Find the right package for you! See the bottom of the page for more options.

STREAM THREE:

LEADERSHIP

Chairperson: Richard Brady, Chief Executive Officer, Mentis Consulting

11:30 How award-winning leadership work at the UK’s largest pub company has seen Punch Tavern’s leaders successfully step up to the mark during difficult times

§    Devising a leadership programme that helps and supports our leaders to address a combination of difficult factors and put in place the plans needed for the business to remain competitive in the recovery

§    Appreciating the tough decisions leaders have to take: pay freezes, discretionary bonuses for staff, restructuring

§    How did we embed and sustain an Authentic Leadership Programme in difficult times?

§    Strengthening leaders and enabling them to look at every aspect of doing business

§    How can we demonstrate that our senior management leadership programme alone has had a phenomenal impact on the bottom line and made multi-million pound savings?

Karen Caddick, Group HR Director, Punch Taverns

Nick Rowe, Head of Learning and Development, Punch Taverns

Punch Taverns is the UK's largest pub operator, with an estate of over 8,400 leased, tenanted and managed outlets across England, Scotland and Wales and around 24,000 employees. The Authentic Leadership programme saw Punch Taverns win the prestigious BII National Industry Training Award (NITA) 2008 and has to date impacted on 500 plus senior managers and middle managers and made substantial savings to the business.

11:50 Questions from the floor

11:55 Move to next session

12:00 Charles Hipps, Managing Director, WCN PLC & author of The Guide to Best Practice in e-Recruitment

12:03 Roundtable discussion

12:20 Questions from the floor

12:25 Move to next session

12:30 Translating and embedding leadership visions, values and behaviours to match specific local market requirements within a global organisation

§    How was Nestlé UK able to turn business results around by providing vision and clarity to UK leaders, whilst still respecting the global company’s background?

§    Implementing a development programme that reflects cultural change

§    Constructing action learning and support groups where people come together and overcome business problems

§    How have the HR team at Nestlé been able to demonstrate that 1,400 people who have been through the leadership programme are successfully impacting on business?

§    Securing executive buy-in, even during a change of CEO, to support the programme’s credibility and help it live

Stephen Battalia, Group HR Director, Nestlé UK

Greg Searle MBE, Practice Director, Lane4 and Account Director, Lead2Win Programme

Nestlé UK and Ireland is a subsidiary of Nestlé SA, the world’s foremost nutrition, health and wellness company. Nestlé employs almost 7,000 people across 23 sites in the UK and Ireland. At 15 manufacturing sites across the UK, they make some of the UK’s most popular brands, such as Nescafé, Kit Kat, Carnation, Shredded Wheat, Buxton Water, Ski and Bakers Dog Food. It is estimated that around 95% of households in the UK consume Nestlé products.

Greg Searle is a Practice Director at Lane4 and an Olympic Gold Medallist. Drawing upon his extensive commercial experience and elite sporting background, Greg leads Lane4 consulting teams to deliver performance development programmes for clients. He specialises in the fields of leadership and team development and balances his own consulting role with an internal priority to support Lane4’s pool of senior consultants.

12:50 Questions from the floor

12.55 Networking lunch

13:55 Leadership – the single most powerful feature in motivating, engaging and retaining your employees

§    Re-examining the traditional perception of the business leader to ensure they are connecting and engaging with their people

§    How can HR best facilitate and support leaders in the engagement of their staff during difficult times?

§    Creating decisive leaders with the ability to take responsibility and make decisions for their teams

David Guise, Group HR Director, Home Retail Group

Home Retail Group is the UK’s leading home and general merchandise retailer with sales of £5.9 billion in the last financial year. With around 53,000 employees, the group sell products under two distinctive brands – Argos and Homebase – that are household names in the UK.

14:15 Questions from the floor

14:20 Move to next session

14:25 Ensuring your leadership team is fit for purpose

§    Adapting your top team during times of considerable change and integration

§    Re-evaluating your leadership team and strategy – what are the key criteria and different strands to look for when building a leadership team?

§    Internal vs. external recruitment: designing the framework to ensure we have the right leaders

Ken Batty, Executive Director, HR, Western Europe, Lenovo Group

Lenovo Group is mainland China’s largest and the world’s fourth largest PC manufacturer with over 20,000 employees globally. Formed by Lenovo Group’s acquisition of the former IBM Personal Computing Division, the company develops, manufactures and markets reliable, high-quality, secure and easy-to-use technology products and services worldwide. Lenovo has major research centers in Yamato, Japan; Beijing, Shanghai and Shenzhen, China; and Raleigh, North Carolina.

14:45 Questions from the floor

14:50 Move to next session

15:45 Afternoon refreshments and networking

16:10 Embedding a diversity culture and inclusive leadership strategy: reflect the customer base we serve and improve service delivery

§    How we identified why our organisation was not representative of our customer base

§    Challenging historic working practices that have traditionally served the organisation well in a bid to create a more inclusive and diverse working environment

§    Implementing a programme and making changes which address mono culture

§    Communicating the benefits and ensuring senior buy-in: positioning diversity at the forefront of all strategic practices and policies to address exclusionary attitudes and behaviour

§    How we created a cultural audit to gain an understanding of cultural issues within the organisation and create a workplace where women can succeed and realise their potential

§    Developing leadership opportunities for all

§    Results: how we doubled the number of women working in operations, ensured 33% of senior management positions are now held by women, reduced sickness absence and saw a significant rise in applications from female colleagues for roles

§    What have our key learnings been?

Phil Kay, Chief Superintendent, West Midlands Police

Phil Kay has been instrumental in advancing, promoting and embedding a diversity culture at West Midlands Police which has in turn improved service delivery. Through his work on diversity, Phil was awarded the prestigious Opportunity Now Champions Award 2009 and received special recognition from the British Association of Women in Policing. With 14,000 employees covering an area of nearly 2.6 million inhabitants, including cities such as Birmingham and Coventry, West Midlands Police is the third largest force in the country. Due to its diversity programmes, the force has secured a place on The Times Top 50 Where Women Want to Work 2008 and Stonewell’s Top 100 Employers 2009.

16.30 Questions from the floor

16.35 Move to next session

16:40 Examining the cost of leadership at Adecco: taking the opportunity to reduce costs without reducing the quality of our leaders

§    Keeping the balance right between budgetary restraints and investment in people

§    How could we be sure that even when making reductions, we are still choosing to maintain the pool of activities that are worth keeping?

§    How Adecco pulled together conventional wisdom to simplify past leadership schemes and why we made the move from traditional succession planning to talent pooling

§    Developing a framework for managers to identify certain competencies and highlight talent, by building a system of trust

§    What results have we seen from this programme, particularly in terms of international mobility?

Christian Vasino, Chief HR Officer, Adecco Group

Christian Vasino joined Adecco in 2003 and was appointed Chief HR Officer of the Adecco Group as of April 2007. Christian Vasino started his career as a lawyer. Since 1998, Christian held leading positions in HR management. In December 2003, he joined Adecco Italy as HR Director, based in Milan. In May 2005, he became Vice President Group Human Resources. As of April 2007, Christian is Chief HR Officer and member of the Executive Committee of the Adecco Group.

17:00 Questions from the floor

17:05 Move to next session

17:10 Panel and discussion session:

How can we create inspirational leaders who are able to drive forward the development of an organisation today and into tomorrow?

§    What are the different capabilities we need to equip leaders with in order to prepare for the challenges that lie ahead?

§    How can we improve the way we get people to lead and nurture others in their potential?

§    How can we develop sustainable leaders early on in their careers?

§    What are the benefits of developing emotionally intelligent leaders?

§    What are the merits of the servant leadership approach?

Panellists include:

David Guise, Group HR Director, Home Retail Group

Carsten Sudhoff, Chief Human Resources Officer, World Economic Forum

Helen Giles, HR Director, Broadway

Christian Vasino, Chief HR Officer, Adecco Group

Sue Round, Head of Leadership Development, Sainsbury’s

18:00 Close of 2009 Annual Congress