Here’s What You’ll Learn:

• What do leaders who drive and sustain successful transformational change actually do?
• Why do we so often fail to lead and sustain transformational change?
• All transformation is change, but is all change transformational?
• What does pizza have to do with leading transformational change?

Session Summary:

Leading transformational change is all about driving and sustaining great business results with and through other people. The Secret Sauce for Leading Transformational Change offers multiple perspectives on how to make it happen in highly pragmatic ways. 

The Secret Sauce for Leading Transformational Change answers questions about what it takes to lead, survive, and even thrive in periods of transformational change, including:

What do leaders who drive and sustain successful transformational change actually do?

Why do we so often fail to lead and sustain transformational change?

All transformation is change, but is all change transformational?

What does pizza have to do with leading transformational change?

We will have a discussion with Ian Ziskin, who along with other leading thinkers authored the book on what it takes to be a transformational leader and drive transformational change. 

Ian will discuss the book which highlights the practical experiences of “200 voices in under 200 pages.” Transformation happens when thoughtful colleagues share insights on truth, talent, timing, and tools. It includes diverse and sometimes conflicting perspectives on transformational change from CEOs and other senior business leaders, CHROs and other senior HR leaders, transformational change experts, authors, coaches, and consultants. These experts have executed and delivered on transformational change, and share insights, vivid stories, and lessons learned on what to do, how to do it, and what to avoid.

Join us for a highly engaging discussion. There really is a secret sauce for leading transformational change!

Session Summary:

3Sixty Insights, a leading HR and HR Technology advisory firm has extensive experience in doing research with different organizations around the world in the area of Work Tech. Analyst Jennifer Dole from 3 Sixty Insights will present their research results on the impact Engagedly has had on leading organizations, with the right strategy to improve overall Employee Experience and Productivity.

A natural companion to an Anatomy of a Decision™ that 3Sixty Insights published about Engagedly last year, this research note provides readers with a framework to evaluate the holistic value gained from using the full suite of Engagedly offerings (3Sixty Insights 3SIAD21102 – “Engagedly Helps Customers Provide and Manage Modern, Positive Employee Experience,” October 2021). Readers will get a full picture of how much potential lurks for their own organizations where they too, to deploy Engagedly.

As a future of work very much unlike the past of work continues to take hold, and as organizations continue to grapple with the implications of having dispersed, remote workforces, the onus will be on HR teams to continue to develop and adapt to these and other new working paradigms. Employees continue to have options, and the talent and skills crisis puts many of them in a fortunate position. Companies must figure out how they can attract talent in these circumstances and simultaneously resolve attendant challenges in talent management. Key to their success will lie in the HCM platform and its capabilities in producing greater engagement, connection, and alignment between employees, their careers, their managers, and the organization itself. People want that strong, unshakeable partnership, one that promotes, encourages, and supports development, recognition, reward, and belongingness. Engagedly delivers and executes on all of this.

Here’s What You’ll Learn:

• Elevate organizational agility
• The future of work is hybrid and employee centric with a need for agility
• People Strategy for the #FutureOfWork

Session Summary:
We often talk about the need to elevate organizational agility. It’s arguably viewed as a business imperative, especially in more uncertain and fluid operating contexts. The discussion also often revolves around the notion of pivoting, in relation to strategy, priorities, etc. Well, it’s not just about pivoting as once-thriving businesses such as Blackberry and Blockbuster pivoted, just too late or not enough. Moreover, they did not anticipate the need by having the ability to pick-up on cues and signals, which can relate to the product set or target market, but can also relate to the HR side of the business or the workforce itself.

The future of work is hybrid and employee centric with a need for agility more than ever before. In this context, HR leaders hold the baton to build the organization that is natively agile.

When the HR/HCM arena is the case, the cues and signals can include having less job offers accepted or candidates referred, or impact to productivity, or Glassdoor ratings or even customer service reviews going in the wrong direction. Indicators can also be less obvious such as discretionary contributions and sources of value from employees largely disappearing. Examples in this camp might be a steady decline in sales leads or operational improvement ideas coming from employees.

Org agility being more than pivoting can also intersect with discussions about the #FutureOfWork , and when it does, it makes for a fairly spirited conversation!

Join Steve Goldberg, well-known HCM and HR Technology advisor, analyst and thought leader – and former HR executive on three continents – as he explores this topic as part of Engagedly’s Virtual Conference – People Strategy for the #FutureOfWork.

Here’s What You’ll Learn:
What effective allyship looks like and what pitfalls to avoid
The role ERGs can play in attracting, engaging, and retaining talent
Strategies to engage senior leaders in DEI and driving change

Session Summary:
During this fireside chat, author, keynote speaker, and Diversity, Equity, and Inclusion expert Jennifer Brown joins participants for a conversation on what it means to be an inclusive leader and why inclusive leadership is a critical component of the talent strategy for the future.

Today’s organizations are under historic pressure to affect positive change and move the needle in establishing cultures of inclusion where every individual – regardless of identity – feels welcomed, valued, respected, and heard. To thrive in the 21st century, as organizations and people leaders, we need to engage workers, make them feel they belong, and invest to help them reach their full potential. HR professionals in particular can play a powerful and influential role in driving positive change in the workplace by developing equitable talent acquisition processes, reducing biases and barriers in the employee lifecycle, and fostering inclusive behaviors at all levels of the organization.

Rehumanizing the way we think about the world of work will be the winning talent strategy of the future. During the fireside chat, Jennifer will discuss the challenges ahead and share her insights and experiences working with hundreds of organizations and leaders in their journey to becoming more inclusive. She will introduce her trademarked Inclusive Leader Continuum as a framework to help participants create actionable goals to become more inclusive leaders themselves and to guide others on their journey. She will discuss the core traits of the inclusive leader: humility, empathy, vulnerability, and resilience and explain why they have become critical components of the inclusive leadership skill set, providing examples of what these traits look like in practice and strategies for developing these traits personally and in others.

Participants will leave the session with a better understanding of:

• The importance of inclusive leadership and how to progress toward it
• The concept of identity and how it shapes our experience in the workplace
• What effective allyship looks like and what pitfalls to avoid
• Considerations to create equity in a hybrid/virtual workplace
• The role ERGs can play in attracting, engaging, and retaining talent
• Strategies to engage senior leaders in DEI and driving change
• The importance of accountability and measuring DEI progress

Here’s What You’ll Learn:

• The business case to change the way we work
• A new Talent Operating Model that changes our approach to work
• The six core principles that support internal talent mobility

Session Summary:
In a rapidly changing economy that demands the constant reskilling of workers, the future belongs to companies that can access, develop, and deploy talent quickly and efficiently. Today’s organizations need to be able to quickly pivot and move talent to the greatest area of need. Unlock the hidden skills within your organization to keep your employees happy and engaged, improve your organization’s agility, and lower your costs.

What if the talent you’re seeking to hire is already on your company’s payroll but going untapped? Employees often have capabilities and aspirations that go far beyond their current job descriptions.

Edie Goldberg, Ph.D. & Kelley Steven-Waiss will share with you a bold new talent operating model that they designed which helps organizations to operate in a more agile manner, and continuously upskill in the flow of work. The session will provide insight into how to retain your best employees, accomplish unique work and projects by combining the concept of the gig economy (internally), by tapping into individual talents of employees and offering opportunities for unique “gigs,” with the company. The session will also talk about a playbook for how organizations can deconstruct work, make our company more agile and build new organizational capabilities that increase our competitive edge – all while creating an employee experience that will help us to attract and retain the best.

By attending this session, participants will learn:

The business case to change the way we work
A new Talent Operating Model that changes our approach to work
The six core principles that support internal talent mobility

The six principles, numerous cases and pragmatic tips make this a must-use book for anyone working to upgrade talent.

Session Summary:
Future of Workplace and talent management asks for a more holistic approach to Employee Experience. This needs to include not only better alignment and sense of purpose for the employee but a “whole self” based approach. Today’s technologies help a better employee experience through many of their social and people led features that are purpose build for hybrid workforce. At Engagedly, we propose the E3 Model – Execute, Enable & Engage – which will help companies leverage technology to create an experience that is more likely to attract, retain and develop desired employees. Each of the E3 Model components support an improved employee experience and facilitate performance enablement.

Execute
The first pillar in this model is about executing against the company’s business objectives by aligning employees to the company’s key strategic goals and the desired business outcomes that have been set by the leadership. Individuals and teams can then set their goals and plans that align with company- or department-level objectives designed to execute the business strategy.

Enable
Enablement is about building a supportive environment focused on feedback, coaching and development. Today’s technologies represent a step-change in performance improvement. The role of a manager in this environment transforms into a coach who gathers information and provides advice to improve performance.

Engage
The final component in the E3 model is about connecting people, which is critical to employee engagement. Several studies have shown a direct correlation between engagement, productivity and retention. Technology has enabled greater engagement through social collaboration tools; but they also have the capability to provide recognition from peers, managers, or direct reports on the impact they are making in achieving shared goals. Providing recognition to employees for the work they have done is a key element for retention.