CALL FOR PROPOSALS
2015 HR Indiana Annual Conference
Sponsored by Indiana State Council of SHRM
JW Marriott - Indianapolis, Indiana
Email: info@indianashrm.org
Introduction
The Indiana State Council of the Society for Human Resource Management invites
presentation proposals for its 2015 HR Indiana Annual Conference. The HR Indiana Annual
Conference attracts 1,500+ total attendees, many of whom have direct responsibility for and
decision-making authority over the provision of HR services, solutions, and practices in their
organization. As one of the top 3 state-level SHRM conferences, the HR Indiana Annual
Conference attracts a loyal following of participants eager to learn about – and be able to
implement – the latest trends/ideas, best practices, and relevant approaches in human resource
management.
In 2015, the HR Indiana Annual Conference will offer eight Conference Tracks, all of
which are aligned to the Human Resource Management Body of Compentency and Knowledge
In 2015, we are introducing a new Track, Core Knowledge for Emerging HR Professionals,
designed for those individuals relatively new to the HR profession. These are subject to change
and expansion.
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Tracks 1 and 2:
Track 3:
Track 4:
Track 5:
Tracks 6 and 7:
Track 8:
Business Management and Strategy
Workforce Planning and Employment
Human Resource Development
Compensation and Benefits
Employee and Labor Relations / Risk Management
Core Knowledge for Emerging HR Professionals
Proposals for the 2015 Conference must link presentation content and learning
objectives to the Human Resource Management Body of Competency and Knowledge (see
Track descriptions below for more information). We are especially eager to hear from HR
practitioners who can highlight efforts around creating strategy, adding value, and implementing
and assessing the impact of HR interventions in their respective organizations. Attendees also
express a strong desire for strategic-level viewpoints and perspectives, as well as presentations
that are engaging, interactive, enjoyable, and applicable in the “real world” of HR.
Proposal Submission Timeline
Submission process opens:
Submission process closes:
Notification of acceptance/rejection:
Submission of Session Handouts for inclusion on the website:
Conference presentation dates:
January 1, 2015
March 1, 2015
March 31, 2015
August 2, 2015
August 24-26, 2015
Electronic submission of proposals will occur at www.indianashrm.org, and must include the
following information:
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Presenter Name(s), Title(s), Company Name and Contact Information
Brief Biography of Each Presenter (100 words max. per speaker)
Title of Presentation (10 words max., subject to editing for final program)
Description of Presentation (75 words max., subject to editing for final program)
Proposed Track for Presentation
3-5 Specific Learning Objectives (using action verbs) explicitly linked to the Human
Resource Management Body-of-Knowledge for the proposed Track (“Upon completion of
this session, attendees should know and be able to: (1)… (2)… (3)… etc.”). We will not
review any proposal failing to explicitly link content and learning objectives to the Human
Resource Management Body-of-Knowledge
Prior Presentation Experience and References (e.g., letters, past speaking evaluations,
videos, contact information of references)
Presenter Agreement – to abide by deadlines and other conditions of presenting (e.g., A/V
and facility scope/limitations; not “selling” from the platform; be willing to repeat the session,
if needed)
Benefits of Speaking
The HR Indiana Annual Conference provides a powerful platform to network with 1,500+
HR professionals and to share knowledge, lessons learned, and best practices in the field of
HR. As a not-for-profit entity, the HR Indiana Annual Conference does not pay pre-/postconference or concurrent session presenters. Instead, we ask that presenters share their
expertise in the spirit of furthering the professional development of their colleagues. In
exchange, we offer presenters the following:
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Valuable experience presenting at one of the largest SHRM state-level conferences;
Complementary Conference registration including access to all events;
Networking opportunities with and visibility to 1,500+ HR professionals;
One nights’ lodging at the Conference hotel for out-of-town presenters;
Assistance in shaping the presentation to meet attendee needs and presenter goals;
Feedback on session (post-conference evaluation); and
Additional exposure to Conference attendees through webinar opportunities available after
the Conference for highly-rated concurrent session presenters.
A Note on Facility Logistics
All sessions are in rooms set theater style (chairs only; no tables) for maximum
occupancy as deemed by the facility and in accordance with local fire safety codes. Presenters
should anticipate an audience size of approximately 200 people per session (more in some
cases), and should design their presentation approaches with the facility logistics in mind.
Please note that we are unable to modify or alter seating arrangements/set-ups for individual
sessions. Rooms are equipped with standardized audio-visual: projection unit/screen and 2
mics (one wireless and one handheld); presenters must bring their own laptop(s), and any other
A/V needs are arranged and paid for by the presenter.
Description of Conference Tracks for 2015 HR Indiana Annual Conference
Track 1 and 2: Business Management and Strategy
Definition: Developing, contributing to, and supporting the organization’s mission, vision,
values, strategic goals, and objectives; formulating policies; guiding and leading the change
process; and evaluating HR’s contributions to organizational effectiveness as an organizational
leader.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Business Management and Strategy and will permit attendees to explicitly
acquire or enhance knowledge of one or more of the following:
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The organization’s mission, vision, values, business goals, objectives, plans, and processes;
Legislative and regulatory processes;
Strategic planning process, design, implementation, and evaluation;
Management functions, including planning, organizing, directing, and controlling;
Corporate governance procedures and compliance (for example, Sarbanes-Oxley Act);
Due diligence processes (for example: M & A, divestitures);
Transition techniques for corporate restructuring, M & A, offshoring, and divestitures
Elements of a cost-benefit analysis during the life cycle of the business (such as scenarios
for growth, including expected, economic stressed, and worst case conditions) and the
impact to net worth/earnings for short-, mid-, and long-term horizons; and
Business concepts (for example: competitive advantage, organizational branding, business
case development, corporate responsibility).
Track 3: Workforce Planning and Employment
Definition: Developing, implementing, and evaluating sourcing, recruitment, hiring, orientation,
succession planning, retention, and organizational exit programs necessary to ensure the
workforce’s ability to achieve the organization’s goals and objectives.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Workforce Planning and Employment and will permit attendees to explicitly
acquire or enhance knowledge of one or more of the following:
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Applicable federal laws and regulations related to workforce planning and employment
activities (for example: Title VII, ADA, EEOC Uniform Guidelines on Employee Selection
Procedures, Immigration Reform and Control Act);
Methods to assess past and future staffing effectiveness (for example: costs per hire,
selection ratios, adverse impact);
Recruitment sources (for example: employee referral, social networking/social media) for
targeting passive, semi-active and active candidates;
Recruitment strategies;
Staffing alternatives (for example: outsourcing, job sharing, phased retirement);
Planning techniques (for example, succession planning, forecasting);
Reliability and validity of selection tests/tools/methods;
Use and interpretation of selection tests (for example, psychological/personality, cognitive,
motor/physical assessments, performance, assessment center);
Interviewing techniques (for example, behavioral, situational, panel);
Impact of compensation and benefits on recruitment and retention;
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International HR and implications of global workforce for workforce planning and
employment;
Voluntary and involuntary terminations, downsizing, restructuring, and outplacement
strategies and practices;
Internal workforce assessment techniques (for example, skills testing, skills inventory,
workforce demographic analysis)
Employment policies, practices, and procedures (for example, orientation and retention);
Employer marketing and branding techniques; and
Negotiation skills and techniques.
Track 4: Human Resource Development
Definition: Developing, implementing, and evaluating activities and programs that address
employee training and development, performance appraisal, and talent and performance
management to ensure that the knowledge, skills, abilities, and performance of the workforce
meet current and future organizational and individual needs.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Human Resource Development and will permit attendees to explicitly acquire
or enhance knowledge of one or more of the following:
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Applicable federal laws and regulations related to human resources development activities
(for example: Title VII, ADA, Title 17 [Copyright law]);
Career development and leadership development theories and applications (for example:
succession planning, dual career ladders);
Organization Development (OD) theories and applications;
Training program development techniques to create general and specialized training
programs;
Facilitation techniques, instructional methods, and program delivery mechanisms;
Task/process analysis;
Performance appraisal methods (for example, instruments, ranking and rating scales);
Performance management methods (for example: goal setting, relationship to
compensation, job placements/ promotions);
Applicable global issues (for example: international law, culture, local management
approaches/practices, societal norms);
Techniques to assess training program effectiveness, including use of applicable metrics
(for example, participant surveys, pre- and post-testing); and
Mentoring and executive coaching.
Track 5: Compensation and Benefits
Definition: Developing/selecting, implementing/administering, and evaluating compensation and
benefits programs for all employee groups in order to support the organization’s goals,
objectives, and values.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Compensation and Benefits and will permit attendees to explicitly acquire or
enhance knowledge of one or more of the following:
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Applicable federal laws and regulations related to compensation, benefits, and tax (for
example: FLSA, ERISA, FMLA, USERRA);
Compensation and benefits strategies;
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Budgeting and accounting practices related to compensation and benefits;
Job evaluation methods;
Job pricing and pay structures;
External labor markets and/or economic factors;
Pay programs (for example, variable, merit);
Executive compensation methods;
Non-cash compensation methods (for example, equity programs, non-cash rewards);
Benefits programs (for example, health and welfare, retirement, EAP);
International compensation laws and practices (for example, expatriate compensation,
entitlements, choice of law codes); and
Fiduciary responsibility related to compensation and benefits.
Track 6 and 7: Employee and Labor Relations / Risk Management
Definition (Employee and Labor Relations): Developing, implementing/administering, and
evaluating the workplace in order to maintain relationships and working conditions that balance
employer/employee needs and rights in support of the organization’s goals and objectives.
Definition (Risk Management): Developing, implementing/administering, and evaluating
programs, procedures, and policies in order to provide a safe, secure working environment and
to protect the organization from potential liability.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Employee and Labor Relations / Risk Management and will permit attendees
to explicitly acquire or enhance knowledge of one or more of the following:
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Applicable federal, state and local laws affecting employment in union and nonunion
environments, such as antidiscrimination laws, sexual harassment, labor relations, and
privacy (for example, WARN Act, Title VII, NLRA);
Techniques for facilitating positive employee relations (for example, employee surveys,
focus groups, dispute/conflict resolution, labor/management cooperative strategies);
Employee involvement strategies (for example, employee management committees, selfdirected work teams, staff meetings);
Individual employment rights issues and practices (for example, employment at will,
negligent hiring, defamation);
Workplace behavior issues/practices (for example, absenteeism and performance
improvement);
Unfair labor practices;
The collective bargaining process, strategies, and concepts (for example, contract
negotiation, costing, and administration);
Legal disciplinary procedures;
Positive employee relations strategies and non-monetary rewards;
Techniques for conducting unbiased investigations;
Legal termination procedures;
Applicable federal laws and regulations related to workplace health, safety, security, and
privacy (for example: OSHA, Drug-Free Workplace Act, ADA, HIPAA, Sarbanes-Oxley Act);
Occupational injury and illness prevention (safety) and compensation programs;
Investigation procedures of workplace safety, health and security enforcement agencies;
Return to work procedures (for example: interactive dialog, job modification,
accommodations);
Workplace safety risks (for example: trip hazards, blood-borne pathogens);
Workplace security risks (for example: theft, corporate espionage, sabotage);
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Potential violent behavior and workplace violence conditions;
General health and safety practices (for example: evacuation, hazard communication,
ergonomic evaluations);
Organizational incident and emergency response plans;
Internal investigation, monitoring, and surveillance techniques;
Employer/employee rights related to substance abuse;
Business continuity and disaster recovery plans (for example: data storage and backup,
alternative work locations, procedures);
Data integrity techniques and technology (for example: data sharing, password usage,
social engineering);
Technology and applications (for example: social media, monitoring software, biometrics);
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Financial management practices (for example: procurement policies, credit card policies and
guidelines, expense policies).
Track 8: Core Knowledge for Emerging HR Professionals
Purpose: Core Knowledge reflects the important concepts that emerging HR professionals
need to know and be able to do in order to effectively perform the HR function. This Track is
designed especially for individuals relatively new to the HR profession and draws upon the
foundation and overarching competencies associated with the Human Resource Management
Body-of-Knowledge.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Core Knowledge for Emerging HR Professionals and will permit attendees to
explicitly acquire or enhance knowledge of one or more of the following:
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Needs assessment and analysis;
Third-party or vendor selection, contract negotiation, and management, including
development of requests for proposals (RFPs);
Communication skills and strategies (for example: presentation, collaboration, sensitivity);
Organizational documentation requirements to meet federal and state guidelines;
Adult learning processes;
Motivation concepts and applications;
Training techniques (for example: virtual, classroom, on-the-job);
Leadership concepts and applications
Project management concepts and applications;
Diversity concepts and applications (for example: generational, cultural competency,
learning styles);
Human relations concepts and applications (for example: emotional intelligence,
organizational behavior)
Ethical and professional standards;
Technology to support HR activities (for example: HR Information Systems, employee selfservice, e-learning, applicant tracking systems);
Qualitative and quantitative methods and tools for analysis, interpretation, and decisionmaking purposes (for example: metrics and measurements, cost/benefit analysis, financial
statement analysis);
Change management theory, methods, and application;
Job analysis and job description methods;
Employee records management (for example: electronic/paper, retention, disposal);
Techniques for forecasting, planning, and predicting the impact of HR activities and
programs across functional areas;
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Types of organizational structures (for example: matrix, hierarchy);
Environmental scanning concepts and applications (for example: Strengths, Weaknesses,
Opportunities, and Threats [SWOT], and Political, Economic, Social, and Technological
[PEST]);
Methods for assessing employee attitudes, opinions, and satisfaction (for example: surveys,
focus groups/panels);
Budgeting, accounting, and financial concepts; and
Risk-management techniques.