|1530-1545 Hrs||Theme Address by Mr. T. V. Narendran|
|1545-1645 Hrs||Keynote Address|
|1645-1730 Hrs||Networking High Tea|
BUSINESS CYCLICALITY AND PEOPLE GROWTH – A PERSPECTIVES FROM CEOS
As businesses pass through turbulences, globalization, de-globalization and the need for continuous revisit and revision of business models, how can organizations remain focused on people development and growth? Is the concept of a lifetime job any more relevant? The task becomes even more challenging in the context of constantly shifting business goalposts that organizations are encountering.
The session will share the perspectives of CEOs on how organizations are reconciling to these issues and enabling a convergence between the business agenda and the people charter. What are their expectations from the HR fraternity in this regard?
|1900-2030 Hrs||Networking Cocktails and Fun time|
GLOBAL HR LEADERSHIP – THE CHALLENGES AND NEEDS FOR FUTURE READINESS
Today, as never before, the call for “leadership” in the HR function is gaining stronger voice. Not only is the HR function expected to play a proactive role in integrating ethics, values and culture in the organization’s governance structuring and processes, it is also expected to bring about the right balance between people orientation and value add to business. Business Value Creation at every level has emerged as a critical HR priority and challenge. The key challenge of the HR function is to demonstrate business value creation, be comfortable in financial objectives, explain and distinguish clearly between annual spends and human capital building.
The New DNA of HR Leadership needs to be embedded in their ability to understand the language of business and keeping people connected and engaged in driving a culture of innovation, learning, collaboration and continuous improvement.
The session is envisaged to focus on the key challenges HR faces today in taking up this leadership role. Is HR right up there boh for effective strategy and meticulous execution for delivering Organization’s success?
The session will share experiences of a high powered CEOs, CXO colleague stakeholders, Business Heads and CHRO.
ADDRESSING THE NEW AGE TALENT ASPIRATIONS AMID CHANGING EMPLOYER EXPECTATIONS – DRIVING A CO-EXISTING SUSTAINABLE PEOPLE MODEL
Talent management has become one of the most critical challenges of HR leaders especially given the widespread talent and skills shortages.
Many older organizations are also grappling with the challenge of managing the talent management needs of a multigenerational workforce of 5 generations coming together plus machines.
How do we balance experience, learning agility and employee aspirations of 5 generations? A common Employee Engagement is no more relevant. Running frameworks of role, careers and backing it up with great employee experiences across varied generations sometimes takes the Organization to right direction.
How are career tracks, HiPo-programs, work-life synergies etc across this multi-generational workforce driven through coexistence and treating all of them as relevant for organization.
The session will specifically focus on understanding how organizations are redefining their talent management strategy to address a multi generation workforce.
HUMAN CAPITAL RISK MANAGEMENT – TIME TO TAKE COGNIZANCE
CEOs and CHROs have ranked Human Capital Risks (HCR) as the top risk facing organisations in India. Surprising, yet a fact reflective of the emerging risk landscape. CII and Willis Towers Watson conducted a path breaking study in 2016 which found that 62% companies in India indicated HCR to be an urgent Board level concern, yet only one in three have a formally defined risk mitigation strategy in place and just 40% believe they are effective at HCR management.
There is a genuine need for greater discussion, debate and finally recognition of the critical role Human Capital and hence risks associated is expected to play in propelling India Inc. towards realising its full economic potential.
Through a discussion between CHROs and Chief Audit/Risk Officers, this Session will focus on how organizations should integrate the perspectives of all the stakeholders of Human Capital Risk – HR, Board, Leadership, Audit and take a systematic risk based approach to manage human capital rather than depending on subjective judgments or informal processes.
• Why are ‘people’ and ‘people related risks’critical for driving sustained business success?
|1515-1530 Hrs||Tea / Coffee|
DIGITAL HR – INTEGRATING TECH INTO THE DNA OF HR – WHAT IS STOPPING IT?
HR needs to enable digital absorption across all the areas of the business through people processes.
• To ensure business growth
The potential of leveraging technology in HR are enormous, especially in successfully using data, analysis and ensuring results. HR can open doors to new processes and people strategies that directly influence the business. However, inspite of the known potential, Digital HR is yet to be fully integrated with the DNA of the organziation. Is the dilemma between the adoption of a “high-tech” viz-a- viz a “high touch” strategy the main hindrance? Is it lack of skills to take it to the next level? Is it lack of ability to see the big picture of tomorrow?
The Session will specially focus on what does it take to integrate technology in the DNA of HR functions, and share experiences bringing out the above. How are organizations readying themselves for a tech led future?