Workplace of Choice 2005 (W128)
Venue: Sheraton Suites San Diego
|Event Date/Time: Jun 15, 2005||End Date/Time: Jun 17, 2005|
|Registration Date: May 24, 2005|
Workshop: The 7 Hidden Reasons Employees Leave and Stay:
Linking Individual Choices to "Workplace-of-Choice"
Surveys report that almost nine in ten managers believe that employees leave mainly for “more money” or “better opportunity.” Yet, the Saratoga Institute’s surveys of 19,700 employees in 17 industries reveals that “push factors,” such as poor management practices and toxic cultures, are the real destroyers of employee commitment and the true causes of most turnover. This disconnect between belief and reality is a problem for American business. If your organization’s leaders believe “pull factors” are the real reasons employees disengage and leave, how can they expect to generate effective workforce engagement and retention strategies? One of the nation’s leading authorities on employee engagement, retention, and workplace-of-choice strategy will lead participants through a systematic process of linking business and workforce strategies to individual decisions that employees make about whether to commit, disengage or leave.
Discuss how your organization’s business strategy shapes the types of employees you recruit and hire,
Utilize management practices you use to engage and retain key employee segments and prospects,
Reasons you believe employees choose to join, stay, and leave your organization.
Understanding of the root causes of employee disengagement and turnover, based on Saratoga survey data, and specific, actionable ideas for preventing those causes from taking hold in your organizations.
Leigh Branham, Founding Principal, Keeping the People, Inc. and author of The 7 Hidden Reasons People Leave (AMACOM Books, 2005)
Day One: June 16, 2005
8:00 Continental Breakfast
8:30 What Makes Some Employers So Good – and Most So Bad?
Every year the Great Places To Work Institute works with Fortune Magazine and other publications to conduct the 100 Best Companies to Work For contest around the world. There are a few main ingredients that make a Workplace a desirable place to work. One of the main ingredients is trust-trust within the executive level down to the workforce. From having a workplace of choice everyone benefits: a productive and satisfied workforce that results in a higher ROI for the company. Discover the impact of the value of becoming a “Best Company” has on an organization’s ability to be successful and what makes some employers so good – and most so bad. This session will share information about the defining characteristics and ingredients of a great workplace including a discussion on trust in management-employee relationships in a workplace.
Understanding the essential components of a great place to work
Creating a great place to work with a result in a higher ROI
Examining the process of workplace transformation in best workplaces
Gaining insight into how to make improvements in your own organization
Hal Adler, Consultant, Great Places to Work Institute®
10:45 Innovator Keynote: The Value of Becoming a WOC in the New Economy
With the changing values and unprecedented demands of tomorrow’s workforce, work-life strategies and WOC policies have hit the corporate mainstream. It is a known fact that a happy employee is a productive employee. Productivity for the employee is defined by the environment of the employee. WOC is a key essential component in optimizing an employer’s human capital. As recruiters know well, organizations with a reputation as a “great place to work,” “best employer” or “employer of choice,” is high on job seekers wish list. By being a WOC there will be a level of talent retention and attraction at all levels of the workforce. This keynote session will help in discovering, creating and implementing a great place to work culture within your organization. Be a WOC by having a definitive environment of productivity and pride within your corporation.
Debra Hanses, Vice President of Republic Bancorp
Fortune Magazines, number 3 and number 1 as a small company
1:00 Aligning a WOC Program with Business Strategy
Creating and managing organizational change to become an excellent Work Place of Choice can be a daunting goal that may seem unattainable. Fortunately, it can be attained without the bureaucracy of it all. This session will discuss how to implement a WOC through best practices to establish where, what, why and how to create and employ positive initiatives for corporate success including a measurable ROI.
Focusing on a conscious corporate wide initiatives
Aligning strategic initiatives to achieve enterprise objectives
Measuring and rewarding great people management
Developing compensation programs that align employee values with corporate goals
Walter Grubbs, Vice President of Human Relations for Vision Service Plan
Fortune Magazines number 10 and number 5 as a small company
2:30 Presenting Value: Developing a WOC Program to Pitch to Your Executive Board
Executives of best in class enterprises understand the value of becoming a Work Place of Choice. However, for those organizations that lack the understanding of the effectiveness of being a WOC it is up to human resources to develop a plan to show the organizational effectiveness of implementing such an initiative. This session is intended to give you the best cases and programs proofs to present and pitch your executive board on becoming a WOC. Learn key elements to…
Demonstrate value and increased profitability
Use statistical analysis to show reduced cost
Exhibit examples to increase retention and recruit your industry’s top talent
Sarah Meyerrose, Executive Vice President and Corporate / Employee Services of First Horizon National, Fortune Magazines number 68 and number 19 for large companies; also a hall-of-famer since 1998.
4:00 Adjourn to Networking Reception
Day Two: June 17, 2005
8:00 Continental Breakfast
8:30 Keynote: Implementing and Strengthening Employment Brand and Strategy
Developing and delivering a unique and attractive work experience can be overwhelming in becoming a WOC. Earning the WOC distinction is the result of programs that are simple to develop. Having a WOC distinction will differentiate you from the rest of the market. Investing in programs will obviously help work towards building a compelling employer brand while working toward the Fortune’s 100 Best Companies to Work for List. This session will involve using public relations to create positive name recognition in your target population. Learn best practices to…
Draft and launch an employment brand strategy
Communicate the brand effectively to the employee
Create a brand culture to produce that critical edge over your competitors
Acquire specific strategies and activities that engage employees in the brand and keep the brand promise fresh in their minds
Leverage best practices for external business opportunities
Bill Powanda, Vice President of Griffin Health, Fortune Magazines number 8 and number 3 for small companies
9:30 Employee Satisfaction: Align Financial Incentives and Assistance Programs with Employee Values
Spending money is convenient and easy for various “in-house” programs but being able to have an organization focused on profits and successful “in-house” programs must be aware of strategically spending on initiatives that will have positive outcome in growth. Assessing your workplace financial needs and employee incentives is a difficult challenge. This session will outline tools and strategies to align your incentive and assistance programs to the needs, desires and values of your employees. You will learn best practices to…
Institute reward structures based on the values and overarching goals of the organization
Implement incentives that recognize and pay based on performance
Retain employees through training and professional growth opportunities
Bill Cameron, Chairman & CEO of American Fidelity Assurance, Fortune Magazines number 34 and number 17 small companies
10:45 Business Behind the Benefits
In a changing economy there are a lot of pressing issues that face every organization. With rising costs to take care of the workforce there can be no means to an end for a great workplace. With careful planning and building a successful workplace of choice each one of these issues will be addressed. There is an award-winning approach to treating employees and the company’s sustained business success to perpetuate each other. In this session begin to ..
Detail a management philosophy regarding corporate culture
Learn to deal with soaring employee health care costs
Develop techniques for the impending labor shortage
Jeff Chambers Vice President of Human Resources for SAS Institute, Fortune Magazines number 16 and number 6 for mid-sized company; also a hall- a- famer since 1998
1:00 Building a WOC – that matters
Being a WOC is a challenging task to match employee goals and the organizations goals to overall profit. When developing a WOC, how do you do this and how do you deliver the process through all work-force levels? Each employee has value for the company and the company has value for their employees. In this session learn how to..
Develop and implement a process for a WOC
Utilize organizations performance for great employee retention
Accelerating the WOC process
Sharon Douglas, Vice President of Human Resources and Chief People Officer of Aflac, Fortune Magazines number 65 and number 24 for mid-sized companies
1:00 Creating a Unified Company by Establishing Trust
Trust is the corner stone of every great organization. Without trust organizations can easily fail to exceed their goals. By having trust cascade down from the executive level there will be higher employee retention, greater productivity and a reliable work environment. Organizations that induce corporate wellness, paid leave time and low employee turnover rate have consistently been in the top 100 great places to work since 1998. This session you will learn to establish trust with your workforce for a unified company that will result in a greater profit.
Developing a unified trust process
Introducing trust at the management to executive level
Believing in your organizations incentives for employee trust
Carolyn Brownawell, Human Relations Director of MITRE, Fortune Magazines number 53 and number 19 for midsized companies; also a hall-a-famer since 1998
2:15 Align Employee Benefits and Compensation Programs with Enterprise Goals
Goal oriented, goal motivated and goals that are attained. Goals play a major part of every corporation on every level; top to bottom, bottom to top of the workforce. To be able to align the corporate goals with employee’s goals is an exceptional technique that incorporates all benefit and compensation programs to boost employee productivity. Organizations that align employee benefits with compensation programs use collected data on employee perception and a constructed model to identify returns from existing investments. This session you will learn to identify and develop alignment with employee and enterprise goals.
Measure the Return on Investment of the benefits and compensation programs
Construct a model to identify returns from existing investments
Quantify how employees’ values the company’s compensation and benefit programs
Dave Reichel, Senior Director of Total Rewards and Management for Qualcomm, Fortune Magazines number 17 and number7
2:15 Involving all Levels of the Organization in Becoming an Excellent Workplace of Choice
Each workplace of choice uses many different techniques to deliver best results for the organization for there to be employee buy-in on all levels. Being a workplace of choice there has to be employee trust to the executive level to have high productivity. Involving all levels of the organization is a vital strategy to develop a highly transparent workplace of choice. This session will teach you to involve all levels of the organization to be an excellent workplace of choice.
Involve organizational employee buy-in
Trust of the whole workforce for best results of the organization
Develop working relationships in becoming an excellent workplace of choice
Elizabeth Respess, Director of Human Relations of Arnold & Porter, Fortune Magazines number 32 and number 16 small companies
3:30 Implementing a Productive and Valued Work / Life Program
Work / Life policies and programs are constructed to attract top talent and drive employee retention with satisfaction. These programs were originally initiated for mothers who support their family and children. It now broadly encompasses the needs of men and women in a family, and single employees who wish to balance their personal lifestyle and commitments outside of work, without compromising work quality or career advancement. In this session, you will learn how employees at Work Places of Choice are finding that almost any position lends itself degrees of flexibility and overall increase in productivity by…
Creating flexible hour and alternative work arrangements to meet employee and employer needs within the work place environment
Analyzing variations of telecommuting arrangements that will reduce productivity
Participating in childcare provisions and variations of leave entitlements
Kim Owen, Director of Human Relations for QuikTrip, Fortune Magazines number 19 and number 8 mid-sized companies
3:30 Measuring the ROI on WOC Initiatives
We’ve all heard “what gets measured gets done.” However, measuring and benchmarking your strategic initiatives will help focus an organization on becoming a Work Place of Choice and will help to create higher returns on investments for the enterprise. Using workplace of choice initiatives will maximize ROI through enhanced retention and recruitment capabilities. This session is designed to show you how to manage for quantitative and qualitative measurements for peak performance by…
Developing a corporate strategy to measure the effectiveness of all WOC initiatives
Assessing employee and customer satisfaction before and after new WOC policies or programs are initiated
Attracting Top Talent Employees and driving higher levels of employee retention and satisfaction
Nancy Deane, Senior Vice President and Development for People for Synovus, Fortune Magazines number 50 and number 10 large company; also a hall-a-famer since 1998