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Strategic Talent Management Forum Speakers & Sessions
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During the forum, our presenters - thought leaders, industry experts and executives from the world's top companies - will explore, discuss and reveal their experiences, strategies and best practices that lead to talent management success.

Be sure to check back often as new speaker and session information is posted!

Sunday, October 21, 2012
Phase I - Strategic Fluency and Business Alignment

Today's Top Business Strategy? Talent.
L. Kevin Kelly, CEO, Heidrick & Struggles

Companies with the best talent win. As the war for top talent rages on, finding, developing and sustaining the right talent is more critical than ever. As CEO of one of the premier leadership firms, Kevin Kelly knows the talent challenges facing CEOs and what is necessary to overcome them. 

L. Kevin Kelly was named Chief Executive Officer of Heidrick & Struggles and a member of the company’s Board of Directors in 2006. Mr. Kelly oversees the strategic and operational activities of the leadership advisory firm, which blends executive search and leadership consulting to help companies throughout the world attract, develop and retain their top talent. Prior to being named CEO, Mr. Kelly built a highly successful career as a search consultant, advising corporate leadership teams from some of the world’s most innovative companies. Mr. Kelly began his career as a search consultant in 1993 and joined the Tokyo office of Heidrick & Struggles in 1996. He became a Partner a year later and was named Regional Managing Partner of the Asia Pacific region in 2001. He served as President of the firm’s Europe, Middle East and Africa region from 2004 to 2006. He also represents Heidrick & Struggles in a number of external venues, including the World Economic Forum, a global organization dedicated to bringing business, political, academic and other leaders together to address key issues. Mr. Kelly is also the author of three books on leadership: CEO – The Low Down on the Top Job, Top Jobs – How They Are Different and What You Need to Succeed and Leading in Turbulent Times. He received a bachelor’s degree from George Mason University and an MBA from Duke University’s Fuqua School of Business, where he serves on the Board of Visitors.

Monday, October 22, 2012
Phase II - Acquisition and On-boarding

The Medici Effect: Ground-Breaking Innovation at the Intersection of Disciplines and Cultures

Frans Johansson, Best Selling Author, Founder, The Medici Group

What do goat milk, spiders and fishing lines have in common? Music records


Preview of Frans Johansson's session by clicking on the image above.
and airlines? Ant behavior and telecommunications routing? Most of us would assume nothing. But out of each of these seemingly random combinations have come radical innovations that have created whole new fields. In this session, Frans Johansson takes will take you on a fascinating journey to the Intersection: a place where ideas from different fields and cultures meet and collide, ultimately igniting an explosion of extraordinary new innovations. See how companies become global leaders, how products and services yield huge margins, how researchers, managers and artists outdo their peers.

Frans Johansson is the bestselling author of The Medici Effect. Raised in Sweden by his African-American/Cherokee mother and Swedish father, he speaks to audiences worldwide, from the boardrooms of America’s largest corporations to villages in developing countries. He has founded a software startup, a healthcare firm, a hedge fund, and the innovation firm, The Medici Group. His second book, The Click Moment, will be published in Fall 2012 by Portfolio Penguin.



Workforce Strategy in the Human Age

Tammy Johns, Senior Vice President, Innovation and Workforce Solutions, Manpower Group

In the era of the Human Age, finding and engaging the talent you need - now and in the future - to accelerate your business strategy will define your organization’s success (and likely your own). Navigating the Human Age requires a deep understanding of the future forces and trends that are shaping the World of Work. Tammy Johns will highlight the implications of these forces and trends and share promising work models, people practices and talent sources from across the globe, that are showing the highest impact and return on both the acquisition of talent and the design of work to meet talent needs for the business.

Tammy Johns, as Senior Vice President, Innovation and Workforce Solutions at ManpowerGroup, Tammy anticipates forces and trends changing the World of Work and creates innovative services and solutions that help our clients and candidates win. As ManpowerGroup's resident futurist, she develops new ways of thinking about and approaching work in the 21st century. Her key area of focus includes developing strategic partnerships that accelerate the execution of the company's business strategy; including leading research and knowledge collaborations with experts such as Harvard Business School, McKinsey Global Institute, MIT and the Future of Work Institute on the most important issues impacting global talent markets. Tammy is a Harvard Business Review author and holds an MBA from the Richard Ivey Business School and a CHRP designation.


Servicing Our Own, As We Do Our Guests
Kristy Seidel, Director of Recruitment, Hyatt Hotels Corporation

Hyatt Hotels Corporation, headquartered in Chicago, is a leading global hospitality company with a proud heritage of making guests feel more than welcome through authentic hospitality. Hyatt employs 91,000 employees around the world and fills 25,000 positions annually. The recruiting organization at Hyatt plays a key role in ensuring talent is available for the different business units. Over the past few years, the recruiting team at Hyatt has transformed the organizational structure to ensure it’s capable of servicing and keeping up with the demands of operations. In this session, learn about the importance of identifying and making organizational changes to support the company goals.

Kristy Seidel is responsible for the planning, implementation and evaluation of Hyatt’s recruitment programs and initiatives to ensure that Hyatt’s talent resource needs and objectives are accomplished. She reports directly to the Vice President of Recruitment. Although specialized in recruitment strategy and employment branding, Kristy has extensive human resources and hotel operations experience. Kristy partners with company managers to identify needs and develop recruitment strategy and solutions for Hyatt.

Hyatt is focused on innovative sourcing methods, brand building and maximizing internal talent pools. Currently, Kristy is actively re-structuring how recruiting is managed in North America. She played a vital role in launching social recruiting strategies for Hyatt. She also leads the College Recruiting efforts for Hyatt and places an average of 250 seniors and 100 underclass students into Hyatt’s college programs.

Active in industry affairs, Kristy has her SPHR (senior certification) from the Society for Human Resources Management and is a member of the Staffing Management Association of Greater Chicago. She received a B.S. in Business and Hospitality Management from Missouri State University and currently resides in the Chicago area with her husband and two children.


Leveraging Assessments Centre for Targeted Recruiter Development

Anis Baig, Head of Global Divisional Talent Acquisition, Abbott Labs

Abbott is a global, broad-based health care company devoted to the discovery, development, manufacture and marketing of pharmaceuticals and medical products, including nutritionals, devices and diagnostics. The company employs approximately 91,000 people and markets its products in more than 130 countries. Abbott fills over 13,000 positions globally across its different businesses and has an ongoing need to hire talent. Recruiters play a key role in ensuring that top talent is hired at Abbott. This session will describe how the Recruiter Assessment and Development Centre has helped in pinpointing strengths to build on and specific areas of development for individual recruiters

Anis Baig joined Abbott in 2009 as Senior Director of Talent Acquisition for North America. In his current role he leads Divisional Talent Acquisition globally for Pharmaceuticals, Nutrition, Diagnostics, Medical Devices businesses and corporate functions. Prior to joining Abbott, he was Vice President, Global TA for Computer Science Corporation. Anis has also worked in various HR leadership roles with Technology Services, Hi-Tech, Healthcare & Manufacturing companies globally and has led Talent Acquisition in Americas, Europe, Asia-Pac and Latin America. Anis has a Bachelors in Science and Masters in Positive Organization Development & Change from Weatherhead School of Management, Case Western Reserve University. He is a certified Executive Coach and certified in Developing Leadership through Emotional Intelligence (EI). Anis lives with his wife and two children in suburban Chicago, is active in volunteering and teaches heart centered meditation for Natural Path Meditation system and supports charities in Asia for peace building and multiple disabilities.

 


Onboarding Leaders: Mitigating Risk, Fast-Tracking Success for External Leadership Hires
Merryck & Co Panelists: Dave Goebel, Lead Director, Jack in the Box, Inc.; Jim Turner, Former President and COO, Duke Energy Corporation and Karen Vander Linde, Former Partner, Global Leader - People and Change, PwC

Newly recruited senior leaders, whether at the business unit, geography, functional, or C-Suite level, face an added set of challenges to internally developed candidates. In addition to dealing with complex markets and volatile and ambiguous operating environments, external hires face the very real possibility of cultural rejection from their new organization. Compounding this difficulty, these recruits often accept the new role for its challenges. Thus, they often focus almost wholly on the strategic and operating demands of the role, and miss early warning signs of cultural trouble until the rejection process has begun. Organizations, having spent well into the six figures in recruitment costs, sometimes treat the conclusion of the hiring process as an arrival. In fact, it is a new beginning. Join us for a pragmatic panel discussion with a Lead Director and former CEO of Applebees, a former Duke Energy line of business President and COO, and the former Global Leader of PwC's People & Change unit, to discuss how talent leaders are innovating their approaches to onboarding to mitigate "rejection risks" and fast-track onboarding at key strategic executive roles.

Dave Goebel brings his to mentoring clients 35 years of experience as a respected business leader in the retail, food service and hospitality segments. He is also currently the Lead Director for Jack in the Box, Inc. and Chairman of the Board at Children’s Mercy Hospital Family Health Partners, as well was CEO and franchisee of a multi-unit, multi-concept restaurant group in the Midwest. Dave’s most recent corporate venture was a seven-year run at Applebee’s International that culminated in his role as CEO of this $4.5 billion, 2000 restaurant chain. As CEO, Dave and the board of directors led the organization through public company activist shareholder negotiations, a strategic assessment of short- and long- term shareholder value and the eventual merger and acquisition transition with IHOP. Dave has successfully grown and led businesses in both the private and public sectors. His particular strengths are attracting, recruiting and developing talent as well as orchestrating successful growth strategies in face-paced organizations. Prior to Applebee’s, Dave was President of Summit Management, Inc. His most recent entrepreneurial venture was with Finest Foodservice, LLC, an area developer/franchisee of Boston Market restaurants in a seven state area in the Midwest and upper Midwest. Dave’s undergraduate work in psychology and sociology at the University of Notre Dame and his post graduate studies at The Ohio State University in personnel administration are the foundation for his propensity to help leaders grow beyond their own expectations.


Jim Turner most recently served as president of U.S. Franchised Electric and Gas for Duke Energy Corporation (NYSE:DUK), a $25B market cap utility company headquartered in Charlotte, North Carolina. Regulated utilities, Jim’s segment, generated approximately 75% of total company EBIT and served over 4 million customers in 5 states.At one time or another during his rise within that Fortune 200 company, Jim Turner had his hand on every lever powering the organization’s success – strategy, finance, operations, customer service, legal, government and regulatory policy, organization design, and environmental health and safety. Jim believes his successes were less attributable to his relentless dedication to excellence than to his willingness to "get out from behind my desk and get into the arena” with a diverse range of stakeholders.Previously, Jim led the successful negotiation of the Cinergy Corp. (enterprise value ~$14B) merger into Duke Energy that created one of the largest utilities in the United States. He also helped lead the merged company’s integration process and navigated the roiled waters such a job almost invariably entails. Jim believes success as an executive comes, "usually not from go-it-alone heroics but from a continual process of encouraging and supporting (and being encouraged and supported by) the people around you.” Jim sees his work as a Merryck mentor as adding "a level of focus and intentionality” to this support that is so often hard to find when an executive reaches the top of an organization.


Karen Vander Linde, a former Partner with PricewaterhouseCoopers, was the global and US leader of one of the firm’s major consulting service lines, People and Change. She has 38 years of experience in change management, talent management, learning and development, organizational design, and cultural alignment. During her 18 years with PwC, she managed multi-million-dollar change programs at the national and global levels. Working closely with top executives of global companies, she has helped leaders drive new business strategies, restructuring, performance improvement and cultural change that impacted tens of thousands of employees. In addition, she has designed and implemented top-level leadership development and learning programs. Karen is a skilled executive advisor, facilitator, and speaker. She has delivered more than 30 publications, major speeches, and media appearances in the last 10 years, covering topics such as business agility for change, leadership, and talent management. In 2008, she received high honors for her contributions when Consulting Magazine selected her as one of the Top 25 Consultants in the profession.Prior to joining PwC, Karen was a consultant with both Booz Allen Hamilton and Creative Associates International. She has several years of teaching experience at the high school and university levels. Karen has a B.A. in English and history from Kalamazoo College and an M.A. in English from the University of Illinois. In addition, she completed doctoral course work at George Washington University in human resource development and business administration. Active in community development, Karen has been supporting not-for-profit organizations as a Board member. She was member of the National Board at ASTD from 1997 – 2000, and currently serves on the boards of Greater DC Cares and the Atlantic Seaboard Dyslexia Education Center.


Monday, October 22, 2012
Phase III - Leadership Development and Succession Planning

Help Them Grow or Watch Them Go: The Career Development Imperative

Dr. Beverly Kaye, Founder and Co-CEO, Career Systems International

In order to reach new levels of performance there must be a link between what the individual employee is passionate about and what the organization needs to grow its business. One way to insure that linkage is for every manager to be held accountable for having solid development discussions with their employees. Research


Get a sneak peek of Dr. Beverly Kaye's session, "Help Them Grow or Watch Them Go," by clicking on the image above.
suggests, over and over, that if an individual is challenged in their position, finds their work to be meaningful, and believes that their manager truly cares about their growth, their engagement will be high.

Organizations have the perfect vehicle for insuring this conversation, The Individual Development Plan (IDP). Too many managers, however, avoid this conversation because they are not comfortable with its content.

This session sheds a much needed light on specifically what managers can do – within the time-starved, priority-rich, pressure-cooker environment in which they operate – to support employees’ careers. Dr. Beverly Kaye will utilize research from her new book to demystify the current complexity and will share her learning about preparing managers for the IDP conversation.

Dr. Beverly Kaye, Founder and CEO of Career Systems International, is the author of Up Is Not The Only Way and co-author of Love 'Em or Lose 'Em: Getting Good People to Stay, The Wall Street Journal best-selling book, co-authored with Sharon Jordan-Evans. Her firm, Career Systems International, has worked with most of the Fortune 500 and continues to invent, create and design systems and strategies in development, engagement & retention. Her new book Help Them Grow or Watch Them Go will be published in September 2012.




Schindler Sales Force Needs Assessment and Development Project

Mike Yurchuk, Sales Training Manager, Schindler Elevator Company and Richard Dapra, PhD, Managing Director, Assessment, BTS, USA

Schindler is one of the world leaders in people movement equipment technology, sales and service. In order to better equip its sales force to compete in an increasingly complex and competitive environment in which changes in technology and market dynamics require changes in selling strategy and capability, Schindler embarked on a comprehensive assessment of the current capability of its sales force relative to the those factors that would lead to success in the future. This session will describe the process of identifying the key factors required for success, the instruments used to assess the sales force, the summary profile including pervasive gaps in effectiveness of the sales force, which led to organization-wide training initiatives to "move the mean” of performance, as well as how the individual results were communicated and used for more actionable, focused individual development.

Mike Yurchuk has the responsibility of creating and implementing a sales force development program for Schindler North America. This initiative involves the establishment of specific sales success profiles to evaluate the development needs of the sales force individually and as a collective group. He is then responsible for creating development strategies to address these identified gaps. Having worked as a sales representative and sales manager in Schindler’s Montreal office for six years prior to embarking on his new role, Michael brings a field perspective to this position and credibility with the sales force. Michael worked as an Account Manager at Sajo Construction for eight years and as a Project Manager/Engineer at Catalogna Construction for five years prior to beginning his career with Schindler.

Richard Dapra is responsible for establishing and growing the leadership assessment and selection practice. This practice represents a complementary product line and leverages the power of BTS’ simulations by providing an in-depth evaluation of participants’ business and people leadership capability. An industry veteran of assessment center design and implementation in business and government, Rich was one of the original officers of Development Dimensions International and founder of Resource Analysis and Development Corporation. Rich has held the most senior level development positions at Pitney Bowes, Aetna and was most recently, the CLO for Liberty Mutual. Rich was a BTS client while at Liberty Mutual where BTS implemented a custom simulation for the property casualty industry and he recognized the power of BTS’ simulations for assessment purposes.



Build over Buy: Accelerating Internal Readiness to Close Succession Gaps

Jeremy Braidish, Vice President, Organizational Development & Learning, Honeywell

Build over buy…closing gaps on successions plans via targeted development. Learn how a Fortune 100 company approaches the identification of critical success factors for key roles and accelerating the readiness of internal successors. Participants will get exposure to both processes and tools that drive bench strength.

Jeremy Bradish leads all organizational development, design, talent management, performance management and talent development activities within Corporate, as well as across EMEA, APAC, and Latin America. In his strategy & functional transformation role, Jeremy is responsible for development of the overall HR strategy and annual operating plan. Jeremy works with the businesses and HR centers of excellence to set standards for quality and performance while ensuring that the HR function meets its financial commitments to the Company. Jeremy joined Honeywell in 2008 having previously served as Vice President, Learning & Development at Equifax. He previously held a number of notable human resource leadership positions at companies such as Dell and Accenture (fka Andersen Consulting).

 


Accelerating Development for Emerging Leaders at Liberty Global
Amy Blair, Senior Vice President of Human Resources, Liberty Global and Linda David, Managing Director, Towers Watson

Liberty Global Inc. (LGI), one of the top television cable content and delivery providers globally, is providing their emerging leaders with a differentiated learning experience in efforts to build the company's talent pipeline as well as the engagement and retention of their high potential talent. This session will describe the origin of the leadership program, how it was developed and delivered as well as how the program has become the cornerstone for the company's investment in next generation leadership.

Amy M. Blair is Senior Vice President, Global Human Resources of Liberty Global, Inc. Ms. Blair was appointed to this position in June 2005 upon the combination of Liberty Media International, Inc. and UnitedGlobalCom, Inc. (UGC). In this capacity, Ms. Blair is responsible for developing and implementing policies and programs which address employment and retention, compensation and benefits, organizational structure, performance management, training and development, and compliance with applicable federal, state and local laws. Ms. Blair is an executive officer of Liberty Global and sits on the company’s Executive Management Committee. Ms. Blair was employed in a number of key operational and human resource management positions with UGC and its affiliates since 1991. From 1998 to 2005, Ms. Blair was based in Amsterdam, UGC’s European Headquarters. During her tenure in Europe, Ms. Blair served as Vice President of Operations and then as Managing Director of Human Resources for UGC’s European operations. Ms. Blair holds a Masters of Business Administration from the University of Denver and a Bachelor of Arts from The Colorado College.

Linda David leads Towers Watson’s Talent and Rewards business for the firm’s West Division. Practices include talent management, organization alignment rewards, change management and communication, organization surveys, and HR service delivery. During her ten years with the firm, Linda has focused on talent and performance management, with particular emphasis on linkages to rewards and employee engagement. Specific areas of expertise include HR and talent strategy; integrated pay, performance management and talent development; leadership competencies and talent pipeline and succession management. Prior to joining Towers Perrin, Linda held various senior HR leadership positions in compensation and benefits, organization and leadership development, and roles as VP HR /business partner. Her corporate experience spans industries including aerospace, high tech, retail, airlines, manufacturing and financial services. Linda holds a master’s degree in social psychology from the University of Minnesota and a bachelor’s degree in psychology from Fairfield University. She completed additional graduate course work at Yale University’s School of Organization and Management.

 


The Secret: What Great Leaders Know and Do
Mark Miller, Vice President, Training and Development, Chick-fil-A

Great leaders know the secret to truly motivating and inspiring people. Mark will unpack five key commonalities of great leaders:

  • Why great leaders seem preoccupied with the future
  • How people on "the team" are invariably key ingredients of success or failure
  • What three arenas require continuous improvement
  • Why true success in leadership has two essential components
  • How to knowingly strengthen – or unwittingly destroy – leadership credibility

Leadership is fundamentally a choice. Great leaders choose to SERVE!

Mark Miller began his Chick-fil-A career working as an hourly team member and is currently Vice President, Training and Development. In over thirty years with Chick-Fil-A, Mark has served in numerous leadership capacities including restaurant operations, quality and customer satisfaction, and corporate communications. He has also traveled extensively, teaching around the world on a variety of topics. He is the co-author, with Ken Blanchard, of the international bestseller The Secret.

 


Tuesday, October 23, 2012
Phase IV - Engagement, Retention and Corporate Culture

Engagement, Retention and Corporate Culture
Rich Dec, Senior Consultant, Great Place to Work®

Why is the C-suite more focused on corporate culture? Historically, many executive leaders viewed investment in culture work to be a "nice to have,” something to improve their organization’s branding or something that was led by their HR team. More C-level executives are seeing culture work as a constant and strategic business imperative to improve organizational productivity, innovation and retention. C-level executives are partnering with their HR leadership teams to not only assess their work place cultures, but to effectively design and implement sustainable culture change efforts to deliver bottom line business results. This session will discuss why a large scale shift is taking place in how many organizations view corporate culture and how some are implementing culture change differently.

Rich Dec serves as a Senior Consultant at Great Place to Work® and works in their New York office. Rich has partnered with many organizations throughout North America to design, lead and implement initiatives to achieve significant business results and to transform work cultures. Prior to joining Great Place to Work®, Rich was a Client Partner at Evolve Partners and a member of Accenture’s Retail Supply Chain Leadership Team. At Evolve Partners, he led the largest Operational Excellence initiative in the firm’s history with a business case of over $100 M. At Accenture, he had leadership roles on two of their largest retail engagements. Rich graduated from Cornell University with a degree in Operations Research & Industrial Engineering.


The Incredible Value of Placing Dollars on Turnover & Disengagement

Dick Finnegan, CEO, C-Suite Analytics and Author

Much research tells us that while OD and HR executives build programs to improve engagement and retention, the bulk of the work must be done by managers who work directly with employees each day. This session discusses the power that converting turnover and disengagement into lost dollars brings to influence executives who then establish goals and hold managers accountable for measurable improvements. Actual formulas will be presented for calculating the cost of turnover as


Get a sneak peek of Dick Finnegan's session by clicking on the image above.
well as the positive and negative dollar values for managers who achieve and miss their engagement survey targets.

Dick Finnegan has been cited by BusinessWeek, Chief Executive Magazine, andConsulting Magazine as the leading thinker on employee retention. Dick is the CEO of C-Suite Analytics, his company that helps organizations engage and retain their employees. He is also the author of Rethinking Retention in Good Times and Bad as well as The Power of Stay Interviews for Engagement and Retention. BusinessWeek has referred to Dick’s work as "offers fresh thinking for solving the turnover problem in any economy."

Dick is a featured speaker for SHRM, ICMI, and other organizations. He holds bachelors and graduate degrees from Pennsylvania State University and lives in Orlando, FL, where The Orlando Sentinel newspaper published an editorial recognizing him for his extensive donations of professional services to non-profit organizations.


How to Use People Equity Model to Better Understand Business Performance
Mark H. Blankenship, Ph.D, Senior Vice President and Chief Administrative Officer, Jack in the Box and Jay Jamrog, Senior Vice President, Research, i4cp

One of the largest investments most organizations make is in human capital - your "people equity.”



How do you ensure that these investments move performance to peak levels at your organization? You will learn how to apply the People Equity Model to create positive business results over time. This session will show you:

  • How this model links to operational, financial, customer and employee outcomes.
  • How you can use this model to ensure you are using the correct data to inform your metrics specially around your employee engagement or satisfaction surveys.
  • How to apply this new model to your organization, understand the drivers of performance and provide information that will be important to C-suite executives.

Mark H Blankenship, senior vice president and chief administrative officer for Jack in the Box Inc. since October 2010. He was previously vice president of human resources from May 2005 to September 2010. He oversees the company's human resources, compensation & benefits, organization effectiveness, training & development, information systems, guest service systems and video communications departments. Blankenship joined Jack in the Box in 1997 as division vice president of training, and later was named division vice president of training and development and field human resources. Prior to joining Jack in the Box, Blankenship was vice president of human resources for Mitchell International, a San Diego-based company that provides information products, software and e-Business solutions to the insurance industry. Blankenship has a doctorate and a master's degree in industrial organizational psychology from the California School of Professional Psychology in San Diego and a bachelor's degree in psychology from California State University, Sacramento.

Jay Jamrog is a futurist. As SVP of Research for i4cp, he has devoted the past 25 years to identifying and analyzing the major issues and trends affecting the management of people in organizations. Currently, Jay and his staff follow demographic, social, economic, technological, political, legal and management trends across 50+ broad topics. Over the years, he has helped some of the most innovative organizations gain a deeper understanding of the world's changing business environment and has helped them think strategically about today's actions and tomorrow's plans. Jay has confidential access to some of the most progressive organizations, and he's currently an active advisor to more than a dozen leading corporations. In addition, Jay conducts dozens of seminars annually for major corporations on subjects related to the changing nature of the workplace and workforce.Jay is also the associate articles editor for the "building a strategic HR function" key knowledge area of the Human Resource Planning Society (HRPS), has had articles published in several major business magazines and is frequently quoted in business publications and newspapers. Prior to i4cp, Jay was Executive Director of the Human Resource Institute (HRI) for 25 years and distinguished lecturer at The University of Tampa. He has also held numerous management positions, including vice president of purchasing for a large import/export wholesaler. Jay has an MBA, and taught labor relations in the School of Management at the University of Massachusetts.


Employee Engagement Panel Discussion
Jay Jamrog, Senior Vice President, Research, i4cp, Chris Mulligan, CEO, TalentKeepers and Adam Zuckerman, Practice Leader, Towers Watson

Moderated by Jim Bowles, Leadership/Management Practice, BTS USA

Employee engagement is always a timely topic. Don’t miss out on the opportunity to hear directly from a panel of experts about the current state of employee engagement. The panelists will discuss emerging trends that have surfaced in their research and will address the question of how the economy may be influencing employee engagement now. Get your questions answered during this informative session.


Adam Zuckerman leads the Towers Watson Organizational Surveys and Insights practice globally. For nearly fifteen years, Adam has worked with clients to better understand and improve their organizational cultures, leading projects for global clients across diverse industries. Adam has presented his findings from this work and consulted on their interpretation and impact to CEOs, boards of directors, and senior management teams of Fortune 500 companies. Adam’s thoughts on organizational culture and performance have been featured in several popular and industry media, including, most recently, Bloomberg Television, Crain’s, The Chicago Tribune, The Arizona Daily Star, WBBM radio, HR.com, the Academy of Management Executive, People Dynamics Magazine, Pharmaceutical Executive and The Gainesville Sun. Prior to joining Towers Watson, Adam taught Psychology, Social Research Methods and Statistics at New York University. He also conducted empirical research on a diverse range of topics, including attitude formation and change and interpersonal influences on coping with stress. Adam’s research on these topics has been published in premiere academic journals, including Psychological Science, the Journal of Personality Social Psychology, and Psychology and Marketing. Adam received his B.A. in Psychology from the University of Rochester, where he graduated Phi Beta Kappa, Summa Cum Laude in 1992. Adam received his M.A. and Ph.D. degrees from New York University in 1997 in the field of Social Psychology with a concentration in Statistics.

Chris Mulligan has over 25 years of experience in the human resources industry, the majority of which has been in the employee engagement, selection, assessment and retention arena. Chris co-founded TalentKeepers in 2000, an organization dedicated to the issue of employee engagement and retention. Chris has worked with organizations around the world on employee engagement and retention issues including Accenture, AT&T, BMW, Coke, EDS, GE & UPS. Prior to co-founding TalentKeepers, Chris was the Vice President of Business Development for AlignMark, a division of The Thomson Corporation. In this role, he was responsible for expanding AlignMark's customer base and product/service offerings by establishing alliances and partnerships with other organizations. Previously with AlignMark, Chris was the Vice President of Sales. In this capacity, he was responsible for guiding and implementing the Fortune 1000 market place sales strategy as well as leading the direct sales force of AlignMark, and its predecessor organization, Electronic Selection Systems (ESS) Corporation, for six years. Prior to joining ESS, Chris worked in a variety of areas. In the consulting industry, he was with Assessment Designs International (ADI) and was involved in developing some of the first video and computer assisted simulation assessment systems for organizations such as CitiBank. Chris is a member of the American Psychological Society and an Associate Member of the Society for Industrial and Organizational Psychology. He holds a Bachelor of Science degree in Psychology from the Florida State University, and a Master of Science degree in Industrial/Organizational Psychology from the University of Central Florida.

Jay Jamrog is a futurist. As SVP of Research for i4cp, he has devoted the past 25 years to identifying and analyzing the major issues and trends affecting the management of people in organizations. Currently, Jay and his staff follow demographic, social, economic, technological, political, legal and management trends across 50+ broad topics. Over the years, he has helped some of the most innovative organizations gain a deeper understanding of the world's changing business environment and has helped them think strategically about today's actions and tomorrow's plans. Jay has confidential access to some of the most progressive organizations, and he's currently an active advisor to more than a dozen leading corporations. In addition, Jay conducts dozens of seminars annually for major corporations on subjects related to the changing nature of the workplace and workforce.Jay is also the associate articles editor for the "building a strategic HR function" key knowledge area of the Human Resource Planning Society (HRPS), has had articles published in several major business magazines and is frequently quoted in business publications and newspapers. Prior to i4cp, Jay was Executive Director of the Human Resource Institute (HRI) for 25 years and distinguished lecturer at The University of Tampa. He has also held numerous management positions, including vice president of purchasing for a large import/export wholesaler. Jay has an MBA, and taught labor relations in the School of Management at the University of Massachusetts.

 

 

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