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.
This document provides information about an upcoming Chief Learning & Development Officer Conference in Nairobi, Kenya on July 23-24, 2015. The conference will focus on framing learning and development as a source of competitive advantage and optimizing the transfer of learning. Key speakers from various organizations in Kenya and Ghana will provide case studies and discuss topics like cultivating a learning culture, leadership development, the changing role of L&D, and using learning for succession planning and talent retention. Attendees will learn practical strategies for ensuring learning is aligned with business needs and enhancing organizational capabilities. Compelling case studies will be presented from Safaricom, Kenya Airways, Groupe Nduom Ghana, Kenya Airports Authority, and Central
This document summarizes an event for the Employee Experience & Engagement 2017 conference happening on November 28-29 in Singapore. It provides details on registration, featured speakers from top companies, key topics to be discussed around employee engagement, and an overview of the agenda for the two-day conference. The conference aims to help organizations revamp their employee experience strategies and engagement programs to attract and retain top talent in today's economy.
This document advertises a two-day business acumen workshop for HR professionals in Kuala Lumpur, Malaysia from May 5-6, 2015. The workshop will provide interactive sessions to help HR professionals strengthen their business and financial skills to better support organizational strategy and contribute as key business partners. It will cover topics like understanding business strategy and finances, communicating business priorities, and using analytics and project management skills to demonstrate HR's impact on business outcomes. Attendees will learn from C-suite executives and participate in case studies and exercises. The limited seating event aims to help HR professionals transition into strategic business partner roles.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
Organizations that conduct strategic training for staff are able to develop employee talents, attract talented staff, and retain top performers. When an individual's talent is identified, such as Okello's skills in communication and public relations, strategic training should be provided to cultivate that talent for the benefit of the organization. Strategic training ensures employees have the knowledge, skills, and understanding needed for their roles and decision-making authority.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
This document provides information about an upcoming Chief Learning & Development Officer Conference in Nairobi, Kenya on July 23-24, 2015. The conference will focus on framing learning and development as a source of competitive advantage and optimizing the transfer of learning. Key speakers from various organizations in Kenya and Ghana will provide case studies and discuss topics like cultivating a learning culture, leadership development, the changing role of L&D, and using learning for succession planning and talent retention. Attendees will learn practical strategies for ensuring learning is aligned with business needs and enhancing organizational capabilities. Compelling case studies will be presented from Safaricom, Kenya Airways, Groupe Nduom Ghana, Kenya Airports Authority, and Central
This document summarizes an event for the Employee Experience & Engagement 2017 conference happening on November 28-29 in Singapore. It provides details on registration, featured speakers from top companies, key topics to be discussed around employee engagement, and an overview of the agenda for the two-day conference. The conference aims to help organizations revamp their employee experience strategies and engagement programs to attract and retain top talent in today's economy.
This document advertises a two-day business acumen workshop for HR professionals in Kuala Lumpur, Malaysia from May 5-6, 2015. The workshop will provide interactive sessions to help HR professionals strengthen their business and financial skills to better support organizational strategy and contribute as key business partners. It will cover topics like understanding business strategy and finances, communicating business priorities, and using analytics and project management skills to demonstrate HR's impact on business outcomes. Attendees will learn from C-suite executives and participate in case studies and exercises. The limited seating event aims to help HR professionals transition into strategic business partner roles.
This document is a study on talent management strategies for acquiring and retaining top employees in India submitted by Chaitali Deb to fulfill requirements for an MBA degree. It discusses how talent management has become critical for organizations facing a limited talent pool and high turnover. Effective talent management involves attracting, developing, and aligning employees with business goals through the continuous processes of acquisition, utilization, development and retention. Triggers driving the need for talent management include the scarcity of skilled workers, changing demographics as baby boomers retire, and the demands of managing global and diverse workforces.
Organizations that conduct strategic training for staff are able to develop employee talents, attract talented staff, and retain top performers. When an individual's talent is identified, such as Okello's skills in communication and public relations, strategic training should be provided to cultivate that talent for the benefit of the organization. Strategic training ensures employees have the knowledge, skills, and understanding needed for their roles and decision-making authority.
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
This document summarizes the key findings from research on high-impact talent acquisition practices. The research found that the most effective organizations focus on building a strong talent brand, developing talent communities, leveraging assessment science, implementing global governance structures, and utilizing talent analytics. These organizations were much more likely to improve quality of hire, reduce time to fill positions, and better align their talent acquisition processes with business goals. The document outlines strategies in each of these areas that leading companies employ to transform their talent acquisition functions into competitive advantages.
The document discusses McKinsey & Company's research on "the war for talent" - the phenomenon of increased competition among companies for highly skilled workers. It finds that having strong talent is now critical for business success given the knowledge-based economy. However, attracting and retaining talent is also becoming more difficult. The war for talent will persist for decades due to demographic trends reducing the future supply of managerial talent. While most companies recognize winning this war is important, few feel prepared to strengthen their talent pools. The document outlines five imperatives that top performing companies follow: instilling a talent mindset, creating an attractive employee value proposition, continuously recruiting talent, growing great leaders, and differentiating and affirming employees. It urges
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.
For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e
This document provides an agenda for a two-day HR conference with sessions on leadership development, talent management, performance management, and cultural change. Day one includes sessions on developing senior leaders at Canadian Tire, leadership practices with sports and arts analogies, and transforming performance reviews at General Dynamics. Day two covers leading cultural change at Air Canada, strategic roundtables on talent acquisition and engagement, and building an HR partner during Ricoh's transformation.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
2017: Where are we going?Trends in HC, Recruitment, & AssessmentBrian Marwensdy
The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.
This document discusses how human resources departments can simplify processes and leverage data analytics to better manage today's complex and changing workforce. It notes that many HR departments still rely on outdated systems and processes designed for less dynamic times. However, business needs are increasingly demanding that HR adapt. New technologies can help streamline administrative tasks and provide insights into areas like recruiting, retention, and development. While analytics should not replace human judgment, used properly it can enhance decision-making and improve outcomes for both the business and its employees. The document explores how data and simplified systems can help HR move from a back-office role to a more strategic contributor.
Excellence in Human Resource ManagementHans Jonkers
This document provides information about Kienbaum Management Consultants' expertise in human resource management consulting. It discusses the increasing importance of HR due to demographic changes and competition for talent. Kienbaum has over 30 years of experience in developing HR systems, strategies, and solutions to help companies attract and retain top talent. The document highlights Kienbaum's services in areas like leadership development, culture change, and transforming organizations. It also lists the company's international offices and experience working with clients around the world.
This document summarizes a congress on career planning and succession management that seeks to examine challenges in talent identification, development, retention and workforce planning. The congress aims to help organizations future-proof themselves and narrow competency gaps by enhancing business continuity plans, identifying gaps in succession planning, customizing career development, and increasing clarity in workforce data for forecasting needs. Sessions at the congress will focus on building effective succession systems, identifying and developing critical talent, increasing high-potential retention through leadership rotation, finding successors through metrics and analytics, and managing disappointed potential successors.
Atyaasaa Consulting Private Limited is a leading human resource training and consulting firm in India and overseas. It partners with top brands to help with people development and business excellence. Atyaasaa differentiates itself through continual innovation, customization of solutions, and use of advanced technology tools. It aims to implement strategies and solutions ethically through experienced human resource facilitators who value contribution.
The document discusses Atyaasaa Consulting and provides its contact information. It also previews the topics that will be covered in the April 2015 issue of the Knowledge Beans newsletter, including using competency mapping to retain high-value employees and five ways to retain talented workers through engagement, growth opportunities, aligning work with aspirations
This document provides information about an upcoming conference on strategic human capital management for small and medium enterprises (SMEs). The conference will provide practical advice and tips to SMEs on leadership development, employee recruitment and engagement, and implementing people management processes aligned with business strategy. Attendees will learn how to overcome challenges in talent attraction, training, succession planning, and more through panels, workshops and discussions. The goal is to help SMEs develop strong HR systems and become employers of choice.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
The document discusses whether HR is a thankless job. It begins by setting the context that while HR has many resources and responsibilities, all of it goes in vain without human capital. It then provides two viewpoints - one that HR is thankless as they are often blamed for issues but rarely credited for successes. The other viewpoint is that HR plays a crucial role in developing policies and strategies to maximize employee productivity and engagement, which contributes significantly to organizational success. It concludes by stating that though HR may not receive direct thanks, their efforts are recognized through overall business growth and progress.
Recruiting leaders surveyed globally reported the following key trends:
1. Recruiting teams play a crucial role in companies' futures and talent is the top priority, though most teams' sizes will remain the same.
2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
4. Employer branding has significant impact on hiring but receives limited budgets; culture messaging attracts candidates' interest the most.
5. Key future trends include increasing diversity, automation
Recruiting has evolved due to technological innovations and candidate expectations and so should your measurement practices. From employer branding and recruitment marketing to social recruiting and sourcing, recruiting activity these days generates an immense amount of data. But gathering and analyzing this data is a full-time job – and recruiters already have their hands full with managing endless req loads, as well as the needs of candidates and hiring managers.
However, a growing number of organizations are leveraging insights derived from more robust analytics and measurement practices, and outperforming their peers. In this webinar, Will Staney, Founder and Principal Consultant at Proactive Talent Strategies, LLC and Kyle Lagunas, Founder and Principal Analyst at Lighthouse Research & Advisory will examine key practices emerging in data-driven recruiting, showcase their research, and spotlight examples of these practices at work today.
We’ll be covering the following topics:
The Evolution of Recruiting
Social media and consumer technologies have changed candidate expectations and the way we attract talent.
Defining Data-Driven Recruiting
What does “data-driven recruiting” mean?
Metrics, Measurement & Analysis
How are top talent leaders measuring the effectiveness of their talent attraction efforts? We’ll look at the research.
Cool Tools & Applications
Technology driving the industry forward that both
This is a presentation I did for the South African Institute for Professional Accountants recently about their Talent Retention challenges.
The stats are really powerful, it is mind-boggling that not all companies, big or small are implementing incentive programmes for motivation, sales performance, talent retention and skills upliftment.
The document summarizes the agenda for a two-day conference on talent management in challenging economic climates. Day one will include sessions on talent management, HR excellence, recruitment and retention challenges. Day two focuses on training and development alternatives, performance management, and succession planning. The conference aims to help HR professionals understand talent management strategies to support business goals during uncertain economic times. It will feature presentations, case studies, and panel discussions from HR leaders of various companies.
Prof Sattar Bawany, CEO of Centre for Executive Education - CEE Global and Strategic Advisor of International Professional Managers Association (IPMA) is one of the Speakers at the marcus evans 3rd Annual Global HR Excellence Conference on 13-15 October 2014 to be held in Singapore. H will be delivering a plenary session on Leading and Engaging Today’s Multigenerational Workforce.
For Transcript of his Interview on this Conference, please visit: http://goo.gl/2Ukb5e
This document provides an agenda for a two-day HR conference with sessions on leadership development, talent management, performance management, and cultural change. Day one includes sessions on developing senior leaders at Canadian Tire, leadership practices with sports and arts analogies, and transforming performance reviews at General Dynamics. Day two covers leading cultural change at Air Canada, strategic roundtables on talent acquisition and engagement, and building an HR partner during Ricoh's transformation.
Get Em Keep Em Grow Em: a Texas BBQ of Integrated Talent ManagementDan Medlin
Originally presented to the Austin Human Resource Management Association for its Stepping Stones program, which prepares senior HR professionals for their next elevation into management or strategy, this program looks at the People, Processes and Tools required, in detail, for each stage of the Integrated Talent Management lifecycle.
Beyond Reimbursement: Education Assistance as a Talent Management ToolHuman Capital Media
Does your tuition assistance program actively support your talent strategy? In too many organizations tuition assistance is merely a passive employee benefit, and leaders spanning learning and development, human resources and workforce planning have much to gain from changing that.
Join this webinar for practical tips on leveraging tuition assistance to advance your L&D and talent management goals. Presenters Mark Ward and Jessica Kaplan will draw from EdAssist's experience working with hundreds of large employers to share best practices for designing a strategic and impactful program.
By attending, you'll learn how education assistance can help you:
Accelerate the development journeys of future leaders
Cultivate employee engagement from day one on the job
Encompass competencies, non-degree learning and other learning trends
Reinforce learning as a process, not an event
2017: Where are we going?Trends in HC, Recruitment, & AssessmentBrian Marwensdy
The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.
This document discusses how human resources departments can simplify processes and leverage data analytics to better manage today's complex and changing workforce. It notes that many HR departments still rely on outdated systems and processes designed for less dynamic times. However, business needs are increasingly demanding that HR adapt. New technologies can help streamline administrative tasks and provide insights into areas like recruiting, retention, and development. While analytics should not replace human judgment, used properly it can enhance decision-making and improve outcomes for both the business and its employees. The document explores how data and simplified systems can help HR move from a back-office role to a more strategic contributor.
Excellence in Human Resource ManagementHans Jonkers
This document provides information about Kienbaum Management Consultants' expertise in human resource management consulting. It discusses the increasing importance of HR due to demographic changes and competition for talent. Kienbaum has over 30 years of experience in developing HR systems, strategies, and solutions to help companies attract and retain top talent. The document highlights Kienbaum's services in areas like leadership development, culture change, and transforming organizations. It also lists the company's international offices and experience working with clients around the world.
This document summarizes a congress on career planning and succession management that seeks to examine challenges in talent identification, development, retention and workforce planning. The congress aims to help organizations future-proof themselves and narrow competency gaps by enhancing business continuity plans, identifying gaps in succession planning, customizing career development, and increasing clarity in workforce data for forecasting needs. Sessions at the congress will focus on building effective succession systems, identifying and developing critical talent, increasing high-potential retention through leadership rotation, finding successors through metrics and analytics, and managing disappointed potential successors.
Atyaasaa Consulting Private Limited is a leading human resource training and consulting firm in India and overseas. It partners with top brands to help with people development and business excellence. Atyaasaa differentiates itself through continual innovation, customization of solutions, and use of advanced technology tools. It aims to implement strategies and solutions ethically through experienced human resource facilitators who value contribution.
The document discusses Atyaasaa Consulting and provides its contact information. It also previews the topics that will be covered in the April 2015 issue of the Knowledge Beans newsletter, including using competency mapping to retain high-value employees and five ways to retain talented workers through engagement, growth opportunities, aligning work with aspirations
This document provides information about an upcoming conference on strategic human capital management for small and medium enterprises (SMEs). The conference will provide practical advice and tips to SMEs on leadership development, employee recruitment and engagement, and implementing people management processes aligned with business strategy. Attendees will learn how to overcome challenges in talent attraction, training, succession planning, and more through panels, workshops and discussions. The goal is to help SMEs develop strong HR systems and become employers of choice.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
This document is a dissertation submitted by Syed Ali Arshad to London Metropolitan University for a Masters in Business Administration. The dissertation explores how Asia Petroleum can develop its talent management strategy to gain a competitive advantage during intense competition for employees. The introduction provides background on why talent management is important for organizations today due to factors such as the changing nature of assets, demographic shifts, and the changing expectations of employees. It establishes talent management as a key business problem and competitive issue that Asia Petroleum needs to address.
The document discusses talent management definitions, practices, and challenges based on interviews with four participants from different companies and countries. It begins by defining talent management and discussing its importance for sustaining competitive advantages. It then examines topics like the talent pipeline approach, the demand and supply gap from a supply chain perspective, global talent management challenges, and building high-quality colleagues. The document also assesses human capital metrics and retention factors across the different companies. Overall, the document provides an overview of talent management theories and practices based on insights from industry professionals.
The document discusses talent management strategies at Tata Consultancy Services (TCS). It describes how TCS focuses on attracting, developing, and retaining talent through programs like Ignite, which trains non-technical graduates, and Academic Interface Programme to build a talent pool. TCS also conducts various training programs and invests over 6% of annual revenues in learning and development. This strategic focus on employees has helped TCS maintain low attrition rates and a motivated workforce, positioning it as a leader in the IT industry for talent management.
The document discusses whether HR is a thankless job. It begins by setting the context that while HR has many resources and responsibilities, all of it goes in vain without human capital. It then provides two viewpoints - one that HR is thankless as they are often blamed for issues but rarely credited for successes. The other viewpoint is that HR plays a crucial role in developing policies and strategies to maximize employee productivity and engagement, which contributes significantly to organizational success. It concludes by stating that though HR may not receive direct thanks, their efforts are recognized through overall business growth and progress.
Recruiting leaders surveyed globally reported the following key trends:
1. Recruiting teams play a crucial role in companies' futures and talent is the top priority, though most teams' sizes will remain the same.
2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
4. Employer branding has significant impact on hiring but receives limited budgets; culture messaging attracts candidates' interest the most.
5. Key future trends include increasing diversity, automation
Recruiting has evolved due to technological innovations and candidate expectations and so should your measurement practices. From employer branding and recruitment marketing to social recruiting and sourcing, recruiting activity these days generates an immense amount of data. But gathering and analyzing this data is a full-time job – and recruiters already have their hands full with managing endless req loads, as well as the needs of candidates and hiring managers.
However, a growing number of organizations are leveraging insights derived from more robust analytics and measurement practices, and outperforming their peers. In this webinar, Will Staney, Founder and Principal Consultant at Proactive Talent Strategies, LLC and Kyle Lagunas, Founder and Principal Analyst at Lighthouse Research & Advisory will examine key practices emerging in data-driven recruiting, showcase their research, and spotlight examples of these practices at work today.
We’ll be covering the following topics:
The Evolution of Recruiting
Social media and consumer technologies have changed candidate expectations and the way we attract talent.
Defining Data-Driven Recruiting
What does “data-driven recruiting” mean?
Metrics, Measurement & Analysis
How are top talent leaders measuring the effectiveness of their talent attraction efforts? We’ll look at the research.
Cool Tools & Applications
Technology driving the industry forward that both
This is a presentation I did for the South African Institute for Professional Accountants recently about their Talent Retention challenges.
The stats are really powerful, it is mind-boggling that not all companies, big or small are implementing incentive programmes for motivation, sales performance, talent retention and skills upliftment.
The document summarizes the agenda for a two-day conference on talent management in challenging economic climates. Day one will include sessions on talent management, HR excellence, recruitment and retention challenges. Day two focuses on training and development alternatives, performance management, and succession planning. The conference aims to help HR professionals understand talent management strategies to support business goals during uncertain economic times. It will feature presentations, case studies, and panel discussions from HR leaders of various companies.
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 provides information about an upcoming HR conference featuring two events:
1) HR Business Partner Strategy which will provide insights into elevating the HR function and improving organizational processes through case studies and blueprints from business and HR leaders.
2) Multi-Gen Workforce Management which will address issues around managing a diverse multigenerational workforce through panel discussions and equip attendees with knowledge and best practices.
The conference will be held on February 4-5, 2015 in Singapore and early bird registration is available until January 14, 2015 for both events at a discounted price of $1,500.
The document is a project report submitted to the Indian Institute of Planning and Management on talent management at IBM. It includes an abstract that discusses the importance of talent management for organizations in today's competitive environment. It outlines the objectives of studying talent management's impact on organizational productivity at IBM. The report contains sections on IBM's company profile, the research methodology used including primary and secondary data collection, a literature review on talent management, and a questionnaire used in the study. The findings from the questionnaire indicate that talent management increased productivity at IBM through job alignment, talent identification and development. Effective talent management practices like rewards, training and performance appraisal ensured IBM had a skilled, motivated workforce. Challenges in implementing talent management related to job alignment
Pillars of talent and engagement dr. lawrence ndombiCiarafrica
Talent management aims to ensure an organization attracts, retains, motivates and develops the talented people it needs now and in the future. It involves integrated activities like attraction and retention policies, talent audits, performance management, learning and development, and career management. There are various models and best practices for talent management. Key components include aligning talent processes to business needs, identifying talent gaps, developing talent plans, and measuring business impact. Effective talent management is important for maintaining competitive advantage in today's changing business environment.
This document provides information about the "Strategic Human Capital Management in SMEs 2015 Congress" event being held on October 13, 2015 in Singapore. The one-day conference will provide local small and medium enterprises (SMEs) with practical advice and tips on effective leadership, employee recruitment and engagement, and people management strategies aligned with business goals. Sessions will include panel discussions, workshops, and a clinic to address specific business challenges. The event aims to help SMEs develop their human resources capabilities and become employers of choice.
This document provides an overview of theBOUNCE model created by the Business Learning Institute to maximize career trajectories. TheBOUNCE focuses on building technical proficiencies early in careers and then leadership proficiencies later through customized training solutions. It emphasizes aligning learning and development with organizational strategy to improve engagement, performance, and retention. The Business Learning Institute offers strategic planning, curriculum design, and learning management platforms to help organizations implement theBOUNCE approach.
Companies are facing challenges like an aging workforce, skills shortages, and changing business needs. Many are turning to strategic workforce planning (SWP) to help address these challenges and align human capital with corporate goals. However, Asian organisations have been slower to adopt SWP. The document discusses a congress on SWP and workforce analytics that will provide information on developing and implementing effective SWP, leveraging data and analytics, and case studies from various companies on their SWP journeys.
This document is a project report on studying talent management at A.C. Patil College of Engineering, Management Studies and Research. It includes an introduction, acknowledgements, executive summary, table of contents, and initial chapters on the history and importance of talent management. The executive summary discusses how talent management can improve employee engagement, retention, productivity, and culture to help identify future leadership. It also outlines the report's chapter structure.
The document provides information about an upcoming HR Leaders Saudi forum taking place December 6-7, 2016 in Riyadh, Saudi Arabia. The forum will focus on transforming business performance through HR strategy and features pre-forum and post-forum masterclasses on topics such as talent management, performance management, and workforce planning. Attendees will learn practical tools and techniques from HR experts from leading organizations in Saudi Arabia and internationally. The goal is to equip HR professionals with the latest skills and business acumen to effectively develop talent and align human capital strategies to business goals.
This document announces a two-day event on leadership succession management and talent development. The event will include workshops and presentations on topics such as conducting a situational analysis, workforce planning, succession program creation, training and talent management synchronization, mentoring relationships, talent reviews, leadership development strategies, skills for today's economy, and transformational leadership cultivation. Speakers will include consultants and representatives from various organizations. Attendees will include professionals from HR, organizational development, succession planning, training and related fields.
Training and Development Africa 2016 - CirculateOlivia Hosie
The document is a conference agenda for the Training and Development Africa 2016 conference. The two-day conference will feature keynote addresses and breakout sessions on topics related to training, development, leadership, culture and people analytics. Day one will include sessions on reviving employee motivation, preparing for future changes in work, using artificial intelligence in HR, developing leaders, building an innovative culture and more. Day two will cover reinventing HR, engaging employees, leading in the new world of work, simplifying work processes, designing learning programs and organizational design.
The document discusses the need to transform HR in the public sector and proposes a new model for transformational HR. It describes an HR leader in Belgium who adopted collaborative technologies in a traditional government office. It then outlines a new four zone model for HR consisting of HR strategy, organization transformation, performance & development, and program support. Each zone has a defined purpose and vision. Finally, it proposes ways to transform HR through extreme pairs & squads, a new value proposition, and adopting agile principles.
This 2 day conference on Innovation in HR will be happening in Singapore 23-24 January 2013. Invitro Innovation is a sponsor of the event and will be delivering an Experiential Ideation session as well as selling our Innovation Provocation Cards at the event. See you there!
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
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The document discusses a conference on leveraging HR analytics to drive return on human capital investments. It provides an overview of the conference agenda which includes sessions on building a talent analytics function, translating HR data into business metrics, and using predictive analytics to forecast talent needs. A keynote speech by an expert from Credit Suisse will focus on using predictive analytics to model and reduce employee turnover. The goal of the conference is to help attendees develop strategic workforce analytics capabilities to improve business performance.
Millennials will make up 80% of the global workforce by 2020. To attract and retain millennial talent, companies must make 5 changes: 1) be flexible with work hours and policies to improve work-life balance, 2) breakdown traditional hierarchies and reward contributions regardless of tenure, 3) offer new experiences like international assignments to expand networks, 4) lead transparently with clearly communicated values and purpose, and 5) provide regular feedback and opportunities for development. Case studies on ANZ Bank, Hootsuite, Maybank, SAP, and Unilever illustrate implementing these strategies successfully.
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This document provides an overview of magnesium, including its discovery, properties, role in the body, deficiency, food sources, supplements, and absorption. Some key points include:
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This document provides guidance and an agenda for quarterly strategy review meetings, which are intended to evaluate progress on strategic goals, identify areas that are succeeding or struggling, and align resources by reviewing key performance indicators with a traffic light system and facilitating reflective discussion to develop action plans for the next quarter. The agenda outlines reviewing status of the strategy, conducting a reflection session, and planning the next quarter's initiatives before confirming action items.
The document outlines the agenda for Day Two of a strategic management of HR training. The objectives include implementing HR strategy, evaluating strategy, and drafting an annual HR strategic plan. The agenda includes establishing communication methods, formulating implementation plans using the WWW and A3 methods, and managing change using models like McKinsey 7S and Kotter. It also discusses linking corporate strategies to HR, developing an HR balanced scorecard, and developing a coaching culture through training managers to coach and incorporating coaching in performance management.
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1. Designing A Holistic Talent Strategy for A
Comprehensive Succession Plan
24 & 25 OCTOBER 2017 | SUNWAY PUTRA HOTEL | KUALA LUMPUR | MALAYSIA
Tel: +603-2630 1566 Fax: +603 2630 1466 Email: admin@zenithbizness.com www.ZenithBizness.com
16 LEADING INDUSTRY
PLAYERS to share their
expert knowledge
FEATURING AN INTERPRETIVE
PROBLEM-SOVING SESSION!
Participate in a brain storming
session on the first day!
Regional Conference
TALENT MANAGEMENT &
SUCCESSION PLANNING
Regional Conference
TALENT MANAGEMENT &
SUCCESSION PLANNING
T he emphasis on talent
management is inevitable
given that, on average, companies
now spend over one-third of their
revenues on employee wages and
benefits. Replicating a high-
quality, highly engaged workforce
is nearly impossible. The ability to
effectively hire, retain, deploy, and
engage talent—at all levels—is
really the only true competitive
advantage an organization
possesses.- http://
www.ddiworld.com/resources/
library/white-papers
2. Dear Delegates,
One of the most important decisions companies make is simply whom
they appoint as managers, Gallup has found. Yet Gallup’s analytics
suggest they usually get it wrong: Companies fail to choose the
candidate with the right talent for the job 82% of the time.
Zenith’s Talent Management & Succession Planning conference brings
together HR heads, Directors, CPOs, people & culture, communications
and research professionals to discuss the latest practices, insights and
the most innovative approaches to help leaders select, manage and
develop talents to improve performance, both for the individual and the
organisation. We’ll be combining case studies from leading
organisations from a range of sectors with best practice tips from our
team of talent management & succession planning specialists.
From acquisition, development, culture in the organisation, employee
behaviour, productivity, retention to leadership mentoring we aim to
cover the many ways in which an organisation can manage their talent
pool successfully.
On behalf of the entire team, I look forward to meeting you in October!
Regards,
Vathana Chandrasegaran
Senior Conference Producer (APAC)
ZENITH BIZNESS EXCELLENCE
Greetings from
ZeNith Bizness Excellence
3. At a Glance
Our Distinguished Speakers
CHEN FONG TUAN
Chief People Officer,
Mah Sing Group
LAURENCE YAP
Head of HR, Dexon
Electrical & Engineering
JAYESH MENON
HR Leader & Director,
Moet Hennessy Asia Pacific
RAJIV RANJAN
Head of Human Resources,
HSBC Electronic Data
Processing (M) Sdn Bhd
JAMIE TAN
Head of People of People &
Culture of AirAsia BIG
Loyalty
Dr PAULINE CRAWFORD-
OMPS
Educator International
Speaker & Changemaker
United Kingdom
ASHA MENON
HR Head,
REA Group Asia
DEVANANDAN PALMER
BATUMALAI
VP of Human Resources
and head of Talent &
Learning, Bangkok Bank
CORNELIUS KOH
HR Director, Global Talent
Acquisition & Corporate HR
Business Partner, UTAC HQ,
Singapore
BOONSIRI SOMCHIT-ONG
Partner and Co-Founder,
Xtrategize Technologies
Sdn Bhd
MICHAEL TEOH
Founding CEO & Lead
Trainer, Thriving Talents
Pte. Ltd, Malaysia
KATE BARKER
Global Vice President SAP
SuccessFactor, Executive
HR Advisor, Singapore
SHARMINI ANN JACOB
Director of People &
Change, KPMG
Management & Risk
Consulting, Malaysia
MICHELLE ANN-IKING
Head of Talent Learning &
Performance Mgmt
Citibank, Malaysia
ANDREW CHAN
HR Director, NAIM
Holdings
RITISH REDDY
Knolskape
Singapore
4. ABOUT THE ORGANIZER
Zenith Bizness Excellence
Your partner in knowledge
excellence is dedicated in
providing practical, detailed
information through platforms
such as conferences and training
programs. By providing up-to-date
developments and trends in
various industries. Zenith Bizness
Excellence enables organizations
and companies to remain
competitive, profitable, and
successful in the market.
• Meet and listen to Award – Wining Human
Resource Heads from different organisations
share their experiences.
• Knowing the role of line managers and helping
them with a comprehensive Succession Plan to
mould successors.
• Discover fresh and innovative best practices of
Managing Talent & Succession Planning that
works.
SPONSORSHIP AND EXHIBITION
OPPORTUNITIES
Focused and high-level, the event will be an excellent
platform to initiate new business relationships. With
tailored networking, sponsors can achieve the face-to-
face contact that overcrowded trade shows cannot
deliver.
Exhibiting and Sponsorship options are extensive, and
packages can be tailor-made to suit your individual
company's needs. Most packages include complimentary
entry passes, targeted marketing to industry officials
and executives, and bespoke networking opportunities.
Find out more about the exhibiting, networking and
sponsoring opportunities available by contacting,
Vathana Chandrasegaran at +603 2630 1566 or e-mail
to vathana@zenithbizness.com
WHO WILL YOU MEET?
This conference has been researched and
designed for Directors, Managers, Vice
Presidents, Specialists, Officers, Leaders
and Consultants involved in:
• Employee Engagement
• Corporate Communications
• Learning and Development
• Talent Management
• Internal Communications
• Human Resources
• Corporate Culture
• Human Capital
• Organizational Development
• Change Management
• Employee Communications
• Leadership Training & Development
• Social Business / Social Engagement
• Employee Branding
• Talent Acquisition
• Learn how leaders utilise organisational culture
and employee engagement to recruit, develop
and retain Talents.
• Understand how to create and design your
employee experiences to attract and retain the
top talent for the future of your organisation.
• Discover ways to align Talent Management &
Succession Planning with your organizational
goals
FROM ALL SECTORS, INCLUDING
BUT NOT LIMITED TO:
• Oil and gas
• Manufacturing
• Banking and Finance
• Telecommunication
• Utilities
• Ports and Shipping
• Logistics / Transportation
• Government Agencies
• Retail & Customer Service
• Information Technology
• Construction
• Automotive
• Healthcare
ATTENDING THIS CONFERENCE WILL ENABLE YOU TO:
5. AGENDA
Day One: Tuesday, 24th
October 2017
08.30 Registration and Morning Coffee
09.00 Welcome Note by Chairman & Ice
Breaking Session
Chairperson: To be Advised
09.10 Opening Keynote: Talent Management
in Malaysia and Asia
The rise of Asian companies in the war for talent: In
some talent development areas, Asian companies
are now perceived to be ahead of multinationals.
Anthony Thompson, regional MD, Michael Page
Greater China and South East Asia noted: “South
East Asia’s HR leaders have been found to be below
the global average for the percentage reporting into
the highest levels of management, but they seem to
be slightly ahead of the curve when it comes to the
scope of their responsibilities.”
India, Southeast Asia, and Turkey, rate
talent management among their top three HR
priorities for the next 12 months. Nearly half (45%)
of HR leaders in Southeast Asia expect their
workforce to expand over the next 12 months, while
more than a quarter (27%) have increased their
recruitment budget.
Our expert presenter will highlight what are the
current conditions of Talent Management in
Malaysia and Asia.
Sharmini Ann Jacob, Director, People &
Change, Business Transformation, KPMG
Management & Risk Consulting Sdn. Bhd.
09.50 Expert Presentation: Aligning Talent
Strategy with Business Strategy
• Business strategies provide the indication of
what is needed to deliver success. They often
prescribe models, analysis, plans, competition
data, and aspirational goals.
KEYNOTE ADDRESS
BEST PRACTICES SESSION
• Most times, unfortunately, the most important
cog is missed – talent. Does your organisation
consistently have the caliber of people it needs,
when and where it needs them? Is the board
questioning whether we have the right bench
strength to ensure sustainability? Does Human
Resources have a clear set of strategic people
priorities that facilitate achievement of strategic
objectives?
• In short, is the talent strategy aligned to the
business strategy? Any misalignment may cause
organisations strategic derailment – a coherent
talent strategy with the overarching business
strategy is paramount to ensure people
investments impacts overall business ROI and
achieve long term business objectives.
Chen Fong Tuan- Chief People Officer, Mah
Sing, Kuala Lumpur.
10.30 Morning Refreshment
10.45 Expert Presentation: Incorporating
Relationship Management skill
This session emphasizes on how to communicate
and build bonds with employees and to help them
change, grow, develop and resolve the conflict.
Creating a culture that engages, encourages and
enhances abilities of employees.
Engaging Employees in Development
• Career Development Conversation Coaching
• Performance Development Conversation
• Regular weekly one on one meeting
• Personal Development Plan
• Quarterly Conversation
• Communication: Feedback, Encouragement, and
Strength based Management
Laurence Yap, Head of HR Dexon Electrical
Engineering, Kuala Lumpur
11.25 Expert Presentation: How Creating
Breathing Space from BAU (Business as Usual)
Breeds More Innovative, Engaged Employees
Talent create the innovations that provide
competitive advantage. But the hectic pace of
6. AGENDA
Day One: Tuesday, 24th
October 2017
Business as Usual often means companies are
almost entirely focused on executing their BAU as
efficiently as possible, with growth in financial
performance being achieved primarily by creating
increasingly efficient and lean organizations. This
creates highly-optimized systems that don’t allow
talent the time, will or resource to create significant
innovation.
Without this space – not only in talents’ schedules,
but in their minds, and arguably, their ‘hearts’, most
talent will stay stuck exactly where they are, doing
what they’ve always done, and never quite fulfilling
the potential identified in them.
This session shares some cases studies of creating
progressive breathing spaces away from BAU, that
allows talent to take stock and recalibrate their
priorities and mindset in a way that specifically
connects talent development with innovation and
performance delivery.
Michelle Ann-Iking, Head of Talent, Learning
& Performance, Citi Malaysia
12.05 Expert Presentation: HR in the world of
technological innovations
Jayesh will explore the impact of technology in HR,
and how HR has to continuously evolve to keep
itself abreast in the world in tech innovations.
He will bring in relevant research and some
personal experience to the audience on this topic.
The topic will also cover how HR leaders and
professionals may find ways to upgrade themselves.
• Jayesh Menon, HR Leader and Director, Moet
Hennessy Asia Pacific, Singapore
12.50 Networking Luncheon
13.50 Panel Discussion: Employee Training –
Is it worth the Investment? What if they leave?
Facilitator: Chen Fong Tuan, Chief People
Officer, Mah Sing
Panelist:-
Laurence Yap, Head of HR, Dexon Electrical &
Engineering
Michelle Ann-Iking, Head of Talent, learning
& Performance Mgmt, Citibank Malaysia.
Jayesh Menon, HR Leader and Director, Moet
Hennessy Asia Pacific, Singapore
Sharmini Ann Jacob, Director, People &
Change, KPMG Mgmt & Risk Consulting
14.35 Expert Presentation: Talent Acquisition
and Onboarding
• Recruitment Strategy
• Is Onboarding enough?
• Process of Onboarding
• Using design thinking - a strategic, intentional
approach to problem-solving.
Jamie Tan, Head of People & Culture (Human
Resources), AirAsia BIG Loyalty Programme,
Malaysia.
15.15 Evening Refreshment
15.30 Expert Presentation: From Rocks to
Organizational Rockstars - The story of Talent
Development.
• External Talent Pipeline Creation
• Creating Employee Value Proposition,
• Career Development Strategies
• Employee Engagement Practices
• Retention Strategies
• Performance Processes
• Developing Potential Talent
• Identifying the Reasons for Attrition and
• Identifying Metrics to Measure Engagement
Results
Boonsiri Somchit, Partner & Co-Founder of
Xtratergize Technologies Sdn. Bhd.
ATTRACTING, RECRUITING AND
DEVELOPING WORKFORCE
7. AGENDA
Day One: Tuesday, 24th
October 2017
16.10 Let The Battle Begin!!!
Team Leaders: Jamie Tan, Michelle Ann-
Iking, Laurence Yap, Jayesh Menon, Chen Fong
Tuan, Rajiv Ranjan, Devanandan Palmer,
Sharmini Ann Jacob
Facilitator: Kate Barker
Description: This is a brain storming session
with about 10 -12 people in a round table
setting. All new ideas, feedbacks and tips will
be collated on a flip-chart paper. Event
organisers will summarise all feedback and
email to all attending participants 2 weeks
after the event
INTERPRETIVE PROBLEM – SOLVING SESSION
Objective
1. To find applicable solution via discussion and
sharing of knowledge
2. To learn how other companies successfully
manage their Talent Pool.
Outcome
1. A better perspective on how to map talent
strategy in your organisation.
2. Overcome similar challenges.
3. Stay at the forefront of the latest development of
managing Talent.
Instructions
I. Delegates are divided into 7 - 8 groups. Each
group will have a speaker to guide and head the
group. Each group will be given an issue to solve
for Company A. You will be given 60 mins to
solve the problem. Each group will have to find a
representative to present their solutions.
II. Each issues to be discussed for about 20 minutes
and outcome to be written on the flip-chart in
point forms.
Company A has issues:-
I. Problems retaining Generation Y employees
II. HODs not cooperating with HR to mould talents
for ‘Critical Positions’ – insufficient pipeline.
III.After appraisal, Talent is unable to perform new
task given to them and more
17.10 III) Wrap- Up and closing remarks by
Chairman. End of day One.
08.15 Re-registration and Morning Coffee
08.30 Opening & Welcome Remarks
08.45 Expert Presentation: Talent Magnetism
in a Digital Age
In this ever changing & competitive talent market,
all of us are on a great mission to attract the best
talents
• What is Talent Magnetism and why is it key in
the digital age
Day Two: Wednesday, 25th
October 2017
• What do candidates really want
• Role your brand plays
• Enablers to distinguish ourselves as talent
magnets
Rajiv Ranjan, Head of HR, HSBC Operations,
Services & Technology
8. AGENDA
Day Two: Wednesday, 25th
October 2017
Because retention is critical to the long term health
and success of the organisation, it is a subject that is
attracting increased attention from business leaders
and talent professionals. Retention is a strategic issue
as well as an operational one. The departure of talent
at any level of the organisation can have a significant
financial cost and can interrupt productivity,
workflow and service not to mention the loss of
expertise. (Turner and Kalman 2014)
09.25 Expert Presentation: Drivers of
Employee Retention and Turnover – Understand
why employees leave the organisation and why
they stay.
Dr Pauline Crawford-Omps reviews and reflects on
current world cultures at work and why the
‘employee-employer’ relationship can produce a
mutually productive deal. She investigates “Who’s
in charge?” and what responsibilities and actions
both parties have that can result in high or low
turnover. She explores how can employers pre-empt
the flow of staff leaving and so reduce costs and
increase productivity. She believes that a values-
driven culture can bring the heart engagement of
employees alive at work.
• “It’s all about behaviour and attitudes - people
are most often employed for skills and fired for
attitude”
• When people are not engaged in what they are
doing, their ‘being unhappy and unfulfilled’ will
send them away. Work place cohesion is critical.
• Changes in leadership styles can broker a new
future by managing employee satisfaction and
role clarity.
Dr. Pauline Crawford-Omps, Educator,
International Speaker and Changemaker,
Performance Consultant, Culture & Wellness
Researcher*
10.05 Morning Refreshments
10.20 Expert Presentation: Key Retention
Strategies– Practices that contribute to rise in
retention.
• Recruitment
• Socializing
• Training & Development
RETAINING KEY EMPLOYEES
• Compensation & Rewards
• Supervision
• Employee engagement
Asha Menon, Director, Human Resources
(Asia), REA Group, Kuala Lumpur, Malaysia
11.00 Expert Presentation: Succession
Planning – Identification and Development of
Successor
• How to Identify Mission Critical Positions(MCP)?
• How to Identify Successors to MCPs – High
Potentials?
• What is “Hi-Po Programme”?
• Individual Development Plan and How to carry it
out
• Q & A Session
Devanandan Palmer Batumalai, Vice
President, Head of Talent & Learning,
Bangkok Bank, Malaysia.
11.40 Panel Discussion - How Succession
Planning can go wrong and Overcoming
Challenges (Q & A)
Facilitator:
Andrew Chan Geh Hui, HR Director of NAIM
Holdings
Panelists : -
Michael Teoh, Founding CEO & Lead Trainer,
Thriving Talents Pte Ltd, Malaysia
PaulineCrawford-Omps, Educator,
International Speaker and Changemaker.
Cornelius Koh, HR Director, Global Talent
Acquisition & Corporate HR Business Partner,
UTAC Headquarters, Singapore.
Devanandan Palmer, Vice President, Head of
Talent & Learning, Bangkok Bank, Malaysia.
12.25 Networking Luncheon
SUCCESSION PLANNING
9. AGENDA
Day One: Tuesday, 24th
October 2017
13.25 Gamification – Succession Planning
Gamification is actually an academic discipline that
describes the elements of a program or system
which turn it into a “game.”
• Nearly all people find enjoyable.
• If we understand what these game mechanics
rules and techniques are, we can apply them to
all aspects of HR and training.
• If these rules are used well, games can actually
become addicting and can be greatly loved by
their users.
• These types of techniques can be used for
corporate training, collaboration, recruiting and
leadership development.
Senior Representative, Knolskape, Singapore
15.00 Evening Refreshments
15.15 The Future of Work
The Digital Economy will transform the way we live
and work, how business runs, and how society
functions. All of this will occur in a time frame that is
radically shorter than any other major economic
transition in history because digital disruption and
social networking have changed the way
organisations manage talent. That means we need to
re-imagine how we manage Talent and design a new
employee experience. Sometimes this is referred to
as the “Democratization” of talent management,
where Employees and Managers demand a
transparent and modern experience designed for a
diverse & inclusive culture.
Kate Barker, Vice President, Global Executive
HR Advisor, SAP Singapore
16.00 Expert Presentation: Making Talent
Management Work – UTAC’s Journey in
Embedding Talent Management as a Leadership
Culture.
This presentation will summarize UTAC’s journey in
driving a one UTAC Culture and as part of the
journey, introducing its Talent Management
Processes that embodies its values. The focus will
be mainly on how the HR Team leveraged on the
critical success factors that made it work for UTAC
and how it has evolve since its introduction.
Cornelius Koh, Corporate HR Business
Partner & Global Talent Acquisition Lead for
UTAC Group, Singapore
16.45 Closing remarks by the Chairperson.
10. Our Distinguished Speakers
SHARMINI ANN JACOB, Director of
People & Change, KPMG
Management & Risk Consulting,
Malaysia
Sharmini currently leads the People &
Change team in KPMG Malaysia. She
brings with her 25 years of
considerable experience which
includes more than 20 years in People
& Change Advisory. She has strong
technical know-how in Talent
Management, HR Transformation,
Behavioural Change Management,
Organisation Design and
Compensation/ Rewards
Structuring. Sharmini has successfully
led numerous engagements assisting
organisations to improve on their
talent retention strategies,
performance management thus
enabling them to carry out effective
operations and interactions. Her
success has led her to be appointed as
subject matter expert for several
global engagements. She has also
directed several manpower related
engagement together with the two
state government to identify gaps by
ascertaining manpower requirements
in a respective state and also to
forecast and plan the manpower
supply and demand for a particular
industry in Malaysia.
In the course of her career, Sharmini
has thrived to develop her skills in
various industries across ASPAC
countries including Malaysia,
Australia, China, Hong Kong,
Philippines, Singapore, Vietnam,
Brunei, Indonesia, Thailand and India.
Being an accomplished HR
professional, Sharmini has been
invited by prominent organisations to
speak at various conferences to share
on topics such as Talent Management
Today, Flexible Work Arrangements in
Organisations, HR Insights –
Expectations vs. Reality and many
more.
CHEN FONG TUAN, Chief People
Officer of Mah Sing
Fong Tuan is the Head, People for Mah
Sing Group. He is responsible for the
end-to-end People operations for the
Group, being a member of the
executive team providing strategic and
tactical inputs to drive organizational
goals and business objectives. Prior to
this, Fong Tuan was the Director,
Human Resources for B Braun Asia
Pacific. Previously he held senior HR
leadership roles with the Maybank
Group, British American Tobacco,
OCBC and Coca Cola. He also had a
stint with Watson Wyatt (now known
as Willis Towers Watson) as Malaysia’s
Talent Practice Lead, consulting in the
areas of talent management, total
rewards and human capital strategy.
Fong Tuan, a qualified professional
engineer, holds a first class honours
degree in Electrical & Electronics
Engineering from University of Sussex,
UK, MBA in Organisational Behaviour
from Australia, post-degree graduate
of INSEAD and Harvard, and also a
Chartered Financial Analyst (CFA).
LAURENCE YAP, Head of HR, Dexon
Electrical & Engineering
Laurence Yap has 20 years of
industrial experience in organizational
development and human resource
development. He has served in
multiple multinational organizations
in Asia Pacific Regions such as PayPal,
Western Digital, First Solar and Pfizer.
He is currently working at Dexon
Electrical & Engineering Sdn Bhd as a
Head of HR. He has won Global
Training and Development Leadership
Award from the World HR Congress in
Februaury2017 and HR Leadership
Award from Asia CHRO in April 2017.
MICHELLE ANN-IKING, Head of
Talent, learning & Performance
Mgmt, Citibank, Malaysia.
Michelle is responsible for designing
and executing talent initiatives
ensuring the right people in the most
critical roles, development of
successors and a diverse pipeline of
talent across Citibank Berhad and the
Citi Services Centres in Malaysia. She is
a Citi certified facilitator of leadership
programs for Managers of Managers,
Managers of Others and Individual
Contributors.
Prior to that, Michelle headed the
regional Citi EMEA (Europe, Middle
East & Africa) Campus Strategy team
based in London. She oversaw
execution of over 280 campus events
programs building graduate talent
pipeline spanning school leavers,
undergraduate/Masters, MBA and PhD
students. This role built on her
experience driving the marketing
strategy to build brand reputation on
campus, and deliver talented
candidates, for Management Associate
(MA) programs across Citi Malaysia's
businesses and functions. In this role
Michelle facilitated challenging
assignments, high quality managerial
supervision/coaching and leading
edge training opportunities for high
caliber graduate talent. Prior to Citi,
Michelle headed marketing and
corporate communication teams in
both ‘limited service’, as well as luxury
hospitality brands. She began her
career as a technical support engineer
in a telecommunications company,
having graduated with a Bachelor of
Engineering from the University of
Sydney.
JAYESH MENON, HR Leader and
Director, Moet Hennessy Asia
Pacific
Global focused HR business partner
and leader who has lived, and worked
in India, China, Malaysia, and
Singapore managing entire APAC
region including Australia, and Japan.
Experience in hands-on setting up of
new locations/ entities./factories,
global shared services across multiple
countries in the Asia Pacific region,
and staffing leadership teams from
scratch, to managing HR operations for
about 80,000 employees, and leading a
team of about 197 HR team members
in fortune 500 companies.
Experience in due diligence, and
integration of post-merger companies
along with HR support for joint
venture entities. Key note speaker in
various HR and business events held
across the region. Awarded a rare
letter of recognition from the chinese
(zhuhai local body) govt , and finalist
in the HRM Asia "Robert Walters Best
HR Leader Award- 2015". Experienced
in all handling all aspects of talent
12. Our Distinguished Speakers
Malaysian Reserve, Her World, Madam
Chair and the Star newspaper (which
called her a champion for gender
equality for her work in developing
women leaders in industry). The first
and only person to have won the
prestigious National Award for
Management Accounting (NAFMA)
under the category of Outstanding
Contribution to Business Performance.
Volunteers as the Industry Advisor in
Tunku Abdul Rahman University
College and sits on the Advisory panel
for the Penang Women’s Development
Corporation and is a women mentor
for TalentCorp.
DEVANANDAN PALMER
BATUMALAI, VP of Human
Resources and head of
Talent & Learning, Bangkok Bank
Devanandan Palmer Batumalai is the
Vice President of Human Resources
and heads Talent & Learning in
Bangkok Bank. He has held leadership
roles in learning and talent in several
organisations since 2009, namely in
the Banking, ICT and FMCG industries.
For a significant part of his career, his
role has included building learning and
talent management frameworks. His
passion lies in the implementation of
initiatives in the areas of leadership
development.
CORNELIUS KOH, HR Director,
Global Talent Acquisition &
Corporate HR Business Partner,
UTAC Headquarters, Singapore.
Cornelius Koh is the Corporate HR
Business Partner & Global Talent
Acquisition Lead for UTAC Group. He
supports the CHRO as the business
partner for Corporate Leaders to
provide HR solutions to address their
global as well as local HR needs. He
also is the lead for global Talent
Acquisition for the UTAC Group.
Cornelius comes with over 25 years of
HR experience, spanning leadership
roles in L&D, OD, Talent Acquisition,
Strategic Rewards and HR Business
Partnering. Prior to UTAC, he was HR
Director at Guinness Anchor Berhad
and GM at Tan Chong Group.
MICHAEL TEOH, Founding CEO &
Lead Trainer, Thriving Talents Pte.
Ltd, Malaysia
Thriving Talents is a talent
development solutions company
focusing on assisting companies to
Attract, Retain, Influence and Grow the
largest population of Consumers &
Workforce - The Millennials. Since
2012, he has worked with Fortune 500
companies across 39 countries. He is
the Global Advisor for Microsoft
‘YouthSpark’ and SAP on
‘Millennials@Work’ strategies and has
had his ideas featured on CNN, BBC
and the United Nations. He has shared
the stage speaking globally with icons
like Virgin’s Sir Richard Branson,
Father of Social Business Prof. Muhd
Yunus, Rockstar Legend Sir Bob
Geldof, AirAsia’s Tony Fernandes and
President Barack Obama.
Michael was recently inducted into the
AIESEC Alumni Hall of Fame in Poland,
joining luminaries like Bill Clinton and
Bono, whilst being an Honorary
Inductee into the Golden Key Society,
U.S.A , and an Associate Fellow with
the Royal Commonwealth Society, U.K.
Recognized as a National Youth Icon
by the Prime Minister and a Malaysia
Book of Records Holder for his
extraordinary work in developing the
Gen-Y workforce. He obtained his
tertiary education from New Zealand,
aside from attending special
educational courses in Harvard
University, Stanford University and
INSEAD.
ANDREW CHAN GEH HUI, HR
Director of NAIM Holdings
Andrew has more than 25 years of HR
management, Organization
Transformation, Business Operations
and Development experience, having
held various senior management
positions in multinational
corporations across Asia Pacific. He
has experienced in transforming
organizations of highly capital cum
labour intensive ventures of public
listed, multinationals in developing
economies like China, Cambodia,
Vietnam, Thailand, Indonesia and
Malaysia.
Conferred ‘100 Most Influential Global
HR Professionals Award’ by World
HRD Congress at Mumbai recently.
General Personal Profile: A passionate
people person and good team player.
Outspoken, love traveling, enjoy
learning different cultures and like
problem-solving. He believes in
coaching and giving people challenges
and opportunities to develop by doing
things that stretch their limits and
potentials.
KATE BARKER
Global Vice President SAP
SuccessFactor, Executive HR
Advisor, Singapore
Kate has extensive experience in
partnering with Boards & C-Suite
Executives on HR Strategy, Executive
Assessment & Leadership
Development and Strategic Talent
Management. She has lived and
worked in Australia, London,
Singapore and USA. Currently Vice
President, Global Executive HR
Advisor Kate partners with Board & C-
Suite Clients on their global digital
leadership strategy and leading large-
scale transformation consulting
engagements.
Previously as Global Executive
Director, Consulting Services at Ernst
& Young, Kate lead a global internal
consulting team (100) for Ernst &
Young's Top Global Priority Projects
$520m under management to 175,000
employees across 150 countries to
achieve Vision2020 strategy $50b
business including transforming EY's
very own Global HR team (6000).
Formerly Director, Leadership &
Partner Development, PwC also was
HR Director, Deloitte. In 2004 she was
nominated Deloitte Businesswomen of
the Year recognising her achievements
as one of Deloitte's most talented
women. Kate recently returned from
Harvard University, selected as 1 of 30
women to attend the Women’s Leaders
Forum, she has commenced her PhD in
Leadership Behavioural Science, she
holds an MBA and a Masters in
Organisational Psychology. She is
accredited Executive Coach, a
Professional Mentor, an avid traveller,
a marathon runner and a shoe-lover.
Kate is from Sydney, lived & worked in
London, New York and now living in
Singapore.