Conference Day One: Tuesday, November 16, 2010
7:00 Registration & Coffee
8:00 Chairperson’s Welcome & Opening Remarks
Dr. Mike Echols
Executive Vice President
Strategic Initiatives and Bellevue University's Human Capital Lab
8:15 KEYNOTE: Tying Learning To Business Imperatives
This session will provide a strategic approach to ensuring maintenance of your current
learning systems in order to build for the future. Discover how MetLife built a solid
foundation by examining its infrastructure, putting models in place and aligning learning to
business goals.
- assessing learning assets and avoiding a tendency to neglect current clean-up/maintenance
- conducting due diligence in cleaning up infrastructure
- putting governance and operations models in place
- streamlining content
- marketing internally and creating performance metrics
Discover how this strategic process led MetLife to partner with their key solution provider to
realize cost savings and operational efficiencies.
John Wiltshire
VP MetLife, Global Talent & Organization Development
MetLife
9:00 KEYNOTE: Running Training As A Business-Creating A Blueprint For Success
Discover how the Education Solutions Group at McKesson, a Fortune 14 company, is set up
as a business unit with full P and L responsibility. It is a fully functional organization spanning
through relationship management, to development services to delivery services, operations
and IT infrastructure. This innovative keynote will help you build an organizational learning
plan that is a dynamic strategy designed to ensure alignment of training services in support
of the business goals of your company.
- leveraging the blueprint to determine what to build custom and what to buy
- determining who you need to deliver training to and when to achieve maximum business impact
- build a multi year budget for the training organization
- align individual learning plans with annual performance plans
Michael Cufaro
VP Education Solutions
McKesson
9:45 Morning Refreshments And Expo Hall Showcase
10:30 KEYNOTE: Holistic Approach To Align Learning To The Business And Gain
Efficiencies
Find out how Marriott International has been shifting its focus in responding to training
needs by becoming more proactive and the training organization structure.
- creating a business within a business, transitioning from a decentralized to a federated model
- mapping training efforts towards the enterprise-wide business strategy
- creating a shared services model to streamline the learning function, i.e. learning technologies.
- creating a governance structure to better share best practices across all learning teams
- assessing vendor management and determining who’s the right vendor
Discover how to take a more cohesive holistic approach
to learning focused on driving the business imperatives.
Lisa O'Donnell
Director, Global Learning Services
Marriott International
In The Expo Hall:
KEYNOTE: Transforming your
Leadership Development
Program for Excellence
Mary Kay Kopp
Global Learning Network Director
UPS
11:15 KEYNOTE: Human Capital: Both In Public And Private
The Defense Acquisition University (DAU) and Bellevue University have been the recipients of a total of 9 Cubic awards. Leaders from these two organizations will co-present what they have learned about human capital management. Retired Brigadier General Frank Anderson, former president of DAU, will speak about his experience as the leader on the team that wrote the Defense Acquisition Strategic Workforce plan. On the private sector side, Dr. Mike Echols will talk what the Bellevue University Human Capital Lab has learned about human capital decisions in corporations including Verizon Wireless, Convergys, The Home Depot, ACS, Tyco Electronics, Microsoft and others.
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Dr. Mike Echols
Executive Vice President
Strategic Initiatives and Bellevue University's Human Capital Lab
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General Frank Anderson
Former President
Defense Acquisition University
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12:05 |
Private Luncheon sponsored by |
General Luncheon |
CONCURRENT TRACKS BEGIN: CHOOSE A, B OR C
Track A: Alignment, Measurement and Strategy
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Track B: Innovations in Learning and Social Learning
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Track C: Talent Management
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1:10 Case Study Featuring Front Line First Time Leaders: Measuring What Matters And The Effectiveness Of First Time Leadership Development Programs
In September 2009, Centura Health’s annual associate satisfaction survey revealed that the area with the greatest dissatisfaction was “my direct manager.” Find out how a first time Leader Development Program was able to positively impact overall associate satisfaction and align with business goals.
- mapping skills and competencies to the survey questions
- developing an all encompassing program called the New Leader Forum addressing training, coaching and mentoring
- rolling out the Forum across corporate and 13 acute care hospitals
- leveraging evaluation tools to measure progress including 90 degree pre and post surveys and associate satisfaction survey Find out to refocus your staff around business goals and make a great impact without investing in any additional reporting tools or information.
Janet Selden
Director of Training and Development
Centura Health
’09 Top Company Award - ColoradoBiz Magazine
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1:10 Measuring And Assessing Of Virtual Worlds As A Viable Learning Platform This Session Presents The Results Of An Empirical Research Study That Examines A Virtual World Learning Module For Engagement And Learning Gains To Support ROI. Hear About The Interesting Findings That Resulted From This Study And How They Can Support Corporate Goals In An Organization. Virtual Worlds Were Found To Be A Powerful, Engaging Platform For Learning Which Help Validate Investment Dollars For Corporate Training In This New Technology. Also To Be Presented Will Be Early Findings Of A Second Empirical Research Study Comparing A Learning Module Across 3 Modalities: Text Based, Web Based, Virtual Worlds Based.
Karen Cooper, PhD
Principal Investigator, Emergent Technologies & VW Research, Naval Air Warfare Center Training Systems Division (NAWCTSD)
U.S. Navy
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1:10 The 3 E’s Of Corporate Education In The 21st Century: Economy, Environment, And E-Training
A new economy. Changing technology. Sustainability. All of these 21st century business challenges lead to the need for updated corporate training and development. How do corporations develop the talent management needed to thrive in this evolving and dynamic business climate? We’ll explore corporate learning in terms of alternative methods, improved delivery, and responding to the need to incorporate sustainability goals. This session will generate awareness of how alternative learning paths and academic mobility can have a positive impact on our environment.
John Petrik
Academic Outreach Consultant
DeVry University
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In the Expo Hall: Live vendor demonstrations
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2:00 Human Capital Index – Driving Results And
Changing Behaviors
At General Parts International Inc, the HR scorecard was
traditionally a conglomeration of strategic and tactical data that
spanned across the entire organization. In 2009, the Human
Capital Index (HCI) was developed to better focus on those
tactical level metrics while also correlating them back to relevant
business outcomes.
- Find out how they measure business performance in 4 key areas
- Correlating the 4 measures into sales performance
- Providing business leaders with the opportunity to pinpoint why sales are down and identify action plans for improvement
- Understanding the synergy of the business when the 4 areas are working well vs. not working well
- Strategic vs. Tactical level measurements for Learning & Development
Discover how HR can position itself as a strategic partner and
demonstrate its value in a true business context.
Jonathan Jones
Supervisor, HR Analytics & Programs
General Parts Incorporated
Nancy Gustafson
Director, Talent Development and GPI University
General Parts Incorporated
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2:00 How Virtual Worlds Can Benefit Industry And How
Industry Can Tap Into That Capability
This innovative session will address learning, collaboration and data visualization in virtual worlds. You will hear about the U.S. Army’s global challenge for capturing feedback on new technology through Youtube, Facebook and other social media platforms.
- leveraging the platform
- tapping into specific solutions
- taking advantage of social media for mass collaboration
Tami Griffith
Science and Technology Manager, Virtual World and Games for Learning
U.S. Army
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2:00 Building A Sustainable Talent Pipeline
Four years ago, the brand new Organizational Development and Learning team was charged with developing a workable succession plan and leadership pipeline. At Farm Credit Services of America, the largest agricultural lender in the Farm Credit System, the mission is being accomplished through targeted development. Discover a workable step-by-step process to create a sustainable program which assures high potentials are building capacity while aligning with strategic goals.
- tips on how to begin creating a talent pipeline from the ground up
- the importance of developing a philosophy that fits your culture
- finding appropriate assessment instruments
- the role of competencies
- focusing on the three Es – Experience, Exposure and Education
- leveraging community service
- building in accountability and sustainability
Lynette Campbell
Director Organizational Development and Learning
Farm Credit Services of America
Jill Borgelt
Organizational Development Specialist – Leadership Development
Farm Credit Services of America
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2:45 Networking And Refreshments Break In The Expo Hall Featuring The Brilliance Bar
3:30 Marketing Learning And Leveraging Customer
Feedback
As one of the nation’s largest nonprofits, with nearly 1300 local organizations in the U.S. and a worldwide network covering 46 countries, United Way’s mission is to create a better life for all by advancing the common good in the areas of education, income and health. The Learning and Conferencing Team at United Way Worldwide has a dual mission: to drive revenue, but also to build the skills of United Way leaders to do their jobs better. This session will demonstrate the importance of using customer feedback to update your training, and talking about your training content in a way that appeals to your customers.
- listening to the Voice of your Customer to determine training demand – what they want and what you think they need aren’t necessarily the same thing
- tracking to determine which marketing messages are most effective
- employing social media as a communication tool to engage learners beyond the classroom experience Find out how to communicate the added value that your training can contribute so people realize “what’s in it for me.”
Liz Moderi
Manager of Marketing and Learning
United Way Worldwide
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3:30 Linking Performance Management To Learning And
Development
Learn how QVC connects their performance management
processes directly to learning and development through QU,
their corporate university.
This session will outline how QVC has invested in their employees through QU’s curriculum. Development themes that were identified during the talent assessment process are directly connected to the QU’s curriculum for “just in time” learning. Additionally, QU offers learning directed to skill gaps which were outlined through the Succession Planning process.
In this session, you will learn how QVC integrates learning and development with business growth strategies and their 3 year plan. See the purposeful plans to build employees’ skills as a strategy for business growth.
Jennie Gwaltney
Director Talent Acquisition & Development
QVC
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3:30 Global Mentoring – “Mentoring Is For Everyone –
And Drives Business Results”
Find out how our distinguished speaker has demonstrated the ROI of learning initiatives through hard core data. We’ll not only hear about IBM’s global mentoring program, but we’ll focus on how IBM was able to demonstrate skill transfer, revenue growth and increased deal closure rates through implementation of a new “immersion” mentoring program in 2009. This pilot program paired expert mentors in mature market countries like the United States with employees in 9 emerging countries across Asia, including China and Singapore. The mentees engaged in an immersive mentoring program, whereby expert mentors traveled to the emerging countries for up to two months in a 1 to 3 ratio of mentor to mentee. Program results yielded increased skill levels that led to greater revenue and deal closure versus a control group that did not receive mentoring, therefore justifying the investment.
In this session, participants will:
- Gain insights into how IBM accomplished this impactful mentoring program
- Discover how IBM is now taking the program and expanding it
- Determine how this information could be used by one’s own organization to create a mentoring program
Mary Ann Bopp
Manager, Career Development and coauthor, “Agile Career Development: Lessons & Approaches from IBM”
IBM Corporation
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4:20 KEYNOTE: Becoming A Strategic Advantage
Farmer’s has risen from an environment of fragmented undervalued, learning units to an organizational strategic advantage and global learning leader in just a few years. This session will address their
critical steps, with special emphasis on the following, strategic vision, alignment, accountability to results, marketing and branding, operating model, governance, staying state of the art. Learn step by
step take home tools for strengthening the value and success of your learning organization.
Annette Thompson
Senior Vice President, Chief Learning Officer
Farmers Insurance
5:10 Unleashing Organizational Potential Through People And Projects
Project Managers and project teams are responsible for the most capital intensive and strategically imperative projects in organizations…and yet they are often the most underserved groups.
Insights Learning and Development joined forces with Project Management Institute chapters and a leading consultant in strategic execution to examine how well project teams are doing in delivering results and to explore the role of leadership in project performance. The results revealed some surprises along the way.
This presentation will provide:
- The evidence capturing performance needs project managers have identified as most critical to their success.
- How to address leadership in a manner that directly translates to improved productivity.
Rick Kneuven
Director of Business Development
Insights Learning & Development
5:45 Networking Cocktail Reception In The Expo Hall