Stream Four
Strategic HR
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 FOUR:
STRATEGIC HR
Chairperson: Paula McLoughlin, Associate Director, The Work Foundation
11:30 The vital role and responsibility HR has in upholding values and ethics within an organisation
§ What is HR’s role in managing the ethical dilemma?
§ Supporting leaders to step back and evaluate the ethical impact of their decisions and choices
§ Green agenda: is the recession the opportunity to revaluate corporate social responsibility?
§ Determining how important values are to an organisation in upholding its integrity
Angela O’Connor, Chief People Officer, NPIA
The National Policing Improvement Agency (NPIA) is committed to making a valuable contribution to improving public safety. NPIA's business is complex, and the support the organisation offers policing is wide-ranging. NPIA works for the police service and is governed by a board comprising members from the Association of Chief Police Officers, the Home Office, and the Association of Police Authorities. These three organisations that oversee NPIA's work are commonly referred to as the 'policing tripartite'. The ACPO President is a member of the NPIA Board and there are also independent members.
11:50 Questions from the floor
11:55 Move to next session
12:00 Practical advice and examples on how HR can play its part in making sure the business obtains what it really wants: customer loyalty and growth
§ CIPD research: why HR outsourcing is on the increase and how this gives HR professionals the opportunity to take on a more strategic role
§ Does outsourcing automatically promote strategic HR thinking within organisations?
§ How HR can realise the full potential of outsourced arrangements
Jennifer Stacey, Chief People Officer, Ceridian
12:20 Questions from the floor
12:25 Move to next session
12:30 Improving organisational effectiveness and demonstrating the value HR can deliver to the business
§ Adapting to a change in leadership: taking the business forward strategically and understanding what this means from a people perspective
§ Developing a people strategy for the business that achieves commonality around systems such as performance management, succession planning, rewards and benefits
§ Musgrave experience: understanding who we are as an employer and defining the employment proposition
§ Musgrave leadership pathway: developing a bespoke award-winning leadership development programme that has grown Musgrave’s own leadership base and resourced the business internally
§ Turning up the volume of our people strategy during the recession and making sure the focus remains on cost and ROI in order to be prepared for recovery
§ Undertaking the challenge of scaling down and scrutinising cost, without damaging the business
Noel Keeley, Group HR Director, Musgrave Group
Musgrave Group Plc, works with entrepreneurial food retailers to provide the consumer with a food offer that is different and better. Their approach is to equip independent retailers associated with their brands with the sales, marketing, IT, finance and logistical expertise that come with the most advanced retail models. Through its subsidiaries, Musgrave engages in the wholesale and retail distribution of food and general merchandise in Ireland, the United Kingdom, and Spain, and owns brands such as Londis, Budgens, Centra and SuperValu. The company serves approximately 3,500 stores and holds the biggest share of the Irish grocery market at 26%. Headquartered in Cork, Ireland, the group directly employs 5,500 staff, and together with its retail partners employs in excess of 55,000 across the markets it serves. Musgrave Group has been listed in Ireland’s Best Companies to Work for, was named as one of the 25 best managed companies in Ireland by Deloitte and has won awards for its approach to talent development.
12:50 Questions from the floor
12.55 Networking lunch
13:55 Translating a global talent acquisition strategy into reality: realising and delivering practical strategic plans
§ Taking a holistic view of the talent acquisition and integration model at the starting point of the employee life cycle: introducing lean methodologies to reduce turnover cost and removing waste
§ How the implementation of a talent acquisition and integration strategy positively impacted pre-tax, reducing turnover cost in excess of $8M
§ Successfully integrating employees during post merger integration through the job profiling of front line positions
§ How we ensured global talent management is part of the senior executive team
§ Measuring the link between talent management and the company’s overall financial performance to demonstrate true value over time
Karl-Heinz Oehler, Vice President Global Talent Management, Hertz
Hertz is the second largest general-use car rental company in the world, with 7,000 locations worldwide, and over 30,000 employees globally.
14:15 Questions from the floor
14:20 Move to next session
14:25 Cracking the strategic issues that underpin HR: line management capability and accountability
§ Understanding the business attraction of excellence in line management and setting expectations
§ The benefits to HR of focusing on this “key community”
§ Keeping it simple - the basic currency of line management
§ Approaches which work - how to engage line managers
§ Supporting learning and line management development
§ Encouraging self-evaluations to give a confidential view of a manager’s skills and to help them understand the best routes to close the gaps
§ Devising a link between money spent and business impact
Nick Kemsley, Group Head of Organisation Effectiveness, Travelport
14:45 Questions from the floor
14:50 Move to next session
14:55 Transforming HR to deliver business results
Research shows that 40% of HR Transformation projects do not achieve their goals of reducing costs or improving service. This facilitated discussion will focus on key learnings that will help you manage the risks and ensure that your HR project delivers business results.
§ Why transform HR? The key drivers, benefits and trends
§ The main barriers and risks to success
§ Sharing practical steps to ensure project success
Andrew Spence, Managing Director, Glass Bead Consulting
15:45 Afternoon refreshments and networking
16:10 Delivering global HR strategies across multiple jurisdictions and regions
§ ‘Global, yet locally relevant’ – designing international synergies that still adhere to local strategies and regulators
§ Transforming disparate divisions to create a unique value set to support the strategy
§ Cross-cultural engagement in a diverse global workforce
§ Setting up support systems for mobile talent and understanding what it means to be truly mobile
Erica Coletta, Global Category HR Director, Unilever
16:30 Questions from the floor
16:35 Move to next session
16:40 HR playing a key role in developing social capital as a primary driver for knowledge-sharing and innovation at ARM
§ Leading edge and innovative approach to business: why is social capital more important than human capital in developing intellectual capital at ARM?
§ Reinforcing an unusual set of values within a diverse community through all aspects of HR policy implementation
§ How and why we are one of the biggest users of equity in Europe: giving people a real share of the company
§ Creating a collaborative effort to build our ecosystems and partnerships to train and develop our employees
§ Developing highly integrated talent management, engagement, reward and performance management systems to support the strategy
§ How fun matters at work in developing engagement, relationships and social capital
§ Using technology to build of internal communities
§ Making the most of the tip of the iceberg: how is social capital the future of business and how can HR make it happen?
Bill Parsons, Executive Vice President HR, ARM
ARM designs the technology that lies at the heart of advanced digital products, from wireless, networking and consumer entertainment solutions to imaging, automotive, security and storage devices. ARM is a global company based in 15 countries with 1750 employees on 33 sites. The business is highly regarded for its management and HR approach, winning National Business Awards for Employer of the Year in 2003, Company of the Year in 2006, European Company of the Year in 2007 and as well as Britain’s Company With the Greatest Capacity to Innovate in Management Today’s most admired company awards in 2006. The ideas of social capital and its role in innovation are very similar to the work of Lynda Gratton et al in this area. ARM is using Lynda's Hot Spots methodology as part of her research on HR practices that promote innovation as well as working with her on organisation development generally. ARM is widely used as a case study in innovation management including at LBS, INSEAD, Cranfield and the Judge Business School.
17:00 Questions from the floor
17:05 Move to next session
17:10 Panel and discussion session:
How can HR build credibility, remain effective in measurement and align to the business strategy in a crisis environment?
§ Strategic partner: how can HR completely understand its strategic contribution to the business, rather than what the strategic techniques are?
§ Tools: how can HR equip itself to be more effective and become a measurement-based function?
§ Relevance: how can HR understand the business better to deliver successful and sustainable outcomes?
Panellists include:
Donna Miller, European HR Director, Enterprise Rent-A-Car
Karl-Heinz Oehler, Vice President Global Talent Management, Hertz
Andrew Spence, Managing Director, Glass Bead Consulting
Bill Parsons, Executive Vice President HR, ARM
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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