4th Annual Assessing & Developing High Potentials OnDemand Videos

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This program, has been approved for 13.75 (HR (General)) re-certification credit hours toward California, GPHR, HRBP, HRMP, PHR, and SPHR re-certification through the HR Certification Institute. The use of this seal is not an endorsement by the HR Certification Institute of the quality of the activity. It means that this activity has met the HR Certification Institute’s criteria to be pre-approved for recertification credit.

 

 

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Talent Management Alliance LLC (TMA) is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CPSM or SHRM-SCPSM. This program is valid for 14 PDCs for the SHRM-CPSM or SHRM-SCPSM. For more information about certification or recertification, please visit www.shrmcertification.org.

 

 

Potential is the next wave of talent-spotting. Companies need to focus less on people’s competencies when filling a job and more on the qualities that will let them pivot with the times. That’s especially critical when picking someone for a leadership role. The world is simply too fickle and fast-moving these days to know what any job will require. You have to start with the right mindset, the skills that make you successful today might not be so important tomorrow.

Research suggests that more than two-thirds of companies are misidentifying their high-potential employees jeopardizing long-term corporate performance. This failure drives true HiPos—those who demonstrate the attributes to be successful future leaders—to pursue positions with potentially competitive organizations willing to invest in their development. In order to keep top talent in house and maximize bottom-line results, companies must re-evaluate and reinvigorate their HiPo programs. Precise identification of high potentials requires applying a consistent language of talent, and properly calibrating the system to measure it.

High-potential employees are seen as almost twice as valuable to their organizations as employees who are not high-potentials. That is easy to understand when you look at the relationship between leadership bench strength and organizational performance. Organizations with stronger leadership bench strength show double the revenue and profit growth of organizations with weaker bench strength. These levels of performance are the promise that drives investment in high-potential programs.

Leadership remains the top human capital concern and the largest “readiness gap”. Many organizations cite the need to develop leaders faster, globalize leadership programs, and build deeper bench strength. To this end, organizations are putting their money where their mouths are (so to speak), with leadership development spending up from past years. Organizations are struggling with leadership gaps at all levels—from first-line supervisors through top leadership. These gaps can only be filled through a sustained commitment that identifies potential leaders early on, nurtures the skills of young leaders, and continually develops midlevel and senior leaders.

The 4th Annual Assessing & Developing High Potentials conference will feature insightful and practitioner led sessions to further enable human capital management professionals to become a strategic partner to the business in the talent assessment and development process. Learn from the best on: selection and assessment methodologies, blended learning approaches, and accelerated development programs.

Focused Sessions will tackle:

  • High Potential program design and implementation
  • Aligning High Potential Selection and Development with Organizational
  • Culture and Business Needs
  • Creating and sustaining a leadership pipeline
  • Promoting bench strength
  • Engaging and retaining High Potentials
  • Establishing a Leadership Competency Model
  • Supporting leadership development efforts with data analytics
  • Effective succession management
  • Identifying and growing global leaders

 

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MAIN CONFERENCE DAY 1

1Opening Keynote: Six Proven Practices for Developing Self-Aware Leaders

Dan Gallagher, Senior Vice President Strategic Growth Initiatives, Comcast-Spectacor and Author “The Self Aware Leader”

 

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HiPo Leadership and Culture Development – Adopting an Enterprise Mindset

Rich Rischling, Faculty Leader, Executive & Senior Leaders, GE Crotonville

ddiWhat Drives Your Leaders in Today’s VUCA World? - The Questions You Can’t Afford to Ignore 

Rich Wellins, Ph.D, Senior Vice President, Development Dimensions International

2Transformational Development for High-Potential Employees

Dave Moffatt, Director Global Leadership Development & Training, Emerson Electric

 

3Accurately Identify High-potential Leaders: Reveal the talent that will take your organization to the top!

 

Carson Golden, Senior Consultant, Korn Ferry Leadership and Talent Consulting

Lisa J. Niesen, Esq. Senior Product Manager, Korn Ferry Leadership and Talent Consulting

4Higher Vision, Higher Calling: Evolution of the Modern Workplace

Panel Moderator: 

Michelle Maldonado Creator and Managing Editor of Inspire

Panel: 

Gregory A. Ketchum, Ph.D. Principal, TalentPlanet®

Dr. Suzanne Minarcine Professor and Faculty Director for School of Business at American Public University System

5Something for All – How HIPO Programs Fit and How They Enhance Overall Workforce Development

Jennifer Large, Vice President Talent, Fluor Corporation

 

MAIN CONFERENCE DAY 2

2.1A Leader-Led Approach to High Potential Development  

Anthony Griswold, Head of Leadership Development, Xerox Corporation

 

2.2Control Leads to Compliance, Autonomy Leads to Engagement – The Creation of a Real Learning Culture

Patrick Marchand, Director of Client Success at Degreed

2.3Interpersonal HIPO Development – The Effect of Learning Relationships in Transforming High Potentials into Effective Leaders

Jodi Davidson, Director Diversity & Inclusion Initiatives, Sodexo

2.4The Multifaceted Impacts of High Potential Pipeline Programs in a Corporate-Wide Training and Development Strategy

Dina Coppola, Director Talent Management, CSX Corporation

 

2.5

Leading Inside, Outside and Globally – Developing High Potential Executives Who Engage Externally, Operate Globally and Mobilize the Organization

David Mahl, Director Senior Leader & High Potential Development, Pfizer, Inc.

facebookLeadership Development Strategies That Accelerate Impact Across Generations

Keami Lewis, Leadership Development Consultant, Facebook, Inc.

2.6The Stories Leaders Tell—How to Leverage Storytelling in Leadership Development

Wendy Savlin, Manager Talent Development, Sprint Corporation

 

2.7Opening the Highways from New Employee to CEO: Lessons Learned in Paving the Way from Asia to Detroit

Gale Halsey, Chief Learning Officer and Director Global Learning & Organizational Development, Ford Motor Company

 

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Register for this class by purchasing a ticket below:

Become a TMA Professional Member and receive access to over 200 hours of talent management, recruiting and human resources education via TMA OnDemand education courses and access to select conference presentations from TMA conferences at a fraction of the cost. Multiple seats are available for your entire team. When purchasing multiple seats, the buyer will receive an email with coupon codes that each user can use to create their individual accounts.

For 30 or more seats, please contact us for group discounts.

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