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5th AnnualNovember 17th – 19th, 2014The Houstonian HotelHouston, TXTALENT MANAGEMENTSUMMIT FOR THEENERGY INDUSTRY


Event Speakers»»Meta Rousseau, Director Training & Leader Development, Blackhawk Specialty Tools»»Thomas Smouse, Vice President Human Resources & Administration, Newfield ExplorationCompany»»Amanda Snowden, Global Senior Manager Talent Management and Acquisition, ParkerDrilling Company»»Susan Rosenbaum, Director of Knowledge Management, Schlumberger»»Dr. Teri Reed, Assistant Dean of Engineering for Academic Affairs and Associate Professor ofPetroleum Engineering, Texas A&M University»»Jim Kochan, Knowledge Management Consultant, ConocoPhillips and President, VitesseSolutions»»David Isaac, Senior Vice President Human Resources, Rockwater Energy»»Tim Duncan, President and Chief Executive Officer, Talos Energy»»Jon Swartzentruber, Vice President Leadership Development, Kiewit Corporation»»Ian Gray, Director Leadership Development, Kiewit Corporation»»Gindi Eckel Vincent, Counsel, ExxonMobil Corporation, President, Women’s EnergyNetwork and Author of “Learning to Lead”»»John Kolmer, Manager Global Leadership Development, The Dow Chemical Company»»Brad Wilkins, Director Talent Management and HR Services, Adcap Network Systems»»Seth Mattison, Founder and Chief Movement Officer, FutureSight Labs»»Dave Logan, Best Selling Author, Management Consultant and Professor, University ofSouthern California»»Jenny McCauley, Senior Vice President Human Resources, Southwestern Energy Company»»Judy Verses, President Global Enterprise & Education, Rosetta Stone»»Sonya Kaleel, Director Global Learning and Development, Aperian Global»»Katie Mehnert, CEO, Pink Petro and Former Director Safety & Operational Risk CompetenceManagement, BP»»Derrick Barton, Chief Talent Leader/CEO, Center for TALENT SOLUTIONS»»Crystal Washington, Author, Social Media Strategist, Keynote Speaker and Owner, CMWEnterprises»»Elissa Tucker, Research Program Manager Human Capital Management, APQC»»Sue Lam, Human Capital Management Research Specialist, APQC»»Christina Pritchard, Founding Director, Meta-LUCID»»Andrea Gappmayer, Seniot Strategist, Globoforce»»Sheri Miller, Vice President West, SkillSurvey, Inc.»»Alfredo Iglesias, Senior Director of Market Evangelism, Saba


Main Conference Day 1 - November 17th, 20148:00am Registration8:30am Opening Chairperson RemarksEngaging & Developing New Talent PoolsKevin Rutherford, Chief Talent Officer, Talent Management Alliance8:45am Opening Keynote: Building a New Company in a Forgotten BasinAs certain unconventional plays such as the Eagle Ford, Bakken and the Utica dominate the headlines,and while West Texas experiences a re-birth; money, excitement and talent head toward thoseopportunities. So the challenge in plays where public valuation multiples are not high and theeuphoria is subdued, is to still be able to find talented individuals willing to take the road less traveled.With the goal of building a significant company focused on the Gulf Coast and the conventionalplays that exist there, Tim Duncan started Talos Energy in 2012 with up to $600 million of equitycommitments from two large private-equity sponsors and three partners. Talos has now grownto over 130 employees, and almost $500 MM in annual revenue; but still one of their most proudaccomplishments was being named by the Houston Chronicle as the #1 Top Workplace for 2013 in thesmall company category. In this session, Tim Duncan, CEO of Talos Energy will discuss their route tocreating an engaging organizational culture and how their compensation structure and use of equityflows through every decision they make (from hiring, to capital allocation to HSE) has had a role to playin the path to building a company they can all be proud of.Tim Duncan, President and Chief Executive Officer, Talos Energy9:30am Engaging and Retaining TALENT - Guaranteed ResultsThis hands-on, practical worksession will show the linkage between your organization goals and whatit takes to increase engagement levels, improve performance, and create a place talent wants to stay.At the conclusion of the session, participants will be able to:1. CRACK the Talent Code - Equip yourself with tools to define what drives each person to engageand perform at their best.2. CONNECT to Talent - Connect with your people to solve concerns before they become issueswhich impact performance or engagement levels.3. Take ACTION - Surface and take action on the areas causing each person to perform at their best.Derrick Barton, Chief Talent Leader/CEO, Center for TALENT SOLUTIONS10:15am Morning Networking Break


Main Conference Day 1 - November 17th, 201410:45am Engineering, Engineering Education and the Crew Change - ChangingConversationsEngineers play a critical role in industry growth and job creation. Numerous reports are callingfor increasing numbers of engineers for the United States to successfully compete as a leaderin scienceand technology in the global marketplace. This is seen within the energy field throughdiscussions such as the Big Crew Change. To answer the call, there is a need for transformationalefforts building upon new learning technologies and emerging educational pedagogies as well asexperiential learning environments to recruit, retain and graduate engineering students. Changeof this type can only be effective and sustained by forging new pathways; pathways where anengineering education is accessible and attainable in a timely and economical fashion. The 2008 reportfrom the National Academy of Engineering, “Changing the Conversation: Messages for ImprovingPublic Understanding of Engineering,” encouraged engineers to take a hard look at how we talk aboutour profession and consider the conversations we have with others, including prospective students,their parents, and the general public. Focusing on the differences engineers make along with thecreativity and innovation that our field requires is a change we must all make in our conversations. Inaddition, shifting our educational paradigm from age old sage on the stage methods to experiential,collaborative interactions is key. As a result of this work, our recruiting efforts, both at the point ofrecruiting to the field of engineering as well as to the energy industry, will change. This impetus canbe taken even further to important areas within the engineering education pathways as potentialengineers are impacted with outreach. This address will begin with discussion of this changingconversation and quickly challenge the participant to change many conversations impactingengineering, engineering education and the Big Crew Change.Dr. Teri Reed, Assistant Dean of Engineering for Academic Affairs and Associate Professor of PetroleumEngineering, Texas A&M University11:30am Using Recognition to Build Your Employment BrandThe Energy sector is facing dangerous shortage of human capital, as more than half of workers arerapidly approaching retirement age. Combined with growing competition for skilled trades andspecialized engineers, this has created an industry-wide challenge in attracting and keeping skilledworkers and leaders. Energy’s people pipeline has grown dangerously thin. But by building a cultureof recognition and celebrating long service, you can create a true differentiator for your company—aculture that is based on shared friendships, experiences and inspiration—and one employees willnot want to leave. This will not only attract new workers, but also ensure that the talent you have willstay or renew their contracts with you. In this session, Andrea Gappmeyer of Globoforce will exploresome of the biggest challenges for human capital in the Energy sector and shows how you can usemilestones to meet the challenges of the talent crisis. Andrea will share insights from our Fall 2014Workforce Mood Tracker Survey and offer actionable advice on how to create a service anniversaryprogram that leverages the power of friendships and recognition to drive retention and engagement.What attendees will learn:»»How to harness the power of work friendships to motivate, retain employees and increaseproductivity»»Why most service anniversary programs fail; and how to implement changes to make themsucceed»»Why recognition throughout the year, and not just during service anniversaries, create a moreunified, energized and successful cultureAndrea Gappmayer, Senior Strategist, GloboforceSponsored by Globoforce


Main Conference Day 1 - November 17th, 201412:15pm Networking Lunch1:15pm Fueling the Internal Talent Pipeline – Accelerating the Development of EmergingLeadersAs the Baby Boomer generation continues to retire, there exists a critical need for the next generationof leaders. The Gen X pool of leaders is too small to meet the demand and Gen Y’s early leadershipgroups are still struggling as they transition into higher and higher leadership roles. To address thischallenge, companies need to first understand their future leaders: look at their skills, knowledge,and unique experiences. With this view, organizations and their development programs are betterpositioned to select, rapidly grow, and retain top talent. This interactive session will share strategiesdeveloped by one multi-national company that has increased its Gen Y leadership pipeline by 50%.These strategies will help you to achieve: generational understanding and build developmentalopportunities that meet the needs of each generation and the business.Jon Swartzentruber, Vice President Leadership Development, Kiewit CorporationIan Gray, Director Leadership Development, Kiewit Corporation2:00pm Implementing Talent Strategy: From Hiring to Leadership Development -Application Across the OrganizationThey call it the “big crew change” for the oil and gas sector, but the “war for talent” as coined by thefamous McKinsey article in 1997, has always been present and is intensifying. We will explore with youthe definition of talent and how to actively locate this talent both inside and outside the organisation.We will let you know how the most successful companies address this challenge from graduationbased hiring to next generation leadership development. Where do the most successful CEO’s,business owners and entrepreneurs spend their time to ensure that their organisations generatesustainable competitive advantage and long term growth. Blending talent programs with strategicintent and RoI is the holy grail, you will also hear how one organisation got the mix absolutely right.Christina Pritchard, Founding Director, Meta-LUCIDSponsored by Meta-LUCIDConnect with UsFollow us on TwitterThe latest about theevent & your industry.@TheTMAllianceJoin us on FacebookJoin an event, share anexperience http://on.fb.me/yx8BVpJoin us on Google+http://bit.ly/RAqntO


Main Conference Day 2 - November 18th, 201410:45am Creating Value Through Social Tools & Collaboration – Do’s and Don’tsCompanies have many options on how to build effective collaboration and knowledge sharing, aswell as many options on the social tools that enable it. Depending upon the culture, program goalsand the desired processes, the choice of social tools and how they are implemented & utilize-d arecritical. How should companies make the best use of social tools and what should they watch out for?What do companies with World Class Knowledge Sharing processes do to differently and how do theyuse social tools that enhance value? These and other questions will be addressed and answered in thissession.Jim Kochan, Knowledge Management Consultant, ConocoPhillips and President, Vitesse Solutions11:30am The Millennial’s Water CoolerCan an outsider learn more about happiness in your company from Facebook then from your existingHR Information Systems? Social networking and mobile devices are the new proverbial water cooler.Conversations about life, work, ‘you’ are happening on-line in our always-connected-world. To a bigdegree we owe that transformation to the influx of Millennials in the workforce, but employees ofall generations have quickly caught up. Isn’t it time for you, as a Talent Development professional,to actively participate in that conversation? You can put disruptive technologies -- like the onesmentioned above -- to work to capture informal knowledge, share it, have it accessible when needed,improve employee engagement, and drive cultural transformations. In this session you will hearabout companies that have successfully done that and will discuss with your peers the obstacles andchallenges you face and exchange ‘tips & tricks’ that have worked for you.Alfredo Iglesias, Senior Director of Market Evangelism, SabaSponsored by Saba12:15pm Networking Lunch


Main Conference Day 2 - November 18th, 20141:15pm Keynote: Driving Employee Engagement Through Social MediaWith over 60 percent of Americans regularly interacting with companies via social media sites,HR Leaders are faced with the challenge of discovering new ways to attract and retain employeesusing the Web. Interacting across generational lines, navigating social media trends, leveragingnew technology and avoiding the costly pitfalls of negative social media interactions have created acomplicated maze for HR Directors and Managers. In order to remain relevant, understanding futuresocial media trends while engaging the current and potential workforce is vital.By the end of the program the participants will be able to:»»Grow knowledge and understanding of how social media and technology is impacting the waythat businesses are connecting with the workforce of today and how that will change in thefuture as a result of social media/technology.»»Identify what leading edge and innovative companies are doing to leverage social media andtechnology to grow their business and attract, develop, retain, and engage their workforce»»Understand how social media and technology will be utilized by different generations of theworkforce and how companies can prepare their employees and leaders to embrace thesenew capabilities»»Identify if there are any lessons learned from organizations that have discovered negativeimpacts to their business due to social media and technologyCrystal Washington, Author, Social Media Strategist, Keynote Speaker and Owner, CMW Enterprises2:15pm Measuring, Monitoring, and Building Employee EngagementThere are many elements impacting an organization’s success. These include the value of its servicesand products to buyers, the strength of its competitors, barriers to entry, and technology. One ofthe most important elements is employee engagement. A strongly engaged workforce will improvequality, safety, customer retention, and profitability, while reducing employee turnover, absenteeism,workers’ compensation and medical claims, and workplace defects. For this reason, understanding thepower of employee engagement, measuring the level of engagement, and taking measures to buildengagement are crucial to an organization’s success. In this presentation we will first consider thedefinition of employee engagement and discuss the powerful impacts (both positive and negative) ofemployee engagement. We will then look at ways to measure employee engagement. Finally, we willlook at one organization’s efforts to build employee engagement through various initiatives.David Isaac, Senior Vice President Human Resources, Rockwater Energy3:00pm Afternoon Networking Break


Main Conference Day 3 - November 19th, 20148:00am RegistrationGlobalizing Talent Management, Diversifying theWorkforce and Managing Change8:30am Keynote: The Shift - Building Next Generation Enterprises for a Next GenerationWorkforceFor future focused organizations to succeed in the 21st Century a bold approach to managementis needed. An approach where freedom, trust, and experimentation are not only embraced butencouraged.The challenge is most organizations today have been constructed upon a model not built for thiscentury. A model based on principles of top down command and control, centralized power andinformation. Characteristics not equipped for the dynamic changes happening in the new world ofwork.In this program Seth offers a fresh perspective and call to action for leadership mavericksand trailblazers at all levels to begin the work of dismantling the rigid fixed structures holdingorganizations back from thriving in the new world of work.Attendees of The Shift will gain:»»Deep insights into the make or break challenges and road blocks that will define “Pivotal”Management success in the new world of work.»»Fresh perspective on the changing landscape and management models for developing talentand driving innovation.»»Confidence to challenge the status quo and a clear set of guideposts for conducting highvalue,low risk management experiments.»»A framework to guide their journey into the new world of work.Seth Mattison, Founder and Chief Movement Officer, FutureSight Labs9:30am: Global Mobility Trends and Strategies for SuccessAmong all industries, the oil and gas sector has been at the forefront, and continues to see,the greatest changes and complexities in international assignments. At the same time, theirglobal mobility departments are under pressure to develop global and local talent, reduce costs,demonstrate ROI, avoid failed assignments, and leverage repatriates--in addition to the challengesunique to their specialized operations. Judy Verses of Rosetta Stone and Sonya Kaleel of AperianGlobal will review the trends and challenges facing energy companies, outlining research-based bestpractices for making international assignments a success. In particular, they will speak to candidateselection and the global readiness process, and how language skills and cultural know-how can bridgegaps and pave the way to successful assignments that mitigate risks and ensure high-impact results.Judy Verses, President Global Enterprise & Education, Rosetta StoneSonya Kaleel, Director Global Learning and Development, Aperian GlobalSponsored by Rosetta Stone


Main Conference Day 3 - November 19th, 201410:15am Morning Networking Break10:45am Structured Mentoring - Building and Retaining a Competitive Global WorkforceTo remain successful in competitive international markets, corporations must build and retain askilled, global, multi-cultural workforce through multi-faceted talent management strategies that aligntraining, mentoring, and coaching initiatives with cutting-edge practices such as social and mobilelearning. Structured mentoring form the foundation of a well-designed talent management strategyas it joins together varied critical initiatives. Successful structured mentoring enables organizations toexcel and differentiate themselves from the competition.Meta Rousseau, Director Training & Leader Development, Blackhawk Specialty Tools11:30am How the Oil and Gas Industry Can Address the Leadership ShortageThe oil and gas industry is experiencing an unprecedented amount of change. Oil and gas companiesare about to undergo a mass exodus of leaders and experts due to retirement. This, coupled withincreased labor demand due to growth in oil and gas output, are drivinga shortage of qualified leadersto fill critical positions that drive business success. Additionally, a global economy, new technology,political and geopolitical forces are changing the skills and requirements necessary for successful oiland gas leaders. What skills do oil and gas leaders need and how can oil and gas companies fostereffective leadership development?In this session, Sue Lam and Elissa Tucker will share findings based on predictive analyses and bestpractices research to answer these questions. We will reveal which factors are behind changingorganizational leadership requirements and which actions organizations can take to foster moreeffective leadership.Session participants will learn:1. the leadership skills that oil and gas employees need to succeed,2. the largest leadership skills gaps in the oil and gas industry,3. the leadership style required for business success, and4. which actions—spanning recruiting, learning, rewarding, planning, and more—promote amore effective organizational leadership style.Elissa Tucker, Research Program Manager Human Capital Management, APQCSue Lam, Human Capital Management Research Specialist, APQCSponsored by APQC12:15pm Networking Lunch


Main Conference Day 3 - November 19th, 20141:15pm Well Rounded - Developing the Head, Heart & Guts of a LeaderSouthwestern Energy (SWN) knows that the industry leaders of tomorrow will require more thantechnical know-how to be successful. At SWN, it also requires Head, Heart and Guts to be an effectiveleader. When designing their inaugural Executive Development Program, SWN integrated content,projects and experiences that would address these critical components. Learn how the nation’s 4thlargest natural gas producer set aside the status quo to deliver a customized leadership developmentprogram that challenged participants to leave their comfort zone and define their own personalleadership essence while striving to add Value+.Jenny McCauley, Senior Vice President Human Resources, Southwestern Energy Company2:00pm “Doing Good = Doing Well” - Leadership Training and Market DevelopmentMeet Corporate CitizenshipIn this session, you’ll hear how one company is developing its emerging leaders while contributing tothe “Triple Bottom Line”: Delivering sustainable solutions for community, environment and businesssuccess. In a new twist on leadership development, the city of Accra, Ghana, was fertile groundfor 36 Dow employees who applied their expertise and passion to address some of the world’smost pressing challenges. As part of Dow’s 2013 Leadership in Action program, employees from 24countries contributed to sustainable community development by partnering with local non-profitand non-governmental organizations (NGOs) to implement seven projects addressing issues relatedto agriculture, housing, education, access to clean water and more. Along the way, the participantsdeveloped personally and professionally, provided solutions and empowered their clients, whileidentifying new business opportunities. Join us to learn more about how doing good for communitiesand the environment can also mean doing well in business.John Kolmer, Manager Global Leadership Development, The Dow Chemical Company2:45pm Afternoon Networking Break


Main Conference Day 3 - November 19th, 20143:15pm (Not Just) Houston, We Have A Challenge - Promoting Industry Gender Diversity,From The Classroom To The BoardroomTruth is in the data. In the U.S., 95% of the Fortune 1000 CEO positions are filled by men, and thereis no female oil and gas CEO in the Fortune 500. Not enough diverse talent is progressing, andnot enough students are flowing through the STEM pipeline. The problem exists in field locationsand corporate offices, in classrooms and board rooms, and it’s bigger than Houston. It’s a multigenerationalcomplexity, a diversity challenge, and an advocacy problem. What can we do to changethe diversity development landscape? Where can energy companies come to capitalize on emergingopportunities to connect and identify the next generation of talent.Pink Petro is the voice and change platform for advocates of diverse leadership, women, and students.It is the first digital, social platform in oil and gas to educate and promote diversity advocacy via itsniche B2B channel. It is moving the conversation from traditional, multi-purpose channels to “ThePower of a United Voice” and one global, cross-generational media channel. Join this session to learnhow industry stories and connections will shape Pink Petro, and how your talent organizations can bea part of the solution.Katie Mehnert, CEO, Pink Petro and Former Director Safety & Operational Risk Competence Management,BP4:00pm Closing Keynote: Dynamic Diversity, Development and DirectionYears of research and practical experience show us that a diverse workforce results in successfulbusiness results. Diversity comes in the form of gender diversity, cultural diversity, and socioeconomicdiversity. But it takes more than just creating a diverse workforce. Sustainable programsrequire building in systems to ensure the retention and success of the new pool of talent. Thissession will address the steps that move beyond outreach and focus on how to provide directionand opportunity to high potential employees as well as how to develop talent to create a successfuloutcome for both your company and employees.Gindi Eckel Vincent, Counsel, ExxonMobil Corporation, President, Women’s Energy Network and Authorof “Learning to Lead”5:00pm Conference and Day 3 Sessions ConcludeThe TMA DifferenceTMA strictly enforces an attendance policy toguarantee the best possible experience for ourspeakers and attendees. TMA maintains a 70/30 splitbetween practitioners from end user companiesand vendors that provide talent management andrecruitment solutions. www.the-tma.org


Conference DetailsPricing InformationOptionsStandard Pricing3 Day Conference $1,995.00Registration InformationFax form to 281-552-8914, Call 888-339-9599 or Email info@the-tma.orgAttendee NameTitleCompanyAddressCity State/Province Zip/PostalPhoneEmailPayment InformationAccount No.Expiration DateSecurity CodeType Visa Mastercard AMEX DiscoverBilling AddressCity State/Province Zip/PostalMake Checks Payable inUS Dollars to:Talent Management Alliancere: People in Energy1504 Bay Road Suite #1418Miami Beach, FL 33139Reference:Please fill out & includeregistration form withpayment.Payment Policy:Payment is due in full atthe time of registrationand includes lunchesand refreshments. Yourregistration will not beconfirmed until payment isreceived and may be subjectto cancellation. Please goonline to: http://bit.ly/pADvjito view our cancellation policy.Venue InformationThe Houstonian Hotel111 North Post Oak LaneHouston, Texas 77024713.680.2626For a corporate seminar or week-longconference, The Houstonian Hotel isknown as one of the most prestigiousmeeting venues in Houston. State-ofthe-artconference facilities combinedwith impeccable service and amenitiesadd distinction to any business orcorporate event.

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