As TM professionals, we carry such an incredible load of emotional labor, compassion and empathy for those we serve at our institutions. How might we put our oxygen masks on first to minimize burnout and find effective strategies for our personal employee engagement? Join executive coach Emili Bennett in this session, structured as a group coaching, to reflect on how to prioritize your wellbeing, minimize burnout, and share strategies with your employees on ways to find greater fulfillment and engagement at work.

Have you been in organizations where values are everywhere and nowhere? They are painted on the walls, but hard to see in action. This session, led by Harvard Alumni Affairs and Development, will help make organizational values the heartbeat of your advancement team. We will share experiences and outcomes from culture-building programs, operational infrastructure, intentional communications, recognition, and accountability. Facilitated by COO and Associate VP, Siovhan O’Connor; Talent Management Director, Brittany Wilhelm; and Associate Director, Manager & Employee Effectiveness, Melisa Holzman, this session sits at the intersection of leadership, coordination, execution, and iteration necessary to live organizational values out loud.

Who are the key influencers in your organization? Who are the risk-takers? Is ambiguity feared, or is it embraced? In talent management organizations, the key influencers and risk-takers often sit at the top of the organizational chart. The vast majority of the team fears uncertainty. On the other hand, talent leadership organizations embrace ambiguity in every corner of the organization. People at all levels and functions feel supported and are encouraged to take risks, to exert their influence. We will explore the differences between managing people and leading talent and discuss strategies for building an organizational culture that motivates, inspires and challenges people to lead from where they are.

What can a small shop do to build a culture of retention and referral? Onboard, 'upboard' and Offboard effectively. Seton Hall has implemented a comprehensive, streamlined and centralized divisional HR function with minimal budget, while providing substantial benefit to the team. Come learn how one person with ingenuity and effort can build a program to support candidates, hiring managers and employees through the complete recruitment cycle.

The state of diversity, equity, and inclusion is increasingly coming under attack as numerous individuals, state legislative bills, and well-funded thinktanks work feverishly to dismantle and invoke fear toward any progress. Institutions in some states are being directed to remove the language of diversity within their recruitment materials, and others are experiencing the call for removal of senior level diversity administrators after decades of student advocacy and intentional university commitment. What does this brewing anti-DEIB storm mean for the profession of advancement; how can advancement organizations build capacity to be agile during a contentious time? This session will expose strategic talent management professionals to topics targeting DEIB that may challenge their progress forward. In addition, this session will assist professionals in processing their internal strategy and position while identifying opportunities to stay the course on their DEIB strategic plans and initiatives.

An overview of how UT-Austin has built a cohesive and comprehensive frontline support cohort across multiple teams throughout the University Development Office and campus. By allowing these cross-campus partnerships, fundraisers can focus on their fundraising objectives as opposed to managing their support team. Frontline Support managers serve as a vital link for the fundraiser and frontline support staff members by taking on recruitment, hiring, onboarding, training, conflict resolution, and management responsibilities.

The ideal ratio of Talent Management (TM) staff to staffing headcount varies by organisational need, but the general estimate is two TM staff per 100 employees. Given the current workforce challenges that TM staff are expected to address, TM staff must seek methods that amplify their contributions in the workplace.

After the entire world economy came to a standstill in 2020, University Executives, Economists and Thoughts Leaders all realized that we were entering into a very different context than even the wisest among us acknowledged about the dynamics of 21st century work life. Of all of the ideas that have been considered on ways to build and sustain a high performing workplace that consists of the most diverse and talented professionals available, one thing is for sure: creating a Culture of Innovation, Engagement, Leadership and Performance in a hybrid world presents unprecedented challenges and significant new opportunities .

In this session, we will discuss a new approach to recruitment that explores ways to bring those without a fundraising background into advancement shops and help them flourish and thrive. By examining a case study from Louisiana State University and Advancement Resources, participants will learn the top three qualities new fundraisers should have (curiosity, grit, and professionalism), identify ideas for where to find these candidates and how to equip them for success, and make the case for recruiting outside the box..

Onboarding is a team sport in which managers and non-managers alike have an important role in contributing to a new staff member’s onboarding experience. An organized, thorough, and positive onboarding experience is critical for a new hire’s success and retention – but while an exciting time, it can also be overwhelming for both them and the existing team. This interactive session will provide strategies, tips, and templates for developing a standardized onboarding plan specific to your organization and team, no matter your role.