April 28 - 30, 2019 | Omni Champions Gate Resort, Orlando, FL

Day Two, Monday, April 29,2019

7:15 am - 8:00 am Breakfast

8:00 am - 8:05 am Chairperson's Remarks

In today’s corporate environment, coaching isn’t just essential to developing talent, but rather an overall HR strategy, that can attract top-notch candidates, engage the existing workforce, and retain talent in a competitive market. Innovative HR departments have thrown out the once-a-year coaching workshops and shifted their focus to embedding these qualities directly into the corporate culture in the form of leaders with well-honed coaching skills. For employees, the benefits come in the form of boosted performance and effectiveness as well as from a mentor who can lay out a clear career plan and areas for improvement. For the company itself, the benefits are increased productivity, high employee engagement and an improved retention rate.

•Equip your managers with the right support and training to develop effective coaching skills
•Integrating coaching as a part of managerial culture across all levels of leadership 
•Maintaining a competitive edge in the talent marketplace through a company-wide commitment to training 

Gaurav Valani

Head of Talent


Shabnam Vaziri-Sadri

Director, Organization and Talent Development
Equity Residential


8:50 am - 9:35 am Identifying Top Talent to Create Lasting Success
Every minute you spend hiring or training new employees is time taken away from the actual revenue-producing line of business.  While all companies need to recruit, the best ones retain their top talent and reduce the vast costs of replacing employees — a figure that stretches into the tens of millions of dollars for large-cap companies. The challenge, however, is determining who your top performers are. Often times we think we are identifying top performers who are the biggest movers and shakers at our organization, but analytics allows us to key in on often overlooked areas and see the bigger picture. Taking a closer look at these things might uncover leaders you never knew you had and key players who are not being utilized to their fullest potential.

•Create assessments that analyze your employees with your key business initiatives in mind
•Identify top performers at all stages of the employee lifecycle
•Discover the neurology and psychology used to identify potential in employees before they even start 

8:50 am - 9:35 am Re-imagining Talent Management's Secret Weapon - Employee Recognition

Replacing a highly skilled employee can cost more than a year’s compensation.  Yet every day, top companies lose talented workers who feel their talents and contributions were left unrecognized and depart for rivals where they feel valued. For talent leaders, effective, personalized employee recognition can be a stealth form of talent management that keeps top performers feeling recognized and rewarded.  This simple endeavor pays off dividends in the form of engaged, energized employees that drive the business. One of the most exciting, emergent forms of this is through social employee recognition, a tech-enabled peer recognition where appreciation is doled out in real time, quickly rewarding behaviors and results that the company seeks to replicate. Learn more about:

•Customizing recognition programs based on employee feedback to ensure their success
•Creating an employee recognition program to complement performance management and talent development strategies already in place
•Analyzing the impact of social recognition on employee engagement and workforce retention rates

9:40 am - 10:15 am Networking Break

10:15 am - 10:45 am Business Meetings

10:45 am - 11:15 am Business Meetings

11:15 am - 11:25 am Business Meetings

11:20 am - 12:20 pm Practitioner Roundtables

Earlier in the Exchange, we collected your insights and challenges using Thoughtexchange.  We identified the highest rated topic areas. During this session, you’ll have the opportunity to choose a topic and participate in a small group discussion. You will work in groups to develop an action plan for improvement.

12:20 pm - 1:20 pm Networking Lunch

Talent Challenges of the Modern Workforce

Roundtable Discussions

1:30 pm - 2:30 pm Talent Management insights from developing, coaching and managing Generation Z

1:30 pm - 2:30 pm How the gig labor and the contingent workforce is transforming the practice of performance management

1:30 pm - 2:30 pm Employing reverse mentorship at your organization – preparing for the future by having future leaders interact with current leadership

As companies increasingly take a data-based approach to organizational design, talent leaders need to rethink the design of their org charts.  Teamwork, agility and collaboration rule the day. But as teams become increasingly composed of employees spread across time zones and work becomes more project-based, HR must take a step back to craft employee experiences designed for the future of work. In place of traditional work hierarchies, future employees may well be measured on their ability to collaborate with both internal employees, outside suppliers and external networks of contingent talent. Managers, instead of occupying fixed roles, may be hired on a project-to-project basis, valued less for their track record than their adaptability to new challenges.  

•Why real-time feedback will become essential to crafting organizational design
•How design thinking can help traditional Talent leaders adapt to a more fluid work stream
•Developing talent strategy that reflects the increasingly global marketplace and a digital customer base

Vicki Walia

VP, Chief Talent and Capability Officer
Prudential Financial


Jim Williams

VP, Talent Planning, Acquisitions & Analytics

3:05 pm - 3:35 pm The Big Data Payoff- Embedding Talent Analytics in Your Daily Grind

Sue Lam - VP, People Planning, Design and Analytics, Shell
Workforce or people analytics can be used to proactively manage talent. This powerful, data-based tool can be used to identify both top performers through the algorithmic comparison of employees’ career progressions to similar data sets and models. This allows an employer to help groom and support top performers as well as pinpoint poor performers before they become a drag on the bottom line. It can also help company leaders analyze skills gaps, allowing managers to perform training interventions. Savvy businesses also rely on analytics to help them manage turnover by statistically identifying the traits of people who are likely to leave their positions. The technology is also a boon to succession planning — allowing hiring managers to map out internal successor candidates. Discover more about what analytics and the power of big data can do to supercharge your workforce planning.

Sue Lam

VP, People Planning, Design and Analytics

3:35 pm - 4:05 pm Business Meetings

4:05 pm - 4:35 pm Business Meetings

4:35 pm - 5:05 pm Business Meetings

5:05 pm - 5:20 pm Networking Break

5:20 pm - 5:50 pm Identifying Future Talent Needs and Evolving Your Existing Workforce to Meet Those Needs

Elaine Mason - VP, People Planning, Design and Analytics, Cisco Systems
As companies get a handle on current talent management strategies, they are beginning to forecast their future talent needs. With all of the changes over the years and advances in technology, HR may need to take a different approach to developing talent for the future of the business.  For instance, a data analysis may forecast where talent will be needed in the next 12 to 18 months or we might discover that the line of business leaders reveals a real lack of future leadership. In such cases, HR needs to shift its focus to pursue a new approach to succession planning and develop a strategy and criteria for vetting existing candidates, without causing alarm among the existing workforce.  In this case study, learn: 

•How to examine your organization’s upcoming hiring needs and your current readiness 
•Developing a better plan of action to fill vacancies and increase employee loyalty by investing in top performers
•Calculating gains and losses through analyzing previous hires and retention rates


Elaine Mason

VP, People Planning, Design and Analytics
Cisco Systems

4:40 pm - 5:25 pm Increase Retention with End-to-End Talent Management Strategies

Elaine Mason - VP, People Planning, Design and Analytics, Cisco Systems
With retention rates across the workforce at their lowest, top talent increasingly opting for project -based work, and unemployment rates at an all-time low, the time has come to re-evaluate existing talent management structures from end to end. Top HR professionals are beginning to look at the lifecycle of the employee to uncover the disconnects and make the necessary changes to increase employee engagement, and thus, retention rates. Some of the top reasons that people leave companies, lack of opportunities to advance, lack of support, lack of clarity around their role, etc. are things that can be addressed by reviewing end-to-end employee life cycles to find areas of incongruence. With a variety of digital tools at your disposal in the digital age, learn how to take on this once daunting process and make it more attainable.

Elaine Mason

VP, People Planning, Design and Analytics
Cisco Systems


5:50 pm - 6:35 pm The Uses (and Abuses) of AI for Talent Management
When it comes to AI in HR, separating hype from reality is mission critical. The increasingly pervasive technology promises to make talent operations more productive, fair, and personalized. Some promising enterprises are using AI as an outsourced succession manager, using data to deep-dive into employee attributes to custom-match them with future projects that require their specific skills. But in our current moment, it’s important to remember that AI remains a nascent technology, with many vendors hyping tools that are little more than warmed-over people analytics. Furthermore, many HR-specific artificial intelligence software can reproduce unconscious bias if not administered by staff familiar with the ways of algorithms. Would-be adopters of this technology need to get serious about their data collection policies and practices to harness the real power of this often misunderstood technology. Learn more about:

•Effectively using AI to coordinate employees with projects that need their specific skills 
•Best practices for incorporating AI-based software into your people management practices
•How and why AI tools for recruitment can be used “off-label” for talent management purposes


5:50 pm - 6:35 pm Unleashing Potential - Talent Development Across the Employee Lifecycle
Companies that invest in their employees’ long-term growth nearly always outperform those that don’t. To unleash the human potential of their workforce, one good place for talent management to start lies simply in helping individuals understand their own talents (and limitations) a lot better than they do now. To build up their employees and develop their workforce, talent leaders need to truly understand an employees’ motivations which may certainly include compensation and salary bumps but is also driven by a lot of forces not so tangible — gaining power and influence, social recognition from their peers, socializing with a team, the need to help others or even the security of a well-planned career ladder up the rungs of the company. 

•The neuroscience of employee motivations — what science reveals about seeking meaning through work
•Developing a talent management strategy for every part of the employee lifecycle
•Retain employees’ longer though satisfying their needs for growth and skills development

6:35 pm - 6:40 pm Chairperson's Closing Remarks

6:40 pm - 8:15 pm Cocktails and Networking Dinner