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Building Future
HR Leader
Human Reskilling
Reshaping THE PRESENT
Re-imagining THE FUTURE
Resources
September 22 & 23, 2016, BANGALORE
September 29 & 30, 2016, MUMBAI
October 06 &07, 2016, GURGAON
Master class 2016
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THERE ARE A MYRIAD OF PROGRAMS
OUT THERE – WHY LOOK AT OURS?
1 Our programs are RELEVANT and high value
– we work forwards from our clients organisational
strategies
2 We are PRAGMATIC– Our programs combine
assessment and action based learning
techniques to ensure application
3 We use proven RESEARCH frameworks and
theories as the foundation to deliver real
outcomes
I n f o r m a t i o n & i n s i g h t s
Building Future HR Leaders
Transform HR professionals into skilled HR Consultant’s
HR Isn't Meeting Global Business Demands
Very few HR pros think their teams can meet business demands
The need for effective HR has never been greater
Companies must upgrade their HR capabilities
The highly connected and global 21st-century workforce is here. And if a massive new report from Deloitte is to be believed, employers are simply not ready for the challenges that the workforce will present. According to a recent global report, participants rated “reskilling” the HR functions for the future (77%). The bad news: Most respondents said that their organizations aren’t prepared to address those challenges, the report said. “As the world’s population grows, the global workforce is simultaneously getting younger, older, and more urbanized,” “Millennial’s are reshaping the talent markets with new expectations; new technologies are changing work in countless ways; and we are more frequently competing and racing with machines for knowledge work. The findings of many survey’s reveal that a majority of global organizations are not prepared to deal with these trends that are reshaping the workforce.” So isn’t HR under the microscope Human Resource Leaders today have a huge responsibility. They’re being asked to build talent , rethink outdated organizationa l practices, and create fresh approaches to engage the changing workforce and Re-Shape the capabilities of their own organizations- all in response to intensifying business demands. The NEW approach aims at understanding the capabilities and skills HR needs today and for the future.
HR professionals need an increasingly wide range of skills, not only in talent areas but also in understanding how the business works, makes
money, and competes. How are HR teams staying current and viable?
Facts Today:
Less than 8 percent of HR leaders have confidence that their teams have the skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact.
Business leaders agree: 42 percent of business leaders believe their HR teams are underperforming or just getting by, compared to the 27 percent
who rate HR as excellent or good when assessing HR and talent programs.
To become an effective business partner, HR teams need to develop deeper business acumen, build analytical skills to underwrite their
leadership, learn to operate as performance advisors, and develop an understanding of the needs of the 21st-century workforce.
CEOs now see human capital strategies as one of their top priorities for growth.
In order to meet their business goals, senior executives today are holding HR departments accountable for developing creative
new ways to acquire talent, build employee skills, develop leaders, engage employees at all levels, and retain critical workers.
This challenge comes at a time when shifting demographics, rapid technological advances, increasing globalization, and the rise of
new work arrangements are forcing companies to reengineer many of their people strategies. Many businesses have also told us
that they are seeing a “disruption” of the CHRO role in their organizations and are refocusing HR as a “business contribution”
function—a role that demands deeper skills in data and analytics as well as MBA-level business capabilities.
The critical question is whether HR teams have the skills they need to rise to the challenge. According to many global surveys, more
than one-third of respondents report that their HR and talent programs are just “getting by” or even “underperforming.” Twice as
many respondents say that their HR and talent programs are “underperforming” (10 percent) as consider them “excellent” (5
percent).
Ramping up HR skills
What is behind this perceived lack of HR skills? The problem is relatively easy to understand at one level, yet elusive at another.
1. More than 50 percent of all HR professionals enter the field without a specific degree or certification in business or human
resources.
2. Given that many organizations do not invest in developing either the HR or the business skills of their HR teams, it is no
surprise that they are falling behind.
3. This lack of skills severely limits HR’s ability to impact business strategy and advance business goals. For example, our 2015
study found that only 14 percent of companies reported that their HR teams have the capabilities to utilize talent
analytics—a critical function as HR becomes more data-intensive.
Our HR Impact survey 2016 , supports this finding. Forty-three percent of respondents stated that their companies are “weak”
when it comes to providing HR with appropriate training and experiences; 47 percent rate their companies “weak” on preparing
HR to deliver programs aligned with business needs; and 50 percent rate their companies “weak” when it comes to providing
innovative solutions and programs Companies need to challenge themselves to develop programs and professional expectations
to transform HR employees into skilled business consultants. What skills does HR need to more effectively meet the demands of
today’s businesses?
The specific list will vary across companies, but all share the need to develop skills in three primary areas:
1. HR and talent skills
2. Business, industry, and global skills
3. Management, leadership, and program implementation skills
HR and talent skills
Technical HR skills. Specialists should have deep skills in training, recruiting, sourcing, organizational design, employee relations, labor relations, compensation strategies, benefits, and many other areas. These technical skills should be refreshed every year as new vendors, technologies, and strategies emerge.
Labor market and workforce knowledge. HR teams should have a deep understanding of the labor markets and workforces where their companies operate. What cultural, demographic, and local labor market trends affect a company’s ability to hire, retain, and engage people? How do high-performing leaders in Japan, for example, compare with high-performing leaders in China or Brazil? What will attract engineers in San Jose vs. Munich vs. Bangalore?
Technology and analytics. It is impossible to run or manage HR without a deep understanding of multiple technologies—from payroll systems to social sharing tools. Cloud, mobile, and social technologies are critical areas where HR professionals should develop leading skills. As big data becomes a pervasive resource and tool, HR professionals should also develop skills and comfort with data, statistics, and analytics. This area may be one of the largest gaps for HR teams as they reskill for the future.
Business, industry, and global skills
Business and industry acumen. HR professionals should develop a deep understanding of business and industry trends: how the company makes money, what drives long-term competitive advantage, what skills are needed to maintain and drive improved profits, what new products are underway, how customers perceive value, and how to drive innovation. The challenge for HR professionals is to help the business create value through their understanding of talent, such as by identifying new sources of talent in new markets.
Global insights. Most businesses, large and small, operate globally when it comes to customers, supply chains, and talent markets. HR professionals must be innovative in accessing talent in global geographies, determining what is required to be effective in local talent markets, and understanding how to integrate HR programs across countries and regions to provide “one source of truth” for HR and talent data and insights.
Management, leadership, and program implementation skills
Management and leadership. HR professionals must understand how people lead, how to coach leaders, and how to lead their
own teams. They should have the confidence and the leadership experience to interact with senior business professionals in a
meaningful way.
Project and change management skills. It is easier to design a “picture-perfect” program than to get managers and employees to
adopt it. Focusing on the realities of change and achieving practical results should be in the crosshairs of every HR manager.
Continuous development and knowledge sharing. Just as IT, finance, sales, and customer service invest heavily in training and
certifications, HR should develop an “HR for HR” team that certifies, develops, and continuously improves the skills of the entire
HR function.
Inconnectiva is proud to present this year’s annual Re-Skilling HR: Building Future HR Leaders Master class Series 2016. Why Did we plan this event ? This annual First-of-its-kind Forum aims at discussing and understanding:
1. What should we as HR Professionals Be, know, and do to be seen as personally effective? 2. What should HR professionals be, know, and do to improve business success? 3. What should HR Departments focus on to improve the business performance?
Individual HR professionals must learn and master skills and abilities to make sure that they are prepared for the future. When they demonstrate the right competencies, they are seen as both personally effective and true partners in driving business success. HR departments must also have the right vision and governance to deliver business success.
01:
A: RE-SKILLING HR: Changing the game of HR Understand HR’s changing mandate, mission, and role At the Start, we will discuss the next evolution for HR -In this view, strategy is not a mirror, but a window through which HR Directors align their work to forces and stakeholders outside their organization to deliver greater value to those inside and outside the company. In this insightful and thought provoking session, you will be able to answer the following:
✓ What is the greatest challenge in your job today? We will show the evolution of how HR adds value, with an
emerging focus on external conditions and stakeholders. We will discuss specific innovations in HR with this
outside in perspective.
✓ What does HR uniquely bring to the strategy discussion? We will talk about how each function uniquely
contributes value to the strategy discussion (finance with economics; marketing with customer data; operations
with systems insights). We will show that HR should be the architect and anthropologist for talent, leadership,
and capability. We will highlight trends in each area.
✓ What are keys to HR transformation? We will discuss how HR transformation must analytics. We will highlight
latest thinking on each area.
By the end of the session you will be able
• Articulate the changes both in terms of Macro and Micro level
• Appreciate the changes happening across and their impact on HR as a function
• Appreciate the aspirations of various stakeholders and movement of HR as a function in near future
Agenda Day 1
FUTURE FOCUS: Evolving and further developing HR capabilities / Role
✓ Taking the Outside-In Approach: HR must turn outside business trends & stakeholder expectations into internal actions.
✓ Thinking Global Acting Local: HR must have both a global perspective and local insight
✓ Business & People : HR should focus on both business results and Human Capital improvement
✓ Organization & Individual : HR should target both Org Capabilities and individual ability
✓ Process & Event: HR is about sustainable and integrated solutions, and each activity (for e.g: a training, communication, staffing or compensation program) needs to reflect that.
✓ Future and Past: HR should shape the future of the organization while respecting its heritage.
✓ Strategic and Administrative: HR must attend to long-term strategic practices as well as dad-to-day administrative processes.
By the end of the session you will be able
• Understand the future landscape & skill grid
• Understand and appreciate the Professional Edge + Technical Edge + Business Edge model
• Appreciate and understand the various skills required and why
INTRODUCTION FACILITATOR LED GROUP DISCUSSION
02: FUTURE FOCUS
08.30 – 09.00: Registration Followed by Breakfast • Welcome and Opening Plenary • Goals of the Day • Workshop Style: energizing, interactive, compelling
03: DEVELOPING A PROFESSIONAL EDGE: THE KEY COMPETENCIES
CREDIBILITY: The Development of Credible Activism as a Competency
Do we build relationships of TRUST among the HR
Do our HR professionals in different roles respect and work well with each other
Do our Hr professionals appropriately challenge and learn from each other
` Effective HR professionals are credible activists, Credibility comes when HR professionals focus their time and attention on the issues that matter to the business, do what they promise, meet their obligations and commitments, communicate effectively and build relationships of trust with line managers and other colleagues, and demonstrate a willingness to take professional and personal risks to create value for the business.
Key areas of discussion
Earning Trust through results Setting clear Performance and Goal Expectations Meeting commitments Displaying integrity Influencing and relating to others effectively Improving through self-awareness Shaping the HR profession HR with an Attitude - which means that HR professionals take an informed and proactive position about business and
HR issues
By the end of the session you will be able
Understand the importance of Credibility
Understand and appreciate what are the principles and dimensions in building credibility
Understand the science behind credibility at workplace
NEGOTIATION: Stakeholder management with a win-win scenario
Human resource managers spend enormous amounts of time helping both employees and upper management cope with everyday issues involving two or more stakeholder groups—often with conflicting interests. What you are doing day in and day out, whether you realize it or not, is negotiating. Any time you are involved in helping two or more parties come to an agreement, you are, in effect, handling a negotiation. HR Professionals who hone their negotiating skills are in a tremendous position to influence company morale, improve productivity, boost the bottom line, and foster a company culture that is harmonious and competitive. By the end of the session you will be able
Understand the importance of Negotiation and stakeholder management
Understand and appreciate what are the principles and dimensions in building negotiation
Understand the science behind creating a win - win scenario
A:
B:
HANDS ON EXCERCISE
HANDS ON EXCERCISE
Agenda Day 1
PRIROTIZATION: Managing Time & Ability to say NO
Human resource managers often struggle with managing time, with multiple stakeholders to manage at any give time and with their multiple wishes and aspirations it is often a battle to identify and classify what is Priority 1 and what needs to addressed. Business Leaders often complain that HR Managers are busy with trivial issues and don't know where to stop. HR Leaders often also complain their team members often take up assignments more than they can manage because of their inability to say NO or mildly push back. By the end of the session you will be able
Understand the importance of prioritisation and time management
Understand and appreciate what how to identify and classify Tasks which are important and which are not
Understand the science behind Urgent & Important grid
Understanding the art of saying NO without Offending
C: HANDS ON EXCERCISE
Agenda Day 1
Pre-Course Questionnaire
We are committed to delivering the highest possible standard of training and ensures that
you achieve maximum benefit from this training course. Therefore, after receiving your
registration, you will be asked to complete a Pre-Course Questionnaire to be sent back to us.
This will include your specific interests, needs and objectives to help us serve you better.
Your Satisfaction is guaranteed!!!!
At Inconnectiva Training, we guarantee the quality of our training courses. It's that simple.
More than 99% of our participants say that they would come back and attend our events in
the future. If the actual course content falls short of the course objectives and outline as
printed in the brochure, Inconnectiva will give you credit towards another course of equal
value within the next 12 months.
Certificate of Participation:
Each participant will also receive a Certificate of Participation after attending this course.
End of Day 1
04: BUSINESS & STRATEGIC EDGE: THE KEY COMPETENCIES
BIZ – HR STRATEGY: Align Biz & HR Strategy - Understand Strategy as concept
The transition from Operational HR to Strategic Business Partnership is a difficult one. Whether you are already working as a Business Partner and are reviewing your effectiveness, or whether your HR function is considering a move to a Partnership model, this part is likely to be of use to you. The module examines how Business partnership can position themselves to suit both the business strategy and culture. Partnerships need to begin from a starting Point of assessing what they are seeking to achieve nd influence before they can build their brand image and develop an appropriate marketing plan. By the end of the session you will be able
Understand what does Value Creation means to business
Understand and appreciate the fundamentals of a HR Strategy plan
Understand the science behind The Nuts and Bolts of a Strategy Plan (Steps / Process)
A: HANDS ON EXCERCISE
Agenda Day 2
B: HANDS ON EXCERCISE
CUSTOMER FOCUS: Understanding customer orientation and dimensions related to it More than often HR Managers are accused that they see Employees as more of a pain rather than internal customers. As a strategic function HR has to perceive employees as their customers and change it orientation towards them. What are the impacts on HR as a function as well as on HR team members in terms of Customer Focus Orientation and Customer Experiences, what are the changes that would require to be made and skills to be acquired to achieve this goal. By the end of the session you will be able
Understand what does Customer Focus orientation means and what does customer experience means to HR professionals
Understand how does Internal Customer Satisfaction Study works - Dimensions
Understand the science behind Mystery Shoppers and how to build mood meters across to study the changing aspirations of customers
08.30 – 09.00: Breakfast • Re-Cap of Day 1 • Discussions on Some Best Practices
Agenda Day 2
CHANGE CHAMPION Do we initiate changes within our HR Department?
Does our HR department have a reputation for implementing what we ak others to do?
Change management is a core, but challenging, aspect of working in HR. Being a change facilitator often involves dealing with issues arising from employees’ lack of enthusiasm or confusion about the overhaul – but how can these problems be tackled? It is vital that change facilitators communicate what the vision for the transition is; and what it will help the business to achieve.
INITIATING CHANGE - Initiating means getting started , turning pressure for change into change initiatives and then taking first steps
to move change forward . Research shows that 6 competencies define the extent to which HR professionals initiate change:
Ensure that key leaders are supportive of major change initiatives
Help people understand why change is important - create a sense of urgency.
Identify and overcome sources of resistance to change
Set Directions of change wit clear intended outcomes
Build commitment from key people to support change effort
Articulate the key decisions and actions that must happen for change to progress
SUSTAINING CHANGE: Sustaining change means sticking with initiatives, making sure that desired changes happen , and delivering outcomes from the change .
Research identifies 3 specific behaviours that HR professionals can demonstrate to help sustain change :
a) Ensure the availability of resources needed to stick with the change (money , information, technology, people)
b) Monitor and communicate progress of change processes
c) Adapt Learning’s about change to new settings
By the end of the session you will be able
Understand Change as a concept and various dimensions around it
Understand and appreciate the concept of Resistance to change
Understand the John Kotter - Managing Change Model
Appreciate what kind of Change Agent you are and how do you use your influencing style to manage change
(money , information, technology, people)
Monitor and communicate progress of change processes
Adapt Learning’s about change to new settings
C: HANDS ON EXCERCISE
Register Today!!!!
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05: TECHNICAL EDGE: THE KEY COMPETENCIES
RE-INVENTING PMS IN THE NEW WORK ENVIRONMENT: Making it Agile The Focus should now be on ensuring that the organization has the right talent and leadership for the current and future success of the business. It emphasizes the need for innovation in designing HR practices that drive the talent agenda of the organization . That means ensuring good analytics on the current state of talent and competitive talent needs . Talented employees need to be attracted , recruited , on-boarded and developed . Leaders need to be identified and placed in positions that utilize their skills and accelerate their competence. And teams and organizations need to be designed and staffed with competent employees who deliver the capabilities that make or break the strategy. As companies struggle with leadership, engagement, and capability challenges, they are realizing that the performance management process affects all of these challenges. Change is underway: 89 percent of respondents recently changed their performance management process or plan to change it within 18 months. Innovative new performance management models are now becoming an imperative as businesses modernise and improve their talent solutions. Companies leading this transformation are redefining the way they set goals and evaluate performance, focusing heavily on coaching and feedback and looking for new technologies to make Performance management easier.
By the end of the session you will be able
Understand the new innovations in the PMS across various organisations & Industries
Understand and appreciate the science in Bell Curve and how it should operate
How do we assess HI PO through PMS
A: HANDS ON EXCERCISE
B: HANDS ON EXCERCISE
CULTURE: Understanding how to build culture as a culture steward - Walk the Talk Culture is the way decisions are made in organizations. It is what happens when no one is looking. Culture is certainly leaderdriven, but it does not have to be leader dependent; in fact, a culture so dependent on one personality or presence will likely not survive. Every organization has a culture; the question is whether this default culture is what is intended or desired. Some believe that culture is too big, amorphous and too difficult to change; but increasingly there is ample evidence of organizations that have taken a very systematic approach to shaping the type of culture that matters to various constituencies, not just those in the boardroom. Values have become more than just words on a poster and have been the beacons for making decisions, attracting talent and creating a new compact with employees.
Culture Change: Enabling both an engaging and high performing culture
Values: Why freedom within a framework, building confidence, resilience and personal awareness are the core ingredients or success
Organisation Design: How insights from neuroscience can transform your culture change programmes.
By the end of the session you will be able
Understand Culture as a Key DNA for business success
Understand the model of building culture through employee experiences across value chain
Understand the concept of Walk and Talk and appreciating the principles which we need to adhere to
Agenda Day 2
HUMAN CAPITAL METRICS: Art of building and measuring through metrics
Championing HR/ People Analytics The HR/ People analytics revolution is gaining speed. While HR organizations have been talking about building analytics teams for several years, in 2016 we see a major leap forward in capabilities. Businesses have recognized they need data to figure out what makes people join, perform well in, and stay with an organization; who will likely be successful; who will make the best leaders; and what is required to deliver the highest- quality customer service and innovation. All of this can be directly informed by people analytics. Companies are hiring people analytics staff, cleaning up their data, and developing models that help transform their businesses.
By the end of the session you will be able
Understand Top 25 Metrics that make a difference
Understand how metrics need to be designed and identify metrics that are no longer good enough
Appreciate the difference between Impact and Output Metrics and create a dashboard for Employee Value chain (Output - Impact)
A: HANDS ON EXCERCISE
REGISTRATION INFO
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(Email): [email protected] \ [email protected]
Agenda Day 2
End of Day 2 & Close of Master class
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Dedicated to providing the highest quality in event planning, meeting and conference management, our goal is to project
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We research and produce value added and vital business conferences, summits and training workshops. These meets are
dedicated at enabling a high level of knowledge sharing that improves total productivity of business performance.
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The Strategist is a Global 360° People Practices Consulting Firm. It specializes in the complete spectrum of people practices
ranging from Human Capital Strategy to.. Engaging Employees to.. Headhunting Senior Leaders to.. Optimizing HR operations
through outsourcing. The Strategist’s operating philosophy is to energize clients’ growth, by transforming the people practices.
Modelled on lines of some of the best in class firms, it has Partners with considerable experiences leading Industrial verticals
and domain solutions (Talent Acquisition / Human Capital Strategies / Employee Engagement etc.).
The Strategist believes that the best of any solution is a right mix of Theory, Research, Benchmarking and Client Centricity. We
at The Strategist don’t subscribe to the idea of ‘universal solutions’ as we believe that each client (partner for us) is unique and
so are the challenges within which they operate. We firmly believe in ‘solving’ the challenges with a long term perspective and
thus we rely on tried and tested theory and research backed actual business scenario study (benchmarking).
Our team of professionals consists of industry experts who have served with some of the best known names and have opted
out to build this firm with a dream of ‘enabling our partners to fuel their dreams’. Our solutions also include products like
‘WoW’ (Wholehearted to Work) an employee engagement tool, ‘HURRAY’ (Human Resources Alignment Yardstick) a product
that helps align HR to Business, ‘Hi” (Handy Information) a unique on-line and off line application which aligns employees to
the overall big picture of the organization. ‘Next Orbit’ an metrics driven business performance measurement tool and…..
To know more about us visit us www.thestrategist.in or reach one of our partners at [email protected]
K . S r i n i v a s R a o ( S r i n i )
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Srini is a human capital strategist, with considerable background in Human Capital Value Chain. He has worked
both as internal staff and external consultant to organizations of varying size across multi industries including
Manufacturing, IT, ITes, Banking & Financial Services, Aviation & Transport etc
He has over 21 years of expertise in the areas of leading » Core HR Function {Leadership development,
Performance Management including C&B, Employee Communication, HR Technology} » Change Management
{Organization design and development, Aligning Org. Cultural to Strategy, Organizational Effectiveness
Assessment} » M&A Integration, {Integration, Restructuring, Downsizing}
Srini has vast experience in developing Talent Management frameworks and blueprints from organization size
ranging from 100 to 100K employees. He has specialized in Talent Management framework for Hi Potentials and
Successors with considerable experience and expertise across industries.
He is currently Partner at the Global People Advisory & Research Firm ‘The Strategist’. Previous to this he was
heading Strategy - HR at Satyam Computer Services. He has held management roles at all levels in CATS
(Computer Associates-TCG), Baan Info Systems, Ernst & Young, Videocon International
A avid writer and guest speaker on the subject of Change Management and Human Capital, his writings include
“Managing HR Issues in a Merger” – Published in the Handbook of Business Strategy 2002– A annual publication
of Journal of Business Strategy – Thomson Financials USA (currently part of the Emerald Publications) and
“Principles and Practices of Management” – A text book for undergraduate students recommended by State
Government of Madhya Pradesh for Open University. He was invited to present a paper at “M&A Summit 2002” –
in Calgary, Canada. His new book titled “Whispers of a Devil in an Angel” – A workbook for change manager and
merger integration champions is on stands. Some of his other co-writing include “Collective Independence”
(Generalist and Specialist), “Enhancing Efficiency of HR function through IT – Satyam Journey” (The battle
between Hi Touch and Hi Tech.).
He holds dual Masters' degrees; he attended Indore School of Social Work where he topped the class of ‘93 &
received a Masters of Social Work with an emphasis in Human Resources and later went on to do Masters in
Military Sciences. Currently he is a Research Scholar at XLRI Jameshedpur. He was Awarded “HR Leadership
Award” in 2008~09 by Employer Branding Institute and member of the CII – Hyderabad Forum (Industry &
Employee Relation Panel) , He is currently The Editor – NHRD Newsletter
Re-Skilling Human Resources master class 2016 Building Future HR Leaders
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C a n c e l l a t i o n s / S u b s t i t u t i on s
S u b s t i t u t i on s a r e w e l c om e a t a n y t i m e . A l l b o ok i n g s c a r r y a 5 0 % l i a b i l i t y i m m e d i a t e l y a f t e r a f u l l y c om p l e t e d s a l e s c on t r a c t h a s
b e e n r e c e i v e d b y t h e I n c on n e c t i v a s a l e s o f f i c e . T o o b t a i n t h e b a l a n c e o f t h e c on f e r e n c e f e e a s a c r e d i t t o b e a p p l i e d a g a i n s t
a n ot h e r I n c o n n e c t i v a C on f e r e n c e , S u m m i t , T r a i n i n g C ou r s e , w r i t t e n n ot i c e of t h e c a n c e l l a t i on m u s t b e r e c e i v e d b y m a i l or f a x 1 0
d a y s b e f or e t h e w or k s h o p . C a n c e l l a t i on s w i t h l e s s t h a n 1 - w e e k n ot i c e of t h e c on f e r e n c e d a t e c a r r y a 1 0 0 % l i a b i l i t y . P a y m e n t m u s t
b e m a d e p r i or t o t h e c on f e r e n c e a n d t h e c l i e n t a g r e e s t h a t i n c a s e of d i s p u t e or c a n c e l l a t i on of t h i s c on t r a c t I n c on n e c t i v a
c on f e r e n c e s w i l l n o t b e a b l e t o m i t i g a t e i t s l os s e s f or l e s s t h a n 5 0 % o f t h e c on t r a c t v a l u e . I f f or a n y r e a s on I n c o n n e c t i v a
c on f e r e n c e s d e c i d e t o a m e n d t h i s c on f e r e n c e , w e a r e n o t r e s p o n s i b l e f or c ov e r i n g a i r f a r e , h ot e l or ot h e r c os t s i n c u r r e d b y
r e g i s t r a n t s . I n t h e e v e n t t h a t I n c on n e c t i v a c on f e r e n c e s c a n c e l t h e e v e n t , I n c o n n e c t i v a r e s e r v e t h e r i g h t t o t r a n s f e r t h i s b o ok i n g
t o a n ot h e r c on f e r e n c e t o b e h e l d i n t h e f o l l ow i n g t w e l v e m on t h s , or t o p r ov i d e a c r e d i t of a n e q u i v a l e n t a m ou n t t o a n o t h e r
c on f e r e n c e w i t h i n t h e s a m e s e c t or w i t h i n t h e f o l l ow i n g t w e l v e m on t h s .
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