Filtered Sessions

Filters: Session Type: Masters Series


Working Together: Using Data and Analytics for Better Collaboration and Culture
06/19/2017 10:45 AM - 12:15 PM | La Nouvelle Ballroom AB
1.50 SHRM PDCs | Competencies: Critical Evaluation, Business Acumen | Intended Audience: Senior-level
Workplace Application:
This Masters Series will show how researchers and industry leaders are turning to data and analytics for insights about how organizations and communities can work together better. 

Call it the paradox of the connected workforce: If it is easier than ever to connect with our colleagues, customers and collaborators, then why do we still find it so challenging to actually work together and get things done? Many of us spend the majority of our working hours in meetings, on the phone or responding to emails, yet if we crunch the numbers, we often have little return to show for that substantial time investment. That’s because collaboration is inefficient and culture is hard to get right. Data shows that in many organizations, the most helpful employees are suffering from collaborative overload, and so-called “star performers” often do little to help their colleagues. At the same time, despite leadership’s best efforts to be mission-driven and values-focused, developing a strong workplace culture is still more of a mystery than an established practice supported by analysis and insights. “Collaboration” and “culture” are big buzzwords for a reason—when done right, they can make work more productive and more meaningful. 

Forging the Extraordinary Team: From Many to One
06/19/2017 01:45 PM - 03:45 PM | La Nouvelle Ballroom AB
2.00 SHRM PDCs | Competencies: Relationship Management, Communication | Intended Audience: Senior-level
Iris Firstenberg, Ph.D., Adjunct Professor, UCLA
Workplace Application:
This Masters Series will discuss the principles that forge extraordinary teams. 

In 2004, the USA Olympic Men’s Basketball team was shocked and humiliated, barely winning the bronze metal. The team was comprised of top NBA players so skills and talent were not the issue. In organizations of all kinds, we make great efforts to hire the best into our teams, assuming that top talent will bring top results, later to often wonder “What went wrong?” Extraordinary teams are positioned for robust and sustainable success, able to adapt and bounce back from setbacks, operate seamlessly even when navigating new territory, and meet new challenges with enthusiasm. With a framework grounded in the latest findings in neuroscience, we will use the profound example of a leader who applied these strategies to shape such a team, and we will discuss what other leaders can do to shape their own extraordinary teams.


Negotiating at Work for Human Resources: Turn Small Wins Into Big Gains
06/20/2017 02:15 PM - 04:15 PM | New Orleans Theater
2.00 SHRM PDCs | Competencies: Relationship Management, Communication | Intended Audience: Senior-level
Workplace Application:
This Masters Series will provide you with a set of strategic moves designed to meet these challenges and show you how your actions not only help you but can pave the way for others.  
We negotiate all the time at work even when we do not recognize we are doing so. Although we associate negotiation with formal agreements and contracts, often the most important negotiations occur in the everyday work we do at our companies. We negotiate for the resources we need to do our jobs well. We negotiate to get credit and value for our work, work that is may be beyond the formal requirements of our jobs and is often invisible. We negotiate for opportunities and the roles we want and for schedules that work with our lives. These negotiations can be challenging. 
When we negotiate at work, not only are we advocating for ourselves, with its own obstacles, but we are often raising issues or problems that others might be reluctant to engage. How we fare depends on how well we can position ourselves in the negotiation and use what leverage we have to get reluctant negotiators to the table. It requires that we take the lead to “anchor” the negotiation around creative solutions that acknowledge the constraints we all operate under.  And finally, we need to be prepared to deal with resistance to our ideas and have ways to get a potential agreement back on track.