Wednesday, July 23, 2014
Employee Learning and Development (L&D) is typically one of the top drivers of engagement within organizations. Implementation of L&D initiatives are often seen as “quick wins” compared to other engagement drivers that typically require big budgets, complex governance and large-scale stakeholder management. However, challenges with traditional L&D approaches prevent organizations from making the progress required to see substantial increases in engagement levels. What are these challenges and how can we help our organizations move the needle in this area?
This interactive workshop will provide you with an opportunity to learn more about the ways you can improve the impact of your organization’s L&D initiatives on employee engagement. Through best practice research, hands-on activities and peer learning, we will explore concepts that you can use to create a plan of action tailored to your organization’s unique needs, challenges and culture.
During this session you will learn:
- How to make space for individualized approaches to learning within your L&D strategy
- The role of multi-owner career management in driving career accountability and engagement
- The benefits of taking a 360-degree approach to learning and development
- The role that technology and metrics play in an effective L&D strategy
Among the most successful improvement processes in modern times have been lean manufacturing approaches such as Six Sigma and Kaizen. As HR professionals, how can we apply these effective principles to our people practices?
Building upon the Service-Profit Chain, many studies confirm the relationship between employee attitudes, subsequent behaviors, and performance outcomes. We continue to value employee survey programs that measure these attitudes and behaviors, but employee surveys often fall short of the mark, especially when it comes to turning data into timely action. Furthermore, we know that employees become frustrated when surveys don’t lead to action.
Leaders need more guidance and support to understand the story that employee survey data tells, to involve employees, and to drive improvement by eliminating those things that are getting in the way of engagement and success for the employees.
This interactive session will cover the most common mistakes organizations make before, during and after an employee survey and how to avoid them. We will discuss best practices from the most successful engagement programs, and how to leverage survey data into meaningful, timely action:
- Do more with survey data and workforce analytics to gain better insights for the business
- Setting clear expectations for action, and defining roles and accountability (senior leaders, leaders of leaders, immediate managers, HR and others)
- Selecting priorities strategically and focusing efforts on a limited number of them
- Driving selected action at the right level in the organization (what is under our control and what will require coordinated effort from others)
- Leveraging ongoing initiatives and balancing short-term and long-term actions
- Powerful tools and technology to understand and act on results
- Building upon strengths (appreciative inquiry)
- Developing mechanisms for monitoring progress and ensuring accountability
Time matters, and having the right technology and process can mean the difference between your employees feeling like something actually happened as a result of their feedback or not. Join us for an interactive discussion about how organizations can begin to do so much more through their employee survey programs!
Cocktail Reception for Workshop Attendees - sponsored by Perceptyx
Thursday, July 24, 2014
Chairman's Welcome Remarks
Thought Leadership Opening Remarks
Opening Keynote Address:
Expectations. We all have them. They are the universal human tendency to anticipate what will happen next. This tendency tends to amplify when a new employee enters a new, unfamiliar workplace. If initial expectations are not met by the new employee or the new company, disappointment is inevitably the outcome. Expectations could lead to the beginning of the end of that new employee’s engagement with your company. Ensuring expectations are aligned from the very start is the only way to avoid this problem.
Creating an intrinsic connection to one’s work and company is the engine that drives performance, inspires discretionary effort, increases retention and ultimately enhances your organizations’ growth. Your ability to align expectations of your company, the candidate and the job are essential to healthy, ongoing employee engagement. Join Rick Badgley as he shares his learnings on providing clarity and aligning expectations from companies like Wyndham, Starbucks and TOMS.
You will learn:
- How to elevate the conversation of talent with hiring managers
- How to align expectations of every new hire
- Why expectations need to be the link that permeates the hiring process, performance evaluation and individual development
At lululemon we have transformed what could be a traditional HR department into our People Potential team. We refer to ourselves as such because our emphasis on maximizing the potential of every human being in our company is core to who we are and infused into everything we do. In fact, our mission statement is to elevate the world from mediocrity to greatness, and the way we do this is through our people.
In this session you will learn about how we have built an authentic global organization - through the power of community, supporting people to live their best lives, and tapping into the strengths of our employees. Our best engagement strategies don't live with our “HR” team, but rather are generated and executed by every single person in the company. Likewise, some of our most robust recruiting strategies have come from community connections and the "law of attraction."
Join us for a sneak peek into the people behind the product that you know so well. They promise to leave you inspired and invigorated to think about your people practices just a little bit differently.
You will learn:
- The importance of culture – why knowing your company culture is the secret sauce to building a people organization.
- The power of developing your people from the inside out - yes, this is an engagement strategy that has some radically inspiring side effects.
- The value in never forgetting that Fun is in fact strategic.
“If we take care of our associates and if we take care of our customers, everything else will take care of itself.” Our founders built The Home Depot’s culture based on this simple premise over 35 years ago. However, the connection among leadership behavior, associate engagement, customer satisfaction, and profit had never been systematically studied. In this presentation, you will hear about what we have discovered makes the most difference in fostering associate engagement and what connection, if any, it has to customer satisfaction and profit. Dr. Garcia will focus his presentation around three main takeaways-
You will learn:
- Key elements to consider when trying to measure employee engagement
- The three factors that directly impact employee engagement levels
- The relationship between employee engagement, customer satisfaction, and financial metrics
Healthy, focused people are not only happier in general, they often make better decisions, become better leaders, and drive greater value for their organizations. Do business leaders understand this? Unfortunately, many do not – yet.
Our research shows that leading companies are pioneering new ways to rewire HR to create an employee-centered culture built to attract, develop and engage people in today’s workplace – all while adding to the bottom line. Josh Bersin will present new insights and business-tested strategies that can help you become a more attractive employer, regardless of size or industry. Don’t miss this opportunity to learn how to build a culture that’s simply irresistible.
You will learn:
- A new vision for business that makes today’s “always-on” work life rewarding, interesting, and fulfilling.
- A roadmap with examples HR and business leaders can use to shift from a hierarchical structure to an employee-centric one that fulfills business goals.
- Leading practices for creating a work environment that drives higher productivity, engagement, innovation, and customer service.
It’s a virtuous cycle; Employee Success translates to customer success, which translates to customer value. At ATB, Employee Success achieved through systematic recognition led to tangible business results and demonstrable added value. Join ATBs Chief People Officer to learn how your business can tie recognition to company success.
Many companies have achieved strong profitability through cost cutting and now need to pivot toward growth and innovation. Most organizations -- including over 80% of the Fortune 500, assess and take action on employee engagement in some way—but very few organizations use employee input as a true engine for facilitating organizational growth and success.
Organizations who utilize better, more focused ways to understand and take action on their employees' input gain the competitive edge while engaging and retaining key employees. Please join us as we explore the evolution of employee engagement and be the first to hear the unveiling of new research that demonstrates how specific workforce data can help drive engagement.
You will learn:
- How data gathering and reporting can enable targeted results
- How to link data results to business outcomes
- How to use engagement to drive stronger company performance
You’ve heard it before: involve employees in post-survey action planning. However, how many organizations really take this seriously at all levels? At International Financial Data Services (IFDS), a global technology service provider for the financial services industry, they not only asked for employee feedback, but they also did it in multiple ways. Rather than experiencing fatigue, employees felt a sense of ownership and appreciated being involved in a meaningful way throughout the process. Engagement scores have improved 18% since 2012.
You will learn:
- How IFDS positioned their employee engagement program
- How they built ownership within the leadership team and got them involved
- The different mechanisms they used to gather feedback
- How they used metrics from pulse surveys to assess progress and shape next steps
- How to apply the elements of successful employee engagement action planning in your organization to realize strategic objectives
Achieving and sustaining employee engagement around talent processes following the deployment of new technology has always had its challenges. Conventional communication and training methods have consistently failed to deliver the required buy-in from employees and managers. So Bell turned to an innovative new approach.
Johan Jacobs will explain how Bell has tackled the engagement challenge and how it uses big data dashboards to measure and sustain higher levels of user engagement and user adoption around its performance and talent process.
You will learn:
- A new ‘best practice’ way to communicate process change and alignment to your entire organisation to drive higher productivity and performance.
- How big data can help you to monitor and sustain user engagement around your talent processes.
- How the latest innovation is helping to make life easier for HR professionals
People desire acknowledgement for their efforts and contributions and smart organizations are capitalizing on this. If you follow any industry media such as Techcrunch or Wired, you see some amazing stories with very high numbers in the hi-tech industry, for example, Office For iPad Apps Have Racked Up 27M Downloads In 46 Days (http://techcrunch.com/2014/05/12/office-for-ipad-apps-have-racked-up-27m...) How do leaders get there? How do we engage our leaders to make these kinds of numbers a reality? Leaders must have an emotional connection to the brand, and communicate that back to the organization, and believe it.
This keynote will tell a story that started in a leadership development coaching relationship. The dilemma was the strong belief by the executive being coached, that his organization’s brand (Microsoft) was solid enough to partner with other hi-tech giants. However, he did not have support for his theory at the time. We will review what steps were taken to guide high-level executives on how to spread his or her belief across the company and get support for his or her ideas across large organizations.
This specific example that uses this model, effected the outcome that caused hi-tech industry reporters to pay attention. How do companies maintain their market share, keep their brand identity, and still grow in a complex world? This session will include real examples of successful leaders.
You will learn:
- A proven coaching method
- How to use the metrics of business outcomes that are a focus of the client when an executive coaching relationship
- How to gain partnership across large organizations to achieve difficult business objectives
Networking Cocktail Party - Business Card Exchange
Friday, July 25, 2014
Chairman's Welcome Remarks
As a company with over 140 years in business, Kimberly-Clark has 58,000 employees working at manufacturing facilities in 37 countries. With brands like Kleenex, Scott, Huggies, Pull-Ups, Kotex, Poise, and Depend, Kimberly-Clark holds the No. 1 or No. 2 brand share in more than 80 countries. Indeed, nearly one-quarter of the world's population purchases Kimberly-Clark products every day.
High levels of employee engagement and effectiveness are fundamental to Kimberly-Clark’s sustained success. But within the organization there is a strong awareness that efforts to engage employees often stand or fall on the extent to which they engage leaders and managers. If engagement initiatives are seen as add-on activities, they are likely to draw little support from leaders and managers focused on core demands. Getting strong buy-in and active involvement is a function of creating a clear business case by connecting employee engagement to broader business objectives.
In this presentation you’ll hear how Kimberly-Clark has aligned employee engagement efforts with priorities related to culture development and corporate strategy – and how its approach to engaging and enabling employees has made a real difference in delivering exceptional business results.
You will learn:
- How to establish employee engagement as a critical driver of business success
- How to create work environments that foster high levels of individual, team, and organizational performance
- What your leaders can do differently to build or enhance engagement and enablement
Gallup has been at the forefront of helping companies drive “employee engagement” for the past couple decades, after coining the term “employee engagement” in the seminal book First Break All, the Rules: What the Greatest Managers Do Differently in the 1990s. Larry Emond, Managing Director at Gallup, will reveal Gallup’s most recent discoveries on the topic. We will look at the “state of the workplace” in both the United States and in 140 countries from Gallup’s ongoing national studies, noting the fact that the level of employee engagement has not changed much in the United States over the past 15 years, and globally just 13% of workers are engaged in their jobs. Join us and discover the practices that Gallup has found to have the most impact in significantly increasing employee engagement and its positive outcomes in organizations around the world.
This session will focus heavily on the role of the manager, and shared research on the prevalence of great managers and the disparity between that and those currently in managing roles. Larry will also cover the effectiveness of taking a strengths-based approach to people development on employee engagement.
You will learn:
- The state of employee engagement in the United States and globally — how much progress is actually being made?
- Best practices in driving employee engagement
- The prevalence of great managers and the disparity between that and how many are currently in managing roles
- The effectiveness of taking a strengths-based approach to people development on employee engagement
You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help—but there’s only one way to ensure sustained innovation: you need to lead it—and with a special kind of leadership.
Leadership scholar and Harvard Business School Professor Linda A. Hill will reveal the inextricable yet significant link between leadership and innovation based on research at many of the world’s top organizations by a team of preeminent thinkers— Professor Hill (Becoming a Manager, Being the Boss), former Pixar technology wizard Greg Brandeau, MIT researcher Emily Truelove, and writer and former executive Kent Lineback (Being the Boss).
Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, Professor Hill will show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires.
Attendees of the session will receive a copy of Collective Genius: The Art and Practice of Leading Innovation (Harvard Business Review Group, 2014). Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.
Jon Brooks-Fox, Workforce Engagement Specialist at BlueCross BlueShield of North Carolina will share valuable insights into the success of BCBSNC's PROPS (Proper Recognition of Personal Success) program. Through this highly customized engagement initiative, employees are empowered to recognize their peers in a variety of unique and memorable ways.
Employees at BCBSNC are trusted with very important patient-facing tasks, so logically those same employees are trusted to recognize each other with monetary and non-monetary incentives within a structured system. The PROPS program has led to a positive impact on the organizational culture of BCBSNC, and has significantly increased employee engagement levels. The program was a 2013 recipient of an Ovation Award for HR Excellence.
You will learn:
- How designing a custom employee recognition program tailored to your unique culture can be cost-effective
- How peer-to-peer recognition can deliver significant organizational outcomes
- The benefits of empowering employees
- How to leverage technology to instill organizational values
During this session participants will learn how Cardinal Health significantly raised its employee engagement, manager effectiveness, and inclusion scores since starting their Team Journey work. Participants will hear about the multi-year journey Cardinal Health went through and will be able to walk away with actionable new strategies.
You will learn:
- The steps this organization took to create, grow, and expand its talent management approach and processes to drive engagement, manager effectiveness and inclusion around the globe.
- Specific programs and initiatives that are used to develop individuals, leaders, and ultimately high performing teams.
- Key factors, components, and lessons learned that have led to the success and sustainability of the Team Journey.
- The cultural and financial results Cardinal Health has experienced as a result of focusing on high performing teams as an engagement strategy.
Too often organizational leaders view diversity & inclusion as the “right” thing to do and not as a business imperative. Used as a “multiplier” diversity & inclusion can increase engagement, creativity and business performance. To do so, organizational leaders must effectively leverage its employee diversity, through inclusion, in order to stimulate innovation and improve marketplace growth. Leveraging experiences from a diverse set of multinational organizations this session will examine effective practices to increasing marketplace growth through diversity & inclusion.
You will Learn:
- The multiplier effect of inclusion and how it can work within your organization
- How diversity & inclusion leads to increased organizational performance
- The leadership behaviors that promote innovation and market growth