Speaking Topics

Driving a Culture of Inclusion

A culture of inclusion is one that welcomes encourages everyone to be themselves and that leads employees to feel like they belong…a part of the organization. That means; actively involving every worker’s ideas, knowledge, perspectives, approaches, and styles to maximize business success. This is imperative in the new global business marketplace because companies with diverse employees will deliver the brand promises to changing tastes and preferences of customers. While diversity and inclusion is often policy; it must become a way of life. This presentation will highlight how businesses can focus on showing workers how diversity is part of the day to day employee experience at each touch point.

Learning points:
• Culture–How work gets done at your company: Participants will explore the underpinnings of corporate culture and how the employee experience brings culture to life.
• Diversity, Harassment, and Inclusion: What has made inclusion the imperative in today’s workplace. The speaker will challenge participants to work within their organizations to crive a dulture of inclusion and to introduce methods to help strengthen culture and mold it to align with the identified mission and values of the organization.
• Case studies: Lessons learned from Southwest Airlines and Yahoo
• How to use HR tools to bring a culture of inclusion to life.
• How to build a sustainable and self-replicating culture: Where all employees feel a sense of belonging and contribute to organizational success.

The Opportunity for HR: New Expectations for Corporations, the Greater Focus on Environmental, Social and Corporate Governance (ESG)

Description: A seismic shift is underway as Washington gridlock and the lack of trust in government causes the public to increasingly expect corporations to take the lead in solving social problems rather than seek legislative or regulatory relief. During this session, we will look at some of the trends behind this shift, the changing expectations that corporate leaders should take a public position on social issues, and the growing focus by investors on environmental, social and governance (“ESG”) issues. Many of these issues implicate HR policies, including diversity, gender and racial pay equity, the impact of technology on employment, employee reskilling and retirement readiness. We will also address the external and internal implications for companies and the opportunity for the HR function to influence how companies respond to these challenges.

Topics to be Covered:
• Current Governmental and Regulatory Environment and what comes next
• How we got here, and what is included in ESG
• What best in class companies are doing
• Role and Challenges for HR: The “S” in ESG
• Expectations from company stakeholders
• Role of the Board
• Multiple stakeholder expectations: investors, Employees and potential employees, partners, community, government
• Metrics used to measure and recognize ESG

The New Consumer of Work

Business competes for talent today in a free global marketplace in which traditional definitions of job and employee are increasingly outmoded.  As a direct result, HR leaders must also change traditional ways of working in order to maintain their central role in the organization of the future.

While many influences are bringing about this change, perhaps the most important is the way in which the worker now approaches and engages with work.   Workers today use the sensibilities of consumers to search for overall work experiences that not only provide a sense of connection and fulfillment, but also a part of their personal brands.

Libby’s keynote has an essential message for all HR leaders:  You can guide your organization through this competitive marketplace by treating your worker pool more like consumers and less like employees.  Think of each phase in the worker life cycle as a branded experience and design your HR programming to deliver this experience.  Workers will become more engaged and your organization will be prepared for the impending brain drain likely to occur when as baby boomers retire and disengaged workers head for more meaningful work.

This talk will challenge audience members to:

•Establish a team at the top with Marketing, Communications and Business operations to create the right worker experience at each stage of the employment life cycle

•Consider the both needs of the business and sensibilities of workers to meet changing business requirements

•Become an organization that creates strong connections with its prospective talent pool and a reputation for providing a great worker experience.

Cracking the Culture Code

Companies and the business media tout corporate culture as the underpinning of corporate success. In turn, culture is often seen as the reason for corporate failure. The difficulty with attributing business success or failure to culture is that sweeping statements about the workplace experience are traditionally based solely on anecdotal evidence. Most CEO’s talk to employees and investors about culture and, although motivational, it is rarely one of the top priorities for the organization.

So, it is not surprising that discussions around culture fade into the background along with other “soft” concerns; however, these are precisely the critical issues that determine the organization’s destiny; like selecting a senior executive, considering a merger or acquisition, or implementation of a major change initiative.

The good news is that culture doesn’t have to be anecdotal.This presentation will challenge the audience and introduce methods to strengthen culture and mold it to align with the identified mission and values on company’s lobby walls as follows:
• Redefining the Culture Initiative
• Ten steps to align Culture
• Establishing a Culture Baseline
• Guiding senior leadership to aspirational culture
• Overcoming obstacles
• Getting Started

Ageism: The Last Acceptable Prejudice, and What to Do About It

With five generations working side by side, it’s more important than ever to be aware of unconscious (or conscious) age bias in the workforce. With the large Baby Boom generation aging, and the war for talent heating up, companies can no longer afford to overlook mature workers. Building a multigenerational workforce yields a stronger pipeline of talent, protects business continuity and taps into new resources to address labor shortages. In this session, AARP Vice Chair Libby Sartain will share the latest strategies and insights for effectively leveraging the unique talents of these older workers.

Workplace Application – The combination of looming labor shortages and the aging of the workforce mean that organizations need to think outside the box when it comes to attracting and retaining great talent. In addition to the strategic advantage of recruiting this often overlooked talent pool, leveraging the strengths of your existing experienced workers can yield dividends in the areas of engagement, workforce stability, and cognitive diversity.

Brand For Talent

Based on the speaker’s book, Brand for Talent, this presentation will highlight how organizations must build a talent brand in order to attract their most critical talent segments to come to work. In just the past few years the marketplace for talent has fundamentally changed, partly because the needs of business have changed, partly because the availability of technology has changed how workers and business connect. Today business competes for talent in a free global marketplace in which traditional definitions of job and employee no longer relate. People looking for work have fundamentally changed.

  • Today’s worker, Gen Y to Baby Boomer no longer merely seeks or evaluates a task to complete or a job to do. The workers searches for an overall work experience that will provide a sense of connection and fulfillment beyond the immediate work at hand and outside the traditional definitions of opportunity and security.
  • All of this change makes the brand the most essential part of an organization’s strategy to secure talent.
  • The change in the marketplace for talent, and in the consumer of the work experience, demand that business look at brand in a new way.

Brand from the Inside

Based on the speaker’s recent book, Brand from the Inside the presentation will highlight how leaders across an organization can motivate employees to consistently deliver the experience the customer brand promises. By building the employer brand from inside the business—ensuring consistent authenticity, substance, and voice throughout the business—any organization can unleash a powerful tool to emotionally engage employees and recruit and retain the best people.

  • Understand Employer Branding, what it is and isn’t and why is it important.
  • Position the employer brand of their organization
  • Gain ideas and real examples of branded HR product and packaging.

HR with a Purpose

The most successful organizations are those that have a purpose as their anchor — they are in the business of making a difference in the world and improving lives of their consumers, workers and partners. Those great companies that stand for something will be the ones left standing even during the worst economic times.  These organizations have made great values a way of life inside a company and offer great value to the consumer.

Participants will learn:

  • How to answer the question “What Do You Stand For?”
  • The power of employer branding as a tool for HR
  • Lessons Learned: Southwest Airlines and Yahoo
  • How to use the tools of HR to bring purpose to life.

Essential Ingredients of a Great HR Career

Students and new entrants into the HR profession will learn how to jump start their careers and get on the fast track by identifying the right company and job, learning how a successful interviewing and onboarding experience can be driven by the candidate and can lead to the fast track, and give down to earth advice about how to establish credibility, demonstrate competence, and deliver results.

Description: It’s possible for people inside HR to love their work. It happens when the HR person and the business thoroughly understands that no business would exist, no business would be able to make any profits, no business would be able to deliver to its customers if it didn’t have — and keep — precisely the right people in place.

Whether your relationship with your company is a positive or negative experience begins with the choices you make when you say “yes” to the employment opportunity. People understandably think that HR professionals are experts in their own careers. But, as you may have already experienced yourself, faced with the desperate need to find a job, any job to make that mortgage payment and feed your children, many well-intentioned, intelligent people (including seasoned HR pros), will jump at the job offer — completely ignoring the inner voice saying, “Um…maybe this company isn’t quite right for you.”

This presentation will explore the essential ingredients in an opportunity where a dedicated, talented HR professional can find happiness and fulfillment.

Panel Moderator

Experienced as an active panel moderator and thought leader on HR, Talent and Employer Brand topics. As your panel moderator Libby will research the topic and prepare the panel to respond to thought provoking questions in advance of your event. During the panel presentation she will make sure the panel stays on topic and schedule, draw out energetic participation from all and make sure that the audience is engaged in the topic. She will guide the panel, pull it together with a good flow, instill humor, and draw the most from the panelists. She will lead the discussion and instill her own comments where appropriate. She will allow time for questions from the audience and keep the session moving at an energetic pace. She will meet with the panelists prior to the event to prepare and again in the speaker prep room.