Do we need HR?

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FOREWORD from the Chairman “Do we need HR?”Seminar A recent survey of CEOs reveals that HR is overwhelmingly viewed as the least agile function. CFOs claim that their attempts to work strategically with HR are the most trying. Business leaders concur, with nearly 50 percent reporting that HR is not ready to lead. Even HR itself agrees. In a March 2014 global survey, HR and talent executives graded themselves a C-minus for overall performance. HR needs to bring its own specialist skills and unique insights to create a series of strategic performance capabilities that enable the delivery of the business model. It has to deliver the strategies that help create innovation, customer centricity, lean management, collaborative and partnered performance. But will the function be squeezed out of this role? The world has moved on since the last major paradigm for HR, and there are a new set of challenges. HR functions find themselves being “leaned”. It becomes difficult to maintain all its areas of expertise. The problems organizations need HR support on are increasingly cross-functional and need joint input from expertise from other disciplines, such as operations, IC, Marketing, IT,... The solutions are also cross-functional. CHAIRS SPEAKER PANEL Professor Paul Sparrow Director Centre for Performance Led HR, Lancaster University Author of: ‘ Do we need HR?', 'Strategic TM: future directions', 'Globalizing the HR architecture','Organizational effectiveness, people and performance: new challenges, new research agendas', 'The contribution of David Ulrich to the analysis of HR departments',… Dr. Philipp Zimmermann Global TM Director Evonik Industries AG Germany Philippe Duvivier Director, Customer Experience & Human Resources Toyota & Lexus Belgium Ed Marsh Global Head of HR Nestlé Professional Switzerland Laura Marsi Head of AMOS (Allianz Managed Operations & Services) Transformation - Board Div. Finance, HR and Transf. Allianz Switzerland PARTNERS No longer can people dedicated to OD, EE or TM, work as separate centres. They need to have their expertise “mixed and matched” and aligned much more flexibly with the business needs and with the major change projects of the day. Meanwhile, the increasing power of IT and sophistication of e- enablement means that these service providers were moving up the value-chain of services, adding more activities and expertise, and being able to provide these services direct to line managers if necessary. HR has then been on its own learning curve. HR has been building specialist and hopefully more strategic expertise and parcelling it up into CoE's, and building a cadre of HRBP's. But has it been able to deliver strategic support? Has it become too siloed, built around traditional functions of resourcing, TM, OD and C&B? Critical questions around the role of the function remain, and the strategists are asking what is strategic about the HR function and its knowledge? This seminar will look at some of the ways in which HR functions have responded. What are the consequences for COEs, HRBPs, and the delivery of change management? Join us in Barcelona to find out, Paul Sparrow Ben van Stekelenburg Group Director Organisation & Capability Associated British Food Agriculture (AB Agri) UK Trond Jakobsen, Vice-President Segment HRBP Yara International Norway Gero Pickert, Vice President-HR Operations Nokia Germany Nancy Groesch Global HR Leader GE Germany Olaf Lange Managing Partner Team Steffenhagen Consulting Germany Premier Academic Silver 01.
“Do we need HR?”Seminar Programme Day 1 WEDNESDAY 18th MARCH 2015 08:45 09:45 10:00 10:30 10:40 11:10 11:20 12:15 13:30 14:00 Registration & Welcome Coffee Opening of the Conference by the Chairmen: Professor Paul Sparrow, Director, Centre for Performance Led HR and Ben van Stekelenburg, Group Director Organisation & Capability, AB Agri ALIGNING HR WITH PERFORMANCE DRIVERS Laying out the performance challenges facing HR The HR function needs to evolve its structures and delivery model once more, in response to a number of challenges What becomes important in HR terms in dealing with the challenges of innovation, lean, customer-centric and collaborative organisations The different levels of support that have to be offered Development of a new cross-functional capability based around the delivery of organizational capability Professor Paul Sparrow, Director, Centre for Performance Led HR, Lancaster University 10 min. Q&A Session with Paul HR & THE BUSINESS Ideology-driven concepts that can be challenged Expectations created, partly fault of HR itself, are not addressed and hence, the businesses question the 'monopoly' HR likes to run Business Partners rarely became Business Partners - so, why do we need them? Good ESS/MSS and a smart IT can replace much admin work - so why not outsource the rest? Everything changing: From strategic people development to mid-term resource management The human touch: Outdated European values on the decline? Many traditional recruiting techniques are statistically questionable for their selections results - why was it discovered so late and what did we pay HR for? Gero Pickert, Vice President HR Operations, Nokia 10 min. Q&A Session with Gero Industry Networking Session During this session, you will have the opportunity to discuss a particular question of interest with Industry Peers (Pharma, FMCG, Energy, Manufacturing, Telecoms,..): Have HR leaders engaged with GM's and evidenced how their function enables the delivery of important performance outcomes? Why should freeing up time from transactional activity and moving it into areas of expert knowledge make the function any more strategic? How should HR competencies be changed in line with HR transformation? How do you develop your own Business Sense/Acumen? Led by the Chairs Lunch & Networking Transforming the HR organisation: the challenges faced along the way and the contribution (added value) of HR to the organisation How to develop a relevant HR function in a global setting How to bring value to different stakeholders Aligning HRBP, HR Service and CoE's to provide what the business needs How to develop relevant internal competencies for the future Trond Jakobsen, Vice-President Segment HRBP, Yara International 10 min. Q&A Session with Trond 14:10 14:50 15:30 16:00 16:10 16:50 17:30 18:00 18:10 19:00- 20:30 Interactive Roundtable session How can HRBPs become accountable for business outcomes? Has HR just become the mediator of internal business processes? Who are your stakeholders? What relationships will be key to your success and how do you build trust? There's a difference between scanning the business and really being immersed in it, what do CEO's/ CFO's expect from HR? Led by the Chairs Coffee & Networking HR : 'Less is more' or how to achieve more business results by doing less HR A real case study in a highly competitive and changing retail environment Let's imagine a world without HR, what would be the consequences? What does it take for HR to make a real business difference both in terms of business results and customer experience ? Why should HR focus on employee engagement rather than on employee satisfaction? The customer perspective Philippe Duvivier, Director, Customer Experience & HR, Toyota & Lexus 10 min. Q&A Session with Philippe Interactive Roundtable session Big Data: Does HR need to stop reporting and start prediciting? Will the HRIT be able to grow and scale with the organisation? What is the degree of flexibility and scalability that the HRIT software provides? Is Big Data, HRTech, Cloud HCM just a trend or is it the future for HR? What do your data priorities mean from a people-perspective? Led by the Chairs Coffee & Networking Is HR ready to support an agile organisation or is an already agile business pushing HR to become...agile? Rapidly changing customer requirements expect organisations to become agile and lean: an agile organisation needs an agile and lean HR function….. are we ready? To survive HR needs to become faster than the business. How to introduce agile to HR How to implement agile methods in HR itself What leadership behaviours does HR does to promote in order to sustainably nurture an agile organisation Laura Marsi, Head of AMOS (Allianz Managed Operations & Services) Transformation - Board Division Finance, HR and Transformation, Allianz 10 min. Q&A Session with Laura Wrap-up - End of Day1 Evening Drinks Reception 02.
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