Programme

The ongoing pandemic can be viewed as a great leveller, with 1.30 billion Indians having been brought together by multiple nationalized lockdowns and safety guidelines. There has been devastation all around – jobs lost - incomes lost – families lost. The key question that is confronting organizations is that should they continue with their narrow focus on profits but also embed sustainability and social purpose while driving business continuity.


There are two aspects to this discourse. One, consumers are increasingly evaluating companies based on being purpose driven, their environmental, social, and corporate governance factors. Two, it has been observed several times that companies that execute with “purpose” as the base have greater odds of creating significant long-term value generation, which can lead to stronger financial performance, increased employee engagement, and higher customer trust. How can purpose driven businesses impact and grow at the same time?

In today’s competitive business landscape, organizations have realized that they cannot go alone. Industry leaders are recognizing the power of “ecosystems”—a proven construct that can drive growth. They need the help of partners that bring unique capabilities, data, customers, and industry knowledge that can be a source of innovation. COVID-19 has added impetus across the field: a rise in automation and artificial intelligence, growth of ESG and stakeholder capitalism, an increase in intangible assets as primary sources of value. This was also a shared experience that reminded organizations across industries of the need to partner with each other to drive value.

The voice is loud and clear. Businesses must pursue innovative, agile business models to remain competitive and grow outside of their traditional core business—and many perceive “ecosystems” as a strong opportunity to do so. This session would give you an overview on

  • How ecosystems are shaping the notion of growth
  • How to leverage the interrelated synergies in the ecosystem for business
  • What role do sustainable communities play across the entire value chain
  • How to align people performance to business goals for continually delivering growth
  • The role of HR in managing the ecosystem

Although many companies continue to pursue a singular vision of the ideal leadership style, the ongoing crisis mandates tomorrow’s leaders to be able to thrive across multiple complex environments and navigate unforeseen challenges. As the world aligns itself to the new normal, there is a felt need to approach organizational leadership for the emerging current context. There is an urgent need to break the fixed solid models and graduate to leading with compassion, courage and be risk defiant. This will essentially involve appreciating and maintaining an equilibrium between the right and the left brain. In this context, organizations are seeking a new model for the age of agility and there is an increasing thrust on empathy, trust, conscious leadership as the new ask of leadership. This session aims todiscuss:

  • How to set the right tone at the top of the organization in uncertain times?
  • How is leadership changing from top down to distributed leadership, shared leadership and conscious leadership? What are some organizations doing in terms of leadership development in these aspects?
  • What are the key differentiators of leadership in the new world?
  • How do you identify and develop the right leadership model for the new normal?
  • Central role of HR in developing leaders for today and tomorrow. How are organizations upping their game to have leaders who can lead into the feature?
  • Where are organizations going wrong in terms of leadership development.

The Human Resources function has witnessed dramatic shift in purpose and processes during and in the aftermath of the pandemic. While HR has been the custodian of people and people related matters in organizations, does the present situation necessities the HR function to change its approach of handling the people agenda.

In this context, attendees will learn how conscious HR practice will enable:

  • To bring to the fore how HR needs to change its game to integrate human touch and deliver a human centred experience in a bionic word
  • How to manage the aspirations of a changing workforce composition?
  • What is the emerging face, capabilities and contribution of the new HR?
  • How HR is transitioning to a more humane approach to managing workforce
  • What are the implications on wellbeing, rewards, variable costs and balancing profitability with growth
  • Deliver a human centred experience and manage the aspirations of a changing workforce composition?

It is an established fact that hierarchical organizations and siloed teams stifle productivity and growth. Before the pandemic, however, many companies found it difficult to drive an operating-model reinvention when there were plenty of other competing priorities. The pandemic made it clear that they were far more capable than they had imagined of significantly changing the way they work. What calls for in future times is designing an agile and networked organizational structure.

This session will discuss

  • How can organizational redesign support the business dynamics of the future?
  • How will an agile corporate structure design fuel innovation, creativity and growth?
  • What is the role of networks, empowered micro, cross-functional teams?
  • What is the relevance of hierarchies, linear vertical and matrix organizations?
  • Role of HR in managing the transition – from visioning to execution

The New ecosystem requires the need to reinvent organizational culture to meet the new business strategy and organizational design, adapt emotional and cultural drivers, reimagine the organization’s purpose, focus on the evolving employee expectations, and shape a future culture that is conducive to a great employee experience. The HR function is expected to anchor and lead the culture change process and help organizations to be more agile, risk-tolerant, experimental and resilient.

Companies that unlock a winning culture at speed and scale will transform at a pace that leaves their competitors behind. Developing a workplace culture around a growth mindset can be critical in helping employees become more engaged with and excited about their work, even in the face of challenges. In today’s fast moving and technology rich environment, HR needs to catalyze an organizational culture that identifies challenges and opportunities in order to keep their organizations growing.

Join in the session to engage in a provocative conversation around

  • How are organizations making culture reset a priority
  • Identify and rewrite which paradigms of culture and engagement need to change
  • How to repurpose mindsets and culture in new normal?
  • How to co-create culture as a sustainable business strategy
  • How can you leverage of employee voice and data insights to shape the culture your employees desire.

Organizations are simultaneously experiencing two seismic shifts- one is an accelerative shift towards the future of work and the other is a paradigmatic shift in the future of the worker and workplace. Together, the two shifts will create exponential changes in how we organize and operate our businesses.

This session will discuss:

  • What these shifts will mean to the talent landscape
  • What it will mean to workplaces and workers
  • Innovative uses of data and digitization to help with the shift
  • What will these shifts mean for organizational leaders

The COVID-19 pandemic has reshaped existing workforce trends and catalyzed new ones. Hybrid Work Is the New Remote Work. Many companies are rethinking the workforce mix and beginning to rely on highly skilled freelancers and the ever-growing gig economy. The expansion of remote work and a dynamic need for new capabilities have given way to an on-demand talent model. The emergence of the gig economy requires organizations to manage a hybrid workforce of contractors, gig workers, temporary workers, and on-roll employees. Reimagining the factory/ in-person set-up as a virtual/ hybrid and/or less-contact one in order to create a dynamic, distributed and inclusive workplace will also be a key future consideration. A systematic approach to post pandemic ways of working can capture the upsides of these models while mitigating the risks.

This session will give insights into:

  • Alternate Work Models have been tried even before the pandemic, what learnings do they offer?
  • How has the pandemic made the case for Alternate Work Models stronger?
  • How to manage the new divide in knowledge workers with flexible work and front-line operational workers on sites, manufacturing locations etc.
  • How, What and Who of the Alternate Work Models.
  • How is it likely to shape organizations’ approach to talent, capability and culture?

As organizations emerge out of the pandemic, the HR function is negotiating a new talent landscape to craft a strong and durable talent strategy for the post-pandemic world. While efficient and effective hiring continue to be important, HR must also consider the effects of large workforce transitions accelerated by the COVID-19 crisis and the key role that reskilling plays in helping close talent gaps. The blurring line between work and life while working remotely means that employee experience is even more critical and HR is expected to foster engagement and inclusion for all employees. The new Talent Mantra will involve moving away from a traditional approach and link talent to value, the best talent should be shifted into critical value-driving roles. Also, there is a great need to optimize workforce planning and strategy to tap into growth opportunities in the post-COVID-19 world.

This session will aim to understand the new talent perspectives and evoke a conversation around:

  • How to define your talent transformation strategy in the new ecosystem
  • How to anticipate and prepare for changing talent expectations on remuneration, growth, purpose, early retirement, post-retirement opportunities etc.
  • How will HR leaders go about attracting talent in hybrid work?
  • How is the thriving start-up ecosystem affecting talent mobility? How can organizations stop critical talent outflow?
  • How should organizations and HR leaders craft professional journeys for talents and curate experiences that will ensure engagement?

The whole ecosystem of work and business is undergoing a big shift. The future of work is now clearer than ever before. As we look to the future of work, the needs of employees are increasingly changing. The function of HR has also changed. From attracting the right candidates, to boosting the experience of employees, there is a need to remodel their workplace systems and create new best practices and prepare for the flexible future of work. There will need to rethink key HR imperatives for organization design, leadership and culture. How HR adapts in this ecosystem and shape this shift will determine the success of businesses.

With the Indian economy poised for unprecedented growth, businesses have an opportunity like none other and the key to unlocking this potential rests with the workforce! Yet the opportunity is fraught with challenges right from shortening business cycles, changing consumer patterns and huge reforms in compliance and labour laws in the imminent future. Employee expectations are also rapidly changing, with diverse employment models like hybrid working, gig and contract working and the pressures of cost, productivity and compliance remain ever-present. Now, more than ever, HR leaders need to strike the right balance between managing business complexities and rapidly evolving workforce expectations.

Join this session to learn about

  • How changes in work, the workplace and the workforce are driving new organization priorities
  • How business complexities are resulting in shorter cycles resulting in new challenges around planning for the workforce
  • What are some changing expectations of the workforce and what can organizations do to bridge the gap
  • What are some strategies that can help bridge the gap between business requirements and employee expectations

Organizations stay ahead of the curve on their capacity to adapt quickly to the changing business landscape — and building an effective learning ecosystem is essential to gaining a competitive advantage. According to The World Economic Forum's "Future of Jobs" report, 50% of all employees will need reskilling by 2025. As a result, the L&D function needs to strategically identify skills their organization needs in the future and develop a learning plan to close any skills gaps. But with the hybrid workplace in full effect, leaders now need to focus on seamlessly delivering personalized learning for their workforce. Enter "Blended Learning," or should we say re-enter.

With your workforce distributed between office spaces and homes, the challenge not only lies in addressing and delivering the learning needs but also assessing how those learning sessions would look? How can blended learning be best utilized for the future of work? How does HR decode human-machine balance? These and many other critical questions will be discussed during this session while you learn how to better leverage technology to enhance the learning experience.

Join this session to learn:

  • What the changing skills landscape demand in the new world of work?
  • How do organizations identify capabilities and skills of future that will be critical to their success?
  • How to overcome the challenges in executing the blended learning approach?
  • How to embed the agenda for fit for future workforce into the business strategy?
  • What are the various contours of the future of learning, and how will learning be delivered in the near future?
  • What are the skilling and reskilling models for machines and humans?

Customer experience is about delighting our customers, because if we delight them then they buy more and come back. And the employee experience is about how do we have employees that are delighted to work for our company and create great products and service, that we believe that we do truly see people as the heart of our business. Organizations that take the time to learn, think through and act thoughtfully to create a great employee experience will not only have an edge in attracting and retaining talent but also enabling these employees to create a great customer experience.

This session provokes thinking on

  • Using design thinking to design employee experience
  • Changing paradigms of employee experience
  • Best practices from industry

The importance of reward and recognition and its direct impact to business growth and profitability is well known. However, in a post-pandemic scenario, it is important to rethink reward and recognition with changing employee preferences, the high attrition rates being seen across industries & geographies and the business challenges. It is important to transparently link employee goals to business priorities and maintain a strong element of flexibility.

It is important to go back to the basics and rebuild your reward and recognition playbook. This session will provoke thoughts on:

  • Impact of the pandemic on what employees value as reward & recognition
  • Enhancing your Reward proposition – meet the evolving employee preferences & delivering higher value through flexibility
  • Balancing internal equity and external competitiveness in the context of the ‘Great Resignation’
  • Linking rewards to business strategy and balancing long term and performance rewards
  • Recognition and reach in a virtual world (new tools and experiments)

As remote working blurs the line between work and life, unprecedented ways of working are taking a considerable, detrimental toll on employee mental health and negatively impacting productivity as a result. As it turns out, there’s a whole lot more to it than a discussion about work-life balance, and HR leaders are prioritizing employee well-being and mental health. The narrative, however, is now shifting to identifying the happiness drivers to power to people strategy and graduate to being a “happy” workplace. A continued focus on nurturing employee well-being and driving happiness is also critical to developing workplace resilience.

Join this session to know more on how to design effective wellbeing strategies and shape the organaistion with a sense of joy and well being at the core.

The progress made in the D&I space may be derailed by the adverse effects of the pandemic. For human resource leaders, lessons from the pandemic crisis have highlighted the need for HR to have a clear and unequivocal mandate to create equity initiatives that drive positive change for all stakeholders across the ecosystem. The business case for diversity and inclusion is stronger than ever. It only helps if there are diverse viewpoints on the table while solving for unprecedented problems.

This session will discuss:

  • Some of the latest trends in the D&I space and how are organizations changing policies to bolster Diversity and LGBTQ-Inclusion commitments.
  • Are the results actually being achieved? What are the reasons for the gap
  • Ideas and thoughts and some practices that can help not only organizations across the sectors but also the larger society
  • What is required at the individual, family, Societal, organizational and policy level to make a positive difference?