HR Trends with Game Changers, Presented by SAP

The buzz: Emerging brands. If you think your company brand is the only one your organization needs to worry about, listen up! Two new branding flavors are stealing the business spotlight: employer and personal. Does your HR consider the notion of employer branding a passing fad? Are you ignoring the impact your personal brand (yes, you already have one) might wreak as our knowledge economy segues into a social economy? The experts speak. Chris Heuer, Alynd: “Reputation: be known for what you know, how are you known, how you craft the story, and how you live your life.” Kare Anderson, SayItBetter.com: “Speak to their positive intent, especially when they appear to have none.” Jenny Dearborn, SAP: “It’s this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: start today, or else.” (Tom Peters) Join us for Ways to Sway: Secrets of Influence and Personal Brand

The buzz: Emerging brands. If you think your company brand is the only one your organization needs to worry about, listen up! Two new branding flavors are stealing the business spotlight: employer and personal. Does your HR consider the notion of employer branding a passing fad? Are you ignoring the impact your personal brand (yes, you already have one) might wreak as our knowledge economy segues into a social economy? The experts speak. Chris Heuer, Alynd: “Reputation: be known for what you know, how are you known, how you craft the story, and how you live your life.” Kare Anderson, SayItBetter.com: “Speak to their positive intent, especially when they appear to have none.” Jenny Dearborn, SAP: “It’s this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: start today, or else.” (Tom Peters) Join us for Ways to Sway: Secrets of Influence and Personal Brand

The buzz: Build or buy? Does your company prefer to invest in a current employee’s training to promote them up the ladder, or bypass them for a more experienced, already trained outside superstar? Wharton’s Matthew Bidwell found that external hires are paid 18% more on average, but receive significantly lower performance reviews their first two years and are more likely to get laid off or fired than internal promoted staff. What’s up with this? The experts speak. Dr. Katherine Jones, Bersin by Deloitte: “Success is a lousy teacher. It seduces smart people into thinking they can't lose.” (Bill Gates). Raluca Druta, TEC: “But I loved Narcissus because, as he lay on my banks and looked down at me, in the mirror of his eyes I saw ever my own beauty mirrored.” (Oscar Wilde). Laura L. Stegall, SAP: “We lament the speed of our society and the lack of depth and the nature of disposable information.” (David Ogden Stiers). Join us for Promote from Within or Hire External Superstars?

The buzz: Build or buy? Does your company prefer to invest in a current employee’s training to promote them up the ladder, or bypass them for a more experienced, already trained outside superstar? Wharton’s Matthew Bidwell found that external hires are paid 18% more on average, but receive significantly lower performance reviews their first two years and are more likely to get laid off or fired than internal promoted staff. What’s up with this? The experts speak. Dr. Katherine Jones, Bersin by Deloitte: “Success is a lousy teacher. It seduces smart people into thinking they can't lose.” (Bill Gates). Raluca Druta, TEC: “But I loved Narcissus because, as he lay on my banks and looked down at me, in the mirror of his eyes I saw ever my own beauty mirrored.” (Oscar Wilde). Laura L. Stegall, SAP: “We lament the speed of our society and the lack of depth and the nature of disposable information.” (David Ogden Stiers). Join us for Promote from Within or Hire External Superstars?

The buzz: HR around the world. American companies think they're the keepers of the best management practices. Consequently, they don't try to learn as much as they can from other places, according to Dr. Michael J. Marquardt, a professor at George Washington University. Whether you agree with him or not, U.S. HR leaders just might learn valuable lessons from the innovative and successful HR practices in other countries. The experts speak. Matt Healey, TBR: “England and America are two countries separated by a common language.” (George Bernard Shaw) Patrick Heffernan, TBR: “Inspiration is hard to come by. You have to take it where you find it. (Bob Dylan) Thomas Otter, SAP: “Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?’” (Thomas J. Watson, IBM). Join us for HR Makes the World Go Round: Practices Outside the US.

The buzz: HR around the world. American companies think they're the keepers of the best management practices. Consequently, they don't try to learn as much as they can from other places, according to Dr. Michael J. Marquardt, a professor at George Washington University. Whether you agree with him or not, U.S. HR leaders just might learn valuable lessons from the innovative and successful HR practices in other countries. The experts speak. Matt Healey, TBR: “England and America are two countries separated by a common language.” (George Bernard Shaw) Patrick Heffernan, TBR: “Inspiration is hard to come by. You have to take it where you find it. (Bob Dylan) Thomas Otter, SAP: “Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience?’” (Thomas J. Watson, IBM). Join us for HR Makes the World Go Round: Practices Outside the US.

The buzz: Burnout. In this era of hyper-connectivity and 24/7 global demands on your workforce, employee burnout is a key contributor to the lack of engagement and loss of productivity all too prevalent in the workplace. If always-on is the nemesis of commitment and productivity, it’s time to take a closer look at your company culture. Burnout is insidious; it can spread from employee to employee, department to department across your organization. Take heart. Your management team and individual employees can banish burnout. Ready to learn how? The experts speak. Allison Ellis, Portland State University: “Health is a state of complete physical, mental and social well-being, and not merely the absence of disease or infirmity.” (World Health Organization) Stacey Perrin, SAP: “It’s better to burn out, than to fade away.” (lyrics from My My, Hey Hey – Out of the Blue, Neil Young, Def Leppard). Join us for How to Prevent Burnout in the Age of Always-On.

The buzz: Burnout. In this era of hyper-connectivity and 24/7 global demands on your workforce, employee burnout is a key contributor to the lack of engagement and loss of productivity all too prevalent in the workplace. If always-on is the nemesis of commitment and productivity, it’s time to take a closer look at your company culture. Burnout is insidious; it can spread from employee to employee, department to department across your organization. Take heart. Your management team and individual employees can banish burnout. Ready to learn how? The experts speak. Allison Ellis, Portland State University: “Health is a state of complete physical, mental and social well-being, and not merely the absence of disease or infirmity.” (World Health Organization) Stacey Perrin, SAP: “It’s better to burn out, than to fade away.” (lyrics from My My, Hey Hey – Out of the Blue, Neil Young, Def Leppard). Join us for How to Prevent Burnout in the Age of Always-On.

The buzz: Leaders. Employee engagement. Retention. Your employer brand. The leaders you hire or promote from inside will make or break your workforce strategies. The trends are ominous. Your organization needs to identify and develop the right kind of leaders. But how? The experts speak. Justin Locke, Author: “’Leadership Development’ is in direct conflict with the core management ideology of the Industrial Revolution, where obedience, uniformity, and the smooth running of the factory are more important than the people working in it… Many of us still work within that century-old cultural ideology… to move ahead, we must be conscious of where we are coming from.” Janet Wood, SAP: “I learned to always take on things I’d never done before. Growth and comfort do not coexist.” (Virginia Rometty, IBM). Karie Willyerd, SAP: “Few workplaces have planned well for…what it will take to lead the next generation of employees.” Join us for Mission Critical: Identifying and Developing Leaders.

The buzz: Leaders. Employee engagement. Retention. Your employer brand. The leaders you hire or promote from inside will make or break your workforce strategies. The trends are ominous. Your organization needs to identify and develop the right kind of leaders. But how? The experts speak. Justin Locke, Author: “’Leadership Development’ is in direct conflict with the core management ideology of the Industrial Revolution, where obedience, uniformity, and the smooth running of the factory are more important than the people working in it… Many of us still work within that century-old cultural ideology… to move ahead, we must be conscious of where we are coming from.” Janet Wood, SAP: “I learned to always take on things I’d never done before. Growth and comfort do not coexist.” (Virginia Rometty, IBM). Karie Willyerd, SAP: “Few workplaces have planned well for…what it will take to lead the next generation of employees.” Join us for Mission Critical: Identifying and Developing Leaders.