Conferences & Training
Program - Strategic Talent Management

Day 1 Day 2 Day 3
Day 1, Wednesday, Feb. 14

NOON-1:00 PM
Registration

1:00-2:30
Faculty Introductions and Welcome Activity
Kick off this year's Strategic Talent Management conference with a collaborative session designed to help you connect with other participants while exploring talent management trends. Using interactive discussion techniques, you'll leave this session feeling plugged into the network, brimming with new ideas and excited for the sessions to come

2:45-4:00
Elective Sessions (choose one)

  • Confessions and Lessons on Blended Learning
    Is your team eager to learn? Do they retain and apply the lessons they receive from instructor-led training? Are they independent or collaborative in their learning styles? Whatever your organization's training culture, the growing trend of blended learning is a great way to provide just-in-time tools and drip-feed learning opportunities that promote lasting improvements and outcomes. Learn what works—and what doesn't—when blending e-learning with instructor-led learning is part of a comprehensive development plan for an institutional team. Join Ana Burton, training and events coordinator at Washington State University, and Mauria Brough, vice president of design at Advancement Resources, for this dynamic session, and start applying the Five Lessons for Blended Learning Success at your organization.
  • Creating and Using an HR Advisory Committee
    Have too many projects to complete all on your own? Need buy in from your employees to implement division-wide initiatives? Learn how to get your staff engaged in an HR advisory committee. Determine who should serve on the committee and learn how to use committee members as ambassadors. Review examples of projects completed by our committee and new project ideas in the works.
  • Rethinking Performance Management
    Despite the fact that more and more organizations are questioning the value of the performance appraisals, it remains of the utmost importance to evaluate performance and reinforce desired behaviors. This session details the LSU Foundation's journey toward automating, revamping and improving its entire performance management process. Learn how to tackle and address systemic concerns such as outdated job descriptions, "one and done" annual evaluations, and the disconnect between performance and training.

4:15-5:30
Leadership Panel: Today's Talent for Tomorrow's Future
At the core of strategic talent management is the belief that making smart investments in people has an impact on the bottom line. To be truly effective, a talent management strategy must have an impact at every level of the organization, and must be aligned with the goals of the business. There is no doubt that thoughtful strategic talent management must be driven from the top. Hear from three leaders who recognize the value of strategic talent management programs and initiatives that sustain high-performance and to create a pipeline for success in a competitive marketplace.

5:30-6:30
Networking Reception
Join conference faculty and your colleagues to network and unwind after Day 1. Complimentary hors d'oeuvres and drink tickets will be provided. Don't forget your business cards!

6:30
Conference Adjourns for the Day
Dinner on your own OR optional small group dinners in Washington, D.C.; sign-up required.

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Day 2, Thursday, Feb.15

8:00-9:00 AM
Conitnental Breakfast

9:00-10:15
Twelve Months to Talent Management and Beyond
In 2014, the University of Illinois at Urbana-Champaign's vice chancellor of advancement challenged two team members to create and implement a talent management program for a 200-member advancement community in 12 months. Within the first 90 days, the primary elements of the program were in place. Hear their story—the successes, the challenges and what happened in the years following the launch.

10:30-11:45
Elective Sessions (choose one)

  • The Workforce of the Future: Transitioning to Telecommuting 
    Retaining great talent requires new levels of flexibility for where and when work is done, which means the telecommuting trend is here to stay. Learn from GW's experience of transitioning from an office with no teleworking to one that supports a variety of part-time telecommuting and fully-remote work arrangements. Look at the benefits and challenges of transitioning to a telecommuting environment and find out what is needed to make a smooth transition. Experiment with tools that enhance the engagement of virtual colleagues in meetings and other events and identify your next step toward being a successful telecommuting office.
  • The Recruiter's Toolkit 
    Identify the five key tools in the recruiter's toolkit: talent pipelining and external branding, internal branding, the candidate experience, the hiring process and recruiting metrics. Consider an important sixth element—diversity—which should be an overarching consideration within each of these focus areas. Review specific examples and resources from the University of Georgia, and discuss and share examples from your own talent acquisition operations. The goal of this session is to provide a space for both new and experienced recruiters to learn from one another and to exchange best practices to take talent acquisition performance to the next level.
  • Creating a Community of Learning: Training Newcomers to Development
    Training is a powerful tool that can be used as a vehicle to inspire change and deeply impact culture and fundraising success at an institution. With more than 60 graduates in the first four years and involvement from 87 percent of the fundraising staff, LEAD Essentials (Learning, Engaging and Advancing in Development), a one-year cohort program that meets monthly and includes a supporting mentor, is credited with increasing retention and engagement while igniting collaboration and performance. Hear the unique perspective and experience of a senior development officer and learn how to leverage your existing talent to design, develop and build a low-budget training program that fosters engagement and yields results.

11:45 AM-1:15 PM
Lunch on your own

1:15-2:30
Making Diversity and Inclusion an Organizational Priority
The benefits of diversity and inclusion are clear, but the path to achieve them is not. Learn strategies to effectively recruit and retain diverse staff, engage diverse alumni and donors, and create an inclusive organizational culture. Colorado State University, recipient of a 2017 CASE Award in recognition of its diversity efforts, is collaborating with the Education Advisory Board to present the theoretical and practical aspects of diversity and inclusion. Review five critical steps to implementing a diversity strategy and look at larger themes gleaned from multi-institutional research on the topic. This session is for staff at all levels who wish to prepare for a future where diversity and inclusion are a "must have" rather than a "nice to have."

2:45-4:00
Elective Sessions (choose one)

  • DISC Productive Conflict 
    Conflict is often a point of worry for managers, friends and families. When conflict goes unaddressed, it can lead to animosity and even retaliation. Having a strategy for how to work through conflict, or even preventing it, can make for a more effective environment and a more enjoyable workplace. Explore the new DISC Productive Conflict and learn how you can use it to gain insight into your own response to conflict and that of others as it relates to DISC styles.
  • Measuring and Promoting Employee Engagement 
    Employee engagement drives retention and individual and organization performance. Studies conclusively prove that organizations that conduct employee surveys AND meaningfully follow up on them outperform those that don't. Even though Duke Health Development and Alumni Affairs (DHDAA) is participating in Q12 for the first time this year, they started conducting employee surveys during their recently concluded campaign. This session examines DHDAA's, and other organizations', survey processes, successes and failures. 
  • Changing Performance Conversations by Changing Mindsets
    As practitioners of strategic talent management, we are responsible for aligning our work with the goals of our organizations. That requires that we become performance consultants and partners with our constituents. The more we can shift ownership of these performance and career conversations to our employees, the more successful we can be with our talent management initiatives. Employees will be empowered to take charge of their careers instead of waiting on others to decide their fate. This session provides tools and techniques to help employees shift their mindset to owning performance, career and "stay" conversations. Find out how to diagnose performance needs and align learning and development solutions to organizational needs. The result is a more satisfied staff and a higher retention rate.

4:15-5:30
Elective Sessions (choose one)

  • Advancement and the #MeToo Movement
    With the current #MeToo movement in the spotlight, advancement leadership has been reminded of the difficult situations employees sometimes encounter. Caltech Development and Institute Relations has taken steps to proactively address these potential situations by providing education and support for staff, and helping to equip staff with guidelines and communication tools. Through professional trainings to onboarding sessions, there are many ways we can help keep our staff safe while promoting career development. Join Katrina Onderdonk and Christy Cates in a rich discussion around the roles we have in talent management and explore how we can further support this issue.
  • Coach, Train, Teach: Preparing Next Generation Fundraising Leaders
    Internship programs. Coaching. Training. Teaching. This session focuses on myriad methods available for preparing those who aspire to enter the advancement profession, experienced professionals seeking to advance to another level, and those already serving in leadership roles who wish to hone their skills. Panelists discuss why, when and with which professionals each of these approaches might be employed and comment on the benefits of each method. Panelists speak for 30 minutes then open the floor for Q&A and commentary from session participants.

5:30
Conference Adjourns for the Day
Dinner on your own OR optional small group dinners in Washington, DC; sign-up required.

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Day 3, Friday, Feb. 16

8:00-9:00 AM
Continental Breakfast

9:00-10:15 
Elective Sessions (choose one) 

  • How Onboarding Can Impact Culture
    Onboarding should begin before an employee's first day, but it can also extend over the employee's first year and beyond. Using this critical time in a new hire's career with an organization, onboarding can be used a tool to implement culture change. Explore how the LSU Foundation's onboarding efforts resulted in immediate process improvements, but also (and unexpectedly), evoked a positive shift in the organization's culture.
  • Want More Rewards and Recognition? Well YouEarnedIt!
    This session examines how feedback from an annual employee engagement survey acted as a catalyst to implement a tool for more meaningful engagement. Using an innovative software platform that enables real-time recognition has allowed talent management and leadership to become more in tune with employee accomplishments on a daily basis. This presentation focuses on the impact that YouEarnedIt is having on the advancement community at Illinois as they move forward through the public phase of their "With Illinois" campaign.

10:30-11:45
Leadership Development at Fundraising Institutions
Fundraising organizations often promote the best fundraisers into leadership positions, however they fail to equip them with the skills necessary to build high-functioning teams. Many leaders know what great leadership looks like but struggle with how to individually accomplish it. The University of Iowa created a leadership certificate series that built a toolkit for leaders with a minimal budget. This session provides a framework of the certificate series, the business case to support a leadership program, and shares the goals and outcomes of the program, including the return on investment. Attendees will be able to convey the relationship between employee engagement and donor engagement, including the leader's role of influencing engagement. Attendees will also be ready to create and/or support a proposal for an onsite leadership development program by understanding the business case and return on investment from a recruitment, retention and productivity standpoint. Key decision makers attending will gain a greater appreciation for a robust leadership development program and discover why their support is critical to a program's implementation and success.

11:45 AM-12:15 PM
Closing Remarks

12:15
Conference Adjourns

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Day 1 Day 2 Day 3