Learning & Development

FUTURE LEADERS COHORT AGENDA

The 2019 HRMAC Future Leaders Cohort will consist of four educational programs, each focused on leadership-based topics. Program topics are as follows: 

February 7:

March 7:

April 4:

May 2:


Thursday, February 7, 2019

Managing Your Career Before It Manages You 

Speakers: George Atkinson, Senior Client Partner, Human Resource Center of ExpertiseBob Ryan, Partner, Shields Meneley Partners

High performance individuals do not just let their career happen to them…they take control and manage their careers before their careers manage them! The typical linear career involves doing a great job in the HR function and waiting/hoping to be promoted. Can you influence that process and at the same time prepare yourself to be an outstanding CHRO? We’ll share ideas and experiences that show that you can influence your career’s journey. In the final Future Leaders Cohort session, we will cover the following:

  • The typical linear career versus others including non-linear, multi-functional career paths
  • Setting goals for your career balanced with your life goals
  • How to reflect and uncover the possibilities
  • Resources that are available to help you (mentors, coaches, books, etc.)
  • Living a balanced lifestyle as an example to your employees
  • The CHRO’s legacy…how do you want to be remembered?
  • Planning for “Future you” …What’s your next-next? How do you get ready for phase 2 and 3 of your career journey? No one retires anymore!
  • How do I get there from here? Let’s talk about the possibilities and share valuable experience that will help lead to a fulfilling career as an HR leader!

CEO Expectations of HR 

Speakers: Christian Herrmann, Chief Executive Officer, Morton Salt, Inc.; Gina Max, Senior Director, Talent Management and Diversity, USGAllison Robinson, Chief Executive Officer, The Mom Project

CEOs and business leaders rely on their senior HR executives for consultation on technical HR issues, people skills, and business issues. How can HR add value to the organizational strategy? In this session, you will gain insight into the needs and expectations from the C-suite. Beyond the business, leaders must have the ability to effectively communicate based on the needs of the leadership, and differentiate their
styles to meet the needs of the CEO and the board. Participants will hear insights on:

  • How to understand the business from an HR perspective
  • How the organizational talent impacts the business
  • The key services that impact the bottom line
  • How to build metrics that matter to the CEO and executive leadership

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Thursday, March 7, 2019

Navigating the CHRO Role and C-Suite Dynamics 

Speakers: Carl Cutsmode, Partner, TalentRise; Katie Lawler, Senior Vice President, Chief Human Resources Officer, Illinois Tool Works, Inc; Steven B. Merkin, Senior Vice President, Human Resources, Roundtable Healthcare; Laurence Pearlman, Sr. Vice President, Marsh Risk ConsultingHugh A. Shields, Principal, Shields Meneley 

In the first session of the HRMAC Future Leaders Cohort, you will participate in a highly interactive session where a panel of experts will discuss navigating complex C-suite dynamics. Specifically, the panel will help you to:

  • Think like a business person who drives a P&L
  • Shift from a functional orientation to a strategic orientation
  • Develop the relationship with the CEO based on trust and respect
  • Deal with the very difficult peer dynamics as a CHRO: setting expectations
  • Develop political and interpersonal skills: pre-requisites for success
  • Handle conflict between the C-suite execs
  • Assist your CEO drive desired shifts in culture, provide input into the strategic planning process, and drive accountability, organizational performance, and results

Going from Chief HR Officer to Change Officer – Leveraging Organization Effectiveness to Transform Your Organization 

Moving into a CHRO role for the first time requires several shifts in thinking, the largest of which is becoming more strategic. Whether it’s sitting down with the CEO, the Board of Directors or your fellow Leadership Team, you will be expected to develop HR strategies that support your organization's business strategy. Not only do you have to think and talk “big picture,” you have to build an ‘A’ to ‘B’ road map that will achieve that “big picture!”

This program will further develop your strategic thinking capabilities by examining two critical areas: Organization Effectiveness and Change Management. Attendees will gain first-hand exposure to the following areas:

  • How to ensure that the HR Strategy supports the Business Strategy
  • How to think more strategically about the role that HR plays in the Business and how to elevate your own level of strategic thinking
  • How to leverage Organization Effectiveness to support business strategy
  • How to utilize Change Management techniques that yield sustainable results at the speed of business

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Thursday, April 4, 2019

CEO and C-Suite Succession: The Critical Role of HR 

Speaker: Bryan Proctor, Senior Client Partner, Korn Ferry

CEO succession is a business continuity issue vital to the success of every company. Most companies admit they allow insufficient time to properly develop internal candidates before a transition occurs. CEO succession planning is a continuous and dynamic process which takes years, not months. While CEO succession planning is the responsibility of the Board of Directors in most organizations, Human Resources plays a vital role in the process. From assisting the Board in developing a process (if one does not exist) and partnering with the Boards throughout the process, to identifying, developing and coaching candidates, to managing the external executive search process, the Chief HR Officers and their teams interface with all the key stakeholders, and must be prepared to provide guidance and manage the process efficiently.

Hear insights and lessons learned from CHROs who have been involved in CEO succession planning and CEO searches, including:

  • How to partner with the Board of Directors to develop a succession planning process
  • Creating future CEO success profiles
  • Addressing leadership competencies and candidate development plans

Managing the Executive Compensation Process 

Speaker: Donald P. Delves, EdD, MBA, CPA, Managing Director, Executive Compensation Practice Leader, North America, Willis Towers WatsonAdam Greetis, Partner, Employee Benefits & Executive Compensation, Seyfarth Shaw LLP; Colleen Plant, Director, Rewards, Zebra Technologies Corporation

Supervising and managing a company’s executive compensation programs can be one of the most complicated and risky responsibilities of a human resources professional. This program will give you a hands-on, inside view on how to best navigate these complexities and how to best navigate these risks.
You’ll hear from both outside providers, executive compensation experts and human resource professionals who directly manage complex executive compensation arrangements so you can help manage your own company’s executive compensation programs.

Attendees will hear about the many obstacles to successfully managing executive compensation including:

  • A technically complicated subject matter that often times requires specialized expertise (409A, 162M, Black-Scholes, Pay-Ratio disclosures)
  • Involvement of many outside professionals (e.g., attorneys, accountants, executive compensation consultants) thereby complicating the project management end of executive compensation
  • One of the highest externally visible human resources functions (e.g., the executive compensation of public companies are subject to public disclosure)
  • Impact on the highest levels of the organization, including the company’s C-suite executives and the Board of Directors

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Thursday, May 2, 2019

Board Dynamics and Governance: The CHRO Role 

Speakers: Andrea Barry, CHRO, Methode Electronics; Jeff Bucklew, CHRO, IDEX Corporation; Jim Conniff, Partner, Shields Meneley Partners

The role of CHRO is becoming increasingly more important to company Boards of Directors. In addition to companies seeking more senior HR Leaders to join their boards, the interactions between the sitting CHRO and board are expanding and expectations are growing. This capstone session will explore several of the topics covered in previous sessions from the view of the board, as well as firsthand insight from Board Directors on what they believe is required to be fully successful as a CHRO.

Participants will be able to ask specific questions of current and former board members about their expectations of the HR function, now and moving forward, in order to be better prepared for this important aspect of the CHRO role.

The program will also cover:

  • The broader topic of Board dynamics
  • The importance of a healthy board and management environment
  • How to manage obstacles or significant change
  • Insights of companies that have been acquired, merged with another company or experienced a transformation - and the critical role of the CHRO during those times

The First 100 Days: Setting the Stage for Leading a High Performing HR Organization 

As a newly appointed CHRO, you are faced with challenges that you may not have previously encountered in your past roles – including responsibility for acquiring key strategic knowledge about your business, aligning your team with business strategy, and creating measures that matter. This session walks you through a 100-day model to accelerate your contributions, effectiveness, and impact. Learning objectives are as follows:

  • Understand the business
    • Operations, culture, and HR function
      • Identify key stakeholders
      • Build your internal network
      • Learn organization’s strengths and weaknesses
      • Develop a point of view on HR performance vis-a-vis the expectations from the business
  • Assess capabilities of HR staff
    • Gauge quality of talent and skills
      • Talent assessment –  subtle and informal, but rigorous
  • Develop HR Strategy and metrics
    • Explore the most pressing issues facing the business
    • Align HR activities according to significance of issues raised
    • Develop reporting metrics that create visibility to HR’s contributions and impact

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