Track Description
Attracting and retaining high-caliber IT employees is an investment in your human capital and, ultimately, in your business. Hiring organizations can’t afford high turnover or poor training. In the IT Talent Pipeline track, you’ll discuss key economic and human resources factors affecting this industry. You’ll also get a glimpse into the world of successful IT internship programs with impressive hiring rates upon graduation. Thank you to our track sponsors, Human Resource Association of the Midlands (HRAM) and Careerlink.com.
Track Sessions
Social Recruiting and Your Talent Acquisition Strategy
Susan Burns, Chief Talent Strategist, Talent Synchronicity, Executive Director, Future of Talent Institute, Portland, Ore.
Harnessing the true power of social recruiting is about nurturing active talent communities to enhance the relationship between candidates and your employment brand. When you succeed you contribute directly to the business strategy, differentiate the employment brand and position your organization for long-term success. By integrating social recruiting into your talent attraction strategy you can transform your entire approach to recruiting and deliver increased value to the organization. The social web is a pathway to building sustainable talent communities, broadening reach, and redefining the organization’s relationship with talent. Collectively, this approach can lead to new models around talent engagement, acquisition and even the structure of your workforce. It also increases your organization's competitive positioning and your own personal equity.
Behavioral Interviewing for IT Hiring
Dr. Lawrence Pfaff, Human Resource Consultant, Pfaff & Associates, Portage, Mich.
The hiring interview is the most relied upon yet typically the most poorly done part of the hiring process. When making the right hiring selection, behavior-based interviewing is the method of choice. This systematic approach helps you choose the best candidate and reduce turnover by selecting people whose skills and motivations match job requirements. It has proven to be the most valid way to assess job success in an interview. Behavior-based interviewing rejects the old-school practice of hiring based on one's gut feeling--the practice known as "I know a good one when I see one." Dr. Pfaff will present a hands-on, specific approach to the selection interview process.
Leveraging Technology in Nebraska Communities
Richard Baier, Director, Department of Economic Development, State of Nebraska
This session will look at the talent development activities being undertaken by the State of Nebraska to support the start-up, growth and expansion of technology-driven business across our State.
Internships as a Recruiting Tool
Bob Herrera, Information Services Manager, Mutual of Omaha
Joe Olsen, CEO, Phenomblue
The presentation will focus on the activities that Mutual of Omaha has been involved with in our recruiting efforts across multiple Universities. We will discuss the activities that have worked well for us, and the activities that have not been as successful. We are using the internships as a pipeline into our full-time hire process, and we will explain our approach in greater detail. We will discuss the relationship building activities that have occurred over the past year, and the partnerships that have been established with our target schools. The goal of this presentation is to give each participant some ideas to consider as they prepare for their upcoming recruiting activities.
Building a Company Culture that Engages Employees
Chris Russell, Site Operations Manager, Google
Google is well known for tapping the creative potential of its employees to create world-changing products. In this presentation, we’ll discuss the philosophy and practices Google and other successful companies use for employee motivation and engagement, and we’ll explore how you can apply these techniques to your organization.
Unlocking the Business Person in the IT Professional
Steve Kudlacek, Principal Consultant, DaVinci Group
IT Professionals typically are very good at the business of IT, but running a successful IT division requires more than technical skill. Companies today depend on IT to drive their business, not just enable it. But without a sound understanding of the IT business practices that drive most successful companies, IT will quickly fall short. In this presentation, we will review the business methodologies every IT Professional should practice and what it takes to recruit, grow, and retain the best IT Professionals.
Recruitment and Retention Strategies of 2010
Vickie Seitner, President and Founder, Career Edge One-on-One Consulting
Successful Recruitment and Retention Strategies of 2010 vary amongst industries and employer sizes. The common denominator of organizations that are thriving is the employment of strategic initiatives. This will start when Human Resources create a business case that embraces principles of strategic planning, workforce planning and retention planning. This session is unique. It approaches the topic with an overview of tools to use to build the foundation to innovation. It elevates the challenges to concentrate on successful resolution. It does not go to problem solving until the individual business defines itself and then launches the processes to ensure that Human Resources is paralleling the short-term objectives to ensure long-term objectives are achieved to complement the mission of the organization. It enhances the ability of the organization to be sensitive to the internal and external environment and proactively attack the problem. Human Resources use its knowledge of the business and speak the language of business executives. It doesn't offer promises- it delivers results.Creating plans to guide you towards recruitment, selection and retention still allow employers to be fluid and adaptable to changes in the environment. It is essential that employers be proactive about evaluating their implementation tactical plans. To charge ahead and ignore results and outcomes will result in a disservice to your organization. Embedded in these plans are measures -something some HR teams are nervous about creating, but they are the critical to a project and HR credibility. The ability to demonstrate results (ROI) will enhance your credibility and excellences in service. This session builds a foundation of value that is expected from HR to ensure their company remains competitive in the market today.
Employees' Perspectives on Collaborative Culture - Panel
Patrick Nieland, BlueCross BlueShield of Nebraska
Bob Michelic, Manager of Project Manager Office, Oriental Trading Company
Donna Gould, ConAgra
A collaborative culture within an organization is not merely important for improvement of moral and employee satisfaction, but is absolutely necessary if we wish for an organization to achieve all that it can. A collaborative culture is also needed to ensure that employees benefit from their experiences and continue to grow during their careers. An organization's culture impacts knowledge management, organizational learning, and ultimately the performance of the firm. Collaborative cultures encourage the development of organizational learning, which at the same time can have a significant positive effect on business performance. With "Virtual Teams," "Dynamic Knowledge Networks," and "Communities of Interest Networks" becoming part of a modern day organization's lexicon, forming strong collaborative cultures within an organization is a requirement for staying competitive in today's markets.
We have put together a unique group of professionals for an open discussion about collaborative cultures from an internal perspective. Each of these professionals brings to the table a wide variety of experience working within collaborative cultures and they are willing to share their "lessons learned" as well as what they see as the future of work.
Generation What? Who?
Steve Narans, Principal, Human Capital, SilverStone Group
Today’s workforce is comprised of all four generations with a new one showing up. Steve will review what that looks like, what issues it can cause and ideas on how to work with and manage these differences.
Program is subject to change.
Track Leaders
Susan Thaden - Client Resources Inc.
Brad McPeak - AIM Institute
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