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Past Presentations

Think Like an Architect: Putting the 'Experience' Into "Employee Experience"

Think Like an Architect: Putting the 'Experience' Into "Employee Experience"

The best employee programs create an experience, and experiences, like amazing buildings, don’t just happen—they must be masterfully architected. Hear how her team at Charles Schwab leverages an architectural approach to create employee experiences that connect to hearts and minds, accelerate growth, drive engagement, and maximize potential and business results. Some of the best feats of architecture are identified today as cultural touchstones, masterpieces of design. Angela will showcase lessons of architecture and apply them to the world of talent, helping you to understand why thinking holistically and purposefully about building experiences along the employee lifecycle leads to your own masterpieces. Angela Heyroth, Managing Director, Employee Experience at Charles Schwab, presents on: 

  • How to design a great employee development experience that engages across the employee lifecycle
  • Who to consider aligning with and best practices for connecting core partners across the firm
  • What strengths and competencies are needed in professionals who build complex employee programs


Case Study: Nokia's Multifaceted Approach to Sustaining Cultural Cohesion Through Times of Change and Upheaval

Case Study: Nokia's Multifaceted Approach to Sustaining Cultural Cohesion Through Times of Change and Upheaval

After undergoing major changes in the past four years, including the sales of their core mobile phone business to Microsoft—effectively forcing the transition from a B2C to B2B business model—followed by the acquisition of competitor, Alcatel-Lucent, Nokia was at a crossroads. It struggled with the task of uniting two companies, while retaining engagement and meeting aggressive cost synergies. In this past presentation, Chris Colbert, Global Head of Employer Branding and Employee Engagement at Nokia, dives into key elements of Nokia’s change management strategies, including how they:

  • Got employees to think critically about company culture—not as a immutable force but as an opportunity for growth and rejuvenation
  • Facilitated adoption through active feedback loops from key stakeholders, as well as the workforce at large
  • Mobilized multi-channeled internal communications to build awareness of new initiatives, solicit feedback, and sustain commitment in changes


Case Study: How HP Developed It's Culture as a Movement, Not a Mandate

Case Study: How HP Developed It's Culture as a Movement, Not a Mandate

Most organizations have defined “core values” that embody their ethos and their perception of their image, both internally and externally. But it’s often the case that these values are elaborated in a jargon-filled statement that exists only to hang in the breakroom, rarely acknowledged, much less championed by employees. Brought on to help steer the founding of HP, Inc. at the 2015 separation of Hewlett-Packard Co. into two companies, Luciana Duarte and her team worked diligently to preserve for HP, Inc. the aspects of the tech legend’s culture that its employees most admired—especially the HP Way—even as the company reinvented itself. Luciana Duarte, VP & Global Head of Employee Communications, Engagement, and Culture; HP, Inc., and Richard Cordray, Culture Program Manager, HP, Inc. share how they: 

  • Crowd-sourced and co-created cultural intentions for HP Inc. at its launch
  • Set the tone for culture by telling stories on the company’s internal news portal, The Daily Inc.
  • Collaborated on large-scale HR program changes in line with the cultural direction employees wanted
  • Defined and launched a framework to express the culture that HP employees create together every day


Surveys, Action Planning, & More - Staying Agile in Your Engagement Practices

Surveys, Action Planning, & More - Staying Agile in Your Engagement Practices

There’s no doubt that human capital is the heartbeat of an organization. No amount of technological advances or financial acumen can offset an unfulfilled and disengaged workforce. In the absence of a “data ticker”, how do you accurately gauge your engagement levels? Whether you choose to approach this problem qualitatively and quantitatively, you can benefit from applying Agile principles and practices to your efforts. This workshop serves as both a theoretical and a practical overview of the application of Agile principles to your employee engagement efforts, with a non-exclusive focus on the employee engagement survey. Sam Young, Global Employee Engagement Lead, Avanade; and Victoria Blanshteyn, Employee Sentiments and Insights Program Manager, Chevron, share:

  • How to use Agile principles to design meaningful and dynamic surveys that work within systems constraints
  • Surveys: What, how, and when? Approach metrics with a hypothesis-based outlook
  • Results and scorecard reporting that go beyond descriptive outcomes
  • Linking results to actions: establish mechanisms to enact and track the implementation of those meaningful action


Take Your Employer Brand and Employer Value Proposition to the Next Level

Take Your Employer Brand and Employer Value Proposition to the Next Level

Just as honing in on customer segmentation is key to delivering a customized experience, understanding how your organization’s narrative differs across your target groups—from potential to current to former employees—is critical to building a cohesive employer brand. In this presentation from Sarah Main, Head of Employee Experience, Corporate Social Responsibility, Culture & Diversity at LogMeIn look into a deep dive into both internal and external platforms for communicating your brand and EVP, including how to:

  • Develop a strong and well-defined EVP that compliments the heritage and culture of your organization
  • Incorporate your Employer Brand as a tool to manage perceptions and align employee behavior
  • Leverage applications like Slack, Hipchat, Yammer, Google Hangouts and more to improve internal communications