Day 2: Monday, March 19

7:15 AM - 8:00 AM Networking Breakfast

8:00 AM - 8:10 AM Chairperson's Opening Remarks

Morning Keynote

8:10 AM - 8:45 AM Data Analytics and Strategic Workforce Planning: Employing Market Trends and Technologies to Solidify Talent Management Operations

Sebastien Girard, Chief Workforce Planning, Parkland Health and Hospital System
The pace of change in 21st century organizations poses significant challenges to Talent Leaders who strive to manage a forward-thinking Talent Management Operation. Some of the biggest hurdles include the hyper-competition for talent, new roles that continue to emerge as technology evolves, a shift in the passive job seekers market, an exponential need to focus on employee experience and the lack of reliable labor data.

The capacity of an organization to translate potential future trends into current actions is not only crucial for superior Talent Management departments but also to survive the increasingly complex war for talent.

This session will showcase successful solutions for talent mapping that will help Chief Talent Officers with:
• Tapping into industry data and labor market trends to anticipate new skills and prepare employees for the future
• A successful roadmap in implementing Strategic Workforce Planning in your Talent Management Operation
• Raising Talent Management's profile inside the enterprise by enabling Talent Leaders to play a strategic role



Sebastien Girard

Chief Workforce Planning
Parkland Health and Hospital System

Case-Study

8:45 AM - 9:15 AM Career Pathing: Developing and Engaging Employees to Increase Satisfaction and Retention

With the shifting trends of the global market and ever evolving consumer needs, brands are being challenged to stay relevant and innovative. While many companies approach talent retention from a monetary point of view only - by offering higher salaries and benefits - enterprises ahead of the game understand that job satisfaction and career advancement are just as important.

Despite being consistently linked with high levels of engagement, retention and results, career development continues to be among the greatest sources of employee dissatisfaction in today’s workplace. Too few organizations seem to have cracked the code of how to develop employees in a sustained and productive fashion, providing career paths that are relevant to their professional goals while safeguarding a pipeline. This case-study will approach ways of:

•Providing formal career-pathing with mentorship from the top-level executives of the organisation
•Empowering employees in their career aspirations and giving them the tools to get there
•Offering diverse experiences and exposure
•Creating a culture that results in skills retention, but also develops leaders who will help shape the future growth of the company


9:20 AM - 9:50 AM Business Meetings

9:50 AM - 10:20 AM Business Meetings

10:20 AM - 10:40 AM Networking Break

MasterClass A

10:45 AM - 11:30 AM Good to Great Onboarding: Engaging and Retaining Talent from Day One

At today’s dynamic workplace, new employees are expected to start contributing to the organization’s goals from day one. At the same time, employees first few months within a new job are crucial for their decision to stay with a company long-term.

Having clear job guidelines, effective training and good communication with leaders and co-workers are some of the key expectations of new employees. New joiners must also be accustomed to company practices and culture.

For Talent Leaders, ensuring a solid, effective and purposeful onboarding process means engaging and retaining talent and enabling performance. – This is also more cost-effective, as replacing talent runs as high as two times an annual salary. In this session, come discuss and discover some of the most innovative strategies being used to progress the onboarding journey before and after acquisition.

•Integrating and motivating new employees to increase job satisfaction, engagement and alignment with the organization’s goals
•Streamlining the process with proper planning and organization, including pre-boarding
•Integrating technology and smart onboarding software


BrainWeave A

10:45 AM - 11:30 AM Enabling Performance Through On-Demand Learning Solutions

With the demise of traditional classroom training, and the rise of digital media, promoting an intentional on-demand learning environment is one of the main drivers CLOs have today. Learning leaders that are able to provide just-in-time, technology-driven development, while maintaining high-quality content and strong learner accountability, are transforming the learning culture of their organizations into a ‘pull-not-push’, approach that improves employee performance.

Successful programs also take into account a system for long-term development according to employees’ career aspirations, increasing their engagement and at the same time preparing the leaders of the future: a ‘Win-Win’ equation.

This session will highlight a case-study on the successful implementation of a hybrid learning ecosystem and learning culture:

•Micro-credential system encouraging employee recognition
•Extending on-demand programs to social, video and utilizing mobile devices
•Incorporating in-person facilitation and feedback
•Measuring learning impact with ROI evaluation methodologies


11:35 AM - 12:05 PM Business Meetings

12:05 PM - 12:35 PM Business Meetings

12:35 PM - 1:20 PM Networking Lunch

Roundtable Discussions

1:25 PM - 2:15 PM Please Select One Topic and Join the Relevant Discussion

•Promoting an Inclusive Culture Through Impactful Initiatives for Diversity

•Hybrid Approaches to Efficient Learning and Development

•When Talent Hoarding Hinders Advancement - Enabling Top Performers to Progress

•Change Management Best Practices: Leading Business Transformation as a Journey to Stay Competitive

•Organizational Network Analysis: Rethinking Org-charts to Build More Agile Workplaces


MasterClass B

2:20 PM - 3:05 PM Leveraging Workforce Analytics to Redesign Talent Planning

The benefit of people analytics is beyond clear for most CTOs who want to transform their talent practice into a strategic business function. Still, even with the widespread adoption of cloud systems in the last few years, most CTOs still feel they are not getting enough insight from their data.

Forward-thinking organizations are now rethinking the talent function as a provider of people-intelligence, by integrating analytics into the entire employee life-cycle - from attraction and hiring, through development, retention to retiring – and aligning it with business goals. With the recent boom of AI solutions, there are even newer applications for the use of data to enhance operational performance though actionable insights.

This session will highlight real-life scenarios of how talent analytics enables efficient business planning and risk reduction, through:

•Predicting patterns of training, compensation and performance to increase employee productivity
•Understanding drivers for employee retention
•Assessing candidate’s personality traits and match with the job in question
•Identifying patterns of payroll leakage through overtime to enable cost optimization
•Analyzing high-performing teams to understand optimal productivity models


BrainWeave B

2:20 PM - 3:05 PM Executive Development: Building Pioneer Leaders Who Will Thrive in the Digital Age

Becoming a digital enterprise requires the right leadership in place; those with the power to elevate and enhance performance throughout all organizational levels. A different set of rules and skills are needed to thrive in the digital age; drivers such as innovation (and iteration), agility, inclusion, collaboration, and growth are more prominent than ever before. Transformative leadership has the ability to guide, direct, or influence people in a way that has great merit, character, and value.

Join this interactive session to discuss what high-impact leadership looks like, and how to implement the changes your organization will need to get there:

•Promoting accountability and self-development
•Integrating mentoring and job design into development programs
•Implementing digital management programs
•Transforming the way leaders think, behave and react


3:10 PM - 3:40 PM Business Meetings

3:40 PM - 4:10 PM Business Meetings

4:10 PM - 4:30 PM Networking Break

Case-Study 1

4:35 PM - 5:10 PM The Reinvention of Performance Management: Less Pain, More Gain

Rob Ollander-Krane, Head of Talent Planning and Performance , Gap Inc.
The way we work has changed, and so has performance management. Over the last five years, approximately one-third of U.S. companies have scrapped annual performance appraisals in favor of more dynamic and real time performance management processes. These new methods emphasize continuous improvement through a focus on agile goal management and ongoing feedback. It’s more than just a process change, it’s a change to something most employees have never experienced. Its new behaviors for managers and HR too. The results organizations are reaping through these new performance management models show the path is promising. Still, finding the right solution takes time and commitment. And there is no single path.
If you have been tasked with innovating performance management for your organization, come hear how one company did it. Rob Ollander-Krane, Director of Talent Planning and Performance at Gap Inc.’s will share their journey. He will share how to:

•Make the business case--and engage leaders--in revitalizing the performance process
•The research, benchmarking and methodology used
•The results and lessons learned


Rob Ollander-Krane

Head of Talent Planning and Performance
Gap Inc.

Case-Study 2

4:35 PM - 5:10 PM Building a Collaborative and Diverse Network of Teams – An Agile Workforce

High-performing organizations tend to focus on agile innovation and iterative problem-solving. For that to happen, they need to build collaboration and team-work into the culture, allowing all the members of a team to share their talent and find the most optimal solution to every problem, in the most agile fashion. When a variety of backgrounds, knowledge and skills are combined, it creates a talent pool that is more competent, able and experienced. However, building a collaborative and diverse network of teams into a company’s DNA requires a change in mind-set and shift in management practices. That’s what the most successful digital companies are doing: transforming their people practices to create the organization of the future, focusing on managing teams and performance with a collaborative approach.

IPG media brands employs over 9,000 marketing communication specialists in more than 130 countries. This engaging session led by their EVP of Global Talent will showcase their journey of transformation and ways quality work gets done faster across a diversity of teams. Topics include:
•Leveraging employees’ different backgrounds and identifying how they can complement each other
•Virtual collaboration: minimizing or even eliminating the need for physical infrastructure
•Identifying enablers, connectors, and influencers to link technology and people



Plenary Session


5:15 PM - 5:45 PM Innovating Succession Planning Strategies to Prepare the Leadership of the Future

Next-gen leaders in the new work environment must be prepared to take on entirely new roles that often were not forecast through traditional pipeline planning, even a couple of years back. As a result of an ever-accelerating pace of change in the workplace, talent leaders must now be prepared to manage a more dispersed and diverse global workforce, collaborative networks of teams, and leverage talent analytics to make key workforce decisions.

Diversifying your succession planning strategies will help mitigate the risk associated with unprepared leaders, and help you identify and prepare a talent portfolio with key capabilities throughout the organization; talent which linear pipeline planning would have missed. Join this panel to hear how top-notch organizations are preparing next-gen successors. Topics will include:

•Strategically sourcing candidates that will bring competitive advantage; including internal hiring
•How to ensure executive hires have the right culture and peer fit with the way their team works
•Redesigning compensation packages to motivate and retain leaders based on performance
•Fostering an adaptive mind-set and enabling exposure to different projects within the organization
•Flexibly planning and designing non-traditional succession planning outcomes around the key talent you have rather than the perceived talent you need



Case-Study


5:45 PM - 6:15 PM Revamping your HIPO Programs: Pitfalls to Avoid and Essentials of Success

Anne Monahan, Chief Talent Officer, VP Talent Solutions, BAE Systems
According to top consulting firms, high potential employees bring approximately 90% more value than non-HIPOs and exert much more effort to excel in their roles, than their peers. They are proven to help drive efficiency and productivity throughout the organization. Yet, most organizations either don’t have efficient HIPO programs in place, or are failing to implement and reap results from those due to a mismatch between identified potential and actual performance.

This session will discuss essential components for a successful HIPO program, including:
•Benchmarking: how does your organization fare in comparison to other HIPO talent pools?
•Implementing the right assessments and development strategies to close the gap between potential and actual performance: pitfalls to avoid, and what to pay attention to
•Promoting HIPO engagement and retention with multiple career paths and transparency
•Learning through Experience and other methods

Anne Monahan

Chief Talent Officer, VP Talent Solutions
BAE Systems

Happy Hour Debate


6:15 PM - 6:55 PM Millennials and Gen Z: Providing Meaningful Development to Engage and Motivate the Next Generation of Employees

David Theis, VP Organizational Effectiveness and Talent Management, Fannie Mae
Millennials, or Gen Yers, are the most researched generation ever. Diverse, tech-savvy and multi-taskers, millennials fundamentally think about jobs as opportunities to learn and grow. Millennials’ strong focus on development elevates learning to the most important component in the retention of millennial employees. The sheer proportion of Gen Yers in the workforce projected to increase to 75% by 2025, combined with the retirement of baby boomers, and Gen X moving into more senior roles, makes millennials the next potential leaders in the pipeline.

In 2017, we saw the first group of Gen Zers joining the workforce. Gen Z is comprised of an estimated 2.52 billion young adults, which is significantly larger than the populations of Gens Y and X. This group of digital natives doesn’t remember life without a smartphone in hand, and their confidence and skill across social media platforms exceed those of older generations. They want to do great work, but they also want to make sure that the years invested in their jobs are propelling them forward on their journey of self-development.

This engaging discussion will offer insight into how organizations can engage these workers, and infuse meaning and purpose into the development of the next generation of employees. Topics include:
•Harnessing preferences for agility to provide actionable hands-on leadership training
•Integrating purposeful learning aligned with individual career aspirations
•Expanding customized offerings to integrate on-demand, just-in-time mobile and social technologies
•Mentoring, coaching and increasing exposure to new experiences



David Theis

VP Organizational Effectiveness and Talent Management
Fannie Mae

6:55 PM - 7:00 PM Chairperson's Closing Remarks

7:00 PM - 9:00 PM Networking Dinner