This document summarizes a congress on career planning and succession management that seeks to examine challenges in talent identification, development, retention and workforce planning. The congress aims to help organizations future-proof themselves and narrow competency gaps by enhancing business continuity plans, identifying gaps in succession planning, customizing career development, and increasing clarity in workforce data for forecasting needs. Sessions at the congress will focus on building effective succession systems, identifying and developing critical talent, increasing high-potential retention through leadership rotation, finding successors through metrics and analytics, and managing disappointed potential successors.
Vishal Bansal has over 7 years of experience in talent acquisition roles. He is currently the Lead - Talent Acquisition at Infosys in Bangalore, where he handles hiring of 8,000 employees. Previously, he held regional hiring manager roles at Tata Consultancy Services and HCL Technologies, where he was responsible for meeting hiring targets and leading recruitment teams. He has experience developing hiring strategies, conducting interviews, negotiating salaries, and onboarding new hires across various industries.
This document summarizes an event for the Employee Experience & Engagement 2017 conference happening on November 28-29 in Singapore. It provides details on registration, featured speakers from top companies, key topics to be discussed around employee engagement, and an overview of the agenda for the two-day conference. The conference aims to help organizations revamp their employee experience strategies and engagement programs to attract and retain top talent in today's economy.
Shilpi Raj Kasodhan has over 4 years of experience in talent acquisition and human resources. She has managed recruitment for large companies such as Sapient Nitro and HCL Services. Currently, she leads a team of recruiters at Sapient Nitro, where she is responsible for developing talent strategies, sourcing candidates, and conducting interviews. She has a strong track record of successfully filling roles across companies in a timely manner.
This document provides an agenda for a two-day conference on talent management and succession planning being held in Kuala Lumpur, Malaysia. The conference will feature presentations from HR leaders of major companies on aligning talent strategy with business strategy, relationship management skills, and creating space for employees to foster innovation. It will also include sessions on utilizing culture and engagement to attract, develop, and retain talent, and designing employee experiences to recruit and retain top talent. The goal is to help organizations select, manage, and develop talents to improve both individual and organizational performance.
The document describes the various HR and business support services offered by Career HUB, including human resource management, payroll services, statutory compliance, accounting, and virtual HR support. It provides details on functions like talent management, HR administration, attendance and leave management, payroll processing, and statutory registration and compliance. It also outlines Career HUB's outsourced HR administrative team structure and success stories working with clients of varying sizes across multiple industries.
The document provides a profile summary for Arindam Ghosh. It outlines his contact information, education background which includes an MBA from University of Toronto and a BBA from University of California. It then details his 20 years of experience in strategic human resource business partnering for companies in various industries globally. Finally, it lists some of his major client engagements providing human resource consulting services through his own firm AGeis HR Consulting Services.
This document outlines an HR action plan for Shristi Infrastructure Development Corporations Ltd with several proposed initiatives organized into the following categories: System, Engagement, Learning & Development, Talent Management, and Culture Building. The plan includes drafting policies and SOPs, implementing an HRIS system, developing employee surveys and recognition programs, providing various safety, technical, and behavioral trainings, establishing performance management and succession planning processes, and initiatives to strengthen the company culture and brand. The priority level and responsible process owners are indicated for each proposed action.
Lucas Group is one of the top executive search firms in North America, with over 40 years of experience placing over 30,000 executives. It has 250 recruiters across 15 US locations and focuses on building long-term partnerships with clients in various industries. The firm prides itself on identifying, assessing, and delivering the best talent to meet clients' specific needs through a customized full-circle search process.
Vishal Bansal has over 7 years of experience in talent acquisition roles. He is currently the Lead - Talent Acquisition at Infosys in Bangalore, where he handles hiring of 8,000 employees. Previously, he held regional hiring manager roles at Tata Consultancy Services and HCL Technologies, where he was responsible for meeting hiring targets and leading recruitment teams. He has experience developing hiring strategies, conducting interviews, negotiating salaries, and onboarding new hires across various industries.
This document summarizes an event for the Employee Experience & Engagement 2017 conference happening on November 28-29 in Singapore. It provides details on registration, featured speakers from top companies, key topics to be discussed around employee engagement, and an overview of the agenda for the two-day conference. The conference aims to help organizations revamp their employee experience strategies and engagement programs to attract and retain top talent in today's economy.
Shilpi Raj Kasodhan has over 4 years of experience in talent acquisition and human resources. She has managed recruitment for large companies such as Sapient Nitro and HCL Services. Currently, she leads a team of recruiters at Sapient Nitro, where she is responsible for developing talent strategies, sourcing candidates, and conducting interviews. She has a strong track record of successfully filling roles across companies in a timely manner.
This document provides an agenda for a two-day conference on talent management and succession planning being held in Kuala Lumpur, Malaysia. The conference will feature presentations from HR leaders of major companies on aligning talent strategy with business strategy, relationship management skills, and creating space for employees to foster innovation. It will also include sessions on utilizing culture and engagement to attract, develop, and retain talent, and designing employee experiences to recruit and retain top talent. The goal is to help organizations select, manage, and develop talents to improve both individual and organizational performance.
The document describes the various HR and business support services offered by Career HUB, including human resource management, payroll services, statutory compliance, accounting, and virtual HR support. It provides details on functions like talent management, HR administration, attendance and leave management, payroll processing, and statutory registration and compliance. It also outlines Career HUB's outsourced HR administrative team structure and success stories working with clients of varying sizes across multiple industries.
The document provides a profile summary for Arindam Ghosh. It outlines his contact information, education background which includes an MBA from University of Toronto and a BBA from University of California. It then details his 20 years of experience in strategic human resource business partnering for companies in various industries globally. Finally, it lists some of his major client engagements providing human resource consulting services through his own firm AGeis HR Consulting Services.
This document outlines an HR action plan for Shristi Infrastructure Development Corporations Ltd with several proposed initiatives organized into the following categories: System, Engagement, Learning & Development, Talent Management, and Culture Building. The plan includes drafting policies and SOPs, implementing an HRIS system, developing employee surveys and recognition programs, providing various safety, technical, and behavioral trainings, establishing performance management and succession planning processes, and initiatives to strengthen the company culture and brand. The priority level and responsible process owners are indicated for each proposed action.
Lucas Group is one of the top executive search firms in North America, with over 40 years of experience placing over 30,000 executives. It has 250 recruiters across 15 US locations and focuses on building long-term partnerships with clients in various industries. The firm prides itself on identifying, assessing, and delivering the best talent to meet clients' specific needs through a customized full-circle search process.
The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, career management, performance management, training, rewards management, and succession planning. It aims to develop leadership capability across business lines to ensure internal talent availability. Key outcomes include retention of high potentials, building internal capabilities, succession mapping, and establishing effective future leaders. It also addresses contemporary challenges in talent management.
The HR Plan for 2012-2016 aims to:
1) Develop a high performance culture by playing to win and driving world class performance.
2) Offer an attractive employee value proposition to attract, excite, and retain top talent.
3) Implement robust processes to drive product and service leadership.
Hear-Right Adaptive Technologies established a human resources strategy for 2010 focusing on rapid growth, developing core HR policies and programs, and creating a positive work environment. Key objectives included developing corporate policies and procedures, recruitment initiatives, and training programs to support strategic expansion and develop talent. The strategy outlined pillars like communications, compensation, workplace environment, and training to establish a progressive HR management approach for the growing organization.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
An Introduction to Strategic Talent Sourcing Matthew Best
The document discusses the challenges a client faced in strategic talent sourcing and how a strategic talent sourcing model was implemented to address them. The client lacked internal candidates for key roles, risked lost productivity and revenue, and their recruiting was too reactive. The new model strengthened understanding of talent markets, built talent maps and pipelines, and took a more proactive approach to strategic hires. It provided high-touch support for critical hires aligned with business strategies through dedicated recruiters.
Human Resources - Annual Report & Business PlanSheheryar Alvi
In December 2015, I prepared this report for the Human Resources Department of Dutco McConnell Dowell - Middle East. This report contains in-depth and critical analysis of data, overall performance of the department throughout the year, gap and identification of loopholes in policies & procedures and daily operations.
For queries please feel free to get in touch with me.
(All contacts details are listed in details section on my profile)
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
Independent trainers ProFab_Cotters Hierarchy of Deeds_8 StrategiesCharles Cotter, PhD
Independent trainers ProFab_Cotters Hierarchy of Deeds_8 Strategies to Prosper as an Independent Trainer in the South African Learning and Development Industry
At an annual HR seminar hosted by InterSearch China and ZW HR Consulting, Alice Shi from United Overseas Bank (China) Ltd Co gave a presentation on HR business partner positioning. Her presentation covered UOB's introduction, HRBP positioning focusing on strategic vs operational roles, UOB's HR vision, talent acquisition processes, an e-recruitment system, staff retention planning, succession planning and talent management.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
R. Varadharajan has over 22 years of experience in human resources. He is currently the Deputy General Manager of HR at RNTBCI in Chennai, India, where he manages a team of 18 professionals. Prior to this, he held Associate Director roles at iGATE and senior management roles at Satyam Computers and CSC India. He has extensive experience in recruitment, performance management, and developing HR strategies.
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
2014 HR Africa Summit Brochure & AgendaAli Moroane
This document provides information about the 11th Annual HR Africa Summit, taking place from October 27-31, 2014 in Johannesburg, South Africa. It summarizes the event's agenda, speakers, and sessions on strategic HR topics. Some of the key speakers include representatives from GE, Maersk, UTi, and Aon, who will discuss challenges in talent management, employee engagement, and the role of HR in business strategy. New elements for this year include fast-track learning sessions, co-presentations, and a mentorship program to allow experience sharing. The event aims to educate HR professionals and create solutions for challenges they face.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
Alok Ranjan has over 8 years of experience in human resources. He currently works as a Manager - HR (Business Partner) where he is responsible for tasks like business and HR strategy management, organization effectiveness, manpower planning and recruitment, performance management, employee engagement, and rewards and recognition. Previously he has held roles as Associate Manager (HR) at GMR Airport Developers Limited and Deputy Manager (HR Cluster Manager) at HCL Technologies. He has expertise in recruitment, especially for technical roles, and in organizational development.
The document summarizes an upcoming HR summit in Johannesburg, South Africa from September 28 - October 1, 2015. The summit will bring together top HR leaders from across Africa and international companies to share insights on strategic human capital management themes like talent management, performance management, and attracting and retaining top talent in Africa. Over the three days, there will be presentations, case studies and panels on developing winning HR practices to engage and retain staff. Pre- and post-workshops will also be offered on topics such as becoming an HR business partner and using analytics to transform HR.
In India, Business Process Outsourcing (BPO) is the fastest growing segment of the ITES (Information Technology Enabled Services) industry. Factors such as economy of scale, business risk mitigation, cost advantage, utilization improvement and superior competency have all lead to the growth of the Indian BPO industry. Business process outsourcing in India, which started around the mid-90s, has now grown by leaps and bounds.
The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.
The document describes sample ladies kurtis available from ASR Trading & Commerce. It lists 27 different kurti styles available in sizes S-XL/2XL, made of cotton/lillian fabric mixes. The styles include tie-dye, embroidery, lace, printing and other designs. Minimum order quantities range from 100-5000 pieces and prices range from $8-15 per piece plus freight on board. Colors are negotiable for most styles.
The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, career management, performance management, training, rewards management, and succession planning. It aims to develop leadership capability across business lines to ensure internal talent availability. Key outcomes include retention of high potentials, building internal capabilities, succession mapping, and establishing effective future leaders. It also addresses contemporary challenges in talent management.
The HR Plan for 2012-2016 aims to:
1) Develop a high performance culture by playing to win and driving world class performance.
2) Offer an attractive employee value proposition to attract, excite, and retain top talent.
3) Implement robust processes to drive product and service leadership.
Hear-Right Adaptive Technologies established a human resources strategy for 2010 focusing on rapid growth, developing core HR policies and programs, and creating a positive work environment. Key objectives included developing corporate policies and procedures, recruitment initiatives, and training programs to support strategic expansion and develop talent. The strategy outlined pillars like communications, compensation, workplace environment, and training to establish a progressive HR management approach for the growing organization.
Seasoned Human Resource Practitioner from XLRI having 17 years of experience in Human Resource and talent management, has worked in global organizations and in global roles that have helped to hone up his relationship and cross-cultural skills. His ability to understand the business has helped him to align the people strategies of the businesses to its ever-evolving needs. He has been able to decode the secret recipe for being a “Great Place to Work” and has helped his organization to be in the league of select few. His ability to attract the right talent has helped him to build organizations that are competitive and agile. His ability to think strategically on current and future talent issues
An Introduction to Strategic Talent Sourcing Matthew Best
The document discusses the challenges a client faced in strategic talent sourcing and how a strategic talent sourcing model was implemented to address them. The client lacked internal candidates for key roles, risked lost productivity and revenue, and their recruiting was too reactive. The new model strengthened understanding of talent markets, built talent maps and pipelines, and took a more proactive approach to strategic hires. It provided high-touch support for critical hires aligned with business strategies through dedicated recruiters.
Human Resources - Annual Report & Business PlanSheheryar Alvi
In December 2015, I prepared this report for the Human Resources Department of Dutco McConnell Dowell - Middle East. This report contains in-depth and critical analysis of data, overall performance of the department throughout the year, gap and identification of loopholes in policies & procedures and daily operations.
For queries please feel free to get in touch with me.
(All contacts details are listed in details section on my profile)
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
HR transformation can be pursued by two broad approaches: process or practice. In process led HR transformation, the emphasis is to align the HR process to best-in class benchmark process. In practice led HR transformation the emphasis is on building HR process in an organic evolutionary way. In this presentation, Parjanya and Indu Priya share their insights on how companies can create HR transformation using the two approaches, the frameworks and difference in approaches and what considerations must be borne while choosing any one of these approaches.
Independent trainers ProFab_Cotters Hierarchy of Deeds_8 StrategiesCharles Cotter, PhD
Independent trainers ProFab_Cotters Hierarchy of Deeds_8 Strategies to Prosper as an Independent Trainer in the South African Learning and Development Industry
At an annual HR seminar hosted by InterSearch China and ZW HR Consulting, Alice Shi from United Overseas Bank (China) Ltd Co gave a presentation on HR business partner positioning. Her presentation covered UOB's introduction, HRBP positioning focusing on strategic vs operational roles, UOB's HR vision, talent acquisition processes, an e-recruitment system, staff retention planning, succession planning and talent management.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
R. Varadharajan has over 22 years of experience in human resources. He is currently the Deputy General Manager of HR at RNTBCI in Chennai, India, where he manages a team of 18 professionals. Prior to this, he held Associate Director roles at iGATE and senior management roles at Satyam Computers and CSC India. He has extensive experience in recruitment, performance management, and developing HR strategies.
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Human Resources Business Capability Model CIOPages
A Comprehensive, industry-agnostic, multi-purpose Human Resources functional area business capability model. Visit: https://www.ciopages.com/store/human-resources-business-capability-model/
2014 HR Africa Summit Brochure & AgendaAli Moroane
This document provides information about the 11th Annual HR Africa Summit, taking place from October 27-31, 2014 in Johannesburg, South Africa. It summarizes the event's agenda, speakers, and sessions on strategic HR topics. Some of the key speakers include representatives from GE, Maersk, UTi, and Aon, who will discuss challenges in talent management, employee engagement, and the role of HR in business strategy. New elements for this year include fast-track learning sessions, co-presentations, and a mentorship program to allow experience sharing. The event aims to educate HR professionals and create solutions for challenges they face.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
Alok Ranjan has over 8 years of experience in human resources. He currently works as a Manager - HR (Business Partner) where he is responsible for tasks like business and HR strategy management, organization effectiveness, manpower planning and recruitment, performance management, employee engagement, and rewards and recognition. Previously he has held roles as Associate Manager (HR) at GMR Airport Developers Limited and Deputy Manager (HR Cluster Manager) at HCL Technologies. He has expertise in recruitment, especially for technical roles, and in organizational development.
The document summarizes an upcoming HR summit in Johannesburg, South Africa from September 28 - October 1, 2015. The summit will bring together top HR leaders from across Africa and international companies to share insights on strategic human capital management themes like talent management, performance management, and attracting and retaining top talent in Africa. Over the three days, there will be presentations, case studies and panels on developing winning HR practices to engage and retain staff. Pre- and post-workshops will also be offered on topics such as becoming an HR business partner and using analytics to transform HR.
In India, Business Process Outsourcing (BPO) is the fastest growing segment of the ITES (Information Technology Enabled Services) industry. Factors such as economy of scale, business risk mitigation, cost advantage, utilization improvement and superior competency have all lead to the growth of the Indian BPO industry. Business process outsourcing in India, which started around the mid-90s, has now grown by leaps and bounds.
The document discusses talent management. It defines talent management as a process that helps companies attract, develop, and retain skilled employees. It outlines some key aspects of talent management including recruitment, compensation, training, performance management, retention programs, and promotion. It also provides examples of how major companies like Infosys implement strategic talent management practices to gain a competitive advantage through their employees. Effective talent management is important for organizations to succeed in today's global economy by ensuring they have the best talent.
The document describes sample ladies kurtis available from ASR Trading & Commerce. It lists 27 different kurti styles available in sizes S-XL/2XL, made of cotton/lillian fabric mixes. The styles include tie-dye, embroidery, lace, printing and other designs. Minimum order quantities range from 100-5000 pieces and prices range from $8-15 per piece plus freight on board. Colors are negotiable for most styles.
Zmieniające się warunki pracy wymuszają na nas ciągłe doskonalenie. Nowe narzędzia determinują nie tylko konieczność przyswojenia nowej wiedzy, ale również pociągają za sobą zmiany organizacyjne i kulturowe. Bez ciągłego doskonalenia pracowników trudno o rozwój organizacji. Jak od działania ad-hoc przejść ku strategii rozwoju spójnej ze strategią biznesową? Pobierz bezpłatny „Przewodnik po skutecznym rozwoju” i efektywnie zarządzaj rozwojem pracowników! Pobierz przewodnik: http://bit.ly/28887xt
The document discusses water resource and demand issues in Mongolia's South Gobi region. It finds that groundwater is the main current and future water source but the resource is insufficient. Total demand is projected to exceed currently estimated groundwater resources by 2025. Opportunities proposed to address the shortfall include further exploring groundwater potential, utilizing combined water supply methods through projects to transfer surface water from rivers, and introducing more efficient water technologies and management. International examples of large inter-basin water transfer projects in Libya and Australia are also mentioned.
- Only one in five CEOs are confident that their current talent management approaches are sufficient to produce successors for ongoing success, according to a survey. Additionally, 40% of new CEOs fail to meet their goals within their first 18 months and only about 30% of family-owned businesses successfully transfer to the second generation.
- Succession planning is important for ensuring business continuity by identifying and developing future leaders to achieve organizational objectives. However, surprisingly many organizations still lack focus on succession planning.
- The document discusses the importance of succession planning and encourages organizations to focus on identifying HiPos, developing them for future roles, and implementing comprehensive succession planning frameworks.
This document advertises a two-day business acumen workshop for HR professionals in Kuala Lumpur, Malaysia from May 5-6, 2015. The workshop will provide interactive sessions to help HR professionals strengthen their business and financial skills to better support organizational strategy and contribute as key business partners. It will cover topics like understanding business strategy and finances, communicating business priorities, and using analytics and project management skills to demonstrate HR's impact on business outcomes. Attendees will learn from C-suite executives and participate in case studies and exercises. The limited seating event aims to help HR professionals transition into strategic business partner roles.
This document promotes and provides details about the HR Manila conference by Trueventus. The conference will focus on leadership and business skills for HR professionals to succeed. It will feature presentations from top HR and business leaders on topics like talent management strategies, managing a multigenerational workforce, implementing holistic talent strategies, and democratizing executive development. Attendees will learn how to stay abreast of business changes, attract and retain employees, build company culture and engagement, and enhance learning and development. The goal is to equip HR leaders with the skills to position themselves as strategic business partners.
This document announces a two-day event on leadership succession management and talent development. The event will include workshops and presentations on topics such as conducting a situational analysis, workforce planning, succession program creation, training and talent management synchronization, mentoring relationships, talent reviews, leadership development strategies, skills for today's economy, and transformational leadership cultivation. Speakers will include consultants and representatives from various organizations. Attendees will include professionals from HR, organizational development, succession planning, training and related fields.
This document provides information about the "Strategic Human Capital Management in SMEs 2015 Congress" event being held on October 13, 2015 in Singapore. The one-day conference will provide local small and medium enterprises (SMEs) with practical advice and tips on effective leadership, employee recruitment and engagement, and people management strategies aligned with business goals. Sessions will include panel discussions, workshops, and a clinic to address specific business challenges. The event aims to help SMEs develop their human resources capabilities and become employers of choice.
This document provides information about an upcoming conference on strategic human capital management for small and medium enterprises (SMEs). The conference will provide practical advice and tips to SMEs on leadership development, employee recruitment and engagement, and implementing people management processes aligned with business strategy. Attendees will learn how to overcome challenges in talent attraction, training, succession planning, and more through panels, workshops and discussions. The goal is to help SMEs develop strong HR systems and become employers of choice.
This document provides an agenda for a two-day HR conference with sessions on leadership development, talent management, performance management, and cultural change. Day one includes sessions on developing senior leaders at Canadian Tire, leadership practices with sports and arts analogies, and transforming performance reviews at General Dynamics. Day two covers leading cultural change at Air Canada, strategic roundtables on talent acquisition and engagement, and building an HR partner during Ricoh's transformation.
Companies are facing challenges like an aging workforce, skills shortages, and changing business needs. Many are turning to strategic workforce planning (SWP) to help address these challenges and align human capital with corporate goals. However, Asian organisations have been slower to adopt SWP. The document discusses a congress on SWP and workforce analytics that will provide information on developing and implementing effective SWP, leveraging data and analytics, and case studies from various companies on their SWP journeys.
This document provides information about an upcoming Talent Management & Succession Planning Masterclass workshop facilitated by Professor Sattar Bawany. The workshop will cover topics such as understanding talent management frameworks, increasing management accountability for talent, succession planning, developing talent through coaching, and developing a personal action plan. Attendees will learn best practices for effective talent management strategies. The workshop will be held on May 15, 2014 in Karachi, Pakistan. Interested participants can register by email or phone.
The document discusses a conference on leveraging HR analytics to drive return on human capital investments. It provides an overview of the conference agenda which includes sessions on building a talent analytics function, translating HR data into business metrics, and using predictive analytics to forecast talent needs. A keynote speech by an expert from Credit Suisse will focus on using predictive analytics to model and reduce employee turnover. The goal of the conference is to help attendees develop strategic workforce analytics capabilities to improve business performance.
The document discusses an upcoming congress on performance management and rewards hosted by HRM Asia. The congress will highlight how traditional performance management and compensation methodologies are evolving and need to be reviewed. It will feature speakers from various companies discussing topics like rethinking performance management strategies, aligning performance and talent, and rewarding employees during economic uncertainty. Attendees will learn the latest performance management and reward strategies being implemented by other organizations. The congress aims to help ensure higher employee engagement and productivity.
1) LeAP is a leadership accelerator program that aims to develop the mindset, self-awareness, and leadership behaviors of high performers through experiential learning opportunities, coaching, and customized reports.
2) The program addresses issues that new managers and leaders face such as high expectations, pressure to perform, and the need to motivate complex teams in a diverse workforce.
3) LeAP uses a proprietary assessment tool, multi-source feedback, workshops, and ongoing coaching to help more than 500 Indian professionals successfully transition to new leadership roles.
Webinar an objective succession planning processThe HR Observer
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/__vRhlNAZtc or watch the video at end of the slide
Join us on this webinar with Paul Walsh, a leading HR Consultant and Trainer in the region, to discuss, question and improve your succession planning process. A high level process map will be the focus of the webinar with Paul discussing what steps we need to take to ensure, not only that we get the right succession candidates, but also how we can ensure that the process of selection is open, objective, transparent and fair.
About the Presenter:
Paul Walsh is a professional Human Resources Trainer, Consultant and Practitioner with over 20 years’ experience in the GCC, MENA and Asia.
Using assessment as a talent management strategy tim ngothoCiarafrica
Lawrence S. Ndombi is a regional leader at BPC with over 20 years of experience in human resources. He discusses the changing demands on HR from businesses seeking growth and shareholder value. HR must transform from administrative tasks to strategic business partners that enable business strategies and deliver commercial benefits. Line managers now have increased responsibility for people management tasks. The key HR roles are business partners who help achieve business goals and HR specialists who provide guidance to managers. HR must strengthen its contribution by understanding key business measures and aligning objectives.
This document announces a leadership development program that will provide insights into best practices for developing leaders from within organizations. The program will explore how top companies cultivate leadership talent and how to design competency frameworks that go beyond basic skills to identify leadership differentiators. The speaker, who has extensive experience in HR leadership roles, will share how organizations can build invaluable leadership capabilities that increase their market value. The program is aimed at HR professionals, executives, business school faculty, and leadership consultants.
The current state of Talent Management by Lindiwe Ncongwane 21 jul 2017SABPP
The document summarizes the findings from 20 talent management audits conducted in South African companies. Key findings include:
- Companies had good talent management conceptual models but lacked integration and alignment across talent practices.
- Application of talent management strategies was limited and not well integrated into business strategies.
- A lack of talent governance structures like a talent council.
- Limited measurement of the impact of talent management initiatives.
- Opportunities exist to better attract, develop, engage, and retain critical talent to meet business needs.
The presentation calls for a "talent revolution" to prioritize talent management at the national and business levels.
HR in Singapore needs to take steps to become more strategic partners, change agents, and employee champions. Currently, perceptions of HR focus too much on administrative tasks. The document outlines 10 steps HR should take, including using data-driven approaches, balancing internal/external training, transparency to build trust, incorporating fun at work, helping all employees find meaning, removing status symbols, and encouraging experimentation. These steps can help HR better support business goals and empower employees.
1) The document discusses conscious leadership approaches taken by various human resource leaders in Asia.
2) It describes initiatives taken by the leaders to improve employee engagement, retention, and organizational culture through transparent communication, talent development programs, and addressing employee concerns.
3) Examples include launching internal communication platforms, implementing training programs for leadership skills and new technologies, and finding ways to empower and develop local communities through employment opportunities.
The document summarizes two conferences on employee compensation, rewards, and talent analytics. The first conference focuses on compensation and rewards, exploring topics like flexible benefits, wellness programs, and communicating total rewards. It includes roundtable discussions on compensation, benefits, work-life balance, performance, and career development. The second conference focuses on using big data and analytics to make strategic HR decisions and develop a talent analytics function. It will discuss how HR can help drive business performance through talent data and analytics. Both conferences aim to provide practical solutions and best practices for compensation, benefits, and HR professionals in the region.
This position is for an HR Business Partner and L&D Lead based in Johannesburg or Durban, South Africa. The purpose of the role is to provide strategic HR advice and guidance to leadership in Sub-Saharan Africa, help shape HR service delivery, and drive the regional learning and development agenda. Key responsibilities include supporting talent acquisition and succession planning, providing input on organizational design and strategy, identifying capability gaps, and analyzing future workforce needs. The ideal candidate has 8+ years of progressive HR experience in a multinational company, experience supporting global/regional business, handling change management projects, and working internationally.
1. Less than 30%* of organisations are reporting merely satisfactory continuity plans. Your organisation
should be focusing on its internal talent pool that will ultimately make inevitable changes in leadership
easier, cheaper and more efficient.
This congress seeks to examine the Career Planning and Succession Management challenges,
focusing on talent identification, development, retention and workforce planning best practices to
help future-proof your organisation in light of the impending greatest talent shortage ever expected.
Learning Objectives
Enhance the effectiveness of your business continuity plans
Identify blind spots in your succession planning initiatives
Customise career development to lock in high potential talent
Narrow the competency gap and reduce the impact of position vacancies
Increase clarity in workforce data for your critical forecasting needs
Career Planning Toolkit for 2015: Innovative Strategies for Stronger Talent Pipelines
• Integrating and Accelerating Your Talent Programmes
• Non-Monetary Rewards and Optimisation
• Keeping Leadership Teams Intact
• Predicting Talent Pipeline Shortages
MUST ATTEND for VPs, Directors, Heads
and Managers of: +PLUS!
Rebecca Port
HR Director -
Learning,
Leadership and
Organisational
Development
Allergan
Featured speakers:
Aparna Kumar
Regional Human
Resource Lead,
APAC
Monsanto
Appandairajan
Krishnakumar
Senior HR
Business
Partner, SEA
and SA
Mastercard
Lisa Duty
Head -
Communications,
Culture and
Engagement
Experian
Beng Cortes
Regional Head -
Talent and
Leadership
Development
Fonterra
Brands
Cecile Diversy
Vice President -
HR
Danone
Gen McKenzie
Senior Vice
President -
Human Capital
SliverNeedle
Hospitality
Save
$900
Early
Bird
Special
Only
S$895
+
GST*
Registerbefore
2
Sep
2014
Career Planning
Succession Management
&
Congress
*Putting the Success in Succession – PwC 2013
Peek into the Future: Interactive Roundtable Sessions
Julie Ong
Talent
Acquisition
Manager
ABB
23 September 2014 | Hilton Singapore
2. 9.45am -
10.30am
Enhance Your Organisational Ability to Identify and Develop Critical Talent
A short falling of many organisations is the inability to be consistent when identifying and developing the right
people for the right roles. This session will clarify how to:
• Avoid arbitrarily identifying successors by implementing a formal process
• Manage HiPo expectations to keep them content and in your talent pool
• Close the competency gap and reduce the impact of a position vacancy
Aparna Kumar
Regional Human Resource Lead, APAC
Monsanto
Aparna Kumar, is an established HR Business Partner, with significant years of focused experience in human capital management, in
multi-cultural dynamic work environments. Currently with Monsanto, Aparna takes the lead for the Human Resource Strategy for the Asia
Pacific region while also taking the lead for HR for the Supply Chain business across all of Asia. Prior to Monsanto, she garnered extensive
experience in the Supply Chain and IT industry’s – across strategic, regional, and operational HR.
11.00am -
11.45am
Increase HiPo Retention Rates Through Leadership Rotation
Real time accessibility of job openings and information make it easier for your talent and your competitors’
recruiters to find each other, leading to a potential organisational brain-drain.
In this session, you will:
• Discuss how to secure emotional buy-in from your HiPos through job rotations
• Create clear career paths yet allow talent to customise their development journey
• Fend off competitors who want your talent by developing a consistent method to identify and reward your
pivotal HiPos
Julie Ong
Talent Acquisition Manager
ABB
Julie Ong is the Talent Acquisition Manager at ABB Pte Ltd. ABB is a leading power and automation company, and one of the world’s
most globally and culturally diverse organisations. ABB operates in more than 100 countries and employs more than 1500 people in
Singapore. Julie joined ABB after her stint as Recruitment Team Lead at Schneider Electric. Her extensive experience covers the whole
spectrum of HR from Recruitment, Talent Management, Compensation and Benefits and Mobility during her roles as HR Director and HR
Managerinboththehightechandeducationindustry.Juliestronglybelievesthatpeoplearethemostimportantassetinanyorganisation.
Throughout her 10 years of experience as a HR practitioner, she has persisted in her personal belief that in order to help an organisation
succeed, she must first help the individual succeed. Julie has a Post Graduate in Marketing.
AGENDA: Tuesday, 23 September 2014
8.30am -
9.00am Registration and Coffee
9.00am -
9.45am
Back to Basics: Building, Implementing and Measuring an Effective Succession Management System
In this session:
• Clarify the strategic purpose of building an effective succession management system
• Learn to identify core competencies and build complimentary robust individual development plans
• Assess the organisation’s cultural climate and foster alignment for succession planning
• Explore best practices for managing talent pools and HiPos
Rebecca Port
HR Director - Learning, Leadership and Organisational Development
Allergan
10.30am -
11.00am Morning Refreshments and Networking Break
Career Planning &
Succession Management CONGRESS
3. Career Planning &
Succession Management CONGRESS
2.15pm -
3.00pm
Retaining and Reintegrating the Talent Who Lost the Succession Battle
Removing HiPos from the succession plan can foster active disengagement within your workforce. This session
will explore one of the most difficult aspects of succession planning – managing the disappointment as well as
reengagement and retention of HiPos who did not get chosen.
Cecile Diversy
Vice President - HR
Danone
For more than 20 years, Cecile Diversy has supported The Danone Group’s (The Group’s) globalization efforts by creating and
implementing strategic talent management programs for its various divisions operating in Asia Pacific, Europe and the United
States. In her current role, she is tasked with transforming the HR function in 11 Asian countries while improving the regional
HR team’s ability to anticipate and meet the hiring needs for the Group’s core businesses as they expand in hyper-growth
markets such as China and Indonesia, as well as for its new ventures in other territories.
11.45am
-12.30pm
Find Potential Successors Through Succession Metrics and Analytics
This session will:
• Examine the drivers for introducing analytics in succession planning
• Discuss potential barriers and roadblocks in the utilisation of succession metrics
• Explore effective foundational metrics for succession management
• Learn how to translate workforce measures into financial data
Beng Cortes
Regional Head - Talent and Leadership Development
Fonterra Brands
Beng is a passionate HR practitioner with over 20 years senior leadership experience gained from MNCs in both local and regional
levels. Strategic HR, talent management & development, employee engagement and business partnership are her key expertise
areas while leadership succession and all agenda that promotes the management of this key HR strategic risk are pivotal
business partnering remit.
12.30pm -
1.30pm Lunch and Networking Break
3.00pm -
3.30pm Afternoon Refreshments and Networking Break
1.30pm -
2.15pm
Driving the Succession Management Process: Why it is Not Just HR’s Job
Current business thinking places the career planning and succession management structures solely under the
HR team. This think tank will cover:
• Why such an arrangement can be detrimental to the organisation
• Why the executive leadership team should play a bigger part in this process
• How to get management buy-in, to ensure the succession ladder is intact
Appandairajan Krishnakumar
Senior HR Business Partner, SEA and SA
Mastercard
Rajan is currently the Senior HR Business Partner for MasterCard Asia Pacific based in Singapore and is responsible for
talent management, employee engagement, performance management, leadership development, employee relations, and
organization development for International Markets covering South East Asia, South Asia & AP Regional Headquarters.
Previous roles include HR Relationship Manager, Consumer Banking and Global Mobility Specialist based in Singapore and
Global Mobility Relationship Manager based in India with Standard Chartered Bank.
4. 3.30pm -
5.00pm
Interactive Roundtable Sessions
Career Planning Toolkit for 2015: Innovative Strategies for Stronger Talent Pipelines
Back by popular demand, the Interactive Roundtable Sessions are comprised of small-group, mutual-learning
discussions focused on a specific issue. Delegate groups will rotate every 20 minutes to address each topic moderated
by a subject-matter expert who will guide the debate and summarise the discussion at the end of the session.
5.00pm End of Congress
Career Planning &
Succession Management CONGRESS
Roundtable #1:
Integrating and Accelerating Your Talent
Programmes
The key to successful career planning and succession
management systems is integration with overall
business strategy
• Is the 70:20:10 model of learning still relevant?
How do we create space for HiPos to feel free to
fail?
• Balancing in-house training with external
providers – Should you develop leadership
accelerator capabilities in-house?
• Managing the morale of the rest of the workforce
who feel left out
Table Moderator:
Rebecca Port
HR Director - Learning, Leadership and
Organisational Development
Allergan
Roundtable #2:
Non-Monetary Rewards and Optimisation
The key to successful career planning and succession
management systems is integration with overall
business strategy
• Beyond financial incentives, what else should
you incorporate into your succession planning
process to ensure HiPo retention?
• Profiling your HiPos for the best role-fit and to
maximise engagement
• Unifying and integrating the employee lifecycle
management process with overall business
strategy
Table Moderator:
Lisa Duty
Head - Communications, Culture and
Engagement
Experian
Roundtable #3:
Keeping Leadership Teams Intact
Leadership teams who have been together for
a long time enjoy enhanced performance and
communication
• How to better identify silent “flight risks” in your
leadership team
• What can be done to avoid ‘stale’ thinking and
introduce fresh ideas into leadership teams that
have been operating together for a long time?
• Can strong leadership teams be used as an
effective retention tool?
Table Moderator:
Gen McKenzie
Senior Vice President - Human Capital
SilverNeedle Hospitality
Roundtable #4:
Predicting Talent Pipeline Shortages
Only 16%* of CEOs get workforce data that is robust
enough for their critical forecasting and planning
needs
• How do you measure qualitative metrics like
critical thinking and business acumen?
• How to best track and measure ROI on succession
activities?
• Is making managers accountable for survey
response rates and satisfaction levels likely to
produce biased results? How do you overcome
this?
Table Moderator:
Cecile Diversy
Vice President - HR
Danone
*Putting the Success in Succession – PwC 2013
5. How CPD Benefits Your Professional Development
Workforce performance - reflect on your
learnings and highlight gaps in your
knowledge
• A handy tool for appraisals – opportunities
for greater choice, employment mobility
and earning potential
• Cope positively with change by timely updating your
skill set
• Build confidence and credibility - see your progression
by tracking your learning
• Achieve your career goals by focusing on your training
and development
Participating Organisations:
Brought to you by the people & ideas at:
Registration includes: Presentations, luncheons,
networking sessions, refreshments and delegate packOrder Form
Career Planning & Succession Management Congress 2014
CONFERENCE DATE: 23 September 2014
VENUE: Hilton Hotel Singapore
Email: cliff@hrmasia.com.sg
Telephone: (65) 6423 4631
Fax: (65) 6423 4632
Website: www.hrmcongress.com
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Career Planning &
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