the human resources sector participants … ben...best practices for building your employer brand...

The Human ResourcesExecutive Meeting

Innovative Strategy Organizational Transformation

Leadership Excellence

Sector Participants

EVP, CHCOAMTRAK

VP Human Resources COMMSCOPE

VP Human ResourcesDELAWARE NORTH

VP Human Resources & Security DR PEPPER SNAPPLE GROUP

VP Human ResourcesFISERV

@ConnexHRBen | #ConnexHRBen | www.connexpartners.com

CHROCHILDREN’S HOSPITAL COLORADO

SVP Human ResourcesHARLAND CLARKE

VP Human Resources OperationsTYSON FRESH MEATS

VP Human ResourcesGLAXO SMITH KLINE

VP Administration & HumanResourcesROBERT WOOD JOHNSON HOSPITAL

VP Human ResourcesUNUM

AVP Talent ManagementHANOVER INSURANCE GROUP

VP Human ResourcesON SEMICONDUCTOR

EVP Human CapitalQUANTA SERVICE INC.

VP Talent, Inclusion & EngagementUNITED TECHNOLOGIES CORPORATION

VP Human ResourcesCISCO SYSTEMS

SVP Human ResourcesNATIONSTAR MORTGAGE

SVP Global Human ResourcesQUINTILES TRANSNATIONAL

VP Human ResourcesMETZ CULINARY MANAGEMENT

VP Human ResourcesENERSYS

September 24-26, 2017Royal Sonesta Houston

Houston, TX


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Maximize Your TimeThe Human Resources Executive Meetings are designed specifically for senior human resources executives for whom time is a limited and important resource.

The unique format allows each participant to create their own customized itinerary, focused only on relevant issues and topics. This guarantees that participants are able to take away the information they need to meet their current goals and concerns.

By beginning the event on Sunday afternoon and ending at lunchtime on Tuesday, we limit time out of the office to a maximum of two days, including travel.

Find Solutions and Get Proven ResultsThe focus over these two days is on identifying and deeply exploring strategies and tactics that have proven to be effective. The Human Resources Executive Meeting puts you in close contact with executives from similar organizations to your own, many of whom have implemented - or chosen not to implement - strategies that you’re currently evaluating.

This allows you to leverage the wisdom of your direct peers, getting candid insights on best practices and common pitfalls - the sort of information that is seldom available publicly.

Reliable and Actionable Information Developed by Senior ExecutivesWe provide unbiased content developed by other senior HR executives. We do not accept sponsorship dollars to allow vendors to speak on our platform in any capacity. Furthermore, they are not permitted to attend any of the closed-door discussion sessions.

Intimate and High-Level Networking to Create Strategic and Long-Term RelationshipsAll executives selected to attend the Meeting must meet specific qualifying criteria. To optimize networking opportunities and your ability to build meaningful new relationships, we intentionally cap attendance at 60. Peer-to-peer interactions consist of small group sessions, think tanks, and one-on-one meetings.

Why Attend?

Credit Approval Pending

The Human Resources Executive MeetingInnovative Strategy | Organizational Transformation | Leadership Excellence

Amy Wilder

Tel: (646) 502-8874 Email: [email protected]

For speaking and participation opportunities, please contact:

“I really enjoyed the networking with other senior executives at this forum. I also appreciate the format packed with learning/interaction. The design is ideal.”Tim Hess, SVP HR and Training McLeod Health

“This was a very productive session. Networking and sharing experiences was great. Thank you.”Marcela Zapata, CHRO Transworld Systems

“Utterly unique, I’ve never attended anything before with my true peers, at my level, living with more or less the same issues. It put the value of real networking and bench-marking in an utterly new light for me, fantastic food BTW.” - Mark Thomas, VP Employee Relations, Phoenix Childrens Hospital


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AdvisorTammy Duncan-SwopeVP HR Lamar Advertising

AdvisorKaren Thornton VP HR FTS International

AdvisorHarry Glantz CHRO OHL North America

AdvisorSam Marnick SVP Corporate Administration & HR Spirit Aerosystems

AdvisorGirish Ganesan VP & Global HR Client Services Head Manulife

AdvisorRon PeppeVP Legal & HRCanam Steel Corp

AdvisorVicki Kahaner VP Labor & Employee Relations Northwell

AdvisorMona Abou-Sayed VP, Org Development & Talent, HR Mitel

AdvisorMark Rankin Head of HR Centers of Excellence Invesco, Ltd.

AdvisorBryan Allen EVP, CHRO CIT

2017 Advisors & Contributors

Meredith Lubitz VP Talent Dow Jones

Valerie Norton SVP, Leadership, Learning & Org Development HR QBE North America

Aaron Sobel CHRO Diamond Offshore

Kate Day VP, Workforce Enablement, Global Technology & Operations Metlife

Ollie Malone VP HR Dallas-Ft. Worth International Airport

Tobin Cookman SVP HR ON Semiconductor Corp

Andrew Tidwell VP HRAcosta Sales & Marketing

Paul Slavin VP, Compensation & Benefits, Corporate HR Tenet Healthcare


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Think Tank Sessions|Off the record, intimate peer conversations

What is a Think Tank?It’s you and 15 of your industry peers in a room who are each dealing with challenges similar to your own – so what’s the first question that comes to mind? Many participants find Think Tanks amongst the most honest and practical peer-to-peer conversations they have had, in terms of finding innovative and insightful new ideas, ways of thinking and operating. In a Connex Think Tank, each participant can elicit, discuss and analyze their most effective strategies and ideas as directly and honestly as possible; going well beyond the obvious in terms of what is really working, what hasn’t and crucially - why.

What is the Role of Engagement in an Effective Organization?

Sustaining high employee engagement depends on employees’ alignment with organizational culture, mission and vision. Un-derstanding how engagement is influenced by your culture and perhaps more importantly what metrics will confirm employee engagement is driving business outcomes.

This peer group discusses:• Surveying best practices: What cultural aspects of your orga-

nization today drive high employee engagement?• How do you use engagement surveys to drive strategy? • What leadership initiatives lead to high employee engage-

ment?• What organizational metrics will confirm employee engage-

ment is driving business outcomes?

Building a Best in Class Compliance Program

The case for effective compliance is an easy one to make; but the steps to carrying this out are harder. The United States’ Federal Sentencing Guidelines for Organizations state that “to have an effective compliance and ethics program, an organiza-tion shall exercise due diligence to prevent and detect criminal conduct; and otherwise promote an organizational culture that encourages ethical conduct and a commitment to compliance with the law.”

This guided session discusses: • A case study on the building of a best-in-class program • Approaching new cultures: in order to remain compliant

and deal with corruption, you must dig into cultures/groups that won’t necessarily work with outsiders; learn how to get them on your side.

• ADA, Family Leave, EEOC and training strategy


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Creating the Optimal Employee Experience

Cutting-edge companies such as Airbnb and Facebook are looking to the HR department to lead the charge in making the workplace experience a positive one for employees.

Discuss such challenges as: • How can HR ensure the physical workspace is conducive

to productivity?• Intellectual- developing a career advancement path • Aspirational - how much transparency can you provide? • Virtual- best technologies to let employees flex and work

remotely • Emotional- how do you get employees to be emotionally

invested in your brand?

Best Practices for Unity following a Merger or Acquisition

Bringing together two separate company cultures to form a new, collaborative, high performance environment is incredibly chal-lenging. M&A activity fails more often on the culture side of the house, than on the transactional side - so don’t make the mistake of leaving cultural integration to chance.

This discussion delves into:• How to work with senior leadership to organize the opera-

tional aspects of the merger • Success stories of thriving mergers• Tackling a merger/acquisition from a cultural perspective• Tackling a merger/acquisition from a benefits perspective• Achieving cultural unity and operational excellence


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Managing Diversity and Gender Parity in the 21st Century Workplace

AAP/EEO compliance is important. However, remaining in compli-ance with these programs is far from being the only reason to engage in diverse hiring.

This group discusses:• The business case for diversity in hiring: the difference between

approaching diversity as ‘nice to have’ vs. ‘an asset that can add to the bottom line’

• How do you increase visibility and awareness of inclusion and what does that really look like?

• How do you cast a wide net in order to attract a wide range of diverse talent?

• How do you develop and engage diverse talent? How do you plan their career paths?

• The role of senior leadership in championing diversity

Preparing the Company for Future Leadership Through Innovative Succession Planning

Succession planning is a challenge plaguing almost every orga-nization. Hear a case study from a CHRO who was challenged with building a succession ‘philosophy’ and process from scratch.

This session explores the journey of building a succession initiative from the ground up as well as:

• Learning about your employees- how do you determine what they want for their lives and careers? What else can you learn about their professional experience?

• What methodologies can be used to assess potential and develop a succession plan?

• The importance of encouraging a broader view when developing a succession management strategy.


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Best Practices for Building your Employer Brand

TrueBlue has a diverse and interesting employee population that provides multiple benefit challenges across the board. This topic explores how to use your benefits to build your ‘employer brand.’ Many professionals see it as the key to increasing retention and im-proving recruitment. However, few have the tools to actually build a differentiated brand and become an employer of choice.

This session discusses: • How do you manage and ensure employee engagement while

meeting regulatory obligations?• How do you communicate your brand strategy and build the

emotional connection? • How do you align your brand with the needs of the talent you

are trying to attract? How do you ascertain what the industry actually looks for?

• Your culture is your brand - discuss strategies to ensure that your employees live and breathe it

• Following through on initiatives and communicating them properly - failure to follow through has a negative impact on your brand

Employee Population Health: Promoting a Culture of Wellness

Gathering information on employee health can be intrusive. Some employees are also sensitive about health and wellness programs. However, when it comes to both designing an ef-fective healthcare package and promoting wellness, you need information and you need effective initiatives.

This session discusses: • Best practices for pushing potentially sensitive wellness

initiatives• Keeping it fun! Creative wellness initiatives that will

encourage teamwork• Leveraging corporate culture to increase buy-in: how

to let employees know you have their best interests at heart


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Change Management: Communicating Change to Drive Positive Project Outcomes

Change is a scary word - and when changes hit the workplace, employees can be confused or lose morale. The process of change must be closely managed in order to achieve the desired outcome.

This group discusses how to: • Effectively communicate changes in policy to employees• Become familiar with the principles of change management:

planning, execution and follow-up• Provide follow-up, check-ins and support in the aftermath of

a change in order to keep employees on track and ensure they have adapted

Executive Coaching and the Practical Application of Leadership Theory

The importance of executive coaching is often deemphasized and lost in the shuffle of running an effective HR department. However, in a time where the older generation is retiring quicker than successors can be found, tried and true leaders are more important than ever.

This session delves into: • Shining a light on gaps in managerial leadership skills

and accountability • How do you practically apply the theories of leadership to

real world situations? How do you push your managers to follow suit?

• How do you take a longitudinal approach to leadership?


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General SessionsWhat is a General Session?Take a deep-dive into the topics below through the eyes of one of your peers as they explain ‘what’, ‘how’, ‘where’ and ‘how much’. This is your ‘talking head’ session – lucky for you, that ‘talking head’ is an industry guru!

Driving High Performance vs. Managing Performance

Are you managing performance or driving it? This interac-tive case study will showcase steps a company must make in order to build a high performance workforce.

This session discusses:• The difference between driving performance and man-

aging it - What are the benefits of driving performance?• Do your KPI’s address the organization’s long term

goals? How can you ensure KPI’s reflect the long term strategy and not simply the ‘day-to-day’?

• Creating an inclusive process for driving high perfor-mance

Transforming Your Talent Management Approach: Laying a Foundation for Consistent Talent Management

This case study presents how to transform from an inconsistent, siloed approach to talent management, to a wholistic, streamlined approach. Talent management is at the heart of HR - talent at-traction and retention are some of the most important metrics by which the success of the HR department is measured. Learn how to lead a talent management transformation effort.

This session discusses: • Creating foundational companywide talent management

initiatives: including training, performance management, and succession planning

• Developing and socializing a clear talent management frame-work that creates transparency about how all the different components of talent management work collaboratively


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Panel DiscussionsWhat is a Panel Discussion?You know how this works! A few really smart people on-stage providing you with perspective that you have either - never heard of, never thought of, or wish you came up with!

The Strategic CHRO: Exploring the Evolution of HR in the C-Suite

What is the place of HR in the C-suite? Four executives in the space will tackle the important questions facing today’s HR leaders.

This panel discusses:• How did we get to where we are today? The evolution of how

the CHRO/CPO came to be. • What is the C-Suite concerned about for 2017? What’s coming

down the pipeline? • How should the HR CXO lead strategically? How do they use

their voice in the C-Suite to lead HR from the top?

Driving High Performance vs. Managing Performance

Your Total Rewards program can be best-in-class, but if employees don’t understand the offerings or don’t engage in the program, then it’s money wasted. Educating employees about their benefits can be a tough job. Employees are used to thinking of their pay and benefits—in a conventional way, in terms of straight dollars. However, the modern total re-wards program encompasses many components designed to make employee’s work experience more positive.

This panel of thought leaders discusses:• How to communicate your total rewards program to

employees• How to best encourage engagement and how to break

down barriers to engagement• Demonstrate to employees that your package is com-

petitive in the marketplace

Human Resources Meeting Contributors

the human resources sector participants … ben...best practices for building your employer brand...

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