Agenda

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 day1-HRBPU

8:15-8:30
Chairman’s Welcome

Cathy Missildine, Chief Performance Officer, Intellectual Capital Consulting, Inc. Former President of SHRM Atlanta

8:30-12:00


Workshop

HRBP Development: Competencies, Consulting, and Time Management

Cathy Missildine, Chief Performance Officer, Intellectual Capital Consulting, Inc. Former President of SHRM Atlanta

The HR Business Partner is a resource for line managers to assist in solving business problems and creating value for the organization. This workshop will help you develop your career development path and give you laser-like focus on where you are, where you need to be, and start you on your path to being truly strategic.

Competencies and Development
• Discuss Key competencies needed for HRBPs
• Development opportunities to fill any competency gaps
• How HR can influence and impact organizational outcomes
• Time management approaches to aid in focusing on strategic initiatives

12:00-1:00
Lunch
Room A
 1:00-4:30

Workshop

Developing HR’s Financial Acumen

Michael Manning, Principal Manager of Strategic Workforce Planning, HR Analytics, Engagement & Shared Services, Edison International

Sudz Kar, Principal, Corporate Finance, Southern California Edison

It’s important for a successful HRBP to be able to develop business and financial acumen in order to communicate and bolster support for their HR initiatives.

This workshop will help participants:

• Interact effectively with Finance
• Read and understand financial statements
• Conduct a cost-benefit analysis linkingHR actions to financial impact
• Understand the places HR can impact the financials and tie back to the bigger strategy

Room B
1:00-1:45
IMPROVING RETENTION, PRODUCTIVITY AND EMPLOYMENT BRAND WITH A BEST IN CLASS ONBOARDING PROGRAM

Maura Dyer, Sr. Director, Recruitment, Rogers Communications

Carol Alfieri, Sr. Director, Learning & Enablement, Rogers Communications

In recognition that first impressions count, Rogers Communications has launched an innovative onboarding program to welcome new hires. CEO Guy Laurence made onboarding a priority after he himself joined Rogers and took a listening tour to meet with employees across the country in 2014. Employees told him that the experience of joining Rogers could be improved and made more consistent. Having relied heavy on online tools, they found their old system was inconsistent and not delivering value, and with 5000-6000 new hires a year, this was having a significant impact on the business.

In the fall of 2015, Rogers Communications launched its National Onboarding Program and it has already had a significant impact on staff engagement. Maura and Carol will share insight into this program, including:

•  Details of the Onboarding program structure

•  The importance of establishing early engagement

•  Encouraging social collaboration amongst new hires

•  ‘Onboarding lite’ – a retrospective Onboarding tool for existing employees to use anytime

•  How the business formed strong partnerships with other departments to ensure the success of the program

•  Measuring experience and impact and the results so far.

1:45-2:30
The HRBP’s Role & Relationships in SWP

Virginia Liu, Workforce Analytics and Planning Consultant, The Clorox Company

HR Business Partners are the key liaison between the HR function and the business leadership team, it’s logical to assume they are key stakeholders and integral contributors to the company’s WFP effort. However, it seems that the role HRBPs play varies widely from company to company, including not being involved at all. This seems counter-intuitive, considering that when the HRBP is involved they are positioned to facilitate the process typically in collaboration with business leaders and subject matter experts in SWP.

In this session we will share the role HRBPs can and should play in SWP, how to build relationships that support this role, how to focus on the real business problem, be proactive and persistent, and use customized tools and solutions to help enable an effective process.

 2:30-2:45
Break 
2:45-3:30
Keep the title of the session but replace the description with: 

Katee Van Horn, Vice President of Engagement and Inclusion, GoDaddy

The name GoDaddy is synonymous today with an engaging employee culture that has earned the organization its place amongst top performing companies. This is not by chance. The organization has undergone an intentional cultural transformation based on a strategic roadmap resulting in the coveted title of “100 Best Companies to Work For®” as listed in the annual FORTUNE survey. GoDaddy just earned the Diversity Leadership Alliance Top Company Culture Award, Seattle Business Magazine’s Top Places to Work, Bay Area’s Top Workplaces and Arizona Business Magazine’s Most Admired Companies. In this workshop you will learn to build a roadmap for success for your organization to deliver the best employee experience.

3:30-4:25

Streamline Change Management Strategies by Making the Business More “Change Agile”

Jane Behrends, Senior Director, Strategy, Change and Communications, Walmart

The ability to influence change is an important skill HRBPs must possess on many levels. From assessing whether change is needed, to creating a plan, gaining buy-in from the effected parties, and keeping engagement high during change. Preparing your organization for change or making it more “change agile” can help streamline the process when it’s needed. This session will share:

•  What factors to consider when embarking on making your organization more change agile

•  How to harness your organization’s culture for success

•  Ways to “stealth in” change leadership behaviors when your organization is already “too busy doing other things”

4:25-4:30
ROOM CHANGE – BACK TO ROOM A
Room A
4:30-5:15

Defining Success

Cathy Missildine, Chief Performance Officer, Intellectual Capital Consulting, Inc. Former President of SHRM Atlanta

What does success look like for a HRBP? With many responsibilities, groups and people you’re responsible for how do you measure your own effectiveness? How can you prove not only your own value but the value of general outcomes? This session will delve into these questions and provide answers in the way of: How to create goals and processes that are consistent in approach, practical ways to address a variety of barriers you may face, and the determination of which areas you should focus on for professional growth.

 

day2-HRBPU

8:15-8:30
Chairman’s Opening

Cathy Missildine, Chief Performance Officer, Intellectual Capital Consulting, Inc. Former President of SHRM Atlanta

 8:30-12:00


Workshop

Identify/Aquire, Engage, Build and Keep Top Talent (High-Potentials and
Top-Performers)

Derrick Barton, Chief Talent Officer and CEO, Center for Talent Solutions

This workshop with share how to increase performance from Top Talent and players, within the critical roles needed to execute the business strategy. Participants will learn hands-on how to manage the entire Top Talent life-cycle, and receive a resource kit to use for their organization.

1) ACQUIRE
How to double the number of Top Talent in your organization within six months.

2) ENGAGE
How to focus on the real and real-time Top Talent Drivers.

3) BUILD
How to utilize “development experiences” to instantly build Top Talent capabilities and ensure all development is tightly hooked to current strategic deliverables.

4) KEEP
How to connect with your best people to have zero unexpected departures.

5) ACCOUNTABILITY
The 8 Top Talent metrics that must be measured, and how to measure them.

12:00-1:00
Lunch
Room A
1:00-4:30

Workshop

Foundational HR Metrics Development & Business Reporting

Cameron Kennedy, Former Director of HR Analytics, DaVita

This workshop is geared toward HR Business Partners at all levels who are looking to improve their / their teams’ capabilities in creating and communicating simple, high impact HR metrics.  Through instruction, interactive exercises and activities, participants in this session will:

•   Gain a quick assessment of their organization’s HR metrics capabilities

•   Learn how to prioritize the right metrics for their organization

•   Learn how to create those metrics
•   
Learn how to discover “root causes” for why metrics are high/low

•   Learn how to effectively communicate HR metrics to the business

The session is aimed at individuals and organizations who are near the beginning of their “data-driven HR” journey and want to know basic information about where to start, how to create metrics, and what data businesses commonly look for from their HR partners.

Room B
1:00-1:45
THE FUTURE OF PERFORMANCE REVIEWS – APPROACHING THE PROBLEM FROM A DIFFERENT PERSPECTIVE

Craig Woodall, Principal, Byng Leadership

Typically, annual performance reviews are company centric, backward looking, allow little or no room for adaptability and are viewed by the very people they are supposed to help, the employee, as a “necessary evil”. Some companies have eliminated the annual review process all together, but that leaves a significant gap in both personal and organizational development. This session will explore how we can create a new approach to talent and performance management that:

• Aligns the work of employees to the strategic direction of the organization
• Is adaptive to the changing environment and opportunities
• Cultivates the personal growth and development of the individual

This can be achieved but requires a radical re-think on how we monitor performance, align strategic goals and promote personal development.

1:45-2:30

Associate Executive Director & Chief Human Resources Officer

Valeria Stokes, EdD, Associate Executive Director/Chief Human Resources Officer,
American Bar Association

Studies show that a diverse gives organization is good for business, but how do you create it? Leadership development may not serve as the solution to address challenges in the recruitment, promotion, and retention of diverse talent.

Valeria Stokes, EdD, the Chief HR Officer/Chief Diversity Officer for the American Bar Association, will discuss the critical importance of diversity in building a high performance workforce, and how it can add economic value to your organization by:

• Raising awareness of the implicit unconscious bias has on talent management, and exposing the ways in which it creates and reinforces stereotypes as barriers to opportunity.

• Discussing how we can better understand the pervasive nature of unconscious bias.

• Offering workplace vignettes that explain how unconscious attitudes can impact employee (and workplace) performance.

• Show how the unconscious associations that we have formed can be gradually unlearned through a variety of techniques.

2:30-2:45
Break 
2:45-3:30
How Shopify Overcame Their 3 Trials & Tribulations of Workforce Management

Shaun Cawley, HR Partner Lead, Shopify.com

How do you adapt your workforce management strategy when your company is scaling at a fast and furious pace? That was the question Shopify faced when it became clear change needed to happen in order to scale. Turnover was a potential threat, employee engagement was at risk, and the reliability of the Support team was in decline. Outdated processes were on the cusp of preventing a livable work-life balance for their team of almost 500.

The HR team faced the challenges head-on, and after a few trials and tribulations, they were able to find workable and progressive solutions, and expand their internal team to better their employee’s professional lives.

This session will showcase how Shopify’s culture of openness allowed them to quickly identify the problem and cultivate a culture with global expansion and “rules of engagement”. They will also share the ups and downs they encountered, and where they had to change in order to expand and reorganize the department to best meet the needs of their people.

3:30-4:25
Valued HR Partnership with the Business: A Case Study of High Growth, Acquisitions and Change

Telaireus Herrin, Vice President, Human Resources,  Medtronic

Dominique Chapman, Director, Integration and Business, Development, Medtronic Neurovascular 

At the core, an HR Business Partner is a trusted advisor, a coach, a HR liaison, project manager, and much more. Working with employees, managers, HR, leadership, and multiple other stakeholders in the business requires more than being a “Jack or Jill of all trades”. It’s a position that’s not only about constant learning and growth but being a thought leader and strategic partner to the business.

In this session, Telaireus Herrin and Dominique Chapman will share successful strategies used to effectively partner with line managers, the business, and leadership including strategies that enable and support effective change management, project management, coaching and collaboration that drives business results.

4:25-4:30
ROOM CHANGE – BACK TO ROOM A
4:30-5:15
Wrap up & Peer to Peer Round-table Discussions

Cathy Missildine, Chief Performance Officer, Intellectual Capital Consulting, Inc. Former President of SHRM Atlanta

Share what you learned, your own insights, what your top take-aways are, and what initiatives you will start when you return to your organization.

 

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