Campuses:

2014 HR Tomorrow

Tools for Tomorrow: Evolving Your HR Skill Set
April 11, 2014

Conference Agenda

Time Event
7:15 - 8:00 a.m. Registration and Continental Breakfast
8:00 - 9:30 a.m.

Welcome and Morning Keynote Address

From Data to Insight: Using Analytics to Make Better People Decisions

Brian WellePeople Analytics Director, Google
Humans are complicated. Uniting them under a single mission, asking them to work side by side productively, while ensuring that they are fulfilled in their roles, happy with their teams, and thriving physically, emotionally and financially, seems an impossible task. Yet those are the mandates of HR functions. Fortunately we have many tools that can help HR professionals help our businesses -- and the people who work in them -- succeed. Data, research and analytics are three of the most powerful tools we have, yet the ones that have been least exploited in our field. In this presentation, Brian Welle will talk about Google's People Analytics journey: how it built a data-driven HR organization, and the lessons they have learned that can help other organizations take advantage of the power of analytics.

Due to proprietary content and/or company policy, this presentation will not be available online.

9:30 - 9:45 a.m. Break
9:45 - 10:55 a.m.

Morning Breakout Session 1

Going Deeper on Analytics: A Working Conversation with Brian Welle and Breakout Session Participants 

Brian WellePeople Analytics Director, Google

Not your typical conference breakout session. For those who want to have a deeper conversation about analytics, talk about your successes, hash through challenges, or ask others what they are doing, this breakout is for you. No power points or formal presentation.

Change Management and Organizational Design

Craig MundyVP Enterprise Learning and Talent Management, Ingersoll Rand

During this presentation, Craig Mundy will discuss the strategy and execution involved in an organization re-structuring, from the initial planning to the communication. Beginning at a high level with Ingersoll Rand's former structure and the transformation from four sectors into eleven market-focused strategic business units, Mundy will discuss the rationale behind the re-structuring and how it relates to talent management. With a change of this magnitude, shifts in leadership roles and organizational team structure occurred, particularly within the HR organization in order to provide the business with flexibility, investment and accountability to grow successfully. Mundy will also speak to the importance of identifying and retaining key talent while promoting operational excellence, and maintaining efficiency. He will also discuss the ongoing change management process including the criticality of ensuring a seamless transition and effective, transparent communication.

Due to proprietary content and/or company policy, this presentation will not be available online.

The Way to an Executive's Heart: Cost & Productivity

Chris Stiernagle, Global Workforce Planning Leader, GE

In a world where an executive is exposed to hundreds of disparate business messages/requests every day, how do we as an HR function provide workforce intelligence that the CEO / CFO leverages to drive action?Through the lens of GE Capital's WFP team's wins/losses, this presentation will go through the "stories" of how we arrived at the current state:regular operating rhythms where the executives are asking for these powerful insights and driving action.Pragmatically, we will review 6 examples of operating and functional executives leveraging workforce productivity to drive strategy.

10:55 - 11:10 a.m. Break
11:10 - 12:20 p.m.

Morning Breakout Session 2

Coaching: Great Practices for the HR Professional

Barbara HoesePresident, Inventure

In its simplest form, coaching is a conversation that helps an individual journey from "here" to "there." This session will help HR professionals recognize when a coach-like approach will increase their effectiveness and introduces basic coaching skills to support their efforts.

See Barbara Hoese's presentation here: Barbara Hoese (1.57 MB)

Using Workplace Social Analytics To Enhance Business Culture and Performance

Vikas NarulaCreator and Co-Founder, KeyhubsBill McKinneyVP of Talent and Strategy, Thrivent Financial for Lutherans

Despite the advent of "big data" and business intelligence analytics, HR and business leaders are still relatively unfamiliar with the power of workplace social analytics for driving business outcomes. In this session, Vikas Narula will educate participants on the power of informal relationships and why workplace social analytics should be a central focus of HR leaders and executives. Key issues covered include: revealing critical influencers to help drive change; uncovering hidden talent to get the most out of your organization; identifying teams that thrive, excel and outperform the status quo; and pin-pointing silos and overcoming them to boost collaboration. Narula will provide attendees with insights and examples of how inter-personal workplace dynamics often goes unnoticed, yet serve as a potent driving force in business outcomes. Case studies and examples will be reviewed to highlight impact on the bottom-line. Attendees will leave with a new and unique technique for optimizing organizational performance. 

Due to proprietary content and/or company policy, this presentation will not be available online.

Learn From Workforce Planning and Analytics Thought Leaders

Brian Kelly, Workforce Analytics & Planning Global Practice Leader, MercerNicholas GarbisWorkforce Intelligence COE, GE Power & Water

Strategic workforce planning is top of mind for HR and senior business leaders across the globe. Growth and expansion plans, scarcities of critical talent, and inefficient talent pipelines have prompted an increasing number of companies to include workforce planning as part of their core HR service offerings with the goal of driving meaningful results in operations across the entire organization. These factors, coupled with the availability of big data to support this understanding, have made it achievable in today's organizations. Learn from global innovator GE and workforce analytics and planning thought leader Mercer as they describe how to structure, implement and deliver on best-in-class workforce planning programs. Specific topic discussions will include identifying critical talent pools, forecasting future workforce needs, understanding demographics and their implications on the sourcing of talent, as well as creating and maintaining a workforce planning function within the organization.

See Brian Kelly and Nicholas Garbis' presentation here: Brian Kelly and Nicholas Garbis (3.73 MB)
 

Corporate Transformations: How HR Professionals Must Transform for their Companies to Transform

John NelsonPresident and Founder, BT+L Partners

Companies are regularly challenged by external forces and internal limitations requiring transformational change to remain competitive and to meet customer, investor and workforce demands. This presentation will feature a remarkable company transformation, led by the HR function. A significant transformation of the HR function had to happen first with a significant shift and upskilling of the global HR team. The CEO described the HR function as "...the worst function in the company..." when John Nelson was brought in to fix the function. Two years later the CEO ranked HR the #1 function in the company and HR was credited for leading the transformation of the company. Learn how HR transformed itself, how the role and skills of the global HR team shifted, and how new skills and behaviors were rapidly developed to enable HR to lead a highly successful global transformation. Other corporate and HR transformations will be cited by the presenter to build the case for the most critical skill sets required in HR during times of change.

See John Nelson's presentation here: John Nelson (1.58 MB)

12:20 - 1:20 p.m. Networking Luncheon
1:20 - 2:30 p.m.

Afternoon Breakout Session 1

Talent Management in a Time of Change

Ronald PagePresident, Assessment Associates InternationalPaul AasenCity Coordinator, City of MinneapolisDr. Kevin NilanMeasurement Systems Manager, 3M

Organizations often achieve competitive advantage through the quality of their employees, assuring that they can hire and develop the right talent. However, many current issues make this difficult, including the "silver tsunami," or baby boomer retirements, increased competition for top talent from global markets, and the complexity of implementing HR programs globally. This panel discussion will present three different perspectives on these important issues. Ronald Page will describe the use of Internet-based leadership assessments for both selection and development, and will describe how personality assessment, including the Big 5 factors of personality, is used globally to enhance the selection and development of leaders. Paul Aasen will describe the City of Minneapolis' Leadership Assessment process, which is used as a performance management and leadership development process for department heads that report to the City Council. Kevin Nilan will describe issues in leadership selection and development facing global employers, and will frame his comments within his experiences while working with 3M North America and 3M Asia. The three presenters will then conduct a dialogue with the audience regarding issues and approaches that may be used for improving selection and talent management processes in this time of rapid change.

How to Get Employee Engagement Right: What Works, What Doesn’t, and Why

Brandon SullivanDirector of Organizational Effectiveness, University of MinnesotaColleen Manchester, Assistant Professor, University of Minnesota

The science of employee engagement is clear: organizations of all sizes and types succeed to the extent they have a workforce that is dedicated, focused, and motivated to pursue shared goals. In recent years, this realization has led many organizations to include employee engagement as a core component of their talent management strategies. The result has been a proliferation of engagement surveys designed to help leaders understand and enhance workforce effectiveness. At the same time, some of the tools and methods designed to increase engagement have left many business leaders and HR executives wondering if their efforts are paying off. In fact, some common practices in the implementation of engagement surveys can actually create cynicism. Additionally, many engagement surveys and practices are not consistent with the science of engagement. This presentation will focus on two important issues that are critical to creating and sustaining an effective employee engagement program. First, the presenters will discuss the science behind engagement; and then, they will explore the common failure points that can derail engagement efforts.

See Brandon Sullivan's and Colleen Manchester's presentation here: Brandon Sullivan and Colleen Manchester (1.47 MB)

Assessing Reward Effectiveness: A Research Study of WorldatWork Reward Professionals

Tom McMullen, Vice President, Hay Group Inc.Adam KahleConsultant, Hay Group, Inc. 

Senior executives have learned to appreciate that human capital must be managed both strategically and efficiently. This realization underscores the fact that human capital is often one of the largest financial expenditures organizations make. Excessive labor costs can quickly erode profits and jeopardize an organization’s ability to compete within their industry. On the other hand, under-investment or poorly designed and executed reward programs make it difficult to attract, retain and engage needed talent. Ineffective reward programs can divert employee attention and energy from the most important business goals and provide a number of risks. External benchmarking of cash compensation paid to a subset of benchmark jobs based on such factors as size, industry, and revenues is perhaps the most common way of determining if reward programs are appropriately structured and funded. Organizations spend large amounts of time, energy and resources in this type of benchmarking. However, benchmarking total remuneration levels, total labor costs, reward design and the perceived effectiveness of reward programs can provide more meaningful insights into reward program effectiveness than traditional benchmarking activities. The limitations of traditional compensation benchmarking make it difficult to determine the question that is at the top of the CEO's mind "Are my labor costs properly aligned with my business to achieve the best return of our human capital investment (ROI)?" Furthermore, a comprehensive examination of the methods used to monitor how reward programs are assessed by organizations has not been conducted in recent years. Based on our discussions with reward leaders, we suspect that assessment of reward strategies, policies and programs is becoming more important. However, the extent to which reward leaders are assessing these programs is unclear. This study explores how organizations analyze, report and manage their human capital ROI and the role that reward professionals play in this process. We are interested in determining the methods reward professionals use to monitor and evaluate pay strategies, policies and programs, and how effective those methods are. This survey builds upon over a decade of reward practices studies that Tom McMullen, Hay Group and Dow Scott, Ph.D. of Loyola University have conducted with reward professionals. 

See Tom McMullen and Adam Kahle's presentation here: Tom McMullen and Adam Kahle (1.32 MB)

Using Social Media for Talent Acquisition and Networking to Build Your Professional Value Proposition and Benefit Your Employer

Sally Stewart, VP HR & Recruiting, Growe Technologies

Recruiting, networking and talent acquisition via social media in HR is one of the most underutilized and underrepresented skills that HR professionals possess today. Talent acquisition is extremely expensive to any organization and an HR professional who can effectively identify and attract the right talent is not only an invaluable asset to an organization, but also opens new avenues to grow their own career in today's workforce environment. The presenter's career has grown from that of a Carlson MA-HRIR graduate student (with an interest in compensation and benefits) to one of the most-networked HR professionals and strongest IT recruiters in the metro area. In this session, attendees will learn the value of networking and talent acquisition through social media, and explore several hands-on, applicable tactics to use on LinkedIn and other publicly visible professional social media networks. These networking strategies and methods will help attendees develop their value proposition, which can translate into benefitting future employers.

See Sally Stewart's presentation here: Sally Stewart (364 KB)

2:30 -2:45 p.m. Break
2:45 - 4:00 p.m.

Afternoon Keynote Address and Closing

HR Matters: Perspectives on the Evolving Expectations of HR Leaders

Ann Powell JudgeChief Human Resources Officer, Bristol-Myers Squibb

The world of the HR Business Leader continues to evolve. To be successful, HR leaders need to employ a diverse set of strategic and technical skills to effectively engage with their business partners and they need a framework to execute it well. Ann will share her background, lessons learned, and the approach she has employed to drive key initiatives globally.

See Ann Judge's presentation here: Ann Judge (1.6 MB)

4:00 - 5:30 p.m. Networking Reception

Presenters

Morning Keynote Speaker

Brian Welle, People Analytics Director, Google

Brian WelleBrian Welle has been a member of Google's People Analytics team since August, 2006. During that time he has conducted research and designed programs that strengthened Google's HR initiatives. He currently leads a team of Analysts that has three main goals: (1) guide Google's talent management, learning programs, career development and diversity practices through the strategic use of data; (2) launch surveys that take the pulse of the organization, including the annual employee opinion survey, and empower clients to act on the results; and (3) conduct basic HR research through the People and Innovation Lab (PiLab), an internal HR think-tank focused on understanding (and improving!) manager effectiveness, employee health, and innovation. PiLab research has been featured in the New York Times, Harvard Business Review, HR Executive Online, the MSNBC program, Your Business, among others. Prior to joining Google, Brian was a Research Director at Catalyst, a non-profit consulting organization specializing in diversity, and was a post-doctoral fellow at Harvard's John F. Kennedy School of Government. He holds a Ph.D. in Industrial and Organizational Psychology from New York University.

Afternoon Keynote Speaker

Ann Powell Judge, Chief Human Resources Officer, Bristol-Myers Squibb

Ann Powell JudgeAnn Judge joined Bristol-Myers Squibb in March 2013 as Chief Human Resources Officer. Bristol-Myers Squibb, an $84 billion market cap global biopharmaceutical company, discovers, develops, manufactures, markets, and sells biopharmaceutical products that help patients prevail over serious diseases worldwide. Ann has responsibility to enhance the company's talent capability, culture and organizational effectiveness in support of the discovery, development and delivery of innovative medicines.

Prior to joining Bristol-Myers Squibb, Ann was the Chief Human Resources Officer for Shire Pharmaceuticals - a global, publicly traded bio-pharmaceutical company focusing on the treatment of rare and symptomatic diseases with operations in 27 countries, and products marketed in over 50 countries.

Previous to Shire, Ann was with Wyeth for six years, most recently as the Corporate HR Vice President for the Wyeth’s Pharmaceutical Division. Ann joined Wyeth in 2003 as the HR Vice President for the global Manufacturing organization. In 2006 she was appointed the HR Vice President for the global Commercial organization.

Prior to Wyeth, Ann spent thirteen years at The Dow Chemical Company in a variety of HR positions of increasing scope and responsibility including two expatriate assignments. She was based in Horgen, Switzerland and Leipzig, Germany before relocating to Philadelphia in late 2003.

Ann has expertise in executive compensation, leadership development, change management, diversity/inclusion, training design & delivery, recruitment & placement, labor relations, mergers & acquisitions, divestitures and green field start-ups.

Ann earned a BS degree from Iowa State University and a Masters degree in Industrial Relations from the University of Minnesota, Minneapolis. She is certified as a Sr. Professional in Human Resources (SPHR).

Morning Session I: Breakouts, 9:45 a.m. to 10:55 a.m.

Brian Welle, People Analytics Manager, Google

Session Title: Using Analytics

Craig Mundy, VP Enterprise Learning and Talent Management, Ingersoll Rand

Session Title: Change Management and Organizational Design

Ingersoll Rand is diversified, global organization and has undergone many changes within the past year. Craig Mundy, VP of Enterprise Learning and Talent Management for Ingersoll Rand, and his team focus on designing and deploying competitive talent management strategies, attracting and developing global leaders, building organizational capability and effectiveness, and driving employee engagement through a progressive, diverse and inclusive focus.

Chris Stiernagle, Global Workforce Planning Leader, GE Capital

Session Title: The Way to an Executive's Heart: Cost & Productivity

Chris Stiernagle is currently global workforce planning leader at GE Capital. He holds an MBA from Southern Methodist University and a BA in Economics from Northwestern University. Prior to working at GE, he worked as a consultant for Watson Wyatt.

Morning Session II: Breakouts, 11:10 a.m. to 12:20 p.m.

Nicholas Garbis, Workforce Intelligence COE, GE Power & Water

Session Title: Learn From Workforce Planning and Analytics Thought Leaders

Nicholas is the leader of the Workforce Intelligence COE at GE Power & Water, a division of General Electric with 40,000 employees in 100 countries. The COE is responsible for creating value by building the P&W team's capabilities with workforce planning tools and processes, and for delivering advanced workforce analytics that drive enhanced decisions around talent. Nicholas started his GE career in 2010, joining the GE Energy division's Global Strategy & Planning team in a dual role with dotted line into the CHRO. Nicholas worked on global economic and labor market scenarios for the energy sector, and also integrated workforce planning as a process in the business' strategic planning cycle. Prior to joining GE, from 2008-2010, Nicholas worked as a Senior Consultant for Infohrm (now part of SuccessFactors/SAP), a firm specializing in workforce analytics and workforce planning. From 2000-2008, Nicholas worked for Target Corporation in various positions in Finance, Store Operations, and HR. Prior to Target, he taught high school mathematics in the Minneapolis Public Schools and also worked in the insurance industry. Nicholas holds a degree in Actuarial Science from the University of Illinois at Urbana-Champaign. Nicholas is based in Minneapolis, Minnesota.

Barbara Hoese, President, Inventure

Session Title: Coaching: Great Practices for the HR Professional

Barbara is president of Inventure, a Minneapolis-based leadership development and coaching firm with a global reach. Holding a master's degree in Business Communication from the University of St. Thomas and a coaching certification from the Coaches Training Institute, Barbara has led workshops and coached leaders throughout the U.S. and internationally. She has over 20 years of experience in coaching and leadership development and has worked with thousands of people to help them discover and express the power of purpose and choice in their lives.

Brian J. Kelly, Workforce Analytics & Planning Global Practice Leader, Mercer

Session Title: Learn From Workforce Planning and Analytics Thought Leaders

Brian is a partner at Mercer and is the global commercial leader for the human capital metrics & analytics solutions. Brian previously served as the Co-Chair of the Institute of Human Resources Workforce Planning & Analytics Working Group and Vice Chair of the Society of Human Resource Professional's (SHRM) workforce metrics taskforce. Prior to Mercer, Brian was the President, North America of Infohrm, the recognized industry leader in workforce reporting, analytics and planning solutions across the globe. Brian led Infohrm's North American operations and was responsible for the firm's global sales, marketing and partner strategy leading to the firm's acquisition by SuccessFactors in July 2010. Prior to leading Infohrm, Brian served in a variety of management and leadership positions in the software, services and investment management industries with such firms as DoubleStar, Inc. and SEI Investments.

Bill McKinney, VP of Talent and Strategy, Thrivent Financial for Lutherans

Session Title: Using Workplace Social Analytics To Enhance Business Culture and Performance

Bill McKinney is Vice-President of Talent and Long Term Development at Thrivent Financial, an $80+ billion dollar fraternal benefit society that offers a wide range of financial products and services to over two million members throughout the United States. Bill has been at Thrivent for 11 years and has led a wide variety of groups including: distribution strategy, financial associate recruiting and launch, mass market strategy, new business development, marketing research and analytics, business intelligence, and most recently talent and change management. In his current role, Bill is a member of Thrivent's Senior Leadership Team and is responsible for ensuring that Thrivent is effectively leveraging market and company insights to identify and develop critical strategic and human resource capabilities that Thrivent will need over the next 3-5 years. Bill grew up in Eastern Kentucky, earned his bachelor's degree in history from Carleton College and an MBA from the University of Minnesota. Prior to joining Thrivent, Bill worked at McKinsey & Company where he led strategic consulting engagements with global 500 financial services organizations for 4.5 years. Bill is currently on the Board of Directors for CaringBridge and MinnPost. He is Chairman of the Board of Directors for the American Fraternal Alliance and a member of the Intelligence Committee for the International Co-operative and Mutual Insurance Federation. 

Vikas Narula, Creator and Co-Founder, Keyhubs

Session Title: Using Workplace Social Analytics To Enhance Business Culture and Performance

Vikas is Creator and Co-Founder of Keyhubs, a Minneapolis-based management software and consulting firm which specializes in helping organizations realize their potential by uncovering and tapping the hidden organization - the informal network of relationships that exist between employees. Vikas first learned about informal networks and social analytics during his MBA in 2006. Surprised (and frustrated) by the lack of business-oriented tools and services, he decided to build his own. Since its founding in 2008, Keyhubs has helped a diverse cross-section of companies, including several Fortune 500 firms around the globe. Vikas earned his MBA from Duke University and has a B.S. in computer science. Prior to starting Keyhubs, Vikas spent over 15 years in software product development working for two successful software/services startups - Vital Images and Virtual Radiologic. He was recently listed among 100 leaders to "help you thrive" by Twin Cities Business magazine. He is also founder of Neighborhood Forest - a social venture dedicated to giving free trees to school children every Earth Day.

John Nelson, President and Founder, BT+L Partners

Session Title: Corporate Transformations - How HR Professionals Must Transform for their Companies to Transform

John Nelson is Founder and CEO of BT+L Partners. John is a speaker, advisor, consultant, author and business transformation thought leader. He has 25 years of experience in general management, entrepreneurial, corporate senior and executive management roles and external consulting with some of the most respected companies in their industries, including: AlliedSignal/Honeywell, Apple Computer, ARAMARK, Best Practice Institute, Cargill, Ceridian, Delta Faucet, Diversey, Emmis Communications, Hallmark Cards, Kohler, InterContinental Hotels Group, and Medtronic. John is a seasoned global business transformation leader with experience and internationally recognized success with large scale and complex organization-wide change initiatives. He has worked extensively with CEOs and executive teams to clarify strategy, restructure, align leadership and shift cultures that deliver customer, employee and shareholder results with remarkable speed. John has worked internally and externally in consulting capacities and has seen through initiatives from inception to execution results. He brings great diversity in business having worked with Fortune 50 companies, mid-caps and start-ups. As a former HR executive he has successfully aligned human capital strategies and HR functions to the strategic needs of the business. John has facilitated business events and leadership development programs in more than 20 countries across four continents. John has a BS with honors in Industrial Relations from Iowa State University; an MA with honors in Industrial Relations/Human Resources from the Carlson School of Management at the University of Minnesota; and a Certificate in International Management from the #1 ranked international business school, Thunderbird.

Afternoon Session I: Breakouts, 1:20 p.m. to 2:30 p.m.

Paul Aasen, City Coordinator, City of Minneapolis

Session Title: Talent Management in a Time of Change

Paul Aasen serves as the city coordinator for the City of Minneapolis and is a key advisor to the Mayor and City Council on strategic planning, budget development, and policy decisions. Additionally, he is the chief administrator for the City's enterprise operations. Previously, he has served as Commissioner of the Minnesota Pollution Control Agency, Director of Government Relations and Policy, and Assistant Commissioner of the Department of Public Safety. Paul has a Master's degree in Environmental Health from the University of Minnesota, School of Public Health.

Adam Kahle, Consultant, Hay Group, Inc.

Session Title: Assessing Reward Effectiveness: A Research Study of WorldatWork Reward Professionals

Adam is a consultant in Hay Group's Chicago, IL office and has 10 years of combined experience in corporate compensation and consulting. Adam's consulting experience covers a broad range of industries including business services, consumer products, education, energy, financial services, government, healthcare, industrial manufacturing, not-for-profit, media and telecommunications, private/joint-venture, retail, transportation, and utilities. Adam holds a B.A. in Psychology from Saint Olaf College in Northfield, MN, and a Master's in Human Resources and Industrial Relations from the University of Minnesota’s Carlson School of Management. He is a Certified Compensation Professional and Certified Executive Compensation Professional through World at Work. He is also a Staff Sergeant in the U.S. Army Reserves.

Colleen Flaherty Manchester, Assistant Professor, University of Minnesota

Session Title: How to Get Employee Engagement Right: What Works, What Doesn't, and Why

Colleen is an Assistant Professor in the Work and Organizations department, part of the Carlson School of Management at the University of Minnesota. She completed her Ph.D. in economics from Stanford University in 2007, with a specialization in labor and public economics. Her primary research area investigates the provision of benefits and programs by employers and the incentives they create for workers. To date, her research agenda has focused on three specific types of programs: 1) employer-provided retirement benefits; 2) employer-provided educational assistance; and 3) provision of work-family policies. She received her B.A. in public policy and economics from Stanford University in 2002.

Tom McMullen, Vice President, Hay Group Inc.

Session Title: Assessing Reward Effectiveness: A research study of WorldatWork Reward Professionals

Tom is the leader of Hay Group's North American Reward Practice, based in Chicago, IL and is accountable for leading Hay Group’s service line innovation, thought leadership and capability development initiatives for the North American reward practice. His client consulting work focuses primarily on developing and implementing total reward program design, including reward strategy development, incentive plan design, linking reward and performance management systems, work measurement and organization effectiveness. Tom has been quoted widely in newspapers and magazines around the world on reward and human capital issues, including The Wall Street Journal, Washington Post, Business Week, Money, Fortune, Forbes, Chicago Tribune, Dallas Morning News, and Houston Chronicle. He is a frequent speaker on reward and human resource issues and he has contributed to over 40 books and articles on human capital management topics. Tom holds a B.S. degree in mathematics and an M.B.A from the University of Louisville. Prior to joining the Hay Group Chicago office, Tom was a consultant in the Hay Group's Washington D.C. and Cincinnati offices. Responsibilities there included managing client relationships and projects in Hay Group’s reward practice. Prior to joining Hay Group, Tom was in senior compensation analyst roles with Kentucky Fried Chicken Corp. and Humana, Inc., both in Louisville, Kentucky. At both organizations, his responsibilities included international total compensation design and administration and job measurement. Tom is currently a member of WorldatWork, the Chicago Compensation Association, and Society for Human Resource Management. He also serves on the Compensation Advisory Board of WorldatWork.

Dr. Kevin Nilan, 3M

Session Title: Talent Management in a Time of Change

Dr. Kevin Nilan works in 3M's Measurement Center of Expertise. He is currently responsible for the company's employment testing practices outside the United States. Additionally, he has been working with colleagues throughout the globe to find mechanisms by which to address 3M's employee retention challenges. Kevin has been at 3M for 26 years and previously, he worked for almost six years at MDA Leadership Consulting. Kevin completed his Ph.D. in Industrial/Organizational psychology at The Ohio State University.

Dr. Ronald Page, President, Assessment Associates International

Session Title:Talent Management in a Time of Change

Dr. Ronald Page is the President of AAI International. He has been a Lecturer for the Carlson School's HRIR program and the author of numerous articles and presentations on human resource issues. He specializes in talent assessment, selection, and development and is the creator of a number of Internet-based psychometric assessment tools that are implemented in eight languages. He is the author ofCoaching Winners, a how-to book of action-based development activities for developing talent. Ron completed his Ph.D. in Counseling and Industrial/Organizational Psychology from the University of Minnesota and is a Licensed Psychologist (LP) and a Senior Professional in Human Resources (SPHR).

Sally Stewart, VP HR & Recruiting, Growe Technologies

Session Title: Using Social Media for Talent Acquisition and Networking to Build Your Professional Valule Proposition and Benefit Your Employer

Sally Stewart is a recruiting and HR professional with over 10 years experience in the local, high-tech industry. Her current position as VP of recruiting and HR is to identify and hire the best fit candidates for her client's needs and establish long-lasting relationships that add value to the candidate as well as the companies she serves. She accomplishes this through networking and social media and has supported her employers' growth from 3 million to over 12 million. Under her directorship, her company has won the Best Place to Work in Small Business multiple times, a Fast 50 growing organization multiple times, a Healthiest Workplace and as a personal accomplishment was awarded the Tin Man award, voted to have the most heart by her employees. She is a 2005 Carlson MA-HRIR Graduate with a BA from the University of Wisconsin with international study and work experience in Japan. Sally has been a speaker at local technical conferences in the area of soft skills, and volunteers at the Minnesota Job Transition Support group mentoring displaced workers individually and leading breakout sessions in resume writing, interviewing and using social media to find a job.

Brandon Sullivan, Ph.D., Director of Organizational Effectiveness, University of Minnesota

Session Title: How to Get Employee Engagement Right: What Works, What Doesn't, and Why

Brandon is Director of Employee Engagement at the University of Minnesota. Brandon works with faculty and staff across one of the largest research universities in the United States to create and implement an annual engagement survey and action-planning process. Prior to joining the University, Brandon led a talent assessment and employee engagement team for Target Corporation, where he worked extensively on leadership development and talent management initiatives. At Target, he played a key leadership role in the development of an enterprise-wide leadership competency model, the annual employee engagement survey taken by over 275,000 employees worldwide, the creation of a new leadership assessment strategy, and a range of other initiatives and programs. In addition, he has also worked as an external consultant in the areas of employee engagement and executive leadership assessment for a wide range of organizations, including Best Buy, Schwans, The Datacard Group, Great River Energy, and Christopher and Banks. Previously, Brandon taught at Cornell University's Center for Learning and Teaching and served as an instructor in the University of Minnesota's Psychology Department and Learning and Academic Skills Center. Brandon holds a Ph.D. in Psychology and an M.A. in Educational Psychology from the University of Minnesota. He has published research on career development, organizational behavior, and assessment in a range of academic journals, including the Journal of Experimental Social Psychology, Organizational Behavior and Human Decision Processes, Journal of Personality, Journal of Vocational Behavior, and Journal of Career Assessment. In 2007, Brandon co-authored the book Cooperation: The Political Psychology of Effective Human Interaction, published by Wiley-Blackwell. He has received several awards for his academic and corporate work, including the Most Influential Paper Award from the Conflict Management Division of the Academy of Management and the Strategic Priority Award from Target Corporation for his leadership in enterprise talent management. His work has also been recognized by the Society for Vocational Psychology within the American Psychological Association and the Association for Psychological Science.

Sponsors

2014 Luncheon Sponsor

Ingersoll Rand logo

2014 Reception Sponsor

Land O' Lakes logo

2014 Breakfast Sponsor

Herman Library black

2014 Corporate Sponsors

Best Buy

Hallmark

Bristol-Myers Squibb logo

Ecolab logo

Travelers logo

C.H. Robinson logo

Blue Cross Blue Shield logo

Chevron logo

3M logo

Wells Fargo

Please contact hrt@umn.edu for more information about sponsorship opportunities.