HR Service Delivery 2012 schedule

Unscheduled

• ACHIEVING A DYNAMIC AND DIVERSE WORKPLACE IN HR SERVICE DELIVERY

  by Hans Geluk

  Organisations employing a diverse workforce can supply a greater variety
  of solutions to challenges in service, sourcing, and allocation of resources.
  Employees from diverse backgrounds bring individual talents and experience
  in suggesting ideas that are flexible in adapting to fluctuating markets
  and customer demands.
  > Achieving a clear understanding of diversity and the different forms
  it can take in your policies
  > Understanding the differences between diversity and equal opportunities
  > Recognising the benefits that diversity can add to your service offering
  > Providing consistent and uniformed HR services whilst complying
  with diversity

• CONSOLIDATING YOUR EMPLOYEE ENGAGEMENT EFFORTS TO FOSTER COMMITMENT IN YOUR ORGANISATION

  by Linda Holbeche

  > Boosting a positive attitude and pride towards the organisation
  > Ensuring employees have an understanding of the “bigger picture”
  and adapt a willingness to go beyond the requirements of the job
  > Implementing clear, accessible HR policies and practices to which
  managers at all levels will commit
  > Fostering a positive environment to better stimulate employees across
  business divisions
  > Engaging with your employees through online social media communities

• COPING WITH THE CHALLENGES OF SOCIAL MEDIA USAGE AND ITS IMPACT

  by Józefa Fawcett

  Many HR executives will fondly remember the “dot com” boom when
  using the internet at work soared in popularity. Corporate hierarchies were
  worried their employees would waste many hours surfing the World Wide
  Web. HR Professionals are still waging that war, this time the battle is
  Social Media.
  > Changing and upgrading internet usage policies to ensure employees
  grasp the understanding of “fair usage” of social media
  > Considering the legal implications if a candidate is refused a job as
  a result of something HR found online
  > Protecting your brand by implementing control and monitoring how
  you may be portrayed in social media by current or ex-employees

• ENSURING THAT YOUR HR SERVICE DELIVERY ADDS EXTRA VALUE TO YOUR OVERALL SERVICE

  by Petra Battersby

  > Creating a HR strategy that sets an agenda for how HR will help your
  company succeed.
  > Organising HR activities to ensure the delivery of maximum value
  > Investing in HR business practices that deliver the best results
  > Ensuring that HR provides solutions not barriers, whilst allowing time
  for strategic thinking
  > Linking HR goals and plans to customer needs

• EXAMINING THE IMPACT OF A CENTRALISED VERSUS DECENTRALISED FUNCTION FOR YOUR HR SERVICE DELIVERY

  by Bart Rentink

  > Ensuring that HR decision makers can respond in a timely manner
  to urgent situations regardless of the structure of the organisation
  > Addressing if the implementing of an idea, process or policy is easier
  in a company that has a strong central direction compared to a
  decentralised organisation
  > Does the increased responsibility of local level managers increase
  enthusiasm for work and act as a motivator?
  > What are the benefits of a singular point of control to help reach
  important decisions faster?
  > Does decentralisation offer more scope for diversification in service
  offering?
  > Does decentralisation truly relieve the top management from dealing
  with mundane issues?

• GLOCAL HR-IS – A NEVER ENDING ATTEMPT TO “SQUARE THE CIRCLE”?

  by Dirk Stoltenberg

  Every multinational operating company has to find their way to handle
  People Data, such that a complex set of local and global demands can
  be met. Architectures chosen often don’t allow local data processing and
  wider business needs to be mutually fulfilled, and HR-productivity and
  strategic purposes run the risk of cannibalising each other.
  > See a hybrid between global and local system architecture
  > Hear about the evolution of a dynamic, growing business case
  > Reflect on how far a system chosen can support a growth oriented
  People Strategy
  > Discuss the success factors when gradually integrating scattered
  systems
  > Critically review the one system approach relative to HR Service
  Delivery goals

• HR MARKETING: GET READY!

  by Roberto Boscia

  Considering HR Marketing as a way to achieve a concrete improvement
  and tangible difference in your approach to HR management issues.
  Make things happen in a socially and technologically dynamic environment,
  rather than asking what has happened.
  > Reshaping the HR structure: operational and relationship, a dichotomy
  that matters
  > Familiarising with invisible challenges: the future was fantastic
  > Describing the Metaliquid job and the fourth element
  > Declining the Point of Work: future of People care
  > Understanding the evolution of Personal Brand concept
  > HR Identity: the fall of what is called Leadership
  > Discovering a brand new model of Business Partnership

• INTEGRATING THE SOCIAL MEDIA FACTOR INTO YOUR HR RECRUITMENT STRATEGIES

  by Bernadette Palumbo

  > Using websites such as Facebook, Linkedin and Twitter to develop
  relationships with potential candidates
  > Utilising online communities to follow the social presence of your
  competitors staff and keep up with them
  > Ensuring your company info is up to date and accurate in order to
  attract key talent
  > Adapting your traditional recruitment strategies to the social media
  era
  > Systematically reviewing potential candidates profiles online

• REDEFINING YOUR HIRING STRATEGIES TO ATTRACT TALENT

  by Bulent BAYRAM

  > Investigating future market outlook and demographic trends for talent
  acquisition in the world
  > Understanding current and future talent demand/supply
  > Utilising the power of Employer Branding and Social Media
  > Establishing an efficient and consistent process that reduces the
  time it takes to interview and select a qualified candidate who
  matches the company and the profile
  > Tips for preparing and meeting the future talent demands
  > Emerging issues and challenges to look out for the diverse workforce
  with multi generations

• SELF-LEADERSHIP INITIATIVE AT AKZONOBEL

  by Pablo Vercelli

  > Addressing the power of self-leadership
  > Connecting people to each other by building deeper and more
  meaningful relationships, starting with self-leadership
  > Bridging the gap between Leaders and their Teams
  > Evaluating the impact on the business – why has it been so positive
  so far?
  > Successes and pitfalls - key learnings at AkzoNobel Paints EMEA

• SUCCESSFULLY TRANSFORMING YOUR GLOBAL HR SERVICE DELIVERY

  by Elke Saager

  Over the past 10 years, the HR world has undergone great operating
  changes. It has had to cope with the impact of recession, a raft of
  employment regulations, and found itself in need of re-evaluating its HR
  role. In this session we will be reviewing the current situation and the future
  of HR service delivery.
  > Deciding on insourcing, outsourcing and/or offshoring implementations
  > Selecting and developing HR technology solutions and employee
  platforms
  > Aligning corporate and HR strategy to provide an improved and
  consistent service
  > Responding to change following new appointments of senior level
  management
  > Re-evaluating the true cost and efficiency of your HR shared service
  centre