09.00 09.10 Welcome by the ChairSharon Mattingly
Principal, Talent and Organisation Consulting Practice,
Hewitt Associates
09.10 09.50 Opening Keynote PresentationFuture Value Creation through Effective People Strategy
The fundamental role of HR in creating value the people strategy
Aligning the key contributions to the business strategy: Culture, recruitment, training, remuneration, recognition and communications
Getting people excited the importance of employee engagement
What does the future hold for HR
Lynda Gratton
Professor of Management Practice London Business School
09.50 10.25 Keynote PresentationDeveloping a High Performance Culture is Mission Critical in Turning an Organisation Around
Defining a high performance culture within the public sector
From emotions to execution
The importance of leaders to drive through change
The future role of the HRD where are they going to add value?
Angela OConnor
Chief People Officer National Policing Improvement Agency
10.25 11.00 Keynote PresentationMaintaining Strong Culture and Values to Deliver Continued Profitability and Growth
Andrew explores the challenge of building and maintaining the Goldman Sachs culture which underpins the success of the organisation. Andrew will explore the tools and techniques used to maintain the culture as the organisation grows across regions
The culture of GS
The importance of buy in and leadership from the top
Developing the culture through continued assessment
How are values derived and instilled in the workforce?
How is the culture maintained as the company grows across regions?
Andrew McEachern
Managing Director, HCM Goldman Sachs
11.00 11.10 Questions and Answer Session
11.10 11.30 Refreshments
Delegates can choose to one of the following 3 streams
STREAM 1
Talent Management
Chaired and facilitated by
Sharon Mattingly
Principal, Talent and Organisation Consulting Practice
Hewitt Associates
STREAM 2
HR Effectiveness
Chaired and facilitated by
Stephen Brooks
Director
PA Consulting
STREAM 3
Future of Reward
Chaired and facilitated by
Chris Bruce
Director of Marketing
and Technology
Thomson Online Benefits
11.30 12.00
Developing and Implementing Talent Strategies for all levels Within the Organisation
CASE STUDY:Organisational Design: Transforming the Structure and Positioning of HR through Cultural Change
CASE STUDY: Using Reward Policy to Drive Business Turnaround
Defining the objectives of the talent strategy
Talent and leadership is required throughout the organisation not just at the top
Identifying and developing talented individuals without disengaging the team
Tools and techniques employed
Measuring the results in terms of succession planning and retention
Establishing the business objectives and how HR will add value
What are the areas of resistance and how do you overcome them
Its about changing the organisational culture
The importance of being able to measure and report performance
What are the reward packages trying to achieve?
Understanding what your employees want
Leveraging reward to drive culture change and employee engagement
Measuring the impact of the reward strategy
Kate Griffith-Lambeth
HR Director White & Case LLP
Kerensa Sheen
Corporate Functions and Global People Capability Director, Group HR Vodafone Group Services Limited
Kate Kelly
Head of Employee
Relations and Reward Marks & Spencer
12.00 12.30
CASE STUDY: Aviva
Overcoming the Practicalities of Implementing Talent Strategies
CASE STUDY: Building Trust and Leadership from the Top
CASE STUDY: Designing and Implementing an Effective Benefits Strategy
The approach and objectives
Building commitment from senior management
Integrating talent management with other HR processes (linking with performance management and reward)
The challenge of getting line managers on board
What were the key lessons learned and what would we have done differently with hindsight
Effective HR departments have buy in from the top
Understanding HR's roles and responsibilities to the organisation
Getting the right people and ensuring they perform and develop at the highest levels
Building HR accountability goes beyond simply measuring performance
Why adopt a flexible benefits package?
What the reward packages comprise of and how they meet the overall strategic aims
Overcoming the challenges of implementation
Reducing costs through improved metrics
Adam Eaton
Director of Group
Management Development Aviva
Martyn Worsley
Head of International Organisation Development The Bank of New York Mellon
Trevor Blackman
Head of Remuneration
and Benefit RBS
12.30 13.00
Round table discussions and feedback session
Round table discussions and feedback session
Round table discussions and feedback session
13.00 - 14.00 Lunch
STREAM 4
Employee Engagement
Chaired and facilitated by
Helen Rosethorn
Chief Executive
Bernard Hodes Group
STREAM 5
Leadership Development
Chaired and facilitated by
Penny Ferguson
Penny Ferguson Ltd
STREAM 6
Resourcing and Retention Strategies
Chaired and facilitated by Frederik Ballon, Managing Consultant, EMEA Operations, Peopleclick
14.00 - 14.30
Employer Branding at Philips: Linking Marketing to HR
CASE STUDY: Building a Framework that Identifies and Develops Future Business Leaders
Overcoming the Challenges of Developing an Effective International Resourcing Strategy
What we have learned by taking our employer brand global
The need for new ways of working between HR and Marketing
Creating an attractive, distinctive and authentic employee proposition
How our journey has evolved
Defining leadership expectations
Building a leadership framework around those expectations
Aligning development and training to those needs
Assessing leadership who are the people with strengths in key business areas
The challenge facing Unilever as a global organisation
Devising a strategy that engages line managers
Establishing clear and effective hiring processes
Ensuring the development plan is part of the recruitment process
Measuring and using the metrics
Job Mensink
Senior Director Recruitment Marketing Philips International
Jill McMillan
VP, EMEA Leadership & Development
Investment Banking Merrill Lynch Europe
Paul Maxim Global Resourcing Director Unilever
14.30 15.00
Developing a New Employer Brand for a Company that Doesn't Exist - Nokia
CASE STUDY: Creating a Leadership Culture Across the Organisation
CASE STUDY: Pannone LLP:
Winning a top 3 position in The Times 100 best places to work
Building the business case to invest in understanding
Investigating what attracts and retains Nokia people
Aligning the processes and behaviours of two different companies
Building understanding across cultures
Achieving a leadership culture in the organisation
Devising a strategy that performs across all levels throughout the organisation
Rigorously measuring leadership development and its impact on people and business performance
Our approach to recruitment and retention
Developing a culture that engages and fosters loyalty
Establishing a flexible working structure that meets the business objectives
Making work fun
Peter Bedford
Head of Resourcing & Employment WSE Nokia Siemens Networks
Ewan McCulloch
HR Director Staples UK Retail
Rachel Dobson
Partner and Director of Support Services Pannone LLP
Jim Lister
Partner Pannone LLP
15.00 15.30
Round table discussions
and feedback session
Round table discussions
and feedback session
Round table discussions
and feedback session
15.30 15.50 Refreshments
15.50 17.10 Panel Discussion
Effectively Linking Talent Management with Reward, Recognition & EngagementA strategic discussion on the pay and performance equation
How are organisations accurately assessing talent when many performance mechanisms were originally developed to generate data for reward and recognition? Is it possible to have one system that effectively assesses talent and generates the reward package?
Our panel of experts, drawn from a diverse range of organisations, will present the practical challenges that they have faced in developing and implementing an effective talent management strategy that dovetails with reward and recognition. The discussions will encompass employee engagement, performance measurement and reward and the interplay between them.
Following the brief presentations, the audience then joins the discussion through a facilitated Q&A session which is followed by the drinks reception where you can network with other HR Directors.
Topics to be discussed include:
How do organisations establish the key motivating factors across the entire workforce?
Are traditional methods of developing packages ethical and are shareholders going to agree to them?
Key elements of progressive compensation and benefits design and implementation
Can performance assessments effectively be used to assess both performance and compensation?
Lou Manzi
Vice President, Global Recruitment GlaxoSmithKline
Richard Smelt
Group HR Director Carphone Warehouse
John Smythe
Founding Partner Engage for Change
Andrew Armes
Global Vice President, Talent Management and HR Strategy Invensys Plc
Lynn E. Vaughan
Compensation & Benefits Director, Europe Group Coca-Cola Enterprises
