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Fall Forum Educational Sessions
Sunday, October 17, 2010

6:15pm – 7:15pm
KEYNOTE: Disengagement Is Not an Option: Talent Challenges of the Nuclear Power Workforce

Charles "Chip” Pardee, President and CNO of Exelon Nuclear; Philip McCullough, EdD, Vice President of Industry Training and Accreditation for the Institute of Nuclear Power Operations (INPO)

With a nuclear power renaissance looming, and an aging workforce exiting, learn from two influential industry leaders about the talent strategies that they leverage to accomplish their most important objective: production of safe, reliable and cost effective nuclear energy.

Charles "Chip” Pardee is responsible for ensuring that Exelon Nuclear maintains high levels of performance and safety across its nuclear fleet, which is the nation’s largest with 10 stations and 17 reactors and nearly 17,000 megawatts of generating capacity. Pardee most recently served as Chief Operating Officer at Exelon. Previously, he was the Senior Vice President of Nuclear Services. Chip is a member of the Nuclear Energy Institute’s Nuclear Strategic Issues Advisory Committee and the National Academy of Nuclear Training’s Accrediting Board. He is also the Exelon Executive Sponsor of the Asian American Community for Exelon Success (AACES) and a member of the Electric Power Research Institute (EPRI) Nuclear Power Council Executive Committee. He is a graduate of the US Merchant Marine Academy and completed the Advanced Management Program at Harvard University.

Philip McCullough, EdD, is responsible for the industry’s accreditation program, its leadership development courses and seminars, NANTeL (the National Academy for Nuclear Training e-Learning system) and its Future of Learning Initiative. Dr. McCullough has a doctorate in education from the University of Tennessee, a master’s degree in education from Ohio University, and a bachelor’s degree from Capital University. He completed the Reactor Technology Course for Utility Executives at the Massachusetts Institute of Technology and is a graduate of the Advanced Management Program, University of North Carolina-Chapel Hill. He serves on the Advisory Board of Coles College of Business at Kennesaw State University and the Georgia Cabinet of the American Cancer Society’s Cancer Resource Network. He is also a member of the American Nuclear Society and the American Society of Training and Development.

Monday, October 18, 2010

8:15am – 9:30am
Building a Global Enterprise: How Labor, Capital Customer and Commodity Markets are Reshaping Business
Dr. Goutam Challagalla, Brady Family Professor of Marketing at the College of Management, Georgia Institute of Technology

Labor, capital, customer and commodity markets are redefining the foundations of the global economy. Learn what "globalization” means; trace its history and evolution, project its future, study its impact on firms and draw implications for business strategy and public policy. Discuss the demand for and supply of talent around the world.  

Dr. Goutam Challagalla is Brady Family Professor of Marketing at the College of Management, Georgia Institute of Technology. He has been on the faculty of Georgia Tech since 1994. He previously worked as Principal at The Monitor Group.   He has worked on consulting, research, and executive development assignments with several Fortune 500 companies from agribusiness, biotechnology, consumer packaged goods, chemicals industries, energy, lighting, pharmaceuticals, telecom, and semi-conductor sectors. His research has been published in the top marketing journals. He is a recipient of the Outstanding Dissertation Award at UT-Austin and the E. Roe Stamps Excellence in Teaching Award at Georgia Tech. Goutam serves on the editorial review board of the Journal of Marketing. Dr. Challagalla’s undergraduate degree is from Osmania University in Hyderabad, India. 


10:00am – 11:30am

Corporate Case Study: Growing a Small Company: Chick-Fil-A’s Blue Ocean of Talent Strategy
Andy Lorenzen, SPHR, Director of Talent Strategy, Chick-fil-A

Chick-fil-A restaurants have long been known for their great products and even better customer experience. Supporting the brand is a well-architected talent strategy that connects a dynamic culture with the talent that brings it to life every day. Learn how Chick-fil-A has approached the strategic imperative of sustaining a fast-growing brand with incredible talent, while maintaining the feel of a small, well-rounded, company. Hear the insights and lessons that were learned by architecting a strategy that supports the future.

Andy Lorenzen has primary accountability for developing and managing systems aimed at management and retention of Chick-fil-A’s key talent communities: Team Members, Operators and corporate staff. He serves the organization through the study and dissemination of chain-wide best practices in selection, coaching, development and management of Team Members and through the architecting of key staff talent systems, including culture, performance management, engagement, branding and workforce planning. In his work with field talent pipeline programs, Andy assists Operators and staff in identifying and developing restaurant-level talent interested in one day becoming Chick-fil-A franchisees.

Corporate Case Study: The Shifting Paradigm of Executive Development: From the Individual to the Collective
Mike Markovits, Vice President, Business and Technical Leadership, IBM;
Trina Soske, Partner and Global Practice Leader, Oliver Wyman

Today’s approaches to executive development fall seriously short and signify a need for rethinking and change. Specifically, it is the speaker’s view that we must shift our emphasis from individual leader development to collective leadership capability. This shift requires a change in the overall frame for executive development, a new definition of leadership, and a change in the mechanics of how programs are designed, governed, measured and implemented. IBM is used as a field example to illustrate this new approach.

Mike Markovits is responsible globally for succession planning, leadership development (including management and executive development), technical and business leadership pipeline management, and executive recruiting at IBM. In May 2004, he became Vice President of GEOC (Global Executive and Organization Capability), consulting for IBM. Before IBM, Mike was at GE for 19 years. He was at GE Crotonville, responsible for GE’s leadership and executive education activities. Prior to that, Mike led GE Capital’s Center for Learning & Organizational Excellence where he was responsible for training, education and change management globally for GE Capital. In the years prior to that, Mike held a successive series of HR, organizational change, and six sigma quality leadership roles within the Aerospace, Aircraft Engines, Plastics, and Financial Services business units at GE.

Trina Soske is a partner and global practice leader for Oliver Wyman Leadership Development, one of the largest custom executive development providers worldwide. Trina has more than 25 years of strategy consulting, change, and leadership development experience. Previously, she led the executive development business at Monitor Group, and prior to that she was President of Linkage, Inc., a leadership and organizational development firm, and President/CEO of Interaction Associates. Trina received her BA from Whitman College and MBA from Harvard Business School.

Corporate Case Study: Developing Top Talent: Conversation with a CEO and Consultant

Raj Gupta, Former Chairman and CEO, Rohm and Haas Company; Karol M. Wasylyshyn, PsyD, President, Leadership Development Forum

For more than 20 years, Rohm and Haas Company (now Dow), ran what was one of the longest continuous leadership development initiatives in a global company. This competency and behavior-based process focused on the company’s top 70 senior executives and high-potential managers who, at the time of the Rohm and Haas-Dow deal, were described by an outside evaluator to be "significantly above the industry benchmark” in terms of customer and marketplace focus. In this highly interactive session, discuss the guiding principles, methodology and practice considerations these leaders enacted to make their program a success.

Raj Gupta joined Rohm and Haas in 1971 as a financial analyst. In December 1998, he was elected to the Board of Directors, and in January 1999 he was named Vice Chairman. He became Chairman and Chief Executive Officer in 1999. Raj holds a BS in Mechanical Engineering from the Indian Institute of Technology, a MS in Operations Research from Cornell University, and a MBA in Finance from Drexel University. He is a past Chairman of the American Chemistry Council, and the Society of Chemical Industry, America Section. He sits on the board of trustees for The Conference Board. He is a member of the boards of Tyco, The Vanguard Group, Delphi, and Hewlett-Packard Company.

Karol Wasylyshyn, PsyD, is a licensed psychologist, entrepreneur and former journalist. She has spent more than 25 years consulting to senior executives in Fortune 500 and private companies, including Dupont, GE, FMC, GlaxoSmithKline, Henkels & McCoy, CoreStates (now Wells Fargo), Rohm and Haas Company, Colgate Palmolive, Pfizer Int’l, Revlon, Sunbeam, Johnson and Higgins (now MARSH), Johnson & Johnson, PriceWaterhouseCoopers and Wyeth Pharmaceuticals. She combines her business background and clinical training to create practical applications of psychology in business. A frequent speaker on the subjects of executive development and emotional intelligence, she has coached hundreds of executives representing every global sector.

1:15pm 2:30pm
Digital Acquisition Strategy: How to Recruit the Best Using Today’s Technology

Courtney Hub, Vice President, Client Development, TMP Worldwide

Digital solutions for recruiting continue to evolve and reinvent the ways companies attract and engage with candidates. From social media, search marketing and mobile to augmented reality and widgets, there are abundant opportunities to incorporate the use of digital media and tools into your strategic staffing plan. How do you sift through the clutter and select the right solutions? How do you digitize and continue to personalize? Gain strategic insight on the digital recruiting landscape and leave with actionable takeaways to assist you in defining and executing an appropriate digital strategy for your organization.

Courtney Hub is Vice President of Client Development with TMP Worldwide, a recruitment advertising and communications agency offering digital and traditional solutions to meet a diverse spectrum of human capital challenges. In her role, she oversees the strategic direction and operations of select enterprise agency accounts, applying well-rounded and robust knowledge of employer branding, digital marketing, recruiting technology, and media planning to improve recruitment and retention. Previously at TMP, she managed a team of digital strategists working to deliver and execute best-in-class online recruitment advertising solutions.

2:45pm – 4:15pm
Corporate Case Study: Dell’s Transformative Talent Acquisition

Kim Rutledge, Director, Human Resources, Dell, Inc.

Dell America’ s talent acquisition delivers hiring across all lines of business in a fast-paced, highly dynamic and demanding company. As Dell transforms itself into a multi-faceted technology company, its previous methods of sourcing and recruiting candidates has become less effective. By redesigning some talent acquisition processes and delivery methodologies, talent acquisition initiated an interactive recruiting campaign to help launch one of the organization’s transformations. The campaign provided engagement and a definitive link between internal clients, potential candidates and talent recruitment while focusing on changing the conversation with specific employment segments. Learn how minimal resources can have fast results that are tangible, impactful and long-lasting.

Kim Rutledge leads a global team of HR project managers, focused primarily on acquisition integration and large-scale change. In her previous role as talent acquisition director for the Americas, Rutledge led a team of 95 managers, recruiters and coordinators in the delivery of recruiting strategy and services across all of Dell’s lines of businesses for North, South, and Central America. Prior to Dell, she led all non-retail staffing for The Home Depot and served as director of recruitment for

Corporate Case Study: Reinventing the Talent Acquisition Function

Danette Lester, Vice President, Talent Acquisition, Assurant Inc.; Cindy Lubitz, Founder and Managing Partner, inTalent Consulting

Discuss how Assurant, Inc. was able to dramatically improve operational efficiency and effectiveness while centralizing the talent acquisition function. The VP Talent Acquisition conducted a detailed needs assessment and used the results to reengineer the processes, tools, technology, policies and metrics used by the team. Additionally, partnering with inTalent Consulting, Assurant took a creative approach to developing the team’s skills through the use of a recruiter assessment and development center. The outcomes were robust and personalized development plans of the individual recruiters and managers. Learn how this Fortune 300 Company significantly increased client satisfaction and lowered costs by enhancing overall TA capability in 18 months.

Danette Lester is responsible for building a Talent Acquisition function that supports Assurant Corporate and the four companies that make up Assurant. With a staff of 35, including management, she and her team have redesigned and enhanced how recruiting supports both strategic and operational activities for the business segments. Prior to 2006, Danette served on the business board for Extended Protections Services, an Assurant Solutions’ business. With her 24 years of Human resources experience, Danette has developed significant expertise and versatility in the areas of policy management, employment law, recruiting, and employee relations.

Cindy Lubitz is Founder and Managing Partner of inTalent Consulting LLC, an Atlanta-based human resources consulting firm that helps companies improve the way they hire and manage talent. Drawing on more than 20 years of experience, Cindy is a talent management and staffing expert who utilizes real world experience as an HR executive to bring a unique, strategic perspective to clients. Prior to inTalent Consulting in 2006, she was an HR executive for 11 years with The Home Depot. In her role as Senior Director of Staffing, she built and led a team that supported the recruiting efforts of 170,000 associates in 2,200 stores across the United States, Mexico and Canada. In her first six years with The Home Depot, she created a strategic talent management function, directing all leadership and executive development for the company. Also in this role, she designed and led talent review and succession planning processes, executive assessment, 360 feedback and leadership development initiatives from C suite through field leadership.

Corporate Case Study: Realizing Synergies Among Talent Acquisition Managers and HR Generalists to Meet Global Business Imperatives

Marlon Sullivan, Vice President, Global Talent Acquisition, Abbott Laboratories

Abbott Laboratories is a global broad-based healthcare company offering products and services in several multi-billion dollar industries across 130 countries. To continue accelerated growth in emerging international markets, Abbott needed to proactively plan for its global human capital needs and increase the collaboration between Talent Acquisitin, Talent Management, and HR Generalists. Learn how Abbott leveraged human capital planning to translate business strategy to talent strategies, analyzed talent gaps, developed integrated talent action plans and ultimately drove superior talent outcomes to meet strategic business imperatives.

Marlon Sullivan oversees enterprise-wide talent acquisition for all lines of business and corporate for Abbott Laboratories, a Fortune 100 company based in Chicago. Previously, Marlon served as senior director, staffing for The Home Depot, Inc. and held a succession of managerial roles during his six years there. Prior to Home Depot, Marlon worked as an Engagement Manager with McKinsey & Company, an international business consulting firm, providing services to Fortune 100 companies in the US and Europe for nearly five years. Marlon is a graduate of the Harvard Business School, where he earned his M.B.A. and holds a B.A. in Corporate Finance from Morehouse College.

4:30pm – 5:45pm
A Study in Leadership, Co-Leadership and Power Partnerships

John H. Whitlow, PhD, President, JHW Consulting Services; Marc Carraway, Director, Blue Ridge Virtual Governor’s School

Warren Bennis, one of the leading authorities on leadership in America today, states that behind every successful leader, there is typically a second in command that is a complementary force to the leader. The new watchword for this individual is Co-leader, and leader/co-leader partnerships are spread throughout high-performing organizations which value leadership inclusion and collaboration. Learn, through an engaging musical presentation, how to study and evaluate the characteristics of effective power partnerships. Using the musical duo, Scuffletown, as an example, discuss how others have successfully applied the principles of power partnerships to effectively manage relationships and maximize the potential of collaborative efforts.

John H. Whitlow, PhD, has more than 25 years serving in top management and executive roles. He was Executive Vice President for Human Resources and Corporate Development with Plow & Hearth, a national consumer catalog company, and Director of Employee Assistance for BellSouth Corporation. Whitlow has provided leadership consulting services for private and public organizations throughout the country. He is also adjunct faculty at several of the nation’s top leadership training centers including the Federal Executive Institute and The University of Virginia’s Center for Executive Development. When not working in his consulting business, he spends his free time performing and touring in the acoustic music duo Scuffletown, and provides studio and performance support for singer/songwriters throughout the Mid-Atlantic region.

Marc Carraway is a member of the musical duo, Scuffletown. In addition to his national performances, he serves as Director of the Blue Ridge Virtual Governor’s School, where he leads a regional program for gifted and talented students. Prior to this role, he was Principal of Madison County High School in Madison, VA. During this time, Madison County High School received numerous achievement recognitions, including winning the prestigious Wachovia Cup for Academic Excellence each year from 2001 to 2005. 

Tuesday, October 19, 2010

8:00am – 9:15am
Keynote – Lessons Learned: Time Out for Reflection
Dr. Beverly Kaye, CEO, Career Systems International; Sally Helgesen, Author, Speaker and Consultant; Dr. Robert Rosen, Founder and CEO, Healthy Companies International; Dr. R. Roosevelt Thomas, Jr., Chairman and CEO, Roosevelt Thomas Consulting & Training

Why are some people able to flourish in their careers, triumph over obstacles, and become beacons for those who follow, while others get stuck, never reaching their full potential? Truly effective leaders have learned how to learn: they learn from life, all their lives long.

This unique session brings together a panel of thought leaders who share their personal lessons – many learned the hard way. Great mentors and leaders seize opportunities to learn wherever they find them. Many of the stories will resonate on a personal level while others will serve to stimulate discussions in your organizations. The panelists offer their ideas on learning to lead, overcoming setbacks, becoming open to change, mentoring, developing self-awareness and more. Questions will be asked to help the audience reflect and apply the lessons to their own organizational talent strategy.

Dr. Beverly Kaye, Founder and CEO of Career Systems International, has been named this year's recipient of the Distinguished Contribution to Workplace Learning and Performance Award by ASTD (American Society for Training & Development). Bev is being recognized for her groundbreaking body of work and the significant impact she has had on learning and performance in the workplace. Bev 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 and retention.

Sally Helgesen is an internationally acclaimed author, speaker, consultant, and one of the world's brand-name experts on women's leadership. Her latest book, The Female Vision: Women's Real Power at Work, is the first to make the strategic case for women leaders. She also authored best-selling The Female Advantage: Women's Ways of Leadership, hailed as "the classic work” on women's leadership style, translated into 12 languages, and continually in print for twenty years.

Sally delivers keynotes and develops leadership programs for corporations, partnership firms, universities and non-profits around the globe. She has consulted with the United Nations Development Program on building more inclusive and decentralized country offices and on strengthening women's programs in Africa and Asia. She has led seminars at the Harvard Graduate School of Education and Smith College, and been visiting scholar at Northwestern University and Lauriston Institute in Melbourne Australia.

Dr. Robert Rosen is an internationally recognized psychologist, best-selling author, researcher and business advisor to world-class companies. He has spent the last twenty years advising and studying top executives, working in all three sectors of the economy – business, government, and non-profit. Dr. Rosen has interviewed hundreds of CEOs around the world. Each year he speaks to thousands of executives worldwide and appears regularly in the international media such as The Financial Times, The New York Times, BusinessWeek, Fortune and The Washington Post.

He is Founder and CEO of Healthy Companies International, a Washington, DC area based research, education and consulting firm specializing in helping CEOs and executives achieve best-in-class business performance. Experienced in understanding both people and business, Dr. Rosen teaches corporate leaders how to recognize the obstacles and leverage the opportunities of the new global economy.

Dr. R. Roosevelt Thomas, Jr. is Chairman and CEO of Roosevelt Thomas Consulting & Training (RTCT), and Founder of the American Institute for Managing Diversity (AIMD). Considered to be the foremost thought leader in the diversity arena for over twenty-five years, Dr. Thomas has been at the forefront of developing and implementing innovative concepts and strategies for maximizing organizational and individual potential through diversity management.

Dr. Thomas is the author of six books including the highly acclaimed Beyond Race and Gender: Unleashing the Power of Your Total Workforce by Managing Diversity, and Building a House for Diversity: How A Fable about a Giraffe and Elephant Offers New Strategies for Today's Workforce. He contributes regularly to periodicals and trade magazines, and has authored numerous articles.

Dr. Thomas provides consulting services to Fortune 500 companies, professional firms, government entities, non-profit associations, and academic institutions.A sought-after speaker, Dr. Thomas offers practical, action-oriented presentations grounded in his research and writings.

9:30am – 11:00am
Corporate Case Study: Committing to Culture
Hollie Delaney, Senior HR Manager,, Inc., Inc. and its affiliates, established in 1999, have quickly become a leader in online retail by striving to provide shoppers with the best possible service and selection. The company was recognized in 2009 and 2010 by Fortune Magazine as one of the "100 Best Companies to Work For,” debuting as the highest-ranking newcomer for the 2009 list. Want to create a work environment that your employees love? Learn how the Zappos family of companies was able to create a unique culture and how this culture has been the key to employee engagement. Leave with ideas on how to begin to create and sustain a culture for your company and tips on how to get buy-in from your employees.

Hollie Delaney oversees the Recruiting, Team Relations, Benefits and Employee Events teams, and focuses on supporting the unique company culture at, Inc. Hollie has been in the field of Human Resources for 14 years.

Corporate Case Study: Improving Organizational Performance through Agile Working
Michelle Pattison, Agile Working Global Program Lead, Unilever

"Agile working” is an approach to improving organizational performance through helping people get their work done with minimal constraints and maximum flexibility. It involves HR practices that empower people to perform their job responsibilities anytime and anywhere, supported by innovatively designed facilities and enabling technologies. The benefits of agile working to any organization include increased employee productivity and satisfaction, significantly reduced costs and environmental impact, and a heightened focus on performance. Discuss the principles and benefits of agile working and how this concept is creating a cultural transformation at Unilever. Review specific strategies for implementing this style within an organization and overcoming barriers to change.

Corporate Case Study: Wow the Customer! Deliver an Extraordinary Customer Experience through Inspired and Engaged Employees
Karen K. Bennett, Vice President – Retail Sales Operations, AT&T Mobility; Christopher Mulligan, CEO,  TalentKeepers

If satisfied customers are the lifeblood of healthy organizations, then customers who are truly impressed are the hallmark of premier organizations. Learn how AT&T is creating a culture of excellent service by engaging employees from the moment they're on-board with leaders who understand their needs and inspire them to achieve high performance levels. Discuss innovative approaches on how to leverage employee engagement to achieve outstanding customer service.

Karen Bennett is responsible for strategy and program development for AT&T’s wireless sales channels. This includes sales effectiveness programs, compensation, rewards and recognition program; knowledge base management for AT&T’s customer facing employees in its wireless division; strategy and program management for point of sales, and other sales automation and information tools. She began her career with BellSouth earning her bachelor’s degree in Business Administration from Louisiana State University in 1982. She has held several management positions with the company including General Manager of BellSouth Mobility in Baton Rouge, LA; Director of Distribution for BellSouth Mobility in Atlanta, GA; General Manager for American Cellular Communications Corp. in Mobile, AL; and General Manager of the Eastern North Carolina region for BellSouth Mobility DCS.

Christopher Mulligan has more than 20 years of experience in the human resources industry, the majority of which has been in the employee engagement, selection, assessment and retention arena. Mulligan co-founded TalentKeepers in 2000, which is an organization dedicated to the issue of employee engagement and retention. TalentKeepers products have twice been recognized as "Top Training Products of the Year” by Human Resource Executive Magazine for their innovative and effective approach to employee on-boarding, engagement and retention. He has made major presentations at conferences such as the American Society of Training and Development (ASTD), the American Management Association (AMA) and the International Quality and Productivity Center (IQPC). He has published a number of articles and has authored a chapter in the AMA’s Human Resources Management & Development Handbook.

11:15am – 12:00pm
The Case for Developing Leaders

Doug Lynch, Vice Dean, Graduate School of Education, Academic Director, Wharton Executive Education, University of Pennsylvania

We are just emerging out of an almost unparalleled global financial crises. Budgets were slashed and talent budgets in particular were singled out and yet, anecdotal evidence suggests that even in this climate, leadership programs thrived. A quick perusal of the top selling business books seems to be about effective leaders. What’s this all about? What is the problem and do any of the solutions the vendors are selling work? Are there certain leadership development programs that work? Is it better to build your own program or buy? What evidence, if any, exists on the efficacy of any of this? Roll up your sleeves and dive into these questions and more.

Doug Lynch, an economist by training, spends his time thinking about and building learning solutions for organizations. He has worked with the FDNY after the tragedy of 9/11 and consulted WorldCom after their ethics scandal. He is the chair of the US delegation setting standards for work-based learning for World Trade Organization/ General Agreement on Tariffs and Trade talks, is on the Board of Visitors for the CIA, and is past chair of the policy council for American Society for Training and Development (ASTD). His programs have won numerous awards including the President’s Award for exporting, an APX award and an HR Executive Top 10 award.

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