Tuesday, July 19, 2016
Increasingly, organizations are gathering more feedback from employees than ever before. Continuous and active listening through various channels is becoming more common – which we believe is good. However, the value of this perpetual pursuit of data becomes limited if it isn’t readily understood, relevant to the business or acted upon. Taking a less than thoughtful approach to continuous listening, collecting more frequent feedback could end up hurting your engagement and work experience efforts instead of helping. However, despite this risk, many are falling into the trap of generating a lot of data with limited insights and little-to-no action just because technology has made it easier to capture and report data.
PwC’s research shows that the true, economic impact of an engagement program is driven by actively managing engagement and taking action on employee feedback. Yet the tools, resources, and processes that support managers with this effort have not evolved. Simply put, action planning has not kept pace with the advancements in data collection and reporting approaches.
It is time to rethink and change how organizations activate and sustain employee engagement across the organization. We see the need for a fundamental shift in how managers are involved and supported to bridge this emerging gap. This can be done with what PwC calls continuous action™.
Join PwC in this thought provoking workshop where you will learn how to turn your employee research and continuous listening efforts into continuous action across your organization.
This workshop will include a variety of interactive activities that will facilitate your learning, discover how to:
- Develop an action oriented continuous listening approach
- Align and use technology in an effective way to generate insights leading to action
- Focus leadership on consistency vs. “big bang” approach to action planning
- Focus managers on the things they can influence on a daily basis
- Move managers beyond simply thinking about survey results and data to activating team engagement every day
Employee engagement has the biggest impact on an organization’s performance goals when every strategic leader is aware of, and accountable for, engagement levels. Yet, most organizations miss this opportunity by skipping several critical steps as they work to measure and improve engagement. How can people pros inspire a sense of accountability across the organization?
In order to help your leaders take ownership of engagement, it’s important to be able to frame engagement data within the executive team’s worldviews: What does the business need to achieve? What kind of culture, climate, and employee experience will help us get there? What experience are we creating now, and what needs to change? How will we hold each other accountable for continuous improvement?
In this workshop you’ll play the role of an Executive Team Member at PeopleCo, and you’ll work with your team members to answer the questions above and build an improvement plan for PeopleCo. A group discussion will highlight the best ideas and known best practices to build a shared accountability framework for employee engagement across the organization--which you can begin to put to use immediately with your leadership and HR teams.
You will discover how to:
- Understand and articulate the link between employee engagement and your leaders’ ability to hit performance objectives
- Share data, actions, and results with peers for alignment, support, and collective growth
- Hold yourself and your teams accountable for ongoing focus and continuous improvement
Leaders, and leadership, are at the core of any successful engagement strategy. Without a doubt utilizing the right technology, survey content, analytics, and post-survey follow through are important to success. But without the full support of senior leaders in the organization, and their leadership on critical issues throughout the organization, your survey program can’t transform the organization.
In this workshop we will discuss how to engage your leaders in the survey process, from providing the data they need to make critical decisions, to becoming a strategic partner to senior leaders in your company, and finally understanding why the engagement of your top leaders is critical to your organization’s success.
The workshop will help you:
- Understand the importance of high levels of engagement in your leadership team, and how that impacts strategy, culture, and employee engagement
- Become a strategic survey partner to your leaders, and provide the insights they need to make critical business decisions
- Engage your leadership in the survey process, and help them understand the role they play in driving engagement in the organization
Hosted by Perceptyx:
Wednesday, July 20, 2016
Chairman’s Welcome Remarks
Opening Remarks- The Truth About Engagement—Employees are Demanding a Better Career
What leaders say is far less important than what they do. When leaders actively support more sustainable ways of working, the result is a significant positive impact on employees’ engagement, stress levels, retention, and job satisfaction. When leaders model in their own behavior sustainable ways of working, the effect on those they lead is far greater.
What happens when leaders intentionally meet their employees’ four core needs: renewal (physical), value (emotional), focus (mental), and meaning and purpose (spiritual)? Are your leaders thinking about what their employees are feeling or how meeting their needs influences their productivity? How can leaders continually challenge their people to push beyond their current comfort zones, while nurturing and caring for those they lead?
In this keynote, Tony Schwartz, President & CEO of The Energy Project, will share key findings from The Energy Project’s collaborative study with the Harvard Business Review.
You will learn:
- How leaders actions impact employee well-being, engagement, job satisfaction, retention, and trust
- Why meeting employees’ four core needs is critical to sustaining employee engagement and high performance
- The importance of shifting your investment in employees as workers to investing in them as human beings
Morning Networking Break
Many senior executives cite innovation as an important driver of growth, but few organizations really achieve a Culture of Innovation. While it requires focus, intention, and persistence, the specific strategies for leading and managing innovation can be applied in any organization.
NASA’s (National Aeronautics & Space Administration) unique mission consistently places the Agency among the Top 5 Best Places to Work in Government, but it took intentional efforts to put NASA in the #1 spot for the last five years. To build a Culture of Innovation, NASA uses three key measures while focusing on six practices that every front-line leader can execute. In 2015, the Johnson Space Center in Houston, Texas made the leap to be named the most innovative organization in government—the result of specific Senior Leadership challenges; supporting employees’ pursuit of new ideas; and new awards programs.
You will learn:
- How NASA measures & manages its Culture of Innovation
- Specific strategies to drive innovation in your organization
- How Senior Leaders build, model, and sustain a Culture of Innovation
In order to thrive at a high performance level in a fast-paced environment, employees need ways to effectively cope with stress, heavy workloads, and difficult interactions. Mindfulness practices can be applied to help employees develop emotional intelligence skills to improve internal reactions and external collaboration. These skills are critical to allow employees to maintain high levels of performance over the long-term.
Developed at Google, the Search Inside Yourself Leadership Institute will share the neuroscience principles behind the mindfulness practices as well as examples of impact on individuals and organizations.
You will learn:
- The science of neuroplasticity, emotion, perception and behavior change
- The role of attention training in enhancing mental focus and developing emotional intelligence
- Applications and integration of mindfulness practices
Picture the scene - a workforce fresh out of a wholesale re-organization with a challenging agenda ahead. A reorganization that restructured 102 networks to 15 local clinical research networks and nine coordinating centers streamlined into one; a workforce change weary, disorientated, and disengaged.
Understanding our starting point in our quest to enable a fulfilling employee experience resulting in high levels of productivity is critical; as well as giving us a baseline to measure from going forward. Championing an inclusive two-way approach where everyone has a voice is pivotal.
We are shaping our new organization by breaking the mold of ‘command and control’ and enabling ‘collaborate and create’ where we are all engagement leaders. This means role modeling a shift in the behaviors required to operate in an environment characterized by change and complexity.
Successful re-engagement is based on regaining the trust of the staff and collaboratively laying the foundation stones of the new organization upon which to build future success. All of this in the context of a geographically dispersed workforce.
Ways forward are being decided in an emergent, step-by-step and experimental way taking into consideration where we find ourselves at any given time. We are continually exploring how technology can drive greater collaboration and break down barriers.
You will learn:
- How to create a sense of belonging and connectivity
- Our approach to co-writing and embedding value driven behaviors
- Why we put the individual at the heart of the solution
When a Ritz-Carlton in Palm Beach, Florida had to become an independent-minded newly-branded hotel, Simon and his team embarked on a journey to change and install a completely new set of values into a workforce once loyal to a different culture. Simon explains how values led leadership can transform your business, discussing what might happen if your employees become disengaged from your identity and revealing how they become your brand’s biggest asset when they become fully engaged employees.
In this session you will learn:
- How to move your business from zero to hero in less time than you imagine
- The missing ingredient most employers forget
- Strategies to guarantee training success
- How to manage and motivate staff to become an industry benchmark
- Why leadership accountability is your biggest challenge
Employees are clamoring for it. Companies are getting exponentially better at collecting it. No matter how you slice it, employee engagement hinges on feedback - not just employee-to-company, but also manager-to-employee feedback, and just about everywhere in between. But more and more, we’re learning that the traditional ways of collecting and communicating these types of feedback are broken: they’re too disruptive, too cumbersome, and too infrequent to provide valid and effective insights on both company and employee performance.
This session will illuminate how you can overhaul your company’s feedback systems - bottom-up, top-down, and peer-to-peer - in a way that’s comprehensive, holistic, and that will actually improve company performance. Discover how Vox Media and other well-known companies have reinvigorated their employee engagement programs by encouraging a culture of continuous feedback, including concrete steps you can take now to improve the feedback systems from employees, from managers, and from peers.
In this session, you will learn:
- Specific ways continuous feedback is helping organizations improve business planning, such as employee evaluations and succession planning
- Where HR plays a role in building and encouraging more continuous feedback, and where it should be hands off
- Concrete steps to take for building a culture of continuous feedback
- How to iterate your feedback programs with less fear and stronger results
Do your employees report a strong sense of purpose at your organization? Do they trust senior management and have confidence that the organization is moving in the right direction? Does everyone -- from the CEO on down -- feel like they are contributing to the company’s success?
These are some of the hallmarks of a culture of engagement. If employees -- from the C-level to the rank and file -- aren’t engaged, business performance suffers and turnover is high. In a culture of engagement, employees have a clear idea of the organization’s purpose, its plan, and how it will accomplish its goals.
Drawing from the research of more than four million employees worldwide, this presentation will look at how organizations can address and boost engagement and why involvement of the organization as a whole, leaders, and individual employees is crucial in creating a culture of engagement.
In this session, you will learn:
- The State of U.S. and Global Employee Engagement
- The most effective ways that leaders can elevate engagement within their team
- How to educate individual employees about what engagement is and what their responsibility for owning their engagement is
- How to create a three-year plan for creating a culture of engagement
AFTERNOON NETWORKING BREAK
Measuring employee engagement is no longer new, or the latest fad. It is a vital component of an organization’s talent strategy. Yet, if your engagement initiative is not delivering the culture change and increased business performance you and your senior team expect, it’s time to raise the bar. Finding ways to link employee engagement results to your key business metrics not only takes analytical expertise, it puts your engagement efforts on center stage, which can be uncomfortable.
In this session, you will hear from three organizations that have integrated engagement results with business metrics in ways that deliver impact and dramatically increase leadership accountability for creating an engaged workforce.
You will learn:
- How Enterprise Holdings encourages local management by matching engagement scores with core performance metrics
- How engagement is the linchpin to driving store metrics and financial success at Best Buy
- How United Technologies measures and draws attention to the importance of inclusion in all aspects of their businesses
Many organizations struggle with their culture and identity as a result of numerous mergers or acquisitions. The cultures of the previously autonomous organizations oppose one another below the surface. Silos exist, mistrust is prevalent, and relationships weaken. This disconnect shows in engagement surveys; it shows in turnover; and most importantly, it shows in results. A change is needed.
Randstad knew that many important conversations were simply not occurring, and leaders needed a tool to help them communicate courageously. Starting in 2014, Randstad has implemented Fierce Conversations throughout the organization. It provides a framework through which people are able to engage in productive, genuine conversations, which truly address the minds and hearts of the matter. In this session, Wendy and Wesley will share the timing, tools, and the strategies that have been used to shift Randstad’s culture. The results have been significantly higher engagement scores, and dramatically reduced turnover, while generating higher productivity and profitable growth.
What you will take away from this session:
- A clear understanding of the simple power of conversations in transforming culture
- Implementation of a transformative strategy and the sustainment required for it to take hold
- Examples of strategies and key success factors to drive lasting change in your organization
At the very moment we need fierce commitment and engagement from our workforce to achieve aggressive business goals. We’re seeing top talent take flight with voluntary turnover rates steadily rising as the economy improves and opportunities open up. Research consistently shows that career development is a key driver of employee engagement, yet 70 percent of workers are not happy with the career opportunities offered by their employers. And more ominous, three in four full-time employees are open to or actively seeking new positions.
Unfortunately, there are few areas of talent management more overlooked than career and individual development planning. Often relegated as a check-the-box exercise, this strategic exercise not only helps your employees chart their career paths, but builds loyalty and ensures you have the capability to grow talent internally and drive growth. Neglecting individual development strikes at the heart of the talent management gap that exists in organizations today. Failure to address this will not only cost you talent, but will cost you productivity and growth.
This session tackles head on the problem of low engagement scores and lack of internal mobility and additionally explores why organizations can’t afford to use yesterday’s approach to career development. We will also provide an inspiring vision for how organizations can leverage their own talent to fill key roles as one the biggest differentiators between organizations that will thrive and those that will fall behind.
You will learn:
- How organizations can make career development holistic and sustainable so that it’s not a once-a-year event, but stays top-of-mind all year long
- How to link career development to your performance management system and individual development plans
- How to maximize your manager mojo so that managers are equipped to conduct productive career conversations and are supporting individuals’ career goals
As a firm managing investments worth over $50B and with 3,000+ employees, Fortress competes with major financial services companies in an aggressive labor market. During this session, Maria will share how her team leveraged SaaS recruiting technology to design and deploy their Employee Referrals Program as well as a tailored Hiring Manager Engagement solution. She will take us through the different stages of the project, including the architecture of their adoption plan. She will reveal the mechanisms used to communicate and keep their employees successfully engaged and how this enabled an agile and dynamic recruiting process that help make strategic TA possible.
Alex's Lemonade Stand Foundation (ALSF) emerged from the front yard lemonade stand of cancer patient Alexandra “Alex” Scott (1996-2004). In 2000, 4-year-old Alex announced that she wanted to hold a lemonade stand to raise money to help find a cure for all children with cancer. Since Alex held that first stand, the Foundation bearing her name has evolved into a national fundraising movement, complete with thousands of supporters across the country carrying on her legacy of hope.
Liz and Jay Scott, Alex’s parents will discuss the ALSF movement and how it's changed the lives of many people. They will also highlight the incredible response from employees at organizations who connect to their communities through programs with a cause. Liz and Jay will also discuss the importance of leaders who drive a value-based culture, how leadership must live by example to truly engage a loyal workforce and how sometimes a movement starts top down and other times it takes a bottom up approach.
In this session, you will learn:
- Engagement with your staff through job centric activities
- Engagement with your staff through other workplace activities
- Engagement, leadership, and team building in surprising ways
- Leaders are accountable for the culture at work and how a great culture leads to great results
NETWORKING COCKTAIL PARTY
Thursday, July 21, 2016
Chairman’s Welcome Remarks
There’s never been a better – or more challenging – time to be a HR or engagement professional. In today’s frenetic business world, there are only two states of being: change and slightly less change. And you’re in a unique position to help your organization manage both.
Why? Because amid change, it’s more important than ever that your workforce is engaged and enabled. If you can motivate your people and equip them to perform, your organization will be nimble, adaptable, and ready for change before it even happens. But change brings unique challenges, and engagement can be more difficult to maintain as leaders struggle to build alignment with new directions and to help employees work in new ways.
Capital One was founded with a focus on embedding a capacity to change into the organization. At present, that means pushing the boundaries on what it means to be a bank and, in the process, changing the way its people work. Information has always been at the heart of everything Capital One has done, and managing associates is no exception. Gathering and using associate feedback has been critical to sustaining the high levels of engagement and enablement that have supported performance and earned Capital One a reputation as a leading employer.
You will learn:
- How you can expect your people to react to change, and how to adjust your employee feedback toolkit and wider engagement plan in response
- The key focus areas for leaders and managers to successfully sustain employee performance during organizational transitions
- Practical actions you can take today to start managing or preparing for change in your organization
Asking for your employees to be engaged with their work without giving them the space, time, and skills to do so is like asking someone to get into physical shape without giving them access to a gym or any actionable information on diet or exercise.
Enabling engagement - like most things - comes with knowledge and practice. If you want your people to connect you must give them practice connecting.
That’s where Second City Works comes in. We take our play very seriously and our improv-based methodologies will provide you with engagement exercises that you can take back to the office to allow your employees to increase their focus, intention, empathy, and overall commitment as individuals to the goals of your business.
You will learn:
- How the tools of improvisation can lead to more engaged teams
- Why learning through play and games improves effectiveness and retention
- How organizations using "Yes, and" have greater engagement, more ideas, and better work
MORNING NETWORKING BREAK
Come hear about NASA’s journey with Coaching. In this session, you will learn how leaders act as coaches for employees at NASA then have an opportunity to share your own journey and dialogue with participants to learn from a variety of perspectives.
For several years, NASA (National Aeronautics & Space Administration) used strategic coaching engagements to support leadership development, technical excellence, and organization effectiveness. Budgetary constraints and a recognition that leaders must engage their workforce differently led NASA to build internal coaching and appreciative inquiry skills into leaders at all levels.
You will learn:
- The differences between Coaching as a separate discipline versus a leadership imperative
- How employees and leaders respond to the Coaching paradigm
- To differentiate Coaching from performance management
- Specific strategies to grow Coaching skills in leaders at all levels of your organization
Let’s break down the stigma associated with leaders being closed off and impenetrable. It’s okay for us to not be perfect. We are human beings. By expressing thoughts that matter, on issues that matter, we are in essence showing the truest expression of ourselves. Thus, we are leading naturally, which allows others to feel safe enough to follow and explore inward.
My passion is to inspire other leaders to empower and care for their employees. If you have been contemplating empowerment and care for your employees, just do it without delay. Leaders who don’t care about their employees need to do it, because the return on investment and real tangible results are incredible.
I would like to share the “Chain Reaction” secrets and the incredible power of gratitude with you and your company. Seemingly small changes will lead to a much higher rate of overall happiness. The difference will be striking.
You will learn:
- A clear understanding of the link between individual well-being and engagement
- Effective strategies to become a positive leader
- The rewards of adopting a chain reaction lifestyle - the power of small changes
There are a number of lessons pertaining to engagement, leadership, culture and accountability in Fearless HR, the best-selling, new book written by David Forman, based on many of his experiences with HCI since 2004. This session first describes the Fearless HR story and how the book evolved over a two year period of time. The two major themes that emerged---HR must first confront its past before accelerating into the future and HR’s purpose must be directly linked to furthering business results—are directly relevant to this conference. Next, Forman identifies four major insights that are often excluded in discussions about engagement, leadership and accountability:
- The biggest unknown driver of engagement
- Moving from engagement to collaboration as the next big thing
- The most important developmental asset we have
- The strongest form of lasting accountability
And finally, Forman will share three practical tools and templates that can enhance leadership, culture, and accountability within organizations.
You will learn:
- The lessons from Fearless HR to improve employee engagement
- Several overlooked keys to employee engagement that may not have been emphasized strongly enough
- How to apply three practical tools that contribute toward both employee and organizational strength
In 2011, only 24% of firms on the U.S. Fortune 500 list existed 25 years earlier. Survival rates will continue to decline almost exponentially amid the accelerated pace of today’s digital economy. Research shows it’s likely that only about one-third of today’s major corporations will survive as significant businesses in the next quarter century.
As a result, companies of all sizes must take disruptive measures to ensure they are attracting, cultivating, and retaining a highly competitive and motivated talent base. Corporations today must constantly refresh and reinvent themselves to keep up with market changes.
In this keynote session, Alex Goryachev, Director of Cisco’s Innovation Strategy and Programs, will make the case that successful companies in the 21st century must have two key catalysts to survive: a culture of innovation and a workforce that’s highly engaged. He will demonstrate the cause-and-effect relationship of these essential and oftentimes disruptive catalysts for change: How companywide innovation challenges can ignite, inspire, and engage employees around a common goal -- from entry level positions all the way to the C-Suite.
You will learn:
- How to develop, communicate, and evaluate a companywide innovation challenge that inspires employees to team up across all functions, geographies, and titles
- How to engage the CEO and other C-level executives across functions to champion and mentor best practices around the innovation challenge
- How to cultivate individual and team coaches that help contestants to develop customer-based solutions, collaborate in inclusive and diverse groups, set bold milestones – and have some fun together!
The Harvard Business School along with INSEAD—Europe’s leading business school—have concluded from their research that the two most effective business tools for twenty-first century executives are meditation and intuition.
Meditation has been around for thousands of years, and has survived all this time because it works. The practice of integrating meditation into the workplace has been shown to improve the general productivity in companies of any size or industry. By helping employees at all levels deal with their stress effectively, meditation enables them to focus more clearly on their own goals and the goals of the organization. Meditation also helps employees communicate clearly with the other members of their team, increasing their level of patience and productivity. Join us to learn first-hand how the benefits of meditation can positively affect your life as well as your organization.
You will learn:
- How to unblock creativity, inspiration, and mental clarity
- How meditation helps to calm anxiety and stress
- How meditation benefits any individual or business in limitless ways