Please consider attending this Talent Development Conference in Toronto. I will be presenting on July 22, 2011.

1. Strategic Talent Management
& Leadership Development Canada
Successfully Developing and Managing Talent
and Leadership Programs to Enhance Competitiveness
while Driving Business Goals
July 21-22, 2011
“
Toronto Marriott Downtown Eaton
Centre Hotel | Toronto, ON Plan, develop, Transforming the organization's
competitive ability
place and retain through effective
talent management.
valuable to achieve
talent business goals.”
Attending this Premier marcus evans Featuring Sessions from Leading Talent Management,
Conference will Enable You to: Organizational and Leadership Development Experts Including:
• Connect talent management strategies to the Sharon Torgerson Daniela Mayol
business development strategies Director, Leadership and Employee Development Director, Talent Planning and Acquisition
• Create and Implement a multifaceted leadership Suncor Energy The Hudson's Bay Company
development strategy that contributes to overcoming
Elsa Rolo Stephanie Hardman
various business challenges
Director, Leadership & Development Director, Organizational Development
• Strengthen the internal brand while driving a culture SNC Lavalin Tim Horton’s
that prioritizes talent performance and
leadership development Jaci Edgeworth Keith Lobo
• Develop high potential talent management programs Director, People Potential Director, Talent Planning
Lululemon Athletica Lowes Canada
that can grow and overcome future challenges
of the organization
Stephanie Argentine Lisa Wilkins
• Redesign and Transform current talent management Director, Talent Management Director, Organizational Development
programs to increase effectiveness & Organizational Development and Workforce Planning
• Position the employee value proposition where Rich Products Corporation Mount Sinai Hospital
career development & planning are key drivers
Shawn Elliott, CHRP Francine MacInnis
Assistant Vice President, Talent Management Executive Director, Talent Management
Munich Re and Organizational Development/
Who Should Attend: People and Culture
SVP’s, VP’s, Directors and Senior Managers in: Guilherme Dias CBC/Radio-Canada
• Talent Management • Organizational Director, Strategic Talent Management
Pitney Bowes Canada Diane M. Wiesenthal
• Leadership Development Vice-President, People
Development • Organizational Stella Cosby and Organizational Services
• Talent Planning Effectiveness Senior Director, Human Resources Canadian Wheat Board
• Talent Development • Talent Acquisition Agrium
• Workforce Management • Employee Experience Maija Mitchell
Elisa Bannon Vice President, Human Resources
• Succession Planning • Talent Lifecycle
Vice-President, Talent Development Psion Teklogix
• Learning • Employment Branding Wireless Vision
& Development • Internal Branding
• Corporate University Rebecca Nemaric
AVP Global Talent Management
Manulife Financial
Media Partners: Official Conference Blogger:

2. DAY ONE | July 21, 2011
7:00 Registration and Morning Networking
HARNESSING A RECOGNIZABLE TALENT
7:50 Chairperson's" Opening Address DEVELOPMENT CULTURE
SETTING THE TALENT & LEADERSHIP PLANNING STRATEGY 1:30 Interactive Discussion
IN LINE WITH CORPORATE BUSINESS OBJECTIVES Strengthening the Internal Brand while Developing a Culture that Prioritizes Talent
Performance and Leadership Development
• Harmonize the organization’s culture, brand message, and strengths
8:00 Keynote Presentation with the intended talent management messages
Driving Talent & Leadership Planning Programs to Achieve • Reconnect employees to the internal brand through leadership and talent
Organizational Objectives management activities
• Focus on key talent management activities that have the greatest impact • Identify internal barriers and overcome them by aligning talent management
on employee motivation in spite of the current economy strategies to echo the brand and culture
• Communicate ongoing efforts to align development programs • Engage employees through story telling and other internal communications
to long term goals vehicles that identifies a unified internal culture
• Demand department manager collaboration to drive programs for employee • Look for the strengths in the brand and being true to them
development and growth
• Remove redundancies and ineffective activities in current talent management 2:00 Case Study
programs and processes Driving a Culture of Individual and Organizational Development,
Guilherme Dias, Director, Strategic Talent Management Accountability and Innovation
Pitney Bowes Canada • Create and manage a culture where individual and group development
is a part of the organization’s DNA
8:45 Case Study • Demonstrate and demanding accountability throughout the organization
Connecting Talent Management Strategies to the Business Development Strategies • Enable employees to understand organizational and talent management
• Use the business development strategy as the framework for developing strategies and goals
talent management goals and objectives • Understand the necessary elements and leadership buy-ins to create
• Invest in employee development that aligns to business goals and manage such a culture
• Engage and drive talent development accountability within mid Jaci Edgeworth, Director, People Potential
and senior level management to achieve business goals Lululemon Athletica
• Demonstrate the real connection that talent management has to business success
• Help corporate Human Resources contribute to the bottom line 2:45 Case Study
Stephanie Argentine, Director, Talent Management & Organizational Development Building the Business Case- Obtaining Leadership Sponsorship to the Talent
Rich Products Corporation Management Strategy
• Create an effective business case that builds support from various leadership levels
9:30 Networking Break • Understand what senior leaders require and respond to gain their support
• Communicate the talent management strategy and align them to the senior
10:00 Interactive Networking Activity leadership goals
Interactive Networking Introductory Activity • Attain management sponsorship and accountability for talent planning initiatives
During this interactive session the delegates will be given the opportunity to introduce Elsa Rolo, Director, Leadership & Development
themselves to their peers. Each member of the delegation will be asked to share SNC Lavalin
the following information.
• Name, title and organization 3:30 Networking Break
• What interested you in attending this conference?
• What was a major Internal Branding or Employee Engagement achievement
for your group last year? DEVELOPING VALUABLE AND COMPETITIVE TALENT
• What do you hope to walk away with from taking part of this event?
4:00 Case Study
10:45
Developing Effective High Potential Talent Management Programs
Creating a Leadership Development Strategy to Drive Cultural Integration
• Identify and developing high potential talent through a well architected HIPO program
Following the Largest Merger in Canadian history - Suncor Energy with Petro-Canda
• Prepare high potential employees to manage business challenges
• Integrating cultural development and merger change management
and complex environments
aspects into key leadership development programs activities
• Understand necessary elements of an effective HIPO program for various career levels
• Communicating ongoing efforts to align leadership development programs
• Create brand ambassadors of HIPO graduates
to long term goals and merger priorities
• Embed talent management principals into various enterprise-wide objectives
• Obtaining cross department collaboration to drive programs for employee
Rebecca Nemaric, AVP Global Talent Management
development and growth
Manulife Financial
• Fast Tracking valuable talent into leadership development programs
to meet business needs
4:45 Case Study
• Removing redundancies and ineffective activities in talent management
programs and processes Structuring Leadership Fast-Track Programs to Overcome Challenges
Sharon Torgerson, Director, Leadership and Employee Development of Rapid Growth or Changes
Suncor Energy • Identify and place necessary talent to fast-track their leadership development
• Work closely with various business leaders to develop effective programs
11:30 to fill in talent gaps
• Minimize program turnover by understanding essential elements of what
Establishing Effective Talent Measurements To Better Understanding
makes successful programs
the Current Talent Risks and Make Knowledgable Business Decisions
• Maintain consistency and action in following up to improvement plans
• Deploy surveys to analyze employee opinions to development and available skill set
• Assess the business value of integrated leadership fast-tracking programs
• Establish effective dashboards and systems to capture and quantify metrics
Shawn Elliott, CHRP, Assistant Vice President, Talent Management
• Capture and measure KPIs of talent management to organization’s goals
Munich Re
• Convert measurements into actions that drive desired results and activities
Maija Mitchell, Vice President, Human Resources
5:30 Closing Remarks of the Chairperson
Psion Teklogix
5:40 End of Conference
12:15 Networking Luncheon
SPONSORSHIP INFO
Does your company have solutions or technologies that the conference delegates
would benefit from knowing? If so, you can find out more about the exhibiting,
networking and branding opportunities available by contacting: Nick Comerford,
nickc@marcusevansch.com.

3. DAY TWO | July 22, 2011
7:00 Registration and Morning Networking 12:30 Networking Luncheon
7:45 Chairperson's Opening Address
PLANNING FOR FUTURE TALENT
TRANSFORMING TALENT PROGRAMS
AND RENEWING COMMITMENT 1:30 Interactive Panel Discussion
Workforce Planning Challenges and Goals for Today and Beyond
• Forecast regional and global HR function trends for 2011 and 2012
8:00 Keynote Presentation • Establish effective dashboards and scorecards to capture and qualify talent
Aligning Talent Transformation for Business Transformation planning metrics against workforce planning goals
• Align the corporate learning and development plan to invest in employee and manager • Use metrics that capturing and measure the impact of workforce changes
development such as: leadership, management, technical cross-functional, succession • Convert metrics into actions that drive results
planning, and career ownership • Predict the demand for talent and what the organization needs in terms
• Investment in new skill development to ensure employees had the right skills required of human capital to meet its business objectives
to deliver on corporate business modernization initiative • Discuss the impact of talent management talent shortage
• Focus on Strategic Talent Management to build leadership and management capacity This panel will consist of invited guests and program speakers
throughout the organization, and enhance employee/manager accountability,
ownership and engagement 2:15 Case Study
• Change a traditional culture of entitlement formed by long standing institutional Managing a Diverse Talent Pipeline
practices and behaviours to a modernized business focused culture • Develop a strategy to maximize a diverse talent pipelinefor leadership positions
• Build a shared vision and corporate “Farmer First” focus, breaking down • Explore new channels to bring in diverse talent into leadership fast track programs
departmental silos • Capture the attention of diverse talent to the organization
• Create a challenging, positive culture and fun work environment with a strong emphasis • Create programs to develop high potentials from diverse backgrounds
on growing organizational health and individual health through an integrated • Measure and track key performance indicators to grow talent diversity
wellness strategy Lisa Wilkins, Director, Organizational Development and Workforce Planning
Diane M. Wiesenthal, Vice-President, People and Organizational Services Mount Sinai Hospital
Canadian Wheat Board
3:00 Networking Break
8:45 Case Study
Renewing an Effective and Engaging Onboarding Program that Strengthens 3:30 Case Study
the Internal Brand Drives the Talent Retention Strategy Successful On-boarding Programs- Engaging Employees from Day One
• Developing a plan alongside department managers to assimilate new managers • Get the employee value proposition and branding right before the on-boarding
into positions and harnessing them to be successful leaders • Provide opportunities for new hires/new managers to connect/reconnect
• Engaging various business leaders and employees in the on boarding process with the brand and their career path goals
and helping them understand how it plays to the organization’s retention strategy • Designing talent management activities to engage, connect and career-checkup
• Utilizing new technology media and tools to communicate and guide new managers throughout the employee lifecycle
while strengthening the internal brad at this important touch-point within • Incorporate effective career coaching programs in part of the on-boarding process
the employee’s lifecycle Stephanie Hardman, Director, Organizational Development
• Measuring and tracking on boarding processes in relation to other talent Tim Horton’s
management metrics
Francine MacInnis, Executive Director, Talent Management and Organizational 4:15 Case Study
Development/ People and Culture Growing and Managing a Successful Succession Planning Program
CBC/Radio-Canada • Plan-out and communicating to top talent
• Integrate succession management plans and metrics to the talent
EFFECTIVE COMMUNICATIONS FOR COMMITMENT management dashboard and to all talent management decisions
• Deploy a well-designed leadership change plan without disrupting
TO SUCCESS the organizational continuity
Stella Cosby, Senior Director, Human Resources
9:30 Networking Break Agrium
10:00 Case Study 5:00 Closing Interactive Discussion
Positioning the Employee Value Proposition where Career Development Be sure not to miss your opportunity to discuss, debate, and evaluate the topics presented
& Planning are Key Drivers within the conference case studies in an open format. This session has been specificallly created
• Validate employment attributes through various measurement activities to ensure that all participants have the opportunity to share their thoughts, ask questions, and
• Create a well articulated career management program that draws employee give feedback on what they have gathered from the two days of the event.
commitment, attraction and retention
• Retain employees by engaging them in their career planning 5:10 Closing Remarks of the Chairperson and End of Conference
• Interconnect talent development, strategic planning, brand building,
and communications for a successful end result
Elisa Bannon, Vice-President Talent Development
Wireless Vision
10:45 Case Study
Build and Leverage the Employer Brand into Recruitment 2010 TALENT MANAGEMENT
• Attract and acquire the valuable talent your organization needs
• Understand what valuable candidates say about the organization
CONFERENCE TESTIMONIALS:
• Make a positive brand impact to candidates in every step of the recruiting experience
• Tap into current employees and turn them into recruitment ambassadors "Very impressed with the conference. Good use of my time."
and employer brand champions Sr. Director, Organizational Capability, CDW
• Engage and influence the online community to create positive discussion
about employment within the organization "I've learned some great new concepts & models I hope to take back and use
Daniela Mayol, Director, Talent Planning and Acquisition at any organization. The best two days I have spent at a TM Conference."
The Hudson's Bay Company Management Development, Exelon
11:30 Interactive Activity & Discussion "marcus evans has an intriguing business model. A powerful seminar with
Launching and Managing an Effective Internal Talent Management excellent participants & presenters at a resurcharge cost."
Communications Strategy Vice President, Leadership Development, Danaher
• Understand the value of clear and consistent communication strategy has in developing
employee trust and commitment "I liked the focused topic, deeper dive with many executives & valued companies
• Determine what information employees want to hear in regards to their career management and the smaller conference site. I have pages of notes that will help my team
• Deploy managers and other leaders in addition to the talent management team and company succeed in the future."
as advocates to share stories of career success and possibilities within the organization Dish Network
• Reinforce the message that the company is a great place to work and develop one’s career
• Develop internal unity and morale for external recognition awards i.e. Best Places "Packed agenda with relevant topics."
to Work, Most Admirable Company Culture, etc. JetBlue

4. MEDIA PARTNERS:
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PRODUCER INFO:
I would like to thank everyone who has assisted with the research and organizationof the event, particularly the speakers for their support and commitment. Tatawan Plengsirivat,
tatawanp@marcusevansch.com