Pre-Conference Agenda. Agenda. Monday, November 12, Tuesday, November 13, 2018

Transcription

1

2 Pre-Conference Agenda Monday, November 12, :45 1:00 pm Registration: 1:00 pm 5:00 pm Workshop: Where We ve Missed the Boat in PM Transformation and How to Fix It Companies have made significant investments in performance management (PM) transformation streamlining formal systems, adding check-ins, and drive flexible goals that have increased the value and satisfaction with PM. But one goal remains elusive. Heads of PM still report significant gaps in managers ability to drive performance. So, what s missing? In short, traditional approaches to PM and are not well fit for today s work environment. Companies are experiencing exponential change and relentless competition. Embedding ARA Adaptability, Resilience, and Agility - is seen as essential for survival. Managers face more demands due to flatter organizations, pressure to do more with less, and heavy collaboration requirements across functions and teams all of which leave less opportunity to observe and manage performance. This workshop unpacks these realities and provides a practical, actionable model and steps that every manager needs to know to enable and drive performance today. Learning Objectives: Translate the realities of today s work environment into implications for PM Communicate critical differences in managing team versus individual performance Understand what new leader behaviors and new approaches to PM enable ARA Embed new models and techniques that significantly improve performance conversations and drive performance Upskill your managers in how to drive ARA and high performance in today s work environment Presenters: Elaine D. Pulakos, CEO, PDRI Rose Mueller-Hanson, Associate Director/CFO, Community Interface Services Elizabeth Lentz, Managing Consultant, PDRI Agenda Tuesday, November 13, :00 9:15 am Opening Comments Harris R Ginsberg, Program Director, The Conference Board 9:15 10:15 am A: Sponsor Kick Off: The Myth of Performance Management: What's really different and what's staying the same. The literature is flush with examples of organizations that are addressing their performance management practices with a variety of success. Becoming agile and adaptive requires a clear assessment of an organization s willingness to change and transform structure, values, definitions of performance and the focus of control: who owns performance outcomes. In this provocative keynote, take a journey through new research and innovative approaches to reform your practices and processes in managing performance. Elaine D. Pulakos, Ph.D., CEO, PDRI 10:15-10:30 am Break 10:30-11:15 am B: How Corporations Align the COE with Overall HR Delivery? When talent was plentiful, performance management was focused on who to keep, and who to let go. And for those purposes, the traditional once a year, individual accountability model worked well. Now that talent is more fluid and in short supply, organizations are seeking improved performance models. Holding people accountable for past behavior at the expense of current performance and nurturing talent of the future is a risk to organizations taking a long-term view on talent. Elaine Mason, Talent Management, Organization Development, Business Transformation and Change Agent, Cisco 11:15 am 12:15 pm C: Reinventing the Employee and Manager Experience The landscape of performance management has shifted dramatically in the last few years with new practices - once thought radical - now seen as the new normal. No ratings, dynamic and agile goal setting, continuous performance checkins, and crowdsourced feedback replace traditional goal setting, mid-year reviews, and annual ratings. At the same time, companies who found new ways to improve performance are facing the reinvention of related Human Resource programs, including how to approach pay for performance and compensation. This session will illuminate how organizations reinvent both performance management and compensation programs which results in a continuous employee-driven performance program that motivates learning and links performance contributions to rewards without the need for traditional performance ratings or the annual merit process. For sponsorship opportunities, please contact michael.fzelden@conferenceboard.org

3 12:15 1:15 pm Lunch 1:15 2:00 pm D1: Function over Form Employees come to work wanting to perform at their best. This is a core belief at BMO Financial Group. Yet when we asked employees if performance management helped them perform, more than half disagreed. Employees and managers alike perceived it to be an administrative and compensation-focused process. Enter My Performance, the new performance program - named by employees. Rather than ratings or paperwork, its focus is conversations to improve performance. Join Margaret Hart, Head of Performance Management to learn about the three ingredients used simplify, train, involve - to shift perception and reframe performance management. Margaret Hart, Head, Performance Management, BMO Financial Group D2: Performance Management Reflects Culture Performance Management is the single best representation of a company s culture. From it you gain insight on three fundamental truths about a company: its strategy, values and employee engagement. During the presentation I ll show how and why performance management brings these to light and highlight some examples from MetLife s performance development data and experiences. Jeremy Davies, Assistant Vice President, Organizational Effectiveness, MetLife 2:00-2:45 pm E1: Amplifying the Impact of People Leaders A year and a half ago, we embarked on a pilot to reimagine how we approach performance management at Asurion. Like many organizations, performance management was viewed simply as an HR-driven report card used to determine bonus and merit with little value in terms of delivering the company s strategy. Our goal was to design a process to help team members execute their goals in the most effective way possible while learning and growing in the process. After all, that s what true performance management is designed to do. Everyday Leadership is about people leaders consistently engaging with their team members to support their success. It s how our people leaders bring our five Leadership Principles to life with their teams through consistent coaching and feedback. This approach enables performance management to become a forward-looking approach to reaching full potential and exceeding organizational goals. Rob Greenhalgh, Senior Director, Talent and Organizational Effectiveness, Asurion Shawn Hawley, Senior Director, Agent Performance & Training, Asurion Dan Myers, Organizational Effectiveness Director, Asurion E2: Make It Meaningful: Connecting Individual Priorities to Company Mission When associates know their company s mission, and exactly how their role drives it forward, their priorities become intuitive. However, getting to that point with a mission statement that doesn't fully resonate with associates can be a real challenge. Learn how Nielsen took an abstract mission and brought it to life through concrete narratives written by associates, themselves, about how the work they do is meaningful. With priorities that allow associates to see the importance of their work, both engagement and performance soar. Natasha Miller Williams, VP, Talent Engagement and Development, Nielsen 2:45 3:15 pm Break 3:15-4:00 pm F1: De-coupling Pay from Performance to Enable Managers to Drive Performance Is it time for pay and performance to break up? Gain insight on decoupling pay from performance by exploring how to craft a program that administers pay separately from performance using a set of holistic pay factors. Understand a performance management model that focuses on frequent conversations between the manager and employee to drive performance. Explore successful change management and communication strategies to enable change and maintain alignment between business objectives, compensation and performance management. Modernize the traditional management of base pay to decouple the pay for performance model; Understand a holistic approach to base pay and what factors to consider. Understand the impacts and how to manage performance after de-coupling it from the annual merit increase process; explain how to coach managers and provide support to have more robust and frequent performance conversations Enable change by continually evaluating and adjusting the decoupled program to match organizational needs commensurate with ever-changing landscape of federal laws regarding pay Jennifer Atkins, Compensation Manager, CarMax F2: Start Fueling the Future Imagine transforming a traditional performance management process to achieve compelling outcomes including: Realizing more frequent and better quality employee/manager conversations Strengthening manager coaching capabilities Establishing growth mindset and feedback-rich culture behaviors Increasing employee engagement

4 Bristol-Myers Squibb did just that. In a year-long Performance Innovation Trial, their team of experts engaged 1,300 colleagues globally using design thinking to create the company s next generation Performance Development approach: performance@bms. It centers around frequent future-focused coaching conversations, flexible objectives that shift with business demands, development opportunities that move employees toward their aspirations, and an energizing year-end experience without numeric ratings. Now, the new approach is rolling out to their 24,000 employees around the world as a business-led initiative. Join this discussion to hear about their strategy, lessons learned along the way, and the keys to a successful global implementation working to help Bristol-Myers Squibb s workforce perform at their best every day. Amy Anderson, Organization Performance, Engagement, Talent, Development & Change Management, Bristol-Myers Squibb 4:00 4:45 pm G: Connect to Reflect and Plan for Success On the heels of a recent IPO, a change in our business model, new technology, and global expansion, the way we had worked in the past was no longer effective. With input from leaders, people managers and individual contributors, we re-designed our performance practices to align and enable execution of our updated business strategy. Now, two+ years into the process, we re seeing the impact of Quarterly Connections and other related processes. Hear about our journey to build a focused, feedback-rich, partnership environment that enables individual, team and organizational performance. Heidi Glickman, Ph.D., Director, Talent Management, Gogo 5:00 6:00 pm Reception Wednesday, November 14, :45 9:00 am Opening Remarks Harris R Ginsberg, Program Director, The Conference Board 9:00 9:45 am H: What s the Buzz About? Two Practical Applications of Agile in HR In recent years, one of the hottest topics in the HR Industry is agile performance management which has been hailed as the successor to heavily structured performance management systems by the likes of McKinsey, Deloitte, PwC, etc. While the principles of Agile seem basic (pushing accountability down to the employees, valuing conversation over documentation, measuring progress in shorter iterations etc.), making the move towards a more agile performance management model requires a shift in the very culture of an organization and what is required of people leaders that isn t always so easy to achieve. The good news is that many have already been on the journey in transforming their approaches, but how many are using Agile to redesign performance management? Learn how to apply agile practices to redesign your performance management practice and to drive the transformation. Cara Bauer, Executive Director, Talent Management, Amgen Anja Schwager, Product Manager, HR Agile, Amgen Joumana Yousef, Director, Employee and Customer Experience, Union Bank 9:45 10:00 am Break 10:00 10:45 am I: PD@Bechtel: A New Tool for Engineering Performance Development Our leadership team saw an opportunity to steer the company away from its 100-year-old approach for performance management. Our Annual Employee Survey data showed that the existing model was a complex, time-consuming check-thebox exercise - lacking transparency, accountability, and alignment. Combining the internal need with the shift in the industry around performance management, we uncovered a much bigger opportunity that led to the creation of a powerful employee development tool: Performance Development at Bechtel. Our approach offers flexibility and increases ownership and accountability between our employees and supervisors. Attendees will learn how we disrupted old behaviors enabled by traditional performance management programs and introduced a modern approach in a changesaturated environment. We will share our unique challenges and the lessons learned along the way in the highly-regulated, compliance-driven construction and engineering industry. Anita Tantry, Head of Global Learning and Performance Development, Bechtel Corporation Jill Fitzsimmons, Performance Development Specialist, Bechtel Corporation 10:45 am 12:00 pm J: Workshop on Speed Benchmarking : Fail Fast, Learn Fast, and Adapt Fast: How Companies Adapted to the Changing Realities Many organizations seek to transform their performance management practices from a burdensome chore to a vibrant business process. In this interactive format, expert practitioners offer their insights and assemble with small groups around hot topics that energize conference attendees, such as managing change, eliminating ratings, and driving high-quality conversations. Kira Barden, Director, Global Talent Management and Organizational Development, PepsiCo Allen Kamin, Ph.D., Global Lead, Performance Design, Google Rob Lewis, Ph.D., Senior Director, Organizational Capability, Pfizer 12:00-12:15 pm Close For sponsorship opportunities, please contact michael.fzelden@conferenceboard.org

5 REGISTRATION INFORMATION Online Phone :30 am 5:30 pm ET, Monday Friday Pricing: Members $2,295 Non Members $2,895 Fees do not include hotel accommodations. Location Westin New York at Times Square 270 West 43rd Street New York, NY (212) Hotel cut-off date: October 22, 2018 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 same company at the same time, take $150 off each person s registration. One discount per registration. Multiple discounts may not be combined The Conference Board, Inc. All rights reserved. Program subject to change. September 2018