Symposium Presentations

*Additional schedule information coming soon.


Keynote Speaker


Mark Allen, PhD, Pepperdine University Graziadio Business School Faculty

"Finding Your Aha Moment in Talent Management"

Finding Your Aha Moment in Talent Management It’s the first cliché out of the mouth of most CEOs: “Our most valuable asset is our people.” While every organization pays lip service to this concept, does your organization truly behave every day as if it believed this were true? In this session, we will discuss how to manage your organization in ways that actually enhance the value of your most valuable resource.

Among the topics we will explore are:

  • What talent management really is
  • The true value of talent
  • Best practices in talent management
  • The single greatest talent mistake, why your organization probably makes it, and how to avoid it

Symposium Speakers


John Atwood, Learning and Development Manager, Google, Inc.

How Googlers Learn: 4 Principles That Shape Our Learning Culture

Our people make Google the kind of company it is. It is the development of our people and the creation of open learning environments for Google employees that will make Google a dynamic and innovative organization for years to come. In partnership with our analytics teams, we have recently studied how Google employees learn. We identified four key trends that have formed the principles, or core beliefs, that shape our learning, design and delivery. In this presentation, we will talk about these principles, share stories and perspectives about what is working in our organization today, and discuss what we are doing to make Google the best place to learn for our people.


Marlene Biseda, PhD, Assistant Professor of Strategy, Graziadio School

Helping Your Experienced Hires Help You

Many companies hire experienced professionals thinking they can "hit the ground running." However, these new hires may be underutilized because the firm does not provide them with support systems similar to those for entry-level college graduates. This underutilization adversely affects personal productivity as well as firm innovation and profitability. Based on case study research, the author identified five common issues that negatively affect the integration of newly hired experienced professionals into the firm. This article presents managers with practical suggestions to address these issues and provides guidance for the newly hired professionals.


Tom Cohenno, Director; Learning, Leadership and Organizational Development, SCE

Accidental Success? The Promise and Fragility of Leadership Development

This presentation includes a review of the attributes and essential components of a corporate leadership development strategy as well as the importance of purpose in organizations and the critical role it plays in the development of leaders. The presentation will also transition into Mr. Coheno's journey at Southern California Edison from his recent accomplishments and what objectives remain to be achieved. The presentation will conclude with lessons learned about how to influence the integration of vision, purpose, leadership philosophy and development.


Kevin Groves, PhD, Associate Professor of Management, Graziadio School

Establishing the ROI of Talent Management Practices in Healthcare Organizations

This presentation introduces a practical framework of talent management best practices and their impact on the key clinical, financial, and workforce performance metrics of hospital organizations. With the ongoing rollout of the Affordable Care Act and its incentives for hospitals receiving Medicare and Medicaid payments, healthcare delivery organizations are under increasing pressure to demonstrate the value of their services via clinical quality performance metrics rather than the volume of services provided in government healthcare programs. This presentation summarizes the results of the 2014 Healthcare Talent Management Survey, a semi-annual national benchmarking study that assesses the impact of talent management best practices on clinical quality performance metrics, workforce performance metrics (turnover, employee productivity, etc.), leadership development metrics (leadership bench-strength, internal/external hiring ratio for open executive positions, etc.), and leadership diversity metrics (gender and ethnic diversity in executive roles). Many of the nation's largest and most prominent health systems participated in the survey, including academic health systems (Cleveland Clinic, Keck USC, UCLA Health System, etc.), for-profit/investor-owned health systems (HCA, Tenet Healthcare, etc.), faith-based health systems (Providence Health & Services, St. Joseph Health, etc.), and large private health systems (Intermountain Healthcare, Sutter Health, Banner Health, etc.). This presentation concludes with a set of practical recommendations for implementing talent management best practices, including talent assessment, selection and on-boarding, performance management, and role-based leadership development, across industry sectors.



Scott Pansky, Senior Partner and Co-Founder, Allison PR

Culture is King

Allison+Partners, a global public relations firm, has developed a 360 degree recruiting model bringing together multiple stakeholders within our hiring process. Candidates are sent through at least two rounds of interviews so they can learn about the job opportunity, the firm and its culture. They meet a full range of staff; from peers to manager(s). We train our team about this process and effective interviewing techniques allowing them to intelligently weigh in on skills and cultural fit. This presentation will breakdown this process and highlight the importance of a culture fit in regards to recruitment, long term retention and identifying strong business leaders. We will share best practices, examples and tips that clearly articulate how important it is to share core values and demonstrate how they are lived.



Molly Pickett, Sr. Program Manager, Global Talent Organization, LinkedIn

Integration is the Word

This case study reviews three distinct talent management programs at three different companies to reveal a common denominator: integration. From competencies at a privately held medical device manufacturer, to onboarding at a Fortune 100 entertainment company, to rotational development programs at a high-growth, high tech firm, talent management programs are most capable of achieving strategic objectives when they are integrated with each other and with other facets of the business. Yet, integration is, quite simply,complicated. Building off the lessons from the case study, I will provide an approach for developing - and integrating - programs that make an impact.


Mary Price, Senior Recruiter, Linkedin

Best on Planet Recruiting Strategies the LinkedIn Way

The War on Talent is very real in todays environment. Finding that talent as quickly as possible will be the difference between the companies that succeed and the companies that don't. We'll take a closer look at how LinkedIn is changing the landscape in recruitment and how using data can accelerate talent acquisition at scale.


KC Simmons, Sr. Consultant

Millennials

Facebook maintains a culture of "Move Fast and Break Things" and encourages employees to make bold decisions. This culture appeals to the multi-tasking, reward driven, and intellectually stimulated Millennials. Facebook leadership understands that to be competitive, it needs to provide learning and development opportunities, flexible work hours, and give timely feedback to employees. KC Simmons a Sr. Consultant in Learning and Development at Facebook and can share first-hand knowledge of how leadership supports and develops this generation from Facebook's famous perks to the various training and coaching opportunities that help advance this driven culture.

Julie Winkle Giulioni, Co-founder and principal, DesignArounds

How 'Helpful' Systems Extinguish Career Development (and How to Re-ignite it!)

For too many organizations, career development has become an administrative task, synonymous with processes, checklists, and deadlines. Leaders dutifully complete the forms and consider their work done...until next year this time. And everyone wonders why engagement, growth and performance don't follow. Leaders committed to moving the needle on these key metrics are taking a different approach. They are redefining development in a way that's consistent with how human beings actually develop and the realities of today's business landscape. Participants will: • Clarify what's getting in the way of delivering career development that employees want and that drives results. • Explore a new career development model that leverages growth in role. • Acquire five best practices that transform career development from busywork to business critical.