Schedule and session topics
CONFERENCE AGENDA-AT-A-GLANCE »
9:00 - 12:00 |
 
Alice King This workshop will explore how our interpersonal needs drive our behavior and interactions with others, and provides practical tips for creating work environments that provide space for everyone to grow and flourish. You will learn how individual differences in the behaviors we show others and those we seek from others can shape the success or challenge of our interactions with others. By taking the FIRO-B® assessment before the workshop and working through your results on the day, you will not only gain unique, actionable insights into your own interpersonal needs, but also learn how to support individuals and team members across your organization to work more effectively together. Learn more about the pre-conference workshop: Getting the Best Out of Your People. |
9:00 - 12:00 |
We live in an era of constant, rapid transformation and change, which is affecting people in their day-to-day work lives and the performance of organizations. While it is widely acknowledged people react to change in different ways, it remains one of the most overlooked and yet crucial aspects of change initiatives in organizations. These differences stem from multiple factors which can seem overwhelming. However, the MBTI® personality type framework offers a logical and practical way of helping people best meet their needs and also work with the needs of colleagues when faced with change. This workshop will provide tried and tested ways of helping people embrace change using powerful insights from the MBTI instrument. Learn more about the pre-conference workshop: Leveraging the Power of Personality to Support Change. |
1:30 - 4:30 |
Employee surveys continue to reveal trust as a critical component in the workplace for organizational success. Despite this being a top value for most organizations, research has shown only 49% of employees trust their manager. So how do you build trusting relationships as a manager when many organizational policies are outside of your control? In this workshop we will focus on the human behavioral tendencies that can hinder trust and explore strategies to overcome these tendencies. Learn more about the pre-conference workshop: Practical Tips for Managers to Build Trusting Relationship. |
1:30 - 4:30 |
Alice King This workshop is for anyone who manages people and wants to learn more about why conflict arises, and how to handle it constructively. You’ll discover your own conflict-handling style by completing the TKI® assessment ahead of the workshop, and learn how your natural style differs from others. Working through practical exercises and scenarios, we’ll help you to realize how adopting different approaches in certain situations will result in better outcomes. You’ll leave understanding how to address conflict situations constructively and improve conflict challenges, and how to help others to do the same. Learn more about the pre-conference workshop: Mixing it Up: How to Handle Workplace Conflict Differently. |
8:00 - 8:55 |
|
9:00 - 9:15 |
|
9:15 - 10:15 |
Patty McCord served as chief talent officer of Netflix for 14 years and helped to create the famous Netflix Culture Deck. Since it was first posted on the web, the Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it may be the most important document ever to come out of Silicon Valley. A veteran of established enterprises and start-ups alike, McCord has vast experience building winning cultures.
|
10:15 - 10:35 |
|
10:35 - 11:25 |
A recent study* has shown that high performers are 400% more productive than average employees, and that this rises to 800% for highly complex occupations such as the information- and interaction-intensive work of people managers or software developers. Imagine the impact on your organization if you could identify, grow and map your top performers to high value roles?
Are you self-aware? As a manager or a leader, self-awareness might just be your greatest asset. The research all points in the same direction: more self-aware individuals understand other people better and lead others more effectively. But if you ask someone, “Are you self-aware?”, 95% will say “Yes” – and it is a safe bet that not all of them actually are.
To succeed at digital transformation, companies need new capabilities, organizational values, and structures. Leaders must unlearn many of the behaviors that led to past successes and master new ways of operating in a more transparent, fluid, fast-changing environment. Based on The Conference Board’s ongoing research on digital transformation’s human capital impacts, this session will cover:
Who should attend |
11:35 - 12:25 |
Our Purpose as an organization is to “nourish families so they can flourish and thrive” and when we think about our talent at the Kellogg Company we have a similar ambition that they too will grow with us to flourish and reach their full potential.
As competition increases for both customers and employees, we see a growing recognition that people want and need different things in different ways. So companies are investing millions in initiatives to improve customer experience, employee experience, inclusive design, agile development, meaningful diversity, and inclusive leadership These conversations aren’t new, but focusing on empathy as a touchstone has just broken through to mainstream.
Sherrie Haynie
The acceleration of the use of AI, robotics, and automation in the workplace will continue to transform in-demand roles and skills needed in organizations. Years past, the best way to become obsolete in the workforce was by not embracing technology. Today, research shows the most critical skills are human-only traits.
|
12:25 - 1:30 |
|
1:30 - 2:20 |
 
Martin Boult Organizations investing in supporting the well-being of their workers is becoming the norm, rather than the exception. organizations where staff report higher levels of well-being perform better than their counterparts on multiple measures, including financial, innovation and talent retention. But what affects workplace well-being and how can organizational decision-makers target the most effective ways to enhance staff well-being?
Terri will show how to use clarity around your target, talent, technology, and technique to make the most of all your resources, all the time. She calls this “Thinking in 4T.” You see in 3D, but the future of work requires that all of us (not just CEOs, not just HR), think in 4T. We'll work with cutting-edge examples from Hyperloop Transportation Technologies (transportation at over 700 mph, agreements in nine countries, crowdsourced!), robotic surgery, and audience experiences.
You can’t get much done with any one of the 4Ts. You need to Think (and act) in 4T. Some targets will be talent focused, others will draw more on technology or technique. Still others will be more of an equal mix across all three. As you plan out your projects with your workforce, think hard about the right mix -- and help everyone in your organization develop the skills for their daily work. 
The gig economy has developed fast over the last few years and is here to stay. Most of the press coverage we read about the gig economy talks about the benefits to the individual and to the corporations that employ them – and most often these benefits highlight the potential costs savings and the flexibility the company gets. But did you know that as a C-suite leader you can look at the growing gig economy and gig workers as a critical resource for driving corporate transformations?
|
2:30 - 3:20 |
Over the last few decades, the field of Human Resources has evolved from a strictly compliance and reporting arm of an organization to a strategic partner. In the past, the focus was to see employees and all aspects of employee-related costs as expenses to be controlled. This was a period of Human Resources or People Processes that had grounded itself in a set and rigid context. More recently, we have shifted this view, at the Board and Executive level, to one that sees our people as assets that have the potential to grow in value. Emerging from the past view to this more current perspective is still a painful challenge for most HR practitioners. All too often, HR is the organization’s crisis intervention agent. They are mercilessly tasked to perform within a restrictive context and find it almost impossible to extricate themselves to a higher level. This session will focus on the journey and the rationale behind this expanded role. 
Virtual communication and the digital economy have changed the way we work. With remote workers and virtual teams being utilized more and more within organizations, managers and senior leaders need to be increasingly focused on the impact of virtuality on team development and functioning. The promise of success for virtual teams relies not only on the team’s talent, but on the skills and strategies of the virtual leader to facilitate team processes in a virtual environment.
Despite 2018’s political, social and economic uncertainty, there are unprecedented amounts of infrastructure investment planned. Organizations are under increasing pressure from shareholders, regulators and funders to deliver more for less, faster. Those seeking to attract the best partners to deliver projects are rethinking the way they procure significant programs of work to release the value of collaboration with suppliers. |
3:20 - 3:40 |
|
3:40 - 4:40 |
Organizations, and the employees within them, are often compared to machines: leaders give employees a task, tell them to execute it, and approve any deviations. While this approach can work well for creating large efficiencies on clear tasks, it fails in times of massive change and complexity. We are now in one of those times.
|
4:40 - 5:30 |
In 1914, a British Antarctic expedition, led by Sir Ernest Shackleton, set out to cross the Antarctic continent from coast to coast via the South Pole. However, a series of unfortunate events hampered the intrepid team’s goal, and the expedition is now celebrated for the extraordinary leadership skills that were to prove essential in the face of extreme adversity. Shackleton kept his men focused, engaged, and most importantly, inspired to go on.
|
5:30 - 7:30 |
|
SCHEDULE at a glance
WEDNESDAY, OCTOBER 17, 2018
9:00 AM–4:30 PM
Pre-conference workshops
Learn more
THURSDAY, OCTOBER 18, 2018
8:00 AM–8:45 AM
Breakfast
9:00 AM–5:15 PM
Keynote, breakout sessions, lunch & networking
5:30 PM–7:30 PM
Networking reception