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8/8/2019 Human Asset 10
http://slidepdf.com/reader/full/human-asset-10 1/9www.humanassetsummit.com
Organiser
Summit Focus
• GettingHRinvolvedandaligned• StrategiesforCompetitiveness• BecomingaTalentMagnet• Engagingyourworkforce• DevelopingLeadersandLeadership• ImprovingonMoraleandMotivation• EffectiveMetrics-demonstratetrueHRvalue
• Anobjectiveandunbiasedplatformtoshareanddiscuss
Human Asset | 20106th Annual European People Management Summit & Expo
Orchestrate HR Best Practices -From Recession to Recovery
9-10 November 2010 • Ramada Resort Aquaworld Budapest
Join us on Linkedin
Lead Media Partner Media Partners Supporting Organisations
8/8/2019 Human Asset 10
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6th Annual People Management SummitNow at a European Level
The dumbest idea in the world. Shareholder value is a result, nota strategy... Your main constituencies are your employees, yourcustomers and your products.
Jack Welch Senior HR professionals have faced another year of turmoil as the credit crunch became a full blown recession.Fortunately the worst is over, hence it’s time to focus on rebuilding the business, which only can be done via people.People that are talented, engaged and committed to the organization. For the HR function itself, the experience over the last 12-18 months appears to have been one of being required todo more and more with less and less resources - a familiar theme one might say. A recent Stamford Global survey of over 300 HR professionals in the region indicates that:
• The significant effect of the recession with 83% of respondents reporting a negative impact in their business.As with last year, the recession has affected HR practices limiting resources even further, affecting morale andmotivation in the organization.
• The top three major HR challenges reported for 2010 are maintaining employee engagement, succession andperformance management and improving on management and leadership impact in the organization.
• HR functions are using employee engagement as a key concept around which they are focusing attempts toimprove the management of people within their organisation. Most respondents were measuring employeeengagement and over 80% were actively trying to improve it.
Unfortunately the overall underlying message that emerges for the future is that the coming few years are going tobring even more challenges for HR. Engagement, talent management and succession planning may be HR’s top threepriorities for the coming year but the biggest proportion of their time may instead need to be spent dealing with theconsequences of a lack of engagement - grievances and a big increase in staff turnover.
No one ever said it was going to be easy…
To find answers to the ever growing challenges of the profession join your peers for the 6th Annual People ManagementSummit now at a European level. Share your knowledge, network across borders and get engaged in valuable discussionon best HR practices.
Great and very useful two days. Learned various important staff issues, things.HRDirector, Deloitte
I really enjoyed this summit. It was very well organized, featured good speakers with good and relevantpresentations complemented by many opportunities for interaction.VPPeopleContinuity, InBev
Good selection of speakers very different, giving chance to look from different perspective. It is obviousthat a lot of thought and heart is put into the conference organisation. Interesting communication ofparticipants. Thank you I will be happy to have the opportunity to participate again.HRManager, Rolf Retail Group
www.humanassetsummit.com
Human Asset | 20109-10 November 2010 • Budapest
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8/8/2019 Human Asset 10
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Snapshot of Previous HR Summits
www.humanassetsummit.com
Human Asset | 20109-10 November 2010 • Budapest
C E E H R ‘ 0 8
C EEHR ‘ 0 8 Nig el Bar low Manag ing Dir ector Ser v iceLeg ends
C E E H R ‘ 0 9
Dr. Adr ian F
urn ham
Pro fessoro f Ps
yc ho log y
Un i vers i t yCo l le
ge London
CEEHR ‘ 07, ‘ 0
9
Dr. Gare th Jones
Visi tingPro fessor
INSEAD
IEBusinessSchool
CEEHR ‘07, ‘08
Daniel Thorniley
SeniorVicePresident
TheEconomistGroup
C E E H R ‘ 0 6
C EEHR ‘ 0 7P r of essor Ly nda Gr attonLondonBusinessSchool
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Summit SpeakersSummit ChairDr. Paul TurnerProfessor of Management PracticeAshcroft InternationalBusiness School, Cambridge
Kenote Presenters
Derrick Ahlfeldt Robert CortenraadSenior Vice President HR Vice President Human Resources
Visa Oracle Corporation
Fernando Casadevall (invited) Annemie RessManaging Director Head of Senior HR DirectorHR Function EMEA EbayCiti
Lucas Van WeesVice President Human ResourcesCommercial and GlobalKLM Royal Dutch Airlines
Human Asset | 20109-10 November 2010 • Budapest
Corporate Speakers
Jozsef Blasko Helene HasselskogHR Director Western Europe Senior VP HRBritish American Tobacco Johns Manville (aBerkshireHathawaycompany)
Olivier Deslandes Anne Birgitte KverumHead of HR, Europe, Mediterranean Chief HR OfficerBNP Paribas Telenor Hungary
Kurt Herler Ingrid ErasRegional HR Manager CEE VP Development & Staffing, EAMEHeineken Starwood Hotels & Resorts
Masterclass and Workgroup Leaders
Paul Kearns Andrew SpenceDirector DirectorPersonnel Works Limited Glass Bead Consulting
Dr. Graeme Codrington Rostya Gordon SmithDirector & Co Founder DirectorTomorrowToday People Impact
Former Chief HR OfficerTelefonica / O2 Czech Republic
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AgendaDay One, 9th November, Tuesday
8:00 Registration
8:30 Welcome & Opening
8:45 Opening Kenote - The Rise o the New HRRobert Cortenraad - VP HR Europe - Oracle• Growing recognition by senior executives of the human capital in corporate strategy• Increasing complexity of global human resource management• High-quality workers as drivers of productivity growth
9:30 Managing Perormance in Emploer Organizations - Building & Sustaining a Perormance Culture
• Defining the mission/vision of the desired future state the organization hopes to attain• Getting senior management buy-in for maximizing performance• Making performance measurable
10:15 Coffee & Networking Break
10:45 Kenote Presentation TBC
11:30 HR Leaders Debate – How Are We Doing or Recover? • How well your organization is positioning itself for recovery?• What leadership qualities are required?
• The future role of HR: expectations and responsibility
12:15 Lunch
13:30 HR Leaders Workgroup Sessions
During this special highly interactive HR Leaders Think Tank Breakout session, 12 groups of 10-15 executives will be formedaccording to the topic of the preferred choice. Each group will debate and discuss a topic of relevance, working out actual andtangible ideas around the subject.
ROAD TO RECOVERy: WHAT IS ExPECTED fROM HR
15:00 Coffee & Networking Break
15:30 Kenote - The Challenges HR facing During Change Management to Overcome Structural Transormation• Executing change in a challenging environment more efficiently• Engaging others with your vision for a more effective and efficient future• Next Generation Change Leadership: ‘Changing the Way We Lead Change’
16:15 HR Leaders Debate – Making HR Accountable b Demonstrating True Value• Discuss how HR is able to demonstrate true value by providing connection between HR practices and bottom line profitability• What do CEOs expect from the HR Leader?• What is HR’s involvement in building organizational capabilities
16:45 Kenote: Winning the HR Battle in AviationLucas Van Wees - Vice President Human Resources Commercial and Global - KLM Roal Dutch Airlines
• Revealing the secrets of successful merger from HR perspective• Aligning HR practices for mutual win• Consolidating and retaining top talents
17:30 Summary, End of Day One
17:45 Cocktail Reception
TOPIC 1Strategies or
Competitiveness
TOPIC 2Strategic
WorkorcePlanning &
Management
TOPIC 3Driving
Engagement, Morale andMotivation
TOPIC 4Getting
Leadership toImpact Across the
Organization
TOPIC 5Becoming a Talent
Magnet
TOPIC 6Critical Success
factors inManaging Change
Human Asset | 20109-10 November 2010 • Budapest
TOPIC 7Designing an
Eective RewardSstem
TOPIC 8
Gen “y” Career
Management
TOPIC 9EmploeeBranding
TOPIC 10To Be Confirmed
TOPIC 11To Be Confirmed
TOPIC 12Talent Retention
b EectivePerormance
Management
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AgendaDay Two, 10th November, Wednesday
8:00 Registration
8:30 Welcome & Recap of Day One
8:45 Emploee Engagement and Talent Management as ke drivers o business growthAnnemie Ress - Senior HR Director, Head o Global Engagement - EBAy / PAyPAL• Employee engagement and talent management in recessionary times• Linking employee engagement to bottom line results• Getting business involved in talent management and employee engagement• Talent retention and engagement – the role of corporate social responsibility• Measuring the impact of engagement
9:30 HR Leaders Debate – Business Workorce Planning Process, Getting HR Involved & Aligned• Balancing HR needs: short-term: cost-cut, medium-term: managing for productivity and retention, long-term: managing
around skill and talent shortage to maximize post recovery opportunities• Filling the GAP between „need” and „have”.• The role of HR in meeting strategic business objectives.• Managerial practice of reducing turnover and improving on retention.• Strategic recruitment approach and talent sourcing.
10:15 Coffee & Networking Break
10:45 Connecting Head and Heart: Developing the Leaders in Visa EuropeDerrick Ahleldt - Senior Vice President HR - VISA
11:30 HR Leaders Debate – Developing the Leaders Tomorrow• Attracting and retaining the right people
• On-boarding effectiveness• Making coaching/mentoring programs to work more effectively• Leadership successor readiness
12:15 Closing Remarks, End of Summit
12:30 Lunch
13:15 - 16:30 ELECTIVE POST SUMMIT INTERACTIVE MASTERCLASSES
15:00 Session 1 Session 1 Session 1 Session 1
15:00 Coffee & Networking Break
15:30 Session 2 Session 2 Session 2 Session 2
16:30 End of Masterclasses
AchievingCompetitive AdvantageThrough Effective HR
Strategy
HR Measurement &Benchmarking Making
a Business Case forthe Real Value of HR
Transforming HRto Deliver
Business Value
Using Social Mediaas an HR Tool
Human Asset | 20109-10 November 2010 • Budapest
www.humanassetsummit.com
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Elective MasterclassesMasterclass Leaders
Achieving Competitive advantage through effective HR Strategy
Dr. Paul TurnerProfessor of Management PracticeAshcroft International Business School, Cambridge
PaulTurnerwasformerlyPresidentofEurope,MiddleEastandAfrica,EmployeeCarefortheConvergysCorporation,responsiblefortheHRBPObusinessacrosstheregion.PauljoinedConvergysin2003asVicePresidentforbothEMEAandASPAC.Paul
TurnerwaspreviouslyGroupHRBusinessDirectorforLloydsTSBandVicePresidentoftheCIPD,aDirectorofBTandExecutiveinResidenceatNottinghamBusinessSchool.HehaswrittenextensivelyonmanagementsubjectsandhasspokenatconferencesinNewYork,Nashville,Paris,Dubai,Budapest,Geneva,MontreuxandBrusselsaswellastheCIPDnationalconferencesinHarrogateandLondon.PaulwasaspeakerattheIBMThoughtLeadersConferencein2007.In2006and2007PaulhasundertakenabroadrangeofconsultancyassignmentsintheUSA,theUK,Spain,Sweden,theNetherlandsandThailandfocusingonawiderangeofHRandStrategyareas.
Learning Outcome• IntroducingPeopleStrategyandPracticeintheWorld’sMostAdmiredCompanies• Understandingwhatisstrategy;howstrategyisdeveloped;andhowthebusinessstrategyisaffectingpeoplestrategy• FamiliarizingwiththeleadershiproleofHRinachievingcompetitiveadvantagethrougheffectivepeoplemanagement• DefiningthekeycomponentsofHRStrategy• Implementingstrategy• Toolsandtechniques-managingchange;employeeandlinemanagerengagement• MeasuringtheeffectivenessofHRstrategy
Transforming HR to Deliver Business Value
Andrew SpenceDirectorGlass Bead Consulting
AndrewisaHRTransformationexpertwithover15yearsexperiencedeliveringchangeinHR.HehassuccessfullyledthedesignandimplementationofanumberofhighprofileHRtransformationprogrammesforglobalclientsinEurope,USandUK,workingwithleadingoutsourcingandconsultingcompaniesAccenture,DeloitteandHewitt.
AndrewspecialisesinthedesignandimplementationofnewHRservicedeliverymodels,bothin-houseandoutsourced.HisparticularemphasisisaligningHRtoachieveorganisationalgoals.
AndrewisthefounderofGlassBeadConsulting,aHRTransformationconsultancysupportingclientstoachievetheirHRTransformationobjectivesthroughconsultingservices,innovativetoolsandeducationalservices.Heregularlypublishes,speaksanddeliverstrainingsessionsonHRTransformationandwritestheHRTransformerBlog.
OverviewResearchshowsthat40%ofHRTransformationprojectsfailto achievetheirobjectivesof reducingcostsor improvingservice.TheaimofthisMasterclassisto shareouranalysisandresearchonthecriticalfactorsthatwillensure thesuccessofyourtransformationprogrammes.Youwilllearnhowtoapplyprovenconsultingmethodsandtoolstotransformpeoplemanagementinyourorganisation.TheMasterclasswillfocusonthreeimportantareasthatwillsupportyourHRimprovementinitiativesandhelpyouachieveyourgoals:• AssessingtherelativehealthofyourHRfunction–thisiscriticaltomakingthecaseforchange,determinewhattotransformand establishingabaseline.UnderstandthekeyquestionstoaskinconductinganHRAssessmentandthemostimportantmetrics.• DevelopingawinningHRVision–thisiskeytogainingbuy-infromkeystakeholdersandhelpstodeliverorganisationalstrategy.• EstablishingasuccessfulHRTransformationprogramme–manyproblemsarisefromtheinitialgovernanceandprogrammeteam set-up.Learnhowsuccessfulorganisationshaveresolvedtheseissuesandwhatskillsarerequired.
Learning Outcome• UnderstandtheprinciplesandmethodsofHRTransformationandhowitcanhelpyourorganizationachieveitsstrategicobjectives• Leverageandapplyprovenanalyticalandconsultingtools• UnderstandhowtoconductathoroughHRAssessment• DevelopawinningVisionforyourHRfunction• LearnhoworganizationsestablishsuccessfulHRTransformationprogrammeswithexamplesandlessonslearned.
Human Asset | 20109-10 November 2010 • Budapest
8/8/2019 Human Asset 10
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Elective MasterclassesUsing Social Media as an HR Tool
Dr. Graeme CodringtonCo-FounderTomorrowToday
Go“beyondthehype”ofTwitter,Facebook,LinkedInandothersocialnetworkingsites,andseethevalue(anddangers)ofusingthesetechnologiestoenhanceyourbusiness,andHR’srolewithinit.Anewgenerationofyoungstaffandclientshavedifferentexpectationsofwork,management,howtheywillbuyfromyou,andevenhowtheycommunicate.Social
media–thetechnologiesthatallowthemtointeractontheInternetwithasenseofimmediacy–aremorethanjustteenagetoysandstudentfun.Theyrepresentanewapproachtocommunication,engagementandinteractions.Theyaremerelyanexpressionofamoredeepseatedshiftinvaluesandhowwewanttoliveandwork.Everyorganisationineveryindustryandsectorwillbeimpactedbytheseshifts,andneedtolearnhowtoharnessthepowerofsocialmedia.
Learning OutcomesThismasterclasswilldealwithsomeofthefoundationalissues,including;• Choosingwhichsocialmediaisrightforyou• Decidingwhichpolicieswillbehelpful(andwhichonesarecounterproductive),• Valuingsocialmedia(orhowFacebookbecamethenewcoffeebreak),• Discussingwhyspellingandgrammarstillmatter(andotherreal-lifelessonsforanonlineworld),• Settinguptherightmetricsandmeasurementsforsuccessandfailureofsocialmediainyourorganisation.
Casestudieswillbepresentedonhowsocialmediaisbeingusedininnovativewaystoenhanceorrevitalisestrategiesandgainnewcompetitiveadvantageopportunities.
HR Measurement and BenchmarkingMaking a Business Case for the Real Value of HR
Paul KearnsDirectorPersonnel Works Limited
PaulKearnsisaleadingauthorityinthefieldofperformancemeasurementandevaluationandwithover25yearsexperienceasabusiness-focusedHRprofessional,hehasauniqueabilitytolinkHRdirectlytobusinessperformanceinameasurableway.PaulfoundedthePersonnelWorksPartnershipin1990,specialisinginimprovingindividualandorganisationalperformancethroughbusinesslinkedHRstrategiesandtheuseofeffectivemeasurementandevaluationsystemsinbothHRMandHRD.Hisground-breakingevaluationmethodologyhasprovidedafoundationfortheestablishmentof3corporateuniversitiesintheUKandEuropeandisalsoextensively
usedinmanymajorbluechipcompaniesandpublicsectororganisations.
Hehasanabilitytopresentcomplexsubjectsinaneasy-to-understandstylethatmakesthesubjectmatterandhismethodologyveryaccessible.Heisathought-provokingconferencespeakeronthesubjectsofHRstrategy,measurementandevaluationandisavisitingMBAlectureratCranfieldUniversity.PaulistheauthorofTheBottomlineHRfunctionandoneofthemainauthorsofCroner’sTrainingandDevelopmentandCroner’sA-ZGuideforHRMProfessionals.
OverviewTryingtoestablishthecontributionthatHRmakestothebottomlineisanotoriouslycomplexandproblematicissue.PartofthisinvolveslinkingallHRactivitytothebusinessstrategyandoperatingplans.Todaythechallengeisevengreater.IncreasingcostsandcompetitivepressuresmeanthatthemeasurementandbenchmarkingoftheHRfunctionisapressingnecessityformanyorganisations.MostmethodspreviouslyusedtoaddressthequestionofthetruevalueofHRhavefailedtoimpressbusinessleadersbecausetheytendtolookatinputs(e.g.HRcostsandtime)andnotoutputs(i.e.theactualvalueaddedbyHRtotheorganisation).
Thiscoursewillprovideatriedandtestedwayofaddinganddemonstratinggreatervalue.Itusesaclearlyunderstoodbenchmarking
scaleofHRmaturitythatisbeingadoptedbymanyadvancedbusinesses.Amongitsmanybenefits,itissimpletounderstandbothwithintheHRdepartmentandbyseniorandoperationalmanagers.
Learning OutcomeUponcompletionofthisworkshopyouwillbeableto:• AdoptingamorestrategicHRrole• BenchmarkingyourHRfunctionontheHRscaleofmaturity• IdentifyingbusinessmeasuresforcriticalHRactivities• DemonstratinggreateraddedvaluefromtheHRfunctionin£££’s
Human Asset | 20109-10 November 2010 • Budapest
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9-10 November 2010
Ramada Resort Aquaworld Budapest
Budapest
€ 1695
€ 1395
Regular Fee Per Participant
EURO HR Professional Group Members