Monday, October 24, 2016
The Talent Dilemma affects most organizations, with only 1 in 7 current High Performers actually having High Potential (CEB, 2015). Understanding the interaction between Current Performance and Future Potential makes the task of accurately and objectively identifying High Potential Talent increasingly difficult. This, coupled with the additional challenge of how to accelerate the development of High Potentials, requires special attention and further understanding.
Building on the earlier work of the Cattell-Horn-Carroll Theory of Human Cognitive Abilities (CHC Theory, 1985), this workshop will seek to explore the intricacies of High Potential identification. We will build on the principles of the CHC Theory in relation to using Fluid Intelligence (defined as the ability to solve new/novel problems) as an innovative way of accurately identifying and developing High Potential Talent.
This hands-on workshop is designed to give participants a concrete experience of their own Fluid Intelligence and to highlight how Fluid Intelligence underpins Adaptive Expertise. Participants will be provided with a foundational understanding of how the principles of measuring and developing Fluid Intelligence can be applied to strengthen their organization’s ability to better address the Talent Dilemma.
You will learn:
- What Fluid Intelligence is and how it impacts the Adaptive Expertise of High Potential Executives
- How a measurement of Fluid Intelligence can assist in de-risking Talent Identification
- How improving Fluid Intelligence can be used to accelerate the development of High Potential Executives
- Why enhancing Fluid Intelligence is becoming increasing important in a rapidly changing and unpredictable business environment
Networking Snack Break
In today’s competitive global landscape, the need for adequately prepared talent ready to take on key leadership positions is critical. The span of time available to develop talent is becoming shorter due to baby boomers retiring, insufficient succession planning, and the lack of talent development opportunities. This means executive leadership must become more engaged in the development of a talent pipeline in three key ways: actively working with high potential candidates to assess their leadership capabilities, providing challenging assignments for development, and supporting the development opportunities with the resources necessary to “build the talent pipeline” rather than be forced to “buy it”.
This workshop will explore the current succession planning challenges facing executive leaders today, and present a framework that can be used to grow and sustain your talent pipeline while aligning with your business strategy.
- Identify the current succession planning challenges facing organizations today
- Understand how Assessment, Challenge, and Support are critical to developing talent to align with the business strategy
- Apply a framework to your succession planning strategy that can be used to future fill your talent pipeline
- Best practices for global talent development
Tuesday, October 25, 2016
Chairman's Welcome Remarks
Research shows that when people feel included and listened to, their engagement and performance improves. When people are part of a diverse team that practices inclusive behaviors, they are more open to new ideas, more creative in their problem solving, and develop solutions that appeal to wider audiences. Learning is a key driver for business and cultural transformation. In Global Leadership and Learning at Intel our mission is to, “unleash the leader inside every employee.” By doing so, we encourage every employee to engage in their own development as well as the development of the company.
In this presentation, we’ll share what we’ve learned from deploying the LEAD Suite, a coherent set of leadership solutions from frontline manager to executive leader, the GROW platform, as a new initiative that invites every individual to try something new, and the pipeline programs for both technical and business leadership.
Attendees will learn:
- The latest neuroscience research critical to developing agile organizations
- How to incorporate diversity and inclusion as a cultural design principle rather than a standalone program
- How to invest in development opportunities for executives and high potentials to create a top down mindset of innovation and inclusion
Like many industries, the defense landscape today faces a technology skills gap within its workforce. As the talent pool ages and technology innovations advance, there is a greater need for new workers with a highly skilled talent profile. Traditional STEM (science, technology, engineering and math) occupations and positions requiring STEM skills rank among the hardest to fill, according to a recent Society for Human Resource Management study. Defense companies face an additional challenge in attracting and, more importantly, retaining top technology talent as they face increasing competition from Silicon Valley.
As one of the world’s largest defense companies, BAE Systems, Inc. – the U.S. arm of UK-based BAE Systems plc – has a vested interest in employing the country’s top STEM workers. Realizing that competition from consumer technology companies and shifts in employee career behavior driven by generational differences (namely, more millennials entering their careers) could impact talent retention, in 2015 the company undertook a large-scale macro-economic analysis of the labor market and analyzed how it would affect its workforce.
Examining key factors – the impact of emerging technologies, STEM talent availability, competition, diversity pipeline, geographic factors and generational issues – BAE Systems ultimately identified the need for a more data-driven approach to talent retention, and has made analytics the backbone of its strategic workforce planning process. Infusing data into talent management efforts has resulted in faster and more effective response in addressing talent gaps, and helped to strengthen succession planning for critical roles within the company.
You will learn:
- The skills gap and talent competition currently facing the U.S. defense industry, and how BAE Systems is using workforce intelligence analytics to better understand how to address those issues
- Strategic workforce planning using a data driven approach
- Importance of integrating workforce planning into overall company strategy
- Diagnosing talent gaps and identifying strategic actions to close them
- Using analytics and employee demographical data to strengthen succession planning
Morning Networking Break
In order to empower employees and fill skill gaps quickly, the corporate talent development function must move from a traditional “industrial model” of sensing, reacting and adjusting to becoming a more dynamic model based on “adaptive learning” techniques. This new framework requires the enterprise to embrace different learning components, designs and systems.
Digital learning needs to respond to the demands and expectations of those using it, with greater personalization, support for learning networks, and a focus on the practical.
The organization has to guide individuals on how to build key capabilities, facilitate self-directed learning and provide curated, credible knowledge sources to meet fast-changing needs.
You will learn:
- How to up-skill and engage the workforce with a learner journey mindset
- How to align learning tools and offerings to the new ways of working in the 21st century
- How to bring together the workforce needs, business, and technology in order to deliver innovative learning solutions
The Gig Economy is not only here to stay but steadily growing. As we’re shifting from technology as an enabler to technology defining new business models, life styles and ways of working, the competitive landscape is changing at an exponential pace in both economic and talent markets. The growth of e-commerce and the accelerated demand for personalization of products and services shifted power from the employers to the employees.
Digitalization is driving a renaissance of the “world of work”, where “work” is liberated from the depersonalized perspective of the industrial era, getting back to its original human roots of purpose, pride, personalization and wider social impact. We see the rise of a new breed of professionals that have much more in common with “Renaissance Master Artisans” than traditional white collar workers.
During this session, we will talk about how to lead the “master artisans” in your organization. We will propose new ways to identify and make visible your people skills and expertise, to allocate the right people to the right work, to create high performing teams and unleash their power operating at the intersection of human and digital technology.
You will learn:
- How to identify, make visible and leverage the know-how of your new “master artisans”
- How to unleash the power of your teams
- How to transition from “organization as a structure" to "organization as a platform"
- How to evolve from a "culture of employment" to a "culture of entrepreneurship"
Bank of America is a leader in creating a culture where there is acceptance and inclusion for every employee. Our work environment is a safe place where diversity and inclusion (D&I) is both part of our organizational values and a strategic weapon that fuels the successful global organization.
When managers take responsibility for D&I, the concept becomes fully embedded in the organization and all people (disabled, LGBT…) are free to be accepted and welcomed as part of strategic teams that are creative, engaged and drive innovation.
You will learn:
- Beyond the business case – why D&I is critical for success especially in global organizations
- Harnessing new creative and perceptive talents that contribute in surprising and considerable ways
- How to embed D&I in your culture to create an open philosophy that accepting and diverse
Change is ambiguous, and we find those who adapt the best to constant change are comfortable working with uncertainty – managing in shades of gray. Indeed, the hardest part of being a manager is handling the "gray areas” problems - the situations where analysis and frameworks don’t show you what to do and your judgment is critical. Gray areas test not only your skills, but your humanity. You have to choose, commit, and act to live with the consequences. Harder still, you have to be able to explain yourself and your decisions to others. How do you get these calls right, as a manager and as a human being?
In this session, bestselling author Joseph Badaracco will share insights from his new book Managing in the Gray: Five Timeless Questions for Resolving Your Toughest Problems at Work (Harvard Business Review Press, 2016).
You will learn:
- A powerful framework for analyzing gray area problems
- Practical guidelines for applying the framework to specific problems
- Practical guidance for stepping back from these problems and reflecting on them personally
Established in 1863, the International Committee of the Red Cross (ICRC) is an independent, neutral organization ensuring humanitarian protection and assistance for victims of war and armed violence. It takes action in response to emergencies and promotes respect for international humanitarian law and its implementation in national law. Headquartered in Geneva, Switzerland, ICRC employs some 15,500 people in more than 80 countries. The ICRC is funded mainly by voluntary donations from governments and from national Red Cross and Red Crescent Societies.
The complexity of today’s conflicts and the tremendous impact on human lives across the world is making humanitarian work increasingly challenging. In this context and to ensure access to the people its aims to protect, while not outsourcing risk and remaining neutral, ICRC has challenged its traditional approaches and drawn upon two major assets: its strong purpose and its people to rethink its strategies for global people engagement.
In this session you will learn more about how ICRC embarked on this transformational journey and which key levers were activated to reshape its organizational culture and drive global engagement to protect the world’s most vulnerable populations in an increasingly complex and volatile world.
You will learn more about:
- Identifying and leveraging the key drivers that unite a globally dispersed workforce around one organizational purpose
- Rethinking “the us” to drive impact and culture
- Leadership behaviors that make a difference - Managers Matter
Afternoon Networking Break
Times change, but Four Seasons’ dedication to perfecting the travel experience never will. Our highly personalized 24-hour service, combined with authentic, elegant surroundings of the highest quality, embodies a home away from home for those who know and appreciate the best. Our deeply instilled culture, personified by our employees, continues to get stronger; our people have built an unrivalled depth of reliability, trust and connection with our guests – a connection we will steadfastly uphold, now and always. The company has grown from a single hotel to 99 in 41 countries, and we now have over 45,000 employees worldwide.
Constant change is the reality of today’s global landscape – especially for organizations like Four Seasons who have a uniquely broad global reach. In addition to the tumultuous economic and political change that affects the hospitality business, the industry is undergoing huge changes driven by large mergers & acquisitions and market disruptors like AirBnB and VRBO. Finally, within HR, an avalanche of new technology offerings and a focus on challenging traditional HR processes has made Leadership Development and Talent Management a hot spot for change and evolution. Four Seasons is world renowned for our focus on people, and the changing landscape means we also have to adapt to ensure we are providing the very best leadership development to our amazing employees globally. How are we refining our focus while still not losing the core of what has helped us succeed over the last 55 years?
You will learn about:
- How Four Seasons approaches leadership development - from junior pipeline to senior leaders
- Growing your talent management strategy from organizational strategy
- Integrating technology and work systems to support your leaders (instead of burdening them!)
- Taking an objective approach to analyzing your current systems and processes
- Separating what matters from the noise
In today's complex and changing business environment, next generation learning and development must be able to keep up with and simultaneously morph its methods and systems to ensure true capability building. One such integrated learning system that is a model for hyper-action based learning has been co-created by Oracle Corporation, IESE Business School, and Michigan Ross Business School. Drawing on the two business schools’ learning specialties and faculty intelligence, the Oracle Top Talent Learning Team has created a development ecosystem that encompasses and affects the heads, the hearts, and the hands of its future leaders. Already delivered to over 500 leaders in 12 cohorts, this learning experience and its results are changing the way work is led and executed for business success in Oracle.
No sessions are exactly the same exemplifying the significant levels of disruption and change in the industry and the competition. You will learn how this unique partnership worked globally to develop and design a living experiment for learning in a transformative time. Key highlights of this successful model will be shared in a blueprint for mobilizing global talent through transformational learning and development.
You will learn:
- How to mobilize global talent in the face of a transitioning business environment
- How to foster global networking for business success
- How to integrate action learning that drives business results in both the short and long-term
- How to do all of the above using a people-centered approach of head, heart and hands
LeapFrog Investments is a specialist investor in high-growth companies in Asia and Africa, employing a profit-with-purpose investment strategy to reach some 91 million consumers across 22 countries. A hyper-growth young firm, LeapFrog has tripled its head-count in the last three years, and now has offices in the UK, Singapore, Australia and South Africa.
Liana Gorman, Head of People, joined LeapFrog in 2014, with a brief to build the People function from the ground up. LeapFrog is a bold and insurgent firm with no head office, a distributed leadership model and a constant need to build its team ahead of expansion. Liana has helped LeapFrog to recruit and develop a high-performing team of People professionals, attracted to LeapFrog’s magnetic proposition: profit with purpose. LeapFrog has since tripled the size of this team.
Liana believes that today’s top talent has a new ambition. They look beyond the transactional and towards the purposeful. Their thinking has no borders. And they think in an integrated way about professional and personal development. These factors have massive implications for the new Global People function.
You will hear insights on:
- The power of purpose: Why and how a magnetic idea can attract an outstanding team
- Borderless thinking: Why you need to be as global as your people
- Avoiding policy policing: Trusting creativity and empowerment
- Integrating the personal and professional: Developing the whole person results in a stronger team
- Developing a new ambition: Rethink your values and ambitions as a People leader
Networking Cocktail Party - Business Card Exchange
Wednesday, October 26, 2016
Chairman's Welcome Remarks
If you ask just about any Chief Human Resources Officer (CHRO) what keeps them up at night, many will cite the projected ever-widening talent gap as Boomers begin retiring in droves—many from senior executive roles—and the concern that few organizations have enough qualified candidates to step forward in their place. Therefore, in order to prepare for the talent strategy of the future, succession planning along with the retention and engagement of high potential leaders is now more important than ever.
While many companies want to build talent from within, often through high potential identification, assessment, and development experiences, many wonder if these initiatives truly create the necessary leadership competencies required for the future. During this session, the content will focus on both industry best practices as well as lessons learned from engaging and developing talent through global high potential programs. In addition, the presentation will address how to involve leaders in authentic conversation in order to enhance engagement and succession planning.
You will learn:
- How, amidst change, to facilitate greater communication, clarity, and safety for your high potential leaders
- Best practices and common challenges encountered in succession planning
- Strategies and tools for engaging and developing a global high potential talent pipeline, including important questions to elicit the Five Conversations Your Leaders Want to Have but No One is Asking
Whether it’s equipping talent to work across international borders or ensuring that diverse teams at home work together effectively, cultural intelligence has never been more important. Cultural intelligence, or CQ, is a model for working and relating successfully in culturally diverse situations. While rooted in a vast body of scientific research, it’s deeply practical and has been adopted by leading organizations such as Google, Harvard Business School, Singapore Airlines, BMW, and hundreds more.
This session will introduce you to the cultural intelligence model and suggest several practical ways you can use it to support global talent at home and abroad. Rather than simply teaching outdated stereotypes about Germans or Chinese, or Latinos and Millennials, this innovative approach is proven to enhance the effectiveness and innovation of multicultural teams.
What you will learn:
- Cultural Intelligence (CQ): What it is and how to measure it
- Strategies for Improving CQ
- The link between diversity, CQ, and innovation
Morning Networking Break
More than 50% of employees feel recognition programs influence corporate culture, according to Ceridian’s 2016 Pulse of Talent survey. With culture driving engagement and employees valuing organizations with a well-defined and existing culture more than ever, it is time for organizations to learn the value of rewards and recognition. Organizations in turn have leveraged rewards and recognition programs; the 2015 Trends in Employee Recognition survey states that 90% of companies are growing these programs.
“Best-in-class organizations understand the power of an effective recognition program. Rewarding employees may not feel like a strategic business initiative but today’s appreciation efforts can have a big impact on tomorrow’s business success.”
You Will Learn:
- Tips on how to kick-off and promote recognition
- The differences between recognition from peers/colleagues versus executives or managers
- People are more motivated by recognition than money
- The impact of recognition on employee engagement and how it lends itself to higher productivity, lower turnover, and higher revenues
- How to help employees feel that they are an essential member of the organization with personalized rewards and recognition for each individual, keeping in mind generational differences
HP Inc. (HP) is in the process of reinventing itself - inside and out. In that spirit, it has entirely transformed the way employees develop, connect and learn.
Using a crowdsourced model to identify the “state of learning” at HP, its Talent & Learning team identified what was working, what was broken and what was missing in the current approach to learning. Key themes quickly emerged and shaped what needed to be redefined across the company and in every global region.
Employees wanted to more easily search for content. They wanted to quickly access content that was rich, endorsed by HP employees and relevant. They also wanted to be able to share their own content and connect with each other more organically.
The HP Talent & Learning team partnered with stakeholders across the business to build an employee-centric platform rich with content, sourced by employees and business teams, and even named by focus groups in the organization. This gave life to HP’s “Brain Candy,” its uniquely branded and curated learning platform.
Brain Candy was rolled out through a global campaign and quickly grew to more than 15,000 active users worldwide in only the first two weeks, out of its 50,000 employees. HP Inc. continues to leverage business-specific strategies to build and launch content while receiving incredibly positive feedback across all regions and levels.
Still early in the journey, the Talent & Learning team is harnessing Brain Candy to build blended learning experiences that include learning content and face-to-face experiences across the globe.
Attendees will learn:
- Best practices to identify what "redefining learning" means to your organization
- How to create a collaborative, social and scalable digital and physical learning environment across international regions
- Global communication and internal marketing strategies to accelerate user adoption
General Electric operates in over 100 countries, employs over 300,000 employees around the globe, and is a leader in industries spanning from Aviation to Power to one of its newest additions, GE Digital. Despite its longstanding legacy as an industrial company, GE is always learning and adapting based on the rapid pace of change in the world. As the company continues its transformation to a premier Digital Industrial company, this endeavor comes with new talent challenges that require fresh thinking about human capital.
During this keynote, Meagan Gregorczyk will discuss GE’s approach to “start-up” thinking using their FastWorks methodology, which has helped to drive and accelerate HR change management strategies in this Brave New World of Talent Management. Meagan will outline GE’s approach to reinventing talent programs – from its newly launched “no ratings” performance assessment structure, to creating an authentic, employee driven culture, to rethinking how the HR industry must create dynamic, nimble global leadership pipelines to serve new businesses across the quickly changing marketplace.
Mark will share how Airbnb, from their inception, has focused on their unique and compelling culture based on their mission and values as the core to their internal and external strategies. It is the shared behaviors, championing the mission, and treating each other like family that has Airbnb feeling more like a movement than a company.
Through stories, pictures, and numbers, Mark will engage with you on how their business has grown 2X while deliberately growing by design their company, employees, and culture.
You will learn:
- How to rethink the role of “HR” in the organization to focus on the entire employee experience
- How to introduce and reinforce your mission and values through the entire employee journey - from candidate through alumni
- How to break down the walls between employees and customers (in our case hosts and guests) to improve productivity, performance, and engagement
In a tight labor market, employers need more levers to pull to increase engagement and retain top talent. Allocating more variable pay to those stars is one lever. But how do you do that without losing other valued performers? Deborah Hughes, Division Vice President of Human Resources, Corporate Staff, for ADP, will share how the 55,000-associate global company moved the needle on pay for performance and is strengthening its workforce in the process.
You will learn:
- How to structure a true pay-for-performance model
- How to win buy-in of influential stakeholders and roll it out
- How to measure pay for performance success
During this session Eva Dias, VP, Global Human Resources Business Partner at International Flavors & Fragrances will share with you her experience managing talent development in varied organizations like Novartis, L’Oreal, and Philip Morris International in geographies throughout the world with a vision on future trends and the next new wave in global talent development and succession.
You will learn:
- How to ensure talent and skills availability to support business growth
- How to leverage the workforce plan to anticipate needs, trends, and its execution
- How to link talent development initiatives into a robust plan of readiness/preparedness to strengthen the pipeline
- How to gain stakeholders support
- Ultimately, how to strengthen your business position as a leader in the industry through human capital strategy