Strategic Talent Management and Leadership Development Canada Program

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Strategic Talent Management and Leadership Development Canada Program

  1. 1. Strategic Talent Management& Leadership Development CanadaSuccessfully Developing and Managing Talentand Leadership Programs to Enhance Competitivenesswhile Driving Business GoalsJuly 21-22, 2011Toronto Marriott Downtown EatonCentre Hotel | Toronto, ON “ Plan, develop, place and retain Transforming the organizations competitive ability through effective talent management. valuable to achieveConference Chairperson:Mark WalkerDirector, Strategic Accounts talent business goals.”Institute for Corporate Productivity Featuring Sessions from Leading Talent Management, Organizational and Leadership Development Experts Including:Attending this Premier marcus evans Sharon Torgerson Stephanie HardmanConference will Enable You to: Director, Leadership and Employee Develop- Director, Organizational Development• Connect talent management strategies to the ment Tim Hortons business development strategies Suncor Energy• Create and Implement a multifaceted leadership Lisa Wilkins development strategy that contributes to overcoming Jaci Edgeworth Director, Organizational Development various business challenges Director, People Potential and Workforce Planning Lululemon Athletica Mount Sinai Hospital• Strengthen the internal brand while driving a culture that prioritizes talent performance and Stephanie Argentine Francine MacInnis leadership development Director, Talent Management Executive Director, Talent Management• Develop high potential talent management programs & Organizational Development and Organizational Development/ that can grow and overcome future challenges Rich Products Corporation People and Culture of the organization CBC/Radio-Canada• Redesign and Transform current talent management Guilherme Dias programs to increase effectiveness Director, Strategic Talent Management Diane M. Wiesenthal Pitney Bowes Canada Vice-President, People• Position the employee value proposition where and Organizational Services career development & planning are key drivers Stella Cosby Canadian Wheat Board Senior Director, Human ResourcesWho Should Attend: Agrium Mark Walker Director, Strategic AccountsSVP’s, VP’s, Directors and Senior Managers in: Elisa Bannon Institute for Corporate Productivity• Talent Management • Organizational Vice-President, Talent Development• Leadership Development Wireless Vision Jamillah Green-Davis Development • Organizational Director, Leadership Development• Talent Planning Effectiveness Angie Andich Cardinal Health Senior Manager, People Communications• Talent Development • Talent Acquisition KPMG Canada• Workforce Management • Employee Experience• Succession Planning • Talent Lifecycle Luke Sanna• Learning • Employment Branding Talent Management & Leadership & Development • Internal Branding Development Principal• Corporate University ExelonMedia Partners: Official Conference Blogger:
  2. 2. DAY ONE | July 21, 20118:00 Registration and Morning Networking 2:15 Case Study Finding the Perfect Fit: Engaging Your Audience Through Demographics8:50 Chairpersons Opening Address Engagement is – or at least should be – the ultimate goal of any employee communicator. Identifying and understanding your audience is a critical first step to creating engaging communications. Bud with budgets being slashed and money for audience research hard to SETTING THE TALENT & LEADERSHIP PLANNING STRATEGY come by, what is the best way to know your audience? Demographics are a cost-effective IN LINE WITH CORPORATE BUSINESS OBJECTIVES way to identify and target your audience. Understanding the shared experience of each generation will alloy you to better understand your audience and create communications that9:00 Keynote Presentation really resonate.The Business Case for Building a Leadership Pipeline Angie Andich, Senior Manager, People CommunicationsAs the economic recovery regains strength, organizations will need to place a new focus on KPMG Canadamanaging key talent for the new decade. This session will give you valuable insights into thestrategies and outcomes of an award-winning talent management program at Pitney Bowes 3:00 Networking BreakCanada. The hallmarks of this unique program include building talent initiatives that arerelevant to the business and leveraging soft and hard accountability to drive talent outcomes. HARNESSING A RECOGNIZABLE TALENTLearning Objectives:• Integrate talent planning into your business and strategy planning cycle DEVELOPMENT CULTURE• Create an accelerated leadership pipeline program• Acquire strategies to enable talent management effectiveness among 3:30 Case Study your business leaders Driving a Culture of Individual and Organizational Development,• Understand where "HR stops and the line begins" – Ensuring line manager Accountability and Innovation accountability for leadership development • Create and manage a culture where individual and group development• Gain a framework for experience-based development strategies is a part of the organization’s DNAGuilherme Dias, Director, Strategic Talent Management • Demonstrate and demanding accountability throughout the organizationPitney Bowes Canada • Enable employees to understand organizational and talent management strategies and goals9:45 Case Study • Understand the necessary elements and leadership buy-ins to createConnecting Talent Management Strategies to the Business Strategy and manage such a culture• Using the business strategy and strategic planning process as frameworks Jaci Edgeworth, Director, People Potential for talent development Lululemon Athletica• Through connections to business-driven outcomes, move from discrete talent management to an integrated, evergreen annual process 4:15• Engage and drive talent development accountability within mid and senior level Developing Effective High Potential Talent Management Programs management via leveraging the connection to business-driven outcomes • Identify and developing high potential talent through a well architected HIPO program• Focus assessment and development efforts around leadership • Prepare high potential employees to manage business challenges and experience-based opportunities and complex environmentsStephanie Argentine, Director, Talent Management & Organizational Development • Understand necessary elements of an effective HIPO program for various career levelsRich Products Corporation • Create brand ambassadors of HIPO graduates • Embed talent management principals into various enterprise-wide objectives10:30 Networking Break Jamillah Green-Davis, Director, Leadership Development Cardinal Health11:00 Interactive Networking ActivityInteractive Networking Introductory Activity 5:00 Closing Remarks of the ChairpersonDuring this interactive session the delegates will be given the opportunity to introducethemselves to their peers. Each member of the delegation will be asked to share the 5:10 End of Conferencefollowing information.• Name, title and organization• What interested you in attending this conference?• What was a major Internal Branding or Employee Engagement achievement for your group last year?• What do you hope to walk away with from taking part of this event?11:45Creating a Leadership Development Strategy to Drive Cultural IntegrationFollowing the Largest Merger in Canadian history - Suncor Energy with Petro-Canda• Integrating cultural development and merger change management aspects into key leadership development programs activities• Communicating ongoing efforts to align leadership development programs to long term goals and merger priorities• Obtaining cross department collaboration to drive programs for employee development and growth• Fast Tracking valuable talent into leadership development programs to meet business needs• Removing redundancies and ineffective activities in talent management programs and processesSharon Torgerson, Director, Leadership and Employee DevelopmentSuncor Energy12:30 Networking Luncheon5:00 Case StudyGrowing Tomorrow’s Leaders Today: Succession Planning & Organizational Success• Recruit and Retain Top Talent• Succession: The key driver in talent management• One-size-fits-one: individual plans and development• Keep the Leadership Pipeline flowing• Align corporate success with personal achievement• Diversity & Inclusion drive total successStella Cosby, Senior Director, Human ResourcesAgrium 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: Darrin Grove, darring@marcusevansch.com.
  3. 3. DAY TWO | July 22, 20118:30 Registration and Morning Networking 2:15 Interactive Panel Discussion Workforce Planning Challenges and Goals for Today and Beyond8:50 Chairpersons Opening Address • Forecast regional and global HR function trends for 2011 and 2012 • Establish effective dashboards and scorecards to capture and qualify talent planning metrics against workforce planning goals TRANSFORMING TALENT PROGRAMS • Use metrics that capturing and measure the impact of workforce changes AND RENEWING COMMITMENT • Convert metrics into actions that drive results • Predict the demand for talent and what the organization needs in terms9:00 Keynote Presentation of human capital to meet its business objectives • Discuss the impact of talent management talent shortageAligning Talent Transformation for Business Transformation Facillitated By:• Align the corporate learning and development plan to invest in employee and manager Mark Walker, Director, Strategic Accounts development such as: leadership, management, technical cross-functional, succession Institute for Corporate Productivity planning, and career ownership• Investment in new skill development to ensure employees had the right skills required 3:00 Networking Break to deliver on corporate business modernization initiative• Focus on Strategic Talent Management to build leadership and management capacity 3:30 Case Study throughout the organization, and enhance employee/manager accountability, ownership and engagement Realigning with your Workforce and Developing a Talent Management Strategy• Change a traditional culture of entitlement formed by long standing institutional Layoffs, mergers, acquisitions, restructuring, reorganizing - all are outfall of the recession practices and behaviours to a modernized business focused culture creating challenges for organizations. In the midst of these organizational changes, many• Build a shared vision and corporate “Farmer First” focus, breaking down companies are also adjusting their strategic objectives to align with the new priorities. departmental silos Companies need to relay the message to their workforce and help them adjust their daily• Create a challenging, positive culture and fun work environment with a strong emphasis goals to align with the overall objectives of the company by connecting company efforts on growing organizational health and individual health through an integrated to create a central focus on talent management. wellness strategy • Outlining the company goals and values tied to integrated talent management approachDiane M. Wiesenthal, Vice-President, People and Organizational Services • Linking integrated talent management processes into the business strategyCanadian Wheat Board • Internally marketing and developing sponsorship for an integrated talent management approach, processes and programs9:45 Case Study Luke Sanna, Talent Management & Leadership Development Principal ExelonThe Role of Culture in Driving Business Strategy and Human Potential• Understanding the points of intersection between your business strategy 4:15 Closing Remarks of the Chairperson and End of Conference and the culture that enables its success• Reading the cues within your business strategy to build your talent strategy• Tapping into employee engagement and consultation to understand and leverage your culture• The importance of your future workforce in your current cultural and talent strategies• Finding “the sweet spot” of talent strategy in order to work with your culture to achieve your business goalsFrancine MacInnis, Executive Director, Talent Management and OrganizationalDevelopment/ People and CultureCBC/Radio-Canada10:30 Networking Break11:00 Case StudyPositioning the Employee Value Proposition where Career Development& Planning are Key Drivers• Validate employment attributes through various measurement activities• Create a well articulated career management program that draws employee commitment, attraction and retention• Retain employees by engaging them in their career planning• Interconnect talent development, strategic planning, brand building, and communications for a successful end resultElisa Bannon, Vice-President Talent DevelopmentWireless Vision11:45 Interactive Activity & DiscussionLaunching and Managing an Effective Internal Talent ManagementCommunications Strategy• Understand the value of clear and consistent communication strategy has in developing employee trust and commitment• Determine what information employees want to hear in regards to their career management• Deploy managers and other leaders in addition to the talent management team as advocates to share stories of career success and possibilities within the organization 2010 TALENT MANAGEMENT• Reinforce the message that the company is a great place to work and develop one’s careerStephanie Hardman, Director, Organizational Development CONFERENCE TESTIMONIALS:Tim Hortons "Very impressed with the conference. Good use of my time."12:30 Networking Luncheon Sr. Director, Organizational Capability, CDW PLANNING FOR FUTURE TALENT "Ive learned some great new concepts & models I hope to take back and use at any organization. The best two days I have spent at a TM Conference." Management Development, Exelon1:30 Interactive DiscussionManaging a Diverse Talent Pipeline "marcus evans has an intriguing business model. A powerful seminar with• Strategic workforce planning to maximize a diverse talent pipeline excellent participants & presenters at a resurcharge cost."• Understanding & meeting unique workforce challenges Vice President, Leadership Development, Danaher• Diverse channels to attract diverse talent to the organization• Creating a culture that retains, develops and maximizes the value of our diverse workforce "I liked the focused topic, deeper dive with many executives & valued companies• Measuring and tracking key performance indicators to grow talent diversity and the smaller conference site. I have pages of notes that will help my teamLisa Wilkins, Director, Organizational Development and Workforce Planning and company succeed in the future."Mount Sinai Hospital Dish Network "Packed agenda with relevant topics." JetBlue
  4. 4. MEDIA PARTNERS:The EEA is a coalition of companies and associations dedicated to the concept that engagement is an enterprise-wide endeavor that “begins with people and ends with profitability.” The primarymission is to support research, education and outreach that creates a better understanding of how organizations can make the connection between engaging people in business and long-termfinancial performance. www.enterpriseengagement.org.For over 25 years, Leadership Excellence magazine has continued to shape tomorrows leaders. Month after month, the foremost minds on management and leadership share their breakthroughideas. By constantly publishing the best ideas from experienced consultants, trainers, and business leaders, this now digital magazine is shaping organizations throughout the world.HRO Today Forum is an environment for real engagement — for HR execs to meet with each other and with vendors to tackle the issues facing today’s HR departments. A highly interactivesetting that provides the big picture, dynamic dialog, and deep dives on the issues that count. It unites the HRO Summit, MSP Summit, RPO Summit, and HR DemoShow under one roof toprovide the ultimate networking and learning experience.DiversityInc is the leading publication on diversity and business. DiversityIncs CEO and owner is Luke Visconti. DiversityInc was founded in 1998 as a web-based publication; our print magazinewas launched in 2002. We reach more than 1 million unique monthly visitors on DiversityInc.com, and the magazine has circulation of over 340,000. DiversityInc.com has the largest dedicatedcareer center for diverse professionals. For more information visit: www.DiversityInc.comThe ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizationalfailure and success. The Leadership & Organization Development Journal examines the body of management theory around leadership and organizations in order to discover new, more effectiveways of managing in organizations. The journal encourages original thinking which will contribute to knowledge and understanding in these areas. For more information please go towww.emeraldinsight.com/lodj.htm.Strategic HR Review is the definitive guide to global issues in the HR arena. It offers practical solutions for developing an effective culture, managing change, moving from a transactionalto a strategic function and managing a global and dispersed workforce. Strategic HR Review is written by practitioners for practitioners.OFFICIAL CONFERENCE BLOGGER:HRM Today, powered by i4cp, is one of the leading free resources for HR Professionals in the world. A combination of a powerful social network and a central repository for many of the bestHR blogs, HRM Today elevates the human resources profession to a more strategic and business-centric level of sophistication. 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

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