Tuesday, Sept. 27 - Learning Sessions

Saturday Sunday  |  Monday  |  Tuesday

8:00 – 9:00 a.m.

Click here to download full list of Learning Sessions PDF


Not sure which
sessions to attend?

Use the
Learning Track Selection Guide
to determine the level and competency you want to enhance.

+ strategic business management recertification credit hour

9:15 – 10:15 a.m.


Tuesday, Sept. 27, 2016
8:00 – 9:00 a.m.

T1 - Lessons From the Field: Building a Sustainable Structure for System Integration +
Health Care Business Knowledge | Leader

Allison Davis, VP Organizational Development, Lahey Health
Elizabeth Conrad, Chief Human Resources Officer, Lahey Health

When new health care systems rapidly form, our mandate is to consolidate and standardize quickly. Our program will provide information on what we have learned through the process of bringing multiple, formerly independent organizations together under a common operating model while responding to intense pressure to bring costs down and maintain exceptional levels of patient care.
  • Identify the challenges of integrating different organizational cultures
  • How HR Leaders can create a platform for rapid consolidation within an HR corporate services model
  • Tips and techniques for ensuring financial, operational and cultural stability post-merger.

back to top

T2 - The Cadillac Tax is Delayed… Now What?
Health Care Business Knowledge | Mid-level | Non-Hospital

Kevin Host, President of Consulting, PSG

Now that the Cadillac Tax is delayed, what’s next for HR leaders?  PSG’s Justin Weiss will overview the Cadillac Tax and discuss why many of the strategies implemented should continue. Additionally, he’ll explain why other upward pressures on benefit spending make it critical HR leaders to control costs.
  • Better understand the Affordable Care Act’s “Cadillac Tax” and the impact of the recent delay of this excise tax on health care benefits
  • Increase knowledge of how the specialty drug trend is significantly impacting overall benefit spending
  • Implement employee benefit strategies that improve financial and clinical outcomes in preparation for a future tax.

back to top

T3 - The Changing Face of Human Capital: Is Your HR Strategy Generational Friendly?
People Strategies | Mid-level | Non-Hospital

Pamela Murray, Senior HR Consultant, Willis

Attracting, engaging and retaining a multi-generational workforce has never been more important. As more experienced Baby Boomers retire, Millennials are taking their place and changing your organization with fresh ideas about meaningful work, benefits, individual achievements, career advancement and more. Learn new ways to motivate, manage and succeed in this new world of work.

back to top

T4 - Hiring Nurses That Will Represent Your Brand
People Strategies | Mid-level | Non-Hospital

Kristen DesPalmes, Director of Employment Strategy, DaVita Kidney Care
Laurie Wasko, Manager, Healthcare Consulting, Select International

DaVita – a fortune 500 company, lives its mission and built an innovative approach to nursing selection by targeting candidates most likely to support their culture.  They created a selection solution that supports their culture, including the use of a realistic job preview videos and a predictive competency selection assessment.

back to top

T5 - But First, Let’s All Do a Selfie!
Transformation of Care/HR Delivery | New-to-the-Profession

Janice Love, Director, Learning and Development, Swope Health Services

This case study will examine how Swope Health Services transformed its talent management strategy by introducing “selfies” (self-appraisals). For the first time, over 480 employees were encouraged to complete “selfies” as part of the organization’s performance management process, increasing employee engagement and accountability for performance.

back to top

T6 - Developing Emerging Leaders – Part I
The Advisory Board Company | Personal Leadership | Mid-level | Non-Hospital

Brendan McGinty, Managing Director, The Advisory Board Company

Top-tier organizations emphasize leadership development across all levels of staff – a critical investment amidst high turnover and staff shortages. Get the tools you need to constantly refresh your leadership bench.

back to top

Tuesday, Sept. 27, 2016
9:15 – 10:15 a.m.

T7 - You’re Responsible for Physician Recruitment – Now What?
HR Delivery | Mid-level

Rebecca Hinrichs, Vice-President Human Resources, Riverside Healthcare
Allison McCarthy, Principal, Barlow McCarthy

Human resources is increasingly responsible for physician recruitment.  Different than most other recruitment practices, the challenge is understanding it enough to ensure the function successfully fulfills the organization’s business objectives.  The case study will illustrate the leadership lessons learned.  Physician recruitment “best practices” will also be reviewed.        

back to top

T8 - Beyond Succession Planning: Building Tomorrow's Leaders by Building an Internal Leadership Coaching Practice
People Strategies | Mid-level

Lillian LeBlanc, Strategic HR Consultant/Leadership Coach, Baptist Health South Florida

In this interactive workshop, you’ll hear how award-winning Baptist Health South Florida developed and manages an internal coaching practice, built upon the core competencies of the International Coach Federation (ICF). You'll discover how the organization created an ICF approved coach training program, and learn how the coaching practice integrates with succession planning, enhances leadership development and informs organizational change.

back to top

T9 - Savings Summit: a Hospital, a Consultant, and a Vendor Share Best Practices for Medical Plan Audits +
Health Care Business Knowledge | Leader

Mike Foster, Benefits Manager, Johns Hopkins All Children’s Hospital
Jean Kelly, Sales Executive, Bouchard Insurance
Steve Noury, National Sales Director, HMS

A medical plan audit can find the 1% to 3% spent on health care that is potentially recoverable. But how can you make the most of one? In this panel presentation, Johns Hopkins All Children’s Hospital, Bouchard Insurance and HMS will share proven insights to make your next audit successful.
  • Learn best practices for medical plan audits based on a unique cross-section of views: hospital, consultant and vendor
  • Recognize systemic issues raised by an audit that often cost much more than one-time claim errors
  • Draw real-world lessons from a hospital case study to make their own audit more successful.
back to top

T10 - Which Health Care Providers are Federal Contractors?  Navigating the OFCCP Landscape
HR Delivery | Leader | Non-Hospital

Cara Crotty, Partner, Constangy, Brooks, Smith & Prophete, LLP

With the government’s shifting positions regarding whether TRICARE network providers are federal contractors, it is difficult for health care providers to determine whether they are covered by OFCCP’s affirmative action regulations.  We will discuss how health care providers can become contractors, the basic affirmative action and recordkeeping obligations, and the new regulatory environment. 
  • Determine how to know whether their organization may be a federal contractor or subcontractor
  • Understand the basic affirmative action requirements for federal contractors
  • Prepare for future OFCCP regulatory obligations.
back to top

T11 – Beyond Physical Health: Mind Body Connection / Role of Emotional Health in Wellness Programs
Transformation of Care/Health Care Business Knowledge | New-to-the-Profession

Dr. Collen Fairbanks, Licensed Clinical Psychologist - ‎Interactive Health, Inc.

Hospitals and health care organizations are high stress environments.  Emotional health issues can have a significant impact on the way employees think, feel, and behave while also affecting productivity, communication, safety and overall performance. Promoting good emotional health can play an important role in improving workplace performance within health care organizations.  Given the significant association of emotional health with physical health risks, integrated wellness programs can enable hospitals to address the gaps in care while improving the health of their population. When employees’ emotional health concerns are treated in these types of wellness programs, companies reduce job-related accidents, sick days, employee turnover and employee productivity, while amplifying improved health risk migration.

  • Discover the impact on direct and indirect costs in health care costs
  • Promote good emotional health in the workplace and include purposeful emotional health in wellness offerings
  • Understand the impact on physical health by listening to a case study on mitigating emotional health risk.
back to top
T12 - Developing Emerging Leaders – Part II +
The Advisory Board Company | Personal Leadership | Mid-level | Non-Hospital

Brendan McGinty, Managing Director, The Advisory Board Company

Top-tier organizations emphasize leadership development across all levels of staff—a critical investment amidst high turnover and staff shortages. Get the tools you need to constantly refresh your leadership bench.
  • Determine current and future leadership needs
  • Recruit and hire staff with strong leadership potential
  • Identify potential leaders and design effective development opportunities.

Saturday Sunday  |  Monday  |  Tuesday

Developing Emerging Leaders – Part I