2nd Talent Management & Leadership Development Canada
2nd AnnualTalent Management & LeadershipDevelopment CanadaRefocusing the Talent Value Chain to the Organizations VisionJuly 17-18, 2012Toronto, ON More Registration Details. Click Here!Attending this Premier marcus evansConference will Enable You to:• Combine the talent value chain with business and workforce Examine proven talent management strategies to create a balanced approach planning strategies to deliver a sound talent management to engaging, retaining and developing valuable talent. and leadership practice• Ensure a fully integrated talent management practice 2012 Conference Presenters Included: to establish consistency across the employee lifecycle Manisha Burman Gerald Harzl Lea-Ann Lovatsis-Toor• Create and implement a multifaceted leadership development Vice-President, Talent Strategies Director, People Development Manager, Organizational strategy that contributes to overcoming succession hiccups and Executive Resourcing & Training Development• Apply proven talent management and succession plan BMO Financial Group Magna International and Succession Planning forecasting methodologies to develop a balanced approach STAPLES Canada to engaging, retaining and developing HIPO employees Logie W. Bruce-Lockhart Guilherme Dias• Determine and deploy an executive-level talent acquisition Director, Talent Management Director, Strategic Francinne Macinnis framework that reflects the brands long-term horizon Sobeys Talent Management Executive Director, Pitney Bowes Talent Management• Design a talent analytics practice that links fluctuations Natasha Rambaran and Organizational Development, in key business drivers to talent management and succession Director of Human Resources Janis Hazlewood People and Culture planning forecasts Weight Watchers Canada North American Talent Director CBC / Radio–Canada• Establish an enterprise center of excellence that promotes & Head of Human Resources the organizations strategic goals while developing HIPO talent Stephanie Argentine Wrigley Canada Cheryl Fullerton• Promoting a mentoring culture among leadership to meet Director, Talent Management Vice President, Total Rewards succession planning goals Rich Products TBA and Performance Management HIPO Leader Maple Leaf Foods• Exemplify how career development and advancement TBA Pitney Bowes Canada are central to the employee value proposition Senior Talent Management Leader TBA• Leverage social media and mobile platforms across the talent Standard Life Lisa Butler Senior Leader value chain to encourage buy-in at every level of the organization Vice President, Talent Management Towers Watson Rob Hesketh Manulife Financial Human Resources Director, TBAWho Should Attend: Organizational Effectiveness TBA Senior Leaders Home Depot Senior Leader Queens School of BusinessSVPs, VPs, Directors and Senior Managers in: DDI• Talent Management • Leadership Development Pam Sharma• Organizational Development • Human Resources Head of Talent Wayne Porterfield• Workforce Planning • Succession Planning and Workforce Planning Director, Talent Management McDonalds Canada BC Lottery Corporation• Learning & Development • People• Talent Planning • Organization Effectiveness• Talent Acquisition • Employee Experience• Talent Lifecycle • Employment BrandingSilver Sponsors: Panel Sponsor: Exhibitor: Media Partners:
Day One | Tuesday, July 17, 20128:00 Registration and Morning Networking PROVEN STRATEGIES TO CREATE A BALANCED APPROACH8:50 Chairpersons Opening Address TO ENGAGING, RETAINING AND DEVELOPING HIPO TALENT ALIGN THE TALENT VALUE CHAIN TO THE CORE VISION, 2:15 Interactive Roundtable Discussion Developing Career Planning Tools for Early, Mid and Seasoned HIPO Talent BUSINESS STRATEGY AND WORKFORCE PLAN • Create memorable and consistent HIPO Program experiences across all levels to retain and grow talent into key roles9:00 Keynote Presentation • Develop a HIPO program framework that focuses on building targeted competencies,Combine the People and Business Strategies to Support Organizational Goals while skill sets, and functional development aligned to targeted job groupsImproving Talent Retention • Repackage and re-launch personal development platforms and toolkits for HIPO talent• Translate business strategies to talent strategies while demonstrating the business value at all levels of supporting talent initiatives • Leverage social media and mobile learning and development programs and applications• Focus on developing talent where they will have the greatest impact for a mobile HIPO workforce• Help diverse business groups understand internal talent capabilities and how their • Exhibit a distinct employee value proposition across HIPO programs involvement creates mutual success and potential for growth • Create reporting measures that demonstrate measurable return on HIPO investment• Understand when to employ a build vs. buy talent strategy• Identify and measure key performance indicators 3:00 Networking BreakGuilherme Dias, Director, Strategic Talent Management, Pitney Bowes DESIGNING AN EFFECTIVE TALENTTBA, HIPO Leader, Pitney Bowes Canada MANAGEMENT TOOLS AND PROCESSES9:45 Case StudyBuild Talent Bench–Strengths through Succession Planning and Talent Pooling 3:45 Case Studyto Increase Talent Placement Options Ensure a Fully Integrated Talent Management Practice to Establish Consistency• Involving multiple leadership teams talent development and mobility strategy discussions Across the Employee Lifecycle• Anticipate succession gaps to avoid costly talent placement delays • Integrate and align talent management functions to attract key talent segments• Developing a surplus of management and leadership talent to improve succession capabilities and minimize frustrations linked to career development• Developing talent pools based on stated strategic needs to focus workforce development • Increase the integration of messaging and development across people processes• Identify critical and essential roles to integrate talent-based risk for greater efficiency and outcome• Creating a more nimble organization with launchable talent resources that are adaptable • Ensure talent process synergies to grow and capitalize internal talent to rapid changes • Clearly articulating the core focus of the people agendaCheryl Fullerton, Vice President, Total Rewards and Performance Management • Help business leaders understand linkages across various Human Capital processesMaple Leaf Foods • Create a common talent development language that is understandable across the organization10:30 Networking Break • Reinforce competencies and behaviours critical to achieving the business vision and operational strategies11:00 Case Study Natasha Rambaran, Director of Human Resources, Weight Watchers CanadaFast–Tracking HIPO Talent through Leadership Development to Meet KeyBusiness Demands 4:15 Case Study• Identify HIPO employees and and new leaders to participate in proven accelerated programs Delivering a Sound Leadership Competency Model that Supports Continuity Across• Preparing employees for new roles while developing cross-functional acumen the Organizations Vision and Strategy• Integrating leadership support and new leadership onboarding processes with fast track • Reassess and redefine the leadership competencies needed to obtain increased strategic development programs and cultural alignment• Aligning the development of talent bench strengths pressing business needs that require • Reinforce competencies and behaviours that have a positive impact on advancing strategic capable talent goals and operational strategies• Preventing non-participant resentment and participant dissatisfaction with accelerated • Create functional competencies by business and job family leadership development programs • Integrate managers and employees perceptions within the Leadership Competency ModelLogie W. Bruce-Lockhart, Director, Talent Management, Sobeys • Enable the understanding of how internal plans and actions align with broader goals and strategies • Leverage organizational strengths while raising the internal talent accountability bar PREPARE AND LAUNCH GLOBAL TALENT Rob Hesketh, Human Resources Director, Organizational Effectiveness, Home Depot11:45 Case Study 5:00 Case StudyKeys to Driving a Successful Global Talent Management Strategy within Establish an Enterprise Center of Excellence that Promotes the Organizationsan Ever-Changing Business Environment Strategic Goals while Developing HIPO Talent• Develop talent in multi-national and global platforms • Establish a global mandate and mission for Talent Development across diverse businesses• Creating an effective global talent development process based on a centralized design and geographies and local execution • Bring together talent management capabilities, knowledge and expertise from diverse• Position the Employment Value Proposition that enables and promotes upward teams across geographical and organizational boundaries geographical mobility • Enhance the organizations ability to meet or exceed the goals that center supportsTBA, Senior Leader, Towers Watson Manisha Burman, Vice-President, Talent Strategies and Executive Resourcing BMO Financial Group12:30 Networking Luncheon 5:45 Closing Remarks of the Chairperson1:30 Case StudyManaging Talent in the Dynamic Canadian and Global Markets to Maintain 6:00 End of Daya Competitive Workforce• Transforming perceptions and expectations to weather dynamic talent market changes• Keeping pace with the needs• Manage talent to support the organizations global footprint• Discover talent management strategies that proactively address market driven shifts in talent availabilityPam Sharma, Head of Talent and Workforce Planning, McDonalds Canada PRODUCER INFO: I would like to thank everyone who has assisted with the researchand organization of the event, particularly the speakers for their support and commitment. More Registration Details. Click Here! Tatawan Plengsirivat, firstname.lastname@example.org.
Day Two | Wednesday, July 18, 20128:00 Registration and Morning Networking 2:15 Case Study Design a Talent Analytics Practice that Links Fluctuations in Key Business Drivers8:50 Chairpersons Opening Address to Talent Management and Succession Planning Forecasts • Apply human capital analytics to identify and solve talent and operational business problems9:00 Keynote Presentation • Leverage current and new data collection methodologies to provide an accurateLeveraging Opportunities Found in Emerging Global Talent Pools to Source talent pictureand Place Talent • Understand the current internal state of talent development and available skill sets• Employ effective methodologies for extracting valuable talent from global teams against key business development needs and emerging talent pools • Identify and forecast talent patterns and trends that affect business operations• Develop global talent pools simultaneously • Enable mobile talent management dashboards simplify intelligent talent decisions• Understand key position goals and development plans needed to foster the goals for leadersGerald Harzl, Director, People Development & Training, Magna International Wayne Porterfield, Director, Talent Management, BC Lottery Corporation9:45 Case Study 3:00 Networking BreakTalent Mobility- Placing Talent Into Global or Geographically Remote Roles• Building-out employee attraction and retention strategies within global and remote locations WORKFORCE PLANNING FOR GROWTH AND SUCCESS• Realign recruitment messaging to the global brand to develop a global workforce while employing a robust employment value proposition• Place talent in hard-to-fill roles and global assignments 3:30 Case Study• Understand employee motivations and inspirations that attracts them to taking Employ Workforce Planning to Position Business and Growth Initiatives on global posts • Identifying talent regional and functional needs gaps to develop an integrated talent• Align global reporting structures to talent mobility plans response plan• Manage career and remuneration expectations across a global foot print • Anticipate workforce challenges across national and global talent marketsFrancine MacInnis, Executive Director,Talent Management and Organizational Development, • Build a capability needs model from workforce planning findingsPeople and Culture • Map-out critical positions and talent availabilityCBC / Radio-Canada • Forge successful partnerships with key internal stakeholders that can drive the strategic workforce plan10:30 Networking Break Janis Hazlewood, North American Talent Director & Head of Human Resources Wrigley Canada ENGAGE SENIOR LEADERS TO HIPO TALENT 4:15 Case Study Determine and Deploy an Executive-Level Talent Acquisition Framework11:00 Case Study that Reflects the Brands Long-Term HorizonCareer Conversations: The Intersection of Engagement, Talent Development, • Connect the organizational objective with the executive recruitment strategySuccession Planning and Leadership Accountability • Inspire executive level support to develop and aligned executive recruitment strategy• Discuss employee survey data that led to a drive to improve career conversation frequency • Align internal resources to source key talent and quality • Build proactive recruitment processes to build executive talent pipelines• Discover employees true career aspirations and align development to his or her career path plan 5:30 Closing Remarks of the Chairperson• Position employees and senior leaders to conduct meaningful career conversations• Develop a manager discussion outlines and talking strategies to address typical types 5:40 End of Day and Conference of career conversations• Enable managers to conduct the conversation in a frank manner while committing to the development of all talent, and particularly the engagement and retention of HIPO talent• Demonstrate leadership behaviors around career development that support it as an element of the employee value proposition• Leverage career conversations as a means to increase engagement, perceptions of leadership commitment to employees, talent development, business results and the employee value propositionStephanie Argentine, Director Global Talent Mgt & Organizational DevelopmentRich Products Corporation11:45 Interactive Panel DiscussionMentoring: Promoting a Mentoring Culture Among Leadership to Meet SuccessionPlanning Goals• Role of mentoring in the talent development process• Mentoring – for all talent or only high-potential talent• Models of matching mentors and mentees• Mentoring as a means of leadership development or functional developmentStephanie Argentine, Director Global Talent Mgt & Organizational Development LET US BRING THE TRAINING TO YOU!Rich Products Corporation marcus evans In-House Training – Tailored solutions to meet your companys specific needsTBA, Senior Leader, DDI Exceptional Trainers: Annual global course portfolio over 3000 events a year guarantees12:30 Networking Luncheon access to the worlds best trainers. Custom designed: Your team provides input into content and delivery through survey1:30 Interactive Discussions and Examples and consultation with trainers to match your unique training needs.Leverage Social Media and Mobile Platforms Across the Talent Value Chainto Encourage Buy-in at Every Level of the Organization Confidentiality: Your team may talk openly about their experiences and organizational needs• Establish strategies based talent analytics captured through internal social communities in a secure and confidential environment.• Leverage data gathered from employee social media interactions to create predictive Cost-effective: Maximize your budget by cutting out travel and lodging expenses while also staffing models while identifying future needs and best ways to address these maximizing employee productivity and saving time.• Making talent processes available through mobile platforms• Capitalize on the expertise of people who may not be directly involved in a central planning Any Training, Anytime, Anywhere efforts by allowing them to virtually participate in evaluation and decision-making processes• Utilize social media to find and engage prospective candidates through various platforms For full information on open enrollment and in-house training go to www.marcusevanspt-us.com• Increase the organizations digital to promote employment value proposition across or contact Anthony Knox at email@example.com. new media channels• Utilize Social Media to break down internal silos while increasing collaboration on talent management practices• Leverage private social networks and social media for intelligence gathering in order MARKETING INFO to get ahead of market intelligence in regards to managing specific talent pools• Enhance the effectiveness of onboarding orientation processes through the use of wikis, A limited amount of exhibition space is available at the conference. Sponsorship opportunities chat features while identifying communities of practice and subject matter experts. covering luncheon, evening functions and documentation also exist. For further details,• Increase recruitment and talent management challenges response rates through please inquire to Michele Westergaard at firstname.lastname@example.org the creation and utilization of private communities of potential human resources or 312 540 3000 ext 6625.
SILVER SPONSOR QSB is one of the worlds premier business schools, offering an outstanding full-time MBA in Kingston, executive style MBA programs across Canada, and a Master of Finance in Toronto. It is also one of the worlds most respected providers of executive education, offering a broad array of non-degree development programs. Towers Watson is a leading global professional services company that helps organizations improve performance through effective people, risk and financial management. With 14,000 associates around the world, we offer solutions in the areas of employee benefits, talent management, rewards, and risk and capital management.PANEL SPONSOR For over 40 years, DDI has helped the most successful companies around the world close the gap between where their businesses need to go and the talent required to take them there. Our areas of expertise span every level, from individual contributors to the executive suite: • Success Profile Management • Selection & Assessment • Leadership & Workforce Development • Succession Management • Performance ManagementDDI’s comprehensive, yet practical approach to talent management starts by ensuring a close connection of our solutions to your business strategies, and ends only when we producethe results you require. You’ll find that DDI is an essential partner wherever you are on your journey to building extraordinary talent.EXHIBITOR Boardroom Metrics provides essential services for senior executives with enormous talent who are seeking new work challenges and opportunities. We provide these executives-in-motion with a clearly articulated new vision, communications training and a public platform where they can connect with corporations looking for great talent, wisdom and experience.MEDIA PARTNERS Diversity! in the Workplace is Canada’s only online newsletter dedicated to diversity and inclusion in the workplace. With news, best practices, management tips, profiles and a nod to the champions. With event listings, resources and a Diversity! calendar that features hundreds of multifaith, multicultural and diversity-related holidays, festivals and observances. www.diversityintheworkplace.ca 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 breakthrough ideas. By constantly publishing the best ideas from experienced consultants, trainers, and business leaders, this now digital magazine is shaping organizations throughout the world. 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We regularly present case studies of the implementation of human resource strategies in organizations of varying sizes, ranging from SMEs to multinational corporations. Strategic HR Reviews primary objective is to be the leading publication for senior HR professionals who are dedicated to improving business results. Corporate case studies, research and a wealth of practical ideas are intended to help such individuals improve performance. Strategic HR Review is written by practitioners for practitioners. The Leadership & Organization Development Journal examines the body of management theory around leadership and organizations in order to discover new, more effective ways of managing in organizations. The Journal explores the practical application of leadership and organization development theory in order to identify its relevance for managerial practice. Reviews of new book publications in the area of leadership and organizations also form part of the Journals regular content. 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