2016 HCI Human Capital Summit


Please note that the times reflected in this agenda are listed in the time-zone where the event takes place. For this event, the time-zone is Central Time Zone (CST).Click Here for a Printer-Friendly Version

Tuesday, March 29, 2016

7:00-4:30 PM


7:30-8:30 AM


8:30-8:50 AM

Chairman’s Welcome Remarks

Conference Host:
Bill Craib, Senior Vice President of Enterprise Learning, Human Capital Institute (HCI)
9:00-9:45 AM
Keynote Presenter:
Robbie Bach, Former President of Entertainment & Devices And Chief Xbox Officer, Microsoft
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Robbie has developed a clear approach to driving innovation based on his 22+ years at Microsoft, including leading the creation and eventual success of the Xbox business. He now applies lessons from Xbox and from equally significant, but failed projects to demonstrate how organizations of any size can innovate internally.

Robbie’s approach to intrapreneurship answers the question, “In a world where everything is changing around me, what new tools can I bring to transform my company before someone else ‘Ubers’ me?” 

You will learn:

  • The structural, organizational, and strategic disruptions required to ensure your company provides a world-class experience to its customers.
9:45-10:30 AM

Morning Networking Break

10:30-11:00 AM
Keynote Presenter:
Angela Santone, Executive Vice President and Global Chief Human Resources Officer, TURNER, a Time Warner Company
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We’ve put the consumer at the center of every decision we make.  What does that mean?

First, it means we will pursue and create the best, most-engaging content. Next, it means that our brands will resonate and connect with consumers in even deeper ways.  Finally, we will create best-in-class customer experiences that marry our content and our customers — and delight and engage audiences in ways they've never seen.

That's the vision for a new Turner — a consumer-centric, data-driven, next generation global media company. The new spirit of Turner – one that values a culture of more fun, less fear, and being all-in – requires an HR function that is not only embracing, but driving the change.  Turner HR is reinventing itself to meet this challenge. 

You’ll learn:

  • Evolving managers’ notions of how to identify and retain talent
  • Transforming development opportunities to better equip our leaders to create high-performing, change-ready teams
  • Rethinking our performance approach to be more flexible, impactful, and reflective of our business
11:00-11:30 AM
Keynote Presenter:
Carmen Allison, Vice President Global Talent Development, Williams-Sonoma, Inc.
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Williams-Sonoma, Inc. is a multi-channel specialty retailer of high quality products for the home.  In 1956, our founder, Chuck Williams, turned a passion for cooking and eating with friends into a small business with a big idea that helped fuel a revolution in American cooking and entertaining. Today, Williams-Sonoma, Inc. is one of the United States' largest e-commerce retailers with some of the best known and most beloved brands in home furnishings, including Pottery Barn, Pottery Barn Kids, Pottery Barn Teen, West Elm, Rejuvenation, and Mark & Graham.
WSI requires a pipeline of talented leaders from all areas of the business to continue our aggressive global growth.  To accelerate the development of high potential leaders, we created a model where leaders take responsibility for their learning, and in turn role model the importance of development in their managers.  Learn the results and its affect on our business when leaders have the ability to design and drive their own development program.
You will learn:

  • A unique perspective that challenges traditional high potential training programs
  • That it requires a shift in mindset to being ‘in service’ to leaders as they develop
  • Some of the best development solutions are free
  • How a simple model can provide clarity when framing a program
  • How to align self-driven training program to business goals
  • The structure behind a self guided development program
11:30-12:15 PM
Keynote Presenter:
Jeff Diana, Chief People Officer, Atlassian
Paul Rogers, Employee Communications, Employee Engagement and Employer Branding, Atlassian
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Started by two Aussie engineer grads nearly 14 years ago, Atlassian has grown to become one of the world’s leading collaboration software companies with 50,000 customers and over 1,300 “Atlassians” across the globe. While its unique, customer-centric business model has fueled the company’s success, the underlying foundation to its rapid growth has been its five core values.

Jeff Diana, Atlassian's chief people officer, will discuss how Atlassian’s values have guided its products, business model, and culture to form an interdependent system that drives innovation and propels the company forward. He’ll provide specific examples of how values have helped Atlassian achieve its overall business goals and manage the challenges of fast growth in scaling from a startup to a world-class enterprise software company--winning global "best place to work" recognition along the way.

You will learn:

  • Some of the unique challenges Atlassian has faced as it has grown rapidly, and how it overcame them
  • How Atlassian uses its values as a true competitive advantage in hiring and inspiring a rapidly growing workforce
  • Creative ways Atlassian does things differently to enable an agile culture, from its innovation “sprints” to the way it provides rewards and recognition
12:15-1:05 PM


1:05-1:45 PM
Keynote Presenter:
Lt. General Russel L. Honoré USA (Ret.), Leader of the Katrina disaster recovery effort and Author of "Leadership in the New Normal"
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In homage to our host city, HCI is proud to present Gen. Russel Honoré, the Official in charge of bringing normalcy to New Orleans after hurricane Katrina.  Gen. Honoré will share stories from the historic flood as well as leadership lessons and the benefits of developing a culture of preparedness. The "Category V General" discusses the essential qualities that 21st century leaders need, including "decision superiority," the ability to "see first, understand first, and act first." On preparedness, Gen. Honoré believes waiting until disaster hits and then responding is dealing with problems on the "right side" of disaster, and that we should be dealing with the "left side" of disaster -- before it strikes. Bold and insightful, Honore's strategies for making the world a better place to live will let you view international leadership issues in a new light.

1:45-1:55 PM

Room Changeover

1:55-2:40 PM

Concurrent Presentation

Michael Johnson, Formerly Chief Human Resources Officer at UPS and CEO of Johnson Talent Development
Pete Sanborn, Global Talent Practice Leader, Performance, Reward & Talent Consulting, Aon
Neil Shastri, Leader, Global Insights and Innovation, Aon
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Over the last decade, the HR function has helped organizations navigate through a constant state of flux and the many challenges that the changing economic environment has brought. HR has steadily become more business and strategy oriented, playing a critical role in the development of the next generation of leaders in these organizations.

At the same time, HR hasn’t done a great job of developing its own leaders, leading to an increasing number of non-HR persons taking on the CHRO position. Our “Learning to Fly – Developing the Next Generation of CHROs” study was a step towards articulating the asks of CHROs today and the skills they require. This session will help HR determine how to close these gaps and where leaders should be focusing their efforts to usher in a new generation of adept HR leadership.

Based on the insights of 45 CHROs that collectively represent over a trillion dollars in revenue and over 3 million employees, this study is valuable to anyone who aspires to a CHRO role, or to experienced leaders who wish to help others get to their position. Using a simple but well-tested frame, our research offers a deep, real-world, objective appraisal of what it takes to be a CHRO.  It also provides a practical view of the journey others have taken to get there. This future-focused session is thus a path for HR leaders across the spectrum.

You Will Learn:

  • The various and unexpected career paths successful CHROs have taken in their journey toward their current position
  • Expectations of CHROs from the board, senior leadership, peers, subordinates, and the external world
  • Useful skills HR leaders can develop now and in the future
Jocelyn Parks, Senior Organizational Effectiveness Consultant, MedStar Health
Jodi Hadsell, Learning Solutions Architect, SAP
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Can L&D teams make the talent management process more successful simply by developing more effective performance support? We’ll investigate answers with a deep dive into SAP’s “The Talent Journey”, a holistic, role-based enablement program guiding managers and individual contributors through the talent management (TM) process. The just-in-time performance support portal centralizes guidance, resources, tips, tools and training and drives a focus on meaningful conversations throughout the TM lifecycle (and although we used internal tools to build it, the discussion will be platform-agnostic).

This session will explore issues we faced, our employee population, and the process used to determine types of support needed and to drive design decisions and enablement components. We’ll also delve deeper into “The Talent Journey” as we walk through our approach to:

  •  Centralize and simplify processes and support resources
  • Create an integrated program that is flexible, responsive, and allows for growth
  • Using a performance management model that works with any evaluation tool
  • Help employees understand and complete required tasks (on time)
  • Leverage social/collaborative learning to drive TM process adoption
  • Support managers to effectively communicate about goals, development plans, performance reviews, and compensation
  • Gain stakeholder buy-in
  • Sustain performance management long term throughout a large organization.

Join us for an eye-opening, lively discussion on an important topic that can change your company’s TM success.

You will learn:

  • How to dentify five keys to delivering performance support that connects employees to what they need when they need it
  • The seven components of a living talent management framework that is flexible, responsive, and allows for growth
  • At least three critical ways to make specific online tasks simple and more reliable

What else should you know about this session?

We are sensitive to SAP being a vendor and want to make explicit that this is NOT a promotional session; as stated in the session description, the discussion will be platform-agnostic. As committed L&D professionals, we simply want to share what we feel are key insights we’ve gained about creating effective performance support for talent management.


2:40-3:25 PM

Afternoon Networking Break

3:25-4:10 PM

Concurrent Presentation

Josh Brown, Head of Talent Acquisition, Clemson University
Michelle Reed, CMO, SkillSurvey
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Having the right talent with the right competencies at the right time in the right place is crucial to an organization’s success. When hiring processes and procedures are overly complicated, inefficient or bogged down in organizational politics, bringing the right people on board can become an exercise in futility.

Now new agile hiring strategies that streamline the recruitment process and increase efficiencies in sourcing and assessing candidates have been highly successful in organizations of any size.

This session highlights Clemson University, one of our nation’s most prestigious universities.  Clemson was facing several hiring challenges which were resulting in the university losing promising candidates to other offers while their hiring process churned on.

In response to this problem, the Clemson team completely revamped their hiring process, and found creative and agile ways to overcome the challenges that occurred while sourcing, assessing and hiring talent.  This case study will highlight effective ways to “lean” out processes, reducing the amount of required approvals, shrinking the time spent checking references, improving the quality of information provided and increasing social media presence.

Join us and learn how to put these proven, agile strategies to work for your organization.
You will learn:

Insights about re-engineering your hiring processes that can save your talent acquisition team time and money.

How to improve the hiring process to ensure 1) your managers are interviewing the best candidates and 2) that those interviews are conducted in a consistent, compliant manner.

Creative ways to source candidates with step-by-step instructions on how to grow your passive candidate database using LinkedIn.

Deborah Butters, Vice President, People Strategy & Talent Management, IBM
Charles McNichols, Associate Partner, Talent & Change Center of Competence, IBM
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The leading CHROs are responding to an evolving talent landscape by treating candidates more like customers, designing new employee experiences and discovering the power of social listening. Learn about the emerging techniques and technologies helping the top CHROs stay ahead of the curve in the age of disruption.
CHROs see a future in which the talent landscape is completely redefined. Convergence, competition and commotion will impact recruitment, retention and everything in between. They must chart a path through the turbulence and help other executives understand the impact these changes will have on the workforce
We heard from 601 CHROs around the world. The strategies of market leaders were clear. Get the insights on what it takes to become a leader in the age of disruption.

4:10-4:20 PM

Room Changeover

4:20-4:50 PM
Keynote Presenter:
Christopher Worley, Co-Author of “The Agility Factor: Building Adaptable Organizations for Superior Performance,” and Director at the Center for Leadership and Effective Organizations, the NEOMA Business School
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The term agility gets tossed around a lot these days in board rooms, leadership development programs, and the business press. But the latest buzzword in the management lexicon is mostly misunderstood. As a result, the talent management strategies in agile organizations also face an important crossroads.

You will learn:

  • The meaning of organizational agility and why it’s important to your organization
  • The two broad agile talent management strategies that can work in any company
  • The characteristics of talent management and other HR systems in agile organizations
4:50-5:20 PM
Keynote Presenter:
Jane Behrends, Senior Director, Strategy, Change and Communications, Walmart
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Constant business change is the new norm – in all organizations and across all industries.  The ability to adapt to change will be the most important competitive advantage for many companies in the future. So how do you prepare your organization not only for the changes they have to absorb at any given moment in time but make it more change agile altogether?  Jane Behrends will share the journey that Walmart is undertaking, some of the early learnings, pitfalls to avoid and the unique challenges of building an airplane while it is flying.

You will learn:

  • What factors to consider when embarking on making your organization more change agile
  • How to harness your organization’s culture for success
  • Ways to “stealth in” change leadership behaviors when your organization is already “too busy doing other things”
5:20-6:30 PM

Networking Cocktail Party - Business Card Exchange

Wednesday, March 30, 2016

7:00-3:00 PM


7:30-8:30 AM


8:30-8:50 AM

Chairman’s Welcome Remarks

Conference Host:
Bill Craib, Senior Vice President of Enterprise Learning, Human Capital Institute (HCI)
8:50-9:00 AM

Opening Remarks

Opening Remarks Presenter:
B.J. Shannon, Head of Customer Happiness, TINYpulse
9:00-9:30 AM
Keynote Presenter:
Jeffrey S. Shuman, Senior Vice President, Chief Human Resources Officer, Quest Diagnostics
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This session will share the transformational journey of Quest Diagnostics, the world’s leading provider of diagnostic information services and the importance of creating an agile team lead transformation.  Jeff Shuman, Senior Vice President and Chief Human Resources Officer for Quest Diagnostics, will share his company’s transformation journey which was fueled by building an agile workforce.

Hear how HR is enabling the company to build on its longstanding values while creating a belief system within Quest with work that began three years ago. Shuman will share the programs HR has put in place to solidify values, establish beliefs and transform the culture of the company to attract talent and grow the company. Finally, you have the opportunity to hear about the lessons learned so far and how they will be incorporated moving forward.

You will learn:

  • The role of HR in Change Management
  • Linking talent, systems and tools aligned to a business strategy
  • Building on foundational values to guide an organization
  • Adding value to the management team in strategy development 
9:30-10:00 AM
Keynote Presenter:
Janice L. Semper, Culture Leader, GE Corporate
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How does a company of GE’s size – with more than 300,000 employees – keep pace with change, harness complexity and continue to deliver results? GE has remained competitive because of its relentless quest for progress on all fronts. It requires a constant reengineering of business portfolios, operating models, and…  culture.

In this ever-changing world, simplification has become the cultural transformation inside GE that is changing how the company works. In this session, Janice Semper offers insights into how GE created a competency of experimentation through a new way of working (FastWorks), set new expectations for leadership and performance (GE Beliefs) and created a more personalized, real-time approach to performance management (Performance Development).

You will learn:

  • How to deliver better outcomes for customers through simplifying processes to become more nimble and competitive
  • About new employee tools that combine speed, innovation and efficiency, inspired by lean start-up principles
  • How to created a new cultural template that set new expectations for agility, customer focus and collaboration
  • How GE transitioned to Performance Development, an approach that emphasizes day-to-day development and accountability to drive better performance
10:00-10:45 AM

Morning Networking Break

10:45-11:30 AM

Concurrent Session

In Celestin DEF:

Dream. Disrupt. Repeat.

Anna Reed, Compensation - Recognition and Rewards, Capital One
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At Capital One, there was an opportunity to take recognition from a static program to one that instilled behavioral change.  They were faced with a challenge: How can a recognition program help the company have the courage to dream, then challenge and disrupt internal practices?  By treating recognition as a business lever to increase engagement, and by stepping out, reaching out, working hard and smart, the results were easily identifiable.  This is the story of their journey to ensure that all associates, both internal and remote, know that they matter and are a tremendous part of the company’s success.

You will learn:

  • How to rethink recognition in an evolving world of agile and remote associates
  • How to enhance the lives of employees through recognition and appreciation
Mary Lee Hannell, Chief Human Resource Officer, The Port Authority of New York and New Jersey
Lorraine Stomski, Partner, Global Lead for Leadership & Assessment, Aon Hewitt
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Aon Hewitt’s 2014 Top Companies for Leaders® study has shown that in VUCA (Volatile, Unpredictable, Complex and Ambiguous) environments, top companies focus on building their leaders through the delivery of transformational learning experiences. Aon Hewitt set out to design a model of employee learning that can help organizations understand who is most capable of learning in this fast-paced and ever changing environment and how learning skills be developed.

While the concept of learning agility has received much attention in the past decade, there is limited information available on how it can be developed within employees. Research shows that some aspects of individuals’ capability to learn are malleable, suggesting that facets of learning agility may be learned. This session will focus on how to identify those who are the most learning agile and how to create the right experiences that will strengthen their leadership capabilities.   

You will learn:

  • How to pinpoint the right way to get leaders to learn and develop quickly by understanding the three primary dimensions of learning that underlie the personal characteristics of the learner and the strategic approaches to identifying and developing these attributes.
  • How various assessment methods capture specific portions of one’s Agility and how using multiple sources of information creates a more holistic picture of an individual’s Agility potential. 
  • How to keep it simple by applying a comprehensive approach to Agility that addresses the most challenging and complex talent challenges surrounding selection, assessment and developing leaders of the future.
11:30-11:40 AM

Room Changeover

11:40-12:10 PM
Keynote Presenter:
Matthew D. Owenby, Senior Vice President, Chief Human Resources Officer, Aflac
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As the economy rebounds and the labor market warms up, some organizations are seeing their most promising employees leave. While employee turnover is inevitable, HR professionals have to create an environment that fosters the growth of high performers to enhance their company’s position in a competitive landscape. Building programs that offer employees the opportunity to engage with leaders in open discussion, participate in one-on-one mentoring and establish long-term goals is vital to retaining top talent.

In response to marketplace demands, Matthew Owenby has transformed how Aflac trains and develops top talent to ensure the company stays competitive and maintains its industry-leading professional advantages.  During the session, Matthew will elaborate on Aflac’s highly successful Career Success Center and how it’s improving the way the company coaches, empowers, consults and assists employees as they grow into company leaders.

You will learn:

  • The benefits of creating a high-impact, employee learning program that allows workers to take greater control of their career destiny and better understand how their capabilities and interests connect with their company’s current and future business needs.
  • Ways to utilize The 4 Disciplines of Execution (4DX), a repeatable and proven formula for executing important strategic priorities, to produce breakthrough results in employee potential.
  • About implementing open mentoring initiatives that allow employees to manage their own learning relationships and engagements types, setting the stage for professional success for the employee and a natural path for succession planning for the company.  
12:10-12:40 PM
Alex Goryachev, Head of Innovation Strategy and Programs, Cisco Corporate Strategic Innovation Group
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Every business must become an agile technology innovator to survive the highly disruptive impact of today’s digital age.  The mass digitization of society and business is forcing every organization to reinvent itself, immediately adapt to rapid market changes and ignite innovation through its own pool of talent.

At Cisco Systems, with 75,000 employees in 120 countries, the company is swiftly transforming itself into a culture of fast innovation to deliver higher-value outcomes to its customers, partners and employees.  Alex Goryachev, Director of Cisco’s Innovation Strategy and Programs, has instituted worldwide, cross-functional programs that are enabling a large company to behave more like an agile, high-tech startup by tapping into the power of innovation in each and every employee – no matter their job skill or title.

You will learn:

  • To implement project-based, cross-functional teams for collaboration, innovation and efficiency
  • To create companywide programs that measure and reward agility-based behavior
  • To work with senior executives and multiple organizations to transform into a culture focused on innovation, agility and business outcomes
  • To leverage lessons learned from your entrepreneurial partner ecosystems and bring them into your own company culture
  • To use new data measurement to determine current and future hot spots
12:40-1:40 PM


1:40-2:10 PM
Keynote Presenter:
Taralee Brady, People Operations Director, GoDaddy
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GoDaddy, the world’s largest technology provider dedicated to small businesses, has been creating an agile work environment for the past few years — with some expected (and not so expected) ups and downs. Along the way, GoDaddy’s Agile Core Team came to the realization that in order to enable teams to adopt agile and do their best work for GoDaddy’s more than 14 million customers globally, there had to be a company-wide culture change.  

To promote a true agile mindset, vs. just agile mechanics, a company needs a culture where agile can thrive. Over the past 18 months, GoDaddy has rejiggered their approach to agile and the results have been phenomenal. GoDaddy created a system to track teams’ progress, and emphasize that teams actively working to increase their agility need to move beyond just following the process.  In this session, you’ll learn how HR can drive a culture transformation in an environment that recognizes teams and individual heroes.

You will learn: 

  • What it means to drive agile in a business and culture
  • How to focus less on checking the box for agile processes, and more on a culture that embraces agility
2:10-2:40 PM
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Many business leaders and scholars, from Zappos's CEO Tony Hsieh to author and former McKinsey & Company consultant Frederic Laloux, have observed that traditional top-down management is not an optimal structure for driving employee engagement.  Organizations are increasingly experimenting with systems that attempt to replace the standard hierarchy with a new paradigm that relies on distributed authority and self-directed work.  One such model is Holacracy, a system of structuring, governing, and running an organization that uses a rule-based approach to distribute authority and replace traditional management.  Holacracy attempts to leverage its clear, detailed set of rules to increase engagement, empower employees, and allow organizations to make faster, better decisions.

This session will introduce Holacracy through the example of ARCA, a global leader in cash automation and payments technologies, which has five hundred employees between the United States, United Kingdom, and Italy and has operated as a Holacracy since July 2014.

You will learn:

  • Why organizations are evolving away from traditional, pyramid-based organizational charts and toward self-directed work
  • How clear distribution of authority can engage employees, unlock creativity, and drive action
  • What self-management looks like at an international, 500-person technology company
2:40-3:10 PM
Closing Address Keynote:
Barbara A. Trautlein, Ph.D., Principal and Founder, Change Catalysts, LLC
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Are you frustrated that no matter what you try, your change initiatives seem to either fail outright or produce gains that don’t last?The reality is that most changes do fail. As many as 70% of organizational change initiatives fall short of expectations.  As a human resources professional, your career progress hinges on your ability to lead successful and sustainable change.  In this presentation, you’ll get introduced to how to get beyond the buzzwords and leverage a proven formula for change.  The CQ System for Developing Change Intelligence is based on decades of change leadership in the workplace, years of conducting global research on managing change, and study into the psychology and neuroscience of change. 

Through real-life examples you’ll learn how to:

  • Engage the brain, inspire the heart, and motivate the hands to get people moving in positive, new directions so change sticks
  • Diagnose your own Change Intelligence, and appreciate the strengths and blind spots of your Change Leadership Style
  • Develop your CQ to drive change that gets results, recoups your investment, and makes a bottom line difference for your organization, team and career
  • Learn how CQ bolsters talent agility and promotes agile organizations
  • Emerge as a more competent and confident – and less stressed and frustrated – leader of change