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TalentManagement
Creating the Competitive Difference
With John Boudreau, Jay Conger, Brian Fishel, and David White
January 30-31, 2008
Center for Effective Organizations
Center for Effective Organizations
Since its founding in 1979, the Center
for Effective Organizations (CEO), at
USC’s Marshall School of Business,
has been at the forefront of research
on a broad range of organizational
effectiveness issues. CEO’s mission is to
bring together faculty and executives
to jointly research critical organiza-
tional issues that involve the design
and management of complex orga-
nizations. Its leading-edge research
in the areas of organizational effec-
tiveness and design has earned it an
international reputation for research
that influences management practice
and makes important contributions
to academic research and theory.
CEO works with companies to research
and develop new knowledge on orga-
nizational effectiveness issues such as
organizational development, organiza-
tional learning and change, leadership
development, strategic human capital
management, reward systems, perfor-
mance management, human capital
management, employee involvement,
team designs and virtual work, corpo-
rate governance, and organization
design. By actively involving companies
as research partners, CEO’s research
yields practical, theory-based knowl-
edge that enables companies to design
and implement changes that improve
their effectiveness and competitiveness.
CEO’s research is the foundation for its
educational and certificate programs.
http://ceo-marshall.usc.edu
Certificate in Human Capital and
Effective Organizations
The Center for Effective Organizations
(CEO) now offers a certificate program
in Human Capital and Effective
Organizations. The program is aimed
at mid-level, high-potential HR execu-
tives and includes an integrated curricu-
lum that focuses on vital competencies
for those aspiring to careers in strategic
HR. CEO seminars such as Leveraging
Leadership, Strategic Organization
Design, Executing Strategy and
Complex Change, Strategy Analysis,
and HR Metrics and Analytics count
toward credit for the certificate.
CEO seminar faculty are recognized
global thought leaders in the areas of
organizational effectiveness and design,
HR strategic excellence, leadership,
talent management, and measurement
and analytics. Their seminars draw on
extensive field research and the practical
application of these research findings
in many of today’s leading companies.
CEO’s certificate program offers par-
ticipants a useful perspective and the
expertise and knowledge gained from
over 25 years of CEO’s research.
Corporate ‘best practices’ and real-life
experiences from company presenters
are incorporated into the program.
The Talent Management seminar
fulfills one of the requirements for
CEO’s Certificate in Human Capital
and Effective Organizations. For
more information about the certifi-
cate, please call CEO at (213) 740-9814
or visit our web site.
http://ceo-marshall.usc.edu/hceo
This seminar is unique in that it focuses on how talent management
can create the capability to compete for and with an increasingly vital
resource—organizational talent. It also focuses on how talent manage-
ment can provide a competitive edge in your marketplace. To succeed at
both, talent management requires both functionality and vitality.
Functionality reflects the design of the talent management system and,
in particular, its optimization to the strategic purposes of the organiza-
tion. Functionality means optimizing talent management to fit your or-
ganization’s strategic purpose. Too often, talent management practices
are driven primarily by copying the best practices of others, or by an at-
tempt to maximize every outcome. While bench strength, management
development, and performance are critical, improving them is not equally
important everywhere. Optimization requires knowing where these out-
comes make the greatest strategic difference. Optimization also means
combining practices such as training, careers, compensation, and staffing
in ways that create synergy. This seminar will illustrate how you can go
beyond simple benchmarking, or even maximizing the outcomes of tal-
ent management programs, to embrace a more strategic and uniquely
functional approach to talent management. If functionality is about
focusing your organization’s talent management processes, vitality pro-
vides the fuel that makes it run, such as the passion, energy, and engage-
ment by key leaders. Vitality is about the attitudes and mindsets of the
people responsible for those processes—not simply in human resources
but all the way down the line. In this seminar, you will learn how to
design talent management approaches that foster greater commitment,
engagement, and accountability.
Optimizing functionality and vitality to compete for and with your talent
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Seminar Format
This seminar is designed around an inte-
grative approach to talent architecture,
directly linked to organizational effec-
tiveness and sustainable strategic suc-
cess. It draws upon both research and
organizational case studies and gives you
the opportunity for hands-on, practice-
oriented engagement with unique
frameworks and diagnostic tools. It is
for those of you with responsibility for
designing and leading your organiza-
tion’s talent architecture. Internationally
renowned talent and leadership develop-
ment experts will guide you. Group dis-
cussions and consulting sessions allow
you to share real-life experiences with
other participants as you apply best
practice case examples, frameworks,
and tools to your specific situation.
Seminar participants will learn:
• The critical roles of functionality and
vitality in building a successful talent
management approach
• Frameworks for thinking about talent
management architectures that pro-
vide true competitive advantage
• How functionality is used to drive
strategic objectives versus simply to
‘fill positions’
• How to optimize the functionality side
of your talent management approach
• How to deploy unique combinations
of policies and practices that effec-
tively build necessary talent
• How vitality provides distinctive com-
petitive advantage in the war for talent
• The three defining characteristics of
vitality: commitment, engagement,
and accountability
• The actions and practices that make
the vitality dimension a reality
• Decision tools to improve how you
make critical decisions about your
organization’s talent
Talent Management: Creating the Competitive Difference
3
DAY 1 : A M • Introductions and overview of the program
• Talentship and strategic advantage
• Talent architecture: The critical dimensions of functionality
and vitality
• Optimizing the functionality dimension
• Leadership pipelines and pivotal leadership roles
• Applications to your situation
DAY 1 : P M • The critical role of vitality and how to foster it
• Using on-boarding and other talent processes to build vitality
• Applications to your situation
• Cocktails and dinner
DAY 2 : A M • Addressing the talent management dilemma: Performance
versus potential
• A working framework for employee motivation and learning
• Improving your organization’s ability to aim practices where they
make the greatest difference
DAY 2 : P M • Putting talent practices together in a unique way that creates
synergy
• Leveraging performance management processes to build
engagement and commitment
• Going back: Action planning for your own situation
Agenda
4
The workshop draws on the internationally recognized research staff at USC’s Center for Effective Organizations and practitioners who share their real-life experiences.
John W. Boudreau, Ph.D., is Professor of Management and
Organization, and Research Director of the Center for Effective
Organizations (CEO) at the Marshall School of Business, University
of Southern California. He is recognized worldwide for break-
through research on the bridge between superior human capital,
talent, and sustainable competitive advantage. Dr. Boudreau
consults with companies that seek to maximize their employees’
effectiveness by quantifying the strategic bottom-line impact of
superior people and human capital strategies. He is an invited instructor in executive
programs at IMD, Wharton, General Electric, UCLA, and Cornell University. Dr. Boudreau
was a Cornell University professor for over 20 years. A Fellow and Trustee of the National
Academy of Human Resources, he has published more than 50 research articles and
books, translated into Chinese, Czech, and Spanish. His work has been featured in
Harvard Business Review, The Wall Street Journal, Fortune, and Business Week. His
latest book, Beyond HR: The New Science of Human Capital with Peter M. Ramstad,
was published in 2007 by Harvard Business School Publishing.
Jay Conger, Ph.D., is Senior Research Scientist of the Center
for Effective Organizations (CEO) at the Marshall School of
Business, University of Southern California and the Henry Kravis
Research Chair Professor of Leadership at Claremont McKenna
College. He has worked with more than two hundred organiza-
tions worldwide on leadership development. Business Week
called him the best business school professor to teach leadership
to executives. Author of over ninety articles and book chapters
and twelve books, he researches leadership, organizational change, boards of directors,
and the training and development of leaders and managers. His best known books on
the topic of leadership development include The Practice of Leadership, Growing Your
Company’s Leaders: How Organizations Use Succession Management for Competitive
Advantage, Building Leaders: How Successful Companies Develop The Next
Generation, and Learning to Lead which has been described by Fortune magazine as
“the source” for understanding leadership development. He has taught at the
Harvard Business School, INSEAD (France), the London Business School, McGill
University, and the University of Southern California.
5
Faculty
Brian Fishel is currently the head of Bank of America’s
Executive and Leadership Pipeline Development group. In his
current role, he and his team serve as the enterprises’ Center of
Excellence and steward for the development, deployment, and
overall effectiveness of the bank’s senior leaders’ performance
and their teams’ performance. The group’s main responsibility
is to provide and drive common enterprise processes, programs,
and services that accelerate the identification, recruiting/selection,
management and deployment, and overall growth of a deep/broad ready-now pipeline
of senior leaders capable of shaping and executing the Bank’s current and future
growth strategy. Prior to Bank of America, Mr. Fishel held various senior level
Organizational Development and Human Resource Generalist roles with The Coca-
Cola Company supporting their Global Marketing, Global Communications and world-
wide Human Resources functions, with the majority of his work focused on Coca-Cola’s
extensive international operations. Before Coca-Cola, Brian worked for Pizza Hut and
was responsible for designing and delivering Pizza Hut’s executive development programs
targeted at their senior level field operations executives.
David White is a Director of Professional Capability & Development at Microsoft,
where he has worked for five years. He was one of the architects of the career model,
Microsoft’s innovative and integrated worldwide platform for managing and develop-
ing people and aligning strategic change with HR practice. Prior to joining Microsoft,
David was a Principal with Mercer Human Resource Consulting, which he joined in
2001 when Mercer acquired Human Capital Technology, Inc. (HCT), an internet tech-
nology company focused on integrated talent management systems he co-founded in
1998 and led as Chief Executive. Prior to HCT, David was Director of HR for an early
Internet advertising company acquired by Excite@Home, and before that spent five
years in line HR and staff organizational effectiveness roles at Lotus Development (later
IBM). David has over twenty years of experience consulting on and developing solu-
tions for talent management and organizational effectiveness and change. He has
worked with a wide range of companies, from Fortune 500, multinationals as well
Internet and technology start ups, and across industries as diverse as aerospace, retail,
HMOs, pharmaceuticals, and high tech.
6
Registration Deadline: January 11, 2008
Registrations will be accepted in
order of receipt. Space is limited.
To register, complete and return the
enclosed registration form. You may
fax your registration in advance and
send the original with your check.
Cancellations prior to the registration
deadline will result in a cancellation
fee of $200; after that time 50% of
the fee will be refunded.
Registration Fee
$2,050 per person / CEO Sponsor
Companies
$2,450 per person / Non-Sponsor
Companies
(See page 8 for sponsor list)
Payment in advance is required. Checks
should be made payable to the University
of Southern California. We accept
Visa, MasterCard, and Discover Card
(sorry, the University does not allow us
to accept American Express). Please
complete and sign the credit card pay-
ment section on the registration form.
Location/Schedule
We will meet at the Manhattan Beach
Marriott, 1400 Parkview Avenue,
Manhattan Beach, CA. Phone:
(310) 546-7511; Fax: (310) 546-7520.
Continental breakfast and lunch will
be served each day. There is a cocktail
reception and dinner on Wednesday,
January 30.
7
Registration
Hotel Reservations
Hotel reservation deadline:
January 11, 2008
Hotel reservations should be made by
the participant. A block of rooms has
been reserved at the Manhattan Beach
Marriott at a special rate of $190/single
per night. In order to receive this special
rate, you must mention CEO/USC. These
rooms are available on a first-come, first-
served basis until all rooms in the block
have been reserved or until the reserva-
tion deadline of January 11, 2008. Room
accommodations booked after the dead-
line or outside of the block are subject to
hotel availability and prevailing rates.
Reservations can be made by calling the
hotel reservations at (800) 228-9290 or
(310) 546-7511. The Manhattan Beach
Marriott is located near the beautiful
Pacific Coastline and features its own
golf course. The hotel is approximately
10 minutes from Los Angeles International
Airport (LAX).
Airport Shuttle/Taxi
Cab fare from Los Angeles International
Airport (LAX) to the hotel is approxi-
mately $15 one way. Shuttle cost is
approximately $13 one-way. Upon
arriving at LAX, claim your luggage and
step outside to the orange “Shared Ride
Vans” sign at the shuttle stop. The van
service representatives at the stop will
assist you.
Although advanced shuttle reservations
are not necessary, they are available.
For Prime Time Shuttle information and
reservations, call (800) 733-8267 or visit
their website at www.primetimeshuttle.
com. For SuperShuttle information and
reservations, call (800) 258-3826 or visit
their website at www.supershuttle.com.
Parking
Parking is available at the Manhattan
Beach Marriott at a special rate of $13
per day for self-parking and $18 per day
for valet parking.
Attire
Dress for the conference is casual and
comfortable.
More Information ?
Contact Anjelica Wright at (213) 740-
9814 or by email at anjelicw@marshall.
usc.edu.
8
Sponsors
Institutional Sponsor
Booz | Allen | Hamilton
Sustaining Sponsor
Heidrick & Struggles
Corporate Sponsors
Allergan, Inc.
American Express Company
Amgen, Inc.
Baxter Healthcare
Boeing Company
Capital One
Chevron
CVS/Caremark Corporation
DaVita
Deloitte & Touche LLP
DuPont Company
Exelon Corporation
Fidelity Investments
Flextronics
(The) Gap, Inc.
General Mills, Inc.
Goldman Sachs and Company
Harris Corporation
The Hartford
Hewlett-Packard Company
Highmark, Inc.
Jack in the Box, Inc.
Johnson & Johnson
Kraft Foods, Inc.
L.L. Bean, Inc.
Limited Brands, Inc.
LORD Corporation
Mattel, Inc.
Mercer
Merck & Company, Inc.
MGM MIRAGE
Microsoft Corporation
Northrop Grumman Corporation
Payless ShoeSource, Inc.
PepsiCo, Inc.
Pfizer, Inc.
Philip Morris USA, Inc.
PricewaterhouseCoopers LLP
Procter & Gamble
Royal Bank of Canada
Southern California Edison
Starbucks Corporation
Sun Microsystems, Inc.
Towers Perrin
TriWest Healthcare Alliance
UBS A.G.
Underwriters Laboratories
Unilever N.V. Rotterdam
United Parcel Service (UPS)
(The) Walt Disney Company
Washington Mutual, Inc.
Research Sponsors
Personnel Decisions International
WorldatWork
Subscribers
Department of Work and Pensions
United States Navy
Contributors
Judith Blumenthal
iCohere, Inc.
Sponsor list is subject to change.
Return Registration Form to:
University of Southern California
Center for Effective Organizations
Los Angeles, CA 90089-0871
Attn: Talent Management
Phone: (213) 740-9814 Fax: (213) 740-4354
For CEO Use Only
Date entered: __________________
Acknowledged: _________________
Packet Information: _____________
Cancellation Date: ______________
RegistrationForm
Registration Deadline: January 11, 2008
Registration Fee
$2,050 per person / CEO Sponsor Companies
$2,450 per person / Non-Sponsor Companies
(See page 8 for sponsor list)
Please type or print clearly
■ Dr. ■ Mr. ■ Ms.
Full Name
Name Preferred on Name Tag
Title
Company
Mailing Address (please include mail code)
City State
Zip Country (if other than USA)
Telephone Fax
E-mail Address
Please complete the following information:
■ I will / will not ■ attend the cocktail/dinner reception on Wednesday, January 30.
Please select one: I prefer: ■ Beef ■ Fish ■ Vegetarian
Method of Payment: Payment in advance is required.
■ Check made payable to the University of Southern California.
If paying by check, please fax your registration in advance and send the original form with your check.
■ Visa ■ MasterCard ■ Discover Card (Sorry, the University does not allow us to accept American Express)
Please provide your credit card information and sign below.
Card Number Expiration Date
Cardholder’s Signature
Name on Credit Card
University of Southern C
alifornia
Cen
ter for Effective O
rgan
ization
s
Los Angeles, C
A 90089-0871
(213) 740-9814
http://ceo-marshall.usc.edu
NO
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U.S. PO
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UN
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OF SO
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LIFOR
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Creating
the Com
petitive D
ifference
With John Boudreau, Jay C
onger, Brian Fishel, and D
avid White
Jan
uary
30-3
1, 2
008
Talent
Man
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