3rd Annual Strategic Succession Planning OnDemand Videos


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Organizations need formal succession plans to be competitive in 2015. When a key employee leaves a company, many are forced to bring someone else who starts at the bottom of the curve. This means incurring the cost of hiring, the loss of productivity and the prolonged learning process of the new employee. Yes, the new person may have excellent skills and perspective from the outside, but in many cases, it will take years to realize those benefits.

In a recent survey conducted by Korn Ferry, only one third of senior-level executives responded that they were satisfied or very satisfied with their company’s succession management program, while less than one quarter reported that their organization had developed a strong pool of candidates ready to fill leadership positions. The study also finds that more than three-quarters of executives say their organization’s succession management programs only include the title of “vice president” and above.

The new integrated talent management paradigm expands the scrutiny of succession planning to the entire workforce. In this way, successors can be developed for all positions, not just the top tier. This is a daunting but necessary task to assure and sustain long-term corporate success. There’s significant risk when succession management programs don’t go deep enough into an organization. Talent derailment and the alienation of potential successors are the most significant outcomes of succession management failure. Unfortunately, many companies fail to align their talent programs. But, where is the disconnect between succession planning strategies and the concrete results that executives expect?

The new talent management process focuses more on pools of talent than on specific individuals. It takes a broad view of satisfying the need for the right mix of talent to implement today’s and tomorrow’s strategies. It is no longer about hiring the best person for a position now, but about hiring people who may qualify for key positions in the future. Such a broad focus necessitates a change in how data is collected and analyzed. Traditionally, companies have managed employee information in different departments or in HR silos using function-specific software. The new talent management process, however, requires the integration of all HR information to permit the development of complementary initiatives to help achieve business objectives.

Join us for the 3rd Annual Strategic Succession Planning Summit, where we will examine the importance integrating talent management to achieve effective succession planning and explore the multifaceted organizational benefits of creating a strong leadership pipeline. Industry experts will share their experiences within the areas of learning, workforce planning, HR strategy, leadership & executive development, data analytics, and leadership assessment and development, that can drive increased productivity and business excellence in your organization

 

Network with Speaker Faculty and Event Participants including:

C-Suite Executives, CHRO, VP HR, SVP HR, COO, CFO, Director, Deputy Directors, Managers and Team Leaders with responsibilities in:

  • Human Resources
  • Succession Planning
  • Workforce Planning
  • Career Management
  • Organizational Development
  • Coaching & Mentoring
  • Leadership Development
  • Talent Management
  • Human Capital Strategy
  • Learning & Development

 

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DAY ONE

Kellogg’s Holistic Approach to
Building Enterprise Leaders

Shannon LoVette, Senior Director
Global Leadership Development,
Kellogg Company

kathy-smith
"Ready Now" - Nationwide's Approach
to Leveraging Data for High Impact
Talent Strategies

Kathy Smith, Associate Vice President
Executive Development & Succession,
Nationwide Insurance

lorie
Top of the House Succession -
How to Develop Leaders for the C-Suite

Lori Bober, Senior Director
Talent Management,
Experian

wendy
Talent Management—
Linking Culture with Growth

Wendy Greeson, Director Global
Learning & Organizational Development,
Arthur J. Gallagher & Co.

DAY TWO

Speaker Town Hall

Open Dialogue with Event Faculty

 Kee-Meng-Yeo
Sustaining Success Through the
Identification and Development
of Executive Talent

Kee Meng Yeo,
Global Head of Talent Management,
Amway

diana-bentz
Using Culture to Align and Integrate
Talent Management Efforts

Diana Bentz, Vice President Organization
Development, Succession &
Talent Management,
Commerce Bank

merebith
Innovating Adult Learning - Adopting
the Hero’s Journey into
Leadership Development

Meribeth Germino, Principal Executive
Talent Development,
Genentech

wabe-thomas
Building for the Future – A Holistic Approach
to Succession Management

Wade Thomas, Former Senior
Vice President Human Resources,
Meritage Homes

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Enjoy Exclusive Access To Conference Materials!

TMA now offers virtual access to our topic and industry-focused summits through our new OnDemand Conference offering. Registrants enjoy access to the video recordings and presentation materials from our impressive roster of speakers
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