|The New World of Work and its Varied Challenges|
|0900 - 1000 Hrs||Registration & Tea/Coffee|
|1000 – 1005 Hrs||
|1005 - 1100 Hrs||
|1100 - 1115 Hrs||Tea/Coffee|
|1115 - 1215 Hrs||THE NEW WORLD OF WORK – OPPORTUNITIES AND ITS CHALLENGES
The workplace is changing completely with more organizations embracing digital technologies like Automation, Robotics, Artificial Intelligence and IoT. This is having a direct impact on how organizations function, employee’s work, where they work, and the skills and education needed to work. It is also imperative to balance experience, learning agility and employee aspirations of 5 generations and the Gig economysimultaneously.
|1215 - 1315 Hrs||THE GIG ECONOMY – HOW TO HANDLE IT?
The new world of work has brought a radical shifts in the nature of human capital requirements in organization. With changing business models aided by state-of-the-art technology has created a breed of dynamic workforce aka gig workers. This is the "new normal" and it brings a host of new challenges that HR leaders are grappling with. Managing Gig Talent within the present organization structure or outside it (gig workers in co-working space) and policy is one of the major issues.
While the concept of 'gig' has existed for some time, the recent increase has forced HR leaders to take a hard look at the immediate challenges in the Indian context.
|1315 - 1415 Hrs||Networking Lunch|
|1415 - 1530 Hrs||LINKING HR TO THE END CUSTOMER – GOING BEYOND INTERNAL CUSTOMERS
When it comes to HR as a function, we normally think of internal customers as a natural reaction. However in this fast paced environment, it is important to see and feel what impact HR processes, practices, policies and people have on the end customer. Are the performance processes that we drive internally delivering the intended value to the final customer? Are there feeds from them in terms of expectations in the above 4Ps that needs a relook? The intent of HR has to be to drive high performing organization and without knowing the conversion of ‘internal perceived value’ to ‘external customer value creation’, the journey feels incomplete. Let us dwell on this never discussed before topic.
|1515 - 1530 Hrs||Tea / Coffee|
|1530 - 1645 Hrs||HR ROI – THE WHAT AND THE HOW
CEOs today often argue on the importance of investing in HR processes and practices, and also stress on measuring the ROI of every HR practice. With technology enabling an all-round improvement of all HR sub-functions, ROI becomes even more important.
Studies show that organizations that carefully link HR activities to business strategy and measure it by metrics have a 33% higher return on total capital than organizations that do not. Measuring HR ROI is crucial, as HR is one of the most vital function of any business.
ROI is often associated with hard numbers and a common metric to measure impact on business results. But measuring HR ROI has a lot more contours. This is because HR deals with human capital, which is undoubtedly the biggest and most unique asset of any organization. So measuring the return on investment is not just easy arithmetic; organizations needs to rise above the present tools available to do this effectively.
As we expect HR leaders to be accountable for ROI to business leaderships, the parameters of effectiveness have also changed. This aligns HR to the strategic decisions that directly impact business outcomes.
|1645 - 1800 Hrs||IMPROVING BOARD OVERSIGHT OF HR–CAN IT HAPPEN?
HR leaders speak frequently about corporate governance but often overlook the governance of the function itself. Is HR oversight by the Board as effective as that provided to other functions (such as Finance) and how can it be made more robust? On the other hand, is the Board able to provide genuine value addition to HR? What can companies and their CHROs do so that Boards are constructively involved in HR / IR strategy, critical process design as well as the monitoring and improvement of employee productivity and engagement. How can the Board be strengthened and given the appropriate tools and support to play this enhanced oversight role over HR?
|1800 – 1900 Hrs||
DIVERSITY & INCLUSION IN THE NEW WORKPLACE
Diversity and Inclusion is going to be the most important component in the New World of Work. It is extremly important for organizations and HR leaders to understand the various facets and benefits of creating a diverse workforce including disabled, women, LGBTQ etc. Diversity and inclusion is the key to unlocking the true potential of an organization and it is a key business imperative for organizations that wants to stay competitive in a global marketplace.
|1900 – 2030 Hrs||Networking Cocktails & Live Performance
Live Performance by Mr. Ashish Vidyarthi
|“Employees in the New World of Work”|
|1000 – 1100 Hrs||Exclusive Keynote|
|1100 – 1115 Hrs||Tea / Coffee|
|1115 – 1215 Hrs||
CREATING UNIQUE EMPLOYEE EXPERIENCES – THE NEW NORMAL IN “EMPLOYEE ENGAGEMENT”
With the millennials becoming the largest share of the workforce, the influx of gig workers and a co-existing multigenerational workforce, the expectations of various stakeholders at the workplace is fast changing. Businesses have started to realize the importance of delivering a differentiated and engaging experience to keep employees happy, engaged and productive. However creating a compelling employee experience requires a deep understanding of the needs and expectations of employees. While a lot has happened on the employee engagement front, the entire life cycle of an employee needs a complete overhaul to keep employees actively engaged. Organizations are expected to build and deliver curated experiences that are inclusionary, equal and diverse in nature.
Employee experience design should be based on employees drivers, desires and development opportunities, R & R programmes should be tailor made to suit different employees. With technology as an enabler, HR leaders can define specific journey maps of different segments of the workforce.
|1215 - 1315 Hrs||
THE CHANGING LANDSCAPE OF L & D
In today’s business environment, organizations need to be more responsive and agile to find ways of building workforce capability at a much greater rate. With technology, Learning in the workplace is undergoing unprecedented transformation. Employees have access to on-demand learning content at a faster, more efficient and cost effective rate than ever before.
In this new world of work, L & D departments are constantly changing to make learning more personalized and on-demand. CLOs are constantly upgrading to latest tech offerings to make learning more meaningful, immersive and engaging. Concepts like gamified learning, micro learning are being adopted increasingly. The entire L & D landscape is set to change with the advent of AR / VR & Game Technology solutions.
|1315 – 1415 Hrs||Networking Lunch|
|1415 – 1530 Hrs||
EMPLOYEE WELLBEING AND BUSINESS PRODUCTIVITY
Wellbeing is not the same as wellness. Traditionally, wellness programs focus on physical attributes, however, wellbeing is much more than a measure of physical wellness. It is a measure of a person’s perception of how his/her life is going—whether it is fulfilling and satisfying, whether he/she feels her best every day, and where his/her life is headed in the future. Understanding employee wellbeing as a holistic life experience reveals a much broader definition of the term—one in which physical wellness, though necessary and important, is only a part of the overall wellbeing story. The session will discuss the various dimensions of Wellbeing including Physical Wellness,Social Wellness,Emotional Wellness, Mental/ Intellectual Wellness, Spiritual Wellness, Environment Wellness.
|1530 – 1545 Hrs||Tea / Coffee|
|1545 – 1700 Hrs||
BUILDING HR CAPABILITY FOR THE NEW WORKPLACE
With the advent of a new world of work, the HR function is also expected to change. The present HR capabilities and competencies are not enough to face the disruptions of tomorrow. HR practitioners must develop the capability to successfully use data, analysis and results to show the connections between HR and business KPIs, opening doors to new processes and people strategies that impact the bottom line of the organization.
|End of Conclave|