45% of employees say their company provides the right tools to help them grow and improve job performance. Come and learn how Novozymes are working with talent.

1. You’re invit d

2. Velkommen
Kom og hør om hvordan du gør din HR funktion klar til 2020. Oxford Economics seneste analyse viser
udsigter til et permanent ændret arbejdsmarked, er din HR strategi klar til dette skifte?
Kom blandt andet og hør
Flemming Karstens Søeborg, Global HR Development & Performance Manager hos Novozymes fortæl-
ler om deres fokus på læring og hvor de er i dette forløb. For en videnstung organisation som Novozy-
mes er læring i fokus og en vigtig parameter for at nå deres corporate mål.
Mia Bremer, Global HRIS Manager hos CP Kelco har netop implementeret SuccessFactors for at sikre
et globalt HR system. Kom og hør hvordan SuccessFactors støtter op om CP Kelcos globale HR stra-
tegi og de erfaringer der er fra en global udrulning af en HR cloud løsning.
Simone Buchwald har arbejdet med læring siden 2001, hun var en af hovedkræfterne og arkitekterne
indenfor Læring bag SAPs Learning Solution. Simone vil adressere og demonstrere hvordan man hånd-
terer Learning i HR Cloud. Hør eksempler på hvordan dine medarbejdere kan få enkel adgang til kursus-
kataloget, og hvordan læring kan indarbejdes i din Performance / MUS proces for bedre målopnåelse.
(Indlægget vil være på engelsk)
Hvordan understøtter du dine HR-strategier med social media, så du når målet i 2020. Sr. Product
Manager Lars Mørch viser det sociale værktøj, SAP Jam - løsningen der booster performance, uformel
videndeling, og sikrer let tilgængelighed via mobile apps. SAP JAM har bred anvendelighed som pro-
jektværktøj, i salgsorganisationen, som HR værktøj eller som fælles kommunikationsplatform.
Du kan deltage formiddag eller hele dagen.
Arrangementet er gratis.
12/1 2015 DI – Dansk Industri
H. C. Andersens Blvd. 18 · 1553 København V
Tlf. +45 3377 3377
EPI-USE Summit 2015
SE MERE HER
Workforce 2020 - er du parat?

3. agenda
Formiddag
08.30 – 09.00 Morgenmad
09.00 – 09.15 Velkomst og kort om EPI-USE
09.15 – 09.30 Workforce2020, Hvem er dine medarbejdere ?
09.30 – 10.30 Erfaringer fra Novozymes på læring som strategisk område
10.30 – 10.45 Pause og networking
10.45 – 11.45 Erfaringer fra CP Kelco på et globalt HR Cloud projekt
11.45 – 12.30 Frokost
Eftermiddag
12.30 – 13.15 Uformel videndeling og erfaringer fra Enterprise Social Network
13.15 – 14.15 What can we learn from the cloud?
14.15 – 14.30 Pause og networking
14.30 – 15.15 HR cloud, Hybrid, Full eller Side-by-Side, hvad er anderledes ?
15.15 – 15.30 Afrunding
Vi glæder os til at se dig.
tilmelding
Tilmelding senest den 9. januar.
EPI-USE Summit 2015
DELTAG FORMIDDAG!
INKL. FROKOST
TILMELD DIG HER!
DELTAG HELE DAGEN!
INKL. FROKOST
TILMELD DIG HER!

4. 27
83%
We surveyed
2,700 employees
and
2,700 executives
in
27 countries
The Future of Work
Around the World
An Oxford Economics survey sponsored by SAP takes a forward look at what employees and
executives around the world think about topics such as workforce development, the role of
millennials, organizational leadership, and the skills gap. Here’s some of what we learned.
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Millennials entering the workforce
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
Top trends impacting workforce strategy
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
What employees want:
Bonuses
Training
What employers offer:
The New Face of Work
What Matters Most at Work
The Millennial Workforce
Challenges to building a workforce that
meets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
What’s important to you? Millennials Nonmillennials
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
???
1
2
3
1
2
3
27
83%
We surveyed
2,700 employees
and
2,700 executives
in
27 countries
The Future of Work
Around the World
An Oxford Economics survey sponsored by SAP takes a forward look at what employees and
executives around the world think about topics such as workforce development, the role of
millennials, organizational leadership, and the skills gap. Here’s some of what we learned.
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Millennials entering the workforce
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
Top trends impacting workforce strategy
Position changing or
becoming obsolete
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
The New Face of Work
What Matters Most at Work
The Millennial Workforce
Challenges to building a workforce that
meets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
What’s important to you? Millennials Nonmillennials
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
???
1
2
3
1
2
3
27
83%
We surveyed
2,700 employees
and
2,700 executives
in
27 countries
The Future of Work
Around the World
An Oxford Economics survey sponsored by SAP takes a forward look at what employees and
executives around the world think about topics such as workforce development, the role of
millennials, organizational leadership, and the skills gap. Here’s some of what we learned.
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Millennials entering the workforce
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
Top trends impacting workforce strategy
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
The New Face of Work
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The Learning Mandate
The Millennial Workforce
Challenges to building a workforce that
meets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
What’s important to you? Millennials Nonmillennials
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
of executives agree that
their leaders are prepared
to lead a diverse workforce.
of employees say that
leadership at their companies
is equipped to lead their
organizations to success.
of executives agree that their
expansion plans for growth
markets are limited unless the
right leadership is in place.
???
1
2
3
1
2
3
Managerial relationships Informal mentoring Self-directed learning
The most cited areas of employee professional development and learning
1 2 3
Only
34%
Only
44%
Skills needed today and in the future
Analytics Cloud Mobile Social Media
42%
83%
uture of Work
nd the World
ored by SAP takes a forward look at what employees and
bout topics such as workforce development, the role of
ip, and the skills gap. Here’s some of what we learned.
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
rce
ategy
ng or
lete
or
ffing
s Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
rk
at Work
ap: The Learning Mandate
orce
that
and loyalty
nology
ennials Nonmillennials
0% 20%
8% 64%
9% 31%
% 18%
% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
f employees say that
eadership at their companies
s equipped to lead their
rganizations to success.
of executives agree that their
expansion plans for growth
markets are limited unless the
right leadership is in place.
Informal mentoring Self-directed learning
rofessional development and learning
2 3
Only
44%
re
loud Mobile Social Media
42%
Growth
131%
21%
49%
Growth
91%
15% 16%
29% 27%Growth
69%
Growth
63%
24%
38%
27
83%
How is your company preparing its workforce for the future?
We surveyed
2,700 employees
and
2,700 executives
in
27 countries
An Oxford Economics survey sponsored by SAP takes a forward look at what employees and
executives around the world think about topics such as workforce development, the role of
millennials, organizational leadership, and the skills gap. Here’s some of what we learned.
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Millennials entering the workforce
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
Top trends impacting workforce strategy
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
The New Face of Work
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The Learning Mandate
The Millennial Workforce
Challenges to building a workforce that
meets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
What’s important to you? Millennials Nonmillennials
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
of executives agree that
their leaders are prepared
to lead a diverse workforce.
of employees say that
leadership at their companies
is equipped to lead their
organizations to success.
of executives agree that their
expansion plans for growth
markets are limited unless the
right leadership is in place.
???
1
2
3
1
2
3
Managerial relationships Informal mentoring Self-directed learning
The most cited areas of employee professional development and learning
1 2 3
Only
34%
Only
44%
Skills needed today and in the future
Analytics Cloud Mobile Social Media
Today In 3 years
42%
27
83%
We surveyed
2,700 employees
and
2,700 executives
in
27 countries
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Millennials entering the workforce
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
Top trends impacting workforce strategy
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
The New Face of Work
What Matters Most at Work
The Leadership Cliff
The Millennial Workforce
Challenges to building a workforce that
meets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
What’s important to you? Millennials Nonmillennials
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
???
1
2
3
1
2
3
Only
34%
Only
44% 42%
Growth
131%
21%
49%
Growth
91%
15%
29%
How is your company preparing its wo
To learn more details about this study, please visit
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
W
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The L
What’s important to you? Millennials N
Making a positive
difference in the world
20% 2
Compensation 68% 6
Work-life balance 29% 3
Meaningful work 14% 1
Achievement of income goals 32% 3
of executives agree that
their leaders are prepared
to lead a diverse workforce.
of employees sa
leadership at th
is equipped to le
organizations to
???
Managerial relationships Informal m
The most cited areas of employee professional de
1 2
Only
34%
Only
44%
Skills needed today and in the future
Analytics Cloud
Today
Er ledelsen parat?
Workforce 2020 – Hvad er ”vigtigst”?
83%of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The Learning Mandate
The Millennial Workforce
Challenges to building a workforce that
meets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
What’s important to you? Millennials Nonmillennials
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
of executives agree that
their leaders are prepared
to lead a diverse workforce.
of employees say that
leadership at their companies
is equipped to lead their
organizations to success.
of executives agree that their
expansion plans for growth
markets are limited unless the
right leadership is in place.
???
2
3
1
2
3
Managerial relationships Informal mentoring Self-directed learning
The most cited areas of employee professional development and learning
1 2 3
Only
34%
Only
44%
Skills needed today and in the future
Analytics Cloud Mobile Social Media
42%
Har I de rette
kompetencer?
Growth
131%
21%
49%
Growth
91%
15% 16%
29% 27%Growth
69%
Growth
63%
24%
38%
How is your company preparing its workforce for the future?
To learn more details about this study, please visit us at http://sfsf.ly/Workforce2020.
Studio SAP | 31775enUS (14/08) ©2014 SAP SE or an SAP affiliate company. All rights reserved.
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The Learning Mandate
Making a positive
difference in the world
20% 20%
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
of executives agree that
their leaders are prepared
to lead a diverse workforce.
of employees say that
leadership at their companies
is equipped to lead their
organizations to success.
of executives agree that their
expansion plans for growth
markets are limited unless the
right leadership is in place.
???
Managerial relationships Informal mentoring Self-directed learning
The most cited areas of employee professional development and learning
1 2 3
Only
34%
Only
44%
Skills needed today and in the future
Analytics Cloud Mobile Social Media
Today In 3 years
42%
Hvordan håndterer I
”The Milliniums”?
27
83%
We surveyed
2,700 employees
and
2,700 executives
in
27 countries
The Future of Work
Around the World
Oxford Economics survey sponsored by SAP takes a forward look at what employees and
cutives around the world think about topics such as workforce development, the role of
ennials, organizational leadership, and the skills gap. Here’s some of what we learned.
of executives say they
will be increasing the
use of contingent,
intermittent, or
consultant employees.
34%of executives feel
that they’ve made
progress in building
a workforce that
can meet future
business goals.
Millennials entering the workforce
Globalization of labor supply
Difficulty recruiting employees
with base-level skills
trends impacting workforce strategy
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
What employees want:
Bonuses
Training
What employers offer:
he New Face of Work
hat Matters Most at Work
he Millennial Workforce
allenges to building a workforce that
ets future business needs
A low level of employee longevity and loyalty
Limited access to adequate technology
Lack of qualified leadership
at’s important to you? Millennials Nonmillennials
king a positive
erence in the world
20% 20%
mpensation 68% 64%
rk-life balance 29% 31%
aningful work 14% 18%
hievement of income goals 32% 30%
Only 30%of executives say their companie
give special attention to the
particular wants and needs of
millennials.
???
Growth
131%
21%
49%
Growth
91%
15% 16%
29% 27%Growth
69%
Growth
63%
24%
38%
How is your company preparing its workforce for the future?
To learn more details about this study, please visit us at http://sfsf.ly/Workforce2020.
Studio SAP | 31775enUS (14/08) ©2014 SAP SE or an SAP affiliate company. All rights reserved.
Position changing or
becoming obsolete
Not enough
opportunities for
advancement
Inadequate staffing
levels
Employee concerns
about their jobs
Ways to increase employee loyalty and engagement
Higher compensation
More comprehensive
benefits
Career opportunities
What employees want:
Bonuses
Training
Benefits for families
What employers offer:
What Matters Most at Work
The Leadership Cliff
Bridging the Skills Gap: The Learning Mandate
Compensation 68% 64%
Work-life balance 29% 31%
Meaningful work 14% 18%
Achievement of income goals 32% 30%
Only 30%of executives say their companies
give special attention to the
particular wants and needs of
millennials.
of executives agree that
their leaders are prepared
to lead a diverse workforce.
of employees say that
leadership at their companies
is equipped to lead their
organizations to success.
of executives agree that their
expansion plans for growth
markets are limited unless the
right leadership is in place.
???
Managerial relationships Informal mentoring Self-directed learning
The most cited areas of employee professional development and learning
1 2 3
Only
34%
Only
44%
Skills needed today and in the future
Analytics Cloud Mobile Social Media
Today In 3 years
42%

5. Rådhuspladsen 16 | DK-1550 København V | Tel. +45 72 260 750 | denmark@epiuse.com | www.epiuse.com