The document provides an agenda for the 2nd Annual HR Leaders in Africa conference taking place June 3-6, 2013 in Lagos, Nigeria. The conference will bring together over 100 HR experts and thought leaders from public and private organizations across Africa to discuss strategies for developing talent and maximizing human capital on the continent. Topics will include talent acquisition, building leadership pipelines, performance management, compensation and benefits, skills training, and navigating regulatory employment frameworks. The goal is for attendees to gain practical tools and network with innovative peers working to transform organizational performance through human resources.
The document presents a model for a world-class Chief Human Resources Officer (CHRO) developed by the CHRO Global Leadership Board. The model establishes five core roles for a CHRO: board's leader of human capital agenda, creator of talent strategy, enterprise change leader, driver of culture and purpose, and trusted advisor and coach. These roles are built upon a foundation of functional business leadership, business acumen, and business strategy development. The model was developed by practitioner CHROs, refined based on CEO feedback, and is intended to define excellence and provide guidance for both current and aspiring CHROs.
The document discusses how Talent2 provides talent management solutions, such as executive search and selection, HRIS software and services, and learning and development consulting, to help companies attract, manage, and optimize their workforce. It notes that companies are increasingly outsourcing HR functions to specialists like Talent2 to gain a competitive advantage. Talent2 invites readers to contact them to discuss how they can help manage an organization's talent for the future through specialized services that are flexible.
Stallion Security, a South African security services firm, is recruiting 15-20 managers and 150 non-managerial employees per month to meet growing demand. They overhauled their recruiting process to better manage uneven labor markets, including using behavioral assessments and extensive training. Their new process involves defining job requirements, screening candidates, and aligning people to positions to reduce turnover in challenging conditions.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
The document discusses roles and responsibilities in human resources management (HRM) accountability. It states that managers are directly accountable for the program impact of HRM decisions, while HR staff are directly accountable for regulatory compliance. However, both managers and HR staff are ultimately accountable for effective and legally compliant HRM through a concept of "shared accountability." Top management is accountable for committing the organization to this shared accountability approach. The guidelines suggest that no single official or organization is unilaterally accountable, and that delegated HRM authorities involve shared responsibility between managers and HR staff.
The document summarizes the findings of a 2010 SHRM poll on challenges facing organizations and HR in the next 10 years. The key findings are:
1) Obtaining and optimizing human capital is seen as the biggest investment challenge over the next decade according to 47% of respondents.
2) Providing flexible work arrangements is seen as the most effective way to attract, reward, and retain top talent, according to 58% of HR managers.
3) Creating a culture of trust, open communication, and fairness is identified as a key human capital strategy.
This document provides information about Global HR and the 360-degree HR solutions they provide across the employee lifecycle. Global HR is an Emirati-owned organization that helps other organizations develop, deploy, and manage their workforces through solutions to complex HR and business challenges. They provide integrated solutions through various practice lines that touch on business transformation, talent acquisition, HR operations, and talent management at different stages of the employee lifecycle. Their goal is to help organizations improve performance and create sustainable competitive advantages through effective people management aligned with business strategy.
The document presents a model for a world-class Chief Human Resources Officer (CHRO) developed by the CHRO Global Leadership Board. The model establishes five core roles for a CHRO: board's leader of human capital agenda, creator of talent strategy, enterprise change leader, driver of culture and purpose, and trusted advisor and coach. These roles are built upon a foundation of functional business leadership, business acumen, and business strategy development. The model was developed by practitioner CHROs, refined based on CEO feedback, and is intended to define excellence and provide guidance for both current and aspiring CHROs.
The document discusses how Talent2 provides talent management solutions, such as executive search and selection, HRIS software and services, and learning and development consulting, to help companies attract, manage, and optimize their workforce. It notes that companies are increasingly outsourcing HR functions to specialists like Talent2 to gain a competitive advantage. Talent2 invites readers to contact them to discuss how they can help manage an organization's talent for the future through specialized services that are flexible.
Stallion Security, a South African security services firm, is recruiting 15-20 managers and 150 non-managerial employees per month to meet growing demand. They overhauled their recruiting process to better manage uneven labor markets, including using behavioral assessments and extensive training. Their new process involves defining job requirements, screening candidates, and aligning people to positions to reduce turnover in challenging conditions.
Ready to Serve: How and Why You Should Recruit VeteransKip Michael Kelly
Some of the most sought-after competencies employers look for include: leadership, teamwork, critical thinking and problem solving.The U.S. military builds these competencies in every soldier, sailor, marine, and airman--many of whom are now veterans looking to work outside the military.To help HR and talent management professionals recruit, employ, onboard, and retain military veterans, this UNC Executive Development white paper specifically covers:• The upside of hiring and retaining military veterans• Government incentives for employers who employ veterans• The challenges posed by hiring veterans and suggestions for addressing them• Resources available for HR and talent management professionals interested in recruiting and hiring veterans• Examples of three organizations who have successfully developed and implemented programs for hiring veteransThe U.S. military is currently producing the finest workforce the U.S. has ever seen. Read this white paper, and you will quickly learn that hiring veterans is not only good for the country, but also good for your organization.
The document discusses roles and responsibilities in human resources management (HRM) accountability. It states that managers are directly accountable for the program impact of HRM decisions, while HR staff are directly accountable for regulatory compliance. However, both managers and HR staff are ultimately accountable for effective and legally compliant HRM through a concept of "shared accountability." Top management is accountable for committing the organization to this shared accountability approach. The guidelines suggest that no single official or organization is unilaterally accountable, and that delegated HRM authorities involve shared responsibility between managers and HR staff.
The document summarizes the findings of a 2010 SHRM poll on challenges facing organizations and HR in the next 10 years. The key findings are:
1) Obtaining and optimizing human capital is seen as the biggest investment challenge over the next decade according to 47% of respondents.
2) Providing flexible work arrangements is seen as the most effective way to attract, reward, and retain top talent, according to 58% of HR managers.
3) Creating a culture of trust, open communication, and fairness is identified as a key human capital strategy.
This document provides information about Global HR and the 360-degree HR solutions they provide across the employee lifecycle. Global HR is an Emirati-owned organization that helps other organizations develop, deploy, and manage their workforces through solutions to complex HR and business challenges. They provide integrated solutions through various practice lines that touch on business transformation, talent acquisition, HR operations, and talent management at different stages of the employee lifecycle. Their goal is to help organizations improve performance and create sustainable competitive advantages through effective people management aligned with business strategy.
This document discusses two key issues in human resource management: outsourcing HR activities and business process outsourcing (BPO) and call centers. It provides examples of large companies that outsource HR functions such as payroll and benefits administration. It also discusses the challenges faced by HR managers in retaining employees in BPOs and call centers due to high attrition rates, health issues caused by night shifts and repetitive work, and lack of career growth opportunities. HR managers need innovative strategies to improve employee engagement and prevent burnout in these roles.
Recruitment Practices in Malaysian Knowledge Intensive Start-UpsShanmuga Pillaiyan
This paper investigates Strategic Human Resource Management (SHRM) practices adopted by knowledge intensive start-up companies in Malaysia. SHRM is considered a key to the success of these firms in line with the Resource-Based-View (RBV) of the firm. Particular focus was given to recruitment practices as recruitment is viewed as having the most significant short term impact for start-ups. This paper is based on the case study of three Malaysian knowledge intensive start-ups. The study finds that Malaysian start-ups do not perceive SHRM as critical for their success. Owner-managers of Malaysian start-ups prefer an informal & unstructured SHRM process. Key SHRM areas of recruitment and compensation are ad hoc. These findings are in line with other studies carried out globally. This paper discussed the pros and cons of the SHRM practices at Malaysian Knowledge intensive start-ups and recommends a framework for recruitment in small knowledge intensive start-ups is proposed.
The document summarizes innovative HR practices in software organizations and discusses HR challenges in the Indian software industry. It provides details on HR policies and practices of top software companies in India, including effective communication, developing an employee manual, and managing expectations. It also discusses the critical dimensions of best practices such as attracting, developing, engaging and transitioning talent. Finally, it notes the shortage of qualified software talent and arguments on both sides of whether there is truly a shortage.
Innovative hr practices in software organizationiaemedu
This document discusses innovative HR practices in software organizations. It covers several topics:
1) Critical dimensions of best practices such as attracting, developing, engaging, and managing employee transitions.
2) Specific HR practices of Infosys such as satellite centers and sabbaticals to improve work-life balance.
3) HR challenges in the Indian software industry such as managing aspirations, expectations, person-culture and person-job fit, and challenges related to company size and maturity.
4) HR policies of top software companies in India including effective communication, employee handbooks, and addressing harassment.
5) The nature of software talent and skills needed for software projects.
6) Evidence
The document discusses employee engagement and how gamification can be used to improve engagement. It begins by defining employee engagement and noting that lack of engagement is a major issue. It then discusses how gamification, which was originally used to engage customers, is now being applied to engage employees. Elements of gamification like levels, badges, and leaderboards can motivate employees. Implementing gamification requires bundling it with existing processes and sustaining it over time, but it has the potential to significantly impact productivity and drive change in organizations.
The document discusses the evolution of human resource management (HRM) from a personnel management perspective to a strategic approach. It outlines that organizations now view employees as human capital rather than a commodity. Effective HRM involves attracting, developing, and retaining talent to achieve organizational goals. The document also highlights the changing nature of HRM functions such as strategic planning, training, compensation to develop and maintain a skilled workforce in a rapidly changing environment.
The document discusses the challenges facing HRM professionals. It outlines 10 key challenges: 1) managing talent, 2) managing the workplace, 3) leadership development, 4) managing change, 5) communication focus, 6) high performance work culture, 7) enterprise software, 8) understanding business factors, 9) understanding HR policies and practices, and 10) creating a learning organization. The document emphasizes the importance of aligning HR strategy with business strategy, developing talent and leaders, engaging employees, and adapting to macro-level changes in order to help organizations achieve competitive advantage.
The document discusses corporate governance, providing definitions from various reports. It outlines different models of corporate governance, including those focused on shareholders and stakeholders. It describes the role of corporate boards in directing companies and their accountability. It also discusses factors influencing corporate governance practices like capital markets, regulations, and society.
The document discusses how successful companies are attracting talent in today's "Human Age" by focusing on career development and fulfilling careers rather than just filling jobs. It notes that individuals now view their careers as personal journeys and seek opportunities to broaden their skills across companies. To attract top talent, companies must prioritize career development, empower employees to manage their own careers, and ensure their goals align with the organization's. Studies show companies that focus on career development have higher revenue, engagement, retention and lower costs.
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
Berjaya 1st hr conference reinventing hr make a difference brochure finalisedLeo Lee
This document provides an agenda and overview for the 1st Berjaya HR Conference on reinventing HR and making a difference. The two-day conference will feature presentations and workshops on new HR trends, best practices, and strategies for adding value to businesses. Speakers will discuss topics such as coaching/mentoring, digital HR, multi-generation engagement, corporate culture, driving organizational change, and design thinking. The conference aims to explore new HR trends, ways for HR to add business value, and create paradigm shifts in HR practices.
The document discusses the key aspects of human resource management (HRM). It defines HRM as concerned with acquiring employee services, developing their skills, motivating high performance, and ensuring commitment. The main HRM activities are described as acquisition, development, motivating, and maintenance of employees. Acquisition involves recruitment and selection based on needs. Development focuses on skills and capabilities. Motivation covers job satisfaction, performance reviews, and recognition. Maintenance concerns working conditions and commitment to organizational goals. The objectives of HRM are to recruit and develop human capital, increase skills and capabilities, and ensure efficient administration.
A COMPARATIVE STUDY OF HR POLICES OF ICICI COMPANY LTD Babasab Patil
This document discusses human resource management practices at ICICI Prudential Life Insurance Company. It provides an introduction to HR, describing its functions such as recruitment, training, performance evaluation, and compensation. It then discusses how HR serves key roles like managing personnel issues and providing career development. The document outlines ICICI's profile and the growth of the life insurance industry in India. It analyzes ICICI's HR practices and policies through research and provides suggestions and conclusions.
Mc Kinsey Making Talent A Strategic Priorityina_rasheva
Making talent a strategic priority remains an ongoing challenge for companies. While many have invested heavily in HR systems, talent issues are still not adequately addressed and seen as a long-term strategic issue requiring senior management attention. There are also several external factors like demographic changes, globalization, and the rise of knowledge workers that are intensifying the war for talent. Companies also bear some responsibility due to short-term thinking that diverts attention from long-term talent planning. Moving forward, companies need to view talent management as a core business strategy and address the needs of talent at all levels, not just top performers.
This document provides an introduction to the concepts of management and human resource management, outlining key terms like human resources, management, and motivation. It discusses the functions of management as planning, organizing, leading, and controlling. Finally, it outlines the roadmap or topics that will be covered throughout the course on human resource management.
Fundamental of Human Resource Management (BIM)abir hossain
The quality and effectiveness of the organization are determined by the quality of the people that are employed.
Success for most organizations depends on finding the employees with the skills to successfully perform the tasks required to attain the company’s strategic goals.
According to the British Institute of Personnel Management :
“Personnel Management can be defined as “that part of management which is concerned with people at work and with their relationship within an organization.”
Managing personnel is the process of making sure the employees (not the customers) are as productive as they can be. This can include hiring, firing, or transferring people to/from jobs they can do most productively.
The document discusses several topics related to human resource management (HRM) in Pakistan. It describes the development of HRM as a profession in Pakistan over the past 20 years, moving from an "administration" focus to a more mature, strategic role. However, the author argues HRM penetration into potential user organizations remains relatively low, at around 3.5% currently. The author develops a life-cycle model to analyze the maturity of HRM in Pakistan, estimating it will take another 15 years to reach maturity with around 20,000 organizations using HRM functions. The document also notes a difference in the breadth of HRM integration across user organizations.
Total financial impact of employee absences reportSHRMRESEARCH
This document summarizes a research report by the Society for Human Resource Management (SHRM) on the total financial impact of employee absences across several countries and regions. The report was commissioned by Kronos Incorporated and surveyed over 1,280 organizations across the United States, China, Australia, Europe, India and Mexico. The report found that employee absences result in significant direct costs from paid time off as well as indirect costs from lost productivity. It provides country-specific data on costs of absences, how absences affect organizations, absence management policies and implications for organizations.
The document defines human resource management (HRM) and discusses its key functions and objectives. HRM refers to managing employee recruitment, development, compensation, and relations to maximize organizational and individual effectiveness. The functions of HRM include employment, training, compensation, and industrial relations. HRM aims to contribute to organizational, individual, and societal goals through its programs and activities.
This document describes a case study of Polyhydron Private Limited (PPL), an Indian manufacturing organization. PPL initially had a traditional hierarchical structure but transformed into an empowering workplace through several changes. The CEO prioritized restructuring the formal organization, implementing an open office layout without designated positions, sharing all information transparently, and giving employees freedom and accountability. These changes created a more egalitarian culture where employees felt empowered, trusted, and motivated to contribute freely towards organizational success. The case illustrates how PPL systematically empowered its workforce through cultural and structural changes to become a high-performing organization.
The SHRM India HR Awards were established in 2012 to recognize organizations that prioritize people management and view human capital as a key business driver. The 2014 awards saw a large number of nominations and introduced an international category for South Asia and the Middle East. SHRM India aims to enhance HR capabilities in the region and has partnered with Sri Lanka's HR association. The document congratulates all award winners and invites participants to the 2015 conference and awards.
This document discusses two key issues in human resource management: outsourcing HR activities and business process outsourcing (BPO) and call centers. It provides examples of large companies that outsource HR functions such as payroll and benefits administration. It also discusses the challenges faced by HR managers in retaining employees in BPOs and call centers due to high attrition rates, health issues caused by night shifts and repetitive work, and lack of career growth opportunities. HR managers need innovative strategies to improve employee engagement and prevent burnout in these roles.
Recruitment Practices in Malaysian Knowledge Intensive Start-UpsShanmuga Pillaiyan
This paper investigates Strategic Human Resource Management (SHRM) practices adopted by knowledge intensive start-up companies in Malaysia. SHRM is considered a key to the success of these firms in line with the Resource-Based-View (RBV) of the firm. Particular focus was given to recruitment practices as recruitment is viewed as having the most significant short term impact for start-ups. This paper is based on the case study of three Malaysian knowledge intensive start-ups. The study finds that Malaysian start-ups do not perceive SHRM as critical for their success. Owner-managers of Malaysian start-ups prefer an informal & unstructured SHRM process. Key SHRM areas of recruitment and compensation are ad hoc. These findings are in line with other studies carried out globally. This paper discussed the pros and cons of the SHRM practices at Malaysian Knowledge intensive start-ups and recommends a framework for recruitment in small knowledge intensive start-ups is proposed.
The document summarizes innovative HR practices in software organizations and discusses HR challenges in the Indian software industry. It provides details on HR policies and practices of top software companies in India, including effective communication, developing an employee manual, and managing expectations. It also discusses the critical dimensions of best practices such as attracting, developing, engaging and transitioning talent. Finally, it notes the shortage of qualified software talent and arguments on both sides of whether there is truly a shortage.
Innovative hr practices in software organizationiaemedu
This document discusses innovative HR practices in software organizations. It covers several topics:
1) Critical dimensions of best practices such as attracting, developing, engaging, and managing employee transitions.
2) Specific HR practices of Infosys such as satellite centers and sabbaticals to improve work-life balance.
3) HR challenges in the Indian software industry such as managing aspirations, expectations, person-culture and person-job fit, and challenges related to company size and maturity.
4) HR policies of top software companies in India including effective communication, employee handbooks, and addressing harassment.
5) The nature of software talent and skills needed for software projects.
6) Evidence
The document discusses employee engagement and how gamification can be used to improve engagement. It begins by defining employee engagement and noting that lack of engagement is a major issue. It then discusses how gamification, which was originally used to engage customers, is now being applied to engage employees. Elements of gamification like levels, badges, and leaderboards can motivate employees. Implementing gamification requires bundling it with existing processes and sustaining it over time, but it has the potential to significantly impact productivity and drive change in organizations.
The document discusses the evolution of human resource management (HRM) from a personnel management perspective to a strategic approach. It outlines that organizations now view employees as human capital rather than a commodity. Effective HRM involves attracting, developing, and retaining talent to achieve organizational goals. The document also highlights the changing nature of HRM functions such as strategic planning, training, compensation to develop and maintain a skilled workforce in a rapidly changing environment.
The document discusses the challenges facing HRM professionals. It outlines 10 key challenges: 1) managing talent, 2) managing the workplace, 3) leadership development, 4) managing change, 5) communication focus, 6) high performance work culture, 7) enterprise software, 8) understanding business factors, 9) understanding HR policies and practices, and 10) creating a learning organization. The document emphasizes the importance of aligning HR strategy with business strategy, developing talent and leaders, engaging employees, and adapting to macro-level changes in order to help organizations achieve competitive advantage.
The document discusses corporate governance, providing definitions from various reports. It outlines different models of corporate governance, including those focused on shareholders and stakeholders. It describes the role of corporate boards in directing companies and their accountability. It also discusses factors influencing corporate governance practices like capital markets, regulations, and society.
The document discusses how successful companies are attracting talent in today's "Human Age" by focusing on career development and fulfilling careers rather than just filling jobs. It notes that individuals now view their careers as personal journeys and seek opportunities to broaden their skills across companies. To attract top talent, companies must prioritize career development, empower employees to manage their own careers, and ensure their goals align with the organization's. Studies show companies that focus on career development have higher revenue, engagement, retention and lower costs.
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
Berjaya 1st hr conference reinventing hr make a difference brochure finalisedLeo Lee
This document provides an agenda and overview for the 1st Berjaya HR Conference on reinventing HR and making a difference. The two-day conference will feature presentations and workshops on new HR trends, best practices, and strategies for adding value to businesses. Speakers will discuss topics such as coaching/mentoring, digital HR, multi-generation engagement, corporate culture, driving organizational change, and design thinking. The conference aims to explore new HR trends, ways for HR to add business value, and create paradigm shifts in HR practices.
The document discusses the key aspects of human resource management (HRM). It defines HRM as concerned with acquiring employee services, developing their skills, motivating high performance, and ensuring commitment. The main HRM activities are described as acquisition, development, motivating, and maintenance of employees. Acquisition involves recruitment and selection based on needs. Development focuses on skills and capabilities. Motivation covers job satisfaction, performance reviews, and recognition. Maintenance concerns working conditions and commitment to organizational goals. The objectives of HRM are to recruit and develop human capital, increase skills and capabilities, and ensure efficient administration.
A COMPARATIVE STUDY OF HR POLICES OF ICICI COMPANY LTD Babasab Patil
This document discusses human resource management practices at ICICI Prudential Life Insurance Company. It provides an introduction to HR, describing its functions such as recruitment, training, performance evaluation, and compensation. It then discusses how HR serves key roles like managing personnel issues and providing career development. The document outlines ICICI's profile and the growth of the life insurance industry in India. It analyzes ICICI's HR practices and policies through research and provides suggestions and conclusions.
Mc Kinsey Making Talent A Strategic Priorityina_rasheva
Making talent a strategic priority remains an ongoing challenge for companies. While many have invested heavily in HR systems, talent issues are still not adequately addressed and seen as a long-term strategic issue requiring senior management attention. There are also several external factors like demographic changes, globalization, and the rise of knowledge workers that are intensifying the war for talent. Companies also bear some responsibility due to short-term thinking that diverts attention from long-term talent planning. Moving forward, companies need to view talent management as a core business strategy and address the needs of talent at all levels, not just top performers.
This document provides an introduction to the concepts of management and human resource management, outlining key terms like human resources, management, and motivation. It discusses the functions of management as planning, organizing, leading, and controlling. Finally, it outlines the roadmap or topics that will be covered throughout the course on human resource management.
Fundamental of Human Resource Management (BIM)abir hossain
The quality and effectiveness of the organization are determined by the quality of the people that are employed.
Success for most organizations depends on finding the employees with the skills to successfully perform the tasks required to attain the company’s strategic goals.
According to the British Institute of Personnel Management :
“Personnel Management can be defined as “that part of management which is concerned with people at work and with their relationship within an organization.”
Managing personnel is the process of making sure the employees (not the customers) are as productive as they can be. This can include hiring, firing, or transferring people to/from jobs they can do most productively.
The document discusses several topics related to human resource management (HRM) in Pakistan. It describes the development of HRM as a profession in Pakistan over the past 20 years, moving from an "administration" focus to a more mature, strategic role. However, the author argues HRM penetration into potential user organizations remains relatively low, at around 3.5% currently. The author develops a life-cycle model to analyze the maturity of HRM in Pakistan, estimating it will take another 15 years to reach maturity with around 20,000 organizations using HRM functions. The document also notes a difference in the breadth of HRM integration across user organizations.
Total financial impact of employee absences reportSHRMRESEARCH
This document summarizes a research report by the Society for Human Resource Management (SHRM) on the total financial impact of employee absences across several countries and regions. The report was commissioned by Kronos Incorporated and surveyed over 1,280 organizations across the United States, China, Australia, Europe, India and Mexico. The report found that employee absences result in significant direct costs from paid time off as well as indirect costs from lost productivity. It provides country-specific data on costs of absences, how absences affect organizations, absence management policies and implications for organizations.
The document defines human resource management (HRM) and discusses its key functions and objectives. HRM refers to managing employee recruitment, development, compensation, and relations to maximize organizational and individual effectiveness. The functions of HRM include employment, training, compensation, and industrial relations. HRM aims to contribute to organizational, individual, and societal goals through its programs and activities.
This document describes a case study of Polyhydron Private Limited (PPL), an Indian manufacturing organization. PPL initially had a traditional hierarchical structure but transformed into an empowering workplace through several changes. The CEO prioritized restructuring the formal organization, implementing an open office layout without designated positions, sharing all information transparently, and giving employees freedom and accountability. These changes created a more egalitarian culture where employees felt empowered, trusted, and motivated to contribute freely towards organizational success. The case illustrates how PPL systematically empowered its workforce through cultural and structural changes to become a high-performing organization.
The SHRM India HR Awards were established in 2012 to recognize organizations that prioritize people management and view human capital as a key business driver. The 2014 awards saw a large number of nominations and introduced an international category for South Asia and the Middle East. SHRM India aims to enhance HR capabilities in the region and has partnered with Sri Lanka's HR association. The document congratulates all award winners and invites participants to the 2015 conference and awards.
This document discusses the HR industry in India. It outlines the major players in several HR sectors including consulting, recruiting and staffing, learning and development, HR technology, outsourcing, and highlights some of the challenges facing the industry. The sectors are growing rapidly as Indian firms look to reduce costs and improve productivity through specialized HR solutions and technology.
This document provides an introduction to human resource management. It defines HRM as the management function aimed at ensuring the availability of competent and committed workforce. The key functions of HRM include staffing, development, compensation and motivation, and maintenance and integration. HRM has evolved over time due to factors such as scientific management theories, technology changes, and the growing knowledge workforce. Both external environmental factors and internal organizational factors shape the practice of HRM.
Human resource management is shifting from protecting employees to planning and driving change. The role of HR is becoming more important as organizations globalize and jobs require more skills. New trends in HR include focusing on employees, outsourcing HR functions, developing global talent management strategies, and treating people as a resource to align their goals with the organization. HR managers must create policies based on trust, motivate employees, manage change, and ensure quality in all aspects of personnel administration.
Human resource management is shifting from protecting employees to planning and driving change. The role of HR is becoming more important as organizations globalize and jobs require more skills. New trends in HR include focusing on employees, outsourcing HR functions, developing global talent management strategies, and treating people as a resource to align their goals with the organization. HR managers must create policies based on trust, motivate employees, manage change, and ensure quality in all aspects of personnel administration.
Manpower is a global staffing company with nearly 4,000 offices in over 80 countries and territories. It provides local, national, and global clients with expert staff who understand the labor market customs, regulations, tax laws, and economic trends of the specific markets. Manpower develops research tools and reports on labor market issues and trends worldwide that are used by economists, journalists, researchers, and think tanks. It offers a full range of workforce solutions including talent resourcing, workforce programs, and workforce insight and innovation.
This document provides information about Talent2, a company that offers human resources outsourcing and consulting services globally. It lists various HR services including executive search, payroll processing, learning and development, and HR consulting. The document highlights Talent2's regional presence and capabilities in the Middle East and Africa to provide end-to-end outsourced HR solutions. It also shares examples of projects Talent2 has completed for clients in the region.
This document provides an overview of human resource management (HRM). It defines HRM as a function aimed at maximizing employee performance to support business objectives. Key HRM activities include recruitment, training, performance reviews, and compensation. The role of HR has evolved from transactional work to more strategic initiatives. HR ensures laws and regulations are followed and helps balance organizational and employee needs. The document also discusses international HRM trends and the changing role of HR managers in developing skills, managing change, and creating motivated workforces.
The two-day "Competency Based Interviewing Workshop" will be held on November 25-26, 2011 at the Le-Meridien Hotel in Ahmedabad. The workshop will provide techniques for competency-based interviewing to better assess candidates' potential and enhance organizational growth and profitability. It will cover issues in traditional interviewing, competency-based interviewing principles and processes, effective candidate evaluation, and recruiting best practices. Participants will learn how to conduct consistent, effective interviews. Registration is Rs. 9,000 per person and seats are limited. Interested parties should confirm participation with the listed contacts.
The 10 Most Influential HR Leaders To Follow, 2023.pdfInsightsSuccess4
This edition features a handful of Most Influential HR Leaders that are at the forefront of leading us into a digital future.
Read More: https://insightssuccess.com/the-10-most-influential-hr-leaders-to-follow-2023-march2023/
This document provides an agenda for the "HR Winners East Africa Conference" on November 11-12, 2015 in Nairobi, Kenya. The conference will focus on current challenges in human resource management and how to transform HR into a strategic business partner. It will feature keynote speeches from CEOs and HR directors of major companies on the evolving role of HR and increasing importance of talent management. Panel discussions will address topics like managing a diverse workforce, engaging younger employees, and improving gender equality in leadership. The event aims to help HR professionals network, benchmark strategies, and gain new ideas and skills to attract and retain top talent in East Africa.
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 discusses the Taj People Philosophy (TPP) developed by the Taj Group of Hotels to formalize its commitment to employees. Key aspects of TPP included a rigorous training program to develop employee skills according to Taj standards, a performance management system linking individual performance to business strategy, and initiatives to improve employee satisfaction and recognize top performers. The philosophy aimed to ensure employees had fulfilling careers from induction to retirement through various talent development and welfare programs.
The document summarizes a study on human resource competencies conducted by Dave Ulrich, Wayne Brockbank, and Dani Johnson. The study involved over 10,000 HR professionals who self-assessed and were assessed by associates on their competencies. The results identified 6 domains of competency broken into 21 sub-domains. The study aims to define the competencies needed for HR professionals to be successful and help their businesses succeed.
The document summarizes key findings from research conducted on the human resource challenges faced by globalizing Indian companies. The research identified recruitment, learning and development, performance management, compensation, and repatriation as the main challenge areas. It provided examples of practices adopted by multinational companies and noted gaps in approaches taken by interviewed Indian companies. The research highlighted best practices that could help improve how Indian companies manage expatriates.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
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HR Leaders in Africa 2013
1. 3-6 June 2013
Four Points by Sheraton, Lagos, Nigeria
#HRAfrica
Bringing World Class Innovation In Human Capital
To Africa – 2nd Annual Event
Including HR Thought Leaders And Experts
Featuring the world’s
best brands – Unilever,
Olufunke Amobi Grace Omo-Lamai Etisalat, Cadburys, Barclays
General Manager, Director of Human
Organization & Talent Resources, and over 20 more key
Development, MTN Nigerian Bottling
COMMUNICATIONS
NIGERIA
Company organisations speaking
Kamal Aderibigbe Brad Boyson
Head of Talent Executive Director
Management (West Africa
Area),
SHRM MEA Including the best
British American Tobacco
employers in Africa and
around the globe to share
Tobi Odunowo Joyce Folake Coker with you their expertise
HR Specialist, Group Human Resources
Economic Community of Director,
West African States PZ Cussons
Otu Umoren Kojo Amissah Free legal clinic: everything
HR Operations and Lead Executive you needed to ask about
Analysis, CITAM
Airtel Nigeria employment law, regulatory
uncertainty and new roles for
HR practitioners
Ayuba Gadzama Emmanuel Okwara
ACIPM Group Talent & Head, Compensation &
Career Manager Benefits,
Sahara Group Limited Cadbury Nigeria Plc
Cross industry
Bryan Morris Yemi Faseun
perspectives:
Strategic and Head, HR Partnering and
multi - sector viewpoints
Transformational Human
Resources Executive,
Resourcing, from HR thought leaders
WENL Etisalat Nigeria
PLUS 3rd June 2013 Pre-conference Workshop
LEAVE WITH PRACTICAL Driving World Class Performance In Organisations – Best Practice HR
TOOLS AND TACTICS Led by Kojo Amissah, CITAM
FROM 2 WORKSHOP DAYS 6th June 2013 Post-conference Workshop
LED BY WORLD-CLASS Elements of Success: A SHRM Talent And Competency Model
EXPERTS Led By Brad Boyson, SHRM MEA
Media Partners Organised By
AFROCET
Conferences, Exhibitions and Training
www.hrleadersafrica.com
2. Back for its 2nd year, the HR Leaders in Africa conference is your opportunity
to share knowledge and learn from the very best HR practitioners in Africa. Be
part of the strategic HR leadership group who are transforming organisational
performance. You’ll join over 100 leading experts from public and private sector
organisations from across Africa seeking new ways to develop talent and make
the most of human capital in Africa.
At HR leaders in Africa you’ll discover how to maximize career and organisational development programmes, and link them to your business
objectives. You’ll get tools to address your competency shortages from Africa’s top employers and most successful organisations.
The agenda is engineered around your most pressing issues in talent management, succession planning, leadership and organisational
capability as well as the latest trends in L&D and employee motivation. Network among your most innovative and inventive peers –
exchange ideas, tips and solutions for your talent challenges and build essential industry contacts.
A history of success –
here’s what your peers thought of HR Leaders in Africa 2012:
Excellent networking opportunity to meet first hand with people who
manage and determine capacity development functions in organisations Great way to network and
understand what is going on in Nigeria
Ester Edun GTC Training
Maria Ligaga Novartis
Highly Educative
An opportunity for overall education for HR Professionals
Nourah Bamalli The Infrastructure Bank
Gladys Umoh May and Baker
Value adding, right size, invaluable networking opportunities A good HR conference that promotes
Bola Essien Nelson Shell Nigeria best practices and a burning for change
Debo Atunwa Total Nigeria
Great session and experts. Excellently rewarding
Idowu Ekundayo Nestle Nigeria
Companies attending in Who Should Attend?
2012 included:
• African Reinsurance • American University of Nigeria • Arco Employee
Petrochemical Eng. Co. Ltd • Arik Air Limited • Chellarams • motivation
Compensation Learning and
CIPDE • Citibank Nigeria • Coca-Cola • Cordros Capital and benefits development
Limited • Ecobank Nigeria Ltd • Ernst & Young • EXXONMOBIL
• Federal Capital Territory • Fidelity Bank Plc • First Bank of
Nigeria • FIRSTBANK • Guaranty Trust Bank • Guinness Nigeria
• Halliburton • Head, HR Nestlé Nigeria • IBFC AGUSTO •
IBM • Industrial Arbitration Tribunal • Insight Communications Chiefs, Heads
Limited • Intellectual Resource & Support LTD • Interswitch Organisational of, Officers of Performance
Nigeria • Lagos Business School • Management Consulting •
performance HR and those Management
May & Baker Nigeria PLC • Microsoft • Mobil Producing Nigeria leading:
Unlimited • MTN • Nestle Nigeria • Nigeria LNG Limited •
NNPC • Novartis Pharma Services AG • Plycon Limited • SCIB
Nigeria Limited • Seplat Petroleum Development Co. • Shell •
Shevach Consulting • Skye Bank Plc • Sovereign Trust Insurance Organisational Service
delivery and
PLC • Standard Chartered Bank • Swiss Biostadt • Telecgsm structure
Employee admin
Limited/Honeywell Group • The Infrastructure Bank Plc • Theta
relations
Alpha Consults • Total Nigeria Limited • U.S. Dept of Defense
Walter Reed Program Nigeria • UACN Plc • Unilever • Valco
DUBAI - Tel: +971 4 335 2437 | Fax: +971 4 335 2438 | Email: register@informa-africa.com |
Web: www.hrleadersafrica.com
To register Call : Sarin809 999 9246 +234 809 999 9256 | Email: sales@afrocet.com |
NIGERIA - Tel: +234 Satyanarayan on +971 4407 2526 or Email : sarin.satyanarayan@iirme.com
3. Conference Day One Tuesday|4th June 2013
08.30 Registration and morning coffee Talent Aquisition
09.00 Opening remarks from the chairman
State Of The Industry 14.00 Recruitment and talent acquisition
• Becoming and employer of choice- positioning your brand to
09.10 HR’s place – Now and the Future attract to talent
• Integrating communications strategies into your HR recruitment
• Where is HR in your organization today?
strategy to build a living, breathing brand that people want to work
• Has HR gained meaning and importance as result of the financial
for
crisis as businesses look for development and restructuring
Panel Discussion
• Ensuring openness and objectivity in recruitment and selection
• What is the outlook for labour markets in Africa? processes
• Giving HR the profile quality and importance it has in International • Recruiting for the needs of the business rather than the whims of
companies the boss
• The role of HR in aligning personal and organizational strategic • Making room for efficiency and equal opportunity
goals to drive top performance • Building a meritocracy and focusing on ability
Chizoba Mojekwu, Director, Human Resources, Central Bank of • Corporate vision: ensuring successful translation and interpretation
Nigeria of your brand both externally and internally across a diverse
Adebimpe Ayo-Elias, HR Director (Nigeria & Ghana), Alcatel- workforce
Lucent • How can companies outside the oil and gas sector effectively
compete for talent
Onyeoma Phyllis Diaso, Head of Recruitment, PZ Cussons
09.50 Building a globalised approach to HR - applying international Nigeria
best practice in African contexts
• Leveraging African talent - capitalising on your most abundant 14.40 Reconciling local content targets with business strategy
goals
resources
• Working with Federal character and local content targets –
• Supporting people in fast growing markets - employee proposition
ensuring the best candidates get the job
rights, core values and respect for people • Achieving quotas and managing diversity and effectiveness -
• Adapting to local markets, traditions and culture meeting regional diversity targets in the public and private sector
• Aligning objective HR practices to policy application and good • Managing your organizations capability while phasing the transition
governance of expats to meet nationalisation targets
• Overcoming challenges of local legal frameworks to modern HR • Ensuring knowledge transfer policies are in place and adhered to
practices effectively - making sure there is adequate local resource learning
• Avoiding the implementation of inappropriate templates under expats
Dominic Osei, Regional Human Resources- West Africa, United • Managing diversity and dispelling misconceptions
States AID Bryan Morris, Strategic and Transformational Human Resources
Executive, WENL
10.30 Morning coffee break 15.20 Afternoon Coffee Break
11.00 What does the boss want to see? How do senior Skills and Training
management view the role of HR
• Which HR competencies do senior management want to see – 15.40 Staff development and training – talent management
• Taking into account the future plans of the company – identifying
how are you adding value to the business?
trends in hiring and retaining staff
• What is your view of HR? If you didn’t have a HR function, what • How to get line managers to own talent management and
would you miss? development as part of their job
• Would a high calibre HR individual be able to convince you of their • Identifying tomorrow’s skills and channelling training resources and
worth? Or is it more complicated? investments to match and prepare
• How can managers be convinced by key deliverables and impact • Upskilling and developing talent while keeping costs under control
on the bottom line to champion the place of HR as a serious • Utilising internal resources, elearning, social learning and
general management role with genuine strategic responsibility? customised solutions
• What do HR professionals need to know about the organisations Joyce Folake Coker, Group Human Resources Director, PZ
strategic planning to be taken seriously Cussons
James Clark, Organization Development & Human Resources, Ayuba Gadzama, ACIPM Group Talent & Career Manager, Sahara
Group Limited
Addax Petroleum
Geneva Musau, HR Director, Barclays Bank Ghana
11.40 Strategies for making HR a business enabler – transforming 16.20 Building the regional talent pool - overcoming talent scarcity
your role to be a value generator for the organisation and shortages in trained nationals and increasing the skills
• Changing the perception of HR within the business - from admin levels of African graduates
• Graduate selection – identifying the brightest talent
and ‘policing’ to contributing to business sustainability - driving
• Taking responsibility for talent pipelines - guiding career selection
profitability and growth among graduates
• Effectively promoting and managing organizational change • Avoiding talent drain of newly qualified graduates to international
- equipping management with the tools to restructure your opportunities
organization for greater efficiency • Supporting government initiatives to improve education standards
• Ensuring that business and people aspects of change are well • Putting in place training schools tailored to the needs of your
aligned organization
• Maintaining the new place of HR within the organisation– the key • Enabling stakeholders - government, industry, academia,
step after championing change institutions - to plan for the requirements of tomorrow and channel
• Ensuring sure HR is part of a proactive business strategy - resources into preparing essential skills
making people an integral part of business objectives to deliver • Academic – industrial collaboration – ensuring the right skills
shortages are being addressed
vision
Edokpai Nseabasi, General Manager, Human Resources and
Tobi Odunowo HR Specialist at Economic Community of West
Admin, NELMCO
African States
17.00 Closing remarks from the chairman
12.20 Networking lunch End of forum day one
DUBAI - Tel: +971 4 335 2437 | Fax: +971 4 335 2438 | Email: register@informa-africa.com |
Web: www.hrleadersafrica.com
To register CallTel:Sarin809 999 9246 +234 809 999 9256 | Email: sales@afrocet.com |
NIGERIA - : +234 Satyanarayan on +971 4407 2526 or Email : sarin.satyanarayan@iirme.com
4. Conference Day Two Wednesday | 5th June 2013
08.30 Registration And Morning Coffee 12.45 Networking Lunch
09.00 Opening remarks from the chairman 13.45 HR team competencies
• Ensuring HR teams have the capabilities and structures to
Responsible Leadership support the growth of African organisations
• Benchmarking your HR team against best practice
09.10 Career and talent development strategies for high • Ensuring the junior members of your team are adequately
performers equipped to excel in their roles
• Ensuring an appropriate ratio of HR staff to other employees
Panel Discussion
• Linking career and organisational development to your business
objectives and addressing your competency shortages • Bridging skill set gaps
• Communicating career development plans to staff • Implementing strategy through processes
• Creating new opportunities and overcoming flat structures – Grace Omo-Lamai, Director of Human Resources, Nigerian
enabling horizontal movement, redefining hierarchies and interim Bottling Company
job opportunity engagement
• How career development is critical to engagement, retention and Measuring the Effectiveness of HR
upward mobility
Kamal Aderibigbe, Head of Talent Management (West Africa Area), 14.25 Proving the value of HR – using metrics to ensure strategic
British American Tobacco input
• What HR functions can be measured and how can these be
09.30 Addressing leadership shortages – developing the next scored
generation of leaders • Quantifying progress and demonstrating genuine ROI
• Implementing dynamic succession planning strategies for
• Predictive HR – using the numbers to highlight key trends and
business continuity and growth
forewarn of challenges
• Identifying the skills and traits of a good leader - who is ready to
• Taking a strategic role – providing data the will make a measurable
be successfully developed?
• Locating strengths and gaps in your leadership pipeline and difference to the enterprises performance and bottom-line
planning the development of local talent Sam Dontoh, Human Resource Director, Unilever West Africa
• Analysing the latest trends in succession planning and filling key
leadership positions within your organisation - identifying and fast Performance Management
tracking the leaders of tomorrow
Tade Oyinlola, HR Director (West Africa), Ericsson 15.00 Using Performance To Shape Culture: Implementing
Sufficient Reward And Consequence Management As A
10.30 Morning Coffee Break Competitive Edge
• How have socio-cultural influences shaped performance
11.00 Employee engagement – retaining high performers, management, perception and effectiveness
managing out low performers, and improving the productivity • Now that you have assessed performance, what do you do with
of your workforce that data?
• Techniques for addressing engagement levels across your • How taking the path of least resistance can be detrimental to your
organization high achievers motivation
• What motivate employees across the region? • Adopting a globalised approach and applying consistent policies
• Holding on to top performers - winning the war for talent from a as not to negate rewards
limited pool
• Building an engaged, motivated workforce 15.25 Afternoon Coffee Break
• Defining and measuring employee engagement
• Accommodating the demands of different generations 15.45 Labour Law And Regulatory Framework
Olufunke Amobi, General Manager, Organization & Talent • Implementing robust HR policies in regulatory uncertainty
Development, MTN COMMUNICATIONS NIGERIA • Nationalisation and knowledge transfer targets
• Redundancies, tax laws and remuneration
Compensation And Benefits • The Employees Compensation Act, 2010 and the new roles
thrown up to HR practitioners
11.25 Implementing total rewards packages – salary, benefits and • Deregulation of the oil sector and potential effects on the labor
non monetary incentives market and how will these be managed
• Ensuring your staff do not migrate to more competitive salaries
and packages 16.15 Tomorrows HR Today: Interpreting And Managing Change In
• Establishing effective and equitable benefits in uncertain economic Uncertain Times
scenarios Working across the organisation means HR professionals have the
• Aligning compensation and reward strategies against high unique opportunity to see and understand challenges facing the entire
performers and the need to retain certain talent pools business, as well as assist in achieving successful outcomes. HR has
• How to be creative in presenting a value proposition to compete recently gained meaning in the region as businesses looked to HR for
for and win top talent without paying the most competitive rates? development, change management and restructuring during financially
Jacob Karimu, Compensation & Benefit Program Manager, GE turbulent and political times, but what is over the horizon for HR in
Africa West Africa?
• Thinking about tomorrow to proactively implement policies today
11.50 Doing More With Less: Constructing And Implementing to affect organisational change management, build capability, and
A Versatile Compensation Plan In An Uncertain Economy strengthen the impact of HR.
While Retaining Your Workforce • The role of HR in interpreting and managing change in uncertain
• Preparing for growth and slowdown: how your compensation plan
times
can adapt to business and economic performance
• What are the skills required of highly efficient HR professionals to
• Getting people to perform at their optimum without throwing
connect HR to the wider business?
money at the issue- exploring cost effective alternatives to pay
increases to retain your high performers Otu Umoren Head, HR Operations and Analysis, Airtel Nigeria
• Installing the tools and policies to support flexible working
conditions and a higher quality of life during tumultuous times 16.45 Closing remarks from the chairman
16.50 End of conference
Industry Focus
12.15 Cross-Industry Perspectives: Multi- Sector Viewpoints From
HR Thought Leaders
This session will showcase a panel of HR executives from various REGISTER BEFORE
industries and how they may differ in their thoughts and approaches to
training and development plans, talent acquisition and management, 31 MARCH 2013 AND
realistic applications and the unique challenges facing a rapidly
changing, diverse, high-growth and potential market.
Tobi Odunowo, HR Specialist at Economic Community, West
SAVE US$1,000
African States
DUBAI - Tel: +971 4 335 2437 | Fax: +971 4 335 2438 | Email: register@informa-africa.com |
Web: www.hrleadersafrica.com
To register Call : Sarin809 999 9246 +234 809 999 9256 | Email: sales@afrocet.com |
NIGERIA - Tel: +234 Satyanarayan on +971 4407 2526 or Email : sarin.satyanarayan@iirme.com
5. Monday | 3rd June 2013
Pre-conference Workshop 9.30 – 16.30
Driving World Class Performance In Organisations – Best Practice HR
Rationale: This workshop is for senior HR managers and other key stakeholders to develop an understanding of the potential
strategic advantage to be gained through best practice and high performance HR.
Led by:
Kojo Amissah, Lead Executive, CITAM
Kojo Amissah, SPHR, HRMP is the founder and Lead Executive of CITAM; a management training, consulting and recruitment firm in Ghana. Kojo serves as the MD for Lee W
Farms, a fish, crops & livestock farming complex. He also serves as the Lead Volunteer for SHRM Forum Ghana.
He also founded CEDISYS, a hi-tech recruitment firm in the US. Prior to his entrepreneurial activities, Kojo worked as a consultant for multinational organizations in the US and
UK. He speaks to audiences on human resource management, entrepreneurship and information technology.
Objectives:
• Describe the strategic approach to driving world class performance within an organisation
• Understand the 5 core elements underpinning high performance HR
• Deploy approaches in each of these areas
• Articulate the benefits of this approach
Thursday | 6th June 2013
Post-conference Workshop 9.30 – 16.30
Elements of Success™: A SHRM Talent And Competency Model
Rationale: This workshop is for senior HR managers and other key stakeholders to develop an understanding of the potential
strategic advantage to be gained through best practice and high performance HR.
Led by:
Brad Boyson, Executive Director, SHRM MEA
Two of the most commonly used terms or expressions in HR are: Talent & Competencies. Interestingly enough most HR people have different explanations of these two concepts
in detail. All professions have a common understanding and applied usage of their discipline’s core terms and applications.
This applied workshop starts by ensuring that all participants have a common understanding of the terms and applications relating to talent & competencies.
Next, the workshop introduces SHRM’s Elements of Success™ HR competency model including demonstrations of how to apply self-assessment to develop and grow and
develop careers. Lastly, each participant is assigned a project to create a real-world competency model based upon other roles within their workplace.
Objectives:
By the end of this workshop participants will be able to:
• Clearly and objectively differentiate ‘talent’ from employee and ‘competencies’ from tasks or routine
• Understand the objective, scientific and value added rationale for making this distinction
• Learn about the SHRM 2013 Global Competency Model for HR practitioners
• Apply the Elements of Success™ model to their human capital inventory and career development goals
• Develop a competency model for a real position within their organisation
Partner With Us
Do you need to raise your company’s profile amongst heads of HR, L&D and
organisational development in Africa? Position yourself as a market leader in the
field of talent and organisational development and meet top decision makers in this
discipline. Our customised sponsorship packages are designed to give your brand
targeted exposure and increase your client base with speaking and networking
opportunities.
• Generate high value sales leads in the region’s top organisations
• Launch and promote new products to the HR, OD and L&D Directors
• Build loyalty with your clients’ key decision makers
• Position your company as leading the sector in front of an influential audience
• Broker new contracts and business partnerships
Africa is a key frontier for most multi-national companies, but they face challenges supporting business growth.
Position your company as an expert and help regional HR professionals drive world class HR performance.
Contact Ben Jones on +971 4 407 2432 or sponsorship@iirme.com for more information.
DUBAI - Tel: +971 4 335 2437 | Fax: +971 4 335 2438 | Email: register@informa-africa.com |
Web: www.hrleadersafrica.com
To register CallTel:Sarin809 999 9246 +234 809 999 9256 | Email: sales@afrocet.com |
NIGERIA - : +234 Satyanarayan on +971 4407 2526 or Email : sarin.satyanarayan@iirme.com