New York CHRO Executive Summit

Gartner research shows less than half of employees are satisfied with their organizations’ career development opportunities. Despite the need to retain and find key talent, the same research shows only 34% of organizations help in visualizing these paths to growth.
In this boardroom, CHROs will discuss best practices in:

• Developing partnerships between employees and managers in career development
• Coaching and career conversations to make employees feel supported
• Building career paths that create opportunities for internal mobility

Gartner research indicates "ready now" successors often become disengaged or seek other opportunities. By choosing "ready enough" successors, leaders can boost engagement and retention without compromising essential skills.
Join this session to discuss:

• Modernizing talent management to meet organizational skills needed
• Accelerating the readiness of the leadership bench
• Growing talent for engagement and performance

CEOs surveyed by Gartner say talent shortage is the top damaging factor for the enterprise. Despite that fact, only 15% of organizations reported practicing strategic workforce planning (SWP) last year. How can CHROs streamline SWP to align with current and future business needs while remaining adaptable to change?
Join this boardroom to discuss:

• Optimizing SWP processes while reducing complexities
• Adapting strategies to meet short and long-term goals
• Matching talent needs with enterprise aspirations

Today's boards expect CHROs to meet talent needs and demands and while simultaneously optimizing efficiency, ROI and workforce productivity. However, Gartner research show few CEOs say their CHROs effectively influence board decisions; and CHROs in the same study agree. How can HR leaders rise to the occasion while simultaneously setting the enterprise up for long-term success?
Join this fireside chat as Prudential CHRO Lucien Alziari and IFF CHRO Deborah Borg discuss:

• Being as a trusted advisor across the C-suite
• Focusing on the right issues for HR and organizational goals
• Adopting self-reflection strategies all CHROs should consider

Over the past five years, Daiichi Sankyo Inc has embarked, on a transformative journey. Central to this transformation, has been its people strategy, which was developed through a deep understanding of the business strategy, truly listening to employees and leaders and the implementation of people analytics. By tackling critical issues such as employee engagement and burnout, the company has achieved remarkable results, including heightened employee engagement and record-low attrition rates.

In this case study, CHROs will hear:

• How a five-year people strategy was developed, embedded and implemented
• Investment to listen to employees and the effective use of data and analytics to identify and address organizational challenges
• Innovative practices for recruitment, on-boarding, growth and development and building culture