Event Agenda

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Chairman’s Welcome

Part A


Part B

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


Room A


Developing HR’s Financial Acumen

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.


Developing HR’s Financial Acumen

Virginia Lu, 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.



Creating a High-Performance Culture

Luis Torres, WW HR Director, Neuro Businesses in Depuy Synthes, a Johnson & Johnson Company

The culture of an organization can impact many areas of the workforce, productivity, and ultimately the bottom line. Obviously the more positive the culture is the better – but how can you influence the intangible? In this session Luis Torres will share the steps and plans they took as a company to create a high-performance culture including:

• Strategically defining where the company was headed competitively and what leadership
needs were essential to get there.
• Creating cultural attributes for the company and promoting accountability.
• Action and communication planning (gap identification, change leadership where needed,
leadership development, and ensuring the same messaging is resonated throughout the
• Driving commitment, creating a positive cycle of success, and creating champions of change.
• Measuring the results of the initiative including lower turnover rates, higher employee
engagement, a more robust leadership pipeline, and higher global revenue.


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

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”



Defining Success

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.



Chairman’s Opening

Part A


Part B

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.

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

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

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

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

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



Room A



Part A


Part B

HR and Workforce Analytics

Cameron Kennedy, Former Director of HR Analytics, DaVita

Data can give insight into many talent management and HR practices and actions, but it’s imperative to have access to the right data, the skills to analyze it, and the ability to turn the insights into actions. This workshop will help you create action plans to become a self-service HRBP in the field of analytics. Including:

•  How and where to collect the hot button data needed.
•  The most important metrics to focus on and measure that can impact the business the most.
•  Improve analytic capability and drive business outcomes.
•  Using data to communicate and create change and actionable strategies.




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.


How Unconscious Bias Can Impact the Performance and Retention of Diverse Talent

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.



How Shopify Overcame Their 3 Trials & Tribulations of Workforce Management

Shaun Cawley, HR Partner Lead, Shopify.com

What do you do when your system suddenly breaks? That was the question HR was forced to answer when it was apparent they had a people problem in their Support department (comprised of just under 500 employees). Suddenly their turnover was high, engagement was low, and the reliability of the team was in major decline, all due to processes that weren’t allowing them to achieve a livable work-life balance. However, the problem was dealt with head-on and after a few trials and tribulations they were able to not only rectify the situation, but expand and better their employee’s professional lives, and their employer brand.

This session will showcase how Shopify.com’s culture of openness allowed them to determine the problem quickly and how hey cultivated that culture with global values and “rules of engagement”. They will also share the ups and downs they encountered and where they had to change course in order to expand and re-organize the department to solve the problem. And finally, the technology created, recruitment and branding strategies (successful and failed) they adopted to supplement their talent needs and aid in their expansion.


Aligning Total Rewards with Talent Strategy

A look at how most traditional companies manage salary progression for employees contrasted with their talent management strategies. This presentation will provide an overview of the disconnect that exists in many company’s compensation and talent strategies, as well as a look at some industry best practices in this space. This HR Business Partner approach to the issue will look at impacts on business outcomes, versus the often times traditional academic view of corporate compensation theory.

Back to Room A: Wrap-up

Peer to Peer Roundtable Discussions – 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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