In today’s changing business landscape it can be challenging to create a defined company culture and cultivate a highly engaged workforce. At the Philadelphia Eagles, employee engagement starts from the ground up. The HR organization uses strict hiring guidelines to help ensure an organizational culture that develops talent and fosters collaboration and community. The Eagles organization is a leader in talent development, and is dedicated to maintaining a unique culture and team approach. Join Kristie Pappal, director of human resources, and Frank Gumienny, chief financial officer, as they share how the organization engages employees and makes working for the Philadelphia Eagles truly a dream career.

In 2008, Penske’s human resources department launched an initiative to transform into a customer-focused unit primarily driven by business needs. Through a bumper-to-bumper review of all of its processes, programs, systems and service offerings, as well as comprehensive interviews with senior management and field operations leaders, one pain point rose to the top - Penske had no recruiting process. To remedy this issue, the HR team developed a 1,000-day road map and implemented a strategy to reduce hiring cycle time by 50 percent, drive consistency in recruitment, reduce manager time spent on administrative processes, and improve candidate sourcing and the overall quality of hires. In this session, Ken Hurley describes the short- and long-term components involved in transforming Penske’s recruiting process into the robust system that it is today.

As organizational demographics shift and the workforce becomes more global, companies have to rethink how they attract, develop and retain employees. What really motivates job candidates and employees today? Are there differences between genders, generations or countries? Dr. Karie Willyerd shares research from a global survey of more than 2,200 people and 300 companies describing how organizations are connecting employees and using social media to address the needs of a global and increasingly millennial workforce.

Session discovery topics:
- Gen Y’s expectations of a digital workforce
- Leaders’ responsibility to inspire the future workplace
- Organizations’ strategies for workforce development

As organizations take steps to navigate and comply with recent U.S. healthcare reforms, they have an opportunity to restructure their employer-provided benefits models. Under a broader evolution within the healthcare marketplace, price transparency, treatment outcomes and patient satisfaction are all crucial pieces to the puzzle as employers seek to understand the overall value of their health-related expenditures. In this executive boardroom, Dr. Joseph Nicholson from cancer treatment centers of America will describe their efforts to create centers of excellence, explain how customers and employers can connect directly with healthcare providers, and provide a framework for attendees to discuss strategic approaches to developing value-based insurance models.

Attendee participation is encouraged in this interactive discussion. Seating is limited and reserved for CHRO attendees. Sponsor participation is limited to boardroom sponsor representatives only.

Remaining competitive in today’s business environment requires a robust employee development program. At Universal Health Services, the leadership team challenged Jamie B. Welsh to partner with facility operations to design, develop and implement a customer-centered leadership development program. Welsh embraced the challenge and partnered with executive sponsors and facility operations to create a proprietary training initiative called m3. The key to its success was ensuring alignment with key business objectives, utilizing internal talent, and gaining commitment from key participants. The result increased employee engagement and overall customer satisfaction. Join Welsh as he describes the UHS model and how it can work for your organization.

The anticipated mass exodus of baby boomers creates a huge talent gap. Succession planning decisions will double or triple in count. As this looming transition nears, how do HR leaders prepare? Join Cara Capretta, vice president of HCM business transformation practice at Oracle, as she shares her insights on developing candidates differently based on distinctive characteristics and where they fit in the talent review process. She will cover preparedness tactics for the upcoming demographic shift and discuss potential factors including compensation, retention risk, race and gender spread on candidate slates.

As workforce demographics shift, human resources leaders are faced with a unique challenge — catering to four distinct generations and their differing attitudes, behaviors, aspirations and definitions of success. The evolving workforce presents two options: combat change or adapt by aligning your organizational objectives with the shifting employee landscape. In this engaging discussion, Donna Venable and Terrie Campbell share the innovative initiatives their organization is implementing to accommodate and acclimate to this changing paradigm.

In today’s interconnected world, the most pressing challenge isn’t gathering data, it’s leveraging that intelligence to garner business results. PNC Financial Services Group is committed to transitioning beyond traditional HR reporting to using analytics as a function to inform decision-making through all facets of the business. In this informative session, Sharon Brunecz and Jay Wilkinson share PNC’s approach to leveraging analytics to improve business performance and decrease employee turnover.

Session discovery topics:
- Institutionalizing data-driven decision-making across the organization
- Monitoring the effectiveness of implemented programs
- Utilizing metrics to optimize talent discussions

Building an integrated recruitment strategy is a much different task today than it was three years ago. It requires an understanding of today’s complex candidates and the numerous search resources available to them to evaluate prospective employers. Leveraging recent intelligence on candidate behavioral trends, Keith Hadley discusses the new and evolving candidate search process and strategies organizations can employ to attract and engage these digital-savvy candidates.

For Mercedes-Benz USA, diversity and inclusion are core values. Not only does a diverse consumer market segment represent immense buying power for the organization, but striving for a diverse and inclusive workforce creates a corporate culture so successful that MBUSA is continually recognized as one of Fortune’s 100 Best Places to Work. In this compelling keynote presentation, Tommy Shi shares how MBUSA leverages diversity and inclusion as a competitive business advantage. Learn strategies for embedding these initiatives into existing business platforms to generate measurable results.