Monday , 10:00 am to 11:15 am

MetLife's Move From International to Global Compensation Programs
Workshop Code: C09M1

Learn the steps a leading organization has taken to become more global in its compensation programs. Although MetLife is a Fortune 50, 100+ year-old company with operations in 19 countries, it has not yet made the full transition to acting like a global company. Local countries have been left to manage things very locally, with no guidance from corporate, no common grade or leveling structure, and no integrations with other MetLife countries. As a foundation for a global compensation program, MetLife partnered with Hay Group to develop a common grade structure and global approach to leveling executive jobs. With particular interest in executive jobs, this has expanded to become a new compensation program, based on common global grades and a common compensation philosophy while recognizing the need for local autonomy and customization.

Focus Level: Strategic/Tactical—70/30

Retaining Sales Talent: Is Your Sales Compensation Plan Too Rich?
Workshop Code: C10M1

Sales compensation plans are designed to attract and retain talented sales people who will contribute to a company's business success. Over time, however, the goal of paying for performance may give way to paying for retention. In a business where sales people are the "glue" between the company and its customers, features and practices creep into the plan that can create either disguised salary or guaranteed incentive pay (commission or bonus). The consequence of that phenomenon is that, over time, variable pay is not quite so variable. This workshop will provide detailed illustrations and examples of various techniques - both basic and advanced - associated with sales incentive pay that balances retention and performance payout. Participants will also see examples of how companies communicate to sales managers and sales representatives the retention and performance orientation to their plans.

Focus Level: Strategic/Tactical—50/50

HR Analytics: How AT&T Enriched Its Total Rewards Program and Confronted Data Overload
Workshop Code: C19M1

How do you determine what measures matter? What is the role of internal and external benchmarks when providing context? How do you assess significance - statistical or otherwise? Answer these questions and more with Mercer case studies and AT&T's experience. AT&T's compensation and HR staff have taken on the challenge of using an abundance of data to drive effective compensation decision-making and actions. By evaluating and prioritizing HR data based on business needs, the organization has used the information to make better total rewards decisions. In doing so, AT&T is also improving the HR partnership relationship with senior leadership.

Focus Level: Strategic/Tactical—70/30

Flying Through Turbulence: Developing a New Long-Term Incentive Plan in Difficult Economic Conditions
Workshop Code: E04M1

The turbulence in both the capital markets and the economy is creating difficulties for companies in designing and administering their long-term incentive plans. Falling share prices mean that companies have to balance lower equity grant values vs. increased share usage - if they even have the share pools to do so. The current business environment further makes it difficult for companies to project business performance, affecting performance plans. Just when stock plan professionals think they've got it right, shareholder advisory groups and regulators start talking about changing the rules. With real-life examples of the objections that were faced by multiple stakeholders in the process - including employees, senior executives, finance and the Board - learn how to design a new long-term incentive plan in this environment. Discuss the practical difficulties and stakeholder issues faced by one company to make a long-term incentive plan design analysis and potential redesign more effective and easier.

Focus Level: Strategic/Tactical—50/50

Managing in Support of Business Transformation: Pfizer's Executive Compensation Program
Workshop Code: E15M1

Pfizer restructured its executive compensation plan, effective in 2008, to support the ongoing transformation of its business and better respond to investors' suggestions. With guiding principles for rewards and high corporate governance standards, Pfizer's approach aligned with emerging best practices to improve company performance and individual performance, even during a period of economic uncertainty. The issues this organization faced in its successful transformation are the same facing compensation professionals in 2010: targeting pay position, the future of equity, disclosure issues and differentiating for performance.

Focus Level: Strategic/Tactical—80/20

Isolating the Effects of the Total Rewards Elements: Results of Two WorldatWork Sponsored Research Projects
Workshop Code: T03M1

This interactive session features the results of two research studies about total rewards, funded through the WorldatWork sponsored research initiative. One study sought to determine the relative influence of the five individual reward elements in the WorldatWork total rewards model, specifically on employee motivation and retention. The session will also feature a recent study examining how employees prioritize different components of total rewards according to their particular life stage (e.g. age, experience, parental status and other demographic variables). Learn which reward elements are most likely to motivate employees and which are most strongly related to turnover precursors. The implication of both studies is that compensation professionals, HR practitioners and managers who understand their employees' life stages and rewards priorities can begin to fashion more relevant and meaningful total rewards packages, thereby increasing motivation and retention and demonstrating that engagement is a shared commitment between employer and employee.

Focus Level: Strategic/Tactical—50/50

The "New" New Deal: How Far and How Fast Can Employers Take Themselves Out of the Equation?
Workshop Code: T05M1

Although we pronounced paternalism dead almost two decades ago, the shift to an employment deal based on shared responsibility has been incremental. However, in the wake of the recession, with companies struggling to manage heightened risk and cost exposure, shared responsibility is beginning to look like a relic from the past. The new message to employees? "You are on your own" - solely responsible for building and marketing a saleable set of skills and for ensuring your long-term health and wealth. Explore the ramifications for how far organizations can and should go in shifting risk and responsibility to workers, many of whom are ill-prepared to shoulder this obligation. Also, explore how a deal like this will affect the ability to recruit and retain critical talent and what employees are and aren't willing to give up.

Focus Level: Strategic/Tactical—50/50

Building Broadridge's Brand While Attracting and Retaining Talent After a Company Spin Off
Workshop Code: T15M1

Whether the economy is weak or strong, having a talented workforce aligned with company strategy and motivation to excel is critical. Reward programs are designed to support the recruitment and retention of talent and motivate them to make a company successful. To deliver for the organization, even the best rewards program must be communicated in a clear and engaging manner. From project charter to vendor selection, this workshop shows participants how to create an integrated Web site to reinforce total compensation value, enhance participant engagement and manager self-service, improve business and HR planning, and drive informed decision-making and behaviors. With Broadridge Financial Solutions, Inc., as a case study, learn how to use technology to strengthen your organization's identity by effectively communicating its rewards philosophy and quantifying the value of compensation, benefits and total rewards.

Focus Level: Strategic/Tactical—50/50

Canon: Future-Focused Rewards
Workshop Code: T16M1

As they looked through their lens at the future, Canon USA saw a changing landscape that would impact their survival and require significant changes to their business strategy and rewards practices. A career at Canon, a Japan-based company, was a career for life. Accordingly, the performance and reward practices were longevity-based. However, U.S. employees weren't always looking for life-long employment, and this model bred an entitlement mentality. From this case study, learn how to create a work environment where career longevity is still encouraged, but skill-building and innovative work are hallmarks of the employment "deal". See how Canon USA placed an emphasis on developing dual tracks and creating career maps for all roles in the organization, and ensured that pay delivery was performance-based.

Focus Level: Strategic/Tactical—70/30

Promoting Financial Wellness and Disciplined Spending Among Employees
Workshop Code: W13M1

Failing bank institutions, increasing interest rates and shrinking lines of credit lead to an unstable economic climate for employees, low morale and low productivity in the workplace. However, total rewards managers have a powerful opportunity to engage their employees in programs that promote a better financial future. By implementing budgeting tools and disciplined spending programs, employers can emerge from the recession with a stronger, more secure and more motivated workforce. Come away from the session with specific steps to support employees and to implement financial wellness programs.

Focus Level: Strategic/Tactical—80/20

Work-Life, Washington and War: What's in it for You?
Workshop Code: W17M1

As the nation's largest employer, the federal government plays a unique role in human capital strategy and practice. The opportunities and challenges in the federal sector provide insights, tools and innovative ideas for advancing work-life progress under the harsh conditions of economic, social and financial turbulence. Learn how the indefatigable team from the National Security Agency and the Office of Personnel Management, operating behind the tight veil of national security, are contributing to all of our safety by helping NSA employees and their family members learn how to balance their daily lives, derive satisfaction from their value as individual and team contributors, and stay whole during national crisis. What this skillful team is doing and how they do it contains actionable lessons - and inspiration - for every human resources practitioner. Get promising practices, tips and tools in workplace flexibility (with special emphasis on telework), workplace wellness and dependent care.

Focus Level: Strategic/Tactical—50/50

Monday , 1:30 pm to 2:45 pm

What You Don't Know CAN HURT! Integrated Absence Management Using Paid Time Off
Workshop Code: B01M2

Studies show that more than 17% of a company's total compensation costs is spent on salary, benefits and other rewards for periods of time not worked. In this case study presentation, review the prevalence of paid-time-off programs and learn why managing time off must be a priority for all employers. During a period of economic uncertainty, absence management may be the best option to improve productivity. With a single, national time-off benefits plan, learn from one employer's successes, failures, unintended consequences, unique behavior lessons, financial impact and estimated productivity impact.

Focus Level: Strategic/Tactical—80/20

The World of Workplace Wellness - Global Trends and Challenges
Workshop Code: B14M2

Worksite wellness, or health promotion, is a strategy utilized by employers worldwide to improve worker health, control operating costs and boost productivity. Effective implementation must address a variety of challenges, including how to motivate lasting behavior change among diverse employees and how to measure the impact of wellness initiatives to secure management's support. With evidence from the latest global wellness study from Buck Consultants and WorldatWork, the panelists will discuss how multinational corporations address the challenges of improving the health of a global workforce, illustrated by Fortune 10 employer, Chevron. With a diverse, aging, predominantly male, globally dispersed workforce, Chevron faces significant challenges promoting and achieving health and lifestyle improvements. Participants will learn how Chevron has devised and implemented a global platform to drive positive health, financial and operational outcomes.

Focus Level: Strategic/Tactical—70/30

Unconventional Wisdom: Debunking Compelling and Persistent Myths About Rewards
Workshop Code: C06M2

Rewards programs do not always perform as intended. One reason is a group of compelling, persistent myths that have been proven wrong by rigorous research yet repeatedly thrust to the fore and deemed "conventional wisdom." As changes in the economy drive opportunities to make significant rewards changes, awareness of these myths and the ability to navigate around their pitfalls can ensure that your rewards practices are adjusted to increase engagement and help your organization to achieve superior outcomes. Debunk the following myths: 1. "Incentives" improve motivation and engagement. 2. Larger incentives are more effective. 3. Success measures should be observable and agreed-to in advance. 4. Tenure should not be rewarded.

Focus Level: Strategic/Tactical—80/20

When 2 + 2 Doesn't Equal 4: The Philosophies of Quota Allocation and Cost Modeling in an Uncertain Economy
Workshop Code: C14M2

Gaining agreement on quota allocation and the resulting sales compensation cost modeling can be frustrating in changing economic times. Whose opinion matters most? The CEO? CFO? Marketing VP? Sales VP? This session will uncover various quota-allocation philosophies and models and how to communicate sales compensation plan costs at various performance scenarios. Learn how sales compensation philosophy is the compass to guide your quota-setting and cost-modeling, and explore the pros and cons of various quota-setting and allocation methods.

Focus Level: Strategic/Tactical—50/50

Mission Impossible: Operation Compensation
Workshop Code: C25M2

In a presentation that is both educational and entertaining, "Mission Impossible: Operation Compensation" attendees will learn techniques to avoid potential compensation pitfalls. With the market crisis, financial bailout (TARP), and pivotal political changes still fresh in the minds of HR professionals, Brent Longnecker and Chris Crawford will instruct attendees on how to recognize myths versus realities in compensation and apply to ideal pay practices within each organization to keep employees and executives out of the headlines.

Focus Level: Strategic/Tactical—90/10

The 10 Executive Compensation Issues All HR Professionals Need to Understand
Workshop Code: E07M2

While staying on top of what's new for executive compensation is a challenge even for the most dedicated practitioners, it's even more daunting for generalist HR practitioners who do not focus on executive pay. The need for a broad-based understanding of the key terms and concepts surrounding executive compensation has never been more urgent, as board-level compensation committees look to develop stronger connections between HR programs for the top team and all employees. What's happening today in executive pay has implications for how companies structure their programs enterprise-wide. Explore the top 10 concepts that broad-based practitioners must understand as they plan for greater integration between executive compensation and other HR programs.

Focus Level: Strategic/Tactical—70/30

Reinforcing Sound Risk Mitigation Through Clearer Disclosure of the Pay-for-Performance Link
Workshop Code: E12M2

Companies are not only required to disclose how they mitigate risk in incentives for their named executive officers, but under new SEC rules, they also must do so for employees below that level if the incentive plan creates a material risk to the company as a whole. At the same time, the imperative for clearer pay-for-performance disclosure has grown louder. This presentation will discuss the drivers of risk in incentives and provide a framework for addressing those risks. Using the Center On Executive Compensation's Risk Checklist, the SEC's risk disclosure regulations, examples and best practices of risk disclosures from the 2010 proxy season, the Federal Reserve's guidance, and more, attendees will learn more about the drivers of risk in incentive plans for executives, as well as incentive designs, approaches and good governance approaches that mitigate risk.

Focus Level: Strategic/Tactical—80/20

Back To Basics: Aligning Performance Management and Total Rewards Successfully
Workshop Code: T02M2

Effectively managing, evaluating and rewarding employee performance is the cornerstone of everything that human resources professionals and managers around the world are expected to accomplish. Also, these are primary factors in determining whether an organization is successful. However, many organizations are not retaining and motivating their best and brightest employees. The reasons are two-fold: 1) lack of consistency in management thought and application throughout the organization, and 2) non-alignment between expected employee performance and rewards. Get practical tools, tips and techniques that specifically address these two concerns. In addition, using pragmatic real-life examples, discuss a comprehensive strategic performance management methodology that has been proven to successfully align performance management and total rewards.

Focus Level: Strategic/Tactical—40/60

Harvard University: How an Iconic Institution Blended Total Rewards With Its Employment Brand
Workshop Code: T14M2

Harvard University has existed for almost 375 years, growing and thriving through periods of both prosperity and challenge. Harvard's compensation, benefits and work-life programs, while sound, were the product of independent planning, design and evolution. It was time to create a holistic Total Reward Philosophy and to establish a path for integrated changes in the future. Harvard created a reward strategy that bridged not only compensation, benefits and work-life components of total rewards, but aligned a total reward philosophy with the employment brand and current organizational practices. Follow the objectives, process and outcomes of this work, and key lessons learned along the way.

Focus Level: Strategic/Tactical—80/20

The Evolving Employer-Employee Contract: The Critical Role Effective Dependent Care Strategies Play
Workshop Code: W03M2

This economically tumultuous time and continually shifting workforce demographics have challenged organizations to reassess the employer-employee contract to effectively meet the needs of both the organization and the employee. Dependent care support plays a pivotal role in this relationship. Hear insights from discussions with executives who have been shaping their organizations' practices. Data from a study on assumptions about employees' unwritten and sometimes unspoken expectations surrounding the relationship with their employer as the economy moves into recovery will shape a discussion on how specific dependent care supports have helped employees work effectively and have had a measured impact on business metrics, such as absenteeism, retention, loyalty and commitment.

Focus Level: Strategic/Tactical—60/40

Proactively Predicting and Impacting Engagement and Retention
Workshop Code: W14M2

Accenture's Consulting workforce comprises employees who spend a significant amount of time on project sites away from home, thus making work-life balance difficult. Exit interviews revealed multiple reasons for individuals leaving the company, but "personal reasons," "work-life balance" and "nature of work" were noticeable. The challenge was to proactively provide support and resources before leaving became a consideration. "Focus on your Counselee" was released to all workforces in June 2009 and captured 17 career and work-life factors that are rated with specific guidance on how career counselors may address potential engagement, retention, career or work-life issues. By having a better understanding of elements of an employee's career experience, leaders can take positive steps to retain and engage that employee in an open dialogue.

Focus Level: Strategic/Tactical—50/50

Monday , 3:15 pm to 4:30 pm

The Financial Fitness Assessment: Measuring Financial Wellness Among Your Employees
Workshop Code: B09M3

Encouraging wellness in the workplace is nothing new. Companies have implemented everything from health risk assessments and physicals to loading vending machines with nutritional options. But what about the financial health of employees? As financial stress can impact employee productivity and absenteeism, employee personal financial fitness is an important aspect of overall well-being and affects the organization. A financial fitness assessment can bring a wealth of benefits to both the employer and employee. Combine financial fitness data with existing workforce data to understand how employee financial fitness influences your workforce and the impact HR, compensation and benefits decisions have on employee attitudes and overall financial well-being.

Focus Level: Strategic/Tactical—50/50

Pharmacy Benefits Strategies for Lowering Prescription Drug Costs
Workshop Code: B13M3

Every employer is asking: "What strategies can I implement to maintain or lower my prescription drug costs in 2010 and beyond?" This presentation will answer with strategies divided into four parts: 1. How to take advantage of the $21 billion of brand name drugs losing patent protection over the next 12-24 months. 2. How to evaluate the impact of drug manufacturer coupons and strategies to minimize their impact on employers' prescription drug costs. 3. The advantages and disadvantages of carving out your prescription drug benefits from your medical plan. 4. The difference between traditional and pass-through/transparent PBM pricing and how to determine which pricing option is most cost-effective.

Focus Level: Strategic/Tactical—70/30

Assessing Compensation Data - The Seven Signs of Survey Quality
Workshop Code: C16M3

As many compensation professionals learn the hard way, pay surveys are not all created equal. Basing decisions on substandard or outdated data is likely to produce untrustworthy and/or inappropriate rates of pay, ultimately leading to loss of talent and reduced profitability. In this session, a panel of compensation professionals and consultants will discuss seven key questions that should be asked before utilizing compensation survey data, providing detailed practical guidance for how to assess those aspects of survey quality and reliability. Among the issues to be investigated: "What quality assurance routines are employed on submissions?" "Are job matching meetings held?" and "Can I trust free online data?"

Focus Level: Strategic/Tactical—50/50

Solving Sales Compensation Chaos
Workshop Code: C27M3

Large companies have lots of sales entities, many deployed globally with numerous local sales leaders. These leaders apply their own interpretation of effective sales compensation solutions. Unguided sales compensation design can create sales compensation chaos. Learn how to provide best practice guidance to your diverse worldwide sales units by exerting leadership where none exists without stifling local ownership and solutions. Sales compensation at your company needs your leadership. Follow these proven steps to ensure sales compensation effectiveness and clarity.

Focus Level: Strategic/Tactical—50/50

Executive Retirement Benefits - Navigating the Changing Landscape
Workshop Code: E02M3

Given the heightened scrutiny of executive total rewards arrangements, mitigating risks and avoiding unintended outcomes are critical to ensuring these programs are successful for the organization and are supportable from a shareholder perspective. A closer review of executive retirement programs can allow an organization to understand the impact of benefits to the positioning of total executive compensation and uncover opportunities to mitigate financial risk. Discuss trends in executive benefits based on Mercer experience and our database of more than 1,000 company's qualified and nonqualified plans. And discuss the steps necessary to ensure your executive retirement programs mitigate risk and support the organization's objectives.

Focus Level: Strategic/Tactical—80/20

Long-term Incentives and the Anticipated Resurgence of the Stock Option
Workshop Code: E14M3

First, look at history to understand the correlation between occurrences such as new tax laws or stock performance and changes in executive compensation to see patterns. Then, explore in more detail what is to come, given the plethora of anticipated changes to executive compensation, including SEC disclosure rules and expected legislation. And finally, make new predictions for both the short- and long-term, for trends and major expected movements in executive compensation practices. This will help participants anticipate change and plan accordingly for their organizations.

Focus Level: Strategic/Tactical—50/50

Enabling, Engaging and Rewarding Employees: A Study of Most Admired Companies
Workshop Code: T06M3

New research with Fortune Most Admired Companies and WorldatWork indicates how the best organizations keep employees engaged and motivated in the toughest business environment in decades, and how they reenergize a "beaten down" workforce as they prepare for recovery-related growth. Those organizations that fail to address employee engagement and retention proactively are quite likely to find employees exiting in significant numbers as other opportunities become more plentiful. The research also examines the role that rewards play in affecting employee motivation and commitment. Hear insight and perspective on current engagement practices and processes as well as the perceived levels of effectiveness of these practices by C-suite executives and reward leaders.

Focus Level: Strategic/Tactical—50/50

Rewards in Transformation
Workshop Code: T10M3

At a time of challenge and rapid change in the world of employee rewards, this workshop offers a roadmap to emerging thinking, strategies and practices on various aspects of pay and performance management. Focusing on strategic, design and program developments, review 15 years of longitudinal data and draw inferences on what the future holds. The presentation reflects input from hundreds of multi-national and local companies in various countries. Learn to improve rewards programs by making small tweaks or major redesigns consistent with economic changes and company framework, and look at latest thinking on incentives, salary administration, job evaluation and performance management, among other things.

Focus Level: Strategic/Tactical—50/50

Communicating Total Rewards - The Cheap and Easy Way
Workshop Code: T13M3

As we continue to face the budget pressures from the economic crisis, many organizations have reduced, or even eliminated employee communication programs. Yet, it is exactly during these times that we need to reach out to this audience. Two-way communications are critical to engage and retain your high-performing workforce and keep your organization moving forward. But how do you communicate effectively with a limited budget and resources? This session is designed to be interactive where participants discuss some of the newest and most creative communication methods. The interaction is designed to teach you the Top 10 Cheap and Easy Ways to Communicate Total Rewards.

Focus Level: Strategic/Tactical—0/100

Management Perspectives on Enablers to Flexibility
Workshop Code: W11M3

This active learning workshop is designed for HR professionals interested in learning how to take a culture of flexibility to the next level. Learn about the innovative initiative at Johnson & Johnson, a leading company in work-life that recognizes flexibility as a powerful business tool to attract, engage and retain talent and drive organizational goals. Johnson & Johnson interviewed and surveyed business leaders and stakeholders to get specific and concrete information about management perspectives on the enablers to flexibility. Take actionable recommendations from the experiences of this case study. Learn innovative ways to engage leaders and managers and understand the importance of engaging internal stakeholders to ensure success.

Focus Level: Strategic/Tactical—50/50

Giving to Get Back: Success of Volunteerism in Engaging Employees in the Workplace
Workshop Code: W12M3

This presentation documents the PNC Grow Up Great program at PNC Financial Services Group, in particular the volunteerism aspects. Discuss the wide range of volunteer activities and opportunities and the internal communications campaign, coupled with a generous paid-time-off policy, easy-to-implement procedures, grants, unprecedented technology systems and innovative volunteer incentives, which have fully engaged and excited employees. Also, review some of the possible legal ramifications for human resource professionals in embarking and undertaking a volunteer program. Understand the benefits reaped from such a program as a community member, a business and an employer.

Focus Level: Strategic/Tactical—80/20

Tuesday , 9:00 am to 10:15 am

Wellness Incentives That Work: Strategies & Metrics to Support Healthier Decisions
Workshop Code: B07T1

Focus on the design and execution of an employee benefit wellness strategy that supports an organizational long-term goal of developing a culture that rewards personal responsibility for a healthier lifestyle. The City of Irving, Texas, had many of the common ailments affecting other employers. Health-care costs were continuing to rise for employees and retirees with no relief in the foreseeable future. To make a change, the city designed a program where wellness results, not just participation, were rewarded. This process is tricky in our environment of privacy sensitivities, but with the right structure, real results can be obtained.

Focus Level: Strategic/Tactical—50/50

Help Your Employees Get the Biggest Bang From Their Benefit Bucks
Workshop Code: B10T1

In 2009, Dentsply rolled out a two-part program focused on ensuring that employees understood how to use their medical plan. With small group sessions allowing employees to share both positive and negative experiences and an interactive session entitled "How to Get the Biggest Bang for Your Benefit Bucks," the benefits professionals saw the employee as a consumer. With ideas such as a "Price is Right" show where "contestants" guessed prices for general items as well as medical/dental costs and a "shopping list" to maximize benefits and minimize costs, the goal was to show ways to save within the benefit programs. This session offers ways to create a consumer education program that is engaging, relevant and fun, to create savvy employees.

Focus Level: Strategic/Tactical—20/80

Competencies Rather Than Jobs as the HR Foundation
Workshop Code: C12T1

The foundation of most everything in HR is the "job." This presentation shares how 20 organizations base their HR foundation around the competencies that people have and apply to their performance, rather than the job. They believe that because people do work and people are their differential advantage, human resources should be founded on competencies, not jobs. Learn how and why these organizations focus on competencies, how their programs and initiatives based on competencies work, and what their experiences have been and what lessons they have learned with their competency-based programs. Find out how competencies can provide your organization with an integrative foundation to the entire HR function and how to do this efficiently and effectively.

Focus Level: Strategic/Tactical—50/50

Beyond Black-Scholes: New Methods for Calibrating Long-Term Incentives
Workshop Code: C17T1

The goal of delivering competitive grant date long-term incentive value has trumped all other considerations and has led to some unintended consequences with respect to actual pay delivered versus what was intended. New approaches are needed so that compensation decisions reflect a full understanding of a "fair value" - a single figure representing a broad distribution of possible outcomes. Avoid pay-performance "surprises" by appreciating valuation theories and best practices. Once an appreciation for this fact is attained, new LTI calibration methods can be developed to control pay and performance outcomes more precisely.

Focus Level: Strategic/Tactical—80/20

Getting and Keeping a Seat at the Sales Compensation Table for HR
Workshop Code: C21T1

What role does HR play in the development of your sales incentive plan? Are you an important player at the table? Are you an equal partner with sales and finance when designing the sales incentive plan? Or, are you asked to merely deal with the administrative details after the "strategic" decisions are made? What should HR professionals do to increase their relevance to the sales function? In this session, learn the key things that HR must do to get and keep an important seat at the sales compensation table when designing plans.

Focus Level: Strategic/Tactical—70/30

Career Architecture at Barclay's Global Investors, recently acquired by BlackRock: A Framework for Managing Pay, Titles, Exemption Status & Career Development Around the World
Workshop Code: C23T1

Career Architecture at Barclay's Global Investors (BGI) defines how roles fit into the larger structure of the firm, simplifying and bringing consistency to titles, clarifying exemption status, establishing market-based and globally consistent pay practices, and facilitating discussions between managers and employees about career paths. With a clear framework and the help of Hewitt, learn from the example of BGI's Career Architecture to solve any organization's business challenges to ensure global consistency.

Focus Level: Strategic/Tactical—90/10

Relative Total Shareholder Return: An Extreme Makeover for Restricted Stock and Options
Workshop Code: E09T1

The economic crisis over the last year has rekindled shareholders' calls for closer links between executive pay and performance than what's offered by traditional stock options or time-vested restricted stock. According to research, Relative Total Shareholder Return (TSR) plans, in which the payout of equity awards are linked to the company's stock price return versus a set of comparator companies or index, are gaining popularity. With their ability to ease long-term performance goal setting, maintain employee motivation and address shareholder alignment concerns, market research also shows that Relative TSR shares provide a significantly better return on investment. Further, Relative TSR is a less volatile and more predictable compensation delivery vehicle. Learn how to develop a Relative TSR that can retain and incent while overcoming challenges in implementation.

Focus Level: Strategic/Tactical—90/10

Designing Compensation for Long-Term Value
Workshop Code: E16T1

For many investors and regulators, one of the cardinal sins of executive pay is providing "performance-based" rewards for results that do not translate into long-term value to shareholders. In this session, a compensation consultant will discuss the key means and metrics by which HR professionals can help boards ensure that pay programs are based on metrics that are both meaningful and sustainable. Issues will include managing major design considerations such as leveraging reward payouts, balancing annual and long-term incentives, peer group use, equity ownership, and the management of career compensation.

Focus Level: Strategic/Tactical—40/60

Eldercare and the Effects of Employee Caregiving on the Workplace
Workshop Code: W01T1

The stakes are high for the growing number of employees with caregiving responsibilities. According to MetLife research, the total estimated cost to employers for all full-time, employed caregivers is $33.6 billion per year. Working elder caregivers may experience their own health decline, loss of productivity, lost advancement opportunities and potential decreases in financial security. The Alzheimer's Association recently formed the Eldercare Workplace Advisory Council to identify best practices and solutions to this looming crisis. Hear first-hand some of those best practices. Get keys to influence change in your organization and with EAP providers to restore balance to employees and alleviate the impact to the workplace.

Focus Level: Strategic/Tactical—40/60

Global Work-Life Toolkit: A Guide for Creating and Implementing Work-Life Initiatives
Workshop Code: W04T1

Multinational companies such as Kraft and Johnson & Johnson are faced with many challenges in designing and implementing global work-life programs. A successful program in one country cannot be simply transported to another country, due to varying cultural environments, legal regulations and professional resources. But a Web-based toolkit can be a resource to support the development and implementation of effective, culturally sensitive work-life initiatives. Learn more than 25 practical and easy-to-use tools to assist in these efforts. Hear how the toolkit is currently being implemented and the benefits it has brought to organizations using it in various geographies.

Focus Level: Strategic/Tactical—30/70

Tuesday , 10:45 am to 12:00 pm

Human Capital, Personal Value and the Health, Wealth, Performance Portfolio
Workshop Code: B02T2

Especially in today's economy, employees are the final differentiator for enabling the success of each employer's business strategies. High-performing companies understand the linkage between business strategy, people strategies and employee investment strategies needed to support both. Each employee owns his or her health, wealth and performance. These are assets in which both the employer and each employee make investments annually. For employees, the sum of their health, wealth and performance assets reflects their personal value. Increased levels of personal accountability by the employee drives higher engagement levels in employer's programs invested to improve the Human Capital of the enterprise. By understanding the links, HR professionals who attend this session can increase employee engagement and optimize the value of employer investments.

Focus Level: Strategic/Tactical—80/20

Developing a New Approach to Retirement Benefits for Long-Term International Transfers
Workshop Code: B05T2

There is no easy solution to providing retirement benefits for an internationally mobile workforce. Many approaches have been tried and tested and typically they fall short of the ideal. Challenges include how plan designs can adapt to the multitude of retirement plan practices, taxation requirements and social systems around the world, especially in an environment where defined benefit pension promises are increasingly becoming unacceptable to many organizations. Review several of the possible approaches to addressing these issues with the Medtronic case study in the context of its own culture, business strategy, employee mobility needs and unique approach to this challenge.

Focus Level: Strategic/Tactical—50/50

So You Want to Run a Survey
Workshop Code: C15T2

HR professionals look to ground decisions with timely and reliable information. When it's not available, many contemplate the option of having the organization conduct a survey of their labor market peers, industry or geographic area. In this session, a panel of compensation practitioners and consultants will address the most important considerations in making the decision to conduct a survey internally or with a vendor and determining the right way to approach either route. What kinds of information best lend themselves to collection through the survey process? Speakers guide participants through the key issues such as speed, timing, cost and selecting a vendor using a Request for Information or Request for Proposal process.

Focus Level: Strategic/Tactical—50/50

The Myth of Planned Obsolescence: Why the Sales Compensation Plan Must Change
Workshop Code: C24T2

Why do sales compensation plans change so frequently? The WorldatWork 2008 survey of sales compensation practices found that a full 76% of companies change their sales compensation plans every year or almost every year. Skeptics, often from the salesforce, often suggest that it reflects management's ongoing attempts to control or reduce pay levels. In fact, too often the salesforce will suspect that any sales compensation change effort is an attempt to reduce costs. This case-based workshop dispels the myth of planned obsolescence and describes those critical intrinsic limitations and external circumstances that most often drive the need for sales compensation plan change.

Focus Level: Strategic/Tactical—50/50

A Year in the Life of Integration: Creating the Job Hierarchy and Salary Structure for the MillerCoors Joint Venture
Workshop Code: C26T2

Discuss the initial work that was done to integrate two organizations with very different cultures and compensation philosophies that came together in a joint venture, as well as the continued efforts during the first year of the new organization to shape and mold the new culture through a new pay philosophy, job hierarchy, and salary program and structure. Hear lessons learned and what to think about as an organization goes through a similar exercise, either in the case of a joint venture or other M&A event or just to update and improve the overall effectiveness of compensation program design. Know what to consider in creating compensation programs that help usher in and support dramatic change in an organization.

Focus Level: Strategic/Tactical—90/10

Strategy-Based Performance Management
Workshop Code: C30T2

Discover how to design and implement a world-class performance management system - a system that would assure the execution of your organization's strategic plan and reinforce its core competencies, values and high-performance culture. Get an insider's knowledge of the best practices in performance management, rater reliability/calibration, assessing potential, using rating scales and more. Dick Grote will leverage this session on his vast expertise and experience - 15 years of intense corporate action (General Electric, United Airlines and PepsiCo), 20 years as graduate school professor of organization behavior, and tens of thousands of consultations with CEOs of Fortune 500 companies, middle-managers, supervisors and line workers.

Focus Level: Strategic/Tactical—60/40

Setting Variable Performance Targets for Option Grants and Performance Shares
Workshop Code: E01T2

Many companies are now attaching performance targets to grants of stock options and awards of performance shares and other long-term incentive plans. Setting targets three or more years in advance that are both stretching and achievable is not easy. Old Mutual was the first FTSE 100 company to set variable targets that will change in line with global economic performance. This session explains the issues companies face and the Old Mutual solution. Learn the key methods of target setting and their pros and cons, as well as how to discuss the targets with management and shareholders.

Focus Level: Strategic/Tactical—80/20

Aligning the Interests of Executives and Shareholders...How to Walk the Talk
Workshop Code: E05T2

The decision-making processes surrounding executive compensation are in need of new thinking, tools, governance and principle-based disciplines. Stepping up to the issues is particularly critical in today's environment, as shareholders scrutinize their investment in compensation programs relative to their returns, and government re-evaluates its role in establishing pay-based rules for corporate America. It's a delicate balancing act. What are the best ways to ensure performance and pay alignment and a "fair deal" between shareholders and executives? Drawing upon Farient's proprietary research, this session reveals data, perspectives and applications for solving real-world problems.

Focus Level: Strategic/Tactical—100/0

Aligning Employee Value Proposition and Global Total Rewards in a Mission-Based Organization at Medtronic
Workshop Code: T08T2

As leaders of an organization with a strong mission-based culture, Medtronic's senior management team put forth a compelling employee value proposition long before the concept of "EVP" had emerged in common parlance. However, as the company evolved into a dynamic global organization, the role of total rewards in Medtronic's EVP evolved. In 2009 and 2010, Medtronic set out to determine the true role of total rewards in its evolving global culture, operating processes and EVP. In this session, review the process Medtronic used to align total rewards with the employee value proposition. The lessons learned will help any company contemplating the development or review of its EVP and/or total rewards programs.

Focus Level: Strategic/Tactical—80/20

Leveraging Work-Life During the Economic Recovery
Workshop Code: W07T2

This session will illustrate why now is the best time to fortify existing work-life programs and even expand them to remain well-positioned after the economic recovery. According to Sherion's 2009 Emerging Workforce study, very few employers plan to add work-life programs over the next few years, despite the fact that 90% of organizations say their work-life balance programs have improved worker satisfaction. Employees at organizations where work-life balance programs are offered are much more likely to stay with their employer for at least the next five years. But how can HR professionals even begin to consider the future when there is so much pressure to just survive in today's dynamic economic environment? Leave the session with an understanding of the new rules of attracting, cultivating and retaining talent: treat employees with respect; provide clear, appropriate communication; show a genuine interest in both an employee's work and life. Hear new, innovative and uncharted workplace strategies to thrive in the next decade.

Focus Level: Strategic/Tactical—60/40

Calculating the Business Case for Flex - An Innovative and Relevant Approach to Driving Cultural Change
Workshop Code: W16T2

Global competition and tough economic conditions are making it harder for organizations to achieve growth, profitability, sustainability, diversity and maintain employee engagement. To achieve these goals, flexible work arrangements have gained significant momentum. By year-end 2011, nearly 75% of the U.S. workforce will be mobile. Dell partnered with Zinnov to design and develop an innovative, Web-based flexible work arrangements modeler to calculate the multiple avenues for Dell, its employees and the environment to benefit from the use of flex. Learn how to develop a tool and quantifiable "menu" of flexible options that address common business issues and the culture change it can produce.

Focus Level: Strategic/Tactical—40/60

Tuesday , 1:30 pm to 2:45 pm

Behavioral Economics in the Pharmacy Benefit
Workshop Code: B06T3

The United States wastes $42 billion each year due to underutilization of low-cost generic drugs. Reducing copayments to motivate greater therapy adherence often leads to disappointingly small improvements. Now more than ever, plan sponsors need more effective mechanisms to eliminate waste while maximizing health outcomes. Fortunately, behavioral economics is arming us with new insights about human behavior, with practical applications in the benefits arena. Choice architecture, the intentional design of interactions to advantage desirable behaviors, is particularly powerful, and early applications of choice architecture in pharmacy are surprisingly effective. Learn to identify choice architecture in everyday life, and apply it to pharmacy benefits.

Focus Level: Strategic/Tactical—70/30

Building Benefits Based on Four Generations
Workshop Code: B15T3

If you are looking for a fresh approach to leveraging benefits as a means of fostering employee engagement and productivity, the time has come to consider building benefits around generational differences. The experiences and perspectives shared in coming of age (the television shows we watched, the political events that shaped society, the music we danced to) create a context that generates powerful common bonds across the generation that lived through them together. This unifying phenomenon informs a unique set of attitudes and needs toward work challenges and life dynamics, as well as health and wealth issues and solutions for each generation. Gain a better understanding of how and why generations are different and their different attitudes to life and work - and why there is a business advantage to adopting a generation approach to tailoring benefits.

Focus Level: Strategic/Tactical—50/50

An American Icon Blazes New Trails - Boy Scouts Builds Talent for the Next 100 Years
Workshop Code: C04T3

Traditional compensation and performance programs no longer provided the vital stimulus and motivation needed to carry Boy Scouts of America to the next 100 years. While preserving core values, Boy Scouts' youth programs have been modified and modernized to appeal to each generation; however, this flexibility was not being reflected in the compensation, performance and talent management strategy. Learn how leadership changed from tenure and retirement focused to clear career paths, fast tracks and development promotions to appeal to multiple generations. This presentation explains how the Boy Scouts followed the "Be Prepared" motto and positioned talent management for the next 100 years.

Focus Level: Strategic/Tactical—50/50

Can Sales Compensation Survive the Fall-out From Flawed Goals?
Workshop Code: C20T3

As salesforces have tried to navigate the recent economic turmoil, it has become painfully clear that businesses still need significant help building goal-setting processes that are tied to realistic sales performance potential and an achievable business plan. Further chaos can ensue when the sales compensation plan and the goal-setting process are owned by different functions. Previous research has shown that a sales person with a goal is significantly more productive than one without a clear performance expectation. The catch is that the sales person must believe that goal, even if challenging, was set using a rational process. Identify the five most prevalent pitfalls of poor goal-setting, and lay out five key principles, process elements, and best practices for setting goals to drive effective sales compensation.

Focus Level: Strategic/Tactical—70/30

Long-Term Incentives: The New World Order
Workshop Code: C28T3

The dramatic economic downturn created havoc in the equity markets, which in turn produced chaos with long-term incentive award values. Many option grants were underwater and prior stock grants were reduced in value. Most forecasters predict slow economic growth and volatile markets for several years. As such, many companies are rethinking their LTI strategies. In this presentation, look into new ways to efficiently use incentive plan share pools and discuss how to manage LTI costs in the next decade.

Focus Level: Strategic/Tactical—60/40

Proxy Disclosure Trends 2010
Workshop Code: E03T3

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. Hear early pay trends from 2010 proxies including changes in pay levels and elements of pay, best practices surrounding perquisites, and unique disclosure examples in hot topic areas, including pay risk, claw-back policies, ownership guidelines and change-in-control arrangements.

Focus Level: Strategic/Tactical—80/20

How to Build a Highly Effective Relationship With Your Compensation Committee
Workshop Code: E11T3

Within their own companies as well as in the media, compensation committees are struggling with their new prominence. Now more than ever, committees are being burdened with an ever-increasing workload as their scope of responsibility expands to include compensation risk assessment and the possibility of responding to say-on-pay. Learn how to build a great, trusting relationship with your compensation committee and take the lead in helping them navigate the most difficult and challenging environment they have ever encountered.

Focus Level: Strategic/Tactical—50/50

How Will Congress and the Obama Administration Impact Total Rewards in the Workplace
Workshop Code: T18T3

Join us as Cara Welch, Director of Public Policy at WorldatWork, shares information about current public policy and the impact on total rewards. Cara will discuss the key total rewards 'hot topics' to watch and provide a timely overview of federal legislative, regulatory and legal developments that are likely to have an impact on the total rewards profession this year. Learn how the workplace will be affected by potential changes in executive compensation, health care, retirement plans, work-life and other issues.

Focus Level: Strategic/Tactical—20/80

Success Factors for a Winning Wellness Program
Workshop Code: W02T3

This workshop is designed to help participants develop, implement and measure a successful, practical wellness program. Attendees will learn first-hand how the Dallas/Ft. Worth Airport created its LiveWell program and how it has successfully grown and sustained this benefit. Learn about each component of the airport's wellness program and how to tailor a program to address the health concerns that are most important to any organization. Presenters will share the airport's "wellness scorecard" and highlight the tangible results achieved since the program's inception. Focus on the essential components of a proven wellness model that includes assessments, interventions, benefits and measurable results.

Focus Level: Strategic/Tactical—30/70

Assessing the Impact of EAP on Absenteeism and Presenteesim.
Workshop Code: W10T3

In this presentation, hear the process of implementing an evaluation of EAP on presenteeism and absenteeism by applying the Work Productivity Activity Impairment (WPAI) model. Discuss the process of implementation and the results of a pre- and post-test study of EAP impact based on more than 500 telephone interviews. Attendees will learn how to implement an important form of assessment that can be done at a relatively low cost and time and effort. We will conclude with a discussion of the strengths and weaknesses of the WPAI model as a tool for assessment.

Focus Level: Strategic/Tactical—30/70

Tuesday , 3:15 pm to 4:30 pm

2010 Open Enrollment---Our Experience With Wellness Incentives
Workshop Code: B03T4

This session will discuss the experience of A&P in using wellness incentives to help employees modify their behavior to receive lower employee premiums required under the CDHP medical plan. We will look at the experience from 2008 and 2009 and review the strategy that was utilized for 2010 open enrollment. The 2010 process included bio-metric screening for 1,500 remote non-union employees and 1,100 employees at the corporate headquarters. The results of the screening and the overall health status of the population will be reviewed. Learn how the use of premium discounts as incentives for participating in biometric screenings adds significant impact on the success of the program.

Focus Level: Strategic/Tactical—50/50

Workplace Financial Education... What Works, What Doesn't
Workshop Code: B08T4

Today, the need for financial education and advice has never been stronger. With bankruptcies, foreclosures, bad debt write-offs, property repossessions, wage and benefit freezes/reductions, and job layoffs increasing at record rates, employees are alarmingly anxious about their futures, and, as such, their focus at work and productivity levels are in jeopardy. By actively addressing employee financial needs through education and advice, employees can stay focused on their work and live happier and healthier lives. Define the challenges and legal landscape of providing education versus advice and discuss the success measures and costs.

Focus Level: Strategic/Tactical—50/50

Rewarding Performance: Guiding Principles and Custom Strategies
Workshop Code: C02T4

Any approach to rewarding performance can be successful for some organization, at some time, for some employees. Because strategies and programs will succeed or fail depending on the organizational context, one organization's successful performance reward strategy can be a failure at another. Yet, there are guiding principles that underlie effective and appropriate performance and rewards management. These principles can be used to guide the selection of custom strategies, which will be a good fit to each type of employee-- from executives to support personnel. One total rewards package for all employees has advantages, including sending the message that all employees are treated equivalently in a way that isn't administratively complex. But customizing rewards packages for different segments of the workforce has advantages, too, including matching the nature of the work and the desired contribution to organizational success and adapting rewards to fit the expectations and needs of employees. This session shows how to balance consistency and customization--critical decision for rewards strategists.

Focus Level: Strategic/Tactical—70/30

The Business Context for Sales Compensation
Workshop Code: C05T4

Many companies have evolved their sales model from purely transactional to solutions or consultative selling. It's important that HR groups that support Sales understand the effects of this evolution as well as other business drivers that underlie sales compensation plans. In this presentation, explore all the things a Compensation Professional should consider before designing and implementing a successful sales compensation plan. Focus on how a sales compensation plan should account for the strategic aspects such as the opportunity and dynamics of the market for its products/services, competitive positioning, how it segments its customer and prospect base, and the channels through which it distributes its products/services. Be able to more fully participate in crafting creative solutions for motivating and rewarding sales professionals

Focus Level: Strategic/Tactical—null/null

Creating & Sustaining a Culture of Recognition
Workshop Code: C13T4

It's impossible to pick up a business publication without seeing articles on the importance of employee recognition and engagement in having your employees deliver the promised brand experience. Dr. Bob Nelson, author of the best-selling 1001 Ways to Reward Employees and 1001 Rewards & Recognition, has spent his career researching, consulting, writing and speaking about the power of recognition in obtaining desired behavior and performance at all levels of the organization in ways that also improve retention and attraction. Hear highlights from his research and the critical role of front-line managers in bringing a culture of recognition to life, illustrated with examples from leading hospitality companies including a best practice case study about successful communication practices at Marriott International.

Focus Level: Strategic/Tactical—50/50

Getting It Right -- Paying For Performance Through Variable Pay
Workshop Code: C22T4

Record low spending on base salary increases and record high funding for variable pay plans has led to a shift in thinking about how to achieve pay for performance. Variable pay has become the primary means by which companies are attempting to drive employee behavior and reward results. At the same time, this heightened focus on bonus/incentive plans has resulted in increased visibility, exposure and scrutiny internally and by the government and media. A review of 2,000 variable pay plans covering approximately 20 million employees reveals many questionable design practices about variable pay today. This session exposes the variable plan design characteristics that are holding organizations back from pursuing more effective practices and achieving stronger results. It also offers suggestions to overcome these shortcomings.

Focus Level: Strategic/Tactical—30/70

Driving With Low and High Beams: Current and Future Trends in Executive Compensation
Workshop Code: E08T4

Some might argue that we have been caught off guard by the multitude of hurdles that challenge how we attract, retain and motivate not only current executives, but tomorrow's executive management teams as well. TARP rules and their possible extension beyond financial services, Say on Pay, tax changes designed to limit pay and severance, deferred compensation, private equity, performance versus retention, CD&A refinements, and union and shareholder control will cause those involved in executive compensation to suffer through many sleepless nights. Thus, it is critical to consider flipping on our "high beams" now to determine what might be in the road ahead of us over the next few years.

Focus Level: Strategic/Tactical—50/50

Long-Term Equity Compensation: What is it Worth? A View of Intended Delivery Value and Actual Value Delivered
Workshop Code: E13T4

Equity compensation is the most significant portion of executive compensation, and most companies focus only on the intended value, that is, the value at grant. However, with increased focus on the linkage of performance and compensation, it makes sense to look at what was intended and what has been delivered based on stock price changes over a few years and the payouts under programs such as performance shares. Discuss Akamai's equity and total executive compensation philosophy and strategies, which is highly performance-oriented. Review the analysis conducted to answer the question: "How have our equity compensation results matched/not matched our intentions?"

Focus Level: Strategic/Tactical—50/50

Blazing New Reward Trails: How the Best Companies Have Cut Through Icy Economic Roads
Workshop Code: T04T4

Three top retail organizations identify the rewards innovations. Gap, Target and The Home Depot will share their experiences and challenges as they continue to adapt and grow their reward programs in today's challenging business environment. Discuss the economic downturn, succession planning, rewards, managing high performers and key talent, career pathing, intangible rewards, and determining ROI on rewards. The old rules of reward won't work. The best organizations have already adopted current "best" reward practices and are in search of future best practices. Join us for what is sure to be an insightful discussion as we uncover and discuss the future of reward.

Focus Level: Strategic/Tactical—70/30

Top 10 Takeaways: The 2009 Kanter Award
Workshop Code: W05T4

Interested in research? How do you know what good research is? How do you apply the research to your corporate setting? The Kanter Award for Excellence in Work/Family Research is given annually to the best research article published in a peer-reviewed journal during the prior year. Through support from WorldatWork affiliate AWLP, the Center for Families at Purdue University and the Boston College Center for Work & Family analyze, interpret and synthesize the findings of the Kanter finalists to identify the Top 10 Takeaways for corporate work-life practitioners.

Focus Level: Strategic/Tactical—70/30

Generational Differences: Fact or Fiction?
Workshop Code: W09T4

We've all heard that Gen Y s are more demanding and Boomers are working longer, and that we have to change the way we recruit, manage, develop and retain our employees to meet the needs and demands of this workforce. But do we really know what age and generation tell us about an employee's needs, desires and quality of work experience? It's fiction to think that age or generational diversity awareness programs based only on chronological age and generation will be the solution. Employers who consider the career stage and life stage aspects of age as well will make better decisions about talent and talent management programs. Attending this session will start you thinking about how a broader view of age can make an impact on your organization. By participating in a combination of discussions, short exercises and self-reflection, develop an awareness of how perceptions and attitudes toward age are impacting work experiences and the quality of employment.

Focus Level: Strategic/Tactical—50/50

Wednesday, 7:30 am to 8:45 am

How Safeway is Effectively Building a Culture of Health
Workshop Code: B11W1

Safeway had made a long-term commitment to changing the way employees understand, consume and manage their rewards programs through a tripartite "physical, mental and financial wellness" concept. The company's existing communications and delivery systems did not support this goal because they were siloed. See how Buck Consultants and Safeway partnered to develop a multi-year plan that serves as a blueprint for phased technology implementation and associated change communication. Phase One of this plan was the launch of a benefits portal that focused on integrating Safeway's various wellness program components and positioning the portal as Safeway's primary benefits/rewards communication channel. Subsequent phases will introduce financial education, retirement planning, household wealth accumulation, health risk management, health coaching, lifestyle change and social networking.

Focus Level: Strategic/Tactical—50/50

Xtreme Challenge: Attraction and Retention in Post-Katrina New Orleans
Workshop Code: C01W1

Hurricane Katrina's devastating impact on the New Orleans labor market created monumental, long-term challenges for Tulane University in recruiting, retaining and motivating talent with limited funds. Learn how overhauling its compensation strategy and policies to respond to local conditions, providing a 'living wage' and effectively prioritizing its limited pay dollars, helped the largest employer in New Orleans survive the challenges presented by Katrina and the 2008-2010 recession.

Focus Level: Strategic/Tactical—50/50

From 100 to 1: Creating a Global Annual Bonus Program
Workshop Code: C08W1

As Rockwell Automation transitioned from a regional to a global business model, the alignment of bonus plan structures to the business did not keep pace. With the challenges of the economic and business conditions, the misalignment of bonus plan structures became an issue in 2009, and the organization was challenged to create a global focus and alignment for 2010. This workshop will review the challenges of moving from 100 plans to one common global bonus program. In addition to the challenges of buy-in and design, the workshop will cover how to develop a communication strategy, implementation plan and system for administering a global annual bonus plan.

Focus Level: Strategic/Tactical—30/70

Panning For Gold, or Reading a Proxy to Find Valuable Nuggests of Information
Workshop Code: E10W1

Reading a proxy statement to find information might be one of the most arduous tasks in compensation research. Proxies tend to be dry, with information that is buried inside footnotes, descriptions and various tables. This workshop is designed to provide a greater understanding of how to read and analyze compensation information from a proxy. Learn how to interpret the compensation tables and how to use footnotes to provide a greater understanding of the compensation levels. See examples of the best practices in the writing and compilation of the CD&A and Summary Compensation Tables, and review the new SEC Proxy Reporting Regulations that have been proposed for 2010.

Focus Level: Strategic/Tactical—40/60

Hottest Topics & Top Contributors on the New Online Community
Workshop Code: T01W1

In this innovative, unprecedented session, the leading posters in the WorldatWork Online Community will have a highly interactive discussion with the audience on the most popular discussion topics in the Online Community. While the content will be driven by audience preference, the panel will be prepared to cover lessons learned from the community in the first year, the strengths and weaknesses of the format, how it can enhance your effectiveness, the "competitive" communities and more. Learn how to use the Online Community for critical research on total rewards issues and tips to shape your question to produce the most useful results for your application.

Focus Level: Strategic/Tactical—50/50

The Impact of Socio-Economic-Cultural Trends on Reward Strategies.
Workshop Code: T12W1

This presentation examines the current reward trends and the future direction of total reward strategies based on the various social, economic and cultural (SEC) characteristics of different geographies. Through this presentation we will attempt to unravel the interplay that demographics, cultural environment and more have on rewards expectation and trends across Europe, Asia and America. This would also provide us an opportunity to identify the future trends of SEC characteristics and how one can shape the reward strategies for the future.

Focus Level: Strategic/Tactical—70/30

Telecommuting: The Bottom Line
Workshop Code: W06W1

Employees are eager to take control of their lives and desperate to find a balance between work and life. That's why the option to telecommute scores as one of the most sought after benefits for a broad range of workers; it's why, if you want to compete in the race for talent, you need to add it to your bag of tricks. For employees, telecommuting offers a better work-life balance, improves morale, increases productivity and saves money. Telecommuting programs help companies attract, motivate and retain an engaged workforce. It reduces attrition and absenteeism, increases productivity, improves disaster preparedness and lowers costs. For the community, telecommuting decreases traffic congestion, increases opportunities for the un- and under-employed, reduces the strain on crumbling transportation infrastructures, and conserves energy. This workshop will examine the major roadblocks to telecommuting and offer a model for quantifying what a home-based workforce can do for a company's bottom line.

Focus Level: Strategic/Tactical—50/50

Wednesday, 9:00 am to 10:15 am

Selecting and Managing Total Rewards Vendors: Five Top Tips for a Great Partnership
Workshop Code: B04W2

As total rewards professionals become more involved in the responsibilities of vendor selection and management, it is more important to understand five things that can help improve strategic vendor relationships. Although these are very basic, many total rewards professionals have either forgotten them and/or don't know how to apply them in the various situations they manage. Review in-depth the five leading things client companies must do to make the relationship a great partnership, rather than just an "us vs. them" situation. The five tips are: 1. Negotiate a Great Contract 2. Implementation/Set-Up of the Engagement 3. Managing Change 4. Recovery 5. Communication

Focus Level: Strategic/Tactical—30/70

The Aging Work Force: How to Fight the Risks
Workshop Code: B12W2

This co-presentation by Mercer, the World Economic Forum and Bombardier Inc. shares the insights from interviews and workshops conducted in 2009 with CEOs, senior executives, government ministers, academics and NGO representatives on health care and pensions issues. These interviews and workshops reveal the most promising strategies to address the challenge of financing retirement and health care in an aging world where many employees are becoming less healthy and are not saving for retirement. Test the effectiveness of your existing or considered health and retirement strategy against likely future environments. And learn about developing countries' trends and best practices across the globe in three areas: " How employers are managing an older workforce through phased retirement programs and workforce planning. " How employers are improving defined contribution plan management through financial education and automation. " How employers are managing retirement risk through enhanced global benefits governance.

Focus Level: Strategic/Tactical—30/70

Incentive Goal-Setting in Stormy Waters: Strategies to Survive and Succeed
Workshop Code: C07W2

Many organizations struggle with the challenge of how to define and set goals for an incentive plan. As sales plans are increasingly focused on achievement of goals or quotas versus a straight commission, being able to set a reasonable goal is a critical part of making these plans effective. Focus on goal-setting for fun and profit. Address the moving parts of leverage, measures, roles and variance. Look at goal-setting vehicles for challenging situations: high-demand volatility, long cycles and significant regional/channel growth variance, among others. Walk away with a total rewards approach from conceptual model to specific programs, and hard-won lessons to make it work.

Focus Level: Strategic/Tactical—50/50

Worldwide Stock Option Exchange: How to Exchange Underwater Options With Flawless Execution
Workshop Code: C11W2

This workshop outlines how Motorola implemented a successful worldwide stock option exchange, which was done in 40 countries. Learn the process, collaboration and tools used to make the project - called Flawless Execution - come off without a hitch. Learn about the challenges Motorola faced when considering a global stock option exchange. Hear how to develop an implementation plan for a successful exchange and use communication tools and techniques necessary to get large numbers of options exchanged.

Focus Level: Strategic/Tactical—40/60

Developing a Global Sales Incentive Framework to Drive Pay for Performance
Workshop Code: C29W2

Understanding the process, expertise and tools needed to develop a master set of global sales incentive plans for an enterprise's different markets is a difficult task. Companies often embark on a project of this scale without a clear understanding of how to efficiently and effectively develop a framework that improves business performance. Based on our experience with multiple companies across a number of industries, learn how leading companies have developed a single global sales incentive framework that works.The session will provide best practices and tips to help accomplish a project of this scale, including an outline on how to efficiently involve a vast array of stakeholders, and discuss do's and don'ts of navigating the "landmines" that will invariably come up on a global project.

Focus Level: Strategic/Tactical—80/20

Outside-In/Inside-Out: Executive Compensation Decision-Making in a New Era
Workshop Code: E06W2

"Outsiders" such as legislators, regulators, institutional advisors, shareholder activists and the media have become the prominent influence in the determination of "good" and "poor" executive pay decisions. Respond to this new reality through the use of a four-step Outside-In/Inside-Out audit and assessment process. Templates for each step of the process complement the discussion in this workshop. Hear how to determine whether outsiders' opinions are based on inadequate disclosure of critical information or on real weaknesses in plan design and decision making. Publicly traded company success stories will be shared.

Focus Level: Strategic/Tactical—50/50

Will the Face of Total Rewards Change? Perspectives from the U.S., India & China
Workshop Code: T07W2

Panelists from the United States, India and China will engage in a lively discussion about the possible impact the economic downturn may have had on the WorldatWork Total Rewards Model. Focus on the five elements that converge to attract, retain and motivate employees. In particular, factors such as the demographics of the employee groups and differences in intergenerational issues specific to the three countries will be presented. Explore how the changing economy may impact the dynamics of the total rewards elements. The conversation will include answers to questions such as: Will the optimal mix of the total rewards elements need to be changed? How do companies balance keeping employees engaged with fewer or different total rewards levers? How will companies prepare for potential changes in oversight and governance?

Focus Level: Strategic/Tactical—70/30

Renewable Rewards - A Sustainable Approach for Aligning Talent, Organization and Strategy
Workshop Code: T09W2

In response to economic conditions, we have seen organizations and their employees make difficult choices in the face of historic challenges. Many people are asking what things will be like when they get back to normal, and there is an emerging perspective that 'normal' may never be the same. The future of total rewards (and indeed, of the employment relationship) will be defined by organizations that take a new perspective. In these "renewable enterprises" that have evolved in order to overcome challenges and capitalize on opportunities, total rewards are more than tools for attracting, retaining and motivating talent. They are core business processes as essential as budgeting and strategic planning. Learn how a renewable enterprise dynamically aligns talent with strategy and organization and the specific tools that a total rewards professional will use to anticipate and prepare for the future.

Focus Level: Strategic/Tactical—70/30

Wellvolution: Wellness as a Work-Life Integration Strategy
Workshop Code: W08W2

Employers, are you sick of hearing about health reform? Perhaps you are waiting for the political winds to die down before deciding what to do in your company. Marianne Jackson, Senior Vice President of Human Resources at Blue Shield of California, understands this pain. As an employer in the top HR job for a major health plan, she has implemented many wellness programs for several other large companies. Marianne convinced her leadership team in 2007 to take a bold step toward real change and improvement in the health status of employees. She was focused on exploring a more effective next-generation wellness product as part of solving the health-reform equation. Hear about Blue Shield's experiment with a wellness model that starts with each employee's needs, adds a well-matched benefit product and surrounds them with an environment that makes it easy to live well.

Focus Level: Strategic/Tactical—80/20

Innovative Workplace Flexibility Options and Implementation Strategies for an Hourly, Non-Exempt Workforce
Workshop Code: W15W2

Workplace flexibility is widely recognized as a critical business tool, yet most organizations have not figured out how to implement flexible work options with hourly, non-exempt employees. A recent report on Innovative Workplace Flexibility Options for Hourly Workers demonstrates how workplace flexibility initiatives for hourly employees are as successful as those designed for professional staff. Hear the key findings from this groundbreaking research and innovative flexible work practices with hourly employees in five leading companies. Learn how flexible work options are being effectively utilized to manage personnel and overtime costs, reduce unscheduled absences, reduce cycle time and provide employees more control and choice over their working hours - a win\win for employees and the business.

Focus Level: Strategic/Tactical—30/70