Barbara Halverson

SVP, Human Resources
Combined Insurance

Barbara Halverson is the Global SVP of HR for Combined Insurance, a subsidiary of Chubb Insurance. Chubb is a new acquisition of ACE Group and now represents $40B in revenue and has offices in 52 countries. Barbara has accountability for 5,000 employees worldwide. Since joining Combined in 2012, Barbara has been focused on building a high performing HR team, talent management, organizational alignment and delivering human capital strategies that support high growth. Prior to Combined, Barbara spent 11 years with CNA Financial in progressive HR leadership positions. The last 8 years she was VP and CHRO for CNA Surety where she led HR strategies that contributed to double digit growth and resulted in an acquisition at a premium stock price. Her passions are executive coaching and development, talent management strategies and developing high performing and business driven HR teams. Barbara has a B.S. in Management from Southern Illinois University, Master’s Degree in HRM from Keller Graduate School and is a SHRM certified GPHR.

Day 1

Tuesday, January 5th, 2016

13:05 Key Success Factors for a Human Capital Strategy Aligned with a High Growth Business Model

Whether your organization has a plan for steady, incremental growth or hyper growth, there are common organizational and human capital levers that drive growth

What are the unique drivers and levers of a growth plan? Examples to generate discussion:
--Resourcing- talent and financial
--Pace- response to market opportunities, innovation, execution on plans, etc.
--Organizational Structure aligned with growth
--Scalable infrastructure

What are the Human Capital levers that align with growth and its uniqueness? Examples to generate discussion:
--Competency Models/Assessment- by function, business unit, etc. What will drive growth? Ex. in HR I have a high focus on accountability, execution and project management competencies
--Talent Alignment
--Organizational Structure- assessing current and future needs, appropriate decision making structure, ability to pivot quickly
--Organizational Competency- key competencies identified, linked to performance goals and development
--Engagement
--Communication
--Change Management

What are examples of success?

What are the lessons learned?

Is the group interested in an ongoing peer group to share information, tools, etc?