TalentManagement

Creating the Competitive Difference

With John Boudreau, Jay Conger, Brian Fishel, and David White

January 30-31, 2008

Center for Effective Organizations

Center for Effective Organizations

Since its founding in 1979, the Center

for Effective Organizations (CEO), at

USC’s Marshall School of Business,

has been at the forefront of research

on a broad range of organizational

effectiveness issues. CEO’s mission is to

bring together faculty and executives

to jointly research critical organiza-

tional issues that involve the design

and management of complex orga-

nizations. Its leading-edge research

in the areas of organizational effec-

tiveness and design has earned it an

international reputation for research

that influences management practice

and makes important contributions

to academic research and theory.

CEO works with companies to research

and develop new knowledge on orga-

nizational effectiveness issues such as

organizational development, organiza-

tional learning and change, leadership

development, strategic human capital

management, reward systems, perfor-

mance management, human capital

management, employee involvement,

team designs and virtual work, corpo-

rate governance, and organization

design. By actively involving companies

as research partners, CEO’s research

yields practical, theory-based knowl-

edge that enables companies to design

and implement changes that improve

their effectiveness and competitiveness.

CEO’s research is the foundation for its

educational and certificate programs.

http://ceo-marshall.usc.edu

Certificate in Human Capital and

Effective Organizations

The Center for Effective Organizations

(CEO) now offers a certificate program

in Human Capital and Effective

Organizations. The program is aimed

at mid-level, high-potential HR execu-

tives and includes an integrated curricu-

lum that focuses on vital competencies

for those aspiring to careers in strategic

HR. CEO seminars such as Leveraging

Leadership, Strategic Organization

Design, Executing Strategy and

Complex Change, Strategy Analysis,

and HR Metrics and Analytics count

toward credit for the certificate.

CEO seminar faculty are recognized

global thought leaders in the areas of

organizational effectiveness and design,

HR strategic excellence, leadership,

talent management, and measurement

and analytics. Their seminars draw on

extensive field research and the practical

application of these research findings

in many of today’s leading companies.

CEO’s certificate program offers par-

ticipants a useful perspective and the

expertise and knowledge gained from

over 25 years of CEO’s research.

Corporate ‘best practices’ and real-life

experiences from company presenters

are incorporated into the program.

The Talent Management seminar

fulfills one of the requirements for

CEO’s Certificate in Human Capital

and Effective Organizations. For

more information about the certifi-

cate, please call CEO at (213) 740-9814

or visit our web site.

http://ceo-marshall.usc.edu/hceo

This seminar is unique in that it focuses on how talent management

can create the capability to compete for and with an increasingly vital

resource—organizational talent. It also focuses on how talent manage-

ment can provide a competitive edge in your marketplace. To succeed at

both, talent management requires both functionality and vitality.

Functionality reflects the design of the talent management system and,

in particular, its optimization to the strategic purposes of the organiza-

tion. Functionality means optimizing talent management to fit your or-

ganization’s strategic purpose. Too often, talent management practices

are driven primarily by copying the best practices of others, or by an at-

tempt to maximize every outcome. While bench strength, management

development, and performance are critical, improving them is not equally

important everywhere. Optimization requires knowing where these out-

comes make the greatest strategic difference. Optimization also means

combining practices such as training, careers, compensation, and staffing

in ways that create synergy. This seminar will illustrate how you can go

beyond simple benchmarking, or even maximizing the outcomes of tal-

ent management programs, to embrace a more strategic and uniquely

functional approach to talent management. If functionality is about

focusing your organization’s talent management processes, vitality pro-

vides the fuel that makes it run, such as the passion, energy, and engage-

ment by key leaders. Vitality is about the attitudes and mindsets of the

people responsible for those processes—not simply in human resources

but all the way down the line. In this seminar, you will learn how to

design talent management approaches that foster greater commitment,

engagement, and accountability.

Optimizing functionality and vitality to compete for and with your talent

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Seminar Format

This seminar is designed around an inte-

grative approach to talent architecture,

directly linked to organizational effec-

tiveness and sustainable strategic suc-

cess. It draws upon both research and

organizational case studies and gives you

the opportunity for hands-on, practice-

oriented engagement with unique

frameworks and diagnostic tools. It is

for those of you with responsibility for

designing and leading your organiza-

tion’s talent architecture. Internationally

renowned talent and leadership develop-

ment experts will guide you. Group dis-

cussions and consulting sessions allow

you to share real-life experiences with

other participants as you apply best

practice case examples, frameworks,

and tools to your specific situation.

Seminar participants will learn:

• The critical roles of functionality and

vitality in building a successful talent

management approach

• Frameworks for thinking about talent

management architectures that pro-

vide true competitive advantage

• How functionality is used to drive

strategic objectives versus simply to

‘fill positions’

• How to optimize the functionality side

of your talent management approach

• How to deploy unique combinations

of policies and practices that effec-

tively build necessary talent

• How vitality provides distinctive com-

petitive advantage in the war for talent

• The three defining characteristics of

vitality: commitment, engagement,

and accountability

• The actions and practices that make

the vitality dimension a reality

• Decision tools to improve how you

make critical decisions about your

organization’s talent

Talent Management: Creating the Competitive Difference

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DAY 1 : A M • Introductions and overview of the program

• Talentship and strategic advantage

• Talent architecture: The critical dimensions of functionality

and vitality

• Optimizing the functionality dimension

• Leadership pipelines and pivotal leadership roles

• Applications to your situation

DAY 1 : P M • The critical role of vitality and how to foster it

• Using on-boarding and other talent processes to build vitality

• Applications to your situation

• Cocktails and dinner

DAY 2 : A M • Addressing the talent management dilemma: Performance

versus potential

• A working framework for employee motivation and learning

• Improving your organization’s ability to aim practices where they

make the greatest difference

DAY 2 : P M • Putting talent practices together in a unique way that creates

synergy

• Leveraging performance management processes to build

engagement and commitment

• Going back: Action planning for your own situation

Agenda

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The workshop draws on the internationally recognized research staff at USC’s Center for Effective Organizations and practitioners who share their real-life experiences.

John W. Boudreau, Ph.D., is Professor of Management and

Organization, and Research Director of the Center for Effective

Organizations (CEO) at the Marshall School of Business, University

of Southern California. He is recognized worldwide for break-

through research on the bridge between superior human capital,

talent, and sustainable competitive advantage. Dr. Boudreau

consults with companies that seek to maximize their employees’

effectiveness by quantifying the strategic bottom-line impact of

superior people and human capital strategies. He is an invited instructor in executive

programs at IMD, Wharton, General Electric, UCLA, and Cornell University. Dr. Boudreau

was a Cornell University professor for over 20 years. A Fellow and Trustee of the National

Academy of Human Resources, he has published more than 50 research articles and

books, translated into Chinese, Czech, and Spanish. His work has been featured in

Harvard Business Review, The Wall Street Journal, Fortune, and Business Week. His

latest book, Beyond HR: The New Science of Human Capital with Peter M. Ramstad,

was published in 2007 by Harvard Business School Publishing.

Jay Conger, Ph.D., is Senior Research Scientist of the Center

for Effective Organizations (CEO) at the Marshall School of

Business, University of Southern California and the Henry Kravis

Research Chair Professor of Leadership at Claremont McKenna

College. He has worked with more than two hundred organiza-

tions worldwide on leadership development. Business Week

called him the best business school professor to teach leadership

to executives. Author of over ninety articles and book chapters

and twelve books, he researches leadership, organizational change, boards of directors,

and the training and development of leaders and managers. His best known books on

the topic of leadership development include The Practice of Leadership, Growing Your

Company’s Leaders: How Organizations Use Succession Management for Competitive

Advantage, Building Leaders: How Successful Companies Develop The Next

Generation, and Learning to Lead which has been described by Fortune magazine as

“the source” for understanding leadership development. He has taught at the

Harvard Business School, INSEAD (France), the London Business School, McGill

University, and the University of Southern California.

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Faculty

Brian Fishel is currently the head of Bank of America’s

Executive and Leadership Pipeline Development group. In his

current role, he and his team serve as the enterprises’ Center of

Excellence and steward for the development, deployment, and

overall effectiveness of the bank’s senior leaders’ performance

and their teams’ performance. The group’s main responsibility

is to provide and drive common enterprise processes, programs,

and services that accelerate the identification, recruiting/selection,

management and deployment, and overall growth of a deep/broad ready-now pipeline

of senior leaders capable of shaping and executing the Bank’s current and future

growth strategy. Prior to Bank of America, Mr. Fishel held various senior level

Organizational Development and Human Resource Generalist roles with The Coca-

Cola Company supporting their Global Marketing, Global Communications and world-

wide Human Resources functions, with the majority of his work focused on Coca-Cola’s

extensive international operations. Before Coca-Cola, Brian worked for Pizza Hut and

was responsible for designing and delivering Pizza Hut’s executive development programs

targeted at their senior level field operations executives.

David White is a Director of Professional Capability & Development at Microsoft,

where he has worked for five years. He was one of the architects of the career model,

Microsoft’s innovative and integrated worldwide platform for managing and develop-

ing people and aligning strategic change with HR practice. Prior to joining Microsoft,

David was a Principal with Mercer Human Resource Consulting, which he joined in

2001 when Mercer acquired Human Capital Technology, Inc. (HCT), an internet tech-

nology company focused on integrated talent management systems he co-founded in

1998 and led as Chief Executive. Prior to HCT, David was Director of HR for an early

Internet advertising company acquired by Excite@Home, and before that spent five

years in line HR and staff organizational effectiveness roles at Lotus Development (later

IBM). David has over twenty years of experience consulting on and developing solu-

tions for talent management and organizational effectiveness and change. He has

worked with a wide range of companies, from Fortune 500, multinationals as well

Internet and technology start ups, and across industries as diverse as aerospace, retail,

HMOs, pharmaceuticals, and high tech.

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Registration Deadline: January 11, 2008

Registrations will be accepted in

order of receipt. Space is limited.

To register, complete and return the

enclosed registration form. You may

fax your registration in advance and

send the original with your check.

Cancellations prior to the registration

deadline will result in a cancellation

fee of $200; after that time 50% of

the fee will be refunded.

Registration Fee

$2,050 per person / CEO Sponsor

Companies

$2,450 per person / Non-Sponsor

Companies

(See page 8 for sponsor list)

Payment in advance is required. Checks

should be made payable to the University

of Southern California. We accept

Visa, MasterCard, and Discover Card

(sorry, the University does not allow us

to accept American Express). Please

complete and sign the credit card pay-

ment section on the registration form.

Location/Schedule

We will meet at the Manhattan Beach

Marriott, 1400 Parkview Avenue,

Manhattan Beach, CA. Phone:

(310) 546-7511; Fax: (310) 546-7520.

Continental breakfast and lunch will

be served each day. There is a cocktail

reception and dinner on Wednesday,

January 30.

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Registration

Hotel Reservations

Hotel reservation deadline:

January 11, 2008

Hotel reservations should be made by

the participant. A block of rooms has

been reserved at the Manhattan Beach

Marriott at a special rate of $190/single

per night. In order to receive this special

rate, you must mention CEO/USC. These

rooms are available on a first-come, first-

served basis until all rooms in the block

have been reserved or until the reserva-

tion deadline of January 11, 2008. Room

accommodations booked after the dead-

line or outside of the block are subject to

hotel availability and prevailing rates.

Reservations can be made by calling the

hotel reservations at (800) 228-9290 or

(310) 546-7511. The Manhattan Beach

Marriott is located near the beautiful

Pacific Coastline and features its own

golf course. The hotel is approximately

10 minutes from Los Angeles International

Airport (LAX).

Airport Shuttle/Taxi

Cab fare from Los Angeles International

Airport (LAX) to the hotel is approxi-

mately $15 one way. Shuttle cost is

approximately $13 one-way. Upon

arriving at LAX, claim your luggage and

step outside to the orange “Shared Ride

Vans” sign at the shuttle stop. The van

service representatives at the stop will

assist you.

Although advanced shuttle reservations

are not necessary, they are available.

For Prime Time Shuttle information and

reservations, call (800) 733-8267 or visit

their website at www.primetimeshuttle.

com. For SuperShuttle information and

reservations, call (800) 258-3826 or visit

their website at www.supershuttle.com.

Parking

Parking is available at the Manhattan

Beach Marriott at a special rate of $13

per day for self-parking and $18 per day

for valet parking.

Attire

Dress for the conference is casual and

comfortable.

More Information ?

Contact Anjelica Wright at (213) 740-

9814 or by email at anjelicw@marshall.

usc.edu.

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Sponsors

Institutional Sponsor

Booz | Allen | Hamilton

Sustaining Sponsor

Heidrick & Struggles

Corporate Sponsors

Allergan, Inc.

American Express Company

Amgen, Inc.

Baxter Healthcare

Boeing Company

Capital One

Chevron

CVS/Caremark Corporation

DaVita

Deloitte & Touche LLP

DuPont Company

Exelon Corporation

Fidelity Investments

Flextronics

(The) Gap, Inc.

General Mills, Inc.

Goldman Sachs and Company

Harris Corporation

The Hartford

Hewlett-Packard Company

Highmark, Inc.

Jack in the Box, Inc.

Johnson & Johnson

Kraft Foods, Inc.

L.L. Bean, Inc.

Limited Brands, Inc.

LORD Corporation

Mattel, Inc.

Mercer

Merck & Company, Inc.

MGM MIRAGE

Microsoft Corporation

Northrop Grumman Corporation

Payless ShoeSource, Inc.

PepsiCo, Inc.

Pfizer, Inc.

Philip Morris USA, Inc.

PricewaterhouseCoopers LLP

Procter & Gamble

Royal Bank of Canada

Southern California Edison

Starbucks Corporation

Sun Microsystems, Inc.

Towers Perrin

TriWest Healthcare Alliance

UBS A.G.

Underwriters Laboratories

Unilever N.V. Rotterdam

United Parcel Service (UPS)

(The) Walt Disney Company

Washington Mutual, Inc.

Research Sponsors

Personnel Decisions International

WorldatWork

Subscribers

Department of Work and Pensions

United States Navy

Contributors

Judith Blumenthal

iCohere, Inc.

Sponsor list is subject to change.

Return Registration Form to:

University of Southern California

Center for Effective Organizations

Los Angeles, CA 90089-0871

Attn: Talent Management

Phone: (213) 740-9814 Fax: (213) 740-4354

For CEO Use Only

Date entered: __________________

Acknowledged: _________________

Packet Information: _____________

Cancellation Date: ______________

RegistrationForm

Registration Deadline: January 11, 2008

Registration Fee

$2,050 per person / CEO Sponsor Companies

$2,450 per person / Non-Sponsor Companies

(See page 8 for sponsor list)

Please type or print clearly

■ Dr. ■ Mr. ■ Ms.

Full Name

Name Preferred on Name Tag

Title

Company

Mailing Address (please include mail code)

City State

Zip Country (if other than USA)

Telephone Fax

E-mail Address

Please complete the following information:

■ I will / will not ■ attend the cocktail/dinner reception on Wednesday, January 30.

Please select one: I prefer: ■ Beef ■ Fish ■ Vegetarian

Method of Payment: Payment in advance is required.

■ Check made payable to the University of Southern California.

If paying by check, please fax your registration in advance and send the original form with your check.

■ Visa ■ MasterCard ■ Discover Card (Sorry, the University does not allow us to accept American Express)

Please provide your credit card information and sign below.

Card Number Expiration Date

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University of Southern C

alifornia

Cen

ter for Effective O

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ization

s

Los Angeles, C

A 90089-0871

(213) 740-9814

http://ceo-marshall.usc.edu

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