From Head Count Reduction to Talent Planning


Chris Leek, 06.11.2009, Economic Chamber of Commerce

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The financial crisis and the resulting contraction in business activity has put workforces and the executives under an unprecedented level of stress. Employees fear job uncertainty and have lost a great deal of goodwill, motivation and trust levels towards their companies and senior executives. Corporations downsized massively, often in very demoralizing ways. While it is not clear when economic recovery will occur it is clear that senior executives have to prepare to deal with effects of downsizing and prepare for improving market conditions. This seminar will deal with the ways in which you as senior leaders can assess the current HR and talent environment in your companies, what different recovery strategies for general personnel and talents are and how to manage the challenges of implementation.

Who Should Attend
· C-level members and senior most HR/talent managers
· Companies are encouraged to send small groups of 2-3 executives to work on their imminent HR and talent management challenges

Agenda

9:00 Registration

9:30 – 10:15 Module 1: The Changing Face of Business
· The impact of economic downturn on business and upon HR
· Social expectations
· Regulatory impact (increase in governance etc.)
· Are we all becoming increasingly the same as everyone else?

10:15 – 11:00 Module 2: Managing Turbulence
· Assessing vulnerability & building resilience
· Building a Talent Strategy and Leading through change
· HR’s role in containing turbulence and growing your competitiveness
· Blending deliberate and emergent strategy · Capitalising on opportunity

11:00 – 11:15 Coffee Break

11:15 – 12:00 Module 3: Leading Change and Managing Uncertainty
· Achieving our vision
· Getting buy in and mobilizing commitment
· Impact analysis
· Meeting the needs of our stakeholders in challenging times

12:00 – 12:45 Module 4: Finding our Blue Ocean
· Innovation as a key differentiator

12:45- 13:30 Lunch Break

13:30 – 14:15 Module 5: Managing the Organisational and Talent implications
· Avoiding reduced capability when focusing on cost saving
· Harnessing the strength of our investment in human capital
· Ensuring our talent management and pipelines are adequate for the need
· HR and OD – can it work?
· Challenging traditional organisational structures
· Ensuring that our talent and performance management systems are suitably integrated with our goals

14:15 – 15:00 module 6: So What?
· The implications for our HR Role, act now or wait and see?
· The next steps
· Breakout session and conclusions
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Chris Leek
Chris Leek provides support to organizations on a wide range of issues in the field of strategic development of people and organizations and in a wide range of locations. Chris has worked for a substantial number of organizations across Europe, the Middle East, Asia and the United States. His areas of expertise are: Strategic Leadership and Management of Change and Innovation in organizations, and the Human Skills underpinning it; the development and execution of Strategy, Executive Leadership, Building High Performance Organizations and Teams, Assessment and Development of people, Talent Management and Performance Management.
Chris has worked with Fortune 500 clients in the agro-chemical industry, aluminium, banking, beverages, bio-tech, chemicals, construction and construction materials, consultancy, extractive industries, facilities management, financial services, fire and rescue, food, freight and distribution, education, electrical, mechanical and plant engineering, landscaping, legal, manufacturing, motor manufacture, newspapers, oil and petrochemicals, pharmaceuticals, police and justice systems, power generation and distribution, printing and publishing, retailing, telecommunications, the tobacco industry , tourism and utilities.
He has also worked at senior management level with many public sector organizations and not-for-profit organizations- Local and Regional Government, Police Forces and Executive Agencies of National Government in the United Kingdom and the European Union. He has also worked with organizations during their public-private sector transitions, in the UK with Water, the National Rivers Authority and the Environment Agency, and has directed the HR Masters Programme at Aston Business School.
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