2014 Global Talent Management Forum



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Monday, November 17, 2014

7:00-4:30 PM


7:30-8:30 AM


8:30-8:50 AM

Chairperson's Welcome Remarks

Conference Moderator and Host:
Dave Forman, Chief Learning Officer, Human Capital Institute
8:50-9:00 AM

Thought Leadership Opening Remarks

Gene Zaino, President and CEO at MBO Partners
9:00-9:35 AM
Keynote Presenter:
Michelle M. Crosby, Ph.D., Executive Vice President and Chief Human Resources Officer at FRHI Hotels & Resorts
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FRHI Hotels & Resorts is one of the world's leading operators of luxury and first-class hotels and resorts. Headquartered in Toronto, the merger of Fairmont Hotels & Resorts, Raffles Hotels & Resorts and Swissôtel Hotels & Resorts created a global hotel management company that today boasts over 110 hotels in 33 countries with more than 47,000 colleagues worldwide. The company’s distinctive portfolio features celebrated iconic hotels, world-class resorts and stylish city-center hotels with the vision of becoming “the world’s preferred hospitality company.”
An aggressive 50% global growth strategy combined with a large-scale global reorganization that brought the three brands and their respective HR functions together, created a true burning platform for reinventing all aspects of talent management to ensure the organization’s future success. Our model of integrated talent management - including recruiting and selection, performance management, talent review and succession planning, leadership and high potential development, along with culture and colleague engagement - defined our talent roadmap and work to be completed. Having the right talent in place to support our unprecedented future growth as well as the continued excellence in our current hotel operations is a key pillar, not just of our people strategy, but of FRHI’s strategic business plan.
You will learn:

  • How to link talent strategy to business strategy.
  • Our approach to integrated talent management.
  • The importance of defining key foundational elements as the first step.
  • How integrating talent processes, systems & tools can work together.
  • Leveraging technology in a global, decentralized organization.
  • The essential role of change management throughout.
9:35-10:10 AM
Keynote Presenter:
Bhaskar Chakravorti, Senior Associate Dean of International Business & Finance at The Fletcher School of Law and Diplomacy at Tufts University
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We are living through the best of times and the worst of times. We have made unprecedented progress in reducing poverty around the world and set a new industrial revolution in motion that is likely to create a global population that is majority middle class, eager to earn and consume. Much of this is happening due to the emerging centers of fast growing economic activity (“the rise of the rest”) in Asia, Africa and Latin America. However, simultaneously, the middle class in the advanced world is feeling squeezed.
And while the youthful populations in the emerging world are eager to join the middle class, they are not armed with skills and sufficient access to the jobs that move them to the middle class. At the other extreme, aging populations that stand to benefit from many new technologies, such as robotics and 3D printing, are becoming less productive, raising the costs to society to provide key services, such as healthcare. In this session, we will explore the many contradictory forces that come in play with hotspots of change around the world, creating new headaches for organizations.
You will learn:

  • The implications of these forces for HR and talent leaders.
  • The opportunities for new talent and innovative problem-solvers.
  • Which markets and fields are hot now, where the centers of demand will be, and where they may be moving.
10:10-10:50 AM

Morning Networking Break

10:50-11:25 AM
Keynote Presenter:
Ann M. Harten, Vice President, Global Human Resources at Haworth
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Haworth is a $1.5+ B, privately held, global provider of beautiful spaces (www.haworth.com). We design and manufacture products that fulfill the needs of our customers in an increasingly complex world; whether it be a traditional office space, a ‘third space’ or a collaborative co-working environment. We also offer a suite of luxury furnishings for the home and executive offices.   
The breadth of products and services has increased several fold over the past 10 years and, as such, so have the demands on our members and leaders. In 2010, we began a journey to design a world class Leadership Institute that we deliver to every leader from all geographic regions. In this endeavor we ensured that our programs addressed the most impactful competencies needed to build an organization fit to attract talent, delight our customers and achieve our corporate goals. In addition to these leadership-focused programs, we have created curriculum dedicated to team performance, aspiring leaders, and the individual contributor. It has been a great journey full of key learnings and targeted outcomes. 
You will learn:  

  • How Haworth aligned our Development Programs to our corporate strategy.
  • How we selecte key competencies.
  • How we measure the ROI.
  • What lessons we learned and adjustments we made along the way.
11:25-12:00 PM
Keynote Presenter:
Racquel Oden, Managing Director and Head of Advisor Strategy & Development at Merrill Lynch Wealth Management
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Building and retaining strong teams seamlessly is priority number one for many organizations.   In order to be successful, companies must design effective teams that pull together to compete with their peers and attract the next generation of leaders.
Racquel Oden, Head of Advisor Strategy & Development for Merrill Lynch Wealth Management, knows what it takes to build a strong and successful team. She currently leads the training and development of a strong advisor force of nearly 14,000 advisors, including 3,000 trainees.
During this presentation, Racquel will draw on her 20 years of management experience in the financial industry to highlight what it takes to design, strengthen, and motivate a global multi-generation team.  Her presentation will provide an overview of how to develop thoughtful strategies to meet the challenges of the next generation and bring out the best in your talent pool.
The longest-running training program in the industry, in place since 1946, Merrill Lynch’s training program has graduated thousands of financial advisors. The program is designed to help advisors build a unique understanding of how to work with clients to develop financial  strategies that achieve their life goals.
During this lesson you will learn:

  • Strategies to successfully attract and retain your global talent
  • What it takes to design, strengthen and motivate your teams and employees, drawing from Racquel’s experience managing financial services teams
  • How to approach and identify how to build your next generation of leaders, including how to make your company competitive in today’s global workforce
12:00-12:15 PM

Roundtable Discussion

12:15-1:15 PM


1:15-2:00 PM


Tamara Patrick, Global Director at Whirlpool University
Richard Walsh, Senior Faculty at the Center for Creative Leadership
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Do your senior leaders, vice presidents or senior directors often feel pulled in many directions? Do they struggle with keeping ahead of global changes and being more agile in their markets? As an HR or learning officer, do you ever feel the same? As a result of a global study by the Center for Creative Leadership (CCL), we now understand new challenges being faced, and how to support these leaders in making an even stronger impact on their organizations. Apply cutting edge practices from Whirlpool, a global brand in home appliances. 
In this session, HR and learning officers will examine how global leaders are responding to new market challenges. You will gain insight, best practices, and strategies that you and your organization can quickly apply. You will receive data from a lead faculty at CCL of more than 1,000 global executives along with a roadmap on how leaders stay ahead of their competition, while managing their evolving roles in leading a function or business. Incorporate these resources and best practices from Whirlpool in strengthening your own succession planning and leadership development strategies. 

Objectives / Goals
You will walk away with a clear understanding of the challenges and development needs for these critical roles. You will hear from a highly successful global organization, Whirlpool, on how it applies cutting-edge strategies to develop senior leaders. See how their HR and Talent Management team develops high potentials across the globe, and measures their progress to the overall business strategy. During this highly interactive session, small groups will apply cutting-edge strategies and leverage tools for their own role and organization. 
Clear Takeaways
Take away high-value tools and quick-reference guides.  Evaluate the global study results and the unique global challenges facing functional leaders or business unit executives.  Apply cutting-edge strategies in leading a function or business unit against these challenges. Examine Whirlpool’s best practices and how to implement several cutting-edge,, high-impact strategies. Develop leadership experiences that best prepare leaders for these roles.
You will learn:

  • Insight, best practices and strategies for strengthening your succession planning that can be applied to the new market challenges.
  • How a highly successful global organization, Whirlpool, applied cutting-edge strategies to develop leaders and high potentials across the globe, and how that integrates with the overall business strategy.
  • Tools and tactics that apply innovative strategies for preparing leaders for leading functions and business units.
  • Insight, best practices and strategies for strengthening your succession planning that can be applied to the new market challenges.


Bill Baker, Ph.D., Distinguished Professor of Media and Entertainment at IESE Business School, The Julliard School, and Fordham University
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As the continued global effects of 2008 show, poor leadership does real harm. It’s time to return to principles of management that are supported by research and which have stood the test of time across the world. In his last two management books, Dr. William F. Baker has demonstrated the power of kindness and creativity as core traits of the best leaders and thinkers. Drawing on the latest research, as well principles distilled from the last five centuries of western art, Dr. Baker will show how you can leverage these traits in your leadership as well.
You will learn:

  • Why kindness is a source of lasting power in the workplace
  • Ways to think about leadership as an art form, so it’s time to get creative
  • How to create an engaging workplace – the first step to creating engaged workers
2:00-2:40 PM

Afternoon Networking Break

2:40-3:25 PM

Keynote Session

Debbie Slocum, VP Human Resources at Husqvarna Construction Products
Nancy Martini, Chief Strategy Officer, PI Worldwide
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Organizational change isn’t easy. Research shows 70% of all major change efforts in organizations fail because companies often neglect the most critical factor in the change equation: people. At Husqvarna Construction Products, several rapid acquisitions and a declining market had left the company with challenging situations around culture and profitability.  In response, HR and Sales joined forces to lead a corporate-wide culture shift within Construction North America that over the past few years, has dramatically reduced turnover, built a strong talent pipeline, introduced new processes and increased profits.
To come out on the winning side of a change initiative requires measurable insights into both individuals and teams.  Husqvarna took charge by developing a phased, methodical approach underpinned by their ongoing commitment to using workforce data to drive talent management decisions.
Join Debbie Slocum, Director of Human Resources at Husqvarna Construction Products North America, and PI Worldwide President and CEO Nancy Martini, as they share how leveraging workforce analytics enabled the organization to effectively manage change to transform the company’s culture, build a top notch talent pipeline and achieve year-over-year growth.

This discussion will:

  • Showcase how Husqvarna Construction Products North America successfully contributed to the brand’s year-over-year growth by managing organizational change through workforce analytics and informed talent development
  • Outline a science-based approach to minimize talent loss due to organizational change  
  • Demonstrate how behavioral data and analytics can be used to customize communications and coach talent during times of change
Stacy Gallucci, Talent Acquisition, HRIS, HR Business Planning at Toyota Motor Engineering and Manufacturing, N.A.
Virginia Ramirez, U.S. Staffing Manager, Human Resources at Weatherford
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Most businesses today model their resourcing for recruitment activity based on their company’s business plan. But the actual demand for recruitment support is rarely as steady as that resourcing model predicts. In reality, many factors can create significant gaps in the supply and demand for recruiting, from rapid growth or expansions, to downturns and site closures.
Contract recruiters and contingent search firms are frequently used to bridge the gap during these periods. But it takes time to add resources, which are seldom well-embedded in the business. Results can lead to higher cost, with a decrease in performance—and often when the business most needs effective recruiting support.
What’s the alternative? Attendees will learn best practices from Stacy Gallucci at Toyota Motor Engineering and Manufacturing (TEMA) and Virginia Ramirez from Weatherford International as they discuss Recruitment Process Outsourcing (RPO) from two perspectives. Weatherford, one of the largest providers of drilling services for oil and natural gas wells, has a well-established RPO program with a focus on optimization. On the other hand, TEMA's RPO is newer and their focus is on change management and adoption.
Organizations need to deploy a recruitment model that increases agility, while improving their performance and lowering total cost. RPO models provide the flexibility, cost savings, and performance they demand—while allowing them to reduce sourcing gaps, and find the right people, at the right time.
You will learn:

  • What structural challenges are facing today’s talent acquisition function
  • What are the implications of outsourcing on recruitment quality and cost
  • How Recruitment Process Outsourcing (RPO) offers a new performance model
  • Which key decision factors to consider before making a change
3:25-3:35 PM

Room Changeover

3:35-4:20 PM


Donna Venable, Senior Vice President, Human Resources at Ricoh Americas Corporation
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By 2020, the global workforce will be comprised of five different generations. This new world of work will present leaders with both benefits and challenges. It is critical for leaders to understand generational differences and their employees’ mindsets - who they are; how they differ from one another; and what they expect from you. To create a strong, collaborative work environment, organizations will need to leverage each generation’s unique talents and work styles.
During this session, we will detail how organizations can establish a Generational Council to bring together representatives from all age groups and from various disciplines. Having employee feedback is a key element to success and can help with serving both internal and external constituents. Furthermore, lessons learned from the Generational Council can have a substantial impact on recruiting, retention, communication, technology and selling strategies.
You will learn:

  • How to create and manage a Generational Council
  • How to identify challenges within their workplace resulting from generational differences
  • How to develop a cross mentoring program comprised of each generation
  • How to summarize the generational differences that affect your customer interaction strategies
Shannon Pelissero, Talent Acquisition Manager for PPG Architectural Coatings
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Join Shannon Pelissero, Talent Acquisition Manager for PPG Architectural Coatings, as she explores the talent journey behind PPG’s vision to become the world’s leading coatings and specialty products company. The consolidation of multiple locations into a central headquarters at PPG created challenges for not only headcount, but culture as well. Shannon will recount how a diversified and targeted recruitment advertising plan helped to achieve their staffing goals, in less time and under budget.


4:30-5:00 PM
Closing Keynote Presenter:
Cynthia Palumbo, Vice President, Global Talent Management & Development at MasterCard
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Developing high potential talent is vital to maintaining a strong leadership pipeline in preparing to meet the future needs of the company. Having a well-designed, flexible framework that allows for individualized career development planning ensures that the right people are being developed for the right roles and in the right way.
This session covers the strategies and tactics to consider when designing a tailored approach to accelerate the development of high potential leadership talent.
You Will Learn:

  • How to begin with the end in mind when identifying and developing high potential talent.
  • Why gaining deep insight into personality, interests and work environment preferences is critical to predicting a high. potential’s likelihood of success against specific roles.
  • The best practices for designing a personalized and collaborative approach to accelerate high potential development.
5:00-6:00 PM

Networking Cocktail Party – Business Card Exchange

Tuesday, November 18, 2014

7:00-2:30 PM


7:30-8:30 AM


8:30-8:45 AM

Chairman’s Recap Remarks

Conference Moderator and Host:
Dave Forman, Chief Learning Officer, Human Capital Institute
8:45-9:20 AM
Keynote Presenter:
Michael Moeller, VP Global Talent Management & Organizational Development, ARAMARK
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Sustaining growth in today’s fast changing market demands a robust pipeline of agile leaders who can quickly work across the organization to take on emerging opportunities and respond to shifting priorities. Unfortunately, many organizations struggle with having sufficient numbers of internal leaders who are ready, willing and able to step up to the challenge.
One way to help address this issue is to strengthen the front end of the leadership pipeline by thinking differently about the desired profile of first time leaders and by approaching their foundational leadership experiences in an integrated way that fosters the skills, attitudes, and behaviors that will set them on the path of becoming agile leaders as they progress throughout their careers.
During this session, you will be challenged to consider whether your current approach to new leaders is setting up your pipeline to have the downstream leadership talent you need.  You will also have the opportunity to explore some of the practical challenges that must be addressed when implementing a new leader program to set it up for sustainable success.
You will learn:

  • How to rethink what makes an “ideal” candidate for your first time leaders
  • How to design an integrated experience that prepares these new leaders for “real world” success today and in the future
  • How to get the incumbent organization invested in the success of these new leaders
9:20-10:05 AM
Co-Keynote Presenters:
Melissa Del Broccolo, Director, HR Capability Building at Johnson & Johnson
Lisa Berlin, Director HR Talent Management & Development, Johnson & Johnson
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Learn how Johnson & Johnson’s HR Talent Management and Development team leveraged a comprehensive Assessment and shared Development planning approach to focus on pipeline talent for global alignment on next steps. The path to a greater understanding of HR talent and formal/informal practices is in the development of opportunities to advance key leaders. This approach leads to greater alignment on the pipeline talent, exposure of top talent to executives, engagement, broadened enterprise thinking and acceleration of talent. This case will share the strategy, outcomes and enhancements of this three-plus year journey.

10:05-10:45 AM

Morning Networking Break

10:45-11:30 AM
Heather Hoerdemann, Vice President, Talent and Leadership Development at Synopsys
Alison Lazenby, Director of Manager Development & Root Compass at Root Inc.
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Managers are critical for translating an organization’s strategy and leadership priorities into compelling and meaningful action.
Synopsys, a $2B global technology company, knew that its continued growth and success rested heavily on building manager capability in their emerging markets of Armenia, India, Taiwan, and China. In this presentation, Heather Hoerdemann, Vice President of Talent and Leadership, will share how Synopsys achieved success by taking an unconventional approach with process and program design.
Hoerdemann and her team flipped the paradigm of exporting U.S. programs to the rest of the world and, instead, focused on developing an experience that was tailored to her global stakeholders. She also sought out a novel approach to training, in which participants immersed themselves in new ideas and content through a small-group experience. This new approach to leadership development created so much excitement and traction that it is now being offered to all new managers, including those in the U.S.
During this interactive session, the audience will learn how Synopsys succeeded where many companies fail – bringing to life the adage “thinking global and acting local.”
You will learn:

  • Why managers are the linchpins to global success.
  • How Synopsys developed vested, hi-performing, managers to lead growth in emerging markets.
  • Top tips for launching and sustaining break-through global manager development.


11:30-12:15 PM
Shawna Corden, PCC, PMP, Shawna Corden Webinars and Coaching
Mark Ruth, Director, Research & Education, International Coach Federation (ICF)
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Once a luxury strictly for executives, coaching is now extended to most employees for developmental purposes. Manager and leaders are learning coaching skills to become more effective in their daily conversations with their employees.  In fact, managers also find their coaching skills useful when identifying future leaders and developing high-potential employees.
As coaching continues to become an increasingly popular focus in business settings, we seek to explore how organizations are cultivating a coaching culture. This presentation of signature research conducted in partnership between the Human Capital Institute and the International Coach Federation (ICF), examines the ways in which companies and leaders establish and support a coaching culture, and identifies the motivation, application, and outcomes of coaching practices today.
You will learn:

  • How and why companies choose to implement a coaching culture.
  • The distinguishing criteria and typical training for managers and leaders who use coaching skills.
  • The positive outcomes identified by organizations with strong coaching cultures.
12:15-1:15 PM


1:15-1:45 PM
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With 2013 sales of $21.4 billion and a Fortune 138 company, Arrow Electronics guides innovation forward for over 100,000 of the world’s leading manufacturers of technology used in homes, business and daily life. Through a network of more than 460 locations across 58 countries, Arrow brings electronics and enterprise computing solutions to industrial and commercial markets and specializes in redeploying, remarketing and recycling technology equipment.
Like many large global companies, Arrow has a disciplined cadence around talent discussions, including holding many global talent workshops. However, we wanted to ensure we were thinking past the discussions, and moving to action.   
As such, our leadership wanted to accelerate how we were going to build our overall talent pipeline in support of our evolving workforce needs and business growth.  As a result, we have set out on a journey to build key intersection points into our HR processes and structure that not only foster talent movement, but truly measure it and reward leaders for doing it successfully.  While this effort is both an art and a science, there are key levers we are pulling to prepare Arrow Electronics for the future and aligned with our global brand– Five Years Out!
You will learn:

  • How to bring multiple HR processes and functions together to connect the dots on talent mobility
  • Ideas on how to ensure leadership accountability occurs
  • How to look at the talent pipeline over a time horizon to ensure you are building for today’s acute needs, as well as tomorrow’s growth
1:45-2:15 PM
Keynote Presenter:
Ariel Regatky, Director of Talent Management, Latin America & Mexico at Citi
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Citi, the leading global bank, has approximately 200 million customer accounts, does business in more than 160 countries and jurisdictions, and is one of the best capitalized banks in the world. Citi provides consumers, corporations, governments and institutions with a broad range of financial products and services, including consumer banking and credit cards, corporate and investment banking, securities brokerage, transaction services, and wealth management.
In Latin America, Citi has gained a prominent position in the financial-services industry since 1904, when it started its operations in Panama, through the International Banking Corporation. In 1914, Citi opened its first international branch in Buenos Aires, Argentina, also marking the first foreign-established branch of any nationally chartered U.S. bank and, shortly after, opened another in Rio de Janeiro, Brazil.
Over the last 2 years, Citi Latin America has embarked on a transformational effort that required turning Talent Management ‘upside down’, to maintain high levels of engagement and retention, attract top talent and place the best people in the most critical roles. Through innovative thinking and disciplined execution Citi has achieved visible results in succession management, leadership development and diversity.
You will learn:

  • New and practical innovations in the talent management space
  • Citi’s best practices in succession planning
  • Successful strategies and tools for accelerated development
  • How Citi measures the impact of talent management initiatives
  • The specific talent challenges in Latin America
2:15-2:45 PM
Keynote Presenter:
Leslie Coyne, Director, GE Corporate Leadership Staff at General Electric
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Today, companies face two tough challenges- the world is constantly moving faster, and there is no tolerance for complexity. In many ways, continuous discontinuity has become the new normal. Organizations are challenged to think, act and lead in new ways, becoming more agile, adaptive and forward-looking.
The hardest part about changing the direction of a company is changing attitudes and behaviors.  In this session, we will explore how GE passes the test of time because of its commitment to constant reinvention of leadership and culture. We will describe how GE has shifted paradigms over the last couple of years to focus on what drives success- both for the company and its leaders.
The session will provide practical insights into how GE closes the gap between the enormity of change and the way in which GE grows global leaders to be part of and drive that change.
You will learn:

  • How shifting paradigms have affected the need for cultural change in GE
  • The types of experiences and toolkits GE offers employees to become powerful catalysts for growth and innovation
  • How the company is accelerating the development of high-performing leaders across the globe