Embracing HR & HRTECH
Tomorrow’s HR leaders will need to be bigger, broader thinkers, and they’ll have to be tech-savvy and nimble enough to deal with an increasingly agile and restless workforce. Technology is freeing up HR to take on bigger-picture matters, making the field more exciting, more demanding and perhaps more competitive as well.
Three Main Topics will guide the conference: Talent Acquisition & Candidate Experience, Talent Management & Employee Experience, Strategic HR & Leadership.
Talent Acquisition & Candidate Experience
The first topic will address how technology impacts recruitment and onboarding. More specifically, this track will dive into areas such as how recruitment processes will change in the digital age, how technological change influence onboarding processes, and why onboarding is more important than ever.1
Talent Management & Employee Experience
The second topic will provide valuable insights on how to improve your retention & employee experience. This will include how innovation impacts employee satisfaction, how making your retention efforts more technological will benefit the company, and why measuring employees precisely and correctly are important.2
Strategic HR & Leadership
The third topic will focus on how strategic HR & leadership change due to technology and how leverage it for your business. This topic will include how HR leaders motivate employees to drive organizational changes, how HR leaders should help form the corporate strategy, and how HR technology might change your business model.3
GET READY TO BE INSPIRED
• Understanding how to utilize your people data in the best way possible
• Tackling outdated Performance Management Processes
• Gaining an understanding of your current workforce
Recruiting the right people is imperative for the success of a business, and AI continues to become a vital part of this process. Forbes Insights found that 87% of senior executives believe that artificial intelligence (AI) is important to achieving overall business objectives. Using AI, we are now able to monitor and evaluate large databases of both passive and potential candidates. This does not only allow us to increase the volume of our talent pool but also secure more diversity within it, by disposing of possible human biases. However, AI has its limitations, therefore, businesses must develop a reliable strategy to administrate this new technology and the implementation of it. These are the central topics that will be discussed in this panel.
• Identifying the L&D needed for your organization
• Developing a succession program that retains top talents
• Predicting the future leadership needs
Investing in educating employees is not only beneficial for the company but the employee as well. As AI continues to supersede and perform more tasks within a company, it is crucial that employees acquire a wider array of educational skills so they can easily be delegated to new positions. This panel will teach you how and why you should invest in employee education, in order for you to retain and optimize the usage of your employees.
• Leading with remote work practices
• Identifying the traits of the future HR Leader
• Adapting to future technology
Uncertainty around economic, political, environmental, health and generational workforce challenges are posing questions to HR leaders not previously asked before. If we are to be prepared for an uncertain future, then we must ask ourselves what skills our future HR leaders will need to wield, in order to act proactively rather than reactively to abrupt societal changes.
• Building a data-driven talent pool
• Choosing a long-term strategy in an dynamic environment
• Allocate internal positions to match their skills
The way companies will need to recruit going forward has changed forever- companies must choose the right long-term strategy to remain competitive in the talent market. By building a data-driven talent pool, you are not only able to analyze large quantities of potential talents regarding recruitment, but also allocate internal positions between employees to match their skills. This panel will explore some of the key drivers for building a sustainable talent pool with a long-term outlook.
• Identifying the leadership traits needed of your organization
• Developing a succession program that retains top talents
• Predicting the future leadership needs
An effective leader will entail engaged employees and increase employee retention. Identifying and selecting the right future leaders are, therefore, critical strategic objectives for companies. HR should take an active role in developing leaders by encouraging them to fill their skills gap while also utilizing and enhancing their strengths. By creating effective strategies for identifying and developing potential leaders, you thereby ensure a sustainable and competitive company. This panel will teach you how to identify the right future leaders and improve their skills.
• Management experience and/or a commercial mindset has become an essential tool in the HR-toolbox
• Do HR struggle to break away from stigmatization?
• The importance of the front-line Managers impression of the HR department
With the evolution of HR over the last decade, we have seen new tendencies within the field. The role of HR has shifted from being a support-function into a tool that supports the process and growth in other sectors of the organisation. In this panel debate, our panelists will therefore debate how a commercial culture can be fostered within HR.
• Marketing techniques and strategies that will take your employer brand to the next level
• Attractively convey your company’s values, aspirations and needs with the people you are looking to recruit and retain
• Understand your local market to boost your employer branding
Over 80% of job seekers consider the reputation of a company’s brand a decisive factor in their decision to apply there. Your brand is at the heart of how you can attract and retain the best talent globally and for those entering or competing in new markets, developing an effective employer brand strategy is essential. However, each market is unique, and localizing your employee brand will allow you to attract the best talents to give you competitive advantages. Understanding the local market is therefore imperative to tailor your employer brand, while still remaining consistent with your overall employee value proposition.
• The CHRO’s opportunity to support the Board and CEO more effectively
• Shaping the organisations strategy through HR
• The future role of the CHRO
As a foundational minimum the CHRO should be expected to act as the HR functional business leader. The CHRO should have strong business acumen specific to the company, whilst also working with executive colleagues to shape organisational strategy. This discussion will explore the areas of missed opportunities where CHRO’s can support the CEO and Board more effectively.
• Importance of focusing on culture in the onboarding process
• Communicating the company culture properly
• Building a sustainable culture
Successful onboarding creates an essential bridge between the employee recruitment and the selection process. It is key to creating norms and expectations around company culture so that they are accepted as widely as possible. To ensure this, it is essential to convey the company culture early on in the process. Communicating the company culture is an important element of the onboarding process as it has a significant effect on employees’ attitude and adaptability. In the long term, a successful culture-centric onboarding process is, therefore, a prerequisite for business’ growth, considering a healthy company culture ensures consistent work from employees. This panel will teach you how to retain employees through a culture-centric onboarding process.
• Identifying and preventing potential burnout
• Ways to utilize technology to create a better workplace
• Understanding underlying factors that contribute to poor mental health
This panel will teach you how to improve the mental health of your employees. Mental health and physical health are closely linked, thus improving the physiological wellbeing of your employees will result in a healthier and more productive workplace. Spreading awareness on mental health in the workplace is, therefore, a key factor in reducing stress among employees. By proving your employees with resilience training while also ensuring that the practices of your business aren’t conducive to positive mental health, you will develop an effective and sustainable workforce.
• Staying ahead in a digital world with remote work forces
• Hiring and managing from a distance while keeping an overview
• Identifying the possible pitfalls and challenges of fully digitalizing the workplace
The global health crisis has catalysed the integration of remote working technology in a very condensed period of time. Immediately, this demanded that our leadership adapt to the new environment and adopt new strategies to ensure our teams stay motivated, productive, and safe. There are many benefits to moving digital outside of allowing business to continue in a during a health crisis, in this panel we will discuss how to lead from a distance successfully.
• Trends and predictions for the future of D&I
• Mindset and cultural shifts needed to create a lasting impact
• Data and strategies required to build more diverse and inclusive workplaces
Inclusion and diversity is a vital tool for creating innovative solutions and a progressive workforce. Using D&I to create a lasting impact is a matter of implementing a shift in mindset and culture. Leaders need to recognize how implementing strategies to build a more diverse and inclusive workforce will boost new thinking and creative teams. Adaptation to these structural changes is key to moving towards the future of management.
• Challenges and pitfalls of relying on patterns in employee data
• The future of data-led decision-making tools in HR
• Personal employee impression versus employee data
Businesses that use data-led decision-making tools are deepening their understanding of the successes, failures, trends, and patterns within their organisation. In our current socio-economic and health climate, owning this information will give businesses an edge across many verticals. However, at what cost does the additional knowledge and power that it wields have on the ethical and privacy rights of our employees as individuals.
• Mastering the art of recruitment
• Hiring in markets with talent shortages
• Preventing bad hiring
Talent shortages are going to be a huge challenge for hiring managers over the next few years, and with this comes pressure to hire.
As we all know, poor hiring is a common and very costly mistake that businesses make. This discussion will analyse strategies for hiring the best candidate for your company and how hiring poorly can be prevented.
• Looking into the future trends of L&D in the digital age
• Developing a long-term strategy for learning, reskilling, and upskilling
• Adapting to ever changing markets
The World Economic Forum estimates that 42 percent of the skills required from the global workforce will change between 2018 and 2022, and that by 2022, no less than 54 percent of all employees will require significant reskilling and upskilling. Rapid advances in artificial intelligence, robotics and other emerging technologies are happening in ever shorter cycles. The very nature of the jobs that need to be done and the skills required to complete them is changing incredibly fast. Our new world requires a more diverse, innovative, creative, and technologically adaptable workforce. This discussion will explore the methods, technology, and strategy available to plug the skills gap.
• Becoming the trusted business advisor
• The impact of AI and Predictive analytics
• Long-term strategic initiatives to power your HR department
Nowadays organisations are constantly reminded of disruption and exponential change. But how does HR fit into this equation? Discussions on these challenges often fall short to recognize the important role that HR plays in navigating through the uncertain future of the workforce. Preparing for the future workforce is essential for the success of the organisation and HR should play a vital role in this strategy.
• Soft-skill strategies for persuading your star candidates to join your team
• Use of psychometric and predictive analytical tools
• Approaching passive candidates
With a shortage of high-skilled talent, many employers need to pull out all of the stops to convince their star candidate to join a company. Many employers are now gravitating towards approaching passive candidates as a means to get the right talent on-board. This discussion will explore some of the key soft-skill strategies for persuading your star candidates to join your team, and not a competitor. We will also explore psychometric and predictive analytic technologies can help inform your C-level search/ acquisition strategy.
• Using a diverse workforce to enhance creativity and business growth
• The challenges and benefits of creating a diverse team
• Why diversity leads to more productive work environments
Hiring a diverse workforce is not only humane, but critical. This is because more people can relate to people from different backgrounds. Using diversity to create pools of talent that can drive the business forward, employees who feel that they are accepted and appreciated for who they are no matter what their gender, age, sexual orientation or ethnic background are happier.
• Nudging, pushing or shoving? Executing technological and cultural change in your organisation
• Understanding the psychological impact of digital transformation on the employees
• Identifying the possible pitfalls and challenges when embarking on a digital transformation
A workplace culture that supports innovation and digital change is created from a mixture of consistent communication, digital tools, and employee support. In such a competitive market, the ability to create and cultivate a digital culture is a real advantage. In parallel, a culture resistant to digital change will rely on old processes, tools and methods will undo any positive steps towards digital enablement. In this discussion, we will explore the digital workplace cultural strategies, initiatives and frameworks required to support digital transformation.
• Aligning people analytics with the business outcomes
• Measuring the impact of HR the right way
• Making sure that you are using the correct tools to interpret people data
HR is about managing and supporting people, so we are perhaps more used to the function taking a more empathic and less formulaic approach. However, data-led decision making is now an integral tool for any HR professional and essential for remaining competitive.
• Cultivating a workplace culture where conflicting viewpoints are welcomed
• Explore recruitment strategies and tools for ensuring your new recruits add new problem-solving diversity to your teams
• Pave the way for increased cognitive diversity in your workplace
Cognitive diversity refers to the variety of ways your employees think, learn, work, and solve problems. It also refers to personality styles and backgrounds. Studies show that the greatest indicator of whether or not teams work effectively together, is the diversity in the ways participants approach problem solving.
• Strategies for reducing unconscious bias in the hiring process
• Ways to improving diversity in leadership roles
• Understanding the underlying drivers for the challenges within D&I talent acquisition
With a lot of experience within talent acquisition, the panel debate will be touching on some of the most recognized topics in the public debate. The debate will provide insights on how strategies might help reduce unconscious bias in the hiring process, which in the end will help create a better dynamic and working environment in the office, and additionally improve companies matching candidates and jobs.
• Best practice for measuring L&D initiatives
• How to research if a L&D initiative will provide a positive ROI
• Creating a culture that embraces L&D
One of the biggest drivers for HR practitioners currently, is to be able to measure the success of learning and development programmes. As without this ability, you could be investing in ineffective initiatives and find it difficult to demonstrate ROI to stakeholders. In this discussion we will explore the learning metrics which to evaluate L&D effectiveness.
• Adapting to online recruitment and onboarding processes to access a broader talent pool
• Why your company needs to change and adapt to the digital change to survive
• How to stay updated on the evolving role of HR
The pandemic has shaped the way we look at HR and business. Recruitment processes have been taken to the digital world and it is now common to hire without physical meetings. A new era for HR and recruitment is born with hiring events and job interviews moving entirely online and companies building out remote onboarding processes that are enhancing their ability to hire outside the bounds of geography.
• Attracting a cognitive diverse team across generations
• Creating a culture that embraces different generations
• The challenges of not having a diverse work force
A multi-generational workforce offers a sure way to guarantee a cognitively diverse workforce. Studies show that a cognitively diverse workforce is a key factor in teams which are effective problem solvers. There are 5 different generations working at the same time for the first time in the modern era. With longer life expectancies, this trend is set to continue. Combine this with the rapid evolution of technology and the capacity that each generation is able to interact with it, a big challenge is emerging.
• Understanding the psychology of an organisation
• Shaping the organisations psychology through HR
• The future of organisational management
‘Human errors and human behaviour are a manifestation of the organisational management psychology and its processes- Dr Edwards Deming. To drive people effectively towards their goals and objectives, understanding human psychology is a prerequisite. To leverage maximum potential out of your people, apply the principles of organisational psychology to your organisation.
• Overcoming the fear of automation and ever changing work forces
• Adapting to changes and disruptive technologies
• Strategies to staying ahead of the newest technologies
The future of work has arrived with the rapid acceleration of disruptive technologies which are changing the way people and technology interact in the workplace. Automation anxiety is the fear that arises from negative preconceptions of AI and automation technologies which are creating real concerns and angst in some workforces.
• The need for human-centric compensation strategies to boost employer branding and employee engagement
• Ways to develop pay-fairness for the employees that align with the business strategy
• A look into the future of incentive strategies for human-centric compensation
Our workforce’s expectations of work are constantly evolving, adding new pressures, and asking new questions of our compensation strategies. In the uncertain environment that we currently find ourselves in, business leaders need to make forward-looking human-centric decisions on renumeration and rewards to drive talent acquisition and retention. Studies show a direct correlation between perceptions of pay-fairness and employer brand and employee engagement.
• Creating an efficient virtuel onboarding program
• The benefits and challenges with onboarding from a distance
• A glimpse into tomorrows onboarding strategies
In an increasingly virtual world, new strategies and technologies are integral for onboarding remote employees in a way which builds immersion and connection when they are not physically present. Providing your workers with an efficient onboarding program has been proven to reduce retention and increase employee engagement significantly.
• Avoiding management initiatives to end up in failure
• The ideal way to execute technological and cultural change
• Supporting the human element of organisational evolution
Any attempt at technological or cultural change in an organisation is a challenging path to embark on for any business leader, with around 50% of change management initiatives ending up in failure. In our current climate, the patterns by which our people communicate and work have changed abruptly, and there is also an almost universal shift towards the rapid technological integration of HR technology to support our ‘new normal’ – however long it lasts. To nudge, to push, or to shove? Organisations should always be changing in order to drive more value to our clients and customers, but how can we better support the human element of organisational evolution and guarantee success?