Posts Tagged #HRevent14

HR in the headlines – Lucy Adams – BBC HR Director

Being introduced with a newspaper headline entitled ‘Lucy Adams has killed HR’, the interview with Lucy Adams commenced!   Lucy Adams introduced the session by saying that the experience was very difficult, and that keeping a sense of perspective was absolutely key to getting through this.   Lucy was then

The changing nature of work

Stuart Crabb, Director, Learning – Facebook Subtitled ‘The future of work is now’, Stuart opened by talking about how being social is nothing new, but talked about how fast the world is changing more quickly than ever before. He cited marshall mcluhan on how we shape our tools and then

The banking culture – Changing it and rebuilding trust

Kate Moughtin, HR Director, Barclays   Kate talked about her dislike for the buzzword ‘culture change’ and prefers to talk about it as doing things differently and refers to Barclays having a ‘moment’ which necessitated change.   Employee engagement scores were high, and Kate described how staff really care about

Are we developing the right skills for the 21st century?

Susan Yell, HR Director, Warburtons   Susan talked about Warburtons’ HR journey over the last couple of years and of how, originally, ‘people’ didn’t receive the same focus that was given to products. In these tough times, talent is a key differentiator (and can make the difference between success and

Emotional intelligence at work – how to make change stick

David Jenkins & Jo Maddocks, JCA Global   We started with an exercise, gazing into the eyes of the person (a stranger!) sat next to us. First, we looked at them as if they had come to us with a problem, then we looked at them as if they were

Attracting retaining and developing top talent

Ken Jones & Arjen Vermazen, Astellas Pharma Europe Ltd   Great companies need great employees and great employees need great employers. This makes it important for companies to become an employer of choice and make sure that people feel a strong sense of belonging. This means that you truly need

Building your own gold mine of world class performance

Rasmus Ankersen – Author and High Performance Anthropologist     Rasmus opened the session by looking at how the best long distance runners in the world come from Ethiopia, and that they come from one village, Bekoji. As he studied this, he discovered that it was common for a stream

A kind of alchemy – making new money from staff stuck in a rut

Will Peachey, Head of global talent & HR, Infrastructure Services, Capgemini   Will Peachey opened the session by talking about the challenges that Capgemini faced when they faced new competition which meant that they had to put a renewed emphasis on their people. Will suggested that we need to focus

Talent management is only successful when embedded in your business

Daniel Clark & Tim Stewart, BPP University   The session opened by looking at what has sometimes happened in the past, where a senior manager would have a hunch about ‘we have a problem in our business with….’ and then everybody would be sent on a course, often an activity-based

Nestle – Engaging the future leaders of tomorrow

Engaging the future leaders of tomorrow – Jo Ward, Head of Talent, Nestle   Nestle felt that their talent pipeline was starting to dry up and were starting to see a significant increase in staff turnover in the graduate population.  In response to this, Nestle launched The Nestle Academy to

Supporting sustainable engagement from the millennial generation

Jo Protherough (Director, UK Oracle Practice, Hitachi Consulting EMEA Ltd) and Peter Bricknall (IT Advisory team) – ‘Talking about my generation’ – Supporting sustainable engagement from the millennial generation. Diversity is important and we learn a lot from other people, including those of a different generation. We looked at definitions of

Transformational Leadership

Professor Ignacio Alvarez de Mon – Professor of Organisational Behaviour, IE Business School   This session on transformational leadership began by looking at vulnerability, which was described as just the opposite side of the coin to power. We need to accept vulnerability as a stepping stone to power, even if

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