Why you need to be at the 2010 Strategic HR Management Summit
The past year has thrown a raft of challenges and difficult situations to HR professionals; now is the time to look forward and turn challenges into opportunities. The 6th Annual Strategic HR Management Summit will provide you with the new ideas and skills you need to implement your organisation’s strategic vision through the HR function.
Learn directly from people who have been there, with case studies focusing on:
• Creating a culture of change starts with HR
• Fostering a high performance culture
• Developing your workforce to meet future needs
• The reason why diversity is essential for business
• The importance of employment branding
Make the most of interactive sessions and networking opportunities
Roundtables discussing current HR issues such as recruitment, culture and performance, shared services and innovation along with speed networking and networking drinks will allow you to meet other HR professionals and share your HR ideas and solutions.
Two for One Deal
Attend this event with a colleague with our special Two for One Deal. If you register two people from your organisation at the same time, the 2nd person attends free!
Extra learning opportunity: Full day workshop – Creating financial returns and measuring productivity and performance
Learn in a small focused group with the expertise of a skilled trainer about how HR can help create financial returns for your organisation and identify ways to measure performance and productivity.
Two for One Deal
Attend this event with a colleague with our special Two for One Deal.
If you register two people from your organisation at the same time, the 2nd person attends free!
Full Day Separately Bookable Workshop: June 17th 2010, 9.00am – 4.30pm
Creating financial returns and measuring productivity and performance
The issue of cost control will be a corporate wide priority for 2010. HR professionals need to be able to analyse and measure the impact their initiatives have in both financially and non-financial terms. This workshop will focus on how to calculate and communicate ROI from your HR initiatives and will teach you key skills which will help to assert the importance of HR in your organisation and facilitate better communication.
• Identifying the desired workplace – behaviours, culture, environment
• Achieving the desired workplace – types of people and strategies needed?
• Linking HR initiatives with organisational goals
• What KPIs are required – financial and non-financial
• Packaging information and data which is set to align with organisational goals
• Communicating the impact of HR initiatives on the bottom line effectively
• Workforce productivity – measuring your current levels, increasing productivity and benchmarking against others
• Communicating metrics to both the Board and other parts of the organisation
• Calculating returns from training and development – is this merely wasted when people leave the organisation?
• Calculating the financial value of an engaged employee or high performing culture
Facilitated by Marc Fisk, Head of Corporate Services, Metrowater
Marc has had over 25 years experience in working on the people side of the business. He has been involved in change management, organisational development and culture change initiatives at many large companies while also being a mentor with Business Mentors New Zealand.
Agenda: Day 1
Registration & Coffee
Opening remarks from the Chair
John McGill, Chairman, Strategic Pay
Economic update for the HR professional
• Expected trends for the labour market – how do these affect your recruitment and retention strategies?
• What does the future hold and how can we harness future opportunities in the HR field?
John McGill, Chairman, Strategic Pay
Influencing the Board – HR’s involvement in strategic decision making
• Asserting the importance of HR in achieving an organisation’s strategic goals and implementing the CEO’s long term vision
• Communicating the needs of HR in a way in which the Executive will understand – speaking the language of the CEO and CFO
• Gaining buy-in to strategic HR programmes from the Board
• The HR department as a revenue enhancer and creating a return on investment
Marc Fisk, Head of Corporate Services, Metrowater
Refreshments and speed networking
Case Study: Fostering a high performance culture
Terry McCaul, General Manager Human Resources, Institute of Environmental Science and Research
Case Study: Creating a culture of change starts with HR
• Training and development – letting your employees know what is going on and how to go about implementing change
• Getting employees on board – their participation is essential to change management
• Aligning staff with the new organisational structure and communicating changes
• Reinforce and acknowledge successful change leaders
Diane Walsh, Culture and Change Director NZ, Lion Nathan
Interactive Mini Workshop: Authentic Leadership –Creating an engaged and motivated workforce
• How can you work towards and develop your authenticity?
• Creating a sense of engagement on multiple levels from your team
Stephen Drain, Director, AUT Centre for Innovative Leadership
Conversations that matter - Defining your labour requirements and capabilities in a changing market
• Exploring assumptions about how workforce requirements are defined
• Juggling between now vs. future requirements
• Ramping up and ramping down - changing the focus in a short time span
• From workforce requirements to workforce success
Monica Leon, Manager Workforce Planning HR, Transfield Services
Speaker has declined permission for her material to be online
Institutionalising knowledge while managing a modern and highly mobile workforce
• How do we institutionalise knowledge?
• Trying to mitigate the effects of a highly mobile workforce
• The IT industry as an example - workers are looking overseas for better job opportunities and career progression; what can we do to retain these people’s skills and knowledge?
Ross Pearce, NZ Lead HCM/OCS, IBM Global Business Services
Roundtables: Discussing key recruitment and HR issues
• Roundtable 2: Measuring and aligning culture with performance; facilitated by Terry McCaul, General Manager Human Resources, Institute of Environmental Science and Research
• Roundtable 3: HR and shared services – Is this the future of HR?; facilitated by Marc Fisk, Head of Corporate Services, Metrowater
• Roundtable 4: Recognising and rewarding innovation; facilitated by Susan Doughty, Director, DSD Consulting
Summary remarks from the Chair and end of day one
Agenda: Day 2
Opening remarks from the Chair
Case Study: Developing your workforce to meet future needs
Jenna Clarke, Workforce Development Manager, Counties Manukau DHB
Innovative ways in which to retain talent – Holding on to your most important resource
• Is there potential for non-cash reward?
• Matching your EVP to your key talent
• Making it sticky – crafting the perfect offer that’s unrivalled in the market
Una Diver, Director, DSD Consulting
Mark Kidd, Managing Director, Matrix One
Building a great workplace – Why it’s more important than ever!
• What constitutes ‘a great workplace’, and what’s business case for developing one?
• What does an ‘engaged workforce’ look like, and how do we measure this?
• What has been the impact of recession 2009 on engagement levels?
• What are the consequences of a ‘disengaged’ workforce in recovery 2010?
• Achieving ‘best workplace’ status – where to start
John Robertson, Managing Director, JRA
Case Study: The importance of employment branding at Air New Zealand
• Communicating with prospective employees
• Rejection management
• Importance of customer experience and engagement during recruitment
• Driving recruitment to develop performance and company culture
Simon Pomeroy, Head of Customer Loyalty, Air New Zealand
Speaker has declined permission for his material to be online
Case Study: Why diversity is essential for business – The ANZ story
• How we have created a diverse workforce
• Specific benefits gained from diversity at ANZ
• Having diversity flow through the organisation; from the hiring of people to the marketing of services
• Lessons to take from ANZ’s policy and implement into your HR operations
Felicity Evans, General Manager, Human Resources
Does HR have a role in coaching at work?
• Who benefits most from coaching?
• What’s in it for the organisation?
• How do you build coaching capability in line managers?
• Measuring the intangible
• How does your HR team measure up?
Chris Johnson, Partner, Kerridge & Partners
The emerging power of the digital brand
• Adapting to change – changing the way we network, recruit, find work
• Trends in social media – LinkedIn, Facebook, Twitter; what’s next?
• Harnessing the full benefits and avoiding the downfalls
• The age of the individual and brand me – what this might mean for recruiters?
Linda Coles, Director, Blue Banana
Closing remarks from the Chair and end of conference