Stream Two
Employee performance and Engagement
Thursday 5th November 2009, Thistle Marble Arch, London, 08:30 - 18:00
£899.00/person – Congress only
Find the right package for you! See the bottom of the page for more options.
STREAM TWO:
EMPLOYEE PERFORMANCE AND ENGAGEMENT
Chairperson: Richard Mosley, Managing Director, People in Business
11:30 Are your staff being ‘stroked’? Remembering the ‘human’ element of HR
§ With a new understanding of ethics, governance, service delivery and ways of doing business in constrained markets, what are the knock-on effects in terms of the people agenda?
§ Fully combating the negative impact budget restraints and lay-offs have on staff
§ Turning people around so they are not a slave to their role
§ Managing the psychological contract in volatile times
§ Not just about ‘shiny’ new ways of doing things: reframing what we do to ensure we build more robust organisations with more flexible people
Charlie Johnston, HR Director, UK & Ireland, Cisco
11:50 Questions from the floor
11:55 Move to next session
12:00 Silver Sponsor Session
To find out how your company can benefit from delivering a client case study to our senior delegation of HR Leaders, contact Uday Singh on mailto:uday_singh@osneymedia.com or call
+44 (0) 207 336 4600
12:20 Questions from the floor
12:25 Move to next session
12:30 Ensuring the organisation is, and continues to be, focused on successful performance management and engagement strategies during difficult times
§ Survivor syndrome: how are we retaining the relationship with our 5,000 workforce during the reorganisation and restructure of 300 jobs?
§ Using technology and social networking to re-engage the staff who are left
§ Ensuring we have the right staff on board to tackle the services we need to deliver in the future
§ Keeping performance management as a top priority and devising frameworks to adapt to the changing environment
§ Holding our nerve: justifying and prioritising employee development and engagement strategies as budgets are reduced
Graham White, HR Director, Westminster City Council
12:50 Questions from the floor
12.55 Networking lunch
13:55 Leveraging the employer brand and maintaining integrity in tough times to attract, retain and engage key talent
§ Aligning both the internal and external to realise the authentic and consistent communication of the employer brand
§ Adapting the employer brand strategy to shifting market conditions
§ Maintaining both trust and support in the employer brand, particularly during budgetary restraints or lay offs, to win over cynical staff
§ Upholding a strong philosophy and rationale for why the company exists, its purpose and the employee value proposition
§ Overcoming negativity by sustaining an engaged and positive community
Matthew Jeffery, Head of Global Talent Brand, EA
14:15 Questions from the floor
14:20 Move to next session
14:25 Taking the opportunity to transform talent management and think tactically, both now and into recovery
§ Harnessing the financial crisis to transform your talent management strategy and identify what your business needs both short and long term
§ Ensuring you emerge from the crisis in a better shape than you were before by taking the chance to build a leaner and more effective model
§ Exploring every talent pool and guaranteeing your pipelines are ready and adaptable
§ Talent within the organization isn’t just the top 2%: how are you listening to and utilizing the ‘vital many’?
§ As the war for talent evolves, how do you guarantee that you remain competitive in the retention and development of your key staff, and keep them bought into the organization for the future?
Dilip Kumar Srivastava, Corporate Vice President, Global HR Head, HCL Technologies
HCL Technologies is India’s 4th largest IT services company, operating in 23 countries, including USA, UK, Poland, Puerto Rico, Brazil, China, Malaysia, Singapore and India, with over 60,000 employees. HCL’s HR story has been covered by Harvard Business School and has recently been awarded the No 1 Employer in the Hewitt Best Employer Survey (2009) and is also the Top Employer in ASIA as part of the same survey for the entire Asian region.
14:45 Questions from the floor
14:50 Move to next session
14:55 Creating an emotional connection
This workshop, led by Alison Esse, co-founder of The Storytellers, will focus on how storytelling can help inspire and motivate a workforce, injecting a sense of pride and purpose through the sharing of employee or customer experiences. Discover the obstacles that inhibit true emotional engagement within your organisation, and learn how to approach these barriers with some simple techniques to help unlock discretionary effort, better productivity and improved communication between managers and their teams.
Alison Esse, Co-Founder, The Storytellers
14:55 The single biggest turnaround in UK corporate history- Its All About People
This workshop will highlight the learning’s from what the FT described as "the single biggest turnaround in UK corporate history" the £1bn turnaround of the Energis before it was sold to Cable & Wireless. If, in business, you believe it is all about people, this workshop will bring affirmation and possibilities.
§ The role of HR
§ The role of the Leaders
§ What happened next?
Roger Philby, CEO, Chemistry Recruitment
15:45 Afternoon refreshments and networking
16:10 Sustaining high performance and engagement levels when the business requires more from its people
§ Employee performance and engagement has always been important, but what are the implications to the business now?
§ Is honesty the best policy? Equipping your leaders to have honest and open conversations with staff about performance
§ Building trust and confidence into staff to ensure the business remains resilient
§ Getting more for less out of people: keeping engagement high and balance sheets roaring in these tough and turbulent times
§ Instilling leadership attributes throughout the organisation to ensure every individual takes accountability for their own area
Neil Roden, Group HR Director, RBS
The RBS group is a large international banking and financial services company. Headquartered in Edinburgh, the Group operates in the United Kingdom, Europe, the Americas and Asia, serving more than 40 million customers with around 170,000 employees. The Group provides a wide range of products and services to personal, commercial and large corporate and institutional customers through its two principal subsidiaries, The Royal Bank of Scotland and NatWest, as well as through a number of other well known brands including, Citizens, Ulster Bank, Coutts, Direct Line and Churchill. Great people are key to the Group’s ongoing success, and their innovative HR function plays an integral role by making sure they attract, develop, motivate and retain the right people to make it happen.
16:30 Questions from the floor
16:35 Move to next session
16:40 More than just a building: how The O2 created a new, strong employer brand for AEG and its partners
§ The Dome versus The O2 – moving away from the white elephant!
§ Attracting, engaging and retaining talent at the tent: how AEG utilised its brand to become an employer of choice
§ Giving the brand a reason to cheer: ensuring we are more focused on the recognition of our staff who demonstrate our values, ethics and vision
§ Developing the brand for the future: redefining the entertainment experience
Genevieve Glover, Executive Director, HR, AEG Europe
AEG, owner of The O2, owns or operates some of the world’s best arenas and theatres, numerous sports franchises including the Los Angeles Kings (NHL) and The David Beckham Academy, and a collection of companies dedicated to producing, promoting and presenting world-class live entertainment. AEG is also the majority share holder in Thames Clippers, London’s commuter river boat service.
17:00 Questions from the floor
17:05 Move to next session
17:10 Panel and discussion session:
Repositioning reward in a recession to strategically meet both short and long term business requirements
§ How can you motivate people despite pay freezes?
§ What innovative and cost-effective methods can you use to reward and engage different employee groups?
§ Are you communicating the reward proposition clearly and how can you ensure that the line managers, not the reward managers, manage reward?
§ How can you ensure that your senior leadership reward strategy is fit for purpose?
Panellists include:
Duncan Brown, Director, HR Business Development, Institute for Employment Studies
Richard Sullivan, Head of International Reward, Tesco
Rahim Rajan, Head of Reward, Europe, Yahoo!
David Turetsky, Product and Solution Evangelist, Workscape Inc.
18:00 Close of 2009 Annual Congress
Full conference experience (Conference + Focus Day + Magazine Subscription): £1443
Conference + Focus Day: £1298
Conference + Magazine Subscription: £1044
Conference only: £899
Focus Day only: £399
CD-ROM: £499
All prices (excluding CD-ROM and magazine subscription) are subject to VAT
For the purpose of VAT calculations, the value of TMR and EET is £145.
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