Human Resources Weeks – 2010 · Workshop 9 am–5 pm This workshop is designed for top-level learning and development leaders who under- ... † How to Eliminate Metrics 7 Mistakes

Human Resources Weeks – 2010Workshops for Human Resource Executives

Design your own program—Choose any number of days to attend based on your own individual needs

Week One June 7-11, 2010 / HR Metrics and Management Week Two June 28-30, 2010 / Human Capital Metrics WorkshopsThe Conference Board Conference Center, New York, NY

Presented with assistance from:

Workshops for HR Executives

Week One: June 7-11, 2010 HR Metrics and Management

Five one-day facilitated workshops

Mon Aligning HR with Your Organization

Tues The C-Level Imperative – Innovation for your Human Capital Investment Strategy – Part 1

Wed Intelligent Proxies for Intangible Benefits and their Associated Outcomes – Part 1

Thur Succession Planning and Top Talent Development: Putting It All Together

Fri How to Measure ROI on HR

Week Two: June 28-30, 2010 Human Capital Metrics Workshops

Three one-day facilitated workshops

Mon Predictive Analytics: How to Manage Tomorrow, Today

Tues The C-Level Imperative – Innovation for yourHuman Capital Investment Strategy – Part 2

Wed Intelligent Proxies for Intangible Benefits and their Associated Outcomes – Part 2

Choose any number of days to attend to design your own program

Monday, June 7, 2010 Aligning Human Resources to your Organization’s DesignRegistration and Continental Breakfast 8:15–9 amWorkshop 9 am–5 pm

A key to designing an organization that drives brand differentiation is to ensure functions,like human resources, have differentiating activities aligned to the business strategy. If afunction does the same thing every other function does in competitor organizations, thatfunction cannot enable marketplace differentiation. This prompts the question, “How can HR leaders align their human resources function to support and enable the unique business model and organization design of their company?”

Strategic human resource processes such as executive development, succession plan-ning, talent management, and organization development offer potentially differentiatingcapabilities for organizations. Yet, one size does not fit all, so the key is to tailor and alignthese and other human resource processes to best support your organization’s design.This session will present key organization alignment principles and tools to help HR lead-ers adjust their HR functions to best support the business. We will look at several casestudy organizations and discuss the implications for HR to support unique marketplacepositions, matrix structures, global organizations, and companies that compete in severaldifferent product lines or industries.

• Assess the key HR design choices that will drive differentiation and your brand promise

• Review key tools that can help answer strategic design questions about fit, alignment,and capability

• Steps for assessing the fit of your HR organization to the overall organization’s design

• Discuss design implications for different organizational forms

• Highlight a framework for connecting HR capabilities and the desired culture of the organization

PresentersReed Deshler, Principal, AlignOrg SolutionsKreig Smith, Principal, AlignOrg SolutionsBridie Fanning, AlignOrg Solutions

www.conference-board.org/hrweeks

Week One

Tuesday, June 8, 2010 The C-Level Imperative – Innovation for your HumanCapital Investment Strategy – Part 1 Registration and Continental Breakfast 8:15–9 am Workshop 9 am–5 pm

This workshop is intended for senior level decision makers who understand the value thatpeople bring to the organization, but have not yet been able to align their C-suite aroundthe innovative changes that allow the strategic use of human capital. Based on the presenter’s considerable experience in working with C-suite executives in major corpora-tions, the workshop will be designed to share the experience of the presenters as well ascreate a participative set of learning exercises. Participants will be organized in C-suiteteams and individually be assigned C-suite roles. The challenge will be to create a plan forstrategic development of human capital investments. Different teams will be given differ-ent cultural parameters and resources to start with. The team outputs will be shared anddiscussed with all participants. Due to the real-time nature of activities, organizationalteams are encouraged to attend, including CEO, CFO, CLO and HR leaders. Interested participants are encouraged to register for Part 2 of this workshop being held on June29th. At the second workshop, participants will share the real challenges they addressedand solved in their own organizations as a result of the learning and assignments in theearlier workshop. Topics include the following:

• What traps the current language of human capital investment create for both the C-suite and those chartered to innovate

• How the charter, culture and norms of the HR profession impact innovation in humancapital investment

• What stops the CFO and her/his staff from being more supportive of learning and development as a strategy

• What the cultural factors are in the C-suite team that impact innovation in learning and development

• Why business impact is so hard to measure and what to do about it

• What other organizations are doing when it comes to innovation in learning, development and business impact measurement

The workshop activities will show and tell how critical the starting point charter from the C-suite is to the successful innovation of human capital investment initiatives.

FacilitatorJoe Hare, Bellevue University Human Capital LabPresentersJennifer A. Moss, Director, Bellevue University Human Capital LabLaurie Bassi, CEO, McBassi & Company

Call Customer Service at 212 339 0345

Wednesday, June 9, 2010Intelligent Proxies for Intangible Benefits and their Associated Outcomes – Part 1 Registration and Continental Breakfast 8:15–9 am Workshop 9 am–5 pm

This workshop is designed for top-level learning and development leaders who under-stand the imperative of capturing the value of intangible assets (i.e. leadership) but havenot yet been able to effectively design measurement programs around intangibles orcommunicate their value to the CEO in a meaningful way. Participants will have the opportunity to practice skills through scenario based exercises that they can immediatelytake back and implement in their workplace. Participants will also develop a preliminarybusiness plan for learning for their own organization that could be implemented immedi-ately. A follow up workshop will be held June 30th to share progress in implementing theirbusiness plan for learning, brainstorming solutions to problems, and gain support forchange agent and leadership challenges. Topics include the following:

• What are intangibles and why is measuring their impact important?

• How can you make the intangible manageable?

• Navigating your organization to understand which intangibles could impact your business the most

• Developing a measurement program

• Implementing a measurement program

• Presenting your results to decision makers

• Optimizing your investments in intangibles

• Embracing the role of learning leader as change agent

PresentersJoe Hare, Bellevue University Human Capital LabJennifer A. Moss, Director, Bellevue University Human Capital Lab



Thursday, June 10, 2010Succession Planning and Top Talent Development:Putting It All TogetherRegistration and Continental Breakfast 8:15–9 am Workshop 9 am–5 pm

Historically, succession planning has focused on the identification of successors for a limited number of key leadership positions. However, in a world where organizationalstructures are constantly evolving and leadership talent is recognized as a key lever forachieving competitive advantage, succession planning has been forced to adapt to newrealities and requirements. At leading-edge companies succession planning has been re-fashioned as a vehicle:

• For the identification, testing, and development of future leadership talent at multiple organizational levels.

• To spur action designed to address succession gaps and vulnerabilities and strengthenthe company’s pool of leadership talent.

This session will stimulate your thinking about ways to strengthen succession planningand top talent development in your company. Specific topics include the following:

• The practices of “talent mindset” companies

• Building/reinforcing your succession planning process: the foundation elements

• Linking succession planning and the development of future leaders

PresenterJohn Beeson, Principal, Beeson Consulting

Friday, June 11, 2010How to Measure Human Resources ManagementRegistration and Continental Breakfast 8:15–9 amWorkshop 9 am–5 pm

Introduction: Why We Measure Human Resources and Human Capital• The Value Distinctions Between HR & HC• 5 Functions: Cost – Time – Quantity – Quality – Reaction• 5 Steps: Recording – Relating – Comparing – Understanding - Predicting • Solving the First Problem – Data Collection: Where to Find It and How to Get It

How to Measure Staffing• Simple Methods for Tracking Hiring Costs, Time to Fill, Quantity and Quality• How to Partner With and Satisfy Hiring Managers• 5 Metrics for Staffing

How to Measure Compensation and Benefits• Compensation: How to Connect People Expense to Operations and Revenue• Benefits: An Engagement Strategy - Benefit Plan Effectiveness• 5 Metrics for Compensation and Benefits

How to Measure Learning and Development Values• Training Goals: Do What, Where, How Well?• Leadership Development: Authenticity and Competence• Organizational Development: Situation Analysis• 5 Metrics for Learning and Development

How to Measure Engagement and Retention• Engagement Surveys: Connecting Commitment to Performance• Turnover Costs and Reasons• 5 Metrics for Engagement and Retention

Reporting• Understanding Your Audiences’ Needs and Language• Effective Report Formats • Dashboards That Tell the Story

Class Exercise• Designing a Measurement Plan for Your Organization

Includes a Signed Copy of Dr. Fitz-enz’s Classic: How to Measure Human Resources Management, 3rd edition

Presenter Dr. Jac Fitz-enz, Chief Executive Officer, Human Capital Source


Monday, June 28, 2010Predictive Analytics: How to Manage Tomorrow, Today Registration and Continental Breakfast 8:15–9 amWorkshop 9 am–5 pm

How to Manage Tomorrow, Today • The Two Sides of Analytics: Logic and Statistics • 8 Benefits of Predictive Analytics • The Predictive Management Model: HCM: 21

Scan the Market, Manage the Risk• The Big Picture: Assessing External Forces and Internal Factors• Risk Assessment: Determining Probability and Mitigation Capability • The Data Speaks: The Effect of Planning on Financial Performance

The New Face of Workforce Planning • Building Capabilities versus Filling Positions • Talent Segmentation for Planning and Development Efficiency • Connecting Succession Planning to Revenue Generation• Jumping the Curve: Winning the Talent Battle

Process Optimization• How Processes Can Inhibit Human Performance • The Most Effective Combination of Inputs and Throughputs • Staffing and Training Process Examples• Retention and Engagement Analysis• HR Process – Service Synchronization

Turning Data in to Business Intelligence • How to Eliminate Metrics 7 Mistakes • Data versus Information • Irrelevant Data • Gross Numbers • Analysis Stagnation

Integrative Measurement and Reporting • Linking Strategic, Operational and Leading Indicators• Integrating Leadership – Engagement – Readiness – Revenue

Class Exercise • Designing an Integrated Report

Includes a signed copy of Dr. Fitz-enz’s new book: The New HR Analytics

Presenter Dr. Jac Fitz-enz, Chief Executive officer, Human Capital Source


Week Two

Tuesday, June 29, 2010The C-Level Imperative – Innovation for Your HumanCapital Investment Strategy – Part 2 Registration and Continental Breakfast 8:15–9 amWorkshop 9 am–5 pm

This session is a follow up to the June 8 Metrics Workshop. New participants are also welcome to join as we continue our discussions around the C-Level Imperative for Innovation.

In this full-day workshop, participants will be able to dialogue about factors that stall innovation, methods to overcome those obstacles, and leadership abilities necessary to make lasting organizational changes.

At the second workshop, participants will share the real challenges they addressed andbegan solving in their own organizations as a result of the learning and assignments in thefirst June Workshop. This session is designed for shared knowledge among participantsand facilitators and allows C-level executives to develop real strategies for making important changes within their teams and organizations. This session provides an opportunity to de-brief, dialogue and write a plan for change on topics below:

• What traps the current language of human capital investment create for both the C-suite and those chartered to innovate

• How the charter, culture and norms of the HR profession impact innovation in human capital investment

• What stops the CFO and her/his staff from being more supportive of learning and development as a strategy

• What the cultural factors are in the C-suite team that impact innovation in learning and development

• Why business impact is so hard to measure and what to do about it

• What other organizations are doing when it comes to innovation in learning, development and business impact measurement

• The workshop activities will show and tell how critical the starting point charter from the C-suite is to the successful innovation of human capital investment initiatives

FacilitatorJennifer A. Moss, Director, Bellevue University Human Capital LabPresentersLaurie Bassi, CEO, McBassi & CompanyMike Echols, Vice President of Strategic Initiatives, Bellevue University Human Capital Lab


Wednesday, June 30, 2010Intelligent Proxies for Intangible Benefits and their Associated Outcomes – Part 2Registration and Continental Breakfast 8:15–9 amWorkshop 9 am–5 pm

This session is a follow up to the June 9 Metrics Workshop. New participants are also welcome to join as we continue our discussions around Intelligent Proxies for IntangibleBenefits and their associated outcomes. The focus of this session will be leadership andimplementing lasting organizational change when trying to develop sound measurementstrategies across the organization.

Learning leaders who seek to become strategic partners within their organizations must learn to become strategic leaders first. Participants in this session will have the opportunity to dialogue with facilitators and peers about challenges of leadership, interpersonal and political skills that can eliminate (or reduce!) organizational barriers.They will also have the opportunity to develop their own personal leadership developmentplan, which will ultimately help them implement their business plan for learning.

Specific topics include the following:

• What leadership characteristics bring forth highest productivity?

• What communication skills are necessary for outstanding leadership?

• What psychological factors are essential for leaders who want to implement organizational changes

• Differing leadership styles for differing contexts – how to know when each is best

• Linking personal leadership development plan with business plan for learning- a real life test of leadership and innovation, how to take your plan and leadership to the next level

PresentersJennifer A. Moss, Director, Bellevue University Human Capital LabJoe Hare, Bellevue University Human Capital Lab


To RegisterOnline www.conference-board.org/hrweeks

Email [email protected]

Fax 212 836 9740

Phone 212 339 0345 (8:30 am to 5:30 pm ET Mon - Fri)

Cancellation Policy Full refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting. No refund after two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel prior to the meeting will be charged the entire registration fee.

Team Discounts (per person) For a team of three or more registering from the samecompany at the same time, take $300 off each person’s registration. One discount perregistration. Multiple discounts may not be combined.

Contact Customer Service for a listing of local hotels.The Conference Board Conference Center845 Third Avenue, 3rd floor(Between 51st and 52nd Streets)New York, NY 10022

Week One Week Two6/7 (B62010-1) 6/28 (B46010-1)6/8 (B76010-1) 6/29 (B59010-1)6/9 (B85010-1) 6/30 (B61010-1)6/10 (B86010-1)6/11 (B91010-1)

Design your own program—Choose any number of days to attend.Price per registration

Associates Non-AssociatesAttend one day $895 $995Attend any two days $1,595 $1,695Attend any three days $2,195 $2,395Attend any four days $2,595 $2,795Attend five days $2,795 $2,995

The Conference Board and the torch logo are registered trademarks of The Conference Board, Inc. Program subject to change. March 2010

Printed and bound by Sheridan Printing Co., Inc., Alpha, New Jersey, an FSC-certified printer. This brochure is printed on Mohawk Via paper, which is 100% post-consumer waste fiber, manufactured with wind power, and is process chlorine free. The paper is certified by Green Seal and SmartWood for Forest Stewardship Council standards. No films or film-processingchemicals were used in the printing of this brochure.

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Human Resources Weeks – 2010 · Workshop 9 am–5 pm This workshop is designed for top-level learning and development leaders who under- ... † How to Eliminate Metrics 7 Mistakes