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BROCHURE

DESIGNING AND BUILDING
PEOPLE-CENTRIC ORGANIZATIONS

28-29 NOVEMBER 2017
THE EGG BRUSSELS

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12 MODULES IN 1 GREAT EVENT!

The HR Congress will give you the unique opportunity to bring your team and attend 12 tracks under one roof. Feel free to hop from session to session, and design an agenda that best fits your needs.

CULTURE & CHANGE

As a key component of what we now call Employee Experience, organizational culture is, and has been for years, one of the most critical areas of focus for business leaders. By making it an integral part of the corporate HR strategy, companies are now using different techniques and tools to make culture understandable and relatable for their people in an age where a good fit with the core values of an organization is a must for the new generation of employees. The case studies in this module will focus on three main topics: cultureboadring, organizational change becoming a part of corporate culture, and cultural change during a merger of acquisition.

PERFORMANCE MANAGEMENT

In the recent years the way individual and team performance is measured across the organization has changed considerably, mostly due to businesses getting rid of the old performance management practices that just were not working anymore. Reinventing the evaluation system, however, is just the first step towards achieving a higher level of employee engagement and a boost to performance. This module will feature three case studies that will showcase the challenges of radically changing the way that performance is measured, the effect of teams on individual performance, and an array of truly original and efficient techniques that can revolutionise not only the performance management system but also positively change an organization’s culture from the top down.

HR TRANSFORMATION

To ensure that the organization has the appropriate support it needs to grow and develop into a successful, people-driven enterprise, HR needs to become the champion of culture and change transformation. But how can it take an integral role in this complex movement? In this module we will explore the strategies behind HR transformation, strengthening the business case for transformation, and how the physical nature of work is driving important changes in how HR operates – and subsequently, influences the organizational capacity for evolution.

EMPLOYEE EXPERIENCE

Improving Employee Experience has been ranking very high on the agenda of both HR executives and the business for a while now. Organizations are trying their best to design great workspaces, provide flexible benefits, and create great corporate cultures in an effort to drive higher engagement. However, the rapid augmentation of work through advancements in technology and people-strategies means that HR now has more of a mandate than ever to create a great employee experience across the entire employee lifecycle. In this module, we’ll explore some of the key trends around how organizations and employees can work together in order to create more meaningful work and workplaces.

DIGITAL ORGANIZATION

According to Bersin by Deloitte, 20th century organizational structures are dying – giving rise to devolved decision making. Now, cross functional teams are working via sprints of activity and funded via micro-budgets - able to deliver at an unparalleled speed. Digital transformation is not just about shiny new technologies – it is a new way of organizing, engaging with customers and employees. It is also how we build networks of expertise and trust through cooperation and collaboration - working faster, better and smarter than ever before. The need to “be digital” is forcing organizations to completely re-think methods of management, engagement, leadership and the development of people. In this module we will explore these trends and methods through three inspiring case studies.

HR BUSINESS PARTNERING

It’s become an accepted and widespread axiom – all HR professionals want to become a strategic business partner who contributes to business success and who drives constant exploration into how HR can add value. The requirement that HR Business Partners must have a firm grasp on a wide selection of both HR and commercial skills has been in place for quite a period of time. And yet, in the move towards building a more integrated HR organization, many HR professionals still experience a disconnection between the operations and expectations of HR and business leaders. Upgrading the HR Business Partnership therefore requires, on a base level, a three-pronged approach to fully realizing a more effective strategic partnership; moving from transactional to transformative work, gaining clear and appropriate business support, and leveraging a new set of business acumen essential in a digital, data driven world.

LEADERSHIP & SUCCESSION

With hierarchies beginning to disappear in the workplace and teams taking over the organizational structure, leadership roles and responsibilities are transforming and expanding as well. In the age of digital transformation companies need to accelerate people into leadership earlier in their careers with enhanced,digitally aligned leadership practices such as coaching, mentoring and training. Spotting leadership talent is just one part of the job, the key to producing the leaders we need now and in the future is Succession Management. HR leaders, however, still struggle with building succession planning into the everyday fabric of the organization, or make it available for all levels of leadership. This module will explore the challenges of training “digital leaders”, the issue with not focusing enough on mid-level management succession, and explain how mindfulness is the perfect tool for overworked, leaders of the 21st century to bring out the best in themselves even in VUCA times.

TALENT MANAGEMENT

Bersin by Deloitte claims that organizations with mature talent management are 31% more effective in engaging their employees and have only a 1% turnover rate among their high performers. Attracting, inducing and retaining the right people is therefore critical in the longevity of organizations, especially in the age where freelancing, outsourcing, employee mobility, and digital transformation are continuously shaping the way we hire and work. In this module we will be diving into how to effectively manage the entire talent cycle, covering key topics such as creating and managing networks of teams, adapting learning practices to the new digital age, and finding out if there really is such a thing as “optimal attrition”.

EMPLOYER BRANDING

It should be no surprise that Employer Branding is seen as one of the most critical ‘must haves’ for HR leaders at present, yet perhaps just as surprising is that very little of corporate HR budgets are set aside for such strategic branding. In this module, we will discuss how HR professionals will be the driving force behind developing a coherent, passionate, authentic, and trustworthy employer brand for their organization to attract and retain great talent, promote to the external market, and become a marquee employer of choice in an ever-transparent, social media driven world.

DIVERSITY & INCLUSION

After years of failing miserably at creating a lasting effect, companies are now realising what Millennials have been saying for a long time: Diversity and Inclusion are not just deliverables on headcount, but a crucial part of the business strategy, and the key to innovation. In this module we will talk about how imperative it is to make D&I a CEO-level responsibility and thus an integral part of the organizational culture, we will endeavour to find an answer to whether it is possible to consciously remove all bias from the HR and leadership side, and explore a perspective where enforced gender balance creation can hinder true diversity.

RECRUITMENT

Talent attraction and recruitment has been undergoing a number of significant changes of late, as new technologies and workforce challenges have pressurized HR into exploring new avenues of finding, attracting and retaining talent. Social recruitment is increasing, as many recruiters now use sites such as LinkedIn for their social recruiting efforts. The merits of contingent work are also increasingly being called into question (though still popular), as many companies begin look to maximize hiring for fit, than hiring for task. This module will address how recruitment practices are therefore being augmented by a number of imperatives such as; branding, data and analytics, cultural transformation and the shifting fortunes of the ‘gig economy’.

WORKFORCE ANALYTICS

With workforce analytics now firmly established in the vernacular of HR professionals in many organizations, the development of HR analytical capabilities has gained a unique prominence within organizational business strategy. Transforming HR practices through a measured approach to leveraging data insights is the path we’re all looking to travel, however in this module we’ll discuss how to deepen the relationship between HR analytics and the organization by building the business capacity for improving people practices. We’ll also look at a number of salient practical, strategic and ethical questions that HR, analytics and business professionals need to address as analytics becomes an embedded function within the organization.

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ATTENDEES
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SPEAKERS
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AREAS OF HR
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INSPIRING DAYS

SPEAKERS

Dave Ulrich

The Father of Modern HR

Dave is a Professor of Business at the University of Michigan and a partner at the RBL Group, a consulting firm focused on helping organizations and leaders deliver value. Dave studies how organizations build capabilities of speed, learning, collaboration, accountability, talent, and leadership through leveraging human resources.

Herminia Ibarra

Professor London Business School, Leadership Expert

Herminia is the Charles Handy Visiting Professor of Organisational Behaviour at London Business School and the Cora Chaired Professor of Leadership and Learning at INSEAD.

Gareth Jones

Visiting Professor IE Business School, Madrid, Partner CMA, Author

Gareth is a Fellow of the Centre for Management Development at London Business School and a visiting professor at Spain’s IE Business School in Madrid.

Padma Thiruvengadam

Former CHRO – Lego Group

Padma Thiruvengadam, Former CHRO – Lego Group, joined the LEGO Group in 2016 as Senior Vice President, People Operations & Development. She brings to the role more than 25 years’ experience leading global people and business teams for companies including Bank of America, Pfizer and Integra Life Sciences.

Nigel Barlow

Innovation Speaker

Agent, Provocateur, Futurist, Nigel is an internationally renowned inspirational business speaker, facilitator, coach and consultant.
The core of his work is Innovative Thinking applied to the biggest challenges facing you, your team and your enterprise.

Ingrid Eras-Magdalena

Executive Vice President, Chief HR Officer, Belmond

Ingrid is the Executive Vice President, Chief HR Officer at Belmond, she has extensive experience in HR, Operations, Organisation Learning and Design as well as M&A. Her experiences in hospitality extends from both regional and global corporate roles.

Garry O. Ridge

President & CEO, WD-40 Company

Garry Ridge is president and chief executive officer of the WD-40 Company. He has been with WD-40 since 1987 in various management positions, including executive vice president and chief operating officer and vice president of international. He has worked directly with WD-40 in 50 countries.

Michael Chaskalson

Leading Authority on Mindfulness

Michael is a pioneer in the application of mindfulness in workplace and leadership contexts. He is the author of the agenda-setting book The Mindful Workplace (Wiley, 2011) and the bestselling Mindfulness in Eight Weeks (Harper Thorsons, 2014).

Jack M. Broadley

Professor, Business Psychologist

Jack’s background is in Organisational Development, with both board level and international experience. Jack has provided HR and learning development solutions within North America, Africa and Europe.

David C Forman

Author - Fearless HR

David, the author of “Fearless HR,” is the President of Sage Learning Systems and former Chief Learning Officer of The Human Capital Institute. The courses he has developed and taught for HCI have been taken by thousands of HR professionals all over the world. In 2002, David worked with SHRM and many influential thought leaders to create materials to support the GPHR certification program.

Jonathan Ferrar

Congress Chair, Co-Author: The Power of People

Jonathan is a globally-respected author, speaker, influencer and advisor in HR Strategy & Analytics. Through his company, Ochre Rock Limited, he specialises in helping HR leaders improve analytical practices for decision-making by building skills, methodologies and technologies in Workforce Analytics. He is highly sought after as a speaker for conferences and clients.

Bjarte Bogsnes

VP Performance Management Development, Statoil

Bjarte has over 20 years of leadership experience, including 11 years in international leadership roles. He is currently a Senior Advisor for Performance Management at Statoil and is the Chairman of the Beyond Budgeting Roundtable.

The Congress will feature a truly unique panel of global subject matter experts.
The presenters are carefully selected to ensure that their content is aligned with the theme of the conference.

THIS IS NOT ANOTHER ’DEATH BY POWER POINT’ EVENT.

Rather a TED style conference, sharing provocative and inspiring ideas to help in designing and building people-centric organizations.

THE HR CONGRESS 2016 SUMMARY

The HR Congress 2016 took place on 29-30 Nov in RAI Amsterdam featuring Dave Ulrich, Lynda Gratton, Erin Meyer and 60 more thought leaders speakers, subject matter experts. The event was attended by almost 500 participants becoming one of the most important HR events in Europe.

SECURE YOUR CONFERENCE TICKET AT AN UNBEATABLE RATE

( Masterclass must be booked with congress ticket )

*tickets at these rates are offered to Corporate HR Executives only. Solution providers and consultants may register at a solution provider rate of € 2,995. Limited sponsorship options available, contact us for details.

*ticket does not include access to elective thought leader masterclasses. Access to upgrade sessions are limited, sold on the first-come-first-served basis.

AGENDA AT A GLANCE

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28th Nov 9:00am

Herminia Ibarra,
Professor of Management Practice
London Business School

HR has a vital role to play in developing a generation of leaders capable of surviving the increasing pressures of work. Today’s breakneck pace of change has an immense impact on leaders—and, as a result, on the organizations they run. All too often people remain stuck in outdated mindsets and modes of operating, even after others recognize the need for change. Leaders need to adapt even when there are no obvious signals guiding their way. Herminia Ibarra, one of the world’s foremost experts on leadership, upends traditional, introspective advice and says act first—in order to change your way of thinking. During this keynote based on her unconventional book, Ibarra provides a practical guide on how to change when you also need to lead. Whether you are moving into a new assignment or seeking greater impact in your current position, Ibarra shows how you can step up to leadership by: redefining your job so that you contributions are less operational and more strategic, diversifying your network so that you connect to and learn from a bigger range of stakeholders, and becoming more playful with your sense of self so that you grow beyond your old (and possibly outdated) leadership styles and preferred ways of contributing.

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28th Nov 9:45am

Gareth Jones
Founding Partner, Creative Management Associates
Author: Why Should Anyone Work Here?

This keynote presentation is based on the key arguments of the book of the same title, which argues that leaders need to not only be themselves, but be themselves with increased levels of overall skill. In his subsequent work, Gareth has come to understand that being yourself is therefore a necessary but insufficient condition for effective leadership. He presents that leaders need to understand organization context in order to conform, but without this understanding they are engines whirring away without any connection to the drive shaft. That is to say, they need to establish that connection to support organisational traction and finally, that leadership is a skilful performance. Another of Gareth’s recent HBR articles, “Managing Authenticity”, highlights that authenticity and performance are not dichotomous, rather effective leaders invest themselves in their roles. This keynote presentation will explore issues of leadership in growing organisations and will examine a series of leadership dilemmas: how to show your strengths – but be prepared to reveal weakness, getting close to your followers – but keeping your distance, being yourself – but conforming enough and how to be authentic – but being prepared to play a role Leadership Development.

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28th Nov 16:00pm

Padma Thiruvengadam
Chief People Officer
LEGO Group

As HR is taking on an increasingly important role on an organizational as well as business level, the traditional role and responsibilities of the Chief Human Resources Officer are also expanding, and the CHROs of today are expected to assume a more critical role in driving business outcomes than ever before. In her keynote session Padma Thiruvengadam, a CHRO herself, will shed light on how the role has evolved in the past years, and will focus on key issues such as the external and internal forces changing the HR profession, the digitization in HR, on the CHRO’s involvement in data analytics, succession management and preparing the next generation for leadership positions.

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28th Nov 16:45pm

Garry O. Ridge
President, CEO
WD-40 Company

This highly inspiring session from WD-40 Company CEO Garry Ridge, will be a look “under the hood” of one of the world’s most recognized brands – where employee engagement is above 93%, 98% say they “love to work at WD-40 Company”, and 99% say that their “opinions and values are a good fit” for the organization. This high level of engagement has resulted in a company that has doubled in revenue in the last decade, and is on a trajectory to double again in the next. Garry will share his company’s “learning moments” over the course of his efforts to transform the company’s culture, beginning in 1997. Lessons and principles covered include: the personal journey of every servant leader, and why that philosophy is critical, how the emotional connection of a greater purpose creates high engagement, how to carefully and consciously choose values that will be embedded in all aspects of leadership and employee development, and why investing in people who invest in themselves is a secret to succession planning and greater organizational capability.

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29th Nov 9:15am

Bjarte Bogsnes
VP Performance Management Development
Statoil

Traditional performance management has run its course for several reasons. Primarily it does not make us the agile and human organizations we need to be, therefore it’s important that we start rethinking how we manage organisations in a post-industrial world where innovative management models represent the only sustainable competitive advantage, and releasing people from the burdens of stifling bureaucracy and suffocating control systems, trusting them with information and giving them time to think, reflect, share, learn and improve. Join this inspiring keynote session and learn more about Statoil’s journey towards rethinking Performance Management and creating Beyond Budgeting – with a special focus on: the problems with traditional management including budgeting, Statoil’s “Ambition to Action” model, and implementation experiences and advice.

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29th Nov 10:00am

Nigel Barlow
Innovation Speaker

Does your business feel like a powerhouse of innovation? The answer to this question depends greatly on your leaders’ mindset, energy levels, and quality of attention – and the kind of behaviour they inspire and reward. Nigel’s work focuses on what it takes to create a culture of innovation. To differentiate yourself by being truly different. Join this high energy keynote and gain practical tools and insights about what it takes to build a culture of innovation that engages and inspires people to peak performance.

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29th Nov 16:15pm

Dave Ulrich
Professor of Business
Ross School of Business

For the past two decades, business leaders and HR professionals have been consumed with the war for talent, investing vast sums of money to bring in and manage people. The groundbreaking research in this keynote presentation reveals that winning the war for talent requires more than managing people; it requires an organization that turns individual people into organizational capabilities. Data from over 32,000 people in 1,200 businesses reveal that an organization has four times (yes 4x) the impact on business performance compared to individual talent. This keynote will be ideal for business and HR executives charged with building a more effective HR department and HR practices and an essential guide for any HR professional committed to creating value. Winning the war for talent through organization will be the next step in the HR evolution!

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28th Nov 11:05am

TBA

The new buzzword in the HR world has to be cultureboarding. And most companies would agree with this statement as, according to a recent research conducted by Silkroad, 89% of organizations believe that it is crucial to integrate workplace culture in the onboarding process. Employee experience and culture are inextricably tied to one another, as a good fit with the company culture not only has a positive impact on commitment and job satisfaction, but also on individual and team performance. In this session we will see an outstanding example of a company taking cultureboarding to a whole new level, thus giving a much needed helping hand to new employees to navigate a complex global organizational culture.

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28th Nov 11:35am

Jerry Pico
Senior Learning Programs Manager
Allianz SE

Culture consists of a group of shared explicit and implicit values and practices that guide decisions and behaviors for conducting business on a daily basis, i.e., ‘how things get done around here.” Affecting a culture change in a global organization is a challenging endeavor at best. Many culture change initiatives fail to achieve their goals. One of the main reasons that many change initiatives are not successful, is because they are designed and driven by human resources, and not business leaders.

In this session we will learn how two companies have managed to successfully change their cultures on a global level to be more values’ focused by engaging business leaders at all levels, including Board Members to design and implement the measures required to transform the cultures of their businesses.

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28th Nov 12:05pm

David C Forman
Author of Fearless HR

Having different or conflicting company cultures is rarely a cause for opting out of a merger or acquisition, but strong leadership, a clear integration strategy, and culture-focused change management is required to prevent serious organizational issues emerging down the line, as well as a business that will ultimately suffer. Following many mergers or acquisitions employees struggle to consolidate the new business objectives and new cultural principles with how their workplace used to function. From this case study we will learn how to combine the strengths of each existing corporate culture to boost the business, build up the new employer brand Implement, and, most importantly, make the change part of the organization culture that is shared with all employees via a unique platform.

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28th Nov 11:05am

Jeff Lindeman
HR Director EIMEA
The WD-40 Company

While there are positive examples of the contrary, most organizations do not utilize performance management as a tool to build their organizations. Nor do they see it as an opportunity to develop their employees, but rather, in many cases, as a prelude to firing them later. This ultimately culminates in disengagement, low morale, underperforming teams, and poor business results. A good appraisal system does the exact opposite: it boosts engagement, job security, and productivity, encourages talent development and retention. WD-40’s development-focused “Partnering for Performance” system is built around management and employees working together in a caring and trusting relationship, and sharing accountability for each and every employee’s individual performance. In this session we will learn how at WD-40 managers moved away from evaluating people and focused on coaching and helping them instead, while the task of evaluation was handed over to the employees, resulting in better business performance as well as a retention rate three times the US average.

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28th Nov 11:35am

Felice Valente
Global Head of People Development & Recruitment
Pirelli

In the past few years companies have been actively trying to completely turn around the way they evaluate employee performance, but there is not one ultimate solution as to the ’how’ of the radical change that organizations are looking (and hoping) to implement. In this session one company will share its learnings, challenges and successes of the past year since changing its appraisal system. The case study will also provide a number of examples of Performance Management reinvention, meeting employee expectations and aligning appraisal systems with business objectives.

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28th Nov 12:05pm

TBA

With the new demands created by today’s transforming workforce, we find that an increasing number of companies are redesigning their organizational model by scrapping old, hierarchic systems and create networks of teams instead. But with this new structure comes the question of is it enough to bring talented and highly-skilled individuals together to ensure that the team will be effective and productive? The answer, of course, is no. And how can an organization make sure that individual performance is not impacted in a negative way by team performance? This session will shed light on how managers can help their people work more productively in teams by utilizing their individual talents and strengths.

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28th Nov 11:05am

Dr. John Mahoney-Phillips

Executive Advisor

Nordea

Emilie Bruun
Global Head of Talent, Learning, Development & Diversity
Nordea

In this presentation, John and Emilie will demonstrate how culture and business transformation is evolving in-sync at Nordea, and share practical examples of how they have been building in ‘future proofing’ capabilities as part of the transformation and culture change program.

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28th Nov 11:35am

Ehab Hafez
Talent Acquisition Solutions CoE Lead, Asia Middle East & North Africa
PepsiCo

When we start talking about the shift in HR towards the need to embrace the ‘future workplace’, an uncertainty arises at this potentially ambiguous end-point. But it need not be. HR is a unique position when it comes to these potential changes in the business environment; crucially it must ask what the business case for transformation is, and of course, what context it is HR to operate within? Join this session to explore answers to questions such as: how HR needs to understand the business case of transformation, what is the desired operational end state, and how will HR facilitate this? Who are the key stakeholders, internal and external involved that HR must work with? What are the steps required the milestones to hit?

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28th Nov 12:05pm

vivek-khannaVivek Khanna

Chief Client Partner

Neeyamo

Todd Shaw, Speaker at HR Congress 2017Todd Shaw
CHRO
Verifone

Learn how Verifone leveraged partnership model to accelerate its “People Services Vision” while transforming its global HR operations and employee experience across long tail of countries. The session in the form of a case study presents Verifone’s journey of transforming their global HR operations and employee experience across long tail of countries. In the session the audience will learn about how to create an effective strategy for transforming HR service delivery. How to choose the right partner and achieve results by an HR transformation project. The lessons learnt from a transformation project will be from a live experience!

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28th Nov 1:35pm

Ingrid Eras-Magdalena
SVP Global HR
Belmond

The transformation of a company is an intense, exhilarating and fruitful experience for all people involved. But it requires a structured approach that is combined with a high level of resilience. HR leaders need to ensure that all people are involved at every level, are able to cope, get the appropriate guidance, and learn throughout the process. And oh yes, have fun all the way through!

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28th Nov 2:00pm

Nigel Miller

CHRO

Edelman

David Fackney
HR Director Europe and CIS
Edelman

With attention traditionally being given by HR professionals to improving ‘employee engagement’, many organizations are now developing their capabilities on employee experience as a holistic, end-to-end approach. Facilitated by the increase in available pulse feedback tools and real-time engagement apps, HR and business leaders need to leverage the best technologies, as well as more tactile means of building trust and connection with their workforce to drive a positive overall workplace experience. HR now has an integrated business mandate like never before to monitor and continuously improve the employee experience and place people at the heart of business success. Join this session to learn more about how to: ensure employee experience reflects corporate culture, both globally and locally, gain buy-in and support from the C-suite, facilitate meaningful interpersonal work relationships to retain talent, and foster an exciting internal talent pipeline.

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28th Nov 2:35pm

Bruce Fecheyr-Lippens, Speaker at Workforce Analytics Summit Brussels 2017Bruce Fecheyr-Lippens
VP, Head of People Analytics and HR Digital Transformation
Solvay

Join in this session from Bruce Fecheyr-Lippens to learn more about how Solvay are moving towards developing a set of practices now considered to be under the frame of ’Employee Experience’. Two key questions that will be addressed in this transformation case study include; what are the core elements of a great Employee Experience, and how do you get there? This session will also look at concrete case examples including; a job matching application, how Solvay’s Employee Experience lab works in an agile way, and how predictive analytics can define what makes a top performing sales rep.

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28th Nov 2:05pm

Cem Canikoğlu
Europe Talent Acquisition Leader
P&G

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28th Nov 2:35pm

Matt Burney
Employer Insights Strategist – EMEA
Indeed

Talent professionals know the allure of the exceptional hire, whose impressive CV, career path or charisma seems to guarantee high performance. A large collection of top notch employees can increase your business’s growing potential, but what is it about these candidates that makes them truly exceptional? Join Indeed’s Employer Insights Strategist, Matt Burney, for a look at the traits and behaviours of exceptional employees who inspire teams and invigorate businesses. Discover how understanding the data behind what makes someone a top performer, you’ll be able to attract more of it to your organisation.

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28th Nov 3:05pm

Stefan Seiler
Group Managing Director, Global Head Talent & Recruiting
UBS

Internal mobility and retention go hand in hand. It’s the not-so-secret recipe to retaining one’s best and brightest talent. With internal mobility, what UBS employees love to do is not merely a faint possibility but an actual reality. Join us to learn why internal mobility works for UBS. And how they are using big data and artificial intelligence to offer their employees exciting career opportunities in different roles, businesses and locations across the firm.

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28th Nov 1:35pm

Mark Van Bijsterveld, The HR Congress Brussels 2017Mark Van Bijsterveld
SVP Head of Global HR Services
Philips Lighting

Depending on the organization, HR Shared Services constitutes a large percentage of the total HR budget, and a potentially enormous number of HR professionals. Leading and guiding these HR organizations requires an immense investment in skills, cost and expertise. Over the last few years, HR SSCs have become a critical part of the transformation of strategic HR operations, as SSCs in general can no longer simply seen cost centre, but as an income-generating centre, staffed by experts and supported by the latest HR technologies. Join in this session to learn more about how HRBPs can be at the forefront of developing a clear strategy that: defines expectations and capabilities needed to execute plans, increases the operational scope of the organization and variety of professional services offered in a service organization, and reflects the increasingly complex business functionality of an SSC in a large organization.

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28th Nov 2:05pm

Sonal Bahl, HR Business Partner – Global HQ, Puratos

As a critical part of developing the role of HR BPs, the perception that a number of business leaders have towards the role is increasingly out-dated. Far from being a business/HR support service, HR BPs needs to make their value known to both executive management and line managers. But how can this be achieved? As a part of the transformation of the role towards delivering strategic value, and not just being a transactional pivot, HR BPs must be capable of demonstrating real strategic value to leadership. Concurrently, senior leaders must also grasp the changing landscape that HR employees and HR executives are now finding themselves approaching. Join this session to learn more about how both business leaders and HR BPs can promote and nurture the HR BP mandate, moving from a support partner to a pro-active partner fully aligned with the business.

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28th Nov 2:35pm

TBA

With the onset of the Digital HR age, workforce analytics seemingly everywhere, and data increasingly driving decisions – it’s never before been more crucial for HR BPs to possess deep analytical skills. Possessing a comprehensive grasp of implications of technology on HR and the business is now an essential part of HR BP acumen. For some organizations, building a high performance HR organization may therefore require an extensive evaluation of present and desired skills, along with a switch in focus towards developing financial, technological and business analytics capabilities. Join this session to learn more about how HR BPs will need to possess and leverage a focused set of acumen essential to transforming modern business outcomes.

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29th Nov 11:35am

Jack Broadley
Executive Coach & Business Psychologist
Pelorus Consulting

The new, digital organizational model, which has recently been breaking down traditions and hierarchies across the globe, warrants new kind of leaders who are not only able to fully understand and cultivate digital transformation, but are also capable of developing and leading teams while building employee engagement, and focusing on innovation and learning. These new leaders are also required to be able to work with a different, more mobile workforce through outsourcing. The Digital Leader, however, is not born as such, and cannot simply be appointed through a hierarchic system. Instead, companies need to be able to identify leadership potential quickly, cost-efficiently and across all talent pools. From this case study we will learn how to spot potential digital leaders in the organization, what kind of leadership training and development opportunities are the most efficient to boost digital skills.

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29th Nov 12:05pm

Mark Vlaanderen
Sr. Director/ Head of Leadership, Talent & Learning
Philips Consumer Lifestyle

A common mistake organizations make is that they focus leadership development on top management, even though the role of middle managers is just as important within a company, as they don’t only need to report to the C-suite, they are also responsible for directly managing the workforce and building and motivating their teams to meet strategic goals. Such responsibility requires strong leadership and communication skills, yet researches show that there is a shortage of such capabilities on mid-management level, resulting from the lack of leadership development and effective succession planning. HR needs be able to spot and develop leaders and managers within the organization, and by including middle managers in a solid succession framework they can ensure not only a succession path from middle management to senior executive level, but also from junior level to middle manager.

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29th Nov 12:35pm

Michael Chaskalson
Leading Authority on Mindfulness

The pressure on leaders in this age is heavier than ever as they are expected to perform on the highest level and handle the demands of the changing workplace and leadership practices, as well as their personal lives. There are three key leadership capacities that can make this possible: resilience, collaboration and the ability to stay agile and to lead in conditions of high complexity. Mindfulness can powerfully help leaders to practice the complex, dynamic and fast-paced context of this age. Using his model of Mindful Leadership, Michael Chaskalson will describe how mindfulness impacts capacities which are considered as vital for leaders in the 21st Century, and will also advise how mindfulness interventions should be introduced to leaders in a way that encourages them to practice in a sustainable way.

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29th Nov 11:35am

Gianpaolo Barozzi
Senior HR Director
Cisco

For many organizations competing in today’s business environment is more difficult than it has ever been, as the old siloed, hierarchic models do not allow the speed, adaptability, and flexibility that are required to succeed in the current business climate of unpredictability. This is the reason why more and more companies are changing their organizational model to working with dynamic networks of teams. This case study will highlight how smaller, constantly changing project-based teams can contribute to higher job satisfaction and productivity, as well as freeing up and utilizing all kinds of talent limited by the old siloed organizational model.

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29th Nov 12:05pm

TBA

Attrition is one of the most talked-about topics in HR, and usually there is a general air of resentment and fear surrounding it, particularly in industries where the companies’ revenue is in direct correlation with human resources. The main question is, is there such thing as good, or even optimal attrition? In many cases, it is evident that some level of attrition is necessary for the business to keep ballooning costs down when the cost of an underperforming individual is outweighing the cost of their training. What this case study will aim to shed light on is what can be considered healthy attrition, and how organizations can keep employee turnover on an optimal level and use it as a means to boost performance and profitability.

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29th Nov 12:35pm

TBA

With the arrival of the digital age and the transformation of traditional career concepts, companies now must re-design their L&D strategies and infrastructure in order to keep up with their employees’ increasing demand for learning. With skills becoming obsolete more rapidly than ever before, old traditional learning programs must now be enhanced or replaced with a whole array of technologies and tools – gamification, Virtual Reality, mobile solutions, micro-learning, etc. – that provide employees with high-level learning experience and fast skill development opportunities. L&D has become a core strategic part of business, and the CLO function has also beenn changing with chief learning officers taking on much more responsibility in supporting business growth through delivering inspiring learning and deep-skill developing solutions and thus improving employee experience and retention. In this session we will learn how a large multinational company has embraced digital technology and aligned it with the objective of continuous learning and career development for all its employees worldwide.

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29th Nov 11:35am

TBA

Over the last few years, it has become increasingly clear that having an effective employer brand relies on more than simply putting together a compelling story to attract talent. It involves a process that requires buy-in from the whole business so that everyone lives the brand through their entire employee lifecycle. Join in this session to learn about how to: develop a vision of your company culture across departments, manage the expectations of employees to retain internal talent and foster a great employee experience, ensure HR is at forefront of attracting talented and compatible hires, and why HR, Marketing and Communications in particular need to work together to gain buy-in and cross-functional support to promote the employer branding initiatives.

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29th Nov 12:05am

TBA

Getting your employer brand strategy ‘right’ is a process that involves analyzing not only the shifting needs of the business, but the shifting skill sets and career desires of existing employees and external candidates. Discovering what it is that makes your company unique, and then how to turn that into attracting great candidates fundamentally begins with HR’s branding of itself as a reflexive centre of trust, authenticity and excellence in the organization. Join in this session to learn more about how to kick-start the process of fostering an authentic employer brand – starting with HR! Look inwards to understand the genesis of the employee and employer brand, reach future high-performers with an authentic vision of the organization, and ensure HR is prepared for the long term implications of strategic brand changes.

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29th Nov 12:35pm

Alfonso Alfonso Auñón García
Global HR Business Partner Procurement
Heineken

Embark on HEINEKEN’s journey to inspire candidates, consumers and society in general with its unique culture. You will see how HEINEKEN unlocked its DNA, rallied the whole organisation behind and created an engaging, interactive and award-winning campaign.

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29th Nov 2:05pm

TBA

For the past decade, diversity and inclusion have been at the forefront of HR professionals’ minds, and for a good reason: never have these issues more important than in today’s global political, social, and business climate. In most cases, however, diversity and inclusion were stranded and abandoned on the level of recruitment. For years it seemed enough to improve the gender and/or ethnical balance of employees to appease the critics, but that is no longer the case. Today’s organizations are dealing with an increased need for transparency, global cultural diversity, and employee experience. Many find that reaching the desired level of inclusivity is more difficult than expected, as it is no longer enough to leave the task solely to the HR function; creating a culture of true diversity and inclusion has become a CEO-level responsibility. In this session we bring you a case study by one of the pioneers in diversity and inclusion, whose CEO will prove that it takes more than rankings and numbers to realize real and enduring cultural change.

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29th Nov 2:35pm

TBA

With the rise of Millennials in the workplace, a whole new set of needs have emerged, and the demand for all bias, be it based on gender, race, disabilities, sexuality, or religion, to be abolished is stronger than ever. There are many ways to try and eliminate bias situations, but the question remains the same: is it possible to completely or even partly remove unconscious bias – be it as mild as personal preference or as serious as racial or gender bias – when it is so firmly engrained in the cultural background of certain societies, age groups, or entire nations? In this session we will learn what role leadership and HR can play in transparently measuring diversity, reducing bias, and the challenges that come with aiming to become a highly inclusive and diverse organization.

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29th Nov 3:05pm

TBA

While diversity and inclusion are critical in the workplace of the 21st century, the main focus still remains on gender equality. What many companies do not talk about, however, is the conscious decision to rank something higher than gender balance when hiring talent: it is aiming to hire the right minds for the right jobs regardless of the candidate’s gender, race, disability, or any other characteristic that may give grounds to discrimination in any other case. What we will learn from this case study is how creating a diverse and inclusive workplace is just as important as aligning talent acquisition to other business objectives, and that true diversity goes much deeper than what meets the eye.

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29th Nov 2:05pm

Jan Rijken
Director of CrossKnowledge Academy
CrossKnowledge

With business models changing and technology evolving, companies now must re-design their Learning & Development strategies and infrastructure to be agile in order replace obsolete skills or risk falling behind their competitors. L&D has become a core strategic part of business that has innovation, leadership development, self-directed learning, and knowledge transfer at its center. Implementing technology is the easy part of this transformation, but is your workforce ready for the digital future? In this session we will explore which impact digital has on your workforce and their future capabilities. In addition we will highlight the 4 key clusters of digital learning readiness and illustrate how benchmark companies have successfully transformed.

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29th Nov 2:35pm

Padma Thiruvengadam
Former CHRO – Lego Group
LEGO Group

With organizations going through a significant change, it is inevitable for HR to transform itself as well. Going from the supporting role to leading organizational change, „Digital HR” now has the power to re-design the workforce and the workplace through adapting its recruitment, talent management, leadership development, employee experience, and performance management practices to fit the new needs created by digital transformation. In this case study we will find out how one company went one step further than simply using the latest techniques and digital programs by creating a dedicated digital design team within its HR function, and making innovation the focal point of its HR strategy.

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29th Nov 3:05pm

Andrew Spence
Founder & HR Transformation Director
Glass Bead Consulting

For the past decade one of the most captivating topics in HR has been the mystical „future of work”. We have been experiencing the changes that inevitably affect the business world coming on gradually, and the time has finally come: the workforce and the workplace are currently being re-shaped more dramatically than ever before by new, groundbreaking ideas and never-before-seen technologies. The time for organizations to re-design jobs, re-assess responsibilities, use automation and implement cognitive computing is NOW. But what do these massive shifts mean for millions and millions of employees all around the world? Rather than seeing the future of work as a threat, many organizations are already capitalizing on the current paradigm shift by making their people the focus of their HR strategy. In this case study we will see how one company re-designed jobs and re-skilled its workforce to achieve an even higher level of employee experience.

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29th Nov 2:05pm

Brydie Lear
Global Head HR Analytics & Intelligence
ING Bank

HR analytics has been around the business landscape for a number of years now, and after the first few years of growth, came a sustained period of hype around potential outcomes. What has become more evident in 2017 is that while some organizations are doing very well in implementing HR analytics programs, not all performance improvement payoffs tied to analytics are equal! To understand how analytics drives improvements in performance requires a comprehensive understanding and awareness of the nature of work, the people of the organization and how new data insights are to augment business strategies. Join this session to ask the relevant questions: how HR assist can in building the link between HR analytics investments and outcomes, how to partner with the business to build an organizational capacity to act on insight, and why business leaders are those who need the most increased knowledge and awareness of workforce analytics. The effectiveness of HR Analytics remains rooted in the capacity of the end user to make good business decisions!

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29th Nov 2:35pm

TBA

With analytics now being used in a widening portfolio of business functions, this increasingly embedded functionality has the potential to further revolutionize the operation of the business. As cognitive technologies and real-time measurement tools entrench themselves into the organizational psyche, managing a culture of continuous observation and analysis will drive HR analytics far beyond a simple HR mandate. This requires a concerted effort on the part of the business to ensure the HR Analytics portfolio is strategically aligned to facilitate continuous workforce optimization. Join this session to learn more about how to keep the ultimate questions in focus: will management see the value of our insights and proposed actions in the long term? What will be needed to change entrenched beliefs in light of new developing information about the workforce? What is success in workforce analytics?

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29th Nov 3:05pm

Al Adamsen, Speaker at HR Congress BrusselsAl Adamsen
Founder & Executive Director
Insight222

With HR analytics moving from being simply about uncovering useful information and presenting it, to data being embedded in every part of the business to drive success, there are many new instruments available to organizations to capture everincreasing levels of ’unstructured’ employee data. In the past, data privacy, ethics and ownership seemed to be less of an issue; however in 2017 this may not be the case. With the growing availability of smart tools and deeper data analyses into all parts of the business, there’s a seemingly inexhaustible array of information available to HR and data experts. Join this session to learn about some of the critical ethical questions facing HR and HR analytics professionals in the coming years. Who is the owner of the data? How do you use and maintain the data? Who is responsible for data security? Is it time for a standards authority for the HR analytics profession? And what is relevant data, and what is not relevant data, and who decides which is which?

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28th Nov 11:00am

Volker Jacobs
Managing Director & Founder
TI People

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28th Nov 3:00pm

Harry Key
Director & Coach
Key Impact

Networking, Communication, Persuasion and Influencing skills are absolute essential for today’s (HR) leaders. Especially when you have to sell your ideas and influence without authority. Sounds Familiar? Join communication expert Harry Key to discover and unleash your inner networking ninja and bring your communication and persuasion skills to the next level. This will be a lively, engaging session in which I’ll urge you to be a bit more scandalous, a bit more honest, and a bit more willing to take interpersonal risks Taking risks is an invaluable interpersonal skill, and this quick session will give you an urge, and and idea on how, to take a few more. Be prepared to leave your comfort zone.

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29th Nov 11:00am

michael-custersMichael Custers

SVP Strategy & Marketing

NGA Human Resources

Dave Ulrich
Author, HR & Leadership Guru
Professor of Business at Ross School of Business

With HR being pulled quickly into the world of digital ‘disruption’, there is now a strong mandate for HR professionals to embrace digital and its associated transformation tasks with vigor. The rapid changes occurring for the organization and HR now present a whole new landscape for the future of work, the organization, management practices, and the profession in general. Enjoy this interactive conversation about the digitalization of HR between Michael Custers, Senior Vice President of Strategy & Marketing at NGA HR, and Prof. Dave Ulrich, who is widely considered as the Father of Modern HR!

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29th Nov 3:50pm

Al Adamsen, Speaker at HR Congress BrusselsAl Adamsen

Founder & Executive Director

Insight222,

Volker Jacobs
Managing Director & Founder
TI-People

Interestingly enough, a digital agenda for HR should not be centered around the talent lifecycle. Instead, there are three capabilities that HR has to develop to strive in a digital world. The centerpiece of a digital agenda for HR will be Workforce Analytics. It will lead to 12% better talent outcomes. And it will drive the digital transformation of the HR function.

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IN FOCUS: LEADERSHIP

Elevate your Leadership Capabilites to the next level by attending these focused sessions at The HR Congress

We have specifically developed the In Focus: Leadership sessions at The HR Congress, complete with unique and inspiring content, intended to give business leaders the opportunity to learn more about the important emerging junction between the organization, performance, HR and leadership.

The In Focus: Leadership sessions at The HR Congress will forever change how we view, develop, and
practice the art of leadership, wherever we live and work.

  • Thinkers 50 gurus including; Herminia Ibarra, Gareth Jones, Michael Chaskalson, Dave Ulrich and many more top level presenters will speak

  • Thought leader keynotes and masterclasses, elective modules on Leadership, Performance, Culture, Talent and Digital

  • Opportunity to network with hundreds of likeminded business leaders.

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MASTERCLASSES

28 November, 13:30pm

Many of today’s most important problems are so complex and multi-faceted that they can only be tackled collaboratively. Yet many smart and motivated executives struggle to learn how to lead effectively beyond their own specialty domains. Even when they recognize intellectually that they must harness ideas, people, and resources across disciplinary and organizational boundaries, in practice they often do not. In this session, leadership expert Herminia Ibarra applies her insights on how managers should step up to bigger leadership roles in order to explain; what barriers hold people back, how to become a more collaborative leader by acquiring necessary skills, as well as how to internalize an identity as a collaborative leader. In the course of this session, we’ll discuss: common misconceptions about what collaboration is and when it is effective, how professional networks foster (or hinder) collaboration, and the competencies and mindsets of collaborative leaders and how to acquire them.

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28 November, 11:00am

Too many companies are managed not by leaders, but by mere role players and faceless bureaucrats. What does it take to be a real leader—one who is confident in who they are and what they stand for, and who truly inspires people to achieve extraordinary results? Leaders don’t become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers’ hearts, minds, and souls. They are skillful at consistently being themselves, even as they alter their behaviors to respond effectively in changing contexts. This highly interactive masterclass by Gareth Jones will reveal how to hone and deploy one’s unique leadership assets while managing the inherent tensions at the heart of successful leadership: showing emotion and withholding it, getting close to followers while keeping distance, and maintaining individuality while “conforming enough.” Underscoring the social nature of leadership, this session will also explore how leaders can remain attuned to the needs and expectations of followers.

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28 November, 13:30pm

In the past, businesses made people conform to the organization’s needs. But the old paradigm has shifted; now leaders must transform their organizations so that they attract the right people, keep them, and inspire them to do their best work. How do you create a culture people want to belong to? This masterclass led by Gareth Jones will identify and illuminate the key organizational attributes to do just that. Gareth will provide examples from global companies, which illustrate the kind of strong, attractive workplace culture that leads to sustained high performance. This masterclass will also provide an in-depth methodology to help assess how your company is doing, and describe the tensions and trade-offs that leaders must manage as they transform their organizations.

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29 November, 11:30am

The next step in HR’s creation of value―is turning the war for talent into victory through organization, after all – “HR is not about HR. HR begins and ends with the business.”

Research from the RBL Group and the Ross School of Business at the University of Michigan has been at the forefront of shaping the HR profession with the Human Resource Competency Study (HRCS). Following the conclusion of the latest round of HRCS research, Dave Ulrich, David Kryscynski, Mike Ulrich and Wayne Brockbank now call for us to pivot from fighting the “war for talent”―to creating victory through organization. Destined to be an indispensible read for all HR professionals, Victory Through Organization provides a rationale for shifting your focus from how to help individuals prosper, to helping the organization succeed. It demonstrates that organizational success isn’t just about the talent you have―it’s about how the collective organization makes the individual all the more important. In this masterclass, you will learn more about: how to ensure that the organization creates a greater value than the sum of individual talent parts, how to create a more integrated HR solution to achieve business results across multiple stakeholders, and how HR professionals can master the competencies that have the greatest impact on their personal effectiveness, key stakeholders, and overall business results.

Watch Dave sharing his expertise on – How to Become a Strategic Positioner to Deliver Value

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29 November, 14:00pm

HR professionals must evolve into being the best thinkers in the company – not only about the human side of the business, but the organizational side as well. Changes are occurring in virtually every element of the business environment, from evolving social, political, and economic changes. Under such conditions, the human side of the business emerges as a key source of competitive advantage. Dave Ulrich has spent years observing, studying, and shaping the business partner model through rigorous research and extensive work within specific organizations, as well as personally being involved in over a hundred HR Transformations, where he and his peers have advised many on how to be a better business partner. In this masterclass Dave will not only reflect on what he has learned about the relevance of the business partner model, but will also give advice as to where HR
Business Partnering is headed in the future, and therefore how businesses can better manage the challenges that lie ahead.

Watch short explanation from Dave  – The Evolution of the HR Business Partner Model

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29 November, 14:00pm

The human resources profession has been the subject of much criticism and many questions over the years. One reason for HR’s checkered past is that it’s traditionally done a poor job of demonstrating its value to the business. There are in fact, at least five ways in which HR can impact business results. These five ways to impact the business are: strategic alignment, optimizing talent, cost savings, productivity improvements, and improving outcomes. Each of these activities can save time, reduce costs and improve productivity. It is important however, to go beyond these general categories and get as specific as possible about the ways in which HR adds value to the business. During this masterclass, seven specific levers that HR can influence will be discussed and their business impact calculated including: turnover of high performers, the value of internal hires, costs of vacant positions, costs of managing poor performers, global staffing mix, proficiency curve, and innovation.

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29 November, 14:00pm

The pressure on business leaders in this age is heavier than ever. They are expected to perform on the highest level and handle the demands of the changing workplace and leadership practices, as well as their personal lives. There are three key leadership capacities that can make this possible:
resilience, collaboration and the ability to stay agile to lead in conditions of high complexity. Mindfulness can powerfully help leaders to navigate the complex, dynamic and fast-paced context of this age. Using his model of Mindful Leadership in this masterclass, Michael Chaskalson will describe how mindfulness impacts capacities which are considered vital for leaders in the 21st Century, and crucially will also advise how mindfulness when combined with consistent practice can lead to the development of valuable changes in leadership capacities over time.

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28 November, 11:00am

Transforming the immense potential of workforce analytics into reality isn’t easy. Pioneering practitioners have learned crucial lessons that can help you succeed. The Power of People shares their journeys—and their indispensable insights.Drawing on incisive case Jonathan Ferrar will help you bring purpose and clarity to any workforce analytics project, with robust research design and analysis to get reliable insights. During the workshop Jonathan will reveal where to start, where to find stakeholder support, and how to earn “quick wins” to build upon. You’ll learn how to sustain success through best-practice data management, technology usage, partnering, and skill building. Finally, you’ll discover how to earn even more value by establishing an analytical mindset throughout HR, and building two key skills: storytelling and visualization.

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michael-custers29 November, 11:30am

Designing a better employee experience is front and central with HR leaders as employers globally are taking to digital technologies to transform HR. The next journey of HR leaders effectively will be about applying a consumer and digital lens to the HR function creating an employee experience that mirrors the best customer experience possible. Applying this perspective goes beyond just applying new technology to HR: being employee-centric and digital is all about developing a fresh mindset, redesigning legacy processes, and challenging the status quo. This forward-thinking masterclass led by digital HR expert Michael Custers helps you discover why employee experience matters, how you can apply disruptive technologies to HR, and what your HR operating model could look like in 2025. Michael explains the impacts for organizations while showing the real benefits it can provide for HR and employees. During this workshop you will reflect on how to design an employee experience that delights customers, improves productivity and drives employee loyalty

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29 November, 11:30am

The world of work is changing. Successful HR organizations respond to it with a new focus on ‘consumerization of HR’. They are adapting the customer experience idea from the marketing and sales to the major customer groups of HR: Employees, managers, candidates, and freelancers. HR leadership teams have four new jobs to do: Inject Customer Experience of HR (CxHR) into the HR strategy. Increase the impact of HR deliverables through CxHR. Continuously listen to HR customers. And monitor the impact of HR deliverables on the business. TI People together with the co-creation group of Beiersdorf, Bertelsmann, BMW, Boehringer Ingelheim, Bosch, Cisco, Deutsche Bahn, Leoni, Merck, Roche, and Tetrapak have co-developed the first online tool for CxHR and design thinking in HR. It combines the concept of CxHR with the best practices of these companies in design thinking, customer journeys, personas, touch points and experience design.

Learn in this masterclass to apply Customer Experience Management how to

  • Inject Customer Experience of HR (CxHR) into the HR strategy
  • Increase the impact of HR deliverables through CxHR
  • Continuously listen to HR customers
  • And monitor the impact of HR deliverables on the business.
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