understandings of workforce implications to business plans. You will learn:
- How to anticipate and plan for change by quantifying talent requirements to meet business objectives over the short and long term
- How to determine which talent segments deliver high ROI and need greater investment
- How the outcome of strategic workforce planning is a solid workforce plan (or long range people plan) based on the organization’s strategic business plan, budgetary resources and skill requirements.
As social media continues to adopt users at record breaking rates, employees have a tremendous amount of power in effecting the engagement levels of their co-workers. This shift in power is never more apparent than during a restructuring or workforce reduction. Reductions in force are never easy, though they are becoming more and more a part of the normal course of business as companies make strategic decisions to move groups to lower cost geographical areas, sell off components of their business, and assess their skills gap for the next decade. These events often leave the employees staying with the organization feeling less engaged, but research shows that offering the departing employees a cutting edge, socially connected career transition solution can actually have a positive impact on the engagement levels of the employees staying within the organization and can have a positive impact on the overarching employer brand.
In this session you will:
- Gain an understanding of the role social media is playing in reorganization events today and what to be aware of when planning for these events
- Get a better sense of today’s best practice recommendations for conducting a workforce reduction and communicating with transitioning employees in order to keep a positive employer brand.
- Learn how to properly handle and communicate with staying-employees in order to preserve staying-employee engagement
- The tremendous impact that social media is playing in career transition today (and its not just what you think it is).
- Hear a case study of how an organization with more than 40,000 employees embraced a high-touch, virtual & socially-driven career transition model with tremendous success
More than anything else, the Internet and all the of social tools on it have made building communities of thought easier than ever. In business, these platforms are an ideal learning opportunity to leverage collaboration, knowledge exchange, and brainstorming – helping companies get the most out of their employees while finding a cost effective solution that still allows for all of the benefits of face-to-face collaboration.
In this session you will learn:
- How these new technologies break from traditional schools of thought and can be more effective
- What kinds of business opportunities and projects have resulted from these social communities
- How organizations can promote the creation and development of internal social communities, and how to get leadership buy-in to do so
- How to use these technologies to increase learning and engagement of employees.
- How to implement one of these technologies as part of your overall learning platform
Networking & Expo Break
Recruitment & Acquisition
Gone are the days when newspaper advertising was the primary recruiting resource for employers. Today’s recruiters seem to have limitless channels for connecting with potential candidates (job boards, social media, videos, billboards, etc.) – which can be as much of a curse as it is a blessing. The number of options available makes it difficult for talent acquisition leaders to know which tools and strategies they should be investing in. How much can today’s recruiters rely on the conventional wisdom? Which new technologies are over-hyped?
With these questions in mind, the Human Capital Institute and CareerBuilder recently collaborated on a new research study to find the answers. The results of the study challenge and debunk the most common myths and misconceptions recruiters and hiring managers believe about attracting, engaging and selecting great talent.
This presentation will cover these results, including:
- New findings about the way candidates search for and apply to jobs
- The most effective recruiting tools and sourcing platforms for various audiences
- The selection processes and criteria that yield the best candidates
There are 7 CEO’s inside your organization today. One you know, 6 others you need to identify and develop to lead your organization over the next 2 – 20 years. Do you know who they are? Do you know what they need to be prepared to successfully lead your organization in this Volatile, Uncertain, Complex and Ambiguous (VUCA) world? If so, are you providing them the right experiences to gain the knowledge that they need to succeed?
Learning Agility is the single best predictor of potential for talent in a VUCA world. Combined with the performance-potential matrix, Learning Agility can provide a game-changing level of certainty in your succession planning process.
Attend this session to learn how to:
- Identify and develop Learning Agility to best align talent to your business strategy
- Develop a performance-potential matrix that will map your entire leadership pipeline to identify your top “7 CEOs”
- Drive the process deep into your organization simply and rapidly
Does our VUCA environment help or hinder clear thinking? OK, so that was a loaded question, of course it doesn’t. The CEO’s and boards challenge though is how to compete with this mist of information (and misinformation) with respect to translating what’s in their head into the minds of your front line management. Starting with the role of ‘effective dialogue’, this session will help you to understand the mechanics of how the best organisations translate rich and increasingly complex information through to the people who serve your clients and customers every day.
This session will teach you how to:
- Align strategic priorities and personal action planning through line managers
- Build the skill of managers through ‘on the job’ development and practice
- Create a way to use ‘effective dialogue’ within your organisation
Room Change Break
“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.
Beach Party Reception!
Wednesday, April 10, 2013
Breakfast & Expo
Overworked, sleep deprived, under nourished and over medicated? If you said yes to any or all of these conditions then you know what it’s like trying to maintain a busy work/life balance. You’ll find the penalty for using more resources than you take in costs you by sapping personal energy, thought processes, creativity, and vitality. How do you turn it all around? Where is that spark that makes tomorrow different from today?
Find out your “why” (motivation for change) and answer questions such as: How do I create sustainable weight control? Why are we such an overmedicated society and what can be done about it? How do I eat healthy while on the run? Am I making a deposit or withdrawal in my own self-care investment account?
Author and national speaker on health, Chris Johnson will show you proven strategies on making new health choices, and how these choices can change your life. Learn how to stay connected to your family while maintaining a busy work or travel life. Discover easy ways to make time for personal development, career, and home. Attend Chris' keynote and experience his simple guide to nutrition and managing a busy lifestyle that will help you feel motivated and excited to reach new physical and mental goals.
Networking & Expo Break
Data-based predictions underpin a growing sector of critical fields, from political polling and hurricane watches to the stock market and even the war on terror. That means it's important to ask — what kind of predictions can we trust? What methods do the most reliable forecasters use? What sorts of things can be predicted — and what can't? Nate takes us on a tour of modern prediction science, uncovering a surprising connection among humility, uncertainty and good results. It's an essential presentation for anyone interested in how data can be used to understand the future.
Something isn’t quite right. The engine is running rougher than it should. There is no question that the field of talent management has enjoyed a significant decade. An abundance of research, articles, books and thought leaders have applauded the benefits of organizations that focus on the core talent management functions of hiring, engaging, developing and retaining their talent. The rise of intangibles in market valuation has certainly elevated the importance of talent management to the Board room, the investment community and beyond. But this is not enough, especially in times of rapid change, the constant drive to innovate, and increasing global pressures. Even as our environment changes, there is a strong tendency to use old tools, mindsets and methods to solve new problems.
Our businesses have had to adapt and change to different market demands and pressures. If not, they would perish. It seems as if internal processes such as talent management are under no such crucible. Convention is all too often accepted and not challenged; and the result is a series of practices that are out of alignment and often out dated.
In this session participants will:
- Understand the reasons why external-facing parts of the organization change faster than internal practices
- Describe five new avenues for talent management to be more effective and better aligned in the future
- Begin to challenge conventions on a regular basis