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Understanding the Mindset of Generation Y
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| Keynote Address |
| PETER SHEAHAN |
Our high schools and universities are filled with Generation Y, the millions of Americans born between 1978 & 1994. They think differently to any generation that has gone before them, and are proving a real challenge to educate. By properly understanding this emerging generation, you will overcome some of the frustrations you face on a day to day basis.
Peter’s entertaining and informative session will:
- Provide an insightful introduction to the differences between generations
- Help educators and leaders identify the biases and blind spots they may have about this generation
- Explore how the mindset of Generation Y is just a sign of things to come, and how it will redefine what it means to be an educator
- Create a forum for discussion of the issues Generation Y already present to educators, and outline some key strategies for dealing with those challenges
PETER SHEAHAN
Peter Sheahan is a globally recognized expert on Generation Y. Not only is Peter a Gen Y’er himself, but he has worked with more than 100,000 members of this generation in seminars, panel discussions and focus groups across Australia. It is this experience, and the collective research he collates from around the world that Peter draws upon in his presentations and workshops.
He has delivered more than 2,000 presentations to a combined audience of over 300,000 people in six different countries including clients such as Newscorp, Google, Coca-Cola, L’Oreal and Ernst & Young.
In 2006 Peter was voted by his peers at the National Speakers Association as the leading keynote speaker in Australia and he is also the author of four books, including the best seller ‘Generation Y’.
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Best Practices and Innovative HR Strategies from Great Places to Work®: Lessons from FORTUNE’s 100 Best
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| Workshop |
| DR. MICHAEL BURCHELL, Senior Consultant, Great Place to Work® Institute, Inc |
Each year the Great Place to Work® Institute, Inc. selects the “100 Best Companies to Work for in America” and publishes this list in Fortune Magazine. The Institute has amassed a sizable body of research on how the 100 Best create workplace environments that leverage the talent and skill of their workforces. Join us this year as we review best practices from the 100 Best and several new next generation practices for improving and sustaining great workplaces. The Great Place to Work® presentation will conclude with a number of next generation practices for improving and sustaining great workplaces.
Learning Outcomes include:
- Understand the essential ingredients of a great place to work®
- Examine the business case for developing a great workplace
- Learn best practices of the 100 Best companies
- Identify opportunities for change in organization
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Defining and Managing an Effective Employment Value Proposition
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Workshop |
| LEAH JOHNSON, Senior Director, Corporate Leadership Council |
The Corporate Leadership Council’s 2006 flagship study explores how companies are fundamentally rethinking their strategies for attracting and retaining critical talent segments and becoming much more proactive in targeting and accessing scarce talent pools through their Employment Value Proposition. This presentation will focus on the results of our survey of 58,000 employees from 90 different organizations worldwide to provide a new framework for understanding how the Employment Value Proposition (EVP) attracts candidates and builds commitment, and examines how to effectively design and segment the EVP.
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Structuring Effective Business Communications: Strategically Conveying HR Value to Business Partners
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| Workshop |
| MIKE FIGLIUOLO, ThoughtLEADERS |
While HR may have a seat at the table as a business partner, their recommendations to the business are often “lost in translation.” Many times this occurs because the recommendation is created and delivered in a manner that, while it makes sense to HR, it lacks a compelling story from the business’ perspective.
The objective of this session is to provide you a new thought process and methodology that helps you cut through the clutter. You will see how to deliver clear and compelling recommendations that will be readily implemented by the business. During this session you will learn how to:
- Craft a compelling “core idea” that resonates with key stakeholders
- Build a solid, logical “architecture” to support your ideas
- Draft a clear and effective story that articulates your recommendation and its rationale
- Syndicate your story with a broad set of key stakeholders (versus the narrow set that is the norm)
- Choose and perform the “right” set of analyses required to convince your business partners
- Deliver your recommendation clearly and succinctly
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Microsoft Case Study: Cultural Change and Talent Management
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| Workshop |
| MATHEW JACOB, GM, Executive & Leadership Capability, Microsoft |
| Four years ago Microsoft launched an ambitious large scale change process to prepare for its next phase of growth. This work entailed a redefinition of the go-to culture, leadership and talent framework to make the change, and rigorous research based approach to execute the change.
This workshop tells the story of this process – the research, the frameworks, the outcomes, what is emerging as next steps and the learning from it all. |
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Five Strategic Mistakes Even Progressive HR Functions Make
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| Workshop |
| DAVE WILLIS, The Peer Group |
At most organizations, HR is clearly a more strategic, more integral function today than it was even ten years ago. A decade of investment in best practices, upskilling the talent base of the function, and stronger relationships with the business have all created a world in which HR is more valued as a driver of successful business outcomes. Still, recent research has indicated that HR continues to lag behind most other corporate functions in terms of both impact on and perceived importance to the business, as seen through the eyes of business leaders.
This presentation examines the root causes behind this continued lack of effectiveness, identifies five key strategic missteps that even the most progressive HR functions continue to make, and proposes alternative actions for the future. |
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