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3rd Global HR Excellence Conference 13-15 October 2014 Singapore
 

3rd Global HR Excellence Conference 13-15 October 2014 Singapore

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Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus ...

Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.

For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e

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    3rd Global HR Excellence Conference 13-15 October 2014 Singapore 3rd Global HR Excellence Conference 13-15 October 2014 Singapore Document Transcript

    • 6/8/2014 www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai… http://www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai… 1/3 Revolutionising HR through fortified capability management strategies with enhanced performance rewards, leadership pipelining and human capital transformation. 13-15 October 2014 venue to be confirmed, Singapore News Article - Prof Sattar Bawany Interview with: Prof Sattar Bawany,CEO of Centre For Executive Education(CEE GLOBAL) and also the Managing Director of EDA Asia Pacific, Singapore Prof Sattar Bawany, is one of the speakers at the marcus evans 3rd Annual Global HR Excellence Conference and will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce “This Conference provides a platform for HR Practitioners to network with their peers and develop their understanding of the pressing trends and issues facing today's HR and Business Leaders. By bringing together executives, thought leaders and partners, the Conference cover and discuss topics from diverse points of view. Be a part of leading HR conversations and join us at this 3rd Annual Global HR Conference.It also serves as an excellent opportunity for HR as Strategic Business Partner, responsible for planning and developing the future leadership of their organization to discuss key issues, test ideas, share perspectives and learn from peers. During my Plenary Presentation on "Leading and Engaging Multigenerational Workforce", participants will have the opportunity to enhance their understanding of generational characteristics and the impact of their own management practices and leadership styles on each of these groups. We will also be reviewing how organisation can leverage on their multi-generational workforce to effectively attract and retain employees, build teams, deal with change, and increase employee engagement", he said . Below is the full interview with Prof Sattar on his views and insights on HR Excellence: What is your expectation for the conference and what do you hope to hear from others at the conference? I would expect the Speakers to share their knowledge and business and strategic HRM practices which could be viewed as contemporary, practical and relevant (CPR) to today's HR Professional. What are the hot issues in the industry right now that should be addressed and discussed? From the ongoing dialogue with CEOs and Business Leaders, it is evident that what has been more fortunate for Asia-Pacific organisations is that they are buffered by the regional economic development as markets in the region are still expected to grow compared to sluggish recovery in the US and economic slowdown in Europe. Amidst the cautious optimism expressed by these leaders , they have consistently cited that a key challenge to achieving this growth is the talent factor. The competition for talent in Asia-Pacific is intensifying. Although there is an abundance of raw talent in absolute terms, the current profile of skills and capabilities is poorly matched to the demands of the economy. More than ever, Asia-Pacific organisations will need to be agile in their talent management strategies, in order to ensure that they have the human capital to adapt to the changing forces in the business environment. How do we determine the right leaders for the future, empower and retain them? In essence, the heart of the leadership challenge that confronts future leaders is learning how to lead in situations of ever greater volatility and uncertainty in a globalised business environment, allied with the needs to deal with scale, complexity and new organisational forms that often break with the traditional organisational models and structures within which many have learned their ‘leadership trade’. So the basic assumption that past experience is the key for future leadership success is more open to scrutiny than ever. Leadership is an art and a science. It is an art because it continually evolves, changes form, and requires creativity. It is a science because there are certain essential principles and techniques required. A good leader knows when it is time to change shape because they are highly attentive to
    • 6/8/2014 www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai… http://www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai… 2/3 those around them. Coming from a position of strength, a great leader takes risks by freeing up the creative genius in their followers to build their capability and multiply the talents of the organization. This leads to community and greatness. By powerfully communicating a vision that animates, motivates, and inspires followers, a great leader is able to transform his or her organization. We are operating in a hypercompetitive business environment. The world moves faster today when compared to 10 years ago. Companies feel the pressure to decrease time to market and improve the quality of products while delivering on ever-changing customer expectations to maintain competitive posture – that is, be adaptive and nimble. Driving results is difficult even for companies who have the benefit of dedicated and knowledgeable employees and business leaders to leverage. Organizations need leaders to visualize the future, motivate and inspire employees, and adapt to changing needs. On-going research indicates that, with the right leadership development support including executive coaching, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop effectively and yet it is the one that often has the most impact. As emotionally intelligent leaders rise through the ranks of an organization, their profile becomes more visible to employees and their increased power can have greater impact. What are the most challenging issues related to HR that have major impact on organisations today? Despite the optimism surrounding future growth opportunities in the region, CEOs consistently cite a critical pressure point: talent. Several forces are converging to significantly change the workforce dynamic in the region: a) Demographic shifts - In many economies such as Japan and Singapore, declining population growth is creating a labour shortage. Baby Boomers are retiring and the Gen Yers Leaders are not fully equipped to take leadership roles b) Rising people costs - Compensation is rising rapidly as talent has become scarce. This will exacerbate the rising operating costs and impact on their competitiveness. c) Large-scale skills mismatch - Outdated strategies for education and training are no longer adequate for satisfying business or employee development needs in the new and knowledge-based economy. d) Shortage of qualified employees - In the fast-growing economies, many organisations are facing mounting talent challenges especially shortages of qualified, experienced and skilful managers. This is resonant with the ‘Peter Principle’ (formulated by Dr. Laurence J. Peter and Raymond Hull in their 1969 book ‘The Peter Principle’) which states that in modern organisations, most managers rise to the level of their least competence, like the specialist (e.g. accountant, engineer, lawyer etc.) who is so good at their craft that they get promoted to a management position in 'charge of people' without having mastered any real leadership skills. Has there been any changes in your strategies towards succession planning? If yes, what are the aspects of these changes? Talent management and retention is perennially at the top of CEO’s most pressing worries. A company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The key to ensuring an organisation has the leaders it needs when it needs them, is to accelerate the performance of future leaders including high potential employees, so that their skills and leadership abilities are as strong as possible when they are needed particularly as leaders transition from role to role. As CEO tenure continues to shrink, research have shown that with two out of every five new CEOs failing in their first 18 months, it has become absolutely critical for companies to cultivate internal candidates for top positions. Yet corporations are beginning to realize that executive geographic and organization culture succession pipelines are broken and will adversely affect the ability to identify and nurture future leaders. A company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects ethical reputation, and navigates transformational change in pursuit of a bright competitive future. Unfortunately, some Boards and CEOs neglect their talent management accountability - consequently, their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes discernable, the edge is lost, and the “magic” disappears. The competition begins to outwit, outflank and outperform these companies. About the Event
    • 6/8/2014 www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai… http://www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai… 3/3 The 3rd Annual Global HR Excellence conference provides the perfect platform to explore the dynamics of talent management, discover the latest updates in strategic HR and experience innovative HR applications & technologies which will enable you to create a truly world class HR function and drive business success. Customize your own programme by selecting from any of these streams over Day One and Day Two: Talent & Capability Development Performance & Rewards HR Processes and Transformation Day 3 – Full Day Course: Capacity Building: Effective Leadership and People Performance Management For more information, go to: http://hrexcellenceme-lse.marcusevans.com/ or CLICK HERE for an updated brochure Company Contact Cindy Cluny Marketing Manager marcus evans tel: +00 603 2723 6745 fax:+00 603 2723 6699
    • large scale events Leadfromtheback—andletothers believetheyarein front. Revolutionising HR through fortified capability management strategies with enhanced performance rewards, leadership pipelining and human capital transformation. Nelson Mandela Singapore 13th – 15th October 2014 WFeaturing an Exclusive Post Conference Workshop on Day 3: Capacity Building: Effective Leadership and People Performance Management Advancing knowledge of innovative leadership and benefitting from practical insights and inspirational thoughts that will enable you to tackle changing trends whilst building excellence within the organisation Don’t forget to breathe! – A special session with the Yoga Tribe: Mindfulness training is a simple, fundamental tool that humans can utilise for stress-release and to access a deep potential that is a most natural state for humans: A state of well-being and clarity Featuring Expert Plenary Presentations and Case Studies from Multinationals and Leading Organisations: D N Prasad Director and Head – Google People Services (GPS) Google, Singapore Winner of HRM Awards 2013 – Hays Award for Employer of Choice Best HR Leader 2013 Best Employer Branding 2013 Anand Pillai Senior EVP & Chief Learning Officer Reliance Industries, India 2013 International Team Excellence Award – Reliance Quality Excellence Team Evangeline Chua Head of Human Resources Citibank, Singapore Yong Siew Wah Senior Consultant – Southeast Asia and Greater China Kepner-Tregoe, Singapore Mike McCarthy Group Head – Human Resources, Asia Pacific Middle East and Africa MasterCard, Singapore Best HR Team 2014 David Gareth Thomas Senior Vice President – Human Resources, Asia Manulife, Hong Kong Yahoo! Emotive Brand Awards 2013 Prof Sattar Bawany CEO Centre of Executive Excellence (CEE) Global, Singapore Managing Director EDA Asia Pacific, Singapore Haitham Samman Global HR Director – Strategic Industries Alcatel-Lucent, France Best Corporate Social Responsibility in HR Award 2013 Gaurav Sharma HR Director Coca-Cola, Singapore Top Employer 2014 Best Change Management Strategy 2013 Your Distinguished Advisory Panel: David Gareth Thomas Senior Vice President – Human Resources, Asia Manulife Asia, Hong Kong Rupert Brown Director – Human Resources, Asia Pacific Maersk Line, Singapore Rohit Manucha Head of Organisation Development PepsiCo, Oman Anand Pillai Senior EVP & Chief Learning Officer Reliance Industries, India Norbert Modla Director – Talent Management & Organisation Development, Asia Philip Morris International, Hong Kong John Kivel Director – International Talent Acquisition Levi Strauss, Shanghai Nimalan Nadesalingam Associate Director & Change Management Strategy Lead Deutsche Post DHL, Germany Featuring Case Studies and Key International Presentations from Distinguished Speakers: Cara Reil Vice President – Talent and Leadership Development SingTel, Singapore Best Use of Social Media 2014 Norbert Modla Director Talent Management & Organisation Development – Asia Philip Morris International, Hong Kong Geh Thuan Hooi Director – Group HR and Administration Mah Sing Group, Malaysia HR Asia Best Companies To Work for in Asia 2013 Nimalan Nadesalingam Associate Director & Change Management Strategy Lead Deutsche Post DHL, Germany Best Employer for Commitment to Engagement 2013 Rob Phipps Chief People Officer, South Pacific Yum! Restaurants International, Australia William Chin Staffing Director Qualcomm Asia Pacific, China Darwin B. Rivers Head – Human Resource Department Omniglobe International, Philippines William Gu Senior VP HR Asia Pacific & Middle East KONE Corporation, Singapore Rupert Brown Director – Human Resources, Asia Pacific Maersk Line, Singapore Lloyd’s Asia Awards 2013 – Environment & Ship Operator Award Shazmi Ali Director – Human Resources Pfizer, Malaysia Mei-Lynn Chan EVP and Head – Group Organisational Development, Governance & Risk Maybank Group, Malaysia Malaysia’s 100 Leading Graduate Employer Awards 2013 Atif Aijaz Executive Manager – Talent and Organisational Development Claim Central Pty Ltd, Australia Rohit Manucha Head of Organisation Development PepsiCo, Oman Best Overall Great Place to Work 2013 Kristen Hansen Director and Neuroleadership Specialist EnHansen Performance, Australia Alexandra Kershaw Director Human Resources – Singapore, Philippines, Indonesia Market Head American Express, Singapore Best Employer 2013– Singapore Toufic El Chaar Vice President – Human Capital & OD Agthia Group, UAE Stef Phua Director – Talent Management AIG, Singapore Business Award for Service Excellence 2013 Sanjay Singh Vice President – HR Tata Motors, India Param Moorthi Director – Talent Management, Global Supply Chain Schneider Electric, Malaysia Carlo Imo Vice President – Human Resources Kering Group, Hong Kong Dr. C.J. Krishna Honorary Secretary Malaysian Association of Human Resource Consultants (MAHRC), Malaysia Rajesh S. Manik EVP & Head – Human Resources & Communications ING, India Oliver Grohmann Senior Vice President HR – South East Asia Mercedez-Benz, Daimler Singapore John Kivel Director – International Talent Acquisition Levi Strauss, Shanghai 2013 NCRP Impact Awards – Corporate Foundation Associate Sponsor : Gold Sponsor :
    • Day One Monday 13th October 2014 0800 Registration and Morning Coffee 0815 Opening and Welcome Remarks From the Chairperson 0830 Plenary One — Dovetailing an Innovation Culture and an Analytics-Based Approach to Make Your HR Function a Competitive Advantage D N Prasad Director and Head of Google People Services (GPS) Google, Singapore 0910 Plenary Two — If Training is the Answer, What is the Question? Yong Siew Wah Senior Consultant - Southeast Asia and Greater China Kepner-Tregoe, Singapore 0950 Plenary Three — Building Your HR Linkage to the Business Strategy Gaurav Sharma HR Director Coca-Cola, Singapore 1030 Morning Refreshments 1050 Plenary Four — Leading and Engaging Today’s Multigenerational Workforce Prof Sattar Bawany CEO Centre of Executive Excellence (CEE) Global, Singapore Managing Director EDA Asia Pacific, Singapore 1130 Plenary Five — Diverse Talent: Ensuring organizational success through gender diversity Evangeline Chua Head of Human Resources Citibank, Singapore 1210 Panel Discussion — Evolving the Role of HR from a Personnel Function to a Strategic Business Partner in Today’s Competitive Business Landscape Panelists: 1245 Networking Lunch STREAM ONE TALENT AND CAPABILITY DEVELOPMENT 1400 Chairperson’s Opening Remarks 1410 Driving Human Capital Strategies that Directly Support the Company’s Business Objectives • Attracting global talent and gauging how employment trends are evolving • Implementing succession strategies to align with business objectives • Moulding human capital development: Securing commitment from the C-suite Norbert Modla Director – Talent Management & OD Asia Philip Morris International, Hong Kong 1440 The Neuroscience of Leadership and Talent Management • Exploring neuroscience based selection and development of the right people • Applying neuroscience research, emotional intelligence and related assessments in talent management • Understanding how to engage, motivate, develop, lead through change and retain talent with the brain in mind Kristen Hansen Director and Neuroleadership Specialist EnHansen Performance, Australia 1515 Afternoon Refreshments 1545 Retaining Talent in Emerging Markets to Support Organisational Growth • Engaging young talent that contributes to organisational success • Developing a diversity strategy that supports your retention initiatives • Aligning your retention strategies to meet your unique business demands Geh Thuan Hooi Director — Group HR and Administration Mah Sing Group Berhad, Malaysia 1615 InvestinginHumanCapitalthroughEffective CoachingandLeadershipDevelopmentFor BetterSuccessionPlanning • Creating a peer coaching work culture for improved performance • Connecting motivations to opportunities for great leadership • Establshing a positive working relationship for a sustainable talent pipeline Cara Reil Vice President – Talent and Leadership Development SingTel, Singapore 1645 Empowering Talents through Global Perspectives to Build Leadership Excellence • Trending with market developments to boost corporate talent management strategies • Identifying key talent pools and segments to develop a global leadership pipeline • Closing the diversity gap through cross-border talent development Carlo Imo Vice President – Human Resources Kering Group, Hong Kong 1720 Chairperson’s Closing Remarks 1730 End of Day One STREAM TWO PERFORMANCE AND REWARDS 1400 Chairperson’s Opening Remarks 1410 Realigning and Managing Executive Performance in Downturn • Initiating a long-term incentive plan for senior management • Performance bonus – A shared destiny approach with a performance weightage for senior management • Increasing target variable pay across all levels - Greater performance pay Sanjay Singh Vice President – HR Tata Motors, India 1440 Shaping a Work-Life Balance Culture in Ensuring Enjoyable Work Relationships and Job Satisfaction • Managing work-life-balance culture to promote effectiveness and job satisfaction • Maintaining an enthusiatic work culture through innovative team building activities • Creating a supportive and encouraging working relationship amongst colleagues and peers for constructive progression Speaker to be advised 1515 Afternoon Refreshments 1545 Leveraging On A Well Defined Employee Value Proposition (EVP) To Prioritise Your HR Agenda • Crafting your value proposition towards employee experience and employer brand commitment • Developing an employee-centric value proposition by involving key stakeholders into existing HR strategies • Utilising advanced performance metrics to measure the EVP TouficElChaarVicePresident–HumanCapital&OD Agthia Group, UAE 1615 AligningIncentives–KONE’sTotalRewardfor PerformanceandEmployeeEngagement • Building an industry challenger mindset to gain greater market share • Focusing on “people strategy” and engagement innovations towards developing leadership skills • Shapingyourrewardstrategytowards attracting, motivatingandretainingyouremployees WilliamGuSeniorVPHR–AsiaPacific&MiddleEast KONE Corporation, Singapore 1645 Developing Talent through Innovative, Resourceful Methods to Build a Productive Workforce • Keeping track of global talent trends for workforce development • Advancing talent sourcing and segmentation methods to attract potential leaders • Benchmarking against industry leaders to improve talent acquisition strategies Darwin B. Rivers Head – Human Resource Department Omniglobe International, Philippines 1720 Chairperson’s Closing Remarks 1730 End of Day One STREAM THREE HR PROCESSES AND TRANSFORMATION 1400 Chairperson’s Opening Remarks Rajesh S. Manik EVP & Head – Human Resources & Communications ING, India 1410 Leading Workplace Change by Increasing Change Capability Development for Continuous Competitiveness in the Market • Ensuring change management initiatives is gradual yet effective for smooth transition • Adapting cross industries’ change capability practices for organisational improvement • Transforming change management strategies to gain enterprise-wide competitive advantage Mei-Lynn Chan EVP and Head – Group Organizational Development, Governance & Risk Maybank Group, Malaysia 1440 Implementing Sustainable Organisation Transformation Initiatives – A Case Study on PepsiCo, Oman • Role of HR as a strategic business partner in implementing sustainable solutions with visible financial impact • Dealing with legacy and change within a cross cultural workforce and trying business environment • Ensuring optimal utilisation of your organisation’s human resource RohitManuchaHeadofOrganisationDevelopment PepsiCo, Oman 1515 Afternoon Refreshments 1545 Blending Internal and External Data to make Evidence-Based Strategic Decisions • Integrating reliable HR service models to enable effective delivery and producivity • Drawing on HR systems for greater organisational efficiency • Establishing innovative HR service solutions that drive continuous improvement Rajesh S. Manik EVP & Head – Human Resources & Communications ING, India 1615 Finetuning the Role of HR in Mergers and Acquisitions (M&A) • Determining culture compatibility during an M&A for future organisation success • Assessingthebenefitsofamergertouncoverany potentialproblemsandrelatedcosts • Smoothening transition and addressing employee concerns post M&A Param Moorthi Director –Talent Management, Global Supply Chain Schneider Electric, Malaysia 1645 Topic to be Advised Speaker to be Advised 1720 Chairperson’s Closing Remarks 1730 End of Day One D N Prasad Director and Head of Google People Services (GPS) Google, Singapore Shazmi Ali Director — Human Resources Pfizer, Malaysia Norbert Modla Director – Talent Management & Organisation Development Asia Region Philip Morris International, Hong Kong
    • Day Two Tuesday 14th October 2014 0800 Registration and Morning Coffee 0815 Opening and Welcome Remarks From the Chairperson 0830 Plenary One — Improving Employee Engagement and Retention Strategies: Lessons from the Financial Crisis Mike McCarthy Group Head Human Resources – Asia Pacific MasterCard, Singapore 0910 Plenary Two — The Borderless Talent Map: Presenting a Global View With Research-Based Practical Insights Haitham Samman Global HR Director – Strategic Industries Alcatel-Lucent, France 0950 Plenary Three — Integrating Diversity with Innovative HR Solutions and Strategies to Engage and Develop Employees David Gareth Thomas Senior Vice President – Human Resources, Asia Manulife, Hong Kong 1030 Morning Refreshments Don’t forget to breathe! – A Special Session with Yoga Tribe Helping you access a deeper potential, we guide you into mindfulness of the breath and body to generate well-being, calm and clarity 1120 Plenary Four — Identifying and Developing High Potential Employees (HIPOs) to Ensure Seamless Execution and Future Success Anand Pillai Senior EVP & Chief Learning Officer Reliance Industries Limited, India 1200 Plenary Five — HR Consumerisation: Engaging Employees through Social Media to Drive Recruitment William ChinStaffing Director Qualcomm Asia Pacific, China 1240 Panel Discussion — Talent Mobility: Preparing for the Wave of New Generation Leaders Heading to Asia Panelists: 1310 Networking Lunch 1645 Roundtable Discussion: Identifying Key Challenges in Talent Development to Meet Recruitment and Replacement Needs Shazmi Ali Pfizer, Malaysia Assessing the Right Level of Total Investment in Employees to Increase Efficiency and ROI Rohit Manucha PepsiCo, Oman Transforming the Role of HR into a Core Business Development Partner for your Organisation Rob Phipps Yum! Restaurants International, Australia 1720 Chairperson’s Closing Remarks 1730 End of Day Two STREAM ONE TALENT AND CAPABILITY DEVELOPMENT 1400 Chairperson’s Opening Remarks David Gareth Thomas Senior Vice President – Human Resources, Asia Manulife, Hong Kong 1410 Attracting and Retaining Top Talent in a Globally Competitive Job Market • Providing clear career navigation and personal branding strategies • Involving and Engaging your people to increase contribution and commitment • Hiring the right kind of employees who are both a skills and culture fit John Kivel Director- International Talent Acquisition Levi Strauss, Shanghai 1440 Promoting an Accountable and High Performance Culture through Participative and Engaging Leadership • Instilling a cooperative leadership mindset during talent development • Creating accountability and a sense of ownership within the company • Delivering performance excellence with strong leadership support Stef Phua Director – Talent Management AIG, Singapore 1515 Afternoon Refreshments 1545 Business Partnering with a Talent Lens: A Case Study from Maersk Line • Developing HR business partners with positive attitudes • Putting talent management principles into action for improved organisational development • Building talent pipelines as a value driver for effective succession planning Rupert Brown Director – Human Resources, Asia Pacific Maersk Line, Singapore 1615 Topic to be Advised Deborah Keep Founder and Director KeepNLP, Australia STREAM TWO PERFORMANCE AND REWARDS 1400 Chairperson’s Opening Remarks 1410 Building a Winning Recognition Culture in Your Organisation • Bridging the expectation gap between performance and rewards to enhance employees’ motivation • Building loyalty and mutual stakeholder ownership through recognition programmes • Monitoring and improving your performance recognition culture Rob Phipps Chief People Officer, South Pacific Yum! Restaurants International, Australia 1440 Analysing Key Considerations in Planning Relocation Packages for Expatriates • Drawing on relocation assistance to align employee needs against organisational goals • Providing non-monetary benefits whilst relocating to align organisation goals for greater common interest • Developing effective relocation procedures for mutual benefit of the employer and employee Speaker to be advised 1515 Afternoon Refreshments 1545 Creating a Tailored Performance Management System with ‘Fit for Purpose’ Access and Usability • Designing a talent management linked performance management platform for informed decision making • Ensuring greater commitment through a centralised and integrated appraisal platform • Linking your rewards and wage structure with long term career incentives Dr. Krishna C.J, PhD Honorary Secretary Malaysian Association of Human Resource Consultants 1615 Creating Winning Cultures through Aligning Values for Effective Performance Management • Identifying the fundamentals of engagement for effective communication • Linking personal development action plans towards organisational strategy • Benefiting from a winning value alignment strategy through team building activities Atif Aijaz Executive Manager – Talent and Organisational Development Claim Central Pty Ltd, Australia STREAM THREE HR PROCESSES AND TRANSFORMATION 1400 Chairperson’s Opening Remarks Nimalan Nadesalingam Associate Director & Change Management Strategy Lead DP DHL Corporate Centre, Germany 1410 Transforming Existing HR Solutions and Capabilities For Effective Global Workforce Planning • Innovating curent HR strategies within your organisation • Optimising HR workforce using technology and analytics • Unwinding existing operational procedures to include advanced workforce management Shazmi Ali Director – Human Resources Pfizer, Malaysia 1440 Transformation of HR Delivery model in multi-national set-up • Standardization in HR – unreasonable demand? • Does size matter? – Can you also bundle processes / responsibilities in small HR teams? • Technology – impact and opportunities Oliver Grohmann Senior Vice President HR – South East Asia Mercedez-Benz, Daimler Singapore 1515 Afternoon Refreshments 1545 Ensuring a Smoother Transition with Change Champions • Why change is not always easy for employees • Analysing the change readiness of employees • Managing employees via stakeholder management to deliver change Nimalan Nadesalingam Associate Director & Change Management Strategy Lead Deutsche Post DHL, Germany 1615 Transforming HR – A case study of American Express’s journey • FocusingtheHRfunctiononbusinessgrowth • Creatinga“OneHRCulture”–Driving collaborationwithaccountability • Winningtheheartsandmindsofyourteam Alexandra Kershaw Director Human Resources – Singapore, Philippines, Indonesia Market Head American Express, Singapore Haitham Samman Global HR Director – Strategic Industries Alcatel-Lucent, France David Gareth Thomas Senior Vice President – Human Resources, Asia Manulife, Hong Kong
    • W Post-ConferenceWorkshop Wednesday 15th October 2014 Workshop Alpha: Strategic Business Partnering In theory, the HR business partner model is designed to positively impact the business on all levels over time. In knowing the inner workings of the business, the HR partnership model is tasked with a corporate chess game of strategic thinking, employee engagement, and systemic thinking whilst keeping in mind the business issue. The business partner model relieves pressure from management the grueling issue of workforce planning, performance culture, as well as talent and change management. Session One Evolving Role of HR in the Marketplace • What are the emerging trends in the HR and how that impacts business • How much do I know about my organisation’s business? • What type of decisions do I make at senior management team meetings? • What influence do I have in strategic decision making? Session Two Strategic HR Business Partnership – Part One • Organisational Design: How changing the organisation’s model impacts the way strategy is being executed? • Strategic Workforce Planning: Planning for the future by taking a holistic view of people capability and capacity needs • Talent and Succession Management: Filling the talent gaps for the sustainability of the organisation Session Three Strategic Business Partnership – Part Two • Change Management: Influencing hearts and minds to navigate through ambiguity of a changing business environment • Building a “High Performance Culture”: Driving performance excellence with the vision, mission and values in mind • Driving the ‘People’ agenda in your Strategic Decision Making: Taking ownership of the people agenda and engaging with a strategic mindset Session Four Case Study: The Crimson Logic Experience This case study demonstrates the strategic role played by HR in addressing a strategic business challenge. It addresses the reasons behind Crimson Logic’s decision to make and take the bold step in reassessing their core values and HR’s role in helping the business build a high performance culture WorkshopBeta:PerformanceManagement Developinganeffectiveperformancemanagementsystemwhichlinemanagersleadandownis thekeytogettingthingsdonerightthefirsttimeandachievingthegoalsoftheorganisationasa whole.Itmaywellbethatmanagersthemselvesneedcoachingandtrainingtorecogniseunder- performance,deliverfeedbackconstructivelyandsetappropriategoalsthatmotivatethemand theiremployees.Withanincreasinglyolderworkingpopulation,performancemanagementwill becomeessentialforeffectiveworkforceandsuccessionplanning Session One Challenging the Paradigm : Focusing on the Critical Skills Needed • Assessing the effectiveness of traditional goal setting and the success of performance management • Shifting the paradigm: Turning managers into “Coaches” whilst setting SMART and stretched goals • Evaluating prerequisite critical skills that helps in creating structured goals Group Discussion: Building Rapport Investing in relationship building: How trust and integrity help in making toughest discussions smooth and effective Strengthening the bond: Every drop counts through small and consistent multiplying actions Session Two Creating a Comfortable Environment to Further Employee Engagement • Eliminating perceived threats and proactively managing past experiences • Using various conversational models to prepare and structure the conversation Group Discussion: “Engage” Identifying a past performance conversation and applying the techniques shared above Session Three Listening For Possibilities • Ensuring that you actively listen, identify personal barriers, prejudices and emotions • Focusing on passion, interest and opportunities and applying techniques to prepare oneself for listening for possibilities Group Activity: Effective Feedback Identifyingtypesoffeedbacks,creatingafeedbackstructureandhowthisimpactsthereceivers Session Four Structured Goals: Setting Your Goals with Clarity • Devising strategies: How do you develop your performance execution? • Assessing milestone checks: When do you evaluate your goal achievement? • Formulating success measures: What are the key parameters or performance indicators to apply? Think-Tank: Analysing the Benefits of Structured Goals Ensuring that the time invested is tangible and transparent for performance evaluation Appreciating success and learning from challenges Wrap-up Discussion: Q&A Session and Course Evaluation Review About your Esteeemed Course Facilitator: Chris Nguyen Managing Director and Principal Consultant Curve Group, Singapore Joint Presenter – Senior Representative CrimsonLogic ChrisisahighlyexperiencedOrganisationalDevelopment(OD)andLeadershipExecutive Coachwithover17yearsofindustryexperienceinvarioudseniormanagementconsulting, internalHR,LearningandDevelopment(L&D)roles.Hehasledthedevelopmentanddeliveryof significantinterventionsacrossdifferentlevelsoforganisations,blendinginhisbusinesssmarts; practicalexperienceandqualificationsinPsychologytoeveryfacilitationengagement. Some of Curve Group’s past and current clientele are: Chris also has strong experience in advising, designing and delivering strategic interventions such as restructuring, HR processes, stakeholder management and communication, coaching and facilitation. He helps leaders; front line staff and their organisation generate measurable business impact and effectively manage change Chris’s professional career has seen him work across many continents, living in Asia, Europe, America and Australia. He has held senior roles within organisations such as Shell and PwC and has worked with leadership teams at the highest levels in some of the world’s leading companies in their fields. Chris is an accredited DDI Intercation Management coach, having obtained a double degree in Arts and Psychology. He has a Masters in Industrial and Organisational Psychology from Monash University. • Australian Post • Coles Group • ANZ Bank • Electrolux • BHP Biliton • National Australia Bank (NAB) • Monash University • CSL (Vaccine manufacturer and Plasma Protein Biotherapies) • CGU (Life Insurance) • AustralianSuper(SuperannuationFund) • Datacom (Sofware and IT Systems) • Asciano (Rail Frieght and Ports Operator) • Newcrest Mining Limited • Siam Commercial Bank • OXFAM • StateGovernmentofVictoria,Australia About your Esteeemed Course Facilitator: Atif Aijaz Executive Manager – Talent and Organisational Development Claim Central Pty Ltd, Australia Director & Principal Coach Beyon Potentia, Australia Atifbringswithhimarichanddiversifiedinternationalexperienceof12yearsinthefieldof talentandorganisationaldevelopment.WithMastersinbusinessadministrationandhestarted hiscareerasacommercialbanker.In2004,hemadeadecisiontofollowhispassionandgot intoLearningandDevelopment(L&D)formally.SincemovingtoAustralia,hehasworkedwith Australia’slargestretailcompanyintheareaoflearningandknowledgemanagement.Later, hemovedtotheworldlargestgasandengineeringcompanyasknowledgeanddevelopment managerfortheregionsouthpacific. Atif’sexperienceandexposurepresentsawonderfulblendofdevelopedeconomiesstructures andunderdevelopeconomiesmantras.Hehasawideexposureinvariousindustriesincluding FinancialInstitutions,OilandGas,Engineering,ConstructionandInsurance.Ineveryaspect ofhislife,Atifbelievesinaddingvalueandviewhimselfasa“ValueProfessional”.Being anexperienced“LearningandOrganisationalDevelopment”professionalandacertified “PerformanceandBusinessCoach”,heisanactiveprofessionalspeakerandmotivationalevents whounderstandsandappreicatediversity. AtifapostgraduatequalificationinBusinessAdministrationandHumanResource Management.HeisalsoacertifiedcoachoftheNeuroleadershipGroup,accreditedECSI Coach(HaysGroup)andisaqualifiedCertIVinTrainingandAssessment. HeisalsoaCertified ProfessionalMemberoftheAustralianInstituteofHumanResource(CARI),AustralianInstitute ofTrainingandDevelopment,andtheInternationalCoachingFederation. Course Programme Schedule: 0830 Registration and Coffee 0900 Workshop Alpha 1030 Morning Refreshments and Networking Break 1100 Workshop Alpha Re-Commences 1230 Networking Luncheon 1330 Workshop Beta 1500 Afternoon Refreshments and Networking Break 1530 Workshop Beta Re-Commences 1700 Course Concludes Attend these Premier Course and Gain Insights Into: • Measuring and reporting workforce performance to drive strategy and enhance leadership management • Utilising various frameworks and platforms that can contribute towards talent building and performance management • Strategising the succession planning of your business in line with business objectives • Reviewing various innovations and technology in HR frameworks that are tailored for different generations of workforce • Powering your natural leadership style to identify areas for goal development and improvement • Embracing organisational change by adopting suitable leadership and change management techniques to reduce employee resistance • Equipping employees with knowledge and skills to adapt to changing trends
    • More About the Event Why you Cannot Miss this Event: marcus evans takes great pride in organising our exclusive 3rd Annual Global HR Excellence large scale conference, scheduled between 13th and 15th October 2014 in Singapore. Human capital and HR divisions have gone through a severe period of transformation over the last couple of years. Regionally, organisations are now combating the problem of high workforce turnover and the prime focus has shifted to employee engagement and retention strategies. HR professionals are now in the limelight – being forced to device detailed plans to manage the internal pool of talent and to develop a clear path for succession planning. The HR division is no longer viewed as a support structure, but rather a department that needs to partner with all other divisions to align themselves with the overall business objective and organisational strategy. Now more than ever, there is a need for HR professionals to be actively involved in the business aspect of the organisation. The course will take you through a combination of techniques pertaining to capability development, talent management, leadership, succession planning, HR transformation programmes and performance rewards. It is supplemented with various industrial case studies, group exercises and interactive roundtable discussions to encourage participants to learn from their fellow peers and benchmark themselves against best practices. This conference provides the perfect platform to explore the dynamics of talent management, discover the latest updates in strategic HR and experience innovative HR applications and technologies which will enable you to create a truly world class HR function and drive business success. This must attend event provides an interactive platform for key stakeholders and all organisations directly & indirectly involved in human resource worldwide. Do not miss this opportunity to be a part of this prestigious course that can help you revolutionise the way you view and manage your human capital! Follow your own agenda with a choice of three streams over two days: Stream One Talent & Capability Development Here you will learn how to establish a strong Employee Value Proposition (EVP) through brand management and maximise the use of social media as part of your recruitment mix to attract and retain the right talent. Also discover how to connect Gen X and Y through reverse mentoring, encourage team creativity for higher learning effectiveness and greater ROI as well as learn how to tap the full potential of your multigenerational workforce to augment performance and enhance employee engagement. Stream Two Performance & Rewards Here you will discover how to structure an attractive compensation & benefit package by aligning current incentives to appeal to Gen X and Y while retaining the older generation and create more flexible benefit packages through a combination of cash and nonmonetary perks and benefits. Also explore how to link the performance management system to strategic objectives of the organisation to maximise ROI, as well as, drive results through KPIs that can be measured and clearly linked to results improvement as well as achieve long-term strategic goals Stream Three HR Processes and Transformation In this stream you will discover how to match and transform your business strategy against HR deliverables to link people, strategy and performance, harness on HR audits to uncover changes in processes that will have the biggest positive impact on your business as well as explore how to manage organisational performance to ensure day-to-day execution of strategies is tied to overall business objectives. Also learn how to increase profitability and operational effectiveness using transformation and HR risk management strategies for integrated decision making throughout the business. Also attend our exclusive Full Day Course on Day 3 Capacity Building: Effective Leadership and People Performance Management Benefits of Attending this Premier marcus evans Large Scale Event Include: • Leveraging the company’s HR for sustained competitive advantage in today’s ever demanding business environment • Achieving a competitive edge by attracting & retaining high performing talent • Linking effective talent management strategies to your succession planning framework • Benchmarking your HR practices against recognised Employers of Choice using the latest concepts, tools and techniques • Selecting the best HR metrics to improve process improvement and people management • Enhancing performance, productivity and loyalty through an engaged workforce leading to increased client retention and business efficiencies • Engaging your multigenerational, multicultural workforce for greater productivity • Retaining your top performers through innovative compensation packages • Ensuring your rewards structure balances out employee expectations and financial goals of your organisation • Upgrading employees’ skills in order for them to remain competitive and relevant in the new economy • Embracing new technologies & social media to improve the effectiveness of your HR function • Managing talent globally strategically through capability development • Strengthening the value of HR and analysing the impact it has upon productivity and organisational performance Geographical Market of Delegates: SEA 60% South Asia 15% Rest of Asia 10% MEA 10% Others 5% Who Should Attend: • Chief People Officers / Chief Talent Officers • Chief Learning Officers / Chief Knowledge Officers • Chief Administrative Officers • CEOs / MDs / Executive Directors • Directors, GMs, VPs and Heads of: From across all industries, particularly from: • Banking & Finance • FMCG • Food & Beverage • Manufacturing • Pharmaceuticals • Oil & Gas • Government Administration • Information Technology • Tourism & Hospitality • Entertainment & Media • Logistics & Transportation • Automotive • Telecommunication • Energy & Utilities Also: • HR Consultants & Trainers • HR Software & Technologies • Business Process Outsourcing Firms • HR Associations - Human Resources - Human Capital - Personnel Management - Talent Management - Retention - Employee Engagement - Executive and Career Development - Succession Planning - Performance Evaluation - Compensation and Benefits - Recruiting and Staffing - Leadership Development - Training and Development - HR Policy Development - Employee Relations - Industrial Relations - Organisational Development - Knowledge Management - Learning & Development - Shared Services marcus evans would like to thank all the world-leading visionaries, solution providers, associations, operators, end-users and delegates who have contributed to and supported the marcus evans 3rd Annual Global HR Excellence Large Scale Event. We would particularly like to mention our speakers for their help in the research behind the event and also our sponsors for their continued support and commitment. On behalf of marcus evans we hope you have a rewarding, enjoyable and productive time. We personally look forward to meeting you all and working with you at our future Large Scale Events planned in 2014. See you in October! marcus evans would like to thank everyone who has helped with the research and organisation of this event, particularly the speakers and their staff for their support and commitment. Business Development Opportunities: Does your company have services, solutions or technologies that the conference delegates would benefit from knowing about? If so, you can find out more about the exhibiting, networking and branding opportunities available by contacting: Peter Morgan on +61 2 9238 7200 or email PeterM@marcusevansau.com
    • Our Business Partners Gold Sponsor: Kepner-Tregoe (KT) is a global training and consulting company who works collaboratively with clients to improve business outcomes in a complex world. By institutionalising Clear Thinking through our processes of strategy formulation, problem solving, decision making, risk analysis, project management, lean and six sigma, we help our clients achieve Operations Excellence through improved asset utilisation and efficiency, shutdown management, quality value creation, unit cost reduction as well as faster issue resolution and service recovery. When we leave, our processes stay to become the capital of your organisation. Associate Sponsor: EnHansen Performance provides leadership, sales and performance improvements for executives via coaching, training and speaking solutions. Drawn from 20 years management and sales experience as well as the latest neuroscience research, the EnHansen Performance team improves capabilities in decision-making, influence, engagement, coaching, resilience, adaptability and self-leadership Online News Partner: The Singapore Business Review provides daily news about the Singaporean business landscape, supplies opinions on happenings in the business world and allows audiences to have an insight on the views of industry experts. Media Partner: EIN News is the world leader in industry focused online news monitoring. Thousands of leading companies, institutions and global professionals from business, industry, and government rely on EIN News as an indispensable resource. Our systems continuously scan the web, indexing news from thousands of worldwide sources. The news you need is then organized by advanced software systems managed by a team of professional news editors. Everything we do is focused on streamlining your news searches and research in order to save you time and money.
    • Plenary Presentation on ‘Leading and Engaging a Multigenerational Workforce’ - 13 October 2014 1 3RD ANNUAL GLOBAL HR EXCELLENCE 13th – 15th October 2014, Singapore Plenary Presentation On “Leading and Engaging Today’s Multi-generational Workforce” OVERVIEW OF SESSION Today's workforce can be as diverse as having four different generations working together, each with their own distinctive styles, values and belief systems and ways of viewing work-related issues. Multi-generational work environments can breed misunderstanding and conflict, and can compromise growth. However, if managed effectively, it can be a source of positive challenge, opportunity, and significant growth. Organisations struggle with the challenges of effectively managing a more diverse workforce. These challenges often relate to variation in perspective, values and belief systems as a result of generational differences and are further complicated due to the age differences between managers and employees. The assumption - that people of varying ages will understand each other or have the same perspective and goals, is far from true. In order to be successful, managers need to understand and value the diversity resulting from generational differences, varying perspectives and differing goals. Each brings unique assumptions to the job. As a result, events in the workplace are often interpreted differently by individuals in different generations. What may seem like good news to a Boomer might well be an unsettling and unwelcome development to a member of Generation X. Things that members of Gen Y love often seem unappealing or frivolous to those in older generations. Generation Y or “Gen Y” for short – is the term most commonly used to refer to the cohort of individuals born in the 80s and 90s, who are already in the workforce. The Fifth generation, Gen Z or The Linksters will be coming into the workforce very soon. For Leaders who have four generations of employees sitting in a meeting or working on a project, it can seem like each generation has its own worldviews, priorities, career models, motives and values. The Leader need to enhance their understanding of generational characteristics and the impact of their own management practices on each of these groups. They need to leverage on the strengths of each generation. Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, deal with change, and increase employee engagement (Bawany, 2013) 1 . See Figure 1. This highly interactive, informative and practical session will provide participants with a deeper understanding of what the differences are, how those differences impact their own perception and leadership style, how they manifest themselves in the participants’ own organization and effective ways to lead the people in their organization to become more harmonious, productive and mutually respectful. This session will include research findings on how to engage a multi-generational workforce, and how best to leverage on the strengths that each generation of employees bring to the table to create real value to the customers and the organisation as a whole. An intensely practical and insightful session designed for supervisors, team leaders and managers and to accelerate the practice of emotionally intelligent leadership in managing a multigenerational workforce towards organisational success and sustaining employee engagement and productivity. 1 “Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24 January 2013. http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore
    • Plenary Presentation on ‘Leading and Engaging a Multigenerational Workforce’ - 13 October 2014 2 OBJECTIVES As a result of attending this session, each participant will be able to:  Discover what Employee Engagement and Productivity is and why it matters  Develop an Understanding of the impact of Employee Engagement on Business Results  Understand the Differences Between Traditionalist, Baby Boomers, Gen X, Gen Y and Gen Z  Learn how to Better Communicate and Motivate with Different Generations  Develop the Ability to Lead and Engage a Multigenerational Workforce Figure 1 – Results-Based Leadership Framework Organisational Results Employee Engagement Organisational Climate Leadership Effectiveness Customer Engagement • Profitability • ROI • Cost Optimisation • Customer Satisfaction/Loyalty • Service Value/ Relationship • Employee Satisfaction/Loyalty • Employee Turnover Rate • Company Culture, Policies • Rewards and Flexibility • Employee Value Proposition • EQ/EI Competencies • Managerial Skills/Styles • Ontological Humility Adapted from: Sattar Bawany, “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi- Generational Workforce” Singapore Business Review, 1st November 2011, http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0
    • Plenary Presentation on ‘Leading and Engaging a Multigenerational Workforce’ - 13 October 2014 3 APPENDIX – KEY NOTE SPEAKER’S PROFILE – PROF SATTAR BAWANY Professor Sattar Bawany is the Chief Executive Officer & C-Suite Master Executive Coach of the Centre for Executive Education (CEE Global). He is also the Managing Director as well as Master Executive Coach & Facilitator with EDA Asia Pacific. EDA is a global leader in executive development including executive coaching solutions to Fortune 500 organisations. Prof Bawany is also concurrently the Strategic Advisor of International Professional Managers Association (IPMA) as well as an Adjunct Faculty of Harvard Business Publishing Corporate Learning and Duke Corporate Education (CE) Global Learning Resource Network. He was the immediate past Co-Chair of the Human Capital Committee of the American Chamber of Commerce in Singapore (AmCham Singapore). He is also a member of Frontier Strategy Group’s Expert Advisory Network (EAN) for Human Capital and Talent Management issues in Asia Pacific advising CEOs and CHROs of global and regional organisations. Prof Bawany has assumed various senior management roles including Managing Director/Country Head and Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organisational Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay Group, The Forum Corporation and Mercuri International. Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs, to senior vice presidents, and high potential managers. Prof Bawany’s passion for people and culture is about creating an environment where employees are valued and emotionally engaged in the business. He has successfully worked with extensive number of public and private organisations regionally and internationally specialising in people and culture through transformational change, starting with the ‘end’ in mind! He is an experienced facilitator and has spent many years developing leadership capability through the delivery of structured talent management, leadership development programs including executive coaching. He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the administration and application of various psychometric instruments including the Extended DISC®, Myers- Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360 Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and application of the Benchmarks® and Skillscope® Profiling Instruments. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on ‘The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC).