Stepping into Talent Leadership: The Powerful Combination to Meet Today’s Challenges

As learning and talent management professionals today, we face a lot of tough challenges:   Accelerating employee development to provide more ‘ready now’ leaders to fill the business growth gaps;  plugging holes in the talent pipeline as turnover picks up;   bringing more innovation to our work while still living in a ‘do more with less’ world.  And when we do arrive at new solutions to these challenges:  getting line leaders attention to support learning and build talent when their work is just as crazy as our own.

This presentation will share recent research based finding on what two strategies in combination yield surprising leadership success and the practical tactics for application to help you more effectively step into talent leadership.

Hear what makes General Mills, under the direction of Kevin Wilde, a leader in developing, implementing and leading strategies to build talented, global leaders. General Mills ranked #1 in the 2012 Learning Elite awards, was listed as #1 of 1,000 organizations ranked by Leadership Excellence magazine in both 2011 and 2012, and advanced to second place in Fortune’s 2011 list of the Global Top Companies for Leaders.

Keynote by Kevin Wilde, V.P. & CLO, General Mills

Kevin Cope, President/CEO, Acumen Learning
Patti Cotter, VP, Human Resources,  Nationwide Mutual Insurance Co.
Craig Guindon, VP of Sales, InsideOut Development

Toni Handler, Head, Global Growth HR & Global Sales Capability Center, 
     MetLife Inc.
Art Kohn, President, AK  Learning

Nancy Murphy ,Dir.,Talent Development and Acquisition,
     Cox Communications
Pam Puryear, VP Organization Development, Hospira
Paul Reevs, Director of Organizational Development, Triumph Group, Inc.

Eric Simpson, Ph.D., SVP & Dir., Leadership Development, BBVA Compass
Chris Smart, VP, Head of Global Sales Capability Center, MetLife Inc.
Gary Whitney, VP, Learning & Delivery, Intercontinental Hotel Group

Kevin Wilde, Vice President & Chief Learning Officer, General Mills, Inc.

*As of May 6. 2013; program subject to change without notice.

Strategic Approaches to Talent Management: Case Study Sliders

These two  mini-case studies will provide the opportunity for you to hear about cutting-edge TM strategies and programs being implemented today. You’ll get a taste of how Nationwide developed programs and strategies to meet critical succession  needs and prepare for the future and how Cox Communications drives their bottom line through an integrated, holistic talent management program.

Nationwide’s Succession Pipeline Strategy  by Patti Cotter
Hear how Nationwide has successfully built a targeted development program to build their bench and remedy a critical need for a ‘Ready Now” senior executive. Both the internal and the external talent strategies employed, as well as timelines and deliverables,  will be addressed. Patti will also review Nationwide’s view of the talent management succession lifecycle and their ability to train “Ready Later” talent across business units.

A Holistic Look at Talent Management by Nancy Murphy
Cox Communications  designed  a strategy which interweaves talent management and talent development for a stronger and more effective employee value proposition.  By aligning the business need with the needs of the employees they have driven value throughout the organization.  Additionally, by considering the candidate experience throughout an employee’s life cycle in the organization, they have deepened engagement and the employment brand.

Learning Objectives:

1. Learn how to develop,  implement and manage succession programs for “ready now” and “ready later” employees and how to identify and develop high potential employees
2. Understand the benefits for creating and benchmarking business-aligned talent management strategies
3. Begin to think about your individual Talent Management initiatives and how they support business objectives

Developing a Centralized, Global Sales Capability Center: A MetLife Case Study

This presentation will detail an exciting new program undertaken by MetLife designed to enhance the productivity of their sales teams and increase their ROI. After determining a need for a consistent, global, sales standard and conducting extensive research with all stakeholders, MetLife recognized that a new sales approach was necessary in order to become more customer-centric. The result was the establishment of a global sales capability center; which opened in January, 2013. Toni and Chris will share how MetLife established competencies and determined metrics, the challenges faced, and the lessons learned.

Learning Objectives:

1. Understand the reasoning for developing a global sales capacity center at MetLife
2. Recognize the geographic, cultural and political challenges encountered
3. Learn how to measure effectiveness and make necessary adjustments

Creating Momentum in Your Learning Programs

Session Title TBD

Eric has a doctorate in psychology from the University of North Texas where he began his career at a small consulting firm run by the industrial/organizational psychology faculty. 

Since then, Eric has held positions with organizations in multiple industries responsible for the design, implementation, and measurement of leadership and organizational development initiatives.

Currently, Eric is with BBVA Compass where he is SVP/Director of Leadership Development with responsibility for both leadership development and talent management strategies.

His areas of expertise include: leadership development, talent management, performance management, process improvement and training metrics.

BBVA Compass is a leading U.S. banking franchise located in the Sunbelt region.  Headquartered in Birmingham, Alabama, it operates more than 720 branches with over 11,000 employees nationally.  BBVA Compass is a wholly owned subsidiary of BBVA, a financial services group with more than $785 billion in total assets, 48 million clients, 7,600 branches and approximately 105,000 employees in more than 30 countries.
 

Learning Metrics: Determining What and When to Measure

Complete session Information coming soon!

Gary has been with IHG since 1998 in various facilitation, design, and learning leadership roles. Gary holds an MS degree from Purdue University and a BS degree from Southwest State University.  IHG is an international hotel company whose goal is to create Great Hotels Guests Love. IHG consists of nine hotel brands, over 153 million guests annually, and more than 660,000 rooms in over 4,500 hotels in nearly 100 countries around the world. Hotel brands include Holiday Inn, Holiday Inn Express, Crowne Plaza, Indigo, Staybridge Suites, Candlewood Suites, Even Hotels, Hualuxe, and InterContinental.
 

Crazy Talk and High Potentials: Developing Solutions

This session will begin with delegates’ general reactions to Kevin’s keynote presentation and identify participant’s top challenge managing their high potentials.

We’ll then have an open discussion regarding ways to apply the leadership combination,  what works and how to address the collective challenges. This session is a hand-on, working event where we will tap into everyone’s thinking on the best ways to address the challenges of hi potential talent management.

Learning Objectives:
1. Provide an opportunity to delve deeper into point so interest from the keynote presentation
2. Share today’s challenges managing high potential talent
3 .Identify strategies to address these collective challenges 
 

Seeing the Big Picture: Business Acumen to Build Your Career, Credibility, & Company

This session simplifies complex and intimidating financial concepts and teaches a business model that enables employees, no matter their role or experience, to practice and perfect their business acumen throughout their careers. You will understand how to execute better, smarter, and faster business decisions that drive profitable and sustainable growth.

And here's why that's important…
Ninety percent of your employees lack a basic understanding of important business measures. Those in your organization who do understand these financial concepts often struggle to communicate their knowledge with stakeholders and employees. This lack of understanding and clarity results in managers who struggle to align their strategy with corporate results, departments that are too insular, and organizations that scramble when it comes to turning increased complexity into financial advantage. Employees lack the courage and conviction to explain what they need to do in clear, simple terms, and how their workgroup, team, or organization will improve the company’s money-making process. This leads to a feeling of isolation and uncertainty. The results are employees who shy away from making important business decisions, employees who make uninformed business decisions, or employees who slow down the decision making process in an effort to avoid making the wrong choice. You need more employees who see the big picture and consistently make the right strategic bets.

Learning Objectives:
1. Gain personal credibility and buy-in for your initiatives by identifying and communicating how these initiatives impact your company's key performance measures
2. Become more relevant in your role, and as a business leader, by aligning your learning and development strategies with your CEO's priorities
3. Build on your employees' desire to contribute to the business by helping them see the big picture and how their decisions can help drive the success of the company

Kevin promotes the idea that employees who consistently make smarter, faster, and more profitable business decisions will build their credibility, career, and company. To learn more about Kevin and his ideas visit www.seeingthebigpicture.com.

 

Three Quick Steps for Building a High-Performance Coaching Culture

1. Apply a framework— or process, for developing, implementing, and measuring improvement that ties performance change to the organization’s goals.
2. Take action on critical elements that ensure coaching initiatives stick
3. Identify and incorporate coaching best practices into learning initiatives through case study, peer discussion, and group collaboration.

The Mind and the Learner: Seven Principles Explaining Learning and Behavior Change

In this energetic workshop, Professor Art Kohn describes seven principles that explain how the brain controls learning, memory and behavior change. The workshop consists of a series of interactive demonstrations that illustrate both how your brain works and how you can use this knowledge to improve your company's training programs.

Key topics include how gap assessment can create personalized learning paths, how Booster Training should be used to produce culture change, and how social learning should be used to maximize leadership development. Come prepared to have fun... and learn.

Learning Objectives:

1. Learn to develop personalized learning paths using a training gaps assessment
2. Develop social learning communities that are based on psychological principles of observational learning
3. Improve employees' attention within mobile learning by understanding the secrets to people’s levels of consciousness
4. Improve memory and transfer by deploying effective follow-up training
5. Implement incentive systems that reinforce desired behaviors and that are based on established principles of conditioning

Executive Coaching, provided by Quest Consulting

In this private one-on-one coaching session, you and your coach collaborate as a team, focusing on YOUR goals and vision. You bring the desire to achieve, a willingness to discover new approaches, an openness to include someone else in the process, and a readiness to take action.  Your coach will contribute provocative questions, new perspectives, straight talk, and authentic encouragement. You take away actionable solutions, insights, and strategies that are custom-designed for creating success in your organization, your career, or your life.

For the past 32 years, Quest Consulting and Training Corporation has been known as a creative, performance improvement company that combines strategic thinking with an understanding of global challenges and today's workplace. Quest is an OD, Learning and Executive Coaching company that consistently delivers exceptional results and great ROI.

Quest partners with you to facilitate strategic planning, address organizational issues and manage changes. In order to strengthen your leadership pipeline, Quest helps you coach leaders on how to develop custom learning solutions while improving talent management at the same time. With over 60 topics available, Quest can quickly customize learning programs for you and teach you how to implement leadership, operations, and service.  Quest consultants use validated tools and techniques to assess the situation and combine ideas in order to prepare a strategic plan. 

Joseph Grenny: "Crucial Conversations" (Keynote Presentation)

Transforming Learning & Development

Connecting Learning and Development for individuals or functions to the overarching company strategy is critical to success.  This pre-event workshop is designed specifically to open dialogue among attendees around current best practices and future trends that will better connect your L&D initiatives to your organization’s strategic objectives.

You will be able to benchmark your current practices against peers and fellow professionals, as well as discover innovations in learning methodologies that will help drive your L&D agenda forward.

This is a highly interactive session using visualization, facilitated group dialogue and technology to explore the journey of the L&D profession, focusing on the trends of L&D today, where we are heading in the future and how we can leverage these trends across a variety of organizations, in a variety of learning scenarios.

This will spark your thinking about new ways to advance L&D in your organization and ensure it is driving the right objectives to support your business goals.
Extended dialogue with your peers will ensure you are tapping into the thoughts and ideas of other attendees right at the start of the conference, enabling you to build meaningful professional networks from the get go.

Learning Objectives:

1. Ensure your learning program aligns with critical business goals
   
2. Benchmark best L&D practice against other organizations
   
3. Discover the trends that will shape your future L&D programs
   
4. Learn how to elevate the effectiveness of your L&D initiatives
   
5. Understand current issues effecting our profession and learn how others are tackling those issues