Main Conference Day One

Tuesday, April 1, 2008

7.15 Registration & Networking Breakfast

8.00 Chairperson’s Opening Remarks

8.15 Keynote: Growing Leaders From Within At T-Mobile

T-Mobile, one of the largest global cellular providers, spends a considerable amount of its resources developing talent and promoting from within and across the company. In this session, you’ll hear how they “practice what they preach” along the career path of high potential individuals, and how the investment is paying off. An engaging thought-leader with almost 17 years of talent management under his belt, Laurent Bentitou is responsible for all talent acquisition, development and learning at T-Mobile, and previously managed staffing, recruiting and talent management for companies such as Home Depot and IBM. To be discussed:

Patient grooming of future leaders through training; increasingly challenging assignments, and rigorous mentoring.
Recruitment of individuals with leadership potential
Identify insiders who maintain objectivity
Advancement by moving between functional areas/working on cross functional projects

Laurent J. Bentitou
Vice President of Talent Management
T-MOBILE USA

9:10 Keynote: Breaking Your Own Rules Of Recruiting: Evolving Strategies To Deliver The Optimal Candidate Experience

Even an organization as process-driven and successful as Wal-Mart can find itself in new hiring territory, with the laws of supply and demand turned on their head by demographic realities and workers who are more empowered than ever before. In this case study, you’ll hear about the recruitment process for a new store opening that involved building a workforce in a community that was unlike any Wal-Mart had approached before. How they did it:

Outlined a market driven hiring process to attract quality candidates
Created a friendly, appealing candidate experience from initial sourcing through hiring
Identified steps needed to devise innovative hiring processes.
Focused implementation of traditional and grassroots efforts
Created a talent mindset for incoming managers to aid training and retention

Paul M. Helm Jr. R.Ph
Sr. Director of Recruitment & Talent Services, WAL-MART STORES
INC.

Terry Terhark
President and CEO
THE RIGHTTHING

10:00 Refreshments And Vendor Showcase

10:45 Facilitated Roundtable Discussions: Best Practices In Surveys To Evaluate Employee Satisfaction, Motivation, Commitment, And Engagement

There's no doubt that companies can benefit from workplace surveys and questionnaires, and strong talent management programs use them early and often. While many companies can roll out a good survey, very few know how to analyze and apply the results so that recruitment, performance appraisals, succession planning, enterprise resource planning, and strategic planning are all enhanced by the results. Participants will address a number of critical issues:

What's the importance of the distinction between employee satisfaction and employee engagement?
How can you use surveys to identify, evaluate, and assist managers who are under-performing and poisoning the work environment?
What are some of the legal and practical issues that need to be considered when employee surveys are administered in large organizations?
What are the options for analyzing survey data, both with and without statistical support? Lead facilitator:

Palmer Morrel-Samuels PhD
Founder EMPA/Former Research Scientist
UNIVERSITY OF MICHIGAN BUSINESS SCHOOL

Please note: While employee survey design will be discussed, this session will focus primarily on what participants do with the data. The facilitator will help participants formulate strategies for how to make surveys an effective planning tool for the many stakeholders in the talent management process.

11:45 Keynote: Building The Business Case For Integrated Talent Management Program

As the leading global eye health care organization Alcon Labs has over 14,000 employees in more than 70 countries. In order to initiate an enterprise-wide push that would drive employee development and leadership strategies in the same direction, Alcon has made some dramatic moves. Dr. Jerri Liszewski has been instrumental in the implementation, leadership, and overall success of these changes. Jerri, who was at Hewlett-Packard for 16 years before moving to Alcon in 2004, has a great story to tell about the need for change that sparked the talent management evolution at Alcon, and how the business case for centralized, cultural change is made and rewritten – day in and day out. Specifically, Jerri will share:

How to increase effectiveness and enable the individual to focus on the work activities that have the largest return for the organization
How to align people, process and systems for maximum impact
How to inspire managers and individual contributors to perform at optimal levels and to attain personal excellence
How to create a direct link between performance and strategic global learning initiatives and individual employee development plans

Dr. Jerri Liszewski
Global Director of Human Resources, ALCON LABORATORIES
INC.

12:35 Networking Lunch For All Participants

TRACK A: Developing the Talent Management Infrastructure

TRACK B: Succeeding in a Competitive Recruiting Environment To be discussed

TRACK C: Leadership & Succession Planning

1:45 Building “Career Tracks” At Canadian Pacific

To understand talents and aspirations and ensure a strong workforce into the future, Canadian Pacific created a career development and talent management system for non-union employees. The program included competency identification, training, and career pathing based on career goals of individuals, and was supported by a dashboard of new tools developed by several vendors working in close partnership with CP.

Enable automation and standardization of current manual processes
Facilitate the creation of career development plans
Improve consistency, accuracy, and security of talent management information
Enhance managerial and leadership capabilities
Leverage individual strengths
Sell benefits of program to managers and non-managers

Greg Holsworth
Talent Management
CANADIAN PACIFIC RAILWAY

1:45 How To Build A World-Class Sourcing Model And Process That Delivers World- Class Talent

Starbucks is one of the largest and most well-known coffee beverage providers in the world. They may have mastered the talent of creating coffee, but as of a year ago, they were still in the process of trying to master the talent of obtaining talent. Starbucks used to lead the pack in recruiting, but once it got competitive, they realized they did not have an effective talent sourcing model in place to obtain the type of talent they desired. In this presentation you will learn the changes that Starbucks made to regain ground in this very competitive recruiting environment.

How do you create a sourcing initiative that begins with identification and ends with a successful recruit?
What recruiting tools do you utilize that ensure success?
What are the potential road blocks and how do you overcome them?

Phil Hendrickson
Director of Global Sourcing
STARBUCKS

Stephen Lowisz
President & CEO
QUALIGENCE

1:45 Raising The Bar On The Key Talent Review Process

After several years of completing a detailed talent review process on key individuals in the company, Cox Communications was ready to take the process to the next level. Hear how Cox enhanced the talent review process to focus the discussion on broader talent issues facing the company in the next 3-5 years. Learn how to:

Establish a big picture view of your leadership talent
Identify trends impacting your leadership team
Tie the talent review process to business priorities

Beth Valenta Manager
Talent Development National
Talent & Development Organization,
COX COMMUNICATIONS INC

2:35 Raising Corporate Productivity By Managing Talent Better

Task productivity can be optimized by improved equipment, technology, and systems but human productivity can only be increased through personal interaction...an .interaction we call management. Dick Kropp, who has been studying and practicing talent management at bellwether organizations including Wang Labs, Cornell University, and Cape Cod Healthcare will offer a model of management designed to raise productivity through improved talent management from the line manager up. To be discussed:

Building management competencies
Assessing managers against those competencies
Developing individual development plans

Richard Kropp
VP Human Resources
CAPE COD HEALTHCARE

2:35 Going “The Step Beyond” In A Global Organization: The Strategic Talent Acquisition Story At EADS

EADS is a global leader in aerospace, defense and related services and employs a workforce of about 116,000. The Group includes the aircraft manufacturer Airbus, the world's largest helicopter supplier Eurocopter and EADS Astrium, the European leader in space programs from Ariane to Galileo. Its Defense & Security Division is a major partner in the Eurofighter consortium as well as a stakeholder in the missile systems provider MBDA. In this session, you’ll learn how EADS attracts, manages, develops a world-class workforce. Areas to be discussed:

Monitoring internal needs/change management
Worldwide recruiting efforts
Fostering the EADS employer brand
Promoting training & development programs

Thorsten Möllmann
VP Talent and Executive Management/HR Marketing
EADS

2:35 Smashing Silos To Build A Fully Integrated Talent Management Process

To build a strong leadership bench is essential for current and future success in a competitive business environment. Since the formation of Syngenta in 2001, the company’s Talent Management process has been continuously improved. From succession management to recruitment, performance management, and talent development. The speakers will present a case study of the development of the fully integrated process highlighting

Segmentation of the talent population
Evaluation of performance and potential
Talent metrics.
Talent and leadership development through cross business experiences

Christoph Koelbing
Head Talent Management
SYNGENTA CROP PROTECTION AG

Bruno Frei
Head Leadership Education
SYNGENTA CROP PROTECTION AG

3:20 Afternoon Refreshments And Vendor Showcase

4:05 Creating A Culture Of Employee Recognition Makes Dollars And Sense

The need to recognize the efforts of employees is obvious to great leaders. Proving that recognition leads to improved bottom lines and customer satisfaction scores is less obvious and more difficult. In this session you will:

Review one company’s recognition purpose and vision,
Evaluate the process they used to correlate employee survey results with customer satisfaction data, and
Examine the survey data that statistically supports the value of recognition. M.

Brad Reynolds
VP/Chief Human Resources Officer
OHIO PRESBYTERIAN RETIREMENT SERVICES

4:05 Building Talent Pipelines: A Proactive Approach To Global Sourcing

A close look at the prospecting and pipeline management techniques used by mature sales organizations, the forecasting and analytics of high volume production, the mind set and DNA of the successful sales person and the management objectives of a successful sales manager and apply these concepts to recruiting.

Organizational Fitness
Benchmarking Activity
Managing for outcome
Extending or defying your company culture
Prospecting across the globe
Technical Challenges and Technical Opportunities
Execution
Using Analytics to change course in mid project
Capturing Learning for future projects

Dimitri Boylan
President & CEO
AVATURE

4:05 New Development Strategies For The New High Potentials

The impact of Millennials has already hit the workplace, triggering new recruitment tactics, revised benefit packages and rapid technology upgrades. Now this well-publicized generation is moving into leadership, side-by-side with Baby Boomers, GenX and GenY. Established processes for identifying and grooming high potentials were not designed for this multi-generational workforce, which holds wildly diverse ideas about achievement, ambition, balance and change. As a result, organizations are having to reinvent the way they think about leadership development. This session will look at experiments and innovation in high potential talent management, including:

Identifying high potential talent across generational boundaries
Transforming leadership roles and expectations
Rethinking succession planning processes

June Delano
Principal and Senior Practice leader
Monitor Executive Development

5:00 Retention 201: The Real Impact Of The Employee “Revolving Door” On Customer Relationships

As the nation’s only specialist dedicated exclusively to providing food, nutrition and dining services to the healthcare and senior living markets, Morrison understands the cost that high turnover can have on customer relations and the bottom line. Learn about Morrison’s employee engagement culture drivers and the impact that they are having on measured outcomes. Learn about the successes and lessons that Morrison has experienced on their journey to “Customer Service through Operational Excellence”. You will:

Experience how one hospitality organization is tackling (and winning) the challenge of ensuring associate engagement is prevalent at the line level in over 450 remote locations
Learn about the deliberate design and plan created to enhance its culture without adding an army of overhead to support the change
Hear lessons learned and lessons “borrowed” from others that are making a difference in their journey and how they can also work for you

Andrea Seidl SVP
Customer Service
Morrison Healthcare Foodservice

5:00 Employer Branding: Selling A “Career Product” To Candidates (panel Discussion)

Moderator:

Sue Schaefer
Partner
JivaroCXO

Panelists:

Dr. Alan Cooper VP
Learning and Innovation
NORTH SHORE - LIJ HEALTH SYSTEM

Greg Holsworth
Talent Management
CANADIAN PACIFIC RAILWAY

5:00 Leadership And Succession Planning: Growing UPS

How do you build a strong bench of A-players who are ready to move into key positions when and as needed? And how do you keep them even during times of major change? At UPS, it’s practice, practice, practice. This 100-year old organization has grown, survived, and thrived as a blue chip company and as an employer of choice. Leaning on its strong legacy and culture of "constructive dissatisfaction", UPS continues to pursue unique employee development programs through constant self-evaluation. In this presentation, you’ll learn how UPS has built a culture of loyalty and how they work to maintain it every day. Learn about:

Retention
Philanthropy and Community Participation
Employee Safety
Employer of Choice/Employee Opinions
Environmental Action

Annie VanTilburg
Corporate Leadership Development Manager
UPS

5.25 Close Of Conference Day 2

6:00 - 7:00 Cocktail Reception

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