Human Capital Manager

A human capital manager must oversee systems to improve the individual employee while simultaneously developing a company culture that focuses on performance and outcomes. The Performance Conference offers two days of best practices that focus on the concerns of the human capital manager, in addition to general sessions on the latest practices in performance management.

Improving Employee Performance
Employee improvement thrives when they have a clear line of sight between their activities and enterprise wide goals and strategies. As leaders, it is our job to create an environment where employees can learn to do what they do best and then show them the process of maximizing that talent in the organization. By developing an effective talent management system and productive succession plan, your organizations productivity and performance potential can exponentially grow. Learn best practices to achieve a “line-of-sight” between employees and organizational goals and strategies, evaluate performance-based pay and design and implement employee performance incentives.

Developing a Performance Culture
It may not be easily defined or quantified, but an organization’s culture is the key to its success or failure. High-performing organizations bring together the intangible leadership issues that define their unique character and rally people around a deeper sense of purpose. These strategies are made tangible through the strong implementation of management processes and systems that translate ideals into action. These sessions will offer a deeper look into what a high performance culture looks like, how it is established as well as how to maintain it.


Day Two: October 21, 2008

7:30 Conference Registration, Continental Breakfast & Exhibits
8:30 Keynote Address: Converting Strategy into Action through Performance Management
9:30 Keynote Address: Creating a High Performing Organization for Sustainable Market Advantage
10:30 Break in Exhibit Hall
Track A
Performance
Management Systems		 Track B
Show Me the Measures		 Track C
Employee Performance		 Track D
Financial Performance		 Track E
Tying Lean Six Sigma to Strategy		 Track F:
Customer
Management
11:00 Performance
Management: Making
it Work		 Selecting the Right
Measures for Corporate
Performance
Management		 Selecting the Right
Measures for Employee
Performance
Management		 Aligning Financial
Performance and
Dashboards for Value Creation		 Using the Toolsets:
Integrating Lean with Six Sigma		 Using Customer
Insight to Drive
Innovation
12:00 Networking Luncheon & Exhibit Hall
1:00 Optimizing Strategic
Planning for Results		 Better Measures and Management to Drive Performance in Your Organization Measuring and
Improving Employee
Engagement		 Linking Finance with Growth and Strategic
Management		 Linking Lean Six
Sigma with Overall
Organizational
Strategy		 Improving Customer Satisfaction across Your Organization
through Net Promoter Score
2:00 Break in Exhibit Hall
2:30 Defining and
Executing Strategy Using the Balanced
Scorecard		 Transforming
Performance
Measurement		 Linking Employee
Engagement to
Customer Satisfaction		 Using EVA to Aid in
Forecasting Financial Outputs		 Integrating Project
Management with
Lean Six Sigma
Deployment		 Developing Key
Customer Feedback
Measures and Metrics
3:30 Developing an
Offi ce of Strategy
Management		 Linking Performance
Management to
Customer Satisfaction through Metrics		 Talent Management
and Succession
Planning		 Aligning Budgeting, Planning, and Forecasting to Strategy Managing Process
Improvement Projects		 Measuring and
Communicating the ROI of the Customer Experience
4:30 Cocktail Reception
6:00 Adjourn


Day Two: October 21, 2008

7:30 Continental Breakfast & Exhibits
8:30 Keynote Address: Leading a Performance Management Culture in a Complex Organization: The Kaiser Permanente Journey
9:30 Implementing Strategy - The Art of Change Management
10:30 Break in Exhibit Hall
Track G
Strategy Execution		 Track H
Using Metrics to
Manage		 Track I
Developing a
Performance Culture		 Track J
Performance
Reporting		 Track K
Maximizing Lean Six Sigma		 Track L
Leveraging the
Customer Experience
11:00 Strategy Mapping:
Bridging the Gap
Between Strategy and Execution		 Moving from Metrics-Based Systems to Actionable
Performance
Management		 Cascading
Organizational and Business Line Priorities
through All Levels of the Organization		 Building and
Managing
a Performance
Information System		 Lean Tools:
Understanding Value Stream Mapping, 5S and Kaizen		 Driving Customer
Experience to Build Customer and Employee Loyalty
12:00 Networking Luncheon & Exhibit Hall
1:00 Dashboard Design:
Choosing the
Right Data and Key
Performance Indicators		 Measures for
Compliance
Management		 Motivating Leaders
and Employees to
Create Service Culture Excellence		 Planning for Effective
Performance
Reporting and Analysis		 Using Voice of
the Customer
Techniques to Identify Opportunities and
Gain a Competitive
Advantage		 Leveraging Customer
Data to Assess the
Customer Experience
2:00 Break in Exhibit Hall
2:30 Developing a Strategyto Create Profitable Customer
Relationships		 Boosting the Bottom Line: Measuring and Managing on Demand with
a Practical EPM
Framework		 Managing
Organizational Change in Performance
Initiatives		 Improving the
Integrity and Reliability of
Performance Data		 Developing Leadership
Competencies:
Selecting and
Mobilizing Leaders
around Lean Six Sigma		 Driving a Customer-
Centric Culture in Your
Organization
3:30 Closing Keynote: Developing and Capitalizing on a Performance Management System
4:30 Conference Adjourns


Day Three: October 22, 2008

8:00 Workshop Registration & Continental Breakfast
9:00 Workshop A:
Building, Designing and Managing Your Scorecard		 Workshop B:
Designing a Customer Experience for Increased Profitability and Market Share		 Workshop C:
Developing HR Metrics that Align with Company Mission and Drive Results		 Workshop D:
Lean Six Sigma White Belt
Certification
12:00 Networking Luncheon
1:00 Workshop A (con’t):
Building, Designing and Managing Your Scorecard		 Workshop B (con’t):
Designing a Customer Experience for Increased Profi tability and Market Share		 Workshop C (con’t):
Developing HR Metrics that Align with Company Mission and Drive Results		 Workshop D (con’t.):
Lean Six Sigma White Belt
Certification
4:00 Workshops Adjourn