2011 Canadian Event I produced

1. Strategic Talent Management
& Leadership Development Canada
Successfully Developing and Managing Talent
and Leadership Programs to Enhance Competitiveness
while Driving Business Goals
July 21-22, 2011
Toronto Marriott Downtown Eaton
Centre Hotel | Toronto, ON “ Plan, develop,
place and retain
Transforming the organization's
competitive ability
through effective
talent management.
valuable to achieve
Conference Chairperson:
Mark Walker
Director, Strategic Accounts
talent business goals.”
Institute for Corporate Productivity
Featuring Sessions from Leading Talent Management,
Organizational and Leadership Development Experts Including:
Attending this Premier marcus evans
Sharon Torgerson Stephanie Hardman
Conference will Enable You to: Director, Leadership and Employee Develop- Director, Organizational Development
• Connect talent management strategies to the ment Tim Hortons
business development strategies Suncor Energy
• Create and Implement a multifaceted leadership Lisa Wilkins
development strategy that contributes to overcoming Jaci Edgeworth Director, Organizational Development
various business challenges Director, People Potential and Workforce Planning
Lululemon Athletica Mount Sinai Hospital
• Strengthen the internal brand while driving a culture
that prioritizes talent performance and Stephanie Argentine Francine MacInnis
leadership development Director, Talent Management Executive Director, Talent Management
• Develop high potential talent management programs & Organizational Development and Organizational Development/
that can grow and overcome future challenges Rich Products Corporation People and Culture
of the organization CBC/Radio-Canada
• Redesign and Transform current talent management Guilherme Dias
programs to increase effectiveness Director, Strategic Talent Management Diane M. Wiesenthal
Pitney Bowes Canada Vice-President, People
• Position the employee value proposition where
and Organizational Services
career development & planning are key drivers Stella Cosby Canadian Wheat Board
Senior Director, Human Resources
Who Should Attend: Agrium Mark Walker
Director, Strategic Accounts
SVP’s, VP’s, Directors and Senior Managers in: Elisa Bannon Institute for Corporate Productivity
• Talent Management • Organizational Vice-President, Talent Development
• Leadership Development Wireless Vision Jamillah Green-Davis
Development • Organizational Director, Leadership Development
• Talent Planning Effectiveness Angie Andich Cardinal Health
Senior Manager, People Communications
• Talent Development • Talent Acquisition
KPMG Canada
• Workforce Management • Employee Experience
• Succession Planning • Talent Lifecycle Luke Sanna
• Learning • Employment Branding Talent Management & Leadership
& Development • Internal Branding Development Principal
• Corporate University Exelon
Media Partners: Official Conference Blogger:

2. DAY ONE | July 21, 2011
8:00 Registration and Morning Networking 2:15 Case Study
Finding the Perfect Fit: Engaging Your Audience Through Demographics
8:50 Chairperson's Opening Address Engagement is – or at least should be – the ultimate goal of any employee communicator.
Identifying and understanding your audience is a critical first step to creating engaging
communications. Bud with budgets being slashed and money for audience research hard to
SETTING THE TALENT & LEADERSHIP PLANNING STRATEGY come by, what is the best way to know your audience? Demographics are a cost-effective
IN LINE WITH CORPORATE BUSINESS OBJECTIVES way to identify and target your audience. Understanding the shared experience of each
generation will alloy you to better understand your audience and create communications that
9:00 Keynote Presentation really resonate.
The Business Case for Building a Leadership Pipeline Angie Andich, Senior Manager, People Communications
As the economic recovery regains strength, organizations will need to place a new focus on KPMG Canada
managing key talent for the new decade. This session will give you valuable insights into the
strategies and outcomes of an award-winning talent management program at Pitney Bowes 3:00 Networking Break
Canada. The hallmarks of this unique program include building talent initiatives that are
relevant to the business and leveraging soft and hard accountability to drive talent outcomes. HARNESSING A RECOGNIZABLE TALENT
Learning Objectives:
• Integrate talent planning into your business and strategy planning cycle DEVELOPMENT CULTURE
• Create an accelerated leadership pipeline program
• Acquire strategies to enable talent management effectiveness among 3:30 Case Study
your business leaders Driving a Culture of Individual and Organizational Development,
• Understand where "HR stops and the line begins" – Ensuring line manager Accountability and Innovation
accountability for leadership development • Create and manage a culture where individual and group development
• Gain a framework for experience-based development strategies is a part of the organization’s DNA
Guilherme Dias, Director, Strategic Talent Management • Demonstrate and demanding accountability throughout the organization
Pitney Bowes Canada • Enable employees to understand organizational and talent management
strategies and goals
9:45 Case Study • Understand the necessary elements and leadership buy-ins to create
Connecting Talent Management Strategies to the Business Strategy and manage such a culture
• Using the business strategy and strategic planning process as frameworks Jaci Edgeworth, Director, People Potential
for talent development Lululemon Athletica
• Through connections to business-driven outcomes, move from discrete talent
management to an integrated, evergreen annual process 4:15
• Engage and drive talent development accountability within mid and senior level Developing Effective High Potential Talent Management Programs
management via leveraging the connection to business-driven outcomes • Identify and developing high potential talent through a well architected HIPO program
• Focus assessment and development efforts around leadership • Prepare high potential employees to manage business challenges
and experience-based opportunities and complex environments
Stephanie Argentine, Director, Talent Management & Organizational Development • Understand necessary elements of an effective HIPO program for various career levels
Rich Products Corporation • Create brand ambassadors of HIPO graduates
• Embed talent management principals into various enterprise-wide objectives
10:30 Networking Break
Jamillah Green-Davis, Director, Leadership Development
Cardinal Health
11:00 Interactive Networking Activity
Interactive Networking Introductory Activity 5:00 Closing Remarks of the Chairperson
During this interactive session the delegates will be given the opportunity to introduce
themselves to their peers. Each member of the delegation will be asked to share the 5:10 End of Conference
following information.
• Name, title and organization
• What interested you in attending this conference?
• What was a major Internal Branding or Employee Engagement achievement
for your group last year?
• What do you hope to walk away with from taking part of this event?
11:45
Creating a Leadership Development Strategy to Drive Cultural Integration
Following the Largest Merger in Canadian history - Suncor Energy with Petro-Canda
• Integrating cultural development and merger change management
aspects into key leadership development programs activities
• Communicating ongoing efforts to align leadership development programs
to long term goals and merger priorities
• Obtaining cross department collaboration to drive programs for employee
development and growth
• Fast Tracking valuable talent into leadership development programs
to meet business needs
• Removing redundancies and ineffective activities in talent management
programs and processes
Sharon Torgerson, Director, Leadership and Employee Development
Suncor Energy
12:30 Networking Luncheon
5:00 Case Study
Growing Tomorrow’s Leaders Today: Succession Planning & Organizational Success
• Recruit and Retain Top Talent
• Succession: The key driver in talent management
• One-size-fits-one: individual plans and development
• Keep the Leadership Pipeline flowing
• Align corporate success with personal achievement
• Diversity & Inclusion drive total success
Stella Cosby, Senior Director, Human Resources
Agrium
SPONSORSHIP INFO
Does your company have solutions or technologies that the conference delegates
would benefit from knowing? If so, you can find out more about the exhibiting,
networking and branding opportunities available by contacting: Darrin Grove,
darring@marcusevansch.com.

3. DAY TWO | July 22, 2011
8:30 Registration and Morning Networking 2:15 Interactive Panel Discussion
Workforce Planning Challenges and Goals for Today and Beyond
8:50 Chairperson's Opening Address • Forecast regional and global HR function trends for 2011 and 2012
• Establish effective dashboards and scorecards to capture and qualify talent
planning metrics against workforce planning goals
TRANSFORMING TALENT PROGRAMS • Use metrics that capturing and measure the impact of workforce changes
AND RENEWING COMMITMENT • Convert metrics into actions that drive results
• Predict the demand for talent and what the organization needs in terms
9:00 Keynote Presentation of human capital to meet its business objectives
• Discuss the impact of talent management talent shortage
Aligning Talent Transformation for Business Transformation
Facillitated By:
• Align the corporate learning and development plan to invest in employee and manager
Mark Walker, Director, Strategic Accounts
development such as: leadership, management, technical cross-functional, succession
Institute for Corporate Productivity
planning, and career ownership
• Investment in new skill development to ensure employees had the right skills required
3:00 Networking Break
to deliver on corporate business modernization initiative
• Focus on Strategic Talent Management to build leadership and management capacity
3:30 Case Study
throughout the organization, and enhance employee/manager accountability,
ownership and engagement Realigning with your Workforce and Developing a Talent Management Strategy
• Change a traditional culture of entitlement formed by long standing institutional Layoffs, mergers, acquisitions, restructuring, reorganizing - all are outfall of the recession
practices and behaviours to a modernized business focused culture creating challenges for organizations. In the midst of these organizational changes, many
• Build a shared vision and corporate “Farmer First” focus, breaking down companies are also adjusting their strategic objectives to align with the new priorities.
departmental silos Companies need to relay the message to their workforce and help them adjust their daily
• Create a challenging, positive culture and fun work environment with a strong emphasis goals to align with the overall objectives of the company by connecting company efforts
on growing organizational health and individual health through an integrated to create a central focus on talent management.
wellness strategy • Outlining the company goals and values tied to integrated talent management approach
Diane M. Wiesenthal, Vice-President, People and Organizational Services • Linking integrated talent management processes into the business strategy
Canadian Wheat Board • Internally marketing and developing sponsorship for an integrated talent management
approach, processes and programs
9:45 Case Study Luke Sanna, Talent Management & Leadership Development Principal
Exelon
The Role of Culture in Driving Business Strategy and Human Potential
• Understanding the points of intersection between your business strategy
4:15 Closing Remarks of the Chairperson and End of Conference
and the culture that enables its success
• Reading the cues within your business strategy to build your talent strategy
• Tapping into employee engagement and consultation to understand
and leverage your culture
• The importance of your future workforce in your current cultural and talent strategies
• Finding “the sweet spot” of talent strategy in order to work with your culture
to achieve your business goals
Francine MacInnis, Executive Director, Talent Management and Organizational
Development/ People and Culture
CBC/Radio-Canada
10:30 Networking Break
11:00 Case Study
Positioning the Employee Value Proposition where Career Development
& Planning are Key Drivers
• Validate employment attributes through various measurement activities
• Create a well articulated career management program that draws employee
commitment, attraction and retention
• Retain employees by engaging them in their career planning
• Interconnect talent development, strategic planning, brand building,
and communications for a successful end result
Elisa Bannon, Vice-President Talent Development
Wireless Vision
11:45 Interactive Activity & Discussion
Launching and Managing an Effective Internal Talent Management
Communications Strategy
• Understand the value of clear and consistent communication strategy has in developing
employee trust and commitment
• Determine what information employees want to hear in regards to their career management
• Deploy managers and other leaders in addition to the talent management team
as advocates to share stories of career success and possibilities within the organization 2010 TALENT MANAGEMENT
• Reinforce the message that the company is a great place to work and develop one’s career
Stephanie Hardman, Director, Organizational Development
CONFERENCE TESTIMONIALS:
Tim Hortons
"Very impressed with the conference. Good use of my time."
12:30 Networking Luncheon
Sr. Director, Organizational Capability, CDW
PLANNING FOR FUTURE TALENT "I've learned some great new concepts & models I hope to take back and use
at any organization. The best two days I have spent at a TM Conference."
Management Development, Exelon
1:30 Interactive Discussion
Managing a Diverse Talent Pipeline "marcus evans has an intriguing business model. A powerful seminar with
• Strategic workforce planning to maximize a diverse talent pipeline excellent participants & presenters at a resurcharge cost."
• Understanding & meeting unique workforce challenges Vice President, Leadership Development, Danaher
• Diverse channels to attract diverse talent to the organization
• Creating a culture that retains, develops and maximizes the value of our diverse workforce "I liked the focused topic, deeper dive with many executives & valued companies
• Measuring and tracking key performance indicators to grow talent diversity and the smaller conference site. I have pages of notes that will help my team
Lisa Wilkins, Director, Organizational Development and Workforce Planning and company succeed in the future."
Mount Sinai Hospital Dish Network
"Packed agenda with relevant topics."
JetBlue

4. MEDIA PARTNERS:
The EEA is a coalition of companies and associations dedicated to the concept that engagement is an enterprise-wide endeavor that “begins with people and ends with profitability.” The primary
mission is to support research, education and outreach that creates a better understanding of how organizations can make the connection between engaging people in business and long-term
financial performance. www.enterpriseengagement.org.
For over 25 years, Leadership Excellence magazine has continued to shape tomorrow's leaders. Month after month, the foremost minds on management and leadership share their breakthrough
ideas. By constantly publishing the best ideas from experienced consultants, trainers, and business leaders, this now digital magazine is shaping organizations throughout the world.
HRO Today Forum is an environment for real engagement — for HR execs to meet with each other and with vendors to tackle the issues facing today’s HR departments. A highly interactive
setting that provides the big picture, dynamic dialog, and deep dives on the issues that count. It unites the HRO Summit, MSP Summit, RPO Summit, and HR DemoShow under one roof to
provide the ultimate networking and learning experience.
DiversityInc is the leading publication on diversity and business. DiversityInc's CEO and owner is Luke Visconti. DiversityInc was founded in 1998 as a web-based publication; our print magazine
was launched in 2002. We reach more than 1 million unique monthly visitors on DiversityInc.com, and the magazine has circulation of over 340,000. DiversityInc.com has the largest dedicated
career center for diverse professionals. For more information visit: www.DiversityInc.com
The ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational
failure and success. The Leadership & Organization Development Journal examines the body of management theory around leadership and organizations in order to discover new, more effective
ways of managing in organizations. The journal encourages original thinking which will contribute to knowledge and understanding in these areas. For more information please go to
www.emeraldinsight.com/lodj.htm.
Strategic HR Review is the definitive guide to global issues in the HR arena. It offers practical solutions for developing an effective culture, managing change, moving from a transactional
to a strategic function and managing a global and dispersed workforce. Strategic HR Review is written by practitioners for practitioners.
OFFICIAL CONFERENCE BLOGGER:
HRM Today, powered by i4cp, is one of the leading free resources for HR Professionals in the world. A combination of a powerful social network and a central repository for many of the best
HR blogs, HRM Today elevates the human resources profession to a more strategic and business-centric level of sophistication.
PRODUCER INFO:
I would like to thank everyone who has assisted with the research and organizationof the event, particularly the speakers for their support and commitment. Tatawan Plengsirivat,
tatawanp@marcusevansch.com