Monday , 10:30 am to 11:45 am

The Art (and Science) of the Pension Freeze: Siemens' Experience
Workshop Code: B02M1

Siemens recently froze its U.S. defined benefit pension plan and will provide approximately 30,000 impacted employees with an enhanced defined contribution savings plan design. Siemens' innovative enhanced savings plan design provides most employees with the same total employer contributions toward retirement in the form of increased company matching contributions and non-elective contributions. The company reviewed its savings plan design to ensure employees have the tools and resources to provide for their future retirement. Learn how following the trend toward a defined retirement plan design doesn't limit a company's creativity to ensure employees are not adversely impacted by the change. Provide the best resources for employees to understand how to maximize their retirement benefits under the new design.

Focus Level: Strategic/Tactical—70/30

Healthy, Wealthy, and Wise: Engagement Strategies at Safeway and Heinz
Workshop Code: B11M1

Employers today are challenged to engage employees in meaningful ways that create greater accountability and responsibility for personal health, wealth and career decisions. Key strategies include providing access to real-time, actionable information, implementing rewards strategies and incentives that motivate real engagement, and creating a supporting infrastructure. This session will profile two leading employers that have successfully utilized interactive technology to help achieve these goals. Safeway has made a commitment to the physical, emotional and financial health of employees and their families with the AisleOne benefits portal for a "one-stop benefits shopping experience" featuring targeted messaging, easy and secure access to information, and a personal action list that is available to employees and their covered dependents. Heinz educates employees about their total rewards and encouraging them to become wiser consumers of their HR programs with its "My Heinz Place" portal. Results for both companies include increases in participation rates, cost savings to the organization, more effective benefits consumers, and a feeling among employees that leadership is genuinely concerned about their health and well-being.

Focus Level: Strategic/Tactical—50/50

Transforming the Sales Effort, The Right Way!
Workshop Code: C26M1

Moving from a transactional sales model to a consultative model. Creating a new, post-merger sales model. Whatever the transformation in the sales organization, today's business roadway is strewn with failed attempts that often ignore strategy. An all-too-common misstep is introducing a powerful new sales methodology without also making the requisite changes to the infrastructure, management processes, accountabilities and tools to ensure success. Each change is viewed as an independent "silver bullet" that is usually doomed to under-deliver. With a client case study, the presenters show how sales compensation can be one of the tools to help mitigate risks and ensure desired results are realized, or even accelerated.

Focus Level: Strategic/Tactical—80/20

Executive Benefits and Change in Control: Are You Prepared?
Workshop Code: E03M1

Companies that sponsor nonqualified plans, severance plans and employment agreements are often in for a surprise when a change in control lands at their doorstep. Nervous executives, funding triggers, discretionary trusts, illiquid assets, tax reporting and IRS Code 409A are just a few of the complexities a benefits department must face with a shift in perspective from maximizing efficiency to ensuring payment of benefits to participants. Discuss many of the unique legal, financial and practical issues surrounding a change in control. With an increasing number of mergers and acquisitions and firm buyouts in today's marketplace, this topic is important to both companies being purchased and companies that are purchasing. Once a change in control is in motion, the company has little ability to manage the process - making it imperative to think about these issues now.

Focus Level: Strategic/Tactical—40/60

Incentive Plan Goal-Setting With the Benefit of Hindsight
Workshop Code: E16M1

With the economy still volatile, goal-setting for incentive plans remains challenging. Some companies are finding that the ability to look through the rear-view mirror and apply structured discretion to incentive plan payouts can reduce the pressure to have the perfect pay/performance scaling on the front-end. This session will explore incentive goal-setting in the current environment between management and the compensation committee, using Avon's experience in designing its annual incentive plan as a case study.

Focus Level: Strategic/Tactical—50/50

Informed Employees Are Engaged Employees: Total Compensation Statements Improve Employee Appreciation and Understanding
Workshop Code: T17M1

In 2009 and 2010, Abbott Laboratories' HR team launched the Total Compensation Statement to nearly 40,000 employees, executives and potential new hires. Abbott wanted to show employees the complete picture of their total compensation, while making it easier for employees to manage their programs. The statement features a dashboard page that shows the current total dollar value of all compensation and benefits including salary and incentives, health benefits, pension, 401(k), insurance and more, including the forecasted value of retirement programs at age 55 and 65. To the employee, the communication is seamless, personal and targeted. And assigning a dollar value increases employees' understanding and appreciation of their total compensation, which is especially important in today's economy. Hear Abbott's plan for global implementation, and get more details on what was included, why it was included, and what the feedback has been.

Focus Level: Strategic/Tactical—50/50

Age: A 21st-Century Diversity Imperative
Workshop Code: W09M1

During the first decade of the 21st century, the changing age demographics of the workforce have emerged as a significant trend. There is a growing amount of research on employer perspectives about the changing age demographics, but no systematic attempt to explore the impact of age diversity initiatives within organizations. There are some examples of promising practices that are being developed by employers in various industries. Hear how to develop intergenerational resources to help managers lead more effectively, engage young people and retirees, and create new opportunities for every part of the workforce. With research from the Boston College Sloan Center on Aging & Work, this session will include a discussion, and it will expand on your understanding of chronological age.

Focus Level: Strategic/Tactical—40/60

Work-Life in the Federal Government: Today's Challenges and Solutions
Workshop Code: W17M1

This interactive session challenges work-life and HR professionals to take next steps toward increasing access, awareness and usage of policies, programs and practices designed for organizational effectiveness and employee balance. As work-life grows in depth and breadth in workplaces, new questions arise, including: What are the challenges that we face as work-life and HR professionals, and how do we intend to address them? What options do we have when our marketing and communication efforts do not result in the participation rates that we would like to achieve? Share solutions to address these challenges and strategies to move beyond the cookie-cutter programs to those capable of being sustained.

Focus Level: Strategic/Tactical—80/20

Monday , 1:30 pm to 2:45 pm

ConAgra Foods Enriches Benefits Offerings With Total Rewards Communications Portal
Workshop Code: B01M2

In 2009, having developed an enriched benefits offering that incorporates learning and development, adult education, financial planning, and health and wellness, ConAgra now needed to communicate these exciting changes effectively to its 7,000 U.S. salaried employees. But many employees work on factory floors in round-the-clock shifts. The challenge was how to roll out this plan without increasing costs. A virtual HR portal with a personalized Total Rewards page, available 24/7 to any employee from any computer, achieved both cost-savings and measurable results in employee satisfaction. HR and line managers could help direct reports map out a personalized work-life plan with appropriate privacies. Learn how ConAgra built its business case including better service delivery at lower costs, higher employee retention, better efficiencies and increased shareholder value. Hear about the implementation experience, lessons learned and results to date.

Focus Level: Strategic/Tactical—70/30

Case Study on Consumer-Driven Health Plan
Workshop Code: B03M2

Learn the keys to a successful consumer-driven health plan implementation. Zions Bancorporation started offering CDHP as an option alongside HMO and PPO options in 2005 with a great deal of success as measured by a 33% initial adoption rate. In 2008, the company made a decision to eliminate all other options except for CDHP. With wellness education and incentives to help CDHP adoption, approximately $10 million has been saved through this decision.

Focus Level: Strategic/Tactical—50/50

Managing Incentives From the Corporate Level
Workshop Code: C04M2

Almost no literature exists on how to install and manage gainsharing plan incentives from the corporate level. As a result, far too many companies continue to install such plans one unit at a time, rather than aggressively deploying a tool that works. There are many advantages to leading the effort from the corporate level. This group can decide where to leverage scarce resources for financial modeling, training and communication, and it can leverage external consulting costs. On the other hand, corporate leaders can create an overly political process. Metrics can take too much of the corporate financial orientation, reducing their motivational value. Local differences may be ignored, reducing local buy-in and appropriate local adaptation. Share your experiences with managing employee incentives at the corporate level and will hear a case study from Goodyear Tire & Rubber, which used a corporate process to implement incentive plans in seven large, unionized tire plants in just 15 months. Learn exactly what role corporate leaders played, what kinds of tools and templates they provided to speed the local design process, and how the firm created sustainable learning processes at the corporate level. So far, the results are highly encouraging, with payouts from the beginning and general support from the workforce.

Focus Level: Strategic/Tactical—60/40

Is Pay for Performance Possible?
Workshop Code: C22M2

Every company's compensation strategy states a desire to pay for performance. Employee opinion surveys show glaring gaps between perceived employee performance contribution and relevant rewards. Business leaders and line management are expressing doubts in their ability to differentiate rewards based on performance and are questioning the time they invest in it. A recent poll of HR professionals revealed that only 11% felt they were very or extremely successful in differentiating pay based on performance. Attend a provocative point/counterpoint style debate about the virtues of pay for performance and whether we can accomplish it in our current economic environment. Find out what it will take to truly achieve pay for performance and how we may need to significantly change the way we go about it.

Focus Level: Strategic/Tactical—30/70

"BHAG" Incentive Plans
Workshop Code: E08M2

During transformational times in a company's development, significant goals or aspirations are often established to provide organizational focus. These "BHAGs" (big, hairy, audacious goals) may not fit the traditional design of annual or long-term incentive plans that use 20% above target as a maximum or plain vanilla stock options. In fact, not all BHAGs fit as incentive goals. But when special incentive plans can be carefully designed around BHAGs, they can galvanize and create significant focus required for accomplishment. This workshop will cover the types of BHAGs that can be used in incentive plans, calibrating risk-and-reward opportunities, issues around using cash or equity as payout currency, participation strategies, and communications inside and out..

Focus Level: Strategic/Tactical—60/40

Bringing the Investor Perspective to the Boardroom
Workshop Code: E14M2

Now more than ever, with say on pay and new CD&A disclosures required by the Dodd-Frank Act, companies need to know what their investors think and how investors will react to their executive compensation programs. Hear results of research on how investors view ISS's voting recommendations, how they are thinking about the merits of various executive compensation programs, and what is most important to them as they cast their votes for: (1) say on pay, (2) company proposals on incentive plans and share authorizations, and (3) the election of board directors. In addition, we will discuss strategies for when and how to go to investors to maximize your chances of obtaining a "yes" vote for your company's proposals.

Focus Level: Strategic/Tactical—80/20

Compensation and HR During Crisis: Which Solutions Add Value?
Workshop Code: T05M2

Compensation and HR leaders have done some heavy lifting over the past few years. Did tried-and-true solutions add value? Or have some new solutions proven to best provide value? Using examples from experiences with challenged organizations and from a new study of major financial institutions that used TARP funds to regain business traction, this session addresses topics such as linkage with business goals, agility and adaptability, workforce retention and rewards, and how CEOs and COOs judged the value of HR and compensation management and leadership in terms of strategies, style and approach. Why did some programs work well and others miss the target completely? Attendees will be motivated to continue taking their seat at the table to be part of the solution, rather than part of the problem.

Focus Level: Strategic/Tactical—50/50

Redefining and Realigning the Deal and Total Rewards at Eli Lilly & Company
Workshop Code: T13M2

Hear the case study of Eli Lilly & Company. Five years ago, Lilly took bold steps to develop a comprehensive, multi-year total rewards strategy and implemented changes across its compensation, benefits and performance management programs. Now, with that foundation laid, Lilly has embarked on an even bolder path, redefining its deal and employee value proposition and realigning its rewards to better reflect its new business strategy and to energize and engage its workforce. The strategy and implementation plan introduces fresh and relevant enhancements to Lilly's work environment, designed to increase workforce flexibility and engage employees in taking charge of their health, wealth and career needs. Get a practical approach to building a business case to secure management buy-in and involvement in helping drive organizational changes.

Focus Level: Strategic/Tactical—50/50

Enhanced Health and Well-Being Through Family Care Programs
Workshop Code: W02M2

Reducing preventable health-care costs is a key strategic imperative for most organizations. Hear groundbreaking research that demonstrates how family care supports enhance employees' health, well-being and engagement, leading to positive business outcomes that create a competitive edge. Among the many compelling findings, the study revealed that employees who use employer-sponsored family care supports report less stress and fewer mental health issues and are more engaged in their work. Organizations benefit from reduced absenteeism and stronger retention, which will be increasingly important as the labor market loosens up. These organizations may also see a reduction in health-care costs of employees who utilize these critical dependent care supports because of the reduction in adverse health issues. Calculate what the return on investment could be for your organization.

Focus Level: Strategic/Tactical—70/30

Healthy, Wealthy and Whys
Workshop Code: W07M2

Employers and their workforces are often left to do what they must to survive with less money, fewer hands on deck to share the work, fewer resources, less overall engagement, and, several studies suggest, less robust health and well-being. This is especially true of men. Brainstorm creative ways to engage men, whose equal and energetic participation is required to improve the health and well-being of work environments, families and communities. Accumulating research is establishing linkages between flexible management practices and better health outcomes, between autonomy (the desire to be self-directed) and engagement, between purpose-driven work cultures and profitability. In addition to the research findings, hear a case study of Prudential Financial as an example of an employer that is attempting to achieve optimal results by strategically integrating work-life, health and wellness, and benefits and diversity.

Focus Level: Strategic/Tactical—50/50

Monday , 3:15 pm to 4:30 pm

Slide Rules, Stagecoaches and Mad Men: Building the Business Case for Wellness
Workshop Code: B13M3

At face value, wellness and health promotion intuitively makes sense. But "the right thing to do" isn't good enough in times of economic challenge and scarce resources. This session will approach building a business case for wellness and health promotion from three perspectives. First, "beyond best practices" will review typical components of a standard business case and expand to newer concepts that blend a broader perspective across career, health and wealth. There's no single right way or rule in developing a compelling business case. Second, "things aren't always as they seem" is the theme of the Wells Fargo experience in assessing the effectiveness of historical wellness efforts. Third, "what Mad Men can teach us about selling wellness," will explore why the business case must be about more than just data points and dollar signs. Increasingly, companies are recognizing that their employee value proposition, brand and culture can be directly correlated to the health and overall well-being of their employees. And those companies with a thoughtful strategy for engagement can enjoy a competitive advantage in their talent.

Focus Level: Strategic/Tactical—70/30

Driving Employee Engagement Through Benefits
Workshop Code: B14M3

American Express has made significant efforts in recent years to support employees through best-in-class programs around wellness, financial education and work-life balance. A global wellness program has launched in the U.S., U.K., India, Mexico, Canada and Singapore, and it has received significant external recognition. These efforts at supporting employee wellness included a marketing/communications approach to communicating the benefits package. The results have been greater benefits take-up and increased employee engagement.

Focus Level: Strategic/Tactical—80/20

Pay for Performance: The Big Bang Theory
Workshop Code: C10M3

Just as the Big Bang theory suggests that the universe is expanding, Sibson's study of more than 130 companies indicates that the approaches to pay for performance are expanding. Newspapers are full of reports that organizations have suspended or abandoned pay for performance. The Sibson study, however, suggests that many organizations still desire real pay for performance. Further, a select set of "best result" organizations are using innovative programs and sound implementation to break away from the pull of entitlement and market malaise. This presentation will share data on pay-for-performance practices, plan design and execution secrets "best-result" companies employ to get more bang from their investments in compensation, and how these organizations overcome the obstacles that trip up other organizations.

Focus Level: Strategic/Tactical—70/30

Quality In, Quality Out: Maximizing the Value of Your Survey Participation
Workshop Code: C25M3

Whether it's a shortage of quality data on a critical issue, misinterpreted questions, missed deadlines, or repeated interference from spam filters, even minor glitches in the collection of data can threaten the quality of final survey results. In this session, survey specialists from industry and consulting will identify some of the most common survey pitfalls. They will discuss how they have worked to identify risks - from potential submission errors to potential causes for delay as well as a variety of other occasional and recurring issues for both survey participants and vendors. Learn how to address these problems proactively and how such steps help ensure that organizations end up with reliable, relevant data that best meets their needs.

Focus Level: Strategic/Tactical—50/50

Chauffeuring Employees Down the Road to Appreciation
Workshop Code: C27M3

Maximizing the value of providing stock compensation to employees brings with it a commitment - a commitment to education. Employees need to understand a few things about stock to begin to value it. Intel began developing a strategy on stock education in early 2008 and began implementing it in early 2009. This session will focus on the strategies and approaches used to bring employees to a place where they could understand and make a decision on the stock option exchange and, ultimately, appreciate the value stock delivers. The key strategies used in Intel's educational communication program are simplicity and transparency, managing expectations, personalization through interaction, and focusing on both importance and context.

Focus Level: Strategic/Tactical—40/60

Building a Bridge to Excellence: How Bridgestone Americas, Inc. Aligned Executive Total Rewards With Business Strategy
Workshop Code: E05M3

Learn how to make the connection between business strategy and what is for many organizations the esoteric, or worse yet generic, concept of a total rewards strategy. In early 2010, led by a new leadership team, a 40,000-employee subsidiary of Japan-based parent company Bridgestone Corporation reshaped its operating model, refocused its strategic priorities, and began its transformation. The transformation underway runs deeper than just a new organizational structure and a refreshed set of performance objectives. It includes targeted executive development, a more open style of communication, and a more performance-oriented work culture. Bridgestone Americas, Inc. is creating a compelling and robust executive total rewards strategy to attract and retain the right talent, encourage the right behaviors, and reward the right results.

Focus Level: Strategic/Tactical—70/30

Equity Long-Term Incentives: How Much is Enough?
Workshop Code: E11M3

Executives often accumulate significant stock holdings through their company's equity incentive programs. While granting equity creates alignment with shareholder interests, an inherent dichotomy exists between providing adequate equity awards and crossing the line where an executive becomes more of an owner (representing themselves) versus an employee (representing the best interests of the company). For attendees wondering if their organization's equity grant practices have become excessive, this presentation explores the point at which equity grants cease from providing their intended incentives and instead potentially induce unanticipated behaviors.

Focus Level: Strategic/Tactical—50/50

Engagement Done Right: Lessons From Global Health-Care Organizations
Workshop Code: T09M3

Employees can be powerful contributors who have the capacity to increase organizational productivity, generate profits and significantly improve the quality of customer satisfaction, or not! Hear best-practice research and case studies on employee engagement to stimulate our thinking about how well we're leveraging engagement. Learn where to focus limited resources to maximize engagement. The focus will be on how to achieve specific business results; including proven tools and how-to's; easy, quick and even low-cost or no cost solutions that can be implemented immediately. Although the case studies and some of the research are health-care specific, there's a wealth of data that will be beneficial to leaders in every industry.

Focus Level: Strategic/Tactical—20/80

The New Human Capital Mindset: Principles for Better Total Rewards Decisions and Results
Workshop Code: T18M3

In today's reshaped business landscape, progressive organizations are approaching human capital management with a new mindset - where human capital is an asset and each investment is designed to generate an appropriate return. Under this human capital mindset, HR and business leaders alike must embrace their role as human capital portfolio managers, responsible for effectively managing the overall people portfolio as well as individual segments. In this presentation, we will address the five principles that lead to better people decisions and results, highlighting for each the link to total rewards. Hear how a global company, MMC, is putting the principles into action to enhance its human capital management.

Focus Level: Strategic/Tactical—90/10

Offering Adoption Benefits: Why and How to be an Adoption-Friendly Workplace
Workshop Code: W06M3

Find out why employee adoption benefits are smart, affordable and easy to implement. A growing number of employers are adding this popular low-cost benefit to their work-life package. The business case for offering adoption benefits includes a competitive edge in recruitment, enhanced image, equity for adoptive parents, increased loyalty and retention, and a positive impact on children and the community. Experts from the Dave Thomas Foundation for Adoption will present guidelines for offering financial assistance, paid leave, eligibility considerations, utilization rates, tax issues and documentation. The Foundation will also provide tools and guidance to establish and communicate a policy.

Focus Level: Strategic/Tactical—20/80

Flexibility: Not Just for Employees!
Workshop Code: W15M3

This interactive session shows you how to develop the business case for workplace flexibility by framing it in the context of key business imperatives, not just the benefits to the workforce. This session includes strategies on how workplace flexibility will impact disaster planning, customer service and sustainability, not to mention real estate, compliance, talent management and more. Attendees will leave this session understanding which flexibility business imperatives are most relevant to their organizations. They will also have the ability to communicate the business case for workplace flexibility as a multi-dimensional tool that can be leveraged across the organization.

Focus Level: Strategic/Tactical—70/30

Tuesday , 9:00 am to 10:15 am

Addressing Long-Term Workforce Planning Challenges Through Retirement Income
Workshop Code: B12T1

Accumulating sufficient assets is difficult enough, but generating retirement income from a defined contribution portfolio is an area where the problem is far more complex than those in the accumulation phase. And it is an area where employees are even less informed. The recent economic downturn has exacerbated the problem for near retirees, because for these workers, there is no time to recover from portfolio losses or previous mistakes. Increasingly plan sponsors are focusing on how to offer lifetime income solutions in a DC context to help their near retirees make a planful, structured transition into retirement. In this session, Aon Hewitt will discuss the major challenges facing employers and recent research covering plan sponsor prevalence and planned investments in this area. Financial Engines will share findings from recent economic and behavioral research that will help plan sponsors understand what retirement income solutions need to do.

Focus Level: Strategic/Tactical—90/10

Rebirth of the 401(k): The 401(k) as a Lifetime Financial Instrument
Workshop Code: B17T1

401(k) plans have been attacked by academics, benefits professionals and other commentators recently, with proposed solutions that include "retiring" these retirement plans. In this session, discuss why 401(k) structural shortcomings should matter to employers and how to remake these plans into lifetime income for employees. Review the current and future role of 401(k)s and look at early results of a new strategy and design.

Focus Level: Strategic/Tactical—60/40

Using Statistical Research to Change Compensation Strategy
Workshop Code: C03T1

In 2008 and again in 2010, Google conducted a study to determine Googler preferences for pay mix. Based on this study and the expressed preferences of its employees, Google decided to change its pay mix. During the presentation, members of the Google compensation team will discuss how they surveyed employee preference with data (not opinion) by employing conjoint methodology, which is used in many other business applications. Hear the changes to the Google compensation philosophy that were implemented as a result..

Focus Level: Strategic/Tactical—80/20

Performance Appraisals: Simple, Effective, Done Right
Workshop Code: C06T1

In most companies, an individual's performance appraisal rating directly impacts compensation. But most managers dislike writing performance appraisals, and few of them know how to do it right. Dick Grote, an author and expert on performance management, will show compensation professionals exactly what a world-class, best-practice performance appraisal system looks like. See how to use your current form for maximum benefit. Learn how to set goals that are wise, not SMART, and help your managers want to use your company's rating scale the way you (and your executives) want it to be used.

Focus Level: Strategic/Tactical—40/60

Now is the Time to Scrap Ineffective Pay-for-Performance Plans: Moving to Next Generation Motivators
Workshop Code: C13T1

Changes in economic circumstances - particularly the drive for increased employee productivity in the face of declining financial opportunities - point to a need to reconsider how employees should be motivated to perform and how top employees can be attracted and retained. Consider the rationale for traditional pay-for-performance plans and the recent escalation of incentives. Don't forget the often-ignored caveats: transfer of non-diversifiable risk to employees that devalues compensation; competition instead of teamwork or limits on internal drives to excel. With case studies, a simple alternative motivation scheme that roughly specifies employee objectives and chiefly relies on (non-differentiated) base pay with a continued employment hurdle will be represented and advocated in many circumstances.

Focus Level: Strategic/Tactical—90/10

Sticky-Wicket Sales Compensation Issues
Workshop Code: C17T1

Many sales compensation plans operate without problems, but a number of common "sticky-wicket" issues plague select designs. Join this session to learn your options for quota problems, double crediting, channel manager rewards, long sales cycles, rich plans, order linearity, team plans, global challenges, new products, seasonal selling, product mix, sales profits, plan simplification, key sales objectives, governance, mega orders and others. Bring your tough challenges to this session. Get some fresh ideas on how to address these and other sticky-wicket problems.

Focus Level: Strategic/Tactical—30/70

Implementing a Long-Term Performance Plan: Lessons From the Trenches
Workshop Code: E10T1

A decade ago, long-term incentives were delivered almost universally in the form of stock options, and a minority of companies used performance plans. Today, with most companies delivering a "portfolio" of long-term incentives, performance plans are on the rise, and their usage is now on par with stock options. In this session, a panel comprised of HR executives and incentive program consulting experts will discuss considerations for implementing a new performance plan at your company. Hear war stories about addressing unexpected issues that may arise. And get encouraged to plan for implementation and to assemble the right cross-functional team to ensure a smooth and successful implementation.

Focus Level: Strategic/Tactical—50/50

How to Build a Highly Effective Relationship With Your Compensation Committee
Workshop Code: E15T1

Within their own companies and in the media, compensation committees are struggling with their new prominence. Now more than ever before, compensation committees are burdened with an increasing workload as their scope of responsibility expands to include new challenges, such as compensation risk assessment and the possibility of responding to say on pay. Learn how to build a great relationship with your compensation committee and take the lead in helping them navigate the most difficult and challenging environment they have ever encountered. Senior leaders will share anecdotes and tales from the front about specific things that have worked and those that have not in building a trusting relationship with their compensation committee.

Focus Level: Strategic/Tactical—40/60

Reward Fairness: Slippery Slope or Manageable Terrain?
Workshop Code: T07T1

Organizations face numerous challenges in determining how to reward employees. They must balance the competing forces of market competitiveness, affordability and performance with the underlying issues of fairness. No matter how cleverly designed, reward programs and structures that are not perceived as fair will not successfully attract, retain and motivate employees from different backgrounds and experiences. The challenges multiply as organizations develop a global presence and attempt to integrate pay strategies across countries with different legislative requirements, traditions and cultures. This workshop will share results of a survey of WorldatWork members and Hay Group clients worldwide. It will focus on how companies define what constitutes fair pay and the tools they are using to manage fairness concerns in implementing reward programs.

Focus Level: Strategic/Tactical—20/80

Senior Leaders as the Architects of a Total Rewards Strategy? It Can Be Done!
Workshop Code: T08T1

Survey results for a 2008 employee engagement survey at Forensic Technology identified three major problems: 1. The areas of career development, recognition and performance management were in need of urgent attention. 2. 40% of the workforce was lacking confidence in senior leadership and felt they were "out of touch" with front-line employees' reality. 3. The senior leadership team was neither aligned nor functioning as a team. Forensic Technology launched an initiative to attack all three issues at once in its 2009 business strategy. The presentation will focus on the experience - failures and successes - in giving senior leaders responsibility for tackling what are generally considered "HR issues" and creating solutions with the workforce. At Forensic Technology, HR already has a seat at the table and convinced the general manager that an innovative approach was required. Senior leadership needed to work better together, reconnect with the workforce and assume ownership for engaging the people. All of this was to be accomplished while enabling employees to be the architects of the solutions and improvements to the total rewards strategy.

Focus Level: Strategic/Tactical—70/30

Men and Work-Life Integration: Corporate Barriers and Solutions
Workshop Code: W08T1

Work-life policies were established decades ago to help retain women in the workplace. While these programs were expected to support men as well, men have been slow adopters of these policies despite skyrocketing levels of work-life stress. And while the business case for work-life policies was established years ago, managers are often reluctant to support their use. This workshop presents the findings of a recent global study on the barriers to men's utilization of and support for work-life policies and programs, and it discusses changes needed to make workplaces truly supportive of work-life integration for women and men. Several companies will discuss strategies to improve leadership support for work-life programs and address men's under-utilization of work-life programs. Attendees will break into small groups to brainstorm work-life branding and messaging that would appeal to men.

Focus Level: Strategic/Tactical—50/50

The Inspiration Equation: Re-Engaging Your Workforce Through the Power of Philanthropy
Workshop Code: W13T1

Like many global companies, Corel emerged from the recession of 2009 with a workforce weary from corporate restructuring, austerity measures and the lingering uncertainty of a sobering economic downturn. Management recognized the need to revitalize its workforce and re-connect with its customer base. In early 2010, Corel began the process of identifying a signature social responsibility cause and a philanthropic organization with whom they could partner. The goals were to create a meaningful social and business impact, enhance the corporate reputation, build customer loyalty and increase productivity. Learn how to solve the elusive "inspiration equation" and re-engage even a global workforce through the power of philanthropy.

Focus Level: Strategic/Tactical—50/50

Tuesday , 10:45 am to 12:00 pm

Total Health Management Strategies and Solutions
Workshop Code: B04T2

Total Health Management is all of the actions an employer can take to engage and support employees in making good choices to avoid the cost and consequences of poor health. It is critical that employers effectively provide tools and technologies to communicate, centralize and conduct transactions so that employees are able to become both educated and engaged. For employers to effectively provide benefit options and programs that employees will embrace and utilize to manage their health, a cohesive strategy needs to be deployed in conjunction with streamlined tactical solutions. Mercer has found that there are four essential building blocks to achieving results and sustainable change: (1) Design (2) Engagement (3) Integration and (4) Measurement. In this session, Mercer will explore each building block and provide both strategic and tactical solutions to yield optimal results..

Focus Level: Strategic/Tactical—50/50

Communicating Total Rewards and Benefit Changes at Harley-Davidson
Workshop Code: B09T2

Harley-Davidson (H-D) found that it needed to rebalance and reallocate the spending across its total rewards programs. After finding that a disproportionate amount of cost came from its health-care programs (without appreciable health status improvement), H-D partnered with Towers Watson to develop a long-term health strategy. The strategy engages all employees to become more actively involved in their health-care decisions and improve participant health status by offering new incentives. The bottom-line goal is to reduce health-care costs that are deemed preventable, reallocate resources to other reward programs and improve the population's health status. Learn how success required executive sponsorship and program acceptance among the broad-based employee population, which includes unions.

Focus Level: Strategic/Tactical—50/50

Disaster Avoidance: Lessons Learned From Reorganizations, Mergers and Strategy Implementations
Workshop Code: C16T2

Sales incentive plan changes are often driven by extreme forces outside of sales leader control, and they are often implemented without considering the annual sales cycle or in a rushed panic. Without proper execution, these changes are formula for disaster measured by lost sales, lost customers and salesforce turnover. As major reorganizations, mergers and acquisitions, and new business strategies continue and even increase, HR, sales leaders and compensation professionals must work together to avoid disaster and find competitive advantage by turning change to opportunity. Gain insights from a panel of variable compensation experts on: 1. Assessing overall compensation costs and pay-for-performance ROI expectations 2. Adjusting variable/base mix and plan design components to match the new organization strategy and culture 3. Integrating incentive compensation administration including reporting, dispute resolution, plan management and payouts.

Focus Level: Strategic/Tactical—20/80

A GE Incentives & Engagement Master Class: Creating and Delivering the Next Generation of Reward Strategies to Front-Line Staff.
Workshop Code: C18T2

Many global companies face a challenge when carefully designed incentives and recognition policies - supported by high-quality financial measurement and endorsed by the business - are seen as no longer effective because of today's difficult economic climate. Even the largest companies must change established systems when the business clearly must respond differently and energetically to the economic situation. In 2010, GE Capital embarked on an analysis of what front-line employees really wanted to help them to be successful, with technology, financial modeling and strong employee involvement. It was not an easy year. Hear the post-implementation experiences and how the flexibility of the program has helped to ensure that good employee engagement continues, even when the market is challenging for front-line staff.

Focus Level: Strategic/Tactical—60/40

The Profound Impact of Changing Demographics on Employee Preferences for Total Rewards
Workshop Code: C23T2

Despite the economic recession, many organizations report a challenge in finding critical talent. Many high performers are actively looking for new positions and employee demographics are changing around the world with the graying of the workforce in developed nations and ever-younger populations in much of the developing world. In a recent survey, only 10% of organizations were very likely to analyze the influence of demographics on retirement designs, policies and decisions. What worked in the past with Baby Boomers doesn't necessarily work with Gen X and Gen Y. A greater understanding of employee preferences, analyzed with an eye toward generational categories, is needed. Attendees will learn how tools such as conjoint analysis can help measure employee preferences.

Focus Level: Strategic/Tactical—90/10

Proxy Disclosure Trends 2011
Workshop Code: E01T2

This presentation will be a data-driven, examples-based analysis of pay trends from several hundred proxy statements and will provide attendees with a real-time look at how executive pay practices have evolved in light of the new SEC disclosure rules. Topics that will be addressed include early pay trends from 2011 proxies including changes in pay levels and elements of pay, emerging trends in pay practices and long-term incentive plans, and unique disclosure examples in hot topic areas including pay risk, performance metrics, perquisites, claw-back policies, ownership guidelines, and severance and change-in-control arrangements.

Focus Level: Strategic/Tactical—80/20

Pay-for-Performance in the Age of Dodd-Frank
Workshop Code: E06T2

The new Dodd-Frank legislation will require enhanced disclosure of the pay-for-performance relationship in the 2012 proxy season. Now more than ever, it is crucial for companies to make the case to shareholders that their compensation programs appropriately align pay and performance. With leading best-practice examples, get a how-to guide to articulate a clear compensation strategy, establish guiding principles that reinforce the pay-for-performance orientation, identify the right peers, determine performance measures and more.

Focus Level: Strategic/Tactical—80/20

HR Policies: Rules? Guidelines? Aspirations?
Workshop Code: T01T2

Rewards practitioners develop policies that are used to guide management decisions and actions. These decisions must be consistent across managers if employees are to accept that they are being treated fairly and equivalently. But managers often "make deals" with employees that vary from established policy because they are unaware of policies, they disagree with them or they feel that they must be violated in order for them to get, keep and satisfy key contributors. It is incumbent on HR to clearly communicate policies and why they exist. They must also provide decision models to managers so that they make good decisions when variation from policy is required. Becoming the Rules Police is not a feasible option, but nor is allowing chaos to ensue... finding the balance is the key to effective policies.

Focus Level: Strategic/Tactical—50/50

Surf the Wave of Legislation and Regulations Impacting Total Rewards
Workshop Code: T10T2

With the new Congress well into the legislative season, federal agencies' continuing regulatory agendas, the Supreme Court hearing a number of labor and employment law cases, and the beginnings of the 2012 Presidential race, 2011 is a year to watch in the total rewards public policy arena. Navigate the wave of federal legislative, regulatory and legal developments that are likely to affect HR practitioners and total rewards public policy issues. The workshop will include roundtable discussion on several hot topics that, depending on audience interest, could include FMLA changes, FLSA changes, financial regulatory reform and health-care reform.

Focus Level: Strategic/Tactical—20/80

Easy-to-Use Tools for Promoting Workplace Financial Education
Workshop Code: W01T2

We know tools to promote workplace financial education improve employees' financial well-being and increase their engagement and productivity. Get a demonstration of a free online ROI calculator, discuss the assumptions underlying the calculations, and experience a Personal Financial Wellness scale. With these examples of simple tools, learn how to deliver workplace financial education benefits for both employees and employers.

Focus Level: Strategic/Tactical—30/70

Tuesday , 1:30 pm to 2:45 pm

Wellness on a Shoestring
Workshop Code: B06T3

Due to the recession, many companies have been experiencing significant financial challenges leading to layoffs and budget cuts. Wellness budgets have been hit extremely hard. Wellness on a Shoestring will help attendees develop inexpensive, but effective, approaches to improving employee health. To help wellness coordinators and benefits managers make their budgets go further, this presentation describes activities and resources that are either free or can be provided for a minimal amount of money. The strategies address a number of subject areas and can help your organization create a culture of health, enhance employee fitness, practice good nutrition, relieve workplace stress, promote tobacco cessation, help employees become wiser consumers and enhance employee motivation, participation and empowerment.

Focus Level: Strategic/Tactical—50/50

Retiree Medical Strategies Post-Health Reform
Workshop Code: B10T3

Health reform has made significant changes to the landscape of federal programs that provide employers with immediate and long-term opportunities to better manage retiree benefits, while in many cases also improving the quality and stability of these programs for their retirees. This session will present case studies from two employer co-panelists on approaches they have taken to Part D program changes, Medicare Advantage program changes and exchanges for early retirees. Learn strategic approaches to administering and communicating retiree benefits.

Focus Level: Strategic/Tactical—80/20

Using Turbo-Charged Sales Incentive Techniques to Accelerate Performance
Workshop Code: C07T3

To gain momentum in business growth, companies often look to their salesforces to accelerate sales results. Because sales reps hold valuable relationships with customers, motivating and rewarding the right behaviors is the top goal of the compensation plan. Companies may risk those relationships with customers, however, when "turbo-charged" incentive techniques are misused. This workshop discusses three incentive techniques that are commonly used to accelerate sales results: 1) fast start bonuses; 2) overachievement accelerators; and 3) SPIFFs. Each of these techniques will be defined, best uses described, and ways to assess the ROI associated with results from using these incentive techniques will be explained. This workshop will equip participants with the information and tools needed to confirm that sales incentives techniques intended to drive sales success are used correctly.

Focus Level: Strategic/Tactical—50/50

From Bad to Worse: New DOL Overtime Exemption Standards
Workshop Code: C19T3

The corporate community has witnessed substantial and problematic changes to the FLSA exemption standards. With the proliferation of state and federal court litigation, challenging the exempt status of positions all over the country, exemption compliances presents one of the most significant employment risks for U.S. corporations. This session will highlight options and new methodologies that WorldatWork members have implemented to manage the risks associated with overtime exemption classifications more effectively and systematically.

Focus Level: Strategic/Tactical—50/50

The Global Financial Crisis and Recovery: Asia Pacific and Its Impact on Compensation & Benefits Trends for Multinational Employers
Workshop Code: C20T3

During this session, we will look at the impact of the latest financial crisis on HR management in the largest and most influential countries in the APAC region, with a view toward the role of HR in contributing to the success of companies there. How prepared are HR professionals who handle compensation and benefits to deal with the needs of companies operating in a region that seen strong expansion, wobbled only a bit and is now looking ready to pick up on nearly double digit GDP growth? Salary creep in China is driving wages nearly to US standards. Allowances and other benefits in India are becoming more extreme as competitors attempt to lure talent away. Expat workers are becoming scarce, and localization of employees brings challenges of its own. We will both take a deep dive into compensation and benefits trends in China, India, Indonesia and Singapore and highlight trends across the region.

Focus Level: Strategic/Tactical—60/40

A Responsible Approach to Proxy Advisory Firm Regulation
Workshop Code: E12T3

Over the past 20 years, the proxy advisory industry has quietly grown to the point where it exercises a material influence over executive compensation and corporate governance matters. Despite this influence, it is scarcely regulated, and the characteristics of the industry include a small number of providers, significant conflicts of interest, and growing concerns about inaccuracies. These concerns have caused the SEC to explore ways of regulating the proxy advisory industry, recognizing that now is the time to take action - before another crisis occurs. This session will suggest the most effective and responsible means of holding the proxy advisory industry accountable, including requiring greater oversight by the institutional investor community.

Focus Level: Strategic/Tactical—70/30

Say on Pay: Learnings From Year One
Workshop Code: E13T3

The first spring season of mandatory say-on-pay nonbinding shareholder votes is complete. Companies faced many challenges in providing shareholders a new and insightful look at the design and effectiveness of their executive compensation programs. In this presentation, we will take a look at some leading-edge examples of how companies approached their CD&A in the new world of say on pay. We will also discuss the positive and negative experiences of management teams and their interaction with shareholders to ensure favorable voting outcomes. The presentation will conclude with early advice for the 2012 proxy season.

Focus Level: Strategic/Tactical—40/60

Total Rewards Statement Strategy
Workshop Code: T11T3

This workshop will describe total rewards statements and their transformation from paper-based annual statements to online, real-time statements and interactive planning tools for employees. Hear what employers are providing to their employees with respect to total rewards statements. The newest technology and portal strategies will also be discussed, along with a discussion of providing total rewards statements to global employees, as Target Corporation has.

Focus Level: Strategic/Tactical—80/20

Dealing With Talent and Culture in M&A: GE's Story
Workshop Code: T14T3

If any firm is going to make a success of an acquisition, it must deal with talent and cultural issues. GE has learned that first it must identify the business risks unique to each M&A in the due diligence phase, and then adopt talent and cultural strategies to mitigate these risks. Get an explanation of HR's critical role - and value - throughout the whole process, and discuss how GE's HR team responded to the challenge set by its business leadership to "raise its game" in these areas to further solidify its strategic role.

Focus Level: Strategic/Tactical—50/50

Changing Perceptions of Work-Life Balance: This and Other Takeaways From the Kanter Award for Excellence in Work-Family Research
Workshop Code: W10T3

The Center for Families at Purdue University and the Boston College Center for Work & Family annually synthesize the research findings from the Top 20 finalists of the Rosabeth Moss Kanter Award for Excellence in Work-Family Research. The presentation will provide the best and most recent data to answer difficult work-life policy questions, justify strategic work-life decisions, and influence corporate HR policy implementation practices.

Focus Level: Strategic/Tactical—50/50

Designing Flexible Work Solutions: A Framework for Success
Workshop Code: W12T3

Are you trying to move flexibility forward but can't get traction? Workplace flexibility is more than a program or policy, it is a mindset for working, managing and doing business in a dynamic and competitive business environment that demands the best talent. To truly leverage the power of flexibility, a strategic approach to building a flexible work culture is needed. In this session, participants will learn the critical elements of an effective workplace flexibility strategy and a framework for moving flexibility forward and building a culture of flexibility to ensure organizational and business success. Examples, best practices and success factors from leading companies will be used to demonstrate the characteristics of a flexible work culture.

Focus Level: Strategic/Tactical—50/50

Tuesday , 3:15 pm to 4:30 pm

Workplace Financial Education & Financial Well-Being
Workshop Code: B08T4

Discuss the financial education and financial well-being strategy created and implemented at Target Corporation during 2010. Target partnered with Gallup to understand the financial well-being needs of the workforce, develop a strategy and create a grass-roots movement around total well-being (physical, social, career, community and financial). An entire marketing brand was developed for this movement, and a Web site and call center known as the Personal Finance Center was introduced to help employees solve a number of financial challenges, such as credit card debt, investing and saving for the future. Hear the importance of reinforcing messages, including examples of branding, communication vehicles, grass-roots efforts and activities, and resources that can be provided to employees.

Focus Level: Strategic/Tactical—50/50

Total Retirement Outsourcing
Workshop Code: B15T4

Beyond 401(k) outsourcing lies Total Retirement Outsourcing (TRO). Adding pension: administration, investment management, actuarial and compliance into the 401(k) search process can cloud and confuse many a plan sponsor. This growing trend requires considerable strategic thinking and expectation setting before entertaining vendor proposals. Learn how one employer met the challenge by restructuring their provider relationships and moving to TRO. Hear from vendor search experts how to: establish search criteria, develop a vendor universe, compare vendor services/fees, select investments and negotiate terms. Discover the financial realities that drive vendor pricing and recommended investment alternatives.

Focus Level: Strategic/Tactical—50/50

Lifting the Cone of Silence: The Benefits and Risks of Communicating Market Pay Data
Workshop Code: C01T4

Secrecy is not just a catchphrase, but a way of life at the National Security Agency. However, when it comes to sharing business intelligence, the NSA has taken the somewhat radical approach of regularly and openly sharing the results of its annual market pricing study with its workforce. In 2006, the NSA felt that the conditions and timing, as well as the potential benefits of communicating general market pay data to the workforce, were favorable, with consistent market pay results and a highly competitive overall market position. Employee interest and reaction was much greater than anticipated. Learn what methods can be used in responding to employee inquiries regarding market pay data, and what approaches work best in certain circumstances.

Focus Level: Strategic/Tactical—70/30

Risk: Friend or Foe?
Workshop Code: C05T4

The financial turmoil of the past several years has given birth to a new way of looking at incentive compensation around the world. It seems that everyone - regulators, shareholders, elected officials, the media, pundits and rank-and-file employees - has opinions on what is appropriate. The challenge for total rewards professionals is to design programs that simultaneously excite, motivate and reward employees in a competitive manner while also conforming to what seem like highly complex, varied and even contradictory rules that govern incentive compensation in the Americas, Europe and Asia. Discuss how these new rules have impacted incentive plans from the board room to the shop floor.

Focus Level: Strategic/Tactical—60/40

Communicating Compensation: 2011 Style
Workshop Code: C08T4

Today, employee communications about pay need to come in all shapes and sizes to suit a diverse, global and multi-generational workforce. In this session, a panel of compensation professionals and consultants will discuss how to effectively present what is most organizations' largest and most complex expense. Hear practical guidance on the best vehicles and timing for presenting the details of pay programs to different levels of the organization, including new tools and ways to enlist executives and managers successfully. Additionally, the panel will present data from a new survey of policies, practices and employee attitudes related to compensation communications.

Focus Level: Strategic/Tactical—50/50

Road to Recovery: HR Strategies for an Engaged Workforce
Workshop Code: C21T4

During times of change when we are asked to do more with less, employees report feeling less valued and more stressed for their efforts. This session will focus on core elements that any manager can implement to inspire employees to new levels of performance and help to create an exciting, positive work environment and competitive people advantage even in challenging times: (1) Create a Clear and Compelling Direction; (2) Direct, Open and Honest Communication; (3) Involve Employees and Encourage Initiative; (4) Increase Employee Autonomy, Flexibility and Support; (5) Continued Focus on Career Growth and Development; (6) Recognize and Reward High Performance. Get specific, real-life examples and techniques that can be immediately applied back on the job by attendees to systematically leverage, build and sustain a culture of engagement in their workplace today.

Focus Level: Strategic/Tactical—50/50

Redefining Executive Pay and Performance
Workshop Code: E04T4

A bevy of new regulations, a more active investor community and unprecedented media attention continue to change the environment in which executive compensation professionals and compensation committees operate. The pace and direction is volatile, and the legacy pay-for-performance perspective is no longer sufficient for measuring results. Explore what leading companies are doing today to stay ahead of the curve and out of the news. We will briefly cover the new legislation and regulation and present the implications these changes have had on pay-for-performance within executive compensation designs. Specific topics explored in the session include risk assessment and management, say on pay, incentive design, pay transparency and disclosure, contracts, change-in-control, and severance provisions.

Focus Level: Strategic/Tactical—50/50

The Compensation Committee Comes Alive!
Workshop Code: E07T4

What's it like behind closed doors when the compensation committee meets and addresses critical executive compensation issues? How does the performance of the executive team correlate to the compensation program? How does the committee make decisions (particularly with differing opinions from board members)? How does the committee determine which companies to benchmark against? And what's the focus after the recent Dodd-Frank legislation? Come experience a compensation committee at work. This session will be presented in a case study format where the panel will discuss and debate a number of issues, all focused on determining how much to pay the executive team while following the reporting requirements of a public company.

Focus Level: Strategic/Tactical—70/30

Impact of the Great Recession
Workshop Code: T12T4

Dubbed the "Great Recession," many human resources professionals would argue that the impact of the downturn is still with us and may continue to be with us for years to come. The purpose of this panel discussion is to discuss how this long-term economic downturn affected five HR issues (employment, compensation, benefits, employee morale and work-life balance) in different industries. Contribute your ideas as we try to define what the "new normal" will look like and how HR professionals, employees, and indeed companies will need to adapt.

Focus Level: Strategic/Tactical—50/50

Transforming Total Rewards
Workshop Code: T19T4

Collectively, U.S. employers spend more than $7.5 trillion on total rewards annually with an abysmal return on investment. Company responses to the global economic downturn are contributing to a further erosion of employee engagement, workplace morale, confidence in business leaders, customer service and corporate performance. Employee perceptions of key elements of the total reward package are also declining at an alarming pace. We need radically different approaches, but we do not need to start from scratch. We can take tools that other functions, including marketing and sales, have used to transform themselves, and we can apply them to transform total rewards. This presentation will explain how.

Focus Level: Strategic/Tactical—80/20

Telework: Overcoming the Obstacles
Workshop Code: W03T4

Experts have been advocating telework for over three decades. Federal laws have been passed to support it. In some places, grants are available to fund it. There is proof that home-based work is good for companies, good for employees and good for communities. So why does less than 3% of the workforce do it with any regularity? This workshop will focus on overcoming the obstacles to telework. For anyone who manages employees who are increasingly out of sight, learn best practices and specific strategies for overcoming resistance.

Focus Level: Strategic/Tactical—30/70

University Hospitals' Prescription for Engaged Employees: A Commitment to Employee Well-Being (Not Just Employee Health)
Workshop Code: W16T4

One of the top indicators of employee engagement and retention in health care is workforce recognition. This session will explore, in depth, the unique challenges today's health-care environment faces and how workforce recognition systems and programs can be effective in attracting, retaining and motivating those who routinely care for the needs of others. Join this panel of experts from University Hospitals and Vanderbilt University Medical Center who have deployed enterprise-level workforce recognition initiatives successfully to hear their perspectives on critical success factors, pitfalls to avoid and things to plan for. You'll learn how their commitment to improving workforce recognition through a strategic portfolio of programs resulted in amplifying employee engagement, improving retention and boosting performance.

Focus Level: Strategic/Tactical—30/70

Wednesday, 7:30 am to 8:45 am

The Journey Toward Integration & Total Health Management: How Health-Care Reform Helps
Workshop Code: B05W1

Develop a roadmap toward total health management and integration of employee health, wellness and disease management initiatives, like INTEGRIS Health did. With C-level support, INTEGRIS completely revamped its award-winning wellness program and doubled participation. The organization leveraged free preventive care in its program design by engaging physician office visits as part of the wellness program and provided incentives to increase participation and influence corporate culture. To really embrace total health, the wellness program has been integrated with employee health, value-based benefits design and a robust disease management program.

Focus Level: Strategic/Tactical—70/30

Employer's Mindset of 'Catch Me If You Can' and the DOL's Game Plan for 'When I Catch You'
Workshop Code: C14W1

Play Hide and Seek, The Price is Right, To Tell the Truth and Poker in this workshop on the new rules of managing compensation. In the past, employers waited to see if the DOL would step in and force compliance. The new rules declare that employers will take responsibility to comply with the employment laws. The keys will be job analysis, job documentation and job evaluation to accurately identify employee groups and data to substantiate causes of average pay differences among employees. Get an action plan to take back to your organization to determine internal processes for data collection, record retention, and policies and procedures to ensure employment law compliance.

Focus Level: Strategic/Tactical—50/50

Implementation Through the First Year: Five Key Success Factors for Hertz's Sales Performance Management
Workshop Code: C15W1

Sales Performance Management solutions provide a new transparency into business and processes that were not available a few years ago. These advancements allow compensation teams to become a better business partner in providing new insight into goal-setting and management. Follow the phases of identifying the need, selecting a provider, implementation and continuous improvements to process. This session will identify the challenges and benefits SPM solutions can provide from a real-life example with Hertz. It will also convey the lessons of moving forward once the initial solution is in place.

Focus Level: Strategic/Tactical—50/50

Data Transparency: Setting Up the "Ah Ha" Moment on Base Pay Decisions.
Workshop Code: C24W1

Concerns about external and internal competitiveness of base pay ranks high among employees, particularly as the economy rebounds and the job market heats up. Data transparency can be powerful, but it's not for every company culture. Intel is a data-oriented environment where questioning is encouraged. Improving the perceived value of base pay involves helping employees understand and appreciate the actual value delivered and the ongoing commitment to maintaining a competitive position. This session will describe how to build broader support of pay decisions and trust with simplicity and transparency, managing expectations, personalization through interaction, and focusing on both importance and context.

Focus Level: Strategic/Tactical—50/50

A Successful Journey: Creating a State-of-the-Art Equity Plan
Workshop Code: E02W1

W.W. Grainger shares its year-long journey of creating a new equity plan, working with proxy advisors and ultimately receiving shareholder approval for the plan. This presentation is a must for any company designing a new equity plan or seeking shareholder approval of a new plan - you'll likely encounter the same obstacles that Grainger successfully navigated. Veteran panelists illustrate how to lay out a project plan, address institutional investor agendas, consider ISS policies and increase the likelihood that shareholders will approve your proposal.

Focus Level: Strategic/Tactical—70/30

Building and Sustaining Employee Engagement in any Economic Environment: Findings from the Towers Watson/WorldatWork Global Talent Management & Rewards Survey
Workshop Code: T15W1

Emerging from the recession and attempting to return to business as usual, companies need to motivate and engage their workforces with limited resources. But to create and sustain engagement, companies must focus on the combination of reward and talent management programs that balance what employees want in their work environment and what the company can afford long term. In this session, learn how to design and deliver programs to maximize return on investment and increase engagement specifically among top performers, critical-skill employees and high potentials. Use survey data to dive into the strategy of, and action steps related to, building and sustaining employee engagement - in any economic climate.

Focus Level: Strategic/Tactical—50/50

Driving Deal Success: The Total Rewards Challenge and Opportunity
Workshop Code: T16W1

In mergers and acquisitions, there is even greater opportunity and need to address total rewards - both for incumbent employees and new employees from the acquired organization - to engage and retain key talent. In this session, learn the key lessons in leveraging total rewards in transactions to drive deal success, like MetLife recently did. Research illustrates the strategic importance of total rewards as a critical aspect of M&A activity. By being able to identify material liabilities in due diligence and drive better retention of employees through total rewards designs and retention packages, companies have a clear advantage over their counterparts.

Focus Level: Strategic/Tactical—70/30

Work-Life Balance: Going Beyond Just Lip Service
Workshop Code: W04W1

While many companies promote themselves as providing superior work-life balance, one often wonders what underlying messages are sent to employees. Can you really have work-life balance or is it just lip service? At Columbia Sportswear Company, the concept of work-life balance goes beyond flexible working hours and on-site gym; it is about an attitude and a corporate culture. A corporate climate survey informed its approach to work-life effectiveness, and this session explains how that approach has been translated to company actions with management buy-in.

Focus Level: Strategic/Tactical—40/60

Wednesday, 9:15 am to 10:30 am

Multiple Strategies for Health-Care Cost Containment
Workshop Code: B07W2

Beyond employee health management and consumer driven health plans, there are many other strategies to effectively contain medical costs. This workshop, led by Hay Group consultants and HR leaders from the County of Alameda, California, will explain employee health management, consumerism, incentives for opting out, and negotiating with carriers and unions used by the county to limit health-care cost increases, with data from more than 800 organizations on employer cost-containment actions. The workshop will address how these strategies may be revised in light of health-care reform.

Focus Level: Strategic/Tactical—30/70

Putting the Freeze on DB Plans: Experience From the Benefits Advisory Board
Workshop Code: B16W2

40% of Fortune 500 companies still have open pension plans, but that number is dwindling as companies try to better manage costs. Join members of the WorldatWork Benefits Advisory Board as they review their path from retirement programs that included a defined benefit plan to the "new normal" of a defined contribution plan. They'll share how the decision to change was made, what factors were taken into consideration in designing the new plan, how the new plans were communicated, and how employees received the decision. If your company is considering this path or you're somewhere on the road, this presentation is for you.

Focus Level: Strategic/Tactical—60/40

Integrating 360 & Upward Feedback Into Performance Management and Reward Systems
Workshop Code: C09W2

A 2009 benchmark study of organizations using 360-degree feedback found that 68% use their systems for development only. A smaller percentage of organizations has also explored using 360-degree feedback or upward feedback for talent management and performance management decisions in addition to leadership development. On one hand, 360 processes are costly and challenging to maintain. They are also often met with general skepticism due to personal experiences or tales about misuse and abuse on the part of raters and organizational decision makers. On the other hand, they can interject good insights into decision making, particularly regarding talent management or leadership selection when evaluated in the right context. Learn how to implement these processes effectively.

Focus Level: Strategic/Tactical—50/50

The Deal is Done, Now What? Mergers & Acquisition Integration From a Compensation Perspective
Workshop Code: C11W2

Many experts have revealed the post-integration phase of mergers and acquisitions is significant and determines the success or failure of the deal. Compensation has a critical role and must have a voice to ensure a successful integration! Learn how to develop and execute a compensation strategy that gains trust and builds your network. And gain an appreciation of the complexity involved with integration as well as hear first-hand critical lessons learned for both small- and large-scale integrations.

Focus Level: Strategic/Tactical—40/60

Beyond Design: Successfully Navigating the Challenges of Implementing a Global Compensation Framework in a Matrixed Organization
Workshop Code: C12W2

In 2009 Johnson & Johnson began the process of implementing its new global compensation framework in more than 70 countries. This presentation focuses on the challenges the company faced in implementing a global framework in such a highly matrixed and historically decentralized environment. As more and more organizations take on the challenges of harmonizing rewards programs globally and implementing global compensation frameworks, this presentation will provide insights into how one of the largest and most complex global organizations took on this challenge. Participants will learn from the successes and the missteps.

Focus Level: Strategic/Tactical—50/50

Regulations, Risk & Compensation: Executive Pay in 2011
Workshop Code: E09W2

This presentation will cover the Dodd-Frank Act as it applies to executive compensation regulations and practices, as well as any other current legislative acts surrounding executive compensation. In addition, this presentation will discuss compensation mix, measures and design, and how to identify and approach potential compensation landmines without hindering growth.

Focus Level: Strategic/Tactical—50/50

Comparing Private and Public-Sector Rewards: What's the Real Employee Value Proposition?
Workshop Code: T02W2

WorldatWork research comparing private and public-sector rewards indicate there is more in common than meets the eye. Each sector requires an engaged workforce, and the reliance on HR professionals and their requisite skill set has never been more demanding and mission critical. Learn how the WorldatWork Total Rewards strategy applies similarly and differently in the private and public sectors as it relates to compensation, benefits, work-life, performance and recognition, and career development. The rationale for similarities and differences will be discussed - some are profound, some not entirely obvious, some politically driven, and some simply unexplainable to the most deeply affected employees and line managers.

Focus Level: Strategic/Tactical—70/30

What It Takes to be a Successful Human Resources Professional
Workshop Code: T03W2

In many organizations around the world, the human resources function has finally obtained the importance that it deserves. The people implications of business operations have become a primary strategic consideration, and senior executives increasingly turn to HR professionals to work with them as business partners in developing a cadre of the best and the brightest employees. This increase in prestige and responsibility has presented new challenges and tremendous opportunities. Discuss the types and quality of knowledge, skills, competencies, behaviors and reputation that are absolutely essential for today's HR professional to possess - so you can effectively contribute to the success of your organization and advance your own career!

Focus Level: Strategic/Tactical—40/60

Engaging Employees by Living and Leveraging Your Internal Brand
Workshop Code: T04W2

Many companies are only using marketing-driven internal brands for recruitment. So, new employees' environment does not live up to its brand promise, leaving the majority of existing employees unengaged. Whether your organization has a formal employer brand or not, your employees experience and perceive at least one. With a case study, this workshop will discuss the steps required to complete the branding journey successfully to dramatically increase employee engagement. Align total rewards programs and HR policies and procedures with a well-designed workplace brand.

Focus Level: Strategic/Tactical—60/40

How a Company Turned Work-Life on Its Head and Created a Revolution in the Workplace
Workshop Code: W11W2

Lifeworks is a flexible work program that gives American Medical Systems (AMS) employees the freedom to choose when, where and how they get results. Lifeworks is not telecommuting, and there's no policy. Lifeworks is a sustainable practice, improves collaboration, increases employee satisfaction, and unleashes an innovative entrepreneurial spirit within the transformed workplace. Learn from a real-life experiment how AMS created and implemented a revolutionary new flexible work concept without a new policy.

Focus Level: Strategic/Tactical—50/50

Tapped in, Tuned in and Gung Ho: Making Employee Wellness Work
Workshop Code: W14W2

We all know that when people are healthy and feel good about themselves, they are naturally more engaged and productive. Wellness has evolved beyond managing standard health risk factors and offering sporadic classes. Companies that understand the real value of their people integrate wellness into all their HR practices and build a culture of energy and well-being. Learn how to establish employee ownership and accountability for well-being and take away practical ideas to implement an integrated wellness and engagement initiative.

Focus Level: Strategic/Tactical—50/50