Monday, September 23, 2013
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.
The way that managers and senior managers inform, interact with, and involve their employees in decisions that affect them has a direct impact on the organizational culture. Culture is one of the top drivers of employee engagement; however it can also be one of the most difficult drivers to improve. Only 33% of employees surveyed rated their organization’s corporate culture as healthy.
This interactive workshop will get you thinking differently about how to improve your culture to increase employee engagement through our “3I” model. Improving your culture could really be as simple as improving the frequency and quality of the 3I’s: informing employees about the why behind decisions, interacting with them on a personal level, and involving them in decisions that affect them.
Using our best practice research along with activities and discussions with your peers, this workshop will provide you with the tools you need to develop a plan for improving your culture through the 3I’s.
During this workshop, you will learn how to:
- Diagnose your organization’s dominant culture to better understand the challenges of each culture and how to minimize them.
- Identify how the dominant culture impacts your current practices around the 3I’s at all levels of the organization.
- Determine what the 3I’s look like in organizations with your desired culture and how managers can use them to improve engagement.
- Develop a plan for how your organization can use the 3I model to move the organization closer to the desired culture.
Tuesday, September 24, 2013
Welcome from our Chairman and Opening Remarks
The role of Human Resources Management is still traditional at its core - we’re here to attract and retain the best talent, optimize our human resources through training and development, and be champions of corporate culture. What’s changing is the way we’re engaging employees throughout the employee lifecycle of hiring, onboarding, developing and rewarding.
In this session, discover the trends and demographics that will forever change the way we think about Human Resources and Employee Engagement, and how our role within an organization is more critical than ever. As an industry, we are scratching traditional approaches to tasks like training, and developing new and innovative ways to teach a diverse, mobile and digital-savvy workforce. Ginger Gregory, Chief Human Resources Officer for Dunkin’ Brands, will share how Dunkin’ Brands – home of Dunkin’ Donuts and Baskin-Robbins – is changing the way it serves thousands of corporate employees, restaurant managers and crew, and franchisees around the world.
You will learn:
- How current trends will shape approaches to the employee lifecycle of hiring, onboarding, developing and rewarding
- How evolving technology has changed traditional classroom learning
- How to engage a multi-generational, diverse and digital-savvy workforce
Salesforce.com has been named the World’s Most Innovative Company by Forbes magazine for the last two years and one of Fortune magazine's 100 Best Companies to Work For five years in a row. Join Monika Fahlbusch, SVP of Global Employee Success for salesforce.com, to find out how they use social business practices and technologies to create a #dreamjob experience that attracts and retains the talent they need to fuel the company's incredible success. Regardless of your size or what HR technologies you use, this session will include practical tips you can employ right away to start building a culture of innovation at your company.
You will learn:
- Key aspects of social technologies that attract and retain the right talent
- How to drive a culture of innovation throughout the workforce
- New effective workforce engagement strategies you can use immediately
We have the same goal and challenges as any other company in terms of achieving business results incorporating a variety solid business practices; however, our additional objective is the continued pioneering of an emerging industry, digital radio. Our people are key to those objectives. To that end, we put time and attention into the engagement of our people understanding that we don’t have all the answers nor do it perfectly all the time. Our differentiator is that we keep it in our mind space and on the table for discussion with leaders and with employees.
In this session you will hear how employee engagement is viewed at Pandora, the strategies we use to focus on it, and our aspirations as we continue to grow as a leader in the digital media space.
You will learn:
- The engagement and communication strategies that work for our workforce at Pandora
- The value of strong subcultures and how it affects employee engagement
- The role senior leadership visibility plays in an engaged Pandora culture
Your workforce may be made up of the highest income earners to those just above the federal poverty line. You may have unions, be multi-sited, have language barriers and technology literacy may be an obstacle. No matter what employer you represent, your workforce may reflect some of the challenges and opportunities those in higher education face.
The Ohio State University is a microcosm of diversity. The challenge, shared by many employers: how do you engage such a diverse population of employees to embrace wellness and change a culture? Ohio State is on their way to doing just that. Join us for this exciting presentation and take away some ideas that can help engage your employee population to embrace wellness not as just a benefit add, but makes your company or institution one of THE best places to work.
You will learn:
- How The Ohio State University engages their employees through an integrated partnership approach
- How a multifaceted incentive program, campus challenges and a socialized web portal is engaging the population in changing health behavior.
- Learn about communication and multi-media strategy that is helping drive the culture shift.
In their struggle for survival, primitive humans were forced to develop a kind of genius for making two specific kinds of judgments quickly and accurately: (1) What are the intentions of other people toward me? (2) How capable are they of carrying out those intentions?
In the past few years, leading researchers have shown that today we still judge each other almost instantly along those same two dimensions. In the academic world, these two categories of social perception are known as warmth and competence. They drive over 80% of our emotions and behavior toward other people, and we are merely the latest in a line of thousands of generations who have inherited this time-tested ability.
Now, groundbreaking research by Fortune 500 business executive Chris Malone and renowned social psychologist Dr. Susan Fiske at Princeton University, has yielded a deceptively simple but important finding: As employees, we engage with colleagues and become loyal to companies and brands in precisely the same way - on the basis of their warmth and competence.
The implications of these findings are enormous, because many widely management practices are completely at odds with our natural triggers of engagement, trust and loyalty. Once exposed to these breakthrough insights, you will be inspired to challenge conventional wisdom and change the way your company motivates, manages and retains its workforce.
You will learn:
- Why the future of employee engagement is so strongly tied to our distant past.
- How leading companies are driving stronger workplace relationships and performance through warmth and competence.
Three imperatives for enabling greater learning, loyalty and success in your organization.
Organizations with high engagement rates are 78 percent more productive and 40 percent more profitable than disengaged organizations (Hewitt Quarterly, 2009). Top employers realize that engaged workplaces begin with a recognition-rich culture. Serving members for 75 years, Credit Union ONE has been committed to providing exceptional value across a complete portfolio of financial products, and continually strives to provide services that are convenient, easy, affordable, and dependable. Join us and discover how Credit Union ONE created a culture of recognition to amplify key behaviors that impact business success.
You will learn:
- Understand what it takes to secure executive buy-in for launching and funding a recognition program
- Gain best practices around change management strategies involved in a successful program launch
- Learn how Credit Union ONE designed, planned, and implemented a recognition solution tailored to drive their business success
A fast changing and increasingly complex business environment requires leaders to be more agile and adaptable than ever before. Broader leadership teams represent the link between strategic ambition and the effective execution of strategy through your managers and individual contributors. If leaders don’t model the right behaviors or if they lack conviction in the strategy, silos get perpetuated, engagement stalls, and change does not occur.
This session highlights a recent initiative at Mercedes-Benz Financial Services to drive true business change at all leader levels, by engaging them in the how and the why of new strategies, by delivering new methods for creating better levels of trust, and by connecting employees to organizational strategy thereby delivering greater levels of engagement. In this interactive presentation, we will demonstrate how a stronger understanding of both strategy and the impact each role has on business outcomes leads to higher levels of engagement and accelerated business results. Gain a clear understanding of what it means to drive strategic engagement vs. employee engagement, and where to best focus efforts to create meaningful business results through leaders and managers.
You will learn:
- How to link leadership development activities directly to strategic intent of the company
- Embed outside-in thinking more effectively into the organization
- How to tackle the behavior or cultural barriers preventing successful engagement and leadership conviction
- How to effectively engage leaders in a conversation on leadership, the legacy they want to leave, and creating greater ownership for the change
Influencing employee engagement is a key business strategy today. At Macy's, our strategy includes a special focus on enhancing the day-to-day experience of our associates by creating a “360-degree, 365-days-a-year” culture of appreciation. Macy’s understands that when associates feel valued and recognized for who they are and what they bring, a sense of community flourishes and is more likely to bring individual success and happiness, innovation, meaningful customer interactions, and bottom line results.
In our work, we wanted to acknowledge and celebrate individuals and contributions while reinforcing Macy’s core values. Our goal was to cultivate internally the “magic” of Macy’s core to our brand promise, both authentically and consistently. To do this, we launched our “Everyday Magic” recognition engagement strategy which has inspired an active, storytelling peer-celebration community of over 180,000 employees. In this session, we will explain how a creative approach to building employee engagement can bring results.
You will learn:
- How to achieve collaboration and consensus on the road to success
- How to leverage technology to influence culture, without losing a personal touch
- How to go beyond initial buy-in, and sustain continuous improvement against specific engagement goals
- How to find creative cost-saving solutions without sacrificing value
Employees need direction to help them understand their role, accomplish objectives, and set goals for the future, but too much direction can be just as detrimental as too little and organizations risk losing key talent as a result. Smart leaders recognize that there must be a balance between managerial control and Talent Autonomy — an employee’s ability to influence their own career path and pursue their own interests within the business.
Groundbreaking research conducted in a partnership with HCI and Risesmart looked at this very topic, and found that employees who are encouraged and supported in their efforts to find their own destiny in organizations are likely to experience: higher levels of engagement, increased opportunities to assume a variety of roles across the organization effectively, and the ability to develop their own skill sets. Perhaps most importantly, employees who are given talent autonomy are more inclined to remain with their current organization, helping strengthen leadership pipelines and succession planning pools.
You will Learn:
- How Talent Autonomy is defined and practiced in organizations today
- Innovative ways to support employee empowerment in your own business
- How to determine what the primary challenges facing Talent Autonomy are, and how to best address them
Room Change Break
An energized and engaged workforce is essential as organizations look to capitalize on an improving economy. Learn what’s hot and discover best practices from the largest and longest running national survey on employee engagement. Best in Class organizations, including AT&T Mobility, are consistently achieving high performance and business results through a highly engaged workforce. Learn what the Best in Class are doing and what strategies and tactics you can adopt for your organization.
In this session, you will learn:
- Which strategies and tactics have the greatest impact on engagement over time
- What “Best in Class” company AT&T Mobility is doing to drive business results through engagement strategies
- How role segmentation helps focus resources on key groups like Gen Y and high performers
- What needs to change to improve engagement
- Concrete examples of strategies and tactics you can implement in your organization, regardless of size
- Learn how to determine which business metrics you should consider to demonstrate the impact of your engagement efforts
- New ideas on how to gain executive support and funding for your programs
A recent Gallup Poll study shows that only about 19% of all US workers are actively engaged on the job and that identifying engaged and unengaged employees has nothing to do with age, race, gender, or education level but by statements that employees make, such as “At work, my opinions seem to matter.” and “In the last seven days, I have received recognition or praise for doing good work.” Unfortunately, it’s impossible to physically follow each employee around and monitor their statements and ensure they are receiving the appropriate level of feedback and support.
A more scalable way to monitor and improve employee engagement is through social technologies, where employees up and down the chain of command can offer ideas and provide feedback virtually without hierarchical boundaries. But even with the best social technologies in place, Gartner predicts that 80% of these initiatives will fail. Our real-world case study will highlight an enterprise social network implementation and the best practices to follow to ensure success.
You will learn:
- How to choose the right vendor
- Best practices to get your team to adopt social technology
- Hidden benefits of a successful enterprise social network deployment
Room Change Break
Closing Keynote Address:
In this session, you’ll have a front row seat to Nielsen’s journey from multiple private entities to integrated public company. Discover how the organization successfully transformed its culture at warp speed while undergoing complete global restructuring in a challenging economy. Along the way, learn how leaders drove double-digit improvements in employee engagement metrics, and how today Nielsen’s Global Learning Organization is bringing engagement to the next level by helping employees take ownership of their careers.
You will learn:
- Change is Good: Practical approaches for transforming culture and building trust to fuel ongoing positive change
- You Are What You Measure: How to implement a strong statistical foundation of output markers and goals that drive employee engagement progress
- Never Stop Learning: Simple and cost effective strategies for leveraging training and development to empower employees
Networking Cocktail Party & Business Card Exchange
Wednesday, September 25, 2013
Welcome and Opening Remarks
Luck Companies (formerly known as Luck Stone Corporation) is an 89-year-old privately held, for-profit organization in its third generation of family ownership. The company has grown from operating a single crushed stone quarry in Richmond, Virginia to becoming a diverse corporation with four distinct businesses that reach around the world. Almost 10 years ago the company set out to become the model of a values-based organization and initiated an aggressive values development program to transform its culture.
Luck Companies’ Values-Based Leadership model has been designed to ignite the extraordinary potential of its associates inspiring them to become everything they are capable of becoming. It leverages a core belief that doing good (making a difference in someone’s life) is the best path to doing well (personal and business performance). The model is grounded in the basic principles of people, leaders, and leadership, making it accessible to any and all individuals, teams, and organizations.
A fundamental component of the company’s values-based leadership program is the organization’s employee survey, developed by Hay Group, which evaluates aspects of the workplace that contribute to associate engagement and overall company performance. Focusing on creating work environments that foster high levels of motivation and position people to perform at their best is an essential complement to the values-based philosophy in making the company a better and more effective place to work. In this presentation you’ll hear how the company has aligned employee survey efforts with business priorities and how its engagement and enablement approach has made a real difference in the lives of its associates and subsequently delivered exceptional business results.
You will learn:
- How to make a difference in the lives of your people and deliver exceptional business results.
- How to create an environment that fosters high performance
- What your leaders can do differently to build or enhance engagement and enablement
While it is often difficult to see sweeping paradigm shifts as they happen, it’s clear that today’s world of work is, well, different. Work is increasingly virtual, transparent, collaborative and dispersed. Organizations are flatter. Corporate citizenship is playing an ever larger role in our ability to acquire, engage, retain and develop our employees— and our brands. The result? The corporate ladder model, along with the outdated norms and expectations is collapsing.
In today’s lattice world, talent needs to be cultivated differently and organizations need to consider how to create a strategic and comprehensive response in three core areas: how careers are built, how work gets done and how organizational participation is fostered.
Join us for the HCI Employee Engagement Conference, September 23-25 in Chicago and hear keynote Cathy Benko, Vice Chairman and Managing Principal at Deloitte, and co-author of the “Corporate Lattice: Achieving High Performance in the Changing World of Work,” show how organizations that transition to the lattice model can raise engagement, which research has shown improves productivity and profitability.
Cathy will cover:
- Why talent in the corporate lattice world needs to be cultivated differently
- How to engage in an input-to-impact approach to citizenship
- How collaboration of all kinds can cultivate greater engagement
For five years, U.S. Bank has continued to be a leader in the financial services industry in many success measures, including year-over-year increases in enterprise engagement levels. While other financial service companies continue to struggle, U.S. Bank is excelling. This presentation will provide insight into what the company has done, and continues to do, to engage and inspire its organization to reach ever-increasing levels of performance.
Now in its fifth year, Interaction Associates’ 2013 annual research, Building Trust in Business (in partnership with HCI), shows some remarkable findings about the behaviors and elements of trust that high-performance organizations rely on to drive business results, promote engagement, and increase profit.
This interactive session will help you learn more about how trust is created and sustained in organizations - and how high levels of trust impact financial performance and the discretionary effort of employees. In addition, you will learn more about the latest trends about trust in business, including a discussion about the rebound of trust in organizations in 2013 and what has prompted it. Moreover, you will be given the tools and information you need to address areas of concern in your own business. Attend this session and learn how to see trust through the lens of critical leadership and employee behaviors that have vital impact on financial performance and business productivity.
You will learn:
- Learn the role and importance trust plays in any organization
- Change your perspective on trust and how it can be supported
- Discover practical insights and tools to help your company build trust quickly and efficiently
Engagement – whose responsibility is it? Managers have been saddled for years with feedback on how they have to increase employee engagement. Employees meantime have been passive in driving their own engagement and expecting overworked, people managers to solve the problem. Things must change. It’s time for a paradigm shift or an upside-down revolution.
Adobe flipped this paradigm on it’s head as it abolished performance reviews and rolled out a new “Check-In” framework aimed at getting employees to truly own and drive their career and equipping managers to serve as guides and coaches to support them. It required a substantial shift in mindset and roles for both managers and employees.
In this session you will learn:
- Why an employee driven model is the future
- How to leverage growth mindsets to increase both engagement and performance
- How to support the change with simple tools and autonomy that release potential
- How to use engagement measures to drive accountability and focus for equipping
We have high and often conflicting expectations of leaders. We want leaders to be reasonable but passionate, decisive but inclusive, visionary but explicit, and powerful but humble. On top of all that, also be emotionally intelligent, caring, impartial, people-oriented, and of course, profit-driven. The list is so long that it often leaves leaders scratching their heads, thinking: where on earth do I start?
The answer is courage. It's the backbone leaders need to forge the future, face fierce challenges, inspire others, and drive the bottom line. Important organizational concepts like leadership, innovation, change management, sales, and employee engagement all require strong doses of courage. Drawing on the courage-building practices that have been taught to thousands of employees across the globe, this keynote will help participants be more personally courageous, and help them inspire more courageous behavior among those they lead.
You will learn:
- Why courage is essential to employee engagement and career success.
- How courage connects to opportunity, and how opportunity engages people.
- Tips on how leaders inspire more courageous and engaged behavior among those they lead.
- How to understand the impact fear has on personal and organizational performance.
- How to engage people by modulating comfort and discomfort.
- Specific tips about how to increase your own courage while inspiring more courage from those around you.