CALL FOR PROPOSALS
2011 Indiana State Human Resources Conference
Sponsored by Indiana State Council of SHRM
August 29 – 31, 2011
The Westin Hotel and Indiana Convention Center, Indianapolis, Indiana
Email: info@indianashrm.org
Introduction
The Indiana State Council of the Society for Human Resource Management invites
presentation proposals for its 2011 Conference. The Indiana State Human Resources
Conference attracts 1,000+ 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 5 state-level SHRM conferences, the Indiana State Human
Resources 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 2011, the Indiana State Human Resources Conference will offer seven (7)
Conference Tracks, each explicitly linked to the Human Resource Management Body-ofKnowledge (as defined by the Human Resource Certification Institute – www.hrci.org):





Track 1 and 2: Strategic Business Management
Track 3: Workforce Planning and Employment
Track 4: Human Resource Development
Track 5: Total Rewards
Track 6 and 7: Employee and Labor Relations
Proposals for the 2011 Conference must link presentation content and learning
objectives to the Body-of-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, 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:
December 13, 2010
January 31, 2011
March 31, 2011
July 1, 2011
August 29-31, 2011
Electronic submission of proposals will occur at www.indianashrm.org, and must include the
following information:








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 (50 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 link content and learning objectives to the HR Body-ofKnowledge.
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 Indiana State Human Resources Conference provides a powerful platform to
network with 1,000+ HR professionals and to share knowledge, lessons learned, and best
practices in the field of HR. As a not-for-profit entity, the Indiana State Human Resources
Conference does not pay pre-/post-conference 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:







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 1,000+ HR professionals;
1 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
The Conference always SELLS OUT! Because of space constraints, 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 2011 Indiana State Human Resources Conference
Track 1 and 2: Strategic Business Management
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.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Strategic Business Management and will permit attendees to explicitly acquire
or enhance knowledge of one or more of the following:







The organization’s mission, vision, values, business goals, objectives, plans, and processes;
Legislative and regulatory processes;
Strategic planning process and implementation;
Management functions, including planning, organizing, directing, and controlling;
Techniques to promote creativity and innovation;
Corporate governance procedures and compliance (for example, Sarbanes-Oxley Act); and
Transition techniques for corporate restructuring, M&A, offshoring, and divestitures.
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:












Federal/state/local employment-related laws and regulations related to workforce planning
and employment (for example, Title VII, ADA, ADEA, USERRA, EEOC Uniform Guidelines
on Employee Selection Procedures, Immigration Reform and Control Act, Internal Revenue
Code);
Quantitative analyses required to assess past and future staffing effectiveness (for example,
cost-benefit analysis, costs per hire, selection ratios, adverse impact);
Recruitment sources (for example, Internet, agencies, employee referral) for targeting
passive, semi-active and active candidates;
Recruitment strategies;
Staffing alternatives (for example, temporary and contract, outsourcing, job sharing, parttime);
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);
Relocation practices;
Impact of total rewards on recruitment and retention;
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) and 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, talent and performance
management, and the unique needs of employees, 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:












Applicable federal, state, and local laws and regulations related to human resources
development activities (for example, Title VII, ADA, ADEA, USERRA, EEOC Uniform
Guidelines on Employee Selection Procedures);
Career development and leadership development theories and applications;
OD theories and applications;
Training program development techniques to create general and specialized training
programs;
Training methods, 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, job rotations, 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);
E-learning; and
Mentoring and executive coaching.
Track 5: Total Rewards
Definition: Developing/selecting, implementing/administering, and evaluating compensation and
benefits programs for all employee groups that support the organization’s strategic goals,
objectives, and values.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Total Rewards and will permit attendees to explicitly acquire or enhance
knowledge of one or more of the following:


Federal, state, and local compensation, benefits, and tax laws (for example, FLSA, ERISA,
COBRA, HIPAA, FMLA, FICA);
Total rewards strategies (for example, compensation, benefits, wellness, rewards,
recognition, employee assistance);










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, incentive, variable, merit);
Executive compensation methods;
Non-cash compensation methods (for example, stock options, ESOPs);
Benefits programs (for example, health and welfare, retirement, wellness, EAP, time-off);
International compensation laws and practices (for example, expatriate compensation,
entitlements, choice of law codes); and
Fiduciary responsibility related to total rewards management.
Track 6 and 7: Employee and Labor Relations
Definition: Analyzing, developing, implementing/administering, and evaluating the workplace
relationship between employer and employee, in order to maintain relationships and working
conditions that balance employer and employee needs and rights in support of the
organization’s strategic goals, objectives, and values.
Proposals in this Track will highlight emerging trends/ideas, best practices, and relevant
approaches to Employee and Labor Relations and will permit attendees to explicitly acquire or
enhance knowledge of one or more of the following:








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 resolution, labor/management cooperative strategies and programs);
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, employees’ rights to bargain collectively);
Workplace behavior issues/practices (for example, absenteeism and performance
improvement);
Unfair labor practices (for example, employee communication strategies and management
training);
The collective bargaining process, strategies, and concepts (for example, contract
negotiation and administration); and
Positive employee relations strategies and non-monetary rewards.