This document provides information about an upcoming conference on identifying, developing, and retaining high potentials (top talent). The conference will provide case studies and best practices from top companies on topics like defining and identifying high potentials, designing high potential programs, and engaging high potential employees. It will include presentations from organizations like Unilever, Merlin Entertainment, and RBS. There will also be interactive discussion sessions for attendees to discuss challenges, share experiences, and learn from others. The goal is to help companies improve their processes for evaluating, supporting, and managing their top talent.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Strategic Inflection Points, Einstein & Learning in the CPA ProfessionTom Hood, CPA,CITP,CGMA
The latest trends facing the CPA Profession and training, development & learning for CPAs and finance teams. The Business Learning Institute presents a competency and curriculum approach that helps accelerate the career progression of CPAs in firms, corporations and other organizations. The research was based on the AICPA CPA Horizons 2025 Project where thousands of CPAs identified the skills they would need in the future.
The In Flow Communication Skills Accelerator Dominic Colenso
Discover how our unique communication skills accelerator programme can help your business increase productivity, engagement and profit.
www.inflow.global
A “Bring Your Own Device” learning strategy may make employees happy but can be risky.
Generational trends. For the first time in mordrn history, US workers span four generations. It's common to see 20-year-old new hires workers alongside co-worker five decades their senior. The diversity of thinking and learning styles found in today’s workplace is spurring HR professionals to look beyond traditional training approaches.
Keynote Presentation to CPA America Int'l in Portland, OR in September, 2014.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
This presentation covers the latest trends and what we see as "next" practices emerging and how we, at the Business Learning Institute, are working to help CPA firms, corporations, government, and nonprofits with a new approach to talent development and learning designed to get two things: (1) business results and (2) engaged employees who are willing to give you their discretionary efforts!
Strategic Inflection Points, Einstein & Learning in the CPA ProfessionTom Hood, CPA,CITP,CGMA
The latest trends facing the CPA Profession and training, development & learning for CPAs and finance teams. The Business Learning Institute presents a competency and curriculum approach that helps accelerate the career progression of CPAs in firms, corporations and other organizations. The research was based on the AICPA CPA Horizons 2025 Project where thousands of CPAs identified the skills they would need in the future.
The In Flow Communication Skills Accelerator Dominic Colenso
Discover how our unique communication skills accelerator programme can help your business increase productivity, engagement and profit.
www.inflow.global
A “Bring Your Own Device” learning strategy may make employees happy but can be risky.
Generational trends. For the first time in mordrn history, US workers span four generations. It's common to see 20-year-old new hires workers alongside co-worker five decades their senior. The diversity of thinking and learning styles found in today’s workplace is spurring HR professionals to look beyond traditional training approaches.
Netherlands has the most flexible workforce in the world. How come?VBSearch
Dutch employees are the most flexible in the world. They adapt best to changing conditions in the labor market . This finding comes from a new PwC research, commissioned by LinkedIn in 11 countries.
Dutch professionals strive because of their great ability to adapt and thus are two times more productive than workers in less flexible markets. Mismatches between talent and opportunity, cost the global economy more than € 110 billion in lost productivity and avoidable recruitment fees.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
This is the first accelerated learning system for accounting and finance professionals featuring nano-learning and rapid application tools. The Business Learning Institute and the Maryland Association of CPAs customized the learning system with a co-creation group working with Daniel Burrus. Accounting Today Magazine recognized this learning system as a 2016 Top Product in Learning.
This presentation covers the experience of firm-wide adoption of the Anticipatory Organization: Accounting and Finance Edition at several major organizations with focus on the first firm to adopt this for their entire firm. Joey Havens, Executive Partner of HORNE, LLP a Top 50 CPA Firm outlines the reasons he made the AOAF learning system a cornerstone of his Growth Mindset and implemented it across his entire workforce of almost 400 people. he also explains why he thinks an "anticipatory skill set is essential for today's accounting and finance professionals.
The Anticipatory Organization™ Model, created and developed by Daniel Burrus of Burrus Research, Inc., has changed how many of the world’s most successful businesses plan their future and accelerate growth. Now, Daniel Burrus is bringing what he calls the greatest missing competency – the ability to anticipate change – to CPAs, CFOs, controllers and management accountants. This model represents a new way of thinking, planning, and acting – a paradigm shift that’s required in a world of accelerating change, competition, and uncertainty.
This innovative learning system will jump start your ability to anticipate and learn critical competencies like strategic thinking, external awareness, vision, continuous learning, innovation, creativity, problem solving, prioritization, business acumen, decisiveness, influencing/persuading, emotional intelligence, consensus building, collaboration, inspiration, risk management, and immediately apply it to your own situation at work.
For more information visit our website http://www.blionline.org/ao
E-learning can be an inexpensive alternative to classroom training, but does it yield the same results?
PLUS: Just-in-Time Technology Solutions
Just Because He was the “Boss” of His Time Doesn’t Mean He Dealt with Change Very Well.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
High Performing Firms-Growth Through A Winning Culture and Thriving in the Sh...Tom Hood, CPA,CITP,CGMA
Presentation at the Winning is Everything Conference on January 16, 2014 in Las Vegas.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it's different.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing the High-Flyer" and will show you how to manage people in your team whose performance is already good and keep them motivated and engaged.
Netherlands has the most flexible workforce in the world. How come?VBSearch
Dutch employees are the most flexible in the world. They adapt best to changing conditions in the labor market . This finding comes from a new PwC research, commissioned by LinkedIn in 11 countries.
Dutch professionals strive because of their great ability to adapt and thus are two times more productive than workers in less flexible markets. Mismatches between talent and opportunity, cost the global economy more than € 110 billion in lost productivity and avoidable recruitment fees.
Conduent Webinar Feb 2020: Skills, The Currency of the Future of WorkDavid Blake
Two major shifts:
- Education went from being scarce to being abundant
- Technology outpaced the ability of humans to learn
- Created a massive global skills gap
CEO's reporting skills as a top priority, and lack of skills as a top threat to business
- Most companies cannot yet inventory skills
- Market is beginning to respond to meet this need
- Market maturity is highest around lifelong learning; medium around skills measurement; and nascent around skills gap analysis (informing what skills a company needs)
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
This is the first accelerated learning system for accounting and finance professionals featuring nano-learning and rapid application tools. The Business Learning Institute and the Maryland Association of CPAs customized the learning system with a co-creation group working with Daniel Burrus. Accounting Today Magazine recognized this learning system as a 2016 Top Product in Learning.
This presentation covers the experience of firm-wide adoption of the Anticipatory Organization: Accounting and Finance Edition at several major organizations with focus on the first firm to adopt this for their entire firm. Joey Havens, Executive Partner of HORNE, LLP a Top 50 CPA Firm outlines the reasons he made the AOAF learning system a cornerstone of his Growth Mindset and implemented it across his entire workforce of almost 400 people. he also explains why he thinks an "anticipatory skill set is essential for today's accounting and finance professionals.
The Anticipatory Organization™ Model, created and developed by Daniel Burrus of Burrus Research, Inc., has changed how many of the world’s most successful businesses plan their future and accelerate growth. Now, Daniel Burrus is bringing what he calls the greatest missing competency – the ability to anticipate change – to CPAs, CFOs, controllers and management accountants. This model represents a new way of thinking, planning, and acting – a paradigm shift that’s required in a world of accelerating change, competition, and uncertainty.
This innovative learning system will jump start your ability to anticipate and learn critical competencies like strategic thinking, external awareness, vision, continuous learning, innovation, creativity, problem solving, prioritization, business acumen, decisiveness, influencing/persuading, emotional intelligence, consensus building, collaboration, inspiration, risk management, and immediately apply it to your own situation at work.
For more information visit our website http://www.blionline.org/ao
E-learning can be an inexpensive alternative to classroom training, but does it yield the same results?
PLUS: Just-in-Time Technology Solutions
Just Because He was the “Boss” of His Time Doesn’t Mean He Dealt with Change Very Well.
My fortnightly blog considers the new role and opportunities for corporate L&D teams in the shifting world of work and teams. Here's a summary of my most read blog posts from 2019.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
High Performing Firms-Growth Through A Winning Culture and Thriving in the Sh...Tom Hood, CPA,CITP,CGMA
Presentation at the Winning is Everything Conference on January 16, 2014 in Las Vegas.
In a period of rapid change and increasing complexity, the winners will be those who can keep their rate of learning greater than the rate of change and greater than their competition or their L > C.
It's time to reimagine the CPA profession around the concepts of talent development and learning. New skills, new ways of learning, and new thinking. The need for a strategic and systematic approach to talent development is already underway in many high-performing organizations. Are you ready for these sweeping, even disruptive trends?
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it's different.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
Retooling L&D: Building the Right Capabilities for Organizational SuccessDavid Blake
Dismally, only 40% of organizations feel that their L&D organizations are helping to drive the business. New technologies, empowered and picky employees, and executives that demand results are fundamentally changing the role that L&D must play in the business. As organizations become more intent on adaptable and innovative workforces, L&D capabilities must move from “doing” to “influencing”.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Managing the High-Flyer" and will show you how to manage people in your team whose performance is already good and keep them motivated and engaged.
In this presentation we are talking about Drupal? What does it mean to a programmer? And basically we want to get the answer for "What's in it for me?" when we use Drupal.
The presentation also shows some of the main highlights of Drupal? How is Drupal structured and how does the information flow?
Also we have a list of the most commonly used modules and a list of some of the key new features of Drupal 8.
OCT-Angiography is a dye-less method, unlike traditional Fluorescein Angiography and ICG. OCT-Angiography is three dimensional, which allows to scroll through depths and layers, showing superficial and deeper capillaries.
The Bounce is our guide to maximizing career trajectories. The Business Learning Institute has researched the competencies needed for career success as a CPA, CGMA, and Finance / Accounting Professionals. The Bounce serves as a framework that builds a career ladder that shows the transition from technical mastery to leadership proficiency.
We start with a simple 5 x 5 matrix of competencies and job levels, adjust for specific needs and priorities of the organization and customize a curriculum that offers a blended approach to talent development. This can be expanded based on the sophistication and needs of the individual or organization.
The Bounce framework shows the progression of a career and helps answer the two biggest questions raised by top talent: 1) What does my career look like in your organization? 2) How will you help me advance in my career?
BLI can help design a curriculum based on competencies mapped to the job titles and progression along the bounce trajectory. Contact us for more information tom@macpa.org or pam@macpa.org
For more information visit us at http://www.blionline.org
The next generation of HR transformation will see a strategic shift that incorporates services either new or non-traditional to HR functions, like – workforce planning, talent management, mergers and acquisitions, global workforce security, change management and global mobility.
With many solutions available on the cloud now – end-users have more choice than ever, so are there particular value add functions that you offer which tends to get people engaged?
HR is undergoing a transformation and becoming more strategic by making data-driven people decisions. Becoming a strategic partner in your organization means asking questions about your data that help you anticipate the needs of your workforce and achieve your business objectives.
In this webinar, we will explore how analytics are giving HR a seat at the revenue table as they manage the most valuable investments a company makes…their people.
HR is undergoing a transformation and becoming more strategic by making data-driven people decisions. Becoming a strategic partner in your organization means asking questions about your data that help you anticipate the needs of your workforce and achieve your business objectives.
In this webinar, we will explore how analytics are giving HR a seat at the revenue table as they manage the most valuable investments a company makes…their people.
Optimise and benchmark your L&D interventions from 22-25th March @ Address Ho...Renuka Bhardwaj
Join Learning and Talent Development thought leaders at the forum with expert insights including:
• Linda Sharkey, Founding Member, The Marshall Goldsmith Group presenting a keynote address on how to attract and retain the best and brightest with a winning talent proposition.
• Waleed El Helw, Director, Human Resources, The Coca Cola Company on how to successfully engage business leadership with learning and development
• Brendan Noonan, Senior Vice President, Learning & Development, Emirates Airlines sharing a case-study on strategies on justifying the existence of learning and development
• Wissam Hachem, Vice President, Learning & Development, Etihad Airways discussing how to manage the shift from blended learning to experiential learning
One day interactive workshop delivered in Cumbria to an audience of HR professionals, Training Managers, coaches and Learning & Development specialists.
The HR Summit is the only event in the Middle East to bring you heavyweight gurus, exclusive keynotes, 80+ educational sessions across 4 platforms and over 3000 HR professionals to network with.
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
Sales and marketing alignment is potentially the largest opportunity for improving business performance, but realizing it often proves challenging. Discovering the common thread that runs through every part of your customer journey—from first touch to post-purchase is a critical step. Our comprehensive audit identifies key areas of opportunity for immediate action, and then strategically works with you to generate incredibly quick results. We work with you to deliver a systematic framework and compelling messaging that drives more sales, faster.
Stop losing your best talent! Mini case studyHedda Bird
At risk of losing your top talent? Enjoy this short case study showing what one company did to stem the loss of its best engineers to the competition ( and no - it wasn't a pay rise!).
Key insight - letting people know they are valued and you have plans for them makes a lot of difference - sounds obvious, but challenging in practice!
1. Identifying, Developing & RetainingIdentifying, Developing & Retaining
The Management of Top Talent at All Levels The Management of Top Talent at All Levels
High PotentialsHigh Potentials
21st
& 22nd
January 2014
Charing Cross Hotel
London, United Kingdom
2. Out of all of the talent management activities you can perform, identifying and developing High Potentials has the largest
impact on achieving positive business outcomes in the future. Chief Human Resources Officers believe High
Potentials are 91% more valuable to the organisation than average employees.
Whether you’re in the early stages of defining your High Potential programme or whether you’re years down the line and
looking to fine-tune your HiPo development processes, this conference will help provide you with new tools and fresh
perspectives on driving successful results.
“Identifying, Developing and Retaining High Potentials” is the 3rd event in the TMA’s popular “HiPos” conference series.
It draws upon practical case study experience from top-rated companies for leadership practices who will demonstrate
practical solutions to your High Potential Programme challenges including:
»» Defining and identifying high potentials
»» Best practice Hi-Po programme design and implementation
»» What do Hi-Po employees need to stay engaged?
Session Highlights
→ Moving from a culture based on “gut feeling” to a systematic HIPO development process: Tea
Colaianni, Group HR Director, Merlin Entertainments Group shares insight into successful tools used for the assessment and
selection of HIPO candidates
→ Understand the key challenges with developing High Potential talent in emerging markets with Fiona
Whitworth, Group Adviser – Performance & Talent Management, Rio Tinto
→ “One size fits no-one”: Learn about Philips’ approach to building unique and personal learning
journeys with Mark Vlaanderen, Leadership, Talent & Learning Partner, Markets & IT, CHRM, Philips International
→ PLUS: Interactive Discussion Sessions: Don’t just sit and listen. Have your say! Join
lively discussions where you can share your challenges and experiences, benchmark your HiPo programme
against your peers’ and learn from others’ failures.
Identifying, Developing & RetainingIdentifying, Developing & Retaining
The Management of Top Talent at All LevelsThe Management of Top Talent at All Levels
High PotentialsHigh Potentials
21st
& 22nd
January 2014
Charing Cross Hotel
London, United Kingdom
3. TMA strictly enforces an attendance policy to guarantee the best
possible experience for our speakers and attendees. TMA maintains
a 70/30 split between practitioners from end user companies and
vendors that provide talent management and recruitment solutions.
www.the-tma.org
The TMA Difference
»» Leena Nair, SVP Expertise & Organisation Development, Human Resources, Unilever
»» Dr. Stella Malsy, Director Global Assessment Services, The Hertz Corporation
»» Matt Williams, Group Talent and Development Manager, Merlin Entertainments Group
»» Marianne Fischer-Rasmussen, Head Global People Development, Autoneum Management AG
»» Stijn de Groef, Senior Global Talent Manager, Swarovski
»» Danny Kalman, Former Global Director of Talent, Panasonic
»» Fiona Whitworth, Group Adviser – Performance & Talent Management, Rio Tinto
»» Mark Vlaanderen, Leadership, Talent & Learning Partner, Markets & IT, CHRM, Philips International
»» Hasan Adnan Ahmed, Former Group Head of Learning and Leadership, British
American Tobacco
»» Julia Jameson, Director - Talent & Organizational Change, EMEIA People Team, Ernst & Young
»» Simi Dubb, Head of Talent, RBS
»» Hesketh Emden, Head of Training, Development & Leadership, NHS Property Services Ltd
»» Izabella Khazagerova, Associate Principal, Gallup
Event Speakers
“I would absolutely recommend this conference to anyone
responsible for Talent Management - whether that’s developing
process, recommending tools, implementing design. I’ve learned
so much I don’t even know where to start when taking back to my
company”
Laure Ammon, Paylor, Inc,
delegate at Assessing & Developing High Potentials US, 2013
3
Identifying, Developing & RetainingIdentifying, Developing & Retaining
High PotentialsHigh Potentials
4. Every solution provider has different goals. With TMA, sponsors can have
a package that best fits their budget and aligns with their goals. To discuss
custom packages, please contact Audrey Neidlinger at 888-339-9599 x505
or email aneidlinger@the-tma.org. There is also the alternative to choose
from a pre-packaged sponsorship menu.
Sponsorship Opportunities
08.30 Morning coffee & registration
09.00 Chairman’s welcome
Danny Kalman, Former Global Director of Talent, Panasonic
09.15 Keynote Address
Best Practice Approaches for Evaluating and Supporting the Right High-Impact Development
Experiences for Hi-Pos: A Unilever Case Study
»» Improving the mobility of your high-potentials and helping them envision their long-term career at
your organisation
»» Designing a mentoring/coaching programme to facilitate cross functional and cross boundary
knowledge sharing between high potential talent
Leena Nair, SVP Expertise & Organisation Development, Human Resources, Unilever
10.00 5 Myths of Talent Management: Assessment and Development Practices that Work alongside
Human Nature to Drive Engagement and Performance
Izabella Khazagerova, Associate Principal, Gallup
10.45 Morning Networking Break
11.15 Moving from a Culture Based on “Gut Feeling” to a Systematic Hi-Po Development Process
When Tea joined Merlin in 2010, there was no formal Hi-Po programme in place in the business. This
presentation will explore how Merlin Entertainments has subsequently implemented a successful High
Potential programme and key lessons learned:
»» Examine the tools used for the assessment and selection of Hi-Po candidates
»» Managing expectations through good communication and a transparent process
»» Key learnings from Merlin’s first High Potential programme experiences
»» Gain insight into how the 2nd Hi-Po programme at Merlin has followed a more systematic approach
taking onboard lessons learned from previous experiences
Matt Williams, Group Talent and Development Manager, Merlin Entertainments Group
4
21st
& 22nd
January 2014, Charing Cross Hotel, London, United Kingdom
www.the-tma.org/high-potential-uk
Main Conference Day One – Tuesday 21st
January 2014
5. 12.00 Attracting High Potential Talent into the Business
»» Attracting Hi-Po talent into our global Retail network, offices and global HQ’s
»» Leveraging our unique DNA to build a global Employer Brand
»» Attracting & selecting Retail staff by making use of the latest innovations in online assessment
Stijn de Groef, Senior Global Talent Manager, Swarovski
12.45 Lunch and networking break
13.45 INTERACTIVE DISCUSSION
Managing the Common Misperception that all Hi-Pos are Future Leaders
Recent studies suggest that only 1 in 3 Hi-Pos turn into good leaders. During this interactive discussion,
delegates will share their experience with directly linking Hi-Pos’ suitability to leadership roles. Key
questions to be discussed include:
»» When is it a mistake to put high performers into leadership roles?
»» How can you distinguish when someone is ready for leadership and when someone is not?
»» What tools can you give Hi-Pos to prepare for leadership?
»» How should Hi-Po programmes match potential to leadership?
Led by Hasan Adnan Ahmed, Former Group Head of Learning and Leadership, British American Tobacco
14.30 Talent Management 2.0: Enabling Strategy Rather than Supply Driven Talent Management in a
Highly Diversified Organisation
»» Why “traditional” supply driven talent management is difficult in this context
»» How strategic role segmentation can take talent management to the next level – for the business and
for HR
»» What process can be used?
»» How can it be implemented?
Marianne Fischer-Rasmussen, Head Global People Development, Autoneum Management AG
15.15 Coffee & networking break
15.45 Best practice Hi-Po Programme Design and Implementation
»» How can you build inspirational Hi-Po programmes that are directly linked to the bigger business
picture?
»» How to maintain consistency with your Hi-Po identification process whether it’s cross functional or
cross-regional
»» Effective use of mentoring and coaching
»» Getting line management buy-in and creating transparency across the business for HiPo selection
Simi Dubb, Head of Talent, RBS
5
Identifying, Developing & RetainingIdentifying, Developing & Retaining
High PotentialsHigh Potentials
Main Conference Day One, continued
6. Connect with Us
http://bit.ly/RppvGx http://on.fb.me/yx8BVp http://bit.ly/RAqntO
16.30 Interactive Problem-Solving Discussion
What Are You Doing to Retain Your Key Talents?
This interactive roundtable discussion will give you the opportunity to share your own experiences with
retaining key talents. You will be able to compare and contrast best practice strategies with your peers.
Led by Danny Kalman, Former Global Director of Talent, Panasonic
17.30 Close of conference day one
Danny Kalman, Former Global Director of Talent, Panasonic
17.45 Drinks and networking
6
21st
& 22nd
January 2014, Charing Cross Hotel, London, United Kingdom
www.the-tma.org/high-potential-uk
Main Conference Day One, continued
7. 08.30 Morning coffee & registration
09.00 Chairman’s welcome
Danny Kalman, Former Global Director of Talent, Panasonic
Developing Hi-Pos to Their Full Potential
09.15 Keynote Address
Understanding how Hertz is using an integrated assessment approach to positively impact
business results
Global talent consistency requires clearly defined high potential behaviours that can be assessed, trained
and transferred across cultures. By adding more rigour to the assessment of top talent and linking them to
the key competencies for the future leadership required, leaders can more easily identify high potentials
and clarify the needs for executive development.
Content includes:
»» A leadership model to drive business results and integrate different assessment and development
programs
»» Tools for predictive high potential and leadership assessment, what they are designed to measure
and how they are used to revitalize leadership programs
»» Highly predictive external assessments to bring in new management talent and help steer the
acceptance and outcomes in the organisation
»» How various assessments were used and integrated with themes to develop the top team over
multiple years
Dr. Stella Malsy, Director Global Assessment Services, The Hertz Corporation
10.00 Developing Hi-Pos Using an Innovative Approach
»» How to provide exciting careers to Hi-Pos in a global matrix organisation
»» How you can build inspirational Hi-Po programmes that are directly linked to the bigger business
picture
»» What NOT to do when developing Hi-Pos
Hasan Adnan Ahmed, Former Group Head of Learning and Leadership, British American Tobacco
10.45 Coffee and networking break
Main Conference Day Two – Wednesday 22nd
January 2014
7
Identifying, Developing & RetainingIdentifying, Developing & Retaining
High PotentialsHigh Potentials
8. Whether you are looking to build your own event or trying to decide which
industry event will give you the best ROI, Your Event Strategy (YES), LLC can help
you with your event strategy. YES is a network of senior event professionals
with international experience in event contract negotiation, logistics, program
management and sales & marketing. We have developed events in North
America, South America, Asia, Africa and Europe. No matter what industry or
topic, we have specialists that can handle the project.
www.youreventstrategy.com
Event Organizer
11.15 Managing the Transition Through from Hi-Po towards Leadership Roles
Businesses are often good at identifying Hi-Po talent and then leaving them to their own devices. Hi-Pos
need effective levels of support through the transition to help them grow and to prevent disengagement.
This session will explore:
»» Viewing Hi-Po development as the continuous life-cycle of your business
»» Giving your Hi-Pos a strong connection to corporate strategy so they know what they’re doing has
purpose
Julia Jameson, Director - Talent & Organisational Change, EMEIA People Team, Ernst & Young
12.00 The 2.1%... that Did Not Make the Difference
Gain insight into how Philips’ change in talent strategy has had an impact on high potential development in
the business. This presentation will share details of how moving from Pool (covering approximately 2500
people out of 120,000 globally) in favour of a new system that actively, constantly manages their full talent
portfolio spanning all employees has helped future leaders unlock their full potential and improve the
agility of the organisation at large.
»» Unlocking our full potential – Integral Talent Portfolio Management
»» Maintaining an agile and robust ‘elite’: “High Potential” is not necessarily constant
»» One size fits no-one: Learn about Philips approach to building unique and personal learning journeys
»» People who share our passion
Mark Vlaanderen, Leadership, Talent & Learning Partner, Markets & IT, CHRM, Philips International
12.45 Lunch and networking
8
21st
& 22nd
January 2014, Charing Cross Hotel, London, United Kingdom
www.the-tma.org/high-potential-uk
Main Conference Day Two, continued
9. 13.45 Developing High Potential Talent in Emerging Markets
»» Understand the key challenges with developing High Potential talent in emerging markets
»» Explore how Rio Tinto have approached identifying talent in emerging markets
»» How do you incentivise experienced people to accelerate the development of High Potential talent in
emerging markets?
»» Integrating nationals from emerging markets into global Junior High potential programmes
Fiona Whitworth, Group Adviser – Performance & Talent Management, Rio Tinto
14.30 “I’ve got better things to do than Talent Management”
Hesketh Emden, Head of Training, Development & Leadership, NHS Property Services Ltd
15.15 Interactive Scenario Based Discussion
Taking a Fresh Look at High Potentials: Sharing Key Takeaways and Learning Points from the
Past Two Days
This group discussion provides delegates with an opportunity to consolidate the key learnings from the
past two days into takeaways that you can implement when you get back to the office. You will have the
opportunity to hear what others will be prioritising going forward and it’s a final opportunity to discuss any
topics of interest as a group before going your separate ways!
Led by Danny Kalman, Former Global Director of Talent, Panasonic
16.15 Close of conference
“TMA has assembled a strong cadre of practitioners in the
area of talent management who shared pragmatic insights on
how organisations identify, assess and develop future leaders”
David Churchill, Corrections Corporation of America,
delegate at Assessing & Developing High Potentials US, 2013
9
Identifying, Developing & RetainingIdentifying, Developing & Retaining
High PotentialsHigh Potentials
Main Conference Day Two, continued
10. Conference DetailsConference Details
Billing Address
Registration Information
Pricing Information
Options Register by 10/01/2014 Standard Pricing
Full Conference £1,399.00 £1,499.00
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Payment Policy:
Payment is due in full at the
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Venue Information Charing Cross Hotel
The Strand, London
WC2N 5HX
In the heart of London between The Strand and
Thames Embankment, this Grade II listed Victorian
building offers every modern convenience whilst
retaining its 19th century refined and elegant
atmosphere. The unique character and outlook of
Charing Cross, minutes from Trafalgar Square and the
West End, makes it an ideal hotel for both business and
leisure visitors.
