march 31 – april 2 , 2014 the westin buckhead – atlanta, ga · pdf file march...

www.the-tma.org/high-potential

March 31st – April 2nd, 2014 The Westin Buckhead – Atlanta, GA

M anagement succession and future leadership are paramount concerns at most companies. In a world where business agility is prized, organizations seek to prepare their next cadre of leadership talent more thoroughly and more quickly than their competitors. As the future leaders of their organizations, high-potential

employees should be identified early and developed effectively. By building their leadership skills and competencies, organizations can build their competitive advantage for the future.

To achieve consistent measurable success, an organization must enforce an effective and sustained identification and development process that focuses on the desired traits and abilities of high-potential employees.

The new business world order will challenge leaders on three levels: cognitive, emotional and behavioral. Leaders must start doing things differently. Very differently. Right now. Leaders need new forms of contextual awareness, based on strong conceptual and strategic thinking capabilities. They need to be able to conceptualize change in an unprecedented way, again based on conceptual and strategic thinking. Leaders need to exhibit new forms of intellectual openness and curiosity. Overall, leaders will need to be much more sensitive to different cultures, generations and genders. They will need to demonstrate higher levels of integrity and sincerity and adopt a more ethical approach to doing business. They must also tolerate far higher levels of ambiguity. Leaders must create a culture of trust and openness. As post-heroic leaders they must rethink old concepts such as loyalty and retention and personally create loyalty. Collaboration – cross-generational, cross-functional and cross-company – will be their watchword. They must lead increasingly diverse teams.

As the future leaders of their organizations, high-potentials slide into new positions, receive special coaching and mentoring, and are expected to deliver superior performances. Ideally, top talent is identified as early as possible and benefits from specialized career development plans that ensure that the best and brightest quickly rise to the top. Just as competitive advantage can be generated by a speed-to-market product strategy, it also can be created with a firm’s ability to accelerate the development of leadership talent. By efficiently developing leadership skills and competencies, high-performing organizations can distinguish themselves from opponents and extend their competitive advantage in the market.

The 3rd Annual Assessing & Developing High Potentials conference will feature exciting keynote sessions and two specialized tracks on talent management and organizational development. Insightful and practitioner led sessions will 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, experiential learning, internal mobility, coaching, mentoring and other 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

» Developing change agile leaders » Avoiding High Potential derailment » The impact of Big Data in the talent

development process » Effective succession management » Identifying and growing early stage

HiPos » Organization Development principles

and techniques


TMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

Talent Management

The TMA Difference

Confirmed speakers include: » Mark Bocianski, Senior Vice President Global Talent and Organization Development, The Hewlett

Packard Company » Bob Bennett, Vice President Human Resources and Chief Learning Officer (Retired), FedEx Express » Kevin Wilde, Chief Learning Officer and Vice President Organization Effectiveness, General Mills, Inc. » Dr. Michael Arena, Head of Global Talent & Organization Capability, General Motor Company » Dr. Allan Church, Vice President Organization Development Global Groups, Functions, Corporate and

Executive Assessment and Development, PepsiCo Inc. » Steve King, Vice President Talent and Leadership Effectiveness, Allstate Insurance Company » Rosalia Thomas, Area Human Resources Leader, IBM » Holly Tyson, Chief Human Resources Officer, The Brink’s Company » Marcia MacLeod, Senior Vice President Human Resources and Administration, WPX Energy » Kim Shirley, Senior Director US Talent Management & Leadership Development, McDonald’s

Corporation » Laura Granger, Director US Talent Management, McDonald’s Corporation » Dr. Karen Paul, Head of Global HR Measurement, 3M » Pamela Puryear, Vice President Organization Development and Chief Talent Officer, Hospira » Shawna Freeman, Senior Vice President Executive Development, Bank of America » Maureen C. Jones, MS, Ph.D.(c), Partner, Rothwell and Associates, Inc. » Patti Johnson, Chief Executive Officer, PeopleResults » David Reimer, Chief Executive Officer of the Americas, Merryck & Co » Harry Feuerstein, President, Merryck & Co » Bonnie Endicott, Senior Manager People Development, Southwest Airlines » Bradford Wilkins, Director, Talent Management and HR Services, Adcap Network

Systems Inc. » Dr. Roger Pearman, Founder, Leadership Performance Systems » Robin Mottern, Senior Vice President Enterprise Solutions, Profiles International » Kevin Rutherford, Chief Talent Strategist, Talent Management Alliance » Gerard Borda, Vice President Leadership Development, SunTrust Banks, Inc. » Kim Fleming, Group Vice President and Manager Talent Management, SunTrust Banks, Inc. » Owen Earle Dorsey, Executive Vice President and Chief Administrative Officer, Capella Hotel Group

LLC » Dr. Vince Eugenio, Director Talent Development, Boys & Girls Clubs of America

» Cori Hill, Director Offering Management Leadership and Talent Consulting, Korn/Ferry International


12:30pm Workshop Registration1:00pm - 5:00pm Reframing Change - How You Can Kick-Start Waves in Your Organization

IntroductionYou are in a unique position to be an advocate and connector for meaningful change, or waves, in your organization. If your business strategy depends on innovation, accountability and engagement, you must carve out your unique role in activating small and big waves.

We’ll explore how emerging trends are creating new expectations and opportunities for activating change. And, we’ll look at how conventional wisdom gets in our way in seeing the changing culture and workplace. Patti Johnson will share her experience and the strategies of an eclectic mix of Wave Makers featured in her new book, Make Waves: Be the One to Start Change at Work and in Life.

Benefits of session:Participants will learn to how to play a vital role in leading, sponsoring and activating change after reframing our beliefs about how change really happens in organizations today.

Topics include: » The important hats you wear in starting and activating waves and actions » Emerging trends and the impact to your changes » The DNA of Wave Makers and why you want to cultivate more in your organization » Individual practices that increase your likelihood of success » How to start and advocate for organizational change that catches on and grows » Insights and learnings from Patti Johnson’s research on those who have started impactful changes and how

to translate to your organization

This session will be conducted by:Patti Johnson is a career and workplace expert and the CEO of PeopleResults, a change and human resources consulting firm she founded in 2004. She and her team advise clients such as PepsiCo, Microsoft, 7-Eleven, Accenture, Frito-Lay and many others on creating positive change in their leaders and organizations.

Previously, Johnson was a Senior Executive at Accenture. She has been featured as an expert in The Wall Street Journal, The New York Times, MONEY Magazine, U.S. News and World Report, NBC.com, HR Executive magazine, Working Mother, and SHRM. She was selected as an ongoing Expert for SUCCESS Magazine and “Fox Good Day.” She is also an instructor for SMU Executive Education and speaker on “Leading Change”. Johnson’s first book, “Make Waves,” will hit shelves in May of 2014.

Pre-Conference Workhsop A – March 31, 2014


Pre-Conference Workshop B – March 31, 2014

12:30pm Workshop Registration1:00pm - 5:00pm Tactical Talent Management - Seeing the Plan Through Every Level

Introduction:Senior management is ultimately responsible for assuring an innovative and effective talent management (TM) process is in place. While many organizations have a talent management program it is process of assuring the strategic goals are woven through at each level that often creates a significant challenge. This session will provide participants will real time solutions to TM challenges and discuss how to distinguish beneficial versus counterproductive techniques.

Benefits of the session: Upon completion of this program the participant will be able to: » Identify the crucial elements of a talent management program that is successful at all levels » Differentiate compelling TM program elements from efforts that lack depth and impact

Topics covered in this session: » Defining trans-organizational talent management » Successful TM interventions » Roles and responsibilities to motivate TM at all levels » Innovative TM » Common mistakes in talent management programs » Activity: Using the STAR Model » Activity on making the commitment: Do you provide the top management support? » Rapid results assessment » Determining future work requirements » Assessing potential » Potential assessment form » Closing developmental gaps » Individual development plan » Career planning programs and mentoring

This session will be conducted by:Maureen C. Jones, MS, Ph.D.(c) is a partner at Rothwell and Associates, Inc. Her expertise focuses on organization development, talent management, succession planning, and human resource development. Holding positions in business and higher education Ms. Jones has worked with teams on every organizational level. Dr. William J. Rothwell has served as Ms. Jones mentor including co-authoring a book on talent management in 2012: Talent Management: A Step-by-Step Action Oriented Guide Based on Best Practices. She works with teams to focus their interventions through advanced critical assessment activities. Currently she is investigating leadership qualities of CEOs who have lead through crisis with eventual


8:00am Registration

8:15am Opening Keynote: Temptations of a High Potential

One of the emerging factors for business growth today is the quality and quantity of ‘ready now’ leaders. Many firms face a talent pipeline deficient to meet growth strategies, so the accelerated development of high potential employees becomes central to success. As talent management professionals, it becomes critical to look beyond our set of established practices and tools and refocus on the individual high potentials in our organizations. This presentation will examine the enablers and challenges to nurturing high potential individuals with a realistic and contemporary view.

Kevin Wilde, Chief Learning Officer and Vice President Organization Effectiveness, General Mills, Inc.

9:00am Keynote: Going Full Circle - Integrating HiPo Identification, Leadership Development and Succession Management

Organizations often fail to engage their leaders effectively to support succession planning and leadership development. Many try to implement these critical business practices through processes and functions that are disconnected. By contrast, best-practice organizations integrate their leadership development and succession planning systems in a way that actively involves leaders and managers to build the organization’s mentor network and that uses leaders as teachers. These organizations identify and code their high-potential employees, developing them via project-based learning experiences and creating organization-wide forums for exposing them to multiple stakeholders. The result of these leader-driven, integrated practices is a flexible, fluid succession planning process with a supportive organizational culture that effectively grows talent. This session will showcase HP’s experience in effectively integrating high potential identification, leadership development and succession management.

Mark Bocianski, Senior Vice President Global Talent and Organization Development, The Hewlett Packard Company

9:45am Morning Networking Break

10:15am Keynote: From Teams of High Performers, into High Performance Teams

In high-velocity, complex businesses, one of the opportunities for HR leaders is helping groups of strong individual performers to maximize their performance as leadership teams. Unlocking the talent within such a group can have a transformative effect on the business unit or company overall. We will identify types of teams (transformational; new but high-impact; dysfunctional but key to future success), and discuss the purpose, values and desired attributes characterized by each type. We will also examine effective methods for fast-tracking alignment within such teams. We anticipate an interactive and pragmatic conversation.

David Reimer, Chief Executive Officer of the Americas, Merryck & Co. Harry Feuerstein, President, Merryck & Co.

Main Conference Day 1 – April 1st, 2014


Main Conference Day 1 – April 1st, 201411:00am Keynote: Navigating the ‘New Normal’

The world is more chaotic, turbulent and demanding than ever before. This creates a business environment that is more volatile, uncertain, complex and ambiguous. This is the ‘New Normal!’ Perhaps the most challenging question this presents to today’s leaders is: how do you prepare for the unknown? There is no experience to draw upon and there is no available training in how to address things we didn’t know would arise. What we do know, however, is that we cannot succeed by doing things the way we have done them in the past or even the way we do them today. To survive in the ‘New Normal’ will require more focused strategic thinking and greater agility. To prosper in the ‘Next New Normal,’ we must also be able to use ‘Big Data’ to predict, analyze and provide information upon which to act. Consequently, competencies of effective leadership will change and require a blend of rational systematic critical thinking and cognitive reasoning and perceptive thought. Please join us as we discuss:

» The realities of the ‘New Normal.’ » The role of leader in the ‘New Normal.’ » What we can do today to prepare leaders for the ‘Next New Normal.’

Bob Bennett, Vice President Human Resources and Chief Learning Officer (Retired), FedEx Express

11:45am Keynote: Diamonds in the Rough

Organizations are constantly implementing methods to identify High Potentials. Traditionally, identifying true Hi-Po’s is a lot like mining for DIAMONDS. If you have enough time - and money - and the “equipment to extract” these Diamonds in the Rough, then you are on your way to developing these Diamonds…or are you? The phrase is clearly a metaphor for the original, unpolished state of diamond gemstones, especially those that have the potential to become high quality jewels. So, in a competitive world where talent is scarce, when, where, and how do you find the right talent for your organization? Profiles International will present a unique approach to diamond mining at a unique point in the employee life cycle. Identification of the High Potential employee can often be derailed by a subjective process. Common assumptions can misinterpret performance in a single job function as a predictor of performance at the next level. Taking a different view of the High Potential process can identify early candidates, and lead to retaining the strongest employees. Once found, strategically developing a High Potential can focus the individual in a direction that will complement their natural characteristics and capitalize on solid leadership competencies.

Robin Mottern, Senior Vice President Enterprise Solutions, Profiles International

12:30pm Topic Discussion Lunch

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Organization Development Track

1:30pm OD on the Precipice of Change - The Influence of Talent Management, Big Data and other HR Trends on the Future of the Field

As a field, Organization Development has historically been focused on helping organizations achieve the dual goals of (a) driving improved business effectiveness while also (b) enhancing employee engagement (defined at the broadest levels). While the business environment has always been complex and in a state of flux, today we are seeing new trends and areas of HR and consulting practices emerging outside of the core areas of OD that cannot be ignored. Many of these will and have already started to have a profound impact on future of the field going forward. This opening session, which kicks off the OD track at the conference, will describe the current landscape of OD and the degree of conceptual overlap and role that practitioners can play in a number of important HR trends including: talent management, leadership assessment and succession planning, big data and analytics, diversity and inclusion for culture change, as well as others. Attendees will come away from this session with a clearer understanding of how OD fits together within the landscape of these trends and emerging areas in HR. They will also learn areas where they can enhance their skills to improve their own impact with clients.

Dr. Allan Church, Vice President Organization Development Global Groups, Functions, Corporate and Executive Assessment and Development, PepsiCo Inc.

2:15pm Developing a Pipeline of Internal Leadership Talent at 3M

3M has well established reputation for leadership excellence and for consistently winning prestigious awards for leadership assessment and development, including Best-practice by APQC for “Rewarding, Engaging, and Retaining Key Talent”, being profiled by SHRM in the video for HR Best Practices in Leadership Assessment, Succession and Development, awarded Top Companies for Leaders (#13) sponsored by the Hay Group, Best Companies for Leaders led by Hewitt and Associates and currently (#10) on the 2013 Best Companies for Leaders conducted by the Chally Group for CEO Magazine. This presentation based on a book chapter in Drs. Cindy McCauley and Morgan McCall’s new book “Using Experience to Develop Leadership Talent” details how 3M made experience-based learning central to its leadership development processes and how in collaboration with the CEO, Human Resources put the practices and programs in place to produce a strong pipeline of internal talent.

Dr. Karen Paul, Head of Global HR Measurement, 3M

3:00pm Afternoon Networking Break

3:30pm Assessing High Potentials at Southwest Airlines - The Language of LUV

How leaders generate results is more important that the results generated. If they are not leading with LUV, they are not leading. At Southwest Airlines, Servant Leadership is a hallmark of leadership and at the core of our expectations for all Leaders, especially those considered high potential. During this session, we will discuss how leading with LUV is woven throughout our Talent Development practices and high potential programs.

Bonnie Endicott, Senior Manager People Development, Southwest Airlines

4:15pm Conference Day 1 Sessions Conclude

4:30pm Cocktail & Networking Reception



Talent Management Track

1:30pm A New Era of Business and Talent - What Got You Here, Won’t Get You There

In today’s volatile and global business climate, managing talent for high performance plays an increasingly crucial role in an organization’s growth and future success. Even with reports of significantly increased spend in leadership development, high potential management and succession planning activities, outcomes such as quality of hire and successor readiness remain stagnant or in decline. The key, for many organizations, lays in better integration of talent management activities and better alignment with the organization’s strategic priorities. However, many organizations struggle to achieve desired outcomes as global growth and organizational changes continue to outpace an organization’s ability to create a globally integrated talent management strategy. In this session, you will learn what it takes to build out a sustainable, integrated and transparent talent management framework.

Kevin Rutherford, Chief Talent Strategist, Talent Management Alliance

2:15pm 70:20:10 In Action - Two Case Studies for Top Talent Development

This session will provide an overview of two top talent development initiatives organized around the widely used 70:20:10 framework. The first case study focuses on accelerating the development of early career professionals through rotational development, targeted learning, mentoring and other development experiences. The second case focuses on the development of mid-level talent through action learning, development modules and executive interaction. Successes, challenges and key lessons from the journey will be shared with participants.

Steve King, Vice President Talent and Leadership Effectiveness, Allstate Insurance Company


3:30pm Strengthening your Talent Review - Seven Quick, Inexpensive and Easy Steps

Are you just starting on the identification and development of high potential development in your organization? If so then this session is for you. The focus will be on quickly and inexpensively strengthening your talent review process to better identify high value talent. This presentation will focus seven high impact, and easy to implement steps. We will be covering topics such as:

» Strategic fit assessment » Next and future roles » Delineating potential from performance » Key data points on the individual profile » High impact development

Dr. Vince Eugenio, Director Talent Development, Boys & Girls Clubs of America

4:15pm Conference Day 1 Sessions Conclude

4:30pm Cocktail & Networking Reception



8:00am Registration

8:15am Opening Keynote: Making the Big Bets – A Capitalist Approach to Talent

No organization has unlimited resources. We all need to make some bets on where to invest to grow our business and stay competitive – whether it’s on allocation of capital resources, which markets to enter or exit, and which roles and people to invest in. The more strategic you are in identifying the most critical, game changing roles for your organization and ensuring that your most talented individuals are groomed for, selected into, and invested in those roles, the more positioned for success you will be. In this session, Holly will share a proven approach for capitalizing your talent investment.

Holly Tyson, Chief Human Resources Officer, The Brink’s Company

9:00am Keynote: Building Coaching Capability and Agility – A Powerful Force for Assessing, Placing, and Developing Talent

The leader-coach requires special tactics to navigate the challenges they face in organizations today. Understanding that coaching is an intentional and mindful conversation is a crucial tactic at the heart of this presentation. How do leader-coaches become more mindful in their coaching? We will explore the competencies required of an effective coach and will clarify critical aspects of training leaders that every organization can implement.

Using real examples, this presentation will illustrate how to enhance assessment and development of talent through coaching. Top ten practices will be drawn from emotional intelligence and agility theories that can build coaching capability amongst leader-coaches.

Dr. Roger Pearman, Founder, Leadership Performance Systems

9:45am Morning Networking Break

10:15am Keynote: Capella’s Journey to Ultra Luxury Through Talent and Attention

The Capella Hotel Group has been on a journey to provide an ultra luxury resort experience that simply has no equal. In their words, “A full range of world class, luxurious amenities in an intimate, attentive setting.” Owen Earl Dorsey has been involved in each step of Capella’s journey. Dorsey and his fellow leaders have taken specific steps to create an unparalleled experience in each of Capella’s properties. He will walk through the talent journey discussing the platform they’ve created for each of their property’s standards and the hallmark of the awards and accolades that have been an outcome. One specific example he will discuss is that of Capella Singapore on Sentosa Island. Recognized in 2013 as the Top Hotel in Singapore, this particular property is a star among all of Capella’s properties because of the talent that works at this luxury resort 24/7. Collaborative studies indicate the Capella aggregate company talent is indeed higher than industry averages. Capella knows their growth and ongoing success is only possible with continuous differentiation in uncompromising service delivery. They are staking their future on each employee – one selection at a time. In this session participants will learn:

1. How a scientific approach to selecting and developing employees can drive the customer experience2. Case Study: How a talent-based approach to employee selection and culture development drove the

Capella Singapore hotel to be the #1 hotel in Singapore.

Owen Earle Dorsey, Executive Vice President and Chief Administrative Officer, Capella Hotel Group LLC

Main Conference Day 2 – April 2nd, 2014


11:00am Keynote: Talent Analytics, Network Analysis and Adaptive Responses

In today’s dynamic and highly complex environment deploying a robust top talent strategy is more crucial than ever. Yet, many organizations continue to apply highly standardized, one-size-fits-all solutions. With the creation of new analytical tools and a deeper theoretical understanding of complexity, we need to seek out more innovative methods to manage talent. The purpose of this session is to consider new approaches in discovering and unleashing the hidden potential within every organization. Using evidence-based methods such as predictive analytics and network analysis we are able to empirically determine specific needs within the talent pipeline. When complemented with qualitative methods such as design thinking, we can discover local solutions that offer more adaptive responses to a dynamic environment.

Dr. Michael Arena, Head of Global Talent & Organization Capability, General Motor Company

11:45am Keynote: High Stakes High Potential - Closing the Leadership Gap

Talent management practices are built to answer two critical questions: “who are our organization’s next generation of leaders?” and “how do we ensure they are ready to take on the roles which are essential to our future success?” Many forces including scarcity of resources and the lack of visibility of talent make these challenging questions to address. In this session, you will have an opportunity to learn about how SunTrust took on these issues through an integrated set of talent management strategies. Two years ago, at the request of the organization’s CEO, SunTrust Talent Management set out to create a systematic way to gain a greater understanding of the talent in their leadership pipeline. In a complex and highly regulated financial services industry, SunTrust felt the need to improve their ability to hire for key positions from within the organization. They also engaged leaders at all levels to solve the talent constraints of today while developing their own capacity to lead even more effectively in the future. By participating in this session you will:

» Learn strategies for building discipline, rigor, and consistency into your talent identification practices. » Explore the true impact of sustained executive sponsorship, and strategies for maintaining that

sponsorship over time. » Review an effective, custom development process and how the approach evolved over time. » Explore the impact of engaging leaders as teachers and discover the importance of leaders getting

involved as coaches, mentors and facilitators.

Gerard Borda, Vice President Leadership Development, SunTrust Banks, Inc. Kim Fleming, Group Vice President and Manager Talent Management, SunTrust Banks, Inc.Cori Hill, Director Offering Management Leadership and Talent Consulting, Korn/Ferry International

12:30pm Topic Discussion Lunch



Organization Development Track

1:30pm Think Different – High Potential Programs and Creating Cultures of Change

Organizations in today’s volatile environments must be nimble and flexible in order to succeed. A robust high potential program can produce talented, agile leaders who regard leading change as an everyday aspect of their work. In this session, we present a case study of WPX Energy, a top-ten natural gas producer that was once a wholly owned subsidiary and became a separate, independent company in 2011. The spinoff provided an opportunity to think differently about organization development in general, and to design a high potential program that better met the needs of the smaller, independent company and its unique culture. Ultimately, creating a culture that embraces change is about winning hearts and minds, and high potential programs are important vehicles for creating and sustaining culture.

Marcia MacLeod, Senior Vice President Human Resources and Administration, WPX Energy

2:15pm MakingADifference@Hospira - Hospira’s Leader-Led Journey of Culture Transformation

Transforming the culture of a global company with 16,000 employees in over 90 countries is no small task, and many turn to external consultants who specialize in this field. Hospira, the world’s leading provider of injectable drugs and infusion technologies, has chosen to drive cultural transformation from within by developing its leaders to lead the effort. The overall transformation plan includes clear communication and articulation of the desired culture, integration of culture into the business strategy, top down leadership, grass-roots employee engagement, and reward and recognition for those who exhibit the desired behaviors. During this session, learn more about the top down leadership component of the transformation plan and Hospira’s MakingADifference@Hospira workshop designed to prepare leaders to drive this important work.

Pamela Puryear, Vice President Organization Development and Chief Talent Officer, Hospira


3:15pm Integrating Executive Development and Organizational Development at Bank of America - We’re Better When We’re Connected

Like most organizations, developing strong talent and highly effective organizations are the primary goals of the leadership development function at Bank of America. In this session, Bank of America’s integrated approach to leadership development will be presented, focusing on the intersection between efforts aimed at developing leaders’ individual capabilities (executive development) and developing high performing teams and organizations (organizational development). The session will begin with an overview of the core components of Bank of America’s Leadership Development model. We will discuss how OD tools and insights are used to identify and address specific development needs within programs for our “top talent” leaders and measure program impact. We will also discuss how executive development programs are used as platforms to drive broader organizational priorities critical to achieving the business strategy. Given the size and complexity of our company, “We’re better when we’re connected” is a mantra that has meaning for our employees and customers alike. We have found that strategically and thoughtfully connecting organizational development and executive development efforts helps enable our function’s true purpose- to ensure that Bank of America has the culture, organizations, teams, and world class talent required to achieve business objectives.

Shawna Freeman, Senior Vice President Executive Development, Bank of America

4:00pm Conference and Day 2 Sessions Conclude



Talent Management Track

1:30pm Look Ahead! - Grooming Early Stage High Potentials

There are two distinct categories of high-potential employees. Late-stage high-potentials include experienced managers ready to make their way into the executive ranks. This group is typically identified as middle or senior managers and participates in a wide variety of formal training. Early-stage high potentials are different. These new managers and individual contributors are at the beginning of their careers and are identified more by their talent and drive than their track record. Early-stage high potentials are found in the lower ranks of an organizational structure, and their employers are generally not yet ready to invest the same amount in their formal training and development. While historically organizations have focused primarily (if not entirely) on their late-stage leaders, more organizations today are adopting an aggressive program for developing bench strength at all levels. Top performing organizations now recognize that the earlier potential talent is identified and put into the pipeline, the sooner the entire organization reaps the rewards of more productive and effective leadership. This session will discuss IBM’s experiences in recognizing and developing early stage HiPos.

Rosalia Thomas, Area Human Resources Leader, IBM

2:15pm Accelerating Talent Development - Our Future Depends On It

The current combination of internal and external factors indicates that we need to increase both the quantity and the quality of leaders in our talent pipeline. We must find and develop leaders with the right skills and proactively provide them with key experiences earlier in their careers, preparing them to meet the future needs of our global business. We need to do all of this faster and better than ever before, which points us to an inevitable conclusion: What will it Take?

» A Needs-Based Approach » Managing Talent as a System Asset » Leaders Developing Leaders

In this session we will share the critical importance of understanding your Talent needs now and in the future, as well as discuss impactful ways to develop and coach your current and future leaders to deliver enduring profitable growth.

Kim Shirley, Senior Director US Talent Management & Leadership Development, McDonald’s CorporationLaura Granger, Director US Talent Management, McDonald’s Corporation




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Talent Management Track, continued

3:15pm Creating and Optimizing Your HiPo Talent Pool with Apprentice Programs

What if the talent community shifted its negative-thinking “Why do people fail at a job?” into a forward thinking “Why are they successful?” Recruiters across the country bemoan the dreaded “Skills Gap” – 3.8 million jobs companies across the country are unable to fill. Why? Employers claim these candidates don’t have the skills and experience necessary to succeed in these roles. How are these candidates expected to glean these skills and experiences if nobody will give them the opportunity and training? It takes a company willing to make a long-term commitment to the growth of their teams. How can a company build the business case to bring on less experienced talent and create a defined career path? Through returning to our historical roots with the institution of apprenticeships, with a modern twist, of course. The Apprentice program at Adcap Network Systems identifies High Potential candidates before they are hired and puts them through an integrated acquisition, development and succession plan. At Adcap, every employee is given a CLEAR path (an acronym standing for Clear “C”areer path, “L”earning objectives, “E”xpectations, “A”ccountabilities and “R”ewards). This high energy session promises to provide you the map to creating this successful program in your organization, large or small.

Brad Wilkins, Director, Talent Management and HR Services, Adcap Network Systems Inc.

4:00pm Conference and Day 2 Sessions Conclude


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Conference Only April 1st - 2nd $1,995

Conference + Workshop Day - March 31st

$2,495

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Talent Management Alliancere: High Potential

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Payment Policy: Payment is due in full at the time of registration and includes lunches and refreshments. Your registration will not be confirmed until payment is received and may be subject to cancellation. Please go online to: www.the-tma.org/cancellation to view our cancellation policy.

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The Westin Buckhead 3391 Peachtree Road, N.E. Atlanta, Georgia 30326Tel: 800-253-1397 Whether you’re traveling to Buckhead for business, on vacation, or to visit family and friends, we’ll make your stay effortlessly relaxing and productive. Indulge in an in-room massage, or take an invigorating swim in our indoor pool inside the WestinWORKOUT® Fitness Studio. If you’d like to venture out and explore the area, we offer a complimentary car service to all points within a 2-mile radius. Our 24-Hour Business Center lets you access the conveniences of the office around the clock, from printers and fax machines to color copiers and computer workstations.

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march 31 – april 2 , 2014 the westin buckhead – atlanta, ga · pdf file march...

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