a nnual people in retail - talent management...

May 19th - 20th, 2015 | 3 West Club New York

A n n u a l

Consumer Industries SummitPeople in Retail & 4 t h

The retail and consumer industry has been a point of focus now more than ever as the world rebounds from the financial crisis. Consumer spending has increased in many countries, and the middle class has grown considerably in emerging markets.

Trends such as omni-channel retailing are beginning to dominate the industry, as more retailers now have online stores and use different technologies to aid consumers in making purchases. Omni-channel retailing, technology, and emerging market growth are driving human capital strategy and talent acquisition decisions in the consumer/retail sector. Leaders of consumer/retail companies today must bring transformational skills, innovation and financial acumen in response to technology’s influence and rapidly shifting customer demands. A different type of talent is in demand with new forms of retailing on the rise.

Companies want executives capable of constant innovation to keep up with or exceed market changes and customer expectations.This ‘new breed’ of executive is adaptable and assertive, and often brings a combination of consumer, technology and B2B experience.

As the growth of omnichannel shows no signs of slowing, retailers must adapt talent strategies to stay ahead of the competition. Many companies have already found it challenging to recruit and retain the right professionals over recent years and this is only going to become more problematic unless robust talent strategies are put in place. Businesses are looking for vastly different skills from their employees than they were a decade ago and must ensure their recruitment plans are aligned with these new goals, otherwise they risk exacerbating what is already a worrying skills shortage.

The 4th Annual People in Retail & Consumer Industries conference will feature insightful and practitioner led sessions to further enable human capital management professionals to become a strategic partner to the business in the talent acquisition and development process. Learn from the best on: predictive workforce planning, leveraging analytics and data in HR processes, mobile recruiting, and developing the next pool of leaders and associates to support the rise of the “smart” consumer.

A n n u a l

Consumer Industries SummitPeople in Retail & 4 t h

TMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

The TMA Difference


Focused Sessions will tackle:

» Assessing Potential & Developing Future Leaders

» Supporting the customer experience through talent engagement

» Creating and sustaining a solid employment brand

» Attracting and building digital talent

» The role of workforce diversity in effective customer outreach

» The multifaceted usage of social technology in talent acquisition and development

» Identifying and growing global leaders

» Fostering continuous learning

Network with Speaker Faculty and Event Participants including: C-Suite Executives, CHRO, VP HR, SVP HR, COO, CFO, Director, Deputy Directors, Managers and Team Leaders with responsibilities in:

» Human Resources

» Talent Acquisition

» Recruiting

» Workforce Planning

» Organizational Development

» Leadership Development

» Talent Management

» Human Capital Strategy

» Learning & Development

Connect with UsFollow us on TwitterThe latest about the event & your industry. @TheTMAlliance

Join us on FacebookJoin an event, share anexperience http://on.fb.me/yx8BVp

Join us on Google+http://bit.ly/RAqntO


Con�rmed speakers include:Con�rmed speakers include:

» Rachelli Materum, Director Talent Acquisition, Macy’s

» Lori Bradley, Ph.D, Senior Vice President, Global Talent Management & Organization Development, PVH Corporation

» Heather Lanyi, Manager Talent Acquisition, Benefit Cosmetics

» Timothy Tobin, Vice President Global Learning & Leadership Development, Marriott International

» Teri Schmidt, Manager Assessment, Measurement & Evaluation, JetBlue Airways

» Janeen Speer, Director Talent, lululemon athletica

» Kelley Johnson, Divisional Vice President Diversity & Emerging Talent, JCPenney

» David Fischer, Vice President Learning, Darden Restaurants

» Stacy Henry, Director Education & Development, Bridgestone Retail Operations

» Paul de Freitas, Director Store Operations, The Container Store

» Kee Meng Yeo, Director Enterprise Talent Development, Amway

Main Conference Day 1 – May 19th, 2015Main Conference Day 1 – May 19th, 2015

Whether you are looking to build your own event or trying to decide which industry event will give you the best ROI, Your Event Strategy (YES), LLC can help you with your event strategy. YES is a network of senior event professionals with international experience in event contract negotiation, logistics, program management and sales & marketing. We have developed events in North America, South America, Asia, Africa and Europe. No matter what industry or topic, we have specialists that can handle the project. www.youreventstrategy.com

Event Organizer


8:00-8:30 Registration

8:30-9:15 Opening Keynote: Next Level Service - Create a Culture of Service Excellence

We live in a new age of service. Competition is strong. Expectations are high. And people have access to more information and choices than ever. In this age of social media and the digital narrative, your service story is being written every day. But is it the story you want told? To remain relevant, succeed, and even gain a competitive advantage, it is more impor-tant than ever to get service right. You must understand what service means and how it is valued. Leaders must take a proactive role in building a strong culture focused on delivering an exceptional service experience. This provocative session discusses the core principles necessary to build such a culture. Topics include establishing a compelling service point of view, setting clear expectations, involving others, establishing good habits and creating service stickiness. You will leave this session with practical tips to take your service to the next level.

Timothy Tobin, Vice President Global Learning & Leadership Development, Marriott International

9:15-10:00 Omnichannel Recruiting – Exploring Alternative Means to Attract Candidates in the Digital Era

You’ve heard of omnichannel retailing – now meet the “omnichannel recruiter.” Much as retailers are working to create a seamless shopping experience from store to computer to smartphone, retail recruiters are now using the full range of digital channels to fill job open-ings. According to the Bureau of Labor Statistics, there were more than 350,000 job open-ings in the retail industry as of December 2013. To fulfill the need for talent, retail recruiters have taken to online recruiting, exploring new and exciting ways to connect with the mod-ern-day job seeker. This session will explore how online tools such as social media, blogs and virtual career fairs can help recruiters connect with job candidates near and far.

Rachelli Materum, Director Talent Acquisition, Macy’s

10:00-10:30 Morning Networking Break

10:30-11:15 Make The Move – Harnessing Mobile Workforce Management

Mobile workforce management strategies are at the forefront for retailers focused on a more efficient, digitally savvy workforce, which is now better equipped to improve the customer experience. Making the move to mobile is vital to streamlining workforce management processes and staffing decisions today. In order to maintain customer intimacy, as well as improve employee productivity, retailers need to transition to more open, integrated and mo-bile solutions that allow them to optimize their workforce management initiatives and also create engaging and valuable customer experiences. In this session we will showcase the potential of the mobile enabled workforce.

11:15-12:00 Behind the Seams - lululemon’s Secrets to Engaging our People

At lululemon we have transformed what could be a traditional HR department into our People Potential team. We refer to ourselves as such because our emphasis on maximizing the potential of every human being in our company is core to who we are and infused into everything we do. In fact we believe that our people are our biggest asset and the success of our business is rooted in the success of our people’s whole lives. In this session you will learn about how we have built an authentic global organization - through the power of community, supporting people to live their best lives, and tapping into the genius of our employees. Our best engagement strategies don’t live with our “HR” team, but rather are generated and executed in every moment by every single person in the company. Join Janeen Speer, Director of Talent for a sneak peek into the people behind the product that you know so well. Janeen Speer, Director Talent, lululemon athletica

12:00-1:00 Networking Luncheon

1:00-1:45 The American Dream is Alive and Well in Corporate America – How Learning Can Support Personal Leadership Growth

The American Dream is built on the principle that there are no limitations to one’s suc-cess. It was first defined in 1931 by James Truslow Adams as, “life should be better and richer and fuller for everyone, with opportunity for each according to ability or achievement” regardless of social class or circumstances of birth. Through determination, ability, cultiva-tion and hard work the American Dream is within reach for all those who aspire. At Darden, we too, believe and pride ourselves on being a great place to work where everyone can achieve their personal and professional dreams regardless of where their journey begins. We commit to our employees “What Your Learn Matters”, which means, they are part of a winning team with opportunities to gain valuable life skills as well as abundant career op-portunities. Join us to learn how Darden has taken the culture of seven very recognizable, unique and successful brands - LongHorn Steakhouse, Olive Garden, The Capital Grille, Bahama Breeze, Seasons 52, Eddie V’s and Yard House – and shaped an enterprise development journey where people can grow and learn enduring life skills. During this session, you will see firsthand how working at Darden has become more than just a job, but a place where employees can realize their personal and professional dreams. Part of this journey includes how Darden transformed their brand-dedicated employee development approach into an enterprise employee development strategy that supports and helps fulfill the dreams of their over 150,000 employees every day.

David Fischer, Vice President Learning, Darden Restaurants

1:45-2:30 The Management of High Potentials – Assessing and Growing Emerging Leaders There is evidence that after decades of suffering brain drain to other industries and competitors, the ranks of retail employees with executive/management potential are dangerously thin. The best and brightest minds have not been seeking retail careers as much as opportunities in other industries. With greater discernment and unwillingness to compromise than previous generations, Gen X, Gen Y and Millennials carefully evaluate potential employers: career paths and development programs are high on the list of these potential leaders who view talent management as a key competitive differentiator when deciding which organization they will join. Today’s professionals look for retailers with the most appealing employer brands, signaling these advanced talent practices that open up opportunities for them to grow. This session will examine a successful high potential program, for its importance in attracting and retaining high demand talent.

02:30-03:00 Afternoon Networking Break

03:00-03:45 Developing Global Leadership Capabilities to Support Rapid Expansion

PVH Corp is a company that has experienced exponential growth over the past nine years. Through its acquisition of Calvin Klein in 2003, Tommy Hilfiger in 2010, and the 2013 ac-quisition of Warnaco the company not only increased in size but also vastly extended its the global reach. The rapid growth and acquisitions have been transformational for the company, but are accompanied by many obvious challenges. One such challenge is how to maintain the strong distinct cultures of its brands, but at the same time develop leaders with an enterprise mindset. Over the last few years work has been underway that includes establishing an global leadership competency model, articulating a set of PVH Core Values, and the design and launch of the PVH Global Leadership Program, which is targeted at the company’s senior leaders and their potential successors. This session will provide an overview of the journey and offer some lessons learned for developing leaders in an envi-ronment of rapid growth and rapid change.

Lori Bradley, Ph.D, Senior Vice President, Global Talent Management & Organization De-velopment, PVH Corporation

03:45-4:30 The Right Place at the Right Time – How The Container Store Uses Workforce Planning to Enhance Our Employee First Culture

For many retailers store payroll represents the single largest controllable expense on the income statement, and achieving the payroll plan is of paramount importance. Making payroll plan is important at The Container Store too, but not at the expense of serving our customers, or infringing on our employee-first culture. The Container Store achieves ALL of our goals – putting employees first, exceptional customer service and financial excellence - by understanding employees’ needs, trusting managers’ judgment and intuition, and cus-tomizing system functionality to craft mutually beneficial schedules that meet the needs of both employees and customers. This session will examine how The Container incorporates employee-first schedule personalization and advanced scheduling tools to optimize our store schedules and make adjustments in response to challenges and opportunities.

Paul de Freitas, Director Store Operations, The Container Store

04:30 Conference Day 1 Sessions Conclude


8:30-9:15 Keynote: Sustaining Success Through the Identification and Development of Executive Talent

A major concern of Fortune 500 CEOs has consistently been the ability of their organiza-tions to have sufficient key executive talent to sustain the long term success of the corpora-tion. Also consistently, these CEOs have expressed doubt that their HR organizations can adequately address this concern. A key reason for this is the inability of most HR organiza-tions to provide the appropriate leadership in this area of expertise. As a result, addressing the CEO’s talent concern becomes futile attempts at replicating past successful leaders, blind duplication of benchmarked practices or worse, attempting to implement the latest fads based on casual comments about hearsay programs by non-HR executives. In this session, you will learn more than what Amway is doing to ensure a rich pipeline of key executive talent for sustainable future success. More importantly, Kee Meng will share the reasons why Amway designed its executive succession process in its current form and why it works specifically for the company as well as risk areas given the company’s culture and the business environments in which it operates globally. Your next generation of retail executives is out there… do you know the right questions to ask to identify and develop them for your unique organization’s environment to ensure their success and the organiza-tion’s success?

Kee Meng Yeo, Director Enterprise Talent Development, Amway

9:15-10:00 The Rise of the Digital Workforce – Designing an Organizational Structure to Support the Omnichannel Experience

In a world where consumers tweet complaints in public forums, shop online as much as on high streets and express brand preferences on Facebook, excellence in digital is critical for business success. Organizations that fail to embrace digital innovation in their core busi-ness will fall behind fast. Yet while many companies recognize the importance of investing in digital, most struggle to incorporate the right digital talent into their enterprises and deter-mine the best structure for the digital-savvy organization. Although outstanding digital talent is scarce, there are a few key steps that companies can take to unlock success in hiring, integrating, nurturing and developing such talent – and in strengthening senior manage-ment’s role in leading the drive to digital. There is no half-way house to digital excellence. It requires leadership from the top, an understanding of the critical role of digital in future business growth, and the willingness to take risks and make bold decisions. Digital talent is scarce – but there are also many outstanding people looking for opportunities for growth and impact. Talent is drawn to those organizations willing to invest and commit to the chang-es in culture and infrastructure required to make digital agendas succeed and help digital talent thrive. In this session we will explore answers to the question, “How does digital fit into my overall company structure in a less silo-ed multichannel world? And how do I need to organize the company toward that?”

10:00-10:30 Morning Networking Break

10:30-11:15 Big Opportunities in Data – Leveraging Learning Analytics to Improve Performance

Organizations today are walking a fine line between the need to become more efficient and manage costs while supporting growth. Economic uncertainty requiring greater efficiency and the need to support organic growth are the pressures driving all human capital efforts. Given these macroeconomic trends, it is no surprise that consumer organizations in particu-lar, are looking to collect, manage, and use data to improve the performance of their most valuable asset—their people. But access to data alone is not the end of the story, orga-nizations must systematically shift to a mindset of how to use information to change how their business is executed. Analytics, particularly in this industry, should be about bringing together multiple points of data that connect the dots between the skills of employees within the workforce, the priorities of the business and the needs of the consumer. This session will examine the effective use of learning analytics and the skills and knowledge necessary for organizations to take advantage of the related benefits.

Teri Schmidt, Manager Assessment, Measurement & Evaluation, JetBlue Airways

11:15-12:00 Building a Workforce Analytics Function – A Three Year Journey at Lowe’s

It seems like such a simple ask, “Build a workforce analytics function that can inform busi-ness decisions”. Looking back over the last three years it is clear that building a workforce analytics function for an organization of 250,000+ employees is not a task, a project or a job. It is a journey full of ups, downs, successes and failures. In this presentation Corey Bucher will present what lessons learned, what has worked, what didn’t work and what they think the future of workforce analytics looks like at Lowe’s Home Improvement.

Corey Bucher, Director Workforce Planning and Analytics, Lowe’s Home Improvement

12:00 Networking Luncheon

01:00-01:45 Consistent Branding – Mastering The Art of Talent Attraction

Perhaps more than any other sector, the retail industry is in the exciting position of having current consumers who could one day be potential employees. The core foundation for this is having a clear and easily identifiable brand identity that can be effectively communicated across many different channels. The challenges today for retail companies is getting can-didates excited about working in the retail sector and ensuring that the brand that consum-ers interact with is consistent with the brand as a potential employer. As a Global brand, who you are and what you stand for needs to be reflected consistently across mediums and regions. This session is a Case Study on how Benefit Cosmetics highlights their Employer Brand and provides candidates with insight on what it’s like to work for the company.

Heather Lanyi, Manager Talent Acquisition, Benefit Cosmetics

01:45-2:30 The Case for Inclusion – Building Competitive Advantage Through Workforce Diversity

Five decades ago, the case for diversity was a compliance conversation that mainly cen-tered on workplace race and gender differences and was largely motivated to action by civil rights legislation. Fast forward to today, a new conversation about diversity emerges. As the United States experiences major shifts in its demographic profile, businesses are pay-ing attention, because customer needs and expectations are changing in ways that align with their cultural, ethnic and other demographic-related preferences. Retail and consumer goods companies, in particular, recognize that understanding and satisfying an increasingly diverse customer base is critical to growing market share and the bottom line over the next decade and beyond. The United States is a far more diverse country than it was just 10 years ago, and it is far less diverse today than it will be in another 10 years. Increasingly, retailers and consumer goods companies must embrace diversity as a market force, and that includes diversifying their workforces – not simply to do what is right, but because they know that a diverse employee base will drive a connection with and understanding of the customer. In this session we will explore a successful diversity program and its impact in driving customer engagement, penetrating new markets and fostering innovation.

Kelley Johnson, Divisional Vice President Diversity & Emerging Talent, JCPenney

2:30 Afternoon Networking Break

3:00-3:45 Smart Companies for the Smart Consumer – Building a Learning Organization Traditionally, many leaders have thought that getting their organizations to learn is only a matter of articulating a clear vision, while providing employees incentives and lots of train-ing. This assumption is not merely flawed; it’s risky in the face of intensifying competition, advances in technology, and shifts in consumer preferences. Today, organizations must become more agile in their learning curriculum as they confront these mounting forces and adopt a culture of a learning organization. The shift to the learning organization goes hand-in-hand with the current transition to a technology-driven workplace. Ideas, information, and relationships are becoming more important than production machinery, physical products, and structured jobs. In this session we will examine how culture, engagement, flexibility, adaptability, and communication can help you create an organization where learning hap-pens naturally and constantly. Stacy Henry, Director Education & Development, Bridgestone Retail Operations

03:45-04:30 Eyes on the Prize – Using Rewards & Recognition to Shape Culture and Drive Results

Effective education and training provides retail employees with knowledge of the best prac-tices that help companies achieve key business objectives and remain competitive. Building a corporate culture that motivates associates to engage in the learning process and exhibit positive behavior while on the job is essential. So, too is rewarding and recognizing retail employees in meaningful ways when they make choices that serve the best interests of the organization, their coworkers and themselves. Such programs aren’t just about mak-ing employees feel good, though that’s a crucial part of the process. In this session we will demonstrate how a well-designed reward and recognition program can help propel revenue growth, boost worker productivity and improve employee retention.

4:30 Conference & Day 2 Sessions Conclude

Network with Speakers, Faculty and Event Participants who areExecutives, Vice Presidents, and Directors, withresponsibilities within:

Talent Acquisition & Recruitment, Human Resources, Talent Management, Engagement & Retention,and Human Capital Strategy.

Networking Opportunities

Billing Address

Registration Information

Pricing Information

Options Register by 3/13/2015 Standard Pricing

2 Day Conference $1,395.00 $1,795.00

Attendee Name

Title

Company

Address

City State/Province Zip/Postal

Phone Email

Payment InformationAccount No.

Type Visa Mastercard AMEX Discover

City State/Province Zip/Postal

Make Checks Payable in US Dollars to:Talent Management Alliance re: Strategic Recruiting USA1504 Bay Road Suite #1418Miami Beach, FL 33139

Reference: Please fill out & include registration form with payment.

Payment Policy: Payment is due in full at the time of registration and includes lunches and refreshments. Your registration will not be confirmed until payment is received and may be subject to cancellation. Please go online to: http://bit.ly/pADvji to view our cancellation policy.

Fax form to 281-552-8914, Call 888-339-9599 or Email [email protected]

Expiration Date Security Code

Venue Information • 3 West 51st Street, New York, NY 10019 •

Phone: 212-582-5454 // www.3westclub.comThe 3 West Club is an historical building, providing the classic feel of “Old New York”.Complete with crystal chandeliers, high ceilings, and art deco touches, the Club is centrallylocated off of 5th Avenue, just across from Rockefeller Center and Radio City Music Hall.

A fabulous and convenient location in midtown Manhattan.

Conference Details

a nnual people in retail - talent management...

Documents