Conference Day Two: Main Conference Sessions Wednesday, November 16, 2011
7:15 Registration – Coffee
8:15Building Learning beyond the Classroom and Standardizing Best Practices around the Globe
Triumph Group, Inc., a global leader in supplying and overhauling
aerospace systems and components, operates in 52 sites around the
world. Discover how the company is balancing best practices of organizational development
with the unique needs of individual companies. Triumph University, the nucleus of the
company’s organizational development initiatives, has deployed comprehensive learning
programs involving ebooks, webinars, articles, podcasts, virtual learning events and mobile
learning. The goal is to create a continual learning experience across multiple modalities instead
of relying solely on event-based learning. This process creates learning communities that
actually engage the company’s culture instead of just delivering a “calendar of classes.” Find
out how the company achieved the following deliverables:
- cost savings through internally delivered content and the leveraging of volume discounts
- peer to peer networking through cross-pollination
- strong partnerships with human resource and management roles
- support beyond the classroom with change management consulting.
Director of Organizational Development
Triumph Group, Inc.
2010 Corporate University Week Past Delegate that “Graduated” to the speaker faculty!:
2011 Bombardier Achieving Supplier Excellence Award (BASE)
9:00 Linking Succession Planning with Current and Future Business Needs – Talent Review Process Excellence
Interactive Learning Format – Color Coded Ratings - developing easy-to-visualize color-coded ratings to determine roles needed and talent needed. Find color coded answers to questions like “Is the company structured from a human capital perspective? Do we have the right people to achieve our strategies?” Find out how to leverage your best talent in a rebounding economy – you don’t want to lose them but you also want to use them! At Discover Financial Services, the talent review process starts with business needs and is closely aligned with the leadership team. Our distinguished keynote facilitates strategy sessions with the executive team involving talent assessment and identification of critical roles. Projections revolve around strategic questions like “Where do we want to be in three to five years? Will the skills and competencies that we need be different? Find out how to develop and follow through on a succession plan that is impactful, meaningful and aligned with business goals.
- implementing a strategic succession plan, including: assessment data, action plan, and follow-up
- leveraging your company’s best talent while boosting retention/engagement
- developing a plan to get high performers ready for leadership roles
- proactively identify where you need internal talent and where you need external talent
Walk away with the insight needed to develop an easy-to-visualize color-coded rating to align
the roles needed and talent needed for achieving business goals.
Vice President of Talent Acquisition and Development, Human Resources
Discover Financial Services
2011 Winner IQPC Call Center Week Excellence Awards (2 categories)
2011 Computerworld 100 Best Places to Work
2011 CIO 100 Excellence in Technology
9:45 Mid-Morning Refreshments
10:30 KEYNOTE: Developing and Marketing your Learning
and Organizational Development Brand
Vi (formerly Classic Residence by Hyatt) is the developer, owner, and manager of residential communities for older adults. Find out how to create engagement with your learning and development function and promote it both internally and externally. Participants in this session walk away to strategies to:
- employ a strong marketing and internal communications to promote: learning culture, employee value proposition and employment brand
- develop a brand identity strategy
- define brand promise attributes
- create a successfully marketing plan
- leverage marketing channels including social media to promote learning and engage learners
- leverage brand alliances and partnerships to promote value of learning
- promote your learning and development brand as a recruiting tool
Judy Whitcomb SPHR
Chief Learning Officer, Vice President, Human Resources and Learning and Organizational Development
Vi (formerly Classic Residence by Hyatt)
2011 Training Top 125
2011 E-Learning Magazine Top 100
2011 Chief Learning Officer Magazine – Learning Elite
Concurrent Tracks Begin: Choose A, B or C
Track A: Strategy, Measurement, Alignment
Track B: Tools, Technology and Innovative Learning Formats
Track C: Talent Management
11:20 Navigating the State Government Grant “World” – Show me the Money!
Learning Format – Applying for grant money is a bit of an art form. Our presenter from Actavis will demonstrate the “right” way to write something in order to sing the language that will resonate with the State Government. Actavis, a leading player in the development, manufacture and sale of first-class generic pharmaceuticals, employs 11,000 people in over 40 countries. State training grants do in fact exist. Find out how Actavis partnered with a University to obtain state funding to supplement their training budget. The company has received over $350,000 in the following grants: literacy, employer and consortium. Attend this session and discover how to “find and get” the money in your own state.
- identifying different grant opportunities to fit your organizational needs
- exploring University Partnerships
- working with your Department of Labor
- preparing all the paperwork and learning how to “sing their language”
- leveraging outside vendors and getting reimbursement money
This session will help you start on the path of locating funding available in your state to help supplement your training budget for 2012 and beyond.
Manager of Training and Organizational Development
2009-2010 Innovations in Generics Award (U.K. Pharmacy
2011 Manufacturer of the Year Award – North Devon
Manufacturing Awards (NDMA)
2007 Future HR Leaders Award (Workplace and Safety Magazine).
2009 Orange Way Award (Actavis) for obtaining $200,000 in
11:20 Learning Measurement Evaluation – Driving Business Outcomes
In this session, you will discover much better measures of training than “butts in seats.” Discover how to measure training by focusing on business results and alignment.
- employing a “cloud-based architecture” to enable easy implementation and integration with other enterprise software systems for a complete picture of learning, talent and business performance
- receiving analysis through automated dashboards, scorecards and detailed reports
- measuring training off executive charts/data rather than training department charts
- tracking data trends for a positive alignment with business goals
Find out how Hill Air Force achieved a 6-10% improvement in
1.5 years since implementing the MTM tools.
Chief of Education and Training
Hill Air Force
Shingo Prize for Excellence in Manufacturing's Public Sector
11:20 Leading Today’s Multi Generational Workforce with Tiger Leadership
The Key to Retaining Great Talent isn’t your Work Culture or the Latest High Potential Development Curriculum; it is having them Work for a Tiger Manager. Managing Gen X and Y is proving difficult for most baby boomers. We are either too democratic or authoritarian. We need a new set point along the supervisory continuum. And American society isn’t helping, either. We don’t keep score and the bad players aren’t cut from youth soccer teams. We sue the fast food company when the hot coffee burns our lap while driving. We vote on the best dancer, who should stay on the island and give everyone the same tiny pay increase. We are afraid to confront the multi-tasking driver who is busy texting. Parents (moms) are attending the first professional job interview with junior. In January, Yale Law Professor Amy Chua created a controversy with her book, “Battle Hymn of the Tiger Mother.” It made many lenient parents uncomfortable. In this presentation, Mr. Gill will share many of her principles for raising highly successful children and apply them to the business world and how we should manage people to achieve greatness at work. You don’t serve them by trying to be their friend. You serve them by not accepting anything less than greatness.
Stop trying to make your teams happy and hope that they like you. Instead, provide tiger leadership:
- Provide clear goals and expectations
- Provide frequent and unvarnished feedback
- Have meaningful conversations about their performance and potential
- Challenge them to be the very best
- Highly reward exceptional performance
- Get to know them as individuals and stop managing them through the lens of a boomer
- Explain your disappointment when they fall short
- Help them clear distractions and focus with laser precision on what will move the business forward
Find out how to really lead today’s multi-generational workforce so that the very best clamor to be on your team and wouldn’t dream of leaving the company!”
Jeffrey S. Gill
Director, Talent Management
Valerus (Natural Gas Compression and Treating)
2011 “Best Place to Work in Houston” award for a medium-sized
12:10 CUBIC Awards Luncheon
1:45 PANEL SESSION: Aligning Learning Activities to Business Strategies
The global Siemens learning organization consists of two
equally important pillars: The "Siemens Leadership Excellence" (SLE)
program and the Siemens Corporate University "Global Learning
Campus" (LC). This panel session will address how to align learning
activities to the strategies and requirements of the business
Leadership Development Manager and Head of Siemens Leadership Excellence for the Americas
Fortune 2011 Global 500
CLIP Accreditation by EFMD
1:45 From Strategy to Implementation – Leveraging Tools and Technologies for Strategic Alignment
The Executives of the Department of Veterans Affairs fully championed the task of creating a 21st century Veterans Affairs. Find out how the Department built the infrastructure of a new CU and trained 200,000 unique people in a 9 month time period mapped against 5 of the department’s priorities (this is not a typo!).
- launching MyCareer@VA career mapping tools starting with 10 occupations covering 1/3 of the VA’s 330,000+ employees
- implementing a new talent management system as a transparent tool for managing careers
- employing Kirkpatrick model evaluation tools level 1-4
- developing a Leadership Competency Model validated and mapped to 5 proficiency levels
Walk away with the “how-tos” from strategy to implementation from leadership perspective, to skill development to vendor partnerships. Find out how the Federal Government achieved remarkable results through collaboration across colleagues, business owners, departments, federal agencies and private industries.
Department of Veterans Affairs, Office of Human Resources and Administration, Dean
VA Learning University
Dr. Reginald Vance
Department of Veterans Affairs, Office of Human Resources and Administration, Director of Infrastructure
VA Learning University
2011 International Distance Learning Award (USDLA)
2011 Federal Distance Learning Award
1:45 Employee Driven Initiatives: Helping Employees
Achieve Goals while Meeting Corporate Scorecard
Singing River Health System is a governmental entity organized and existing pursuant to the community hospital statutes of the State of Mississippi operating as a not-for-profit organization. Comprised of two hospitals plus nine community medical clinics throughout the Gulf Coast, SRHS employs 2700 staff and 300 doctors. This session will address the healthcare system’s People Development Program that helps employees achieve professional and personal goals; cultivates a strong employee partnership and endeavors to engage each employee in the work of achieving SRHS vision, mission and balanced scorecard objectives.
- Designing a cohesive process aligned with Balanced Scorecard metrics
- Removing the independent silo effect of existing programs
- Receiving buy-in from leadership and other departments
- Creating an inclusive process for all employees and leadership from hire to retire
- Establishing 5 Advisory Boards comprising diverse groups of employees from across the organization
Discover strategies for connecting the employee’s day-to-day responsibilities with the overall achievement of your organization’s mission and business goals.
Director of People Development
Singing River Health System
2011 Lifetime Television for Women and Cable One - “Caring
Women Award – Leadership” (Youngest Woman to Receive the
2:35 Forecasting the Economics of Training Investments and Achieving Alignment
Cincinnati Children's Hospital Medical Center is a not-for-profit hospital and research center dedicated to providing the highest level of pediatric care. Discover how the hospital is adeptly taking the measurement process and moving it forward in the decision-making process. Waiting a year to find out if an investment has had an impact may not be a practical response to scrutiny from the executive suite. A better way to respond is to move measurement early in the life cycle of training and development. Forecasting impact and ROI establishes what resources, processes, and supports are necessary to achieve impact and avoid funding projects that have little or no chance of yielding a positive return. Participants will learn how to:
- Use logic modeling to conceptualize the path from investment to impact
- Estimate fully loaded costs, the future value of benefits and then combine benefits with costs to calculate the ROI
- Apply sensitivity analyses
- Value the role of forecasting and the forecaster as the facilitator of conversations among stakeholders about program features, benefits, and alternative investments
- Include forecasting in their work to optimize alignment of investments and strategy
Daniel McLinden, Ed.D.
Assistant Vice President, Education and Training Department
Cincinnati Children's Hospital Medical Center
U.S. News 2011-12 America’s Best Children’s Hospitals – Honor Roll J.D.
Powers & Associates Certificate – Billing Center And Assistant Professor,
Department of Pediatrics University of Cincinnati College of Medicine
2:35 Technology & Processes to Support Learning Organizations – Friend or Foe
With over 50 years industry experience and over 2000 staff globally, Aristocrat has built on its Australian market leadership and reputation to become a premium supplier of groundbreaking technologies and services to the international gaming industry. This case study will address the learning function in a global organization with decentralized supporting training structures. As the learning function is constantly proving its value to departments, divisions, and various business units - how can technology and processes help or hinder learning initiatives?
- Where does technology fit in the evolution of the learning function?
- What dynamics have helped or hindered the evolution? Consider culture, political climate, state of the industry, sphere of influence, economic considerations
Follow the journey of the learning function in a company as it
morphs from a segregated and “siloed” organization to a high
performing and award winning cross functional entity.
Find out how to assess your learning function and prep it for
change, transformation, or alignment with other business units.
PMP, CTT, Manager, Learning Solutions
Aristocrat Technologies, Inc.
2009 & 2010 ASTD Tribute to Learning Recipient “Overall Best”
2:35 Creating Powerful Business and Performance Results through Learning and Business Alignment
Engaging Employees in the Business is the one key strategic initiative that every business leader should be focused on. Find out how the City of Richmond, in Richmond, B.C, is focusing on alignment from their Vision, Mission, Values, Business Plans, Work Plans and creating the organizational leverage to accomplish this by imbedding it into their Employee Development, Career Development Planning Process. Using this creative approach, award winning Richmond University has successfully engaged staff at all levels of the organization. Find out how to create a truly aligned organization by:
- engaging people at all levels in understanding business goals
- communicating employees’ roles in achieving objectives
- identifying and focusing on key priorities
People Development for the City of Richmond
MacLean’s Top 100 Employer in Canada
Canadian Association of Municipalities National Learning Award
3:25 Mid-Afternoon Refreshments
3:55 CUBIC Award Winners Panel Session
4:40 Closing Keynote: The Next Evolution of Executive Development
Corporate Universities have a difficult time understanding how to engage and develop executive
leaders successfully. AT&T (CLO Magazine’s 2011 #1 LearningElite award winner) will share how
we successfully align, design, develop, and implement executive develop experiences that
engage, grow and delight our top leaders.
- transitioning from an antiquated model of 80’s-90’s classroom and virtual learning to an experience & collaboration model
- aligning with current business priorities to drive performance
- achieving senior leadership (including the CEO and Chairman’s) support and increasing our budget in the midst of the Great Recession while most companies cut learning budgets.
- supporting the transfer of knowledge from the development experience to the leader’s everyday work and life.
Find out how to evolve your executive education/development model from coursework to an
experience and collaboration model that engages, grows and delights your top leaders.
Jason E. Jones PhD
Director, AT&T University, Executive Development
CLO Magazine’s 2011 #1 LearningElite