Conference Day Two: Wednesday, November 17, 2010
7:30 Registration & Coffee
8:05 Chairperson’s Opening Remarks
Dr. Mike Echols
Executive Vice President
Strategic Initiatives and Bellevue University's Human Capital Lab
8:15 KEYNOTE: Training A New Generation Of Leaders
Delaware North Companies Inc (DNC) is a leading global provider of hospitality and food services, with operations in the lodging, sporting, airport, gaming and entertainment industries. Generating over $2 billion in annual revenue, the family-owned company employs over 50,000 people worldwide. Discover how the company developed cost-effective global learning throughout the organization in order to develop a highly diverse workforce.
- leveraging the entire leadership program at different levels for virtual and in person components
- expanding the front line supervisory training to focus on both soft skills and building operational strength in the organization
- aligning The Pinnacle Program for management and leadership development with DNC business strategies, with an aim to recognize, develop and promote talent from within the ranks of the business.
Find out how a training organization can become fluid in order to provide effective learning
solutions as a one size approach or singular modality simply does not work.
John Kist
Senior Manager of Talent Development
Delaware North Companies
9:00 KEYNOTE: Aligning Elearning With Corporate Goals
At Research in Motion, aligning elearning and development to corporate goals is a front and center priority at all times. This session will discuss the creation, launch and support of an elearning program based on strategic requirements from the business as it relates to their learning and development needs.
- enhancing employee engagement
- developing an investment strategy and approach
- leveraging elearning as a cost efficient development tool
- integrating elearning with existing corporate programs
Lisa Wienburg
Talent Management and Learning Partner
Research in Motion
Learning Leader of the Year – SkillSoft Perspectives 2009 Award
9:45 Networking and Refreshments Break in the Expo Hall featuring the Brilliance Bar
10:30 KEYNOTE: Design Global, Deliver Local: How To Create Cross-Cultural
Learning Programs
Momentive Performance Solutions, the world’s secondlargest producer of silicones, has sales of over $2.6 billion and operates in 36 countries. This session will address a common challenge for international companies – How do you deliver consistent training programs on a global basis while tailoring programs to each culture?
- balancing consistency in development programs
- adapting to cultural learning styles
- standardizing procedures and workflows
- how to establishing a global network of ‘auxiliary faculty’ and subject matter experts
- the importance of internal branding in communicating across cultures
- an overview of country-specific learning metrics
Discover how to align resources and training collateral into cohesive L&D programs that meet
many regulatory and organizational requirements.
Donal Conn
Global Learning and Development Leader
Momentive Performance Materials
In The Expo Hall: KEYNOTE: "A Learning
Revolution Is Taking Place, Again
- You Can Lead It Or Follow It....”
Christopher R. Hardy
Ph.D., Director
Global Learning and Technology Center
CONCURRENT TRACKS BEGIN: CHOOSE A, B OR C
Track A: Alignment, Measurement and Strategy
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Track B: Innovations in Learning and Social Learning
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Track C: Talent Management
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11:20 Corporate University Leader Of The Year – Strategic
Alignment And Talent Management Strategies
Find out how Carolyn Turman was the driving force behind
launching MLGW University in 2006 and winning the CUBIC
Award for the Best New Corporate University Award in ’07, and
continues to propel the University to new heights.
- gaining the support and involvement of 100% the executive leadership team
- exceeding customers’ expectations even under adversity
- establishing Executive Council and “Schools of Learning”
- maximizing technology and resources
Discover how MLGW University ensures that its curriculum is
aligned with the strategic plan and adds value to the
organization through their talent management and executive
development process.
Carolyn Turman
Chief Learning Officer, Memphis Light
Gas and Water Division
Winner IQPC 2009 CUBIC Awards –
Corporate University Leader of the Year
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11:20 PANEL SESSION: Positioning Training As A
Legitimate Business Function – “Not Your Daddy’s
HR Department”
This panel will provide concrete strategies for integrating training in the business cycle including: gaining executive buyin, selecting training technologies, and partnering with universities. Find out how to create a detailed strategy so that executives treat you as a business rather than a stand alone human resource function. Discover how to understand business problems and develop a 5 year plan to help the business close the gaps.
- developing competencies
- creating a governance model
- measuring performance
- demonstrating ROI
Find out how to look at learning from a business/customer lens
rather than from a training/learning lens and position learning
as part of the business solution.
Jeffrey S. Gill
Director of Training Management
Valerus
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11:20 Learning And Development’s Role In Building The
Next Generation Of Leaders
As Caterpillar Inc. begins a new decade, the incoming chairman has identified leadership development, especially the training of the next generation of leaders, as a top priority. This session will address how Caterpillar University is approaching this challenge as part of the corporation’s commitment to their strategic vision.
- revamping and expanding internal leadership development processes to encompass both new leaders and key job roles
- leveraging a Tuition Assistance Program to enable employees to attain M.B.A.s
- using a shared strategic vision to shape the mission of the corporate university
Find out how to align and integrate leadership and career development goals with overall long-term growth strategies.
Paul T. Walliker Sr.
Senior Consultant, Learning Systems Strategy, Caterpillar University and Organizational Effectiveness
Caterpillar Inc.
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12:05 CUBICTM Awards Luncheon
1:45 Reengaging Employees And Aligning Them With
Corporate Strategy
As we’re getting back to a growth market, it’s important to reengage employees and align personal growth plans with organizational strategy. Clarkston’s ongoing plan for further enhancement of professional development offerings involves continuous alignment with the company’s overall business strategy. Find out how the skills of the workforce are aligned with marketplace, client demands, and thus, firm strategy.
- collaborating with C level and global practice owners instead of operating in a vacuum
- realigning competency based career models and tying them to company strategy
- educating staff on emerging service offerings through panel sessions, workshops, coaching, and mentoring
- enhancing retention and engagement by getting staff personally invested in their careers
Find out about the signature “Win Win Win” where employees,
company and clients benefit.
Irene Lewis
Professional Development Manager
Clarkston Consulting
WINNER 2009 IQPC CUBIC AWARD – Best Mature
Corporate University
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1:45 Games And Simulation Across Different Mediums
And Applications
Find out how DAU implements games and simulation for education and training with a focus on experiential opportunities. Leverage technology to provide experiences for people across applications:
- casual learning games on the DAU site
- mobile media with iTunes
- Facebook and social media applications
- formal games in courses
Discover how to leverage the information in appropriate
content resulting in deeper learning, improved learning
retention and enhanced job performance.
Alicia Sanchez
Games Czar, Defense Acquisition University
a DOD Organization
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1:45 Managing Employee Attrition Through Training –
Luminant Academy
As of 2000, employees in the electricity industry had an average tenure of 15 years with their respective companies, the highest among the world’s labor force (International Labor Organization, 2003). Luminant did not have plans to construct additional power plants or mines; hence, the workforce was going to be extremely stable. Find out how the award winning Luminant Academy was launched to address a major attrition problem. With the average employee age of 52, 50% of the highly seasoned workforce may retire within the next 5 years. Find out how Luminant Academy:
- delivers intense training totaling 123,000 hours in 2009
- provides instructor led lectures
- offers hands on training through the major investment in power plant simulators
Find out about the cause and effect training and how
Luminant Academy achieves “light bulb moments of success.”
Dirk Hughes
Luminant Academy Director
Luminant
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2:35 Driving Strategy To Achieve Results – Aligning
Learning And Performance
Do you want to find out how to change the culture of your organization, while driving performance and results? Come find out how the City of Richmond is changing its culture to enable more accountability at the individual level while driving business results at the same time. Discover how to align all of your HR systems and process to be a true strategic partner in the organization. The City of Richmond has recently implemented a new performance management model/career management model that is aligned to corporate strategy, values, and divisional business plans. By working with the divisions to help create this line of sight, while fostering individual accountability, the City is seeing that staff engagement is up, more staff are applying for positions, volunteering on different projects, and most recently were highly engaged in the very successful 2010 Winter Olympics. Learn how with very little resources or budget you to can make a huge difference to your organization, by creating and focusing on strategic alignment of your learning and hr initiatives.
Carol Hama
Manager, People Development
City of Richmond
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2:35 Innovation: Improving Efficiency And Effectiveness
In Learning
This session will cover a full spectrum on learning innovation including how to use social media, serious games, mobile learning and virtual worlds to improve learning. Find out how the U.S. Air Force developed an idea program that allows instructors to pitch their ideas for funding technology demonstrations. It’s not just an idea program but a knowledge sharing forum where different units learn from successes and failures. This session will also address a social media challenge - How to use social media to improve the mission and get a message across. Find out how U.S. Air Force makes sure their social media message is targeted across 80,000 in command.
Colonel John Thompson
Future Learning Advisor, Air Education and Training Command
U.S. Air Force
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2:35 Multi-Level Mentoring Programs
This session will address how to build the leadership bench and combine adult learning. When you are developing your leadership cadre, training and development is helpful but what employees really need is experiential learning. Mentors help to shape you just as much as experiential environments do.
- taking advantage of multi-level mentoring programs including: group, peer, traditional, virtual and reverse mentoring.
- leveraging open source technology with documented processes and templates
We’ll look at mentoring like a cafeteria menu of options; you pick the options that work best for you. Discover how training can be customized- not just for a company but for an individual. Find out how to speed up your learning, improve customer relations, keep staff engaged and retain your top performers.
Mary Kitson
Lead Organizational Consultant, Non-Profit Think Tank and Mentoring Program Director
Northern VA and Dulles SHRM Chapters
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3:20 Afternoon Refreshments And Expo Hall Showcase
4:00 Cubictm Award Winners Panel
4:45 CLOSING KEYNOTE: Future Workplace And Workforce And The Impact On Learning
Discover what our workforce will look like and how they will expect to work and learn. Three major factors are changing the way we do business and the way we do learning – generations entering
the workforce, business needs/trends, and consumer expectations. Based on these impacts, how will the learning organization be different in the future and what are the skills necessary to be
successful?
- impact of social media
- “disruptive” and collaborative technologies
Michelle Carlson
Assistant Vice President
MassMutual