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Pre-Conference WorkshopsTuesday, October 20, 2009 Registration and Continental Breakfast: 8–9 am

Workshop #1: Adapting and Improving Your Talent Review Process

Workshop #1: 9 am–12:30 pm

This interactive workshop gives you the opportunity to hear from subject matter experts andpeers, and to share your own experiences with the talent review process.

You will explore questions such as:

• What are the objectives of the talent review process?• Who participates in the talent review?• When, where and how does this process happen?• What data, information or analyses are used?• What decisions are made?• What trade-offs are discussed and weighed?• How are decisions implemented?• What metrics and processes are used to track progress?

James McLaren Ph.D., Managing Director, Northeast Territory, PDI Ninth House

Registration and Luncheon: 12:30–1:30 pm

Workshop #2: Diagnosing Your Succession Management ProcessesWhere Would Improvements Matter Most in These Turbulent Times?

Workshop #2: 1:30–5:30 pm

Whether you have been “doing” Succession Management for years or are just starting out,this practical, hands-on workshop provides frameworks and tools you need to analyze yourcurrent processes and identify high-impact improvements.

PDI will take you through a series of exercises, where you will:

• Evaluate how well your Succession Management process is achieving its objectives• Compare your system to a set of research-based practices and frameworks• Identify strengths and opportunities for improvement• Define specific changes to be implemented, priorities and timing

During the workshop, our facilitators will help you decide where you should focus and howfast you want to go. You will walk away with something you can begin applying as soon asyou are back in your organization.

You will be asked to complete some pre-work regarding your company’s current SuccessionManagement processes and calendar to ensure you have what you need to begin planning in the workshop.

Stuart Crandell Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth HouseLisa A. Stevens, Executive Consultant, Director, Strategy and Talent Management Consulting, PDI Ninth House

www.conference-board.org/succession2

Trusted Insights for Business Worldwide

The 2009

Succession Management ConferenceResetting and Recalibrating Your Succession Plan

Oct 21-22, 2009 New York / Oct 20 Pre-Conference Workshops

The Conference Board and the torchlogo are registered trademarks of

The Conference Board, Inc. Programsubject to change. August 2009

Printed and bound by Sheridan Printing Co., Inc., Alpha, New Jersey, an FSC-certifiedprinter. This brochure is printed on Mohawk Via paper, which is 100% post-consumerwaste fiber, manufactured with wind power, and is process chlorine free. The paper iscertified by Green Seal and SmartWood for Forest Stewardship Council standards.No films or film-processing chemicals were used in the printing of this brochure.

Cancellation PolicyFull refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting.No refund after two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel priorto the meeting will be charged the entire registration fee.

Team Discounts per personFor a team of three or more registering from the same company at the same time, take $200 off each person’sregistration.

Registration InformationOnlinewww.conference-board.org/succession2

Emailcustomer.service@conference-board.org

Phone212 339 03458:30 am to 6 pm ET Monday through Friday

Conference (937010-2)Dates: October 21–22, 2009Location: Marriott Marquis, New YorkAssociate: $2,195Non-Associate: $2,495

Pre-Conference WorkshopsWorkshop #1 (942010-2)Workshop #2 (B29010-2)Date: October 20, 2009Location: Marriott Marquis, New YorkAssociate: $595Non-Associate: $695

The 2009 Succession Management ConferenceOctober 21–22, 2009 Marriott Marquis, New York

Pre-Conference WorkshopsOctober 20, 2009 Marriott Marquis, New York

Hotel AccommodationsFees do not include hotel accommodations. For discountedreservations, contact the hoteldirectly no later than the cut-off dateand mention The Conference BoardSuccession ManagementConference.

Hotel Discount Cut-off Date: Monday, September 28, 2009

Marriott Marquis1535 BroadwayNew York, NY 10036Tel 212 398 1900

Presented with assistance from:

Marketing Partners:

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Pre-Conference WorkshopsTuesday, October 20, 2009 Registration and Continental Breakfast: 8–9 am

Workshop #1: Adapting and Improving Your Talent Review Process

Workshop #1: 9 am–12:30 pm

This interactive workshop gives you the opportunity to hear from subject matter experts andpeers, and to share your own experiences with the talent review process.

You will explore questions such as:

• What are the objectives of the talent review process?• Who participates in the talent review?• When, where and how does this process happen?• What data, information or analyses are used?• What decisions are made?• What trade-offs are discussed and weighed?• How are decisions implemented?• What metrics and processes are used to track progress?

James McLaren Ph.D., Managing Director, Northeast Territory, PDI Ninth House

Registration and Luncheon: 12:30–1:30 pm

Workshop #2: Diagnosing Your Succession Management ProcessesWhere Would Improvements Matter Most in These Turbulent Times?

Workshop #2: 1:30–5:30 pm

Whether you have been “doing” Succession Management for years or are just starting out,this practical, hands-on workshop provides frameworks and tools you need to analyze yourcurrent processes and identify high-impact improvements.

PDI will take you through a series of exercises, where you will:

• Evaluate how well your Succession Management process is achieving its objectives• Compare your system to a set of research-based practices and frameworks• Identify strengths and opportunities for improvement• Define specific changes to be implemented, priorities and timing

During the workshop, our facilitators will help you decide where you should focus and howfast you want to go. You will walk away with something you can begin applying as soon asyou are back in your organization.

You will be asked to complete some pre-work regarding your company’s current SuccessionManagement processes and calendar to ensure you have what you need to begin planning in the workshop.

Stuart Crandell Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth HouseLisa A. Stevens, Executive Consultant, Director, Strategy and Talent Management Consulting, PDI Ninth House

www.conference-board.org/succession2

Trusted Insights for Business Worldwide

The 2009

Succession Management ConferenceResetting and Recalibrating Your Succession Plan

Oct 21-22, 2009 New York / Oct 20 Pre-Conference Workshops

The Conference Board and the torchlogo are registered trademarks of

The Conference Board, Inc. Programsubject to change. August 2009

Printed and bound by Sheridan Printing Co., Inc., Alpha, New Jersey, an FSC-certifiedprinter. This brochure is printed on Mohawk Via paper, which is 100% post-consumerwaste fiber, manufactured with wind power, and is process chlorine free. The paper iscertified by Green Seal and SmartWood for Forest Stewardship Council standards.No films or film-processing chemicals were used in the printing of this brochure.

Cancellation PolicyFull refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting.No refund after two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel priorto the meeting will be charged the entire registration fee.

Team Discounts per personFor a team of three or more registering from the same company at the same time, take $200 off each person’sregistration.

Registration InformationOnlinewww.conference-board.org/succession2

Emailcustomer.service@conference-board.org

Phone212 339 03458:30 am to 6 pm ET Monday through Friday

Conference (937010-2)Dates: October 21–22, 2009Location: Marriott Marquis, New YorkAssociate: $2,195Non-Associate: $2,495

Pre-Conference WorkshopsWorkshop #1 (942010-2)Workshop #2 (B29010-2)Date: October 20, 2009Location: Marriott Marquis, New YorkAssociate: $595Non-Associate: $695

The 2009 Succession Management ConferenceOctober 21–22, 2009 Marriott Marquis, New York

Pre-Conference WorkshopsOctober 20, 2009 Marriott Marquis, New York

Hotel AccommodationsFees do not include hotel accommodations. For discountedreservations, contact the hoteldirectly no later than the cut-off dateand mention The Conference BoardSuccession ManagementConference.

Hotel Discount Cut-off Date: Monday, September 28, 2009

Marriott Marquis1535 BroadwayNew York, NY 10036Tel 212 398 1900

Presented with assistance from:

Marketing Partners:

Creating a Talent Mindset Among Senior LeadersE2 2:45–4 pm

Humana re-focused its leadership team on talent through its Succession Managementprocess. This session will focus on key success factors, including:

• Talent review conversations and follow-up that focus on development and growth• Leadership accountability for developing talent and metrics that show progress

David Woodbury, Director, Succession Management, Humana Inc.

Challenges and Best Practices in Government Succession PlanningE3 2:45–4 pm

Government agencies are faced with a decline in their talent pipeline due to the mandatoryand early retirement of the baby boomers, and the lack of ready plans for filling key leader-ship positions. This session will focus on best practices for the government sector, including:

• Key differences between government and commercial succession planning• Five essential program design principles and pitfalls to avoid

Gwendolynne O’Connell, Manager, Management and Business Services Division, Federal Aviation Agency, Aviation SafetyTony Ingle, Principal, Human Capital Practice Group, SRA InternationalAnita Huffman-Strawser, Principal, Human Capital Practice Group, SRA International

Assesments: What Works and What Doesn’tF 4–5:15 pm

In this session BAE systems will share their robust use of assessments at all levels and les-sons learned, including:

• Types of assessments used and confidentiality of results• Line leader involvement in assessment centers• Integration of assessment, succession and leadership development

Bridgette Weitzel, Global Vice President, Organization Development & Leadership, BAE Systems

Networking Cocktail Reception: 5:15–6:15 pm

Hosted by:

Thursday, October 22, 2009Continental Breakfast: 7:30–8:30 am

The Many Roles of Technology in Succession PlanningG 8:30–9:30 am

As you know, it is not easy to keep track of talent in your organization or even to know whatyour top talent is really interested in doing in their career. This is where technology can playa major role in collecting profiles and data, making the tracking of talent easy to under-stand and easily accessible. This session will detail different ways technology has beenused in small, medium size and large organizations.

Choose H1 or H2 9:45–10:45 am

Keeping Our Pipelines Diverse and Retaining Our TalentH1 9:45–10:45 am

Verizon Telecom and Kaiser Permanente will share their unique approaches to developingand preparing their diverse populations to assume leadership roles in their organizations.Approaches and success stories include: training and leadership programs; action learningand simulations; corporate exposure and experiential learning; mentoring and coaching.

R. Karl Hebenstreit, Ph.D., Senior Consultant, Leadership Development, Learning &Development, Kaiser PermanenteMathew Dreyer, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon TelecomDiane Campbell, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon Telecom

Growing and Leveraging Top Talent for SuccessionH2 9:45–10:45 am

This session combines the latest research and resulting recommendations from 2Research Working Groups by The Conference Board representing trends and practicesfrom over 500 companies. Key takeaways will include:

• Mindsets and practices in creating a growth culture• Opinions on the effectiveness of top talent initiatives • A case example of “next generation” leadership development from Agilent Technologies

Leslie Camino-Markowitz, Director, Next Generation Leadership Programs, Global Learningand Leadership Development, Agilent TechnologiesEliska Meyers, Research Working Group Leader, The Conference BoardKaren Beaman, Senior Researcher, The Conference Board

The Role of SM in Experienced CompaniesI 11 am–12 noon

So many companies have put Succession Management on hold “for now”, and as HR pro-fessionals that is very worrisome. This experienced panel will discuss the following:

• Rationale for continuing to invest in talent development• Proven and innovative methods that fit the times• Ways to adapt and recalibrate SM in tough times

Roland Smith, Ph.D.(Moderator), Senior Faculty and Lead Research, CCLAllan Church, Vice President, Talent and Organization & Management Development, PepsiCoMarc Effron, Vice President, Talent Management, Avon ProductsBrian Fishel, SVP, Executive and Leadership Development, Bank of America

Dennis Carey, Senior Client Partner, Korn/Ferry InternationalJim Peters, Senior Partner, Korn/Ferry Leadership and Talent Consulting

Linking Strategic Workforce Planning to SMC2 11:30 am–12:30 pm

Strategic Workforce Planning has become a critical component of the strategic businessplanning process. This session will highlight early success with SWP:

• What is SWP and how does it add value?• How does SWP relate to business planning and HR strategy?

Bill Ziegler, Group Recruiting Head, UBS AGMelissa B. Cummings, Head of Executive Acquisition and Development, Aetna Inc.

It’s Not All About the Top Level—Developing All Our EmployeesC3 11:30 am–12:30 pm

Atlantic Health has developed a culture of recognizing and rewarding the initiatives ofemployees—from innovative suggestions to acts of leadership in a flat organization. In thissession, you will receive many approaches to fostering an organizational culture that will fill your succession pipeline with leaders at all levels.

Lynn Turner, Director Human Resources & Organization Development, Atlantic Health

Networking Luncheon: 12:30–1:30 pm

Talent and Succession Decisions in Turbulent TimesD 1:30–2:30 pm

The unforeseen economic downturn caused most organizations to make sudden changes instrategy and difficult talent decisions. PDI Ninth House will present a new framework andprovide tips to help leaders sift through current complexities to make short and long-termtalent decisions. As a newly merged organization in an economic downturn, PDI Ninth Housewill share how they have applied this thinking to their own critical talent decisions as well asexamples from client organizations.

Michael J. Carey, Vice President, Global Human Resources, PDI Ninth HouseStuart Crandell, Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth House

Choose E1, E2, or E3 2:45–4 pm

Succession Management Cannot Stand Alone—The Need forIntegration into a Talent Management ArchitectureE1 2:45–4 pm

When we talk about Succession Management in an organization, it is only as good as all theparts of the Talent Management Architecture that feeds into this planning. This session willdiscuss the ways in which pieces of this architecture—Performance Management, LeadershipDevelopment, and Talent Selection—must work together to achieve desired results.

Stacey Garner, Executive Director, Performance and Reward, Ernst & Young LLCJeremy Gump, Vice President - Human Resources & Administrative Services, Daimler AG

www.conference-board.org/succession2 www.conference-board.org/succession2Call Customer Service at 212 339 0345

Wednesday, October 21, 2009Registration and Continental Breakfast: 7:45–8:45 am

Welcome and Introductions: 8:45–9 am

Rene Carew, Conference Program Director The Conference Board

Keynote Address: Foresight, Strategy and Diligence: Succession Planning at ThriventA 9–10:15 am

Bruce Nicholson, the current CEO of Thrivent Financial shares the Thrivent story and hisinvolvement with shaping a succession planning process to fill the CEO position upon hisretirement at the end of 2010. The following areas will be discussed:

• CEO, Senior Leadership and Board Roles in Succession Planning • Identification of key issues facing the organization and mission critical

leadership skills needed • Assessment of internal and external candidates

Bruce Nicholson, Chief Executive Officer, Thrivent Financial for Lutherans

Keeping Our Generational and Global Talent Engaged and CommittedB 10:15–11:15 am

Understanding the needs and motivations of our talent across the globe is key in being able toprovide development opportunities that appeal to the different generations and cultures—andto make sure we retain the talent we need in our succession pipeline. This session will high-light a recent global study focused on our cultural and generational talent group and ways wecan prepare our organizations to provide appropriate developmental opportunities.

Bill Leisy, Principal, Markets and Services Leader - Performance and Reward, Ernst & Young LLPEsther Hahm, Partner, Human Capital, Ernst & Young LLP

Choose C1, C2 or C3 11:30 am–12:30 pm

The Build/Buy Proposition of Succession ManagementC1 11:30 am–12:30 pm

Session Sponsor:

Organizations can “build” their C-Suite successors through a dedicated assessment, develop-ment and succession architecture; or, in order to give the leadership team a fresh start, theyneed to seek talent from outside. The two approaches are not mutually exclusive and cancoexist to the strategic benefit of the enterprise. Using a case example from TycoInternational, you will learn how organizations can use an integrated “Build and Buy” decisionstructure.

Call Customer Service at 212 339 0345

Creating a Talent Mindset Among Senior LeadersE2 2:45–4 pm

Humana re-focused its leadership team on talent through its Succession Managementprocess. This session will focus on key success factors, including:

• Talent review conversations and follow-up that focus on development and growth• Leadership accountability for developing talent and metrics that show progress

David Woodbury, Director, Succession Management, Humana Inc.

Challenges and Best Practices in Government Succession PlanningE3 2:45–4 pm

Government agencies are faced with a decline in their talent pipeline due to the mandatoryand early retirement of the baby boomers, and the lack of ready plans for filling key leader-ship positions. This session will focus on best practices for the government sector, including:

• Key differences between government and commercial succession planning• Five essential program design principles and pitfalls to avoid

Gwendolynne O’Connell, Manager, Management and Business Services Division, Federal Aviation Agency, Aviation SafetyTony Ingle, Principal, Human Capital Practice Group, SRA InternationalAnita Huffman-Strawser, Principal, Human Capital Practice Group, SRA International

Assesments: What Works and What Doesn’tF 4–5:15 pm

In this session BAE systems will share their robust use of assessments at all levels and les-sons learned, including:

• Types of assessments used and confidentiality of results• Line leader involvement in assessment centers• Integration of assessment, succession and leadership development

Bridgette Weitzel, Global Vice President, Organization Development & Leadership, BAE Systems

Networking Cocktail Reception: 5:15–6:15 pm

Hosted by:

Thursday, October 22, 2009Continental Breakfast: 7:30–8:30 am

The Many Roles of Technology in Succession PlanningG 8:30–9:30 am

As you know, it is not easy to keep track of talent in your organization or even to know whatyour top talent is really interested in doing in their career. This is where technology can playa major role in collecting profiles and data, making the tracking of talent easy to under-stand and easily accessible. This session will detail different ways technology has beenused in small, medium size and large organizations.

Choose H1 or H2 9:45–10:45 am

Keeping Our Pipelines Diverse and Retaining Our TalentH1 9:45–10:45 am

Verizon Telecom and Kaiser Permanente will share their unique approaches to developingand preparing their diverse populations to assume leadership roles in their organizations.Approaches and success stories include: training and leadership programs; action learningand simulations; corporate exposure and experiential learning; mentoring and coaching.

R. Karl Hebenstreit, Ph.D., Senior Consultant, Leadership Development, Learning &Development, Kaiser PermanenteMathew Dreyer, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon TelecomDiane Campbell, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon Telecom

Growing and Leveraging Top Talent for SuccessionH2 9:45–10:45 am

This session combines the latest research and resulting recommendations from 2Research Working Groups by The Conference Board representing trends and practicesfrom over 500 companies. Key takeaways will include:

• Mindsets and practices in creating a growth culture• Opinions on the effectiveness of top talent initiatives • A case example of “next generation” leadership development from Agilent Technologies

Leslie Camino-Markowitz, Director, Next Generation Leadership Programs, Global Learningand Leadership Development, Agilent TechnologiesEliska Meyers, Research Working Group Leader, The Conference BoardKaren Beaman, Senior Researcher, The Conference Board

The Role of SM in Experienced CompaniesI 11 am–12 noon

So many companies have put Succession Management on hold “for now”, and as HR pro-fessionals that is very worrisome. This experienced panel will discuss the following:

• Rationale for continuing to invest in talent development• Proven and innovative methods that fit the times• Ways to adapt and recalibrate SM in tough times

Roland Smith, Ph.D.(Moderator), Senior Faculty and Lead Research, CCLAllan Church, Vice President, Talent and Organization & Management Development, PepsiCoMarc Effron, Vice President, Talent Management, Avon ProductsBrian Fishel, SVP, Executive and Leadership Development, Bank of America

Dennis Carey, Senior Client Partner, Korn/Ferry InternationalJim Peters, Senior Partner, Korn/Ferry Leadership and Talent Consulting

Linking Strategic Workforce Planning to SMC2 11:30 am–12:30 pm

Strategic Workforce Planning has become a critical component of the strategic businessplanning process. This session will highlight early success with SWP:

• What is SWP and how does it add value?• How does SWP relate to business planning and HR strategy?

Bill Ziegler, Group Recruiting Head, UBS AGMelissa B. Cummings, Head of Executive Acquisition and Development, Aetna Inc.

It’s Not All About the Top Level—Developing All Our EmployeesC3 11:30 am–12:30 pm

Atlantic Health has developed a culture of recognizing and rewarding the initiatives ofemployees—from innovative suggestions to acts of leadership in a flat organization. In thissession, you will receive many approaches to fostering an organizational culture that will fill your succession pipeline with leaders at all levels.

Lynn Turner, Director Human Resources & Organization Development, Atlantic Health

Networking Luncheon: 12:30–1:30 pm

Talent and Succession Decisions in Turbulent TimesD 1:30–2:30 pm

The unforeseen economic downturn caused most organizations to make sudden changes instrategy and difficult talent decisions. PDI Ninth House will present a new framework andprovide tips to help leaders sift through current complexities to make short and long-termtalent decisions. As a newly merged organization in an economic downturn, PDI Ninth Housewill share how they have applied this thinking to their own critical talent decisions as well asexamples from client organizations.

Michael J. Carey, Vice President, Global Human Resources, PDI Ninth HouseStuart Crandell, Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth House

Choose E1, E2, or E3 2:45–4 pm

Succession Management Cannot Stand Alone—The Need forIntegration into a Talent Management ArchitectureE1 2:45–4 pm

When we talk about Succession Management in an organization, it is only as good as all theparts of the Talent Management Architecture that feeds into this planning. This session willdiscuss the ways in which pieces of this architecture—Performance Management, LeadershipDevelopment, and Talent Selection—must work together to achieve desired results.

Stacey Garner, Executive Director, Performance and Reward, Ernst & Young LLPJeremy Gump, Vice President - Human Resources & Administrative Services, Daimler AG

www.conference-board.org/succession2 www.conference-board.org/succession2Call Customer Service at 212 339 0345

Wednesday, October 21, 2009Registration and Continental Breakfast: 7:45–8:45 am

Welcome and Introductions: 8:45–9 am

Rene Carew, Conference Program Director The Conference Board

Keynote Address: Foresight, Strategy and Diligence: Succession Planning at ThriventA 9–10:15 am

Bruce Nicholson, the current CEO of Thrivent Financial shares the Thrivent story and hisinvolvement with shaping a succession planning process to fill the CEO position upon hisretirement at the end of 2010. The following areas will be discussed:

• CEO, Senior Leadership and Board Roles in Succession Planning • Identification of key issues facing the organization and mission critical

leadership skills needed • Assessment of internal and external candidates

Bruce Nicholson, Chief Executive Officer, Thrivent Financial for Lutherans

Keeping Our Generational and Global Talent Engaged and CommittedB 10:15–11:15 am

Understanding the needs and motivations of our talent across the globe is key in being able toprovide development opportunities that appeal to the different generations and cultures—andto make sure we retain the talent we need in our succession pipeline. This session will high-light a recent global study focused on our cultural and generational talent group and ways wecan prepare our organizations to provide appropriate developmental opportunities.

Bill Leisy, Principal, Markets and Services Leader - Performance and Reward, Ernst & Young LLPEsther Hahm, Partner, Human Capital, Ernst & Young LLP

Choose C1, C2 or C3 11:30 am–12:30 pm

The Build/Buy Proposition of Succession ManagementC1 11:30 am–12:30 pm

Session Sponsor:

Organizations can “build” their C-Suite successors through a dedicated assessment, develop-ment and succession architecture; or, in order to give the leadership team a fresh start, theyneed to seek talent from outside. The two approaches are not mutually exclusive and cancoexist to the strategic benefit of the enterprise. Using a case example from TycoInternational, you will learn how organizations can use an integrated “Build and Buy” decisionstructure.

Call Customer Service at 212 339 0345

Creating a Talent Mindset Among Senior LeadersE2 2:45–4 pm

Humana re-focused its leadership team on talent through its Succession Managementprocess. This session will focus on key success factors, including:

• Talent review conversations and follow-up that focus on development and growth• Leadership accountability for developing talent and metrics that show progress

David Woodbury, Director, Succession Management, Humana Inc.

Challenges and Best Practices in Government Succession PlanningE3 2:45–4 pm

Government agencies are faced with a decline in their talent pipeline due to the mandatoryand early retirement of the baby boomers, and the lack of ready plans for filling key leader-ship positions. This session will focus on best practices for the government sector, including:

• Key differences between government and commercial succession planning• Five essential program design principles and pitfalls to avoid

Gwendolynne O’Connell, Manager, Management and Business Services Division, Federal Aviation Agency, Aviation SafetyTony Ingle, Principal, Human Capital Practice Group, SRA InternationalAnita Huffman-Strawser, Principal, Human Capital Practice Group, SRA International

Assesments: What Works and What Doesn’tF 4–5:15 pm

In this session BAE systems will share their robust use of assessments at all levels and les-sons learned, including:

• Types of assessments used and confidentiality of results• Line leader involvement in assessment centers• Integration of assessment, succession and leadership development

Bridgette Weitzel, Global Vice President, Organization Development & Leadership, BAE Systems

Networking Cocktail Reception: 5:15–6:15 pm

Hosted by:

Thursday, October 22, 2009Continental Breakfast: 7:30–8:30 am

The Many Roles of Technology in Succession PlanningG 8:30–9:30 am

As you know, it is not easy to keep track of talent in your organization or even to know whatyour top talent is really interested in doing in their career. This is where technology can playa major role in collecting profiles and data, making the tracking of talent easy to under-stand and easily accessible. This session will detail different ways technology has beenused in small, medium size and large organizations.

Choose H1 or H2 9:45–10:45 am

Keeping Our Pipelines Diverse and Retaining Our TalentH1 9:45–10:45 am

Verizon Telecom and Kaiser Permanente will share their unique approaches to developingand preparing their diverse populations to assume leadership roles in their organizations.Approaches and success stories include: training and leadership programs; action learningand simulations; corporate exposure and experiential learning; mentoring and coaching.

R. Karl Hebenstreit, Ph.D., Senior Consultant, Leadership Development, Learning &Development, Kaiser PermanenteMathew Dreyer, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon TelecomDiane Campbell, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon Telecom

Growing and Leveraging Top Talent for SuccessionH2 9:45–10:45 am

This session combines the latest research and resulting recommendations from 2Research Working Groups by The Conference Board representing trends and practicesfrom over 500 companies. Key takeaways will include:

• Mindsets and practices in creating a growth culture• Opinions on the effectiveness of top talent initiatives • A case example of “next generation” leadership development from Agilent Technologies

Leslie Camino-Markowitz, Director, Next Generation Leadership Programs, Global Learningand Leadership Development, Agilent TechnologiesEliska Meyers, Research Working Group Leader, The Conference BoardKaren Beaman, Senior Researcher, The Conference Board

The Role of SM in Experienced CompaniesI 11 am–12 noon

So many companies have put Succession Management on hold “for now”, and as HR pro-fessionals that is very worrisome. This experienced panel will discuss the following:

• Rationale for continuing to invest in talent development• Proven and innovative methods that fit the times• Ways to adapt and recalibrate SM in tough times

Roland Smith, Ph.D.(Moderator), Senior Faculty and Lead Research, CCLAllan Church, Vice President, Talent and Organization & Management Development, PepsiCoMarc Effron, Vice President, Talent Management, Avon ProductsBrian Fishel, SVP, Executive and Leadership Development, Bank of America

Dennis Carey, Senior Client Partner, Korn/Ferry InternationalJim Peters, Senior Partner, Korn/Ferry Leadership and Talent Consulting

Linking Strategic Workforce Planning to SMC2 11:30 am–12:30 pm

Strategic Workforce Planning has become a critical component of the strategic businessplanning process. This session will highlight early success with SWP:

• What is SWP and how does it add value?• How does SWP relate to business planning and HR strategy?

Bill Ziegler, Group Recruiting Head, UBS AGMelissa B. Cummings, Head of Executive Acquisition and Development, Aetna Inc.

It’s Not All About the Top Level—Developing All Our EmployeesC3 11:30 am–12:30 pm

Atlantic Health has developed a culture of recognizing and rewarding the initiatives ofemployees—from innovative suggestions to acts of leadership in a flat organization. In thissession, you will receive many approaches to fostering an organizational culture that will fill your succession pipeline with leaders at all levels.

Lynn Turner, Director Human Resources & Organization Development, Atlantic Health

Networking Luncheon: 12:30–1:30 pm

Talent and Succession Decisions in Turbulent TimesD 1:30–2:30 pm

The unforeseen economic downturn caused most organizations to make sudden changes instrategy and difficult talent decisions. PDI Ninth House will present a new framework andprovide tips to help leaders sift through current complexities to make short and long-termtalent decisions. As a newly merged organization in an economic downturn, PDI Ninth Housewill share how they have applied this thinking to their own critical talent decisions as well asexamples from client organizations.

Michael J. Carey, Vice President, Global Human Resources, PDI Ninth HouseStuart Crandell, Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth House

Choose E1, E2, or E3 2:45–4 pm

Succession Management Cannot Stand Alone—The Need forIntegration into a Talent Management ArchitectureE1 2:45–4 pm

When we talk about Succession Management in an organization, it is only as good as all theparts of the Talent Management Architecture that feeds into this planning. This session willdiscuss the ways in which pieces of this architecture—Performance Management, LeadershipDevelopment, and Talent Selection—must work together to achieve desired results.

Stacey Garner, Executive Director, Performance and Reward, Ernst & Young LLCJeremy Gump, Vice President - Human Resources & Administrative Services, Daimler AG

www.conference-board.org/succession2 www.conference-board.org/succession2Call Customer Service at 212 339 0345

Wednesday, October 21, 2009Registration and Continental Breakfast: 7:45–8:45 am

Welcome and Introductions: 8:45–9 am

Rene Carew, Conference Program Director The Conference Board

Keynote Address: Foresight, Strategy and Diligence: Succession Planning at ThriventA 9–10:15 am

Bruce Nicholson, the current CEO of Thrivent Financial shares the Thrivent story and hisinvolvement with shaping a succession planning process to fill the CEO position upon hisretirement at the end of 2010. The following areas will be discussed:

• CEO, Senior Leadership and Board Roles in Succession Planning • Identification of key issues facing the organization and mission critical

leadership skills needed • Assessment of internal and external candidates

Bruce Nicholson, Chief Executive Officer, Thrivent Financial for Lutherans

Keeping Our Generational and Global Talent Engaged and CommittedB 10:15–11:15 am

Understanding the needs and motivations of our talent across the globe is key in being able toprovide development opportunities that appeal to the different generations and cultures—andto make sure we retain the talent we need in our succession pipeline. This session will high-light a recent global study focused on our cultural and generational talent group and ways wecan prepare our organizations to provide appropriate developmental opportunities.

Bill Leisy, Principal, Markets and Services Leader - Performance and Reward, Ernst & Young LLPEsther Hahm, Partner, Human Capital, Ernst & Young LLP

Choose C1, C2 or C3 11:30 am–12:30 pm

The Build/Buy Proposition of Succession ManagementC1 11:30 am–12:30 pm

Session Sponsor:

Organizations can “build” their C-Suite successors through a dedicated assessment, develop-ment and succession architecture; or, in order to give the leadership team a fresh start, theyneed to seek talent from outside. The two approaches are not mutually exclusive and cancoexist to the strategic benefit of the enterprise. Using a case example from TycoInternational, you will learn how organizations can use an integrated “Build and Buy” decisionstructure.

Call Customer Service at 212 339 0345

Creating a Talent Mindset Among Senior LeadersE2 2:45–4 pm

Humana re-focused its leadership team on talent through its Succession Managementprocess. This session will focus on key success factors, including:

• Talent review conversations and follow-up that focus on development and growth• Leadership accountability for developing talent and metrics that show progress

David Woodbury, Director, Succession Management, Humana Inc.

Challenges and Best Practices in Government Succession PlanningE3 2:45–4 pm

Government agencies are faced with a decline in their talent pipeline due to the mandatoryand early retirement of the baby boomers, and the lack of ready plans for filling key leader-ship positions. This session will focus on best practices for the government sector, including:

• Key differences between government and commercial succession planning• Five essential program design principles and pitfalls to avoid

Gwendolynne O’Connell, Manager, Management and Business Services Division, Federal Aviation Agency, Aviation SafetyTony Ingle, Principal, Human Capital Practice Group, SRA InternationalAnita Huffman-Strawser, Principal, Human Capital Practice Group, SRA International

Assesments: What Works and What Doesn’tF 4–5:15 pm

In this session BAE systems will share their robust use of assessments at all levels and les-sons learned, including:

• Types of assessments used and confidentiality of results• Line leader involvement in assessment centers• Integration of assessment, succession and leadership development

Bridgette Weitzel, Global Vice President, Organization Development & Leadership, BAE Systems

Networking Cocktail Reception: 5:15–6:15 pm

Hosted by:

Thursday, October 22, 2009Continental Breakfast: 7:30–8:30 am

The Many Roles of Technology in Succession PlanningG 8:30–9:30 am

As you know, it is not easy to keep track of talent in your organization or even to know whatyour top talent is really interested in doing in their career. This is where technology can playa major role in collecting profiles and data, making the tracking of talent easy to under-stand and easily accessible. This session will detail different ways technology has beenused in small, medium size and large organizations.

Choose H1 or H2 9:45–10:45 am

Keeping Our Pipelines Diverse and Retaining Our TalentH1 9:45–10:45 am

Verizon Telecom and Kaiser Permanente will share their unique approaches to developingand preparing their diverse populations to assume leadership roles in their organizations.Approaches and success stories include: training and leadership programs; action learningand simulations; corporate exposure and experiential learning; mentoring and coaching.

R. Karl Hebenstreit, Ph.D., Senior Consultant, Leadership Development, Learning &Development, Kaiser PermanenteMathew Dreyer, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon TelecomDiane Campbell, Manager, Diversity Management, Talent Acquisition & Diversity, Verizon Telecom

Growing and Leveraging Top Talent for SuccessionH2 9:45–10:45 am

This session combines the latest research and resulting recommendations from 2Research Working Groups by The Conference Board representing trends and practicesfrom over 500 companies. Key takeaways will include:

• Mindsets and practices in creating a growth culture• Opinions on the effectiveness of top talent initiatives • A case example of “next generation” leadership development from Agilent Technologies

Leslie Camino-Markowitz, Director, Next Generation Leadership Programs, Global Learningand Leadership Development, Agilent TechnologiesEliska Meyers, Research Working Group Leader, The Conference BoardKaren Beaman, Senior Researcher, The Conference Board

The Role of SM in Experienced CompaniesI 11 am–12 noon

So many companies have put Succession Management on hold “for now”, and as HR pro-fessionals that is very worrisome. This experienced panel will discuss the following:

• Rationale for continuing to invest in talent development• Proven and innovative methods that fit the times• Ways to adapt and recalibrate SM in tough times

Roland Smith, Ph.D.(Moderator), Senior Faculty and Lead Research, CCLAllan Church, Vice President, Talent and Organization & Management Development, PepsiCoMarc Effron, Vice President, Talent Management, Avon ProductsBrian Fishel, SVP, Executive and Leadership Development, Bank of America

Dennis Carey, Senior Client Partner, Korn/Ferry InternationalJim Peters, Senior Partner, Korn/Ferry Leadership and Talent Consulting

Linking Strategic Workforce Planning to SMC2 11:30 am–12:30 pm

Strategic Workforce Planning has become a critical component of the strategic businessplanning process. This session will highlight early success with SWP:

• What is SWP and how does it add value?• How does SWP relate to business planning and HR strategy?

Bill Ziegler, Group Recruiting Head, UBS AGMelissa B. Cummings, Head of Executive Acquisition and Development, Aetna Inc.

It’s Not All About the Top Level—Developing All Our EmployeesC3 11:30 am–12:30 pm

Atlantic Health has developed a culture of recognizing and rewarding the initiatives ofemployees—from innovative suggestions to acts of leadership in a flat organization. In thissession, you will receive many approaches to fostering an organizational culture that will fill your succession pipeline with leaders at all levels.

Lynn Turner, Director Human Resources & Organization Development, Atlantic Health

Networking Luncheon: 12:30–1:30 pm

Talent and Succession Decisions in Turbulent TimesD 1:30–2:30 pm

The unforeseen economic downturn caused most organizations to make sudden changes instrategy and difficult talent decisions. PDI Ninth House will present a new framework andprovide tips to help leaders sift through current complexities to make short and long-termtalent decisions. As a newly merged organization in an economic downturn, PDI Ninth Housewill share how they have applied this thinking to their own critical talent decisions as well asexamples from client organizations.

Michael J. Carey, Vice President, Global Human Resources, PDI Ninth HouseStuart Crandell, Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth House

Choose E1, E2, or E3 2:45–4 pm

Succession Management Cannot Stand Alone—The Need forIntegration into a Talent Management ArchitectureE1 2:45–4 pm

When we talk about Succession Management in an organization, it is only as good as all theparts of the Talent Management Architecture that feeds into this planning. This session willdiscuss the ways in which pieces of this architecture—Performance Management, LeadershipDevelopment, and Talent Selection—must work together to achieve desired results.

Stacey Garner, Executive Director, Performance and Reward, Ernst & Young LLCJeremy Gump, Vice President - Human Resources & Administrative Services, Daimler AG

www.conference-board.org/succession2 www.conference-board.org/succession2Call Customer Service at 212 339 0345

Wednesday, October 21, 2009Registration and Continental Breakfast: 7:45–8:45 am

Welcome and Introductions: 8:45–9 am

Rene Carew, Conference Program Director The Conference Board

Keynote Address: Foresight, Strategy and Diligence: Succession Planning at ThriventA 9–10:15 am

Bruce Nicholson, the current CEO of Thrivent Financial shares the Thrivent story and hisinvolvement with shaping a succession planning process to fill the CEO position upon hisretirement at the end of 2010. The following areas will be discussed:

• CEO, Senior Leadership and Board Roles in Succession Planning • Identification of key issues facing the organization and mission critical

leadership skills needed • Assessment of internal and external candidates

Bruce Nicholson, Chief Executive Officer, Thrivent Financial for Lutherans

Keeping Our Generational and Global Talent Engaged and CommittedB 10:15–11:15 am

Understanding the needs and motivations of our talent across the globe is key in being able toprovide development opportunities that appeal to the different generations and cultures—andto make sure we retain the talent we need in our succession pipeline. This session will high-light a recent global study focused on our cultural and generational talent group and ways wecan prepare our organizations to provide appropriate developmental opportunities.

Bill Leisy, Principal, Markets and Services Leader - Performance and Reward, Ernst & Young LLPEsther Hahm, Partner, Human Capital, Ernst & Young LLP

Choose C1, C2 or C3 11:30 am–12:30 pm

The Build/Buy Proposition of Succession ManagementC1 11:30 am–12:30 pm

Session Sponsor:

Organizations can “build” their C-Suite successors through a dedicated assessment, develop-ment and succession architecture; or, in order to give the leadership team a fresh start, theyneed to seek talent from outside. The two approaches are not mutually exclusive and cancoexist to the strategic benefit of the enterprise. Using a case example from TycoInternational, you will learn how organizations can use an integrated “Build and Buy” decisionstructure.

Call Customer Service at 212 339 0345

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Pre-Conference WorkshopsTuesday, October 20, 2009 Registration and Continental Breakfast: 8–9 am

Workshop #1: Adapting and Improving Your Talent Review Process

Workshop #1: 9 am–12:30 pm

This interactive workshop gives you the opportunity to hear from subject matter experts andpeers, and to share your own experiences with the talent review process.

You will explore questions such as:

• What are the objectives of the talent review process?• Who participates in the talent review?• When, where and how does this process happen?• What data, information or analyses are used?• What decisions are made?• What trade-offs are discussed and weighed?• How are decisions implemented?• What metrics and processes are used to track progress?

James McLaren Ph.D., Managing Director, Northeast Territory, PDI Ninth House

Registration and Luncheon: 12:30–1:30 pm

Workshop #2: Diagnosing Your Succession Management ProcessesWhere Would Improvements Matter Most in These Turbulent Times?

Workshop #2: 1:30–5:30 pm

Whether you have been “doing” Succession Management for years or are just starting out,this practical, hands-on workshop provides frameworks and tools you need to analyze yourcurrent processes and identify high-impact improvements.

PDI will take you through a series of exercises, where you will:

• Evaluate how well your Succession Management process is achieving its objectives• Compare your system to a set of research-based practices and frameworks• Identify strengths and opportunities for improvement• Define specific changes to be implemented, priorities and timing

During the workshop, our facilitators will help you decide where you should focus and howfast you want to go. You will walk away with something you can begin applying as soon asyou are back in your organization.

You will be asked to complete some pre-work regarding your company’s current SuccessionManagement processes and calendar to ensure you have what you need to begin planning in the workshop.

Stuart Crandell Ph.D., Senior Vice President, Solutions Portfolio, PDI Ninth HouseLisa A. Stevens, Executive Consultant, Director, Strategy and Talent Management Consulting, PDI Ninth House

www.conference-board.org/succession2

Trusted Insights for Business Worldwide

The 2009

Succession Management ConferenceResetting and Recalibrating Your Succession Plan

Oct 21-22, 2009 New York / Oct 20 Pre-Conference Workshops

The Conference Board and the torchlogo are registered trademarks of

The Conference Board, Inc. Programsubject to change. August 2009

Printed and bound by Sheridan Printing Co., Inc., Alpha, New Jersey, an FSC-certifiedprinter. This brochure is printed on Mohawk Via paper, which is 100% post-consumerwaste fiber, manufactured with wind power, and is process chlorine free. The paper iscertified by Green Seal and SmartWood for Forest Stewardship Council standards.No films or film-processing chemicals were used in the printing of this brochure.

Cancellation PolicyFull refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting.No refund after two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel priorto the meeting will be charged the entire registration fee.

Team Discounts per personFor a team of three or more registering from the same company at the same time, take $200 off each person’sregistration.

Registration InformationOnlinewww.conference-board.org/succession2

Emailcustomer.service@conference-board.org

Phone212 339 03458:30 am to 6 pm ET Monday through Friday

Conference (937010-2)Dates: October 21–22, 2009Location: Marriott Marquis, New YorkAssociate: $2,195Non-Associate: $2,495

Pre-Conference WorkshopsWorkshop #1 (942010-2)Workshop #2 (B29010-2)Date: October 20, 2009Location: Marriott Marquis, New YorkAssociate: $595Non-Associate: $695

The 2009 Succession Management ConferenceOctober 21–22, 2009 Marriott Marquis, New York

Pre-Conference WorkshopsOctober 20, 2009 Marriott Marquis, New York

Hotel AccommodationsFees do not include hotel accommodations. For discountedreservations, contact the hoteldirectly no later than the cut-off dateand mention The Conference BoardSuccession ManagementConference.

Hotel Discount Cut-off Date: Monday, September 28, 2009

Marriott Marquis1535 BroadwayNew York, NY 10036Tel 212 398 1900

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