2013 HCI National Human Capital Summit

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

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

 
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

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

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

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