12/12 

9am check-in opens; 2:30pm finish


venue: RIVER OAKS, 250 Brandon, San Jose 95134

YOUR TAKE MATTERSVIDEO  click

Ed Cohen,  Global Business Editor 

WHO    

WHAT 

WHY   

Want more info? Please contact me  +1.619.787.3100 txt/tlk  or email publisher@globalbusiness.media

2020 
SILICON VALLEY

GLOBAL

TALENT

PIPELINE

C-suite view of Talent Mobility Management 1 seat @ $150 2, 3 and 4 @ $125/seat 5+ @ $99/seat CoSponsor, speak, great PR..add $150 RESERVE TODAY contact Ed 619-787-3100 (txtalk) or email publisher@globalbusiness.media

AGENDA  OUTLINE

9am, Check-in opens; have coffee & refreshments, meet/greet

9:30, Moderator’s Welcome and intros of people in the room

10-10:45, Keynote address by Susan Schmitt, GroupVPHR – Applied Materials …+ audience discussion

10:45, BREAK

11:15, Interview/Conversation with Kati Corbin, Mobility Lead – FLEXPORT … +audience discussion

11:45, DEMO by TOPIA new app + info about tech in talent mobility management … +audience discussion

12:30,  Lunch served

1-2:30,  panel featuring Talent Mobility management

2:30, FINISH


REGISTER SECURELY with ed via 619.787.3100. Data deleted upon card processing; receipt immediate

 Conference keynote by   

SUSAN SCHMITT  

Group Vice President

Head of Human Resources

Applied Materials, Inc. is an American corporation that supplies equipment, services and software for the manufacture of semiconductor chips for electronics, flat panel displays for computers, smartphones and televisions, and solar products.

Susan Schmitt leads Human Resources for Applied Materials and its more than 20,000 global employees.

She has more than 30 years of experience in HR, providing executive leadership for the function most recently at Rockwell Automation and Kellogg Company.

Her innovative mindset and commitment to excellence define her leadership style. She continually looks to meet today’s global business challenges with creative HR strategies that engage people, enable exceptional performance and support a dynamic, inclusive corporate culture.

Her passion for creating value for organizations is evident, whether she is strategizing future workforce imperatives or clarifying talent assessment and development models that will enable all individuals to contribute their best work.

While at Rockwell for 11 years, Susan set global strategies designed to strengthen leadership, build organizational capacity and power the company’s business priorities.

This work was consistently recognized by external organizations, and significantly contributed to Rockwell Automation being recognized with the prestigious Catalyst Award in 2017 for the company’s innovative approach to building a culture of inclusion; and being named one of the “World’s Most Ethical Companies” for nine years.

Under her HR leadership, Rockwell’s inclusive practices earned a perfect score of 100 on the Human Rights Campaign Foundation’s annual Corporate Equality Index for LGBT Equality and the distinction of “Best Places to Work for LGBT Equality.”

Susan is a fellow of the National Academy of Human Resources – the highest professional honor for individuals in HR. She has lived, studied and worked in the United States, France and England.

She earned her master’s degree in Industrial/Organizational Psychology from Illinois State University, and her bachelor’s from Albion College in Michigan. She also attended the University of Grenoble, France.

Contributing her expertise to developing future talent, she is a Leadership Advisory Board member for the Dean of Engineering at the University of Michigan serving as the Vice Chair in the College of Engineering, and is a member of the Diversity, Equality and Inclusion Advisory Council for the College of Engineering.

KATI CORBIN – Head of Global Mobility

About

I am a collaborative, self-driven and proactive Human Resources professional with a legal background and experience from both in-house and consulting roles.

Over 10 years of diversified experience both in the US and globally in creating and implementing innovative relocation and Global Mobility programs has helped me to build an ability to influence and lead industry-transforming practices.

I am used to rolling my sleeves up and getting things done. I do not shy away from either Fortune 500 companies or fast scaling startups but instead enjoy the variety and different challenges they pose – let it be immigration, tax compliance, global benchmarking, vendor management.

Coaching and mentoring is close to my heart. I am passionate about people and how we interact with each other. I think it is nice to be important, but much more important to be nice.


IT’S ABOUT WHAT I DO

Lead the set up and design of the Mobility function within the People team by owning relocation and taxation, and managing relationships with the applicable third party vendors.

Coordinate mobility due-diligence process with internal partners (corporate tax, immigration, expense team, payroll, etc) and third party vendors (tax, relocation), including cost projection calculations, tax impact assessment and compliance requirements analysis.

Oversee and manage key relationships with vendors, ensuring that agreed service levels are attained or exceeded and ensure continual assessment of all global mobility vendors, processes and policies to ensure an optimal experience for employees, managers and the People team.

Assist with the design of ad hoc Mobility related projects such as but not limited to: Tax and Immigration compliance for Extended business travelers program.

Support global payroll and tax compliance process, reporting/sourcing and tax reporting, shadow payroll/modified payroll structures, & filing processes with outside tax vendor and global payroll.
Develop and execute the Global and regional mobility programs, including assignment, transfer, extended and frequent business travelers.

Identify efficiencies, recommend strategies, and ensure alignment between the relocation, tax and immigration program.

NICK MARTIN – Enterprise Account Executive/West Coast

VALUE?

No matter who you are, what is important to you, or where you live in the world, everyone is looking for value in all facets of life – is $20/mth for Netflix Premium value enough to sign up? Will spending 30 minutes running in the park give me value for my time? Are 2 goats a good trade for 10 chickens?  

The most obvious and frequent value we look for is value for money.  Insert Google Search Definition: “Best value for money is defined as the most advantageous combination of cost, quality and sustainability to meet customer requirements.”  Yet, these types of definitions don’t take into account the intangibles when it comes to value.

Every time we go to buy something we either consciously or subconsciously ask ourselves, how much am I willing to spend on this product or service that meets my needs, so I can walk away from the transaction and feel as though (perceive) I have obtained value for my outlay?  This could be your morning coffee ($5 is not value for money by the way) or even a multi-year office lease for 3,000 employees.  We are always looking for that feeling of value.

There are all sorts of Marketing ploys to help the consumer/buyer feel as though they have “won” and this extends from retail/consumer purchases, right through to complex B2B sales – 2 for 1 offers, 50% off, join our members club and receive more value, act as a reference and we will lower our price etc etc.

Both parties – buyer and seller – want to walk away from that particular transaction and feel as though they obtained value.

So through these assumptions what we are saying here is, it is how we feel that gives us that sense of value.  Words like feel and sense aren’t really quantifiable, so you wouldn’t think that signing off on a $1M data security purchase would include this narrative, but I think it would surprise a lot of people that feeling like you have received value, is an important component in the decision-making process of the buyer.

Don’t get me wrong, when a CFO sits down to assess the value of making a $1M decision, they are going to be looking at all of the different types of value this purchase is going to bring to the company – hard cost savings, softer productivity & opportunity-cost savings, decrease in headcount due to automation, potential data breach avoidance, and all of this over the entire contract life cycle.  So there has to be tangible value in order to sign off on such a purchase, or they are in fact derelict in their duties as a signatory of their company.

But does that CFO feel as though this purchase is bringing value to their organisation?  If it is a line ball decision on whether to go ahead and sign the contract or not, then this feeling (or lack of it) may contribute even in the slightest way to the ultimate decision.

This post is not about coming up with ways to try and deceive the buyer into thinking (or feeling) that they have obtained value in a particular purchase when they have not, it is merely to highlight that the buyer does of course rely on facts and hard evidence in order to buy something, but they also want to feel as though it’s a good deal.

So tomorrow when you tap for your morning coffee, I wonder whether you will hesitate and think is this coffee value for money?  Or whether you might just say to yourself I feel like this coffee is value for money, so I’ll pay for it regardless.

Does anyone else like to feel as though they found a bargain, and how much does that feeling play a part in your decision making?

TANA RIVAS – Regional Manager

PAUL W CHEN – Senior Attorney