Monday, July 22, 2013
2012 was a year of tumultuous change. The global economy started to recover, only to be upset by continued high unemployment and uneven growth in emerging economies. Businesses of all sizes have struggled to shift their resources toward growth markets, yet they find a shortage of talent and leadership holding them back. High unemployment in many developed countries is coupled with a shortage of new and critical business skills creating a tremendous demand for training, talent mobility and leadership development.
The next generation of talent management practices and solutions will largely be driven by economic evolution, demographic changes, and technology advancements. These factors are dramatically influencing the way people work, the way companies are organized, and the way talent is managed. European expansion is well known. The top expansion prospects for global companies now are in Emerging Markets. This expansion provides both challenges and opportunities around talent utilization, diversity, and risk management. A clear understanding of the current global economy as well as future projections can aid organizations in creating strategies to combat challenges being faced today, and those on the horizon.
In this session, Professor Pedro Videla will analyze the world economic outlook that shows a slow recovery, a persistent divergence between weak performance in mature economies and a solid performance in emerging economies. The session will also discuss the three main risks that the world economy currently faces. First, the Euro-zone's financial crisis that is still active and pushing some country members toward recession. Second, the headwinds resulting from fiscal consolidation and the high unemployment rate in Europe and the US. Third, although emerging markets continue to lend support to global growth, they remain vulnerable to shocks emanating from mature economies.
The health care industry, along with many others, is becoming increasingly competitive. Mergers and divestitures, new alliances, contract R&D organizations, portfolio rationalization - competitors are not standing still, they are working diligently and in some cases making real progress to address the very same issues. This combined with a large, cavernous talent gap that is projected to get worse as time passes, the companies that attract, develop and retain the best talent will have a real advantage over their competitors. The successful organization must not only change how they work externally to ensure they are delivering superior customer service and product, but internally as well to succeed. This means that the strategies employed to take care of customers and internal talent management strategies must work hand in hand and across the enterprise, tapping into the capabilities of the global organization as a whole. Organizations must challenge themselves to look at opportunities with an enterprise lens because no one company, region or sector alone has the means to meet all of the needs of those they serve.
At the end of 2012, Johnson & Johnson (J&J) introduced a Leadership Model that now serves as the foundation for integrated talent management. In this session, Michael Ehret will share J&J’s story on how recruitment, assessment, reward and recognition, development, and performance management work together to deliver on the company’s aspiration to care for the world one person at a time and create greater innovation, stronger results, and higher employee engagement.
As the global war for talent continues to heat up, one weapon all organizations must have in their arsenal is a powerful employer brand. Those that differentiate their brand from their competitors will enjoy greater success in hiring quality talent. In an environment cluttered and saturated by information, communicating a clear, distinctive and consistent message becomes increasingly important – and an employer brand that is aligned with the company culture delivers the most impact by presenting a compelling employment story to attract candidates who will be a great cultural fit.
Nissan’s CEO Carlos Ghosn summarized the global automobile manufacturer’s company culture and employer brand best when he said, "To put Nissan on a sustained and profitable growth trend, we must derive our strength from our greatest resource, our People...." Nissan understands that just as company culture is an intrinsic facet of an organization’s identification and clout, a strong employer brand can be the deciding factor when it comes to the success of an organization- especially when competing in the global market.
This session will share the critical components of the company culture and integrated employer brand that promise to propel Nissan’s professional power through employee individual and collective strength, innovation, and dedication.
In early 2013, the International Coach Federation (ICF) completed its fifth comprehensive industry study with its trusted global research provider, PricewaterhouseCoopers. The ICF Organizational Coaching Study was designed in a way that would enable them to understand the current circumstances around how coaches and coaching were being applied in organizations around the world.
Study participants indicated that coaching clearly has become a desired solution to address many of the challenges that organizations face today. One of the most interesting challenges identified by organizations is the need to have their top local talent adapt their mindsets in a way that prepares them to become successful global enterprise leaders. This session will provide the participants with evidence regarding how coaching can be effective in providing leaders with a transformative learning experience.
As multinational organizations adapt to global market needs, pressures are mounting for a new hyper-efficient workforce comprised of just-in-time employees who are skilled and ready to move into new roles quickly. Talent mobility ensures an organization’s workforce is prepared for whatever happens next. By focusing on development that fills current gaps and anticipates future needs, companies realize increased engagement, productivity, and retention ultimately aligns business needs with workforce needs.
This session will share the findings from a recent research study conducted by Lee Hecht Harrison (LHH) and HCI and will detail specific talent mobility behaviors and strategies that multinational corporations have adopted in order to ensure talent is prepared and ready to move into new roles – internally and externally – ensuring that the deployment of talent is aligned with organizational values and needs.
With the complexity of a more global workforce, today's leaders must sustain business performance in a vastly different environment than generations before. Forward thinking HR leaders recognize the opportunity to impact business performance with a shift in key strategies and by leveraging new technologies to meet their needs in ways unimaginable before now. The ability to locate, source, attract, and recruit the right talent will differentiate companies in 2013. With the rapid rate in which business strategies and operating models are being forced to adapt and change in order to stay competitive, it’s imperative that the technology behind the organization is able to keep up. However, new research shows that the average age of a core HR system is nearly seven years old, meanwhile a flurry of new candidate relationship management, social sourcing, social learning, and employee assessment platforms are being launched in 2013 creating a perfect time to select and implement new systems.
This session will share how organizations can work towards integrating the management of their talent, analytics and intelligence, and organizational effectiveness in order to transform and optimize their business. It will discuss how the ever changing global landscape, business strategies, and technology must work together in order for companies to work quickly, cost effectively, and remain competitive.
According to the 2010 McKinsey Global Survey, executives worldwide believe that the most important development in the next five years will be the shift of global economic activity from developed to developing countries with a growing number of consumers in emerging markets. Corporate challenges center on being able to find the right talent to meet these developments, particularly in view of low birth rates and the aging workforce in many developed countries. Historically, Global Workforce Planning (GSWP) has tended to take place mainly at the regional or global business unit level in silo fashion which prevents the flow of talent across the entire company and the synergy of recruitment campaigns for the same resources. It can be wasteful and costly and typically results in a lack of alignment with the overall corporate business strategy.
However, with the global war for talent, it is no longer possible to rely on regional or business unit planning, especially critical technical talent that is crucial for the success of the overall corporate strategy. C- Level executives now understand the importance of leveraging talent more effectively across their business units and worldwide locations. This session will share how companies can view a global picture of their workforce and implement GSWP. This is important in order to decide where and how work will actually be performed worldwide, taking into consideration multiple issues including talent supply, cost, mobility, accessibility to customers, and which business units need the talent.
Business is changing and global talent mobility programs need to catch up. Talent mobility for forward thinking organizations is now about treating high-potential talent as a corporate asset, leveraging this talent in line with the business strategy, and making this talent available for the most critical business initiatives.
In order for companies to survive and thrive in the unstable global marketplace, the key competencies used for the assessment, classification and selection of high potential talent must evolve to adopt global measurements and competencies. In this session, Dr. Allan Church, will provide insight on how PepsiCo, classifies high potential talent, develops them for future roles and locations, and shares the key components of a global assessment and selection model for high potentials.
Saudi Aramco is a fully-integrated global petroleum enterprise with a workforce of over 58,000.The company has one of the largest corporate training and professional development programs in the world and it expends significant resources in leadership development. Globalization, increased uses of technology, and dynamic external and internal demands, have led to changes in requirements and expectations for organizational leadership in Saudi Aramco. These changes have sparked a renewed interest in leadership development programs in the company, which have now become an increasing priority in helping shape the leaders of today and tomorrow.
This session will provide insights into Saudi Aramco’s experience in transforming its leadership development program. It presents an integrated model and approach for leadership development, aligned with the changing business needs. It will highlight the development of a world class leadership development curriculum and a comprehensive transfer of learning model which ensures shared accountably at all stages of learning and development. Finally the session highlights the challenges of transformation and the lessons learned.
Come prepared with questions from today's sessions for the keynote panelists.
Global Talent Leader Award Ceremony
Tuesday, July 23, 2013
One of the biggest human capital management (HCM) challenges for global organizations is transforming mountains of data into knowledge, in order to provide insight and drive business success. Today, powerful analytical tools can quickly and automatically determine answers to key HCM questions, and provide ongoing visibility to practitioners, line managers, HR executives and the C-suite. As a result, the global talent management team can harness data to provide new context for decisions and create richer processes for cross-talent groups working together.
GE is well known for their success in leadership development. This is exemplified both by their internal leadership pool, and by GE trained leaders who are employed by other companies around the world. The turn of the 21st century sent GE on a new talent management journey when they realized they needed to reinvigorate their leadership training in order to develop leaders for the future.
In this session, Jeff Barnes the Campus Leader for the Crotonville Campus will share GE’s journey, some of the lessons learned along the way, the company’s goals for the future including:
- A commitment to learn from other organizations and industries when embarking on their journey such as academia, government officials, NGO leadership teams and more.
- Review of growth values to ensure they are contemporary and reflective of today’s realities.
- The creation of an understandable and practical leadership philosophy.
- Simplification of the leadership learning processes with a focus on being both global and local in focus.
- A major renovation of their historic Crotonville Campus in New York with greater emphasis on employee well-being and creativity.
How are people globalized? What does globalization mean for executives as individuals and how do their roles change with globalization? What individual personality traits, skills, and experiences will matter most; and how easy, or difficult, it is for them to adjust? Corporations are raising concerns about their management teams with just cause. Based on an extensive research project including data from over 14,000 managers from companies around the world, this session will describe essential global leadership attributes called Global Mindset. They are attributes that move beyond cross-cultural intelligence to the ability to operate effectively in different institutional, legal, and social contexts. This session will not only describe exactly what Global Mindset is but also how to measure it, and most importantly, how to nurture it in ways that leverages performance and effectiveness.
Canadian Blood Services was created in the wake of Canada’s largest public health crisis, and a significant decline in confidence of the national blood system. Today, it is a model for the delivery of effective, integrated and consistent patient care. This transformation was possible through an ongoing commitment to openness, transparency and a commitment to strengthening its leadership capability. The organization developed the CBS Leadership Contract designed to drive greater accountability among leaders across the organization. In this session you will learn how CBS created its leadership contract and explore how it is serving to support the ongoing transformation of the organization.
With a continuous high-demand coming into the US from global affiliates, the US-based Talent Management Leadership team at Novo Nordisk Inc. (NNI) needed to find a better, more structured way to readily share their training and development resources, best practices and expertise more broadly across the company. How does one provide global support when the region isn’t the designated global COE for the company?
In this session, NNI will share their story about how they implemented a new operational framework to provide this much needed support and made a significant impact on the company globally. NNI will share their global support model and how it has enabled them to maximize the company’s investment in training made in the US, allowed better practices and standards to be shared more broadly, and facilitated a more efficient, disciplined process for sharing information globally. All of this leading to greater consistency, quality and impact of the training provided across the organization.
For organizations like Accenture with a global footprint and a rapidly expanding presence in emerging markets, it is critical to have the right people with the right skills, at the right place and time to deliver high performance. As Accenture continues to grow and operate across diverse industries and business functions, the organization must remain agile and flexible in the way they deploy their investments and their talent around the world.
In this session, learn how Accenture is transforming their talent management operations to reflect and impact their global business through a new framework and consistent process. Accenture ultimately designed and implemented the Integrated Talent Planning (ITP) initiative which enables the following on a global scale:
- Greater collaboration across the organization to proactively address and plan for emerging and critical skills
- A holistic and strategic framework for more effective use of Business Leader time
- A consistent, global process across entities to identify talent priorities and promote strategic talent investment decisions for the business
- Keeping one foot in today and one foot in tomorrow, bridging the gap between the long-term human capital strategy and shorter-term supply/demand processes
From 2011 to 2013, The McGraw-Hill Companies transformed its business from a publisher and information provider to a leader in credit ratings, benchmarks and analytics for the global capital and commodity markets. With the sale of McGraw-Hill Education, the remaining businesses created better talent energy however, one of the key business challenges they faced was the movement of internal talent within a business hierarchy, business to business, function to function and across regions. In 2011 they were buying talent four out of five times when a position became available, it became clear that a deliberate and execution focused solution to this business challenge was needed.
This session will share how McGraw Hill Financial met their talent challenge by forming a dedicated Global Internal Mobility team that focused solely on identifying and moving talent within the organization, how the group married a targeted recruiting approach with a talent management component, and how they put together a strategic approach to internal recruiting that focused on seven critical components.
Talent is the only sustainable advantage in a global knowledge economy. It just may be the one competitive differentiator that determines if a company thrives in the future, or doesn’t exist. Successful companies must align workforce planning, strategic talent acquisition, and engagement activities with business strategy. They must understand which roles are critical in the present and future. How do you create a workforce plan and translate that to how you attract not just the right talent, but the best talent? How do you recruit ahead of the curve when filling requisitions is reactive? How do you engage talent in meaningful ways, even when you may not have a current open position? What role does social media play in the attraction and engagement of talent?
This session will provide insight into what CH2M HILL is doing to address the global labor crisis. It will detail how they built a global organization that is flexible, scalable and able to deliver consistently despite instability, ambiguity and globally diverse projects. Attendees will gain insight into how CH2M HILL is uses workforce plans to identify future needs, how they have changed the composition of the recruiting team, and how social media is used to build talent pipelines.
Coach is a global company with 15,000 + employees. Having established itself as a premier provider of quality leather goods, Coach is on an aggressive growth path involving new lines, sales channels and markets. Building stronger leadership capability is a key part of its leadership development strategy, so Coach partnered with the Center for Creative Leadership on selecting, sending and supporting leaders through an external, intensive leadership program.
This session will examine Coach’s commitment to a three step process - prepping, partnering and promoting development. These steps include the tasks of selection, manager and HR support, follow-up coaching process and the creation of individual development plans. Coach has seen both individual growth and organizational impact through a critical mass of leaders now having a shared leadership experience and language. There has also been a positive impact on retention and development.
Caterpillar is an 87-year-old company with an iconic brand known for its large yellow earthmoving equipment and engines, but the career opportunities available at this global industry leader have not had the same recognition. While headquartered in central Illinois, Caterpillar is a truly global company. The company has been selling globally since the 1920s and has had international facilities since the 1940s. In the last decade, the workforce has also become more global, with more than 50 percent of its employees outside the United States. In 2011, the company added 20,000 employees around the world. With a hiring surge expected in developing markets and an aging workforce in developed markets, the company has estimated the potential to hire more than 17,000 new leaders in the next decade. This presented a significant challenge.
To mirror the global reach of Caterpillar's business and the global need for talent, Caterpillar identified the globalization of recruiting as a priority to serve the business to meet its objectives; ultimately this provides the right talent to serve customers, improving the bottom line and shareholder return. With commitment from Caterpillar leaders, work began in early 2011 to transform Caterpillar's recruiting process, technology, organization and employment brand globally. This session will detail how with collaboration with an outside consultant and the acquisition of a new Applicant Tracking System (ATS), Caterpillar transformed their recruiting strategy, organizational design, and employer brand.
Come prepared with questions from today's sessions for the keynote panelists.