Breakout Sessions

Kenexa World Conference Agenda & Breakout Sessions Agenda:

Tuesday, September 21

8:30 a.m. – 4:30 p.m.	Product User Groups and Client Advisory Councils
5:30 p.m. – 8:30 p.m.	Kenexa World Conference Registration and Opening Reception

Wednesday, September 22

8:15 a.m. – 9:30 a.m.	Keynote Presentation:  Transforming Recruiting Command Major General Donald M. Campbell, Jr., Commanding General of the United States Army Recruiting Command
9:45 a.m. – 10:45 a.m.	Breakout Sessions
11:00 a.m. – 12:00 p.m.	Breakout Sessions
12:00 p.m. – 1:00 p.m.	Lunch and Networking
1:15 p.m. – 2:15 p.m.	Breakout Sessions
2:30 p.m. – 3:30 p.m.	Breakout Sessions
3:45 p.m. – 5:00 p.m.	Keynote Presentation
7:00 p.m. – 11:00 p.m.	Evening Entertainment

Thursday, September 23

8:15 a.m. – 9:30 a.m.	Keynote Presentation:  Aligning the Strategy and Operations of Business and HR in a Dynamic Global Economy Sam Fouad, Global Managing Partner–People, Ernst & Young
9:45 a.m. – 10:45 a.m.	Breakout Sessions
11:00 a.m. – 12:00 p.m.	Keynote Presentation: Outliers: The Story of Success Malcolm Gladwell
12:00 p.m. – 1:00 p.m.	Lunch and Networking
1:15 p.m. – 2:15 p.m.	Breakout Sessions
2:30 p.m. – 3:30 p.m.	Breakout Sessions
3:45 p.m. – 5:00 p.m.	Keynote Presentation: Leveraging your Employer Promise to Attract, Engage and Retain Talent Peter Goerke, Group Head Human Resources, Zurich Insurance Company, Ltd
7:00 p.m. – 11:00 p.m.	Evening Entertainment

Breakout Sessions:

 

Outliers: Developing High Performers:

Performance Management: Driving Performance and Potential from Your People
Dave Millner, Kenexa
The appraisal or performance management process has continued to be a challenge for all organizations to effectively implement and add true value. The advent of sophisticated online performance management systems was supposed to help make this problem go away so why are organizations still struggling to make the process work. The desire for superior performance from individuals and teams has never been higher, so what can we do to try to make this process work more effectively?

Solving the High Potential Paradox: An Innovative and Highly Practical Way to Identify Leadership Potential in Your Organization
Dr. John Mahoney-Phillips, Global Head of Human Capital, UBS AG
High Potential is a feature of many global organizations’ talent architecture, and its identification is key to focusing retention and development strategies. However, the methods and processes that are used to identify high potentials are insufficient for the task. In this session, you will have the opportunity to review and understand groundbreaking research that pulls together psychological research from the past 30 years and focuses it on a practical solution to the identification of high potential talent. Attendees will leave with a very clear insight into the six factors that truly differentiate and will have seen first-hand, how this can be applied in a simple practical way in any organization. The process does not conflict with, but rather enhances traditional 9-box and existing competency frameworks. If you have high potentials in your organization or you want a better way to identify them then this session is a must.

Leadership

Recruiting the MP3 Generation—The Challenges Ahead
Brigadier Jolyon Jackson, Director, Recruiting and Training Operations, British Army
What is the MP3 Generation? What does it want and how does it communicate? What does the British Army need? How to bridge the gap. How does it identify and nurture potential. What can industry deliver in partnership?
 
Exploring Leadership and Managerial Effectiveness
Dr. Jack Wiley, Executive Director, Kenexa Research Institute
Utilizing the WorkTrends™ database, Dr. Jack Wiley will explore both leadership and managerial effectiveness—why leadership is important, what makes leaders and managers great in the eyes of their followers, and how to build leadership strength. New studies linking leadership and managerial effectiveness to financial success will also be shared.

Building Bridges
Andy Traub, Director of Recruitment, AMC Entertainment and Jennifer Repella, Director of Programs, Autism Society
For more than two years AMC Entertainment (AMC) and the Autism Society have partnered together to include people with autism in their community through work and play. AMC Sensory Friendly Films™ gives families affected by autism a chance to go to the movies together most for the first time. With support from the Autism Society, AMC has built an employment program that helps individuals on the autism spectrum participate as visible, valued members of the workforce.

Why is it imperative to include individuals with disabilities in your recruitment initiatives?    Learn how as a business you can look at the world of special needs differently, by building a bridge from mere ADA compliance to doing “what’s right.”  AMC and the AS together will present a concrete case study on how they were able to collaborate and create a paid employment program for individuals on the autism spectrum and other special needs.  (The growing number of individuals affected by autism now is identified in one of every 110 births, and almost 1 in 70 boys, in the United States.) Discover how and why you should build bridges between those with disabilities and your business.
 

Real World HR

Taking Culture All The Way—A Work in Progress
Ross Grossman Ph.D., Vice President, Human Resources Regeneron and Kris Burke, Kenexa
When Regeneron embarked on a growth curve that doubled the size of the organization, Ross Grossman, SVP of HR asked Kenexa to help “preserve this quirky way about us.” Culture is the cornerstone to growing and preserving the brand of every company. This session will explore the significant role culture plays in all facets of HR that affect an organization’s ability to send an authentic message to both applicants and employees.

Don't Stop Believing—Engagement Does Matter
Michelle Fass, Organization Development, JCPenney
Does engagement matter? Of course it does. This presentation focuses on how engagement is a key driver in strategic company initiatives that impacts positive business outcomes. Understanding the levers that influence engagement enables leaders to successfully build teams, empower people to innovate, work smarter and get things done.

Measuring the Employee Promise at Aviva
Simi Shasanya, Corporate Responsibility, Aviva
The presentation will focus on Aviva’s survey journey from the global climate survey in 2005 to the Employee Promise survey today. It will explain how we run our survey, the successes we’ve had and the changes we’ve implemented since working with Kenexa. In particular, the presentation will feature case studies on actions being taken in three of our regions, North America, the UK and our head office. The presentation will also touch on the challenges Aviva continues to face and how we plan to tackle these.

Transforming a Global Hiring Process from Stone Tablet to eHiring
Kristin Gibbar, Global Staffing Manager, Black & Veatch
During this highly engaging session, Kristin Gibbar, Global Staffing Manager from Black & Veatch, will discuss the evolution of changing from an antiquated hiring process to a highly functioning end-to-end eHiring approach. By recognizing the ideology that “this is the way we’ve always done it,” was limiting transformation in the organization, she will explore the struggles that led to the decision to change systems, examine the challenges and lessons learned throughout the implementation process, and analyze the ongoing battle of managing a global process. Ms. Gibbar will end the session by focusing on the organization’s plans for the future and providing insight into the next phase of the eHiring transformation.  

Hard Facts on Soft Factors–Linking Human Capital Management with Business Performance
Dr. Silvan Winkler, Assistant Vice President, Human Capital Metrics, Credit Suisse Employees represent the largest expense item within the financial service industry, and simultaneously function as a key factor to distinguish the organization in the market place. This explains the importance of measuring the effectiveness of human capital management and identifying which human factors have the biggest influence on the financial success of the firm. In this presentation, the Credit Suisse framework and approach to the measurement of human capital will be demonstrated with practical examples. Attendees will learn how metrics are used to help determine human capital investments and how they bring a new dimension into discussions between HR and the business. Longitudinal research of the linkage between employee engagement and financial performance within Credit Suisse will be a central element of the presentation.

Got ROI? Why Moving the Right Metrics is Critical
Kaye Miller, Director, Stores Recruitment, Bon Ton Stores, Inc. and Tiffany Green-Shortridge, Consultant, Kenexa
At the 2009 Kenexa World Conference, Bon Ton Stores, Inc. presented the creation of its selection assessment that has assisted the company in identifying and selecting top Cosmetic Sales Associates. This year, Kaye Miller is back to bring the story full circle and discuss the results of the ROI study. In this session, Mr. Miller and Tiffany Green-Shortridge, Kenexa, will present on how the assessment has impacted sales and assisted in building a more productive sales team. Furthermore, they will discuss best practices on how to design an ROI study. After all, being able to tell the story that you are impacting your business metrics is just as important as actually moving the metrics...

Best Practices/Thought Leadership:

Starwood's Transformation: More Than Meets the "I." The Role of Starwood's Culture as a Change Agent in Proactive and Reactive Times
Matt Valenti, Ph.D., Director, Global Market Research, Starwood Hotels & Resorts Worldwide
In 2006, Starwood changed its business operations from a real estate investment trust (REIT) to a branded lifestyle hospitality company. Consequently, creating a service culture took on new meaning and importance to Starwood as a company—specifically, aligning all associates on delivering consistent guest experiences while Starwood simultaneously expanded its global footprint. The historic economic changes of 2008-2009 forced significant refocus of business priority from rapid growth to managing costs and streamlining operations. However, Starwood’s leadership recognized that work culture was a mechanism to successfully navigate through difficult times and be best positioned to “Own the Upswing.” This is Starwood’s story of not only redefining its culture, but also positioning itself to handle unprecedented challenges to the hospitality industry.

Transforming an Organization Through a Diversity Focus
Anne Herman, Ph.D. Kenexa Research Institute and Dr. Daniel Dirks, Executive Vice President, Allianz SE
Diversity and Inclusion is a key focus for many organizations, yet many practitioners are still looking for an understanding of lessons learned, strategies to consider and how this important focus may influence business outcomes. In addition to experts from some of the world’s leading organizations across different industries and geographies sharing their practices and lessons, research from the Kenexa Research Institute’s Work Trends™ 2010 study will be shared. The objective is to provide audience members a chance to understand the strategy of, policies for, and practices supporting the utilization of diversity for creating a competitive advantage for organizations.

Practical Integration of Survey Programs into Organizations: The Art of Balancing Resources, Implementing Action Planning Strategies, and Driving Executive Value
Claudine Vo, Beckman Coulter; Mindy Moye, John Deere; Mary Blegen, U.S. Bank, and
Edwin Sellas, KenexaAs survey programs develop over time, teams that lead these crucial projects are faced each survey cycle with difficult decisions around how to best balance resources and manage time. As programs mature, different strategies for driving change through action planning emerge and may include role maturation and new sets of accountabilities. In addition, top executives in the midst of forging new paths may require unique types of human resource information to facilitate the achievement of strategic organizational objectives. Panel members represent a continuum of survey program maturities. They will share first-hand accounts of their unique experiences and discuss the tough decisions they have had to make in building proactive survey programs. Commonalities and contrasts among the programs will be highlighted, and time will be allotted for audience members to participate in the dialogue. The intent is for audience members to walk away with practical strategies for implementing change in the face of both natural (and sometimes unexpected) organizational challenges.

Why Survey?
Allyson Parker and Ruth Gutierrez Hafoka, Ally Financial; Kristen Kraus PricewaterhouseCoopers and Sara Weiner and Lisa Germano, Kenexa
An organizational assessment is a critical tool that contributes to the knowledge that leaders must have to guide their organizations to be a top performer in their industry and an employer-of-choice. Every CEO, COO, HR VP and business leader needs to understand the perceptions of employees regarding organizational functioning and climate to better guide talent-related decisions that drive toward business goals. An employee survey provides critical data to build on strengths and act on weaknesses and surveys are optimized when they are an integrated part of understanding talent in the context of the talent lifecycle. In this session we will discuss the rationale for doing employee surveys, and address FAQs such as frequency of surveying and using sample or census approaches. Two companies will share their perspective on the business benefits of a sound survey process and important integration points in the talent lifecycle.

Maximizing the Value of Your Exit Survey (Part 1 of 2)
Dan Mayville, Deloitte; Coleen Anderson, Allina Hospitals and Clinics; and
Chris Lovato, Lisa Germano, Cameron Klein, Kenexa
Exit surveys are a “standard” HR processes that every organization feels it must have. Yet, too often exit surveys results are not consolidated, are of questionable accuracy, and in the end, the results might not even be shared, let alone used to drive change. Our panel of experienced professionals will focus on best practices and will share their lessons learned and insight on the future of exit surveys. Each organization will present an overview of their exit survey process, followed by moderator-led questions on: (a) methodology, (b) challenges and success stories, (c) using results to drive change, and (d) future insights. Part II of this session will include an in-depth review of lifecycle surveys in client organizations.

Lifecycle Surveys in Action (Part 2 of 2)
Stacey Silvis, FirstEnergy, Michelle Ricard, Southern California Edison and
Ryan Lebow and Peter Timmerman, Kenexa
Stacey Silvis from FirstEnergy along with Michelle Ricard from Southern California Edison will present and discuss lifecycle findings from their respective organizations. They will discuss the importance of lifecycle data and share why employees are joining, continuing to work at, and ultimately leaving their organizations. Furthermore, they will share their visions for the lifecycle survey program at their respective organizations and discuss wins and challenges learned from conducting lifecycle research.

Technology:

Strategic HR