Session Descriptions

Workplace Magic: Turning Conflict into Collaboration

Sally Griffith-Cimini, Babst, Calland, Clements & Zomnir, P.C.

Ann L. Begler, Esq., The Begler Group

Robert W. Kubacki, J.D., M.P.A., The Begler Group

 

Mid-Level

C- Collaboration

 

Whether you call it a “turf war,” “personality conflict,” “bad chemistry,” or “misperception,” workplace conflict wreaks havoc on your employees, causes a decline in productivity and negatively impacts your financial bottom line. Too many companies live by the mantra, “that’s just the way things are,” and take an ostrich approach to conflicts at work. By turning a conflict among the warring parties into a collaboration, the employer and the employees may actually benefit from the situation! In this session, you will:

·         Learn about the nature of workplace conflict;

·         Determine how employees intentionally or unconsciously engage in such conflict;

·         Explore ways to diffuse situations leading to conflict;

·         Identify appropriate and inappropriate responses to conflict;

·         Discover means of bringing on-going conflict to closure;

·         Find out how such conflicts can be turned into opportunities for collaboration; and

·         Investigate methods for building collaboration between employees.

 

Top 3 Learning Objectives:

1.     Understanding workplace conflict

2.     Appropriately addressing and ending workplace conflict

3.     Creating opportunities and methods of workplace collaboration

 

 

Your Employees' Careers: Your Company's Future

Adam Alexander, MasteryWorks, Inc.

 

Senior Level

C- Career

 

Today more than ever, hostile markets, reorganizations and mergers, a maturing workforce, and flattened career and leadership ladders threaten the existence of organizations. Issues of recruitment and retention have moved from backrooms to boardrooms. Human assets drive the locomotive of business success and we are in a full-throttle, knowledge economy.

 

As more and more research shows the connection between an organization’s focus on the career development of their employees and the engagement, retention, and recruitment of those employees, organizations are searching for best practices on how to design and implement an effective career development system. The presentation will begin with setting the stage by using data from recent studies that relate the importance of effective career development systems to employee engagement, retention, and recruitment. The presentation will outline the essential components of career development systems, and how these systems should be employee driven, manager enabled, and organizationally supported.

 

Top 3 Learning Objectives:

1. Understand the importance of career development to employee engagement and retention.
2. Understand the purpose of effective career development systems.
3. Examine some key business driver and the best practices of other organizations to address them in relation to career development systems. 

The New World of Work – Secrets of High Performing Virtual Teams

Shirley Mayton, Right Management

Jonathan Ward, Right Management       

 

Mid-to-Senior Level

C- Change, Collaboration

 

Organizations in general, and Human Resource Professionals in particular, are increasingly challenged with working through virtual teams.   A geographically disbursed employee-base, multi-unit locations, global reach and recently increasing economic constrains that make telecommuting more appealing create a increased demand on organizations to solve the “virtual” challenge.

 

Working with and through team members who are not co-located is a current work reality for many HR professionals and the individual they support. Virtual teams become even more complex when you throw in time zone differences, multiple cultures and potentially language differences.   While there are some differences, the good news is that the skills and strategies needed to be effective in building teams virtually are similar – with some modifications - as those needed when building teams face-to-face.  

 

Research conducted by Right Management identified “best practices” of high performing virtual teams and can offer the Human Resource Professional insights into this new world of work. Specifically, we will review how HR can make a difference in building in the right conditions in their organization for highly productive and engaged virtual teams, whether they themselves lead a virtual team, are a virtual team member or support those in their organizations who are responsible for completing mission critical work through virtual teams.

 

Top 3 Learning Objectives:

1. Discuss the challenges of virtual teams and why they are “different”

2. Review research findings regarding the characteristics of high performing virtual teams

3. Identify practical steps and “best practices” to facilitate and improve virtual team performance

Recent E-Verify Developments Affecting Entry Level Foreign Workers

Catherine Wadhwani, Spilman Thomas & Battle, PLLC

Robert S. Whitehill, FoxRothschild, LLP

 

Senior-Level

C- Change

 

This session focuses on transition from foreign student to temporary worker. A very common path for foreign workers is to secure educational training and background in the U.S. on a student (F-1) visa, then compelte their studies at a bachelor, master or PhD level and secure temporary permission to engage in employment (optional practical training). They then transition to a longer term nonimmigrant status, the temporary work or H-1B classification. 

 

Students completing an academic degree may obtain optional practical training (OPT) which enables them to gain practical experience to complement their studies. Because of lack of visas, employers are often unable to retain valuable new employees beyond the limited period of time. Recent changes in the law have lengthened the period of optional practical training to the benefit of employers, but at a cost. This session describes and explains the eligibility requirements. 

 

Top 3 Learning Objectives:

1.  Outline recent change in the law which benefits employers by increasing their changes of keeping OPT employees without interruption.
2. Explain employer requirements in order to avail of this benefit.
3. Provide background regarding circumstances creating the need for the change in the law.

  

Does It Matter How We Feel in the Workplace?

Dr. Lola Mason, SPHR, Carnegie Mellon University

 

Mid-Level

C- Collaboration, Courage

 

Yes! How we FEEL influences how we think and behave. Happy people are more energetic, creative, generous, collaborative, and persistent in solving problems. Furthermore, happy employees are emotionally and intellectually committed to the success of the organization; they go the extra distance; are more productive; have lower stress levels and greater work satisfaction, and stay longer with the organization. Unhappy employees are miserable and make everyone around them miserable. This workshop will introduce the research from

positive psychology and emotional intelligence which shows how our moods and emotions affect our energy level, creativity, decision making, and ability to work with others.

 

Topics include:

·         What makes us happy and what doesn't. 

·         The scientific evidence for fostering creativity and collaboration.

·         How your brain tricks you and influences your emotional state.

·         A few proven techniques to increase positive emotion.

 

Top 3 Learning Objectives:

1. Understand how moods and emotions affect the way people think and behave.

2. Learn the scientific evidence for fostering a creative and collaborative workplace.

3. Begin to use proven techniques to increase your level of happiness.

 

 

SHRM / PHRA / HRCI / SHRM Foundation Panel

Information session including the Society of Human Resource Management, the Pittsburgh Human Resources Association, The Human Resource Certification Institute and the SHRM Foundation.   

ABC’s of Ethics: Applications for HR Professionals

Michael Buckner, Michael L. Buckner Law Firm

 

The program will provide HR professionals with a greater understanding of personal and professional ethics and professionalism. Most importantly, the session will ponder the fundamental question impacting ethical behavior in the workplace: What does it mean to be ethical? The session will use games/exercises, stories, anecdotes, case studies, examples, questions, and other information using the framework of the English alphabet to facilitate discussion, reflection, and analysis concerning the meaning of ethics.

 

Top 3 Learning Objectives:

1. Develop a greater awareness of personal and professional ethical values and beliefs.

2.       Understand the application of the “Golden Rule” to business ethics.

3.       Develop hands-on and interactive ethics education and training tools.

 

Health Care Trends and Strategies for Controlling Costs

Arthur “Abbie” Leibowitz, M.D., F.A.A.P, Health Advocate, Inc.

 

Mid-Level

C- Change

 

With the increasing interest in “consumerism” in healthcare, health advocacy services have become a valuable employee benefit. Employers recognize that professional support services are vitally needed to help employees and family members successfully navigate the complexities of healthcare and health insurance. Many employers find it easier, more efficient, and more cost-effective to introduce a health advocacy company, relieving overburdened HR and benefits staff of the need to deal with these difficult issues. Dr. Leibowitz will discuss the drivers of medical cost increases, consumer-driven healthcare, the cost of employee healthcare concerns to employers, HIPAA, and how health advocacy programs benefits employers and employees.

 

Top 3 Learning Objectives:

The audience will learn how health advocacy helps:

1. Control rising healthcare costs

2. Improve worker productivity

3. Increase employee retention

Spa Treatment for Your HR Career... A Development Guide for Practitioners 

Phyllis Hartman, PGHR Consulting, Inc.

 

Entry to Mid-Level

C- Career, Change, Courage

 

This session will provide HR professionals with a step-by-step approach for planning and accomplishing their own career development.

 

HR professionals are selfless in their attention paid to clients and their careers. They coach, counsel, develop broad shoulders; distribute hankies listening to “career war stories” of those they serve. HR professionals often dispense career advice at the expense of focusing attention on their own careers.

 

In this practical, “how to” session, participants will learn career management strategies customized for the HR community who the presenter believes have different needs. Learn about techniques to evaluate and propel your career forward or even to take side or back steps for the right reasons. The session will build upon SHRM’s new competencies as a foundation for learning. Don’t miss this opportunity to step back and enjoy a “spa treatment” for your career.

Employee Engagement- Beyond the Rhetorical to Real ROI

Bill Thomas, SPHR, Compass HR Solutions, LLC

Cheryl Bean, Compass HR Solutions. LLC

 

Senior-Level

C- Change

 

The Conference Board recently reported that Employee Engagement is fast becoming a top of mind metric for CEO’s and Boards.

 

Is “engagement” just an old idea in a new wrapper; or is it the missing link between HR and business ROI? Is there a real pay-off for an organization’s various stakeholders? If so, what is that pay-off and how can your organization reap it?

 

This session will share specific experiences of different organizations to show that the pay-off is real. Using the “Value-Profit Chain,” it will explain what drove them to focus on engagement, how they did it, what they learned, and what the impact was.

 

It will also show why employee engagement represents a unique and compelling opportunity for HR to truly drive the organization’s success. But it requires a significant change in HR’s mindset, and the courage to lead in an area many haven’t yet experienced.

 

Top 3 Learning Objectives:

1. Use the Value-Profit Chain to understand the business case for Employee Engagement, and how it creates a compelling linkage between HR and the Business.

2. Identify the variables that cause Employee Engagement efforts to succeed or fail, and the best practices for designing, implementing and optimizing such efforts.

3. Learn how Employee Engagement relates to and impacts the latest HR Competency requirements regarding strategy, execution, culture, talent, change and collaboration.

 

Your Most Critical HR Skill

Albert Borowski, Connect All The Dots

 

Mid-Level

C- Collaboration

 

Listening is more than a skill. It is an attitude and a behavior. Your attitude and your behavior, more than your words, influence how people perceive you.

 

Perception leads to credibility and credibility plays an important role in collaboration.

 

Take a quick Listening Skills test in this program to measure your Listening Aptitude.

 

Learn what others already know about you that may be limiting the rapport you have with them.

 

Listening does not take place in the ears. Hearing takes place in the ears. Listening takes place between the ears. If you are not listening correctly and effectively, you are cheating yourself and you are cheating others.

 

Proper Listening allows you to gain control, power, and influence. The one who listens most controls a conversation. The more you listen, the more you learn. Go beyond “Active Listening” to a higher level of “Strategic Listening.”

 

This program discusses a specific, three-step strategy that focuses on the “Three R’s” you did not learn in school.

 

Top 3 Learning Objectives:

1. Learn the three most important facts that could turn you into an excellent listener
2. Learn a quick, simple, easy-to-remember three-step strategy called “The Other Three Rs” that will help you become a better listener.
3. Learn the major reason why most people do not listen effectively and then use it as your chief motivator to benefit from the power of effective listening

"The Carrot Principal"

Chris Kendrick, O.C. Tanner

 

Mid-Level

C- Change, Career

 

Who says employee recognition has to be difficult? Using a combination of non-cash recognition and simple training for the presentation of formal awards, many of today's leading companies are successfully transforming their corporations into "Carrot Cultures" - creating workplaces where employees are committed, profitability is high, and retention is among the best in their industries. This keynote presentation illustrates how companies like KFC/Tricon, Avis, and Johnson & Johnson spread the power of recognition across diverse locations and how every organization can implement these simple principles.

 

Participants Will Learn:

1.     Carrots Basics

2.     Day-to-Day Carrots

3.     Presenting the Carrot

 

 

FMLA Amendments: Significant Changes and Their Impact

Chris Ramsey, Morgan Lewis & Bockius, LLP

 

Mid-Level

C- Change

 

For the first time in 15 years, the Department of Labor has proposed significant changes to the Family and Medical Leave Act. While these amendments will not be finalized until later this year, many of these will likely be incorporated into new regulations in some manner that will have significant changes upon human resource professionals and their businesses. These amended regulations cover multiple areas including the definition of serious health condition, coverage for a family member, intermittent leave, fitness for duty certification, retroactive notice, eligibility for coverage and medical certification, to name a few. One area of the FMLA which has already been changed is the extension to family members of those in the armed services. Employees now have expanded leave rights to care for ill or injured armed services members. In addition, a new leave has been created to all for qualified exigencies related to military service. All of these new provisions are critical to HR professionals, who must know the new laws to properly handle employees’ requests.

 

Top 3 Learning Objectives:

1. Describe the amendments to the law

2. Explain how these amendments will apply to organizations and their employees

3. Identify action needed by HR professionals to effectively implement the amendments

 

 

Up, Up and Away – Ways to Minimize the Impact of Gas Prices on Recruiting and Retaining

Lisa Key Schweyer, Southwestern Pennsylvania Commission

Lucinda Beattie, Pittsburgh Downtown Partnership’s Transportation Management Association

Vera Krofcheck, Three Rivers Workforce Investment Board

 

Mid-Level

C- Career, Change, Collaboration

 

With approximately 60% of the Southwestern Pennsylvania region's 1.5 million workers traveling outside of their resident municipality to work each day, and the price of gas going up and up and up --- commuting options are clearly an integral part of life for the region’s employers and workers. 

 

This session will highlight the resources available through 3 local organizations:  Pittsburgh Downtown Partnership Transportation Management Association, Southwestern Pennsylvania Commission’s CommuteInfo Program and The Three Rivers  Workforce Investment Board.  Learn insights into commuter behavior, what the data tells us about where your new hires live and what resources are available to help you meet your recruitment goals.

 

• Reach commuters BEFORE they commit to a commuting pattern. 
• Offer employees a possible solution to their commuting concerns.
• Help commuters have more choice in WHERE they can work.

 

Top 3 Learning Objectives:

 

1.     The attendees will learn more about the connection between recruiting employees and transportation.

2.     The attendees will learn more about resources available to assist them in recruiting – through mapping as well as transportation resources.

3.     The attendees will leave the session with concrete ideas and resources to assist them put the concepts presented in the session into use in their daily jobs.

 

 

Emerging Trends Panel

Elliot Dinkin, Cowden Associates, Inc.

John G Ferreira, Morgan Lewis

 

The Emerging Trends Panel will focus on current issues related to retaining and rewarding key executives and managers.  Topics to be focused on will include (i) the shift from stock options to other forms of equity and incentive compensation; (ii) the increasing use of performance-based vesting of equity awards; (iii) the shift away from executive perquisites to other forms of compensation; (iv) how public companies are responding to increased shareholder scrutiny, and demands for "Say on Pay," regarding severance and change in control payments, including gross-ups; and (v) best practices in structuring employment and severance agreements (including compliance with IRC Section 409A). 

 

 

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Strategic Talent Management

Michael Couch, Michael Couch & Associates, Inc.

 

Mid-to-Senior Level

C – Change, Collaboration

 

Five of the Top 10 Challenges identified by CEO’s in a recent Conference Board survey dealt with the capability, capacity, and effectiveness of the organization’s talent. For HR to be seen as a collaborative business partner, understanding the implications of business strategy and the demand it places on the talent is critical. This presentation will outline an approach to Strategic Talent Management that describes how business strategy can be translated into talent demands, how the existing organization capacity can be assessed and compared against the strategic requirements, and how any gaps can be addressed through strategic organization development.

  

Top 3 Learning Objectives:

1. Develop an understanding of the components to Strategic Talent Management

2. Know the fundamentals of assessing organization capability

3. Be able to outline the priorities for addressing organization talent gaps. 

 

 

 

Assessment Tools: Staffing, Coaching & Planning

Terri Campbell, Private Industry Council of Westmoreland/Fayette, Inc.   

Jena Clair, Private Industry Council of Westmoreland/Fayette, Inc.          

 

Entry-Level

C- Change

 

Is the latest applicant for employment at your company the right person for the right job?

Does your new apprentice have what it takes to be successful in their training program?

Which incumbent worker possesses the qualities needed for career advancement at your company?

This presentation will discuss the use of assessment tools to improve your decision-making and objectively answer the above questions. When used as one part of your existing staffing process, assessments can save you time and money while improving production, quality and retention.

 

Top 3 Learning Objectives:

1. Attendees will learn what assessments can identify and considerations to make when selecting assessment tools

2. Attendees will be able to discuss the various uses and benefits to using assessments in making staffing decisions including identifying new hires as well as maximizing their current workforce through coaching and planning

3. Attendees will explore the return on investment potential to incorporating the use of assessments in their HR practices

 

 

The Business Case:  Why Diversity and Inclusion are Good for Business

Shirley Davis, Ph.D, Society for Human Resource Management, Director of Diversity Initiatives

Mid-to-Senior Level

C- Change

 

In leading organizations, managing diversity is no longer limited to increasing representation and building equality. Rather, both the definition and the focus have expanded to include not only the workplace, but also the workforce, the marketplace, the community, and suppliers.  An increasing number of organizations are adopting diversity and inclusion strategies; not only for ethical and legal reasons but also for the business benefits they are expected to deliver. Among the most important of these benefits are attracting and retaining the best talent, improved corporate image and reputation, increased employee engagement and productivity, greater innovation and enhanced marketing opportunities.

 

This provocative speech will provide key insights into why diversity is good for business, highlight some examples of leading organizations that have realized the benefits of their diversity initiatives, and leave you with several trends, strategies, and tips that you can implement and contribute to your organization’s business success.

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Weirdos in the Workplace

John Putzier, FirStep, Inc.

 

Mid-Level

C- Change

 

Whatever happened to the good old days when people looked normal, acted normal, showed up, shut up and did their jobs forever? 

 

“As Goes the World, So Goes the Workplace!” That’s one of the premises behind John Putzier’s latest book and will be the subject of his keynote presentation at this year’s conference. This presentation was one of the highest rated sessions at the 2007 HR Florida state conference, where both his books sold out before the second session.

 

According to John, if HR is EVER going to become strategic, we have to learn to predict and pro-act, not react to societal trends and demographics. John will show us how we could have predicted the future from the 1950’s to today, had we been looking at the signs.

 

He will also give us some new rules for the New Normal, in which he advocates discrimination (not the kind you are thinking of) using what he calls The Weird:Worth Ratio, i.e., the more you are worth, the more you can be weird. There is no one-size-fits-all approach to HR in the Age of the Individual.

 

Top 3 Learning Objectives:

1. Recognize the value and impact of demographic and psychographic trends on the workplace and H R management.

2. Learn how to move from a mentality of compliance to a mentality of creativity.

3. Become a strategic partner in your organization by making better decisions and recommendations based on the Age of the Individual.

 

 

Local Human Resources in a Global Marketplace

Clause Fey, BCBC LLC

Mid-Level

An overview of how an increasingly global context impacts Human Resource professionals even at the seemingly local and operational level. How the dramatic changes in the demographics of Pittsburgh and the region will require HR to think globally to be successful locally.

Selling HR Initiatives to the C-Suite

John Rosso, Superior Selling

In this engaging talk learn you’ll learn:

-How to establish instant credibility and a peer to peer relationship
-How to agree on a clear set of expectations when selling to the C-Suite.
-The elements of building an engaging C-Level Story
-How to ask hard questions in a soft way
-Gain clear commitment
-Shore up executive sponsorship and prevent false starts