1. business and industrial

 Forum Day 1 |Tuesday 9 June 2015 08.30 Registration and Morning Coffee 08.55 Opening Remarks from the Chair Wale Adediran, Group HR Director, Flour Mill Group 09.00 Interactive polling session ‐ live statistics generated by the audience
Setting the tone for the rest of the agenda, this session will help you put matters in perspective and generate data and statistics to support your HR practices. 09.10 CEO expectations of HR leadership: the role of HR in navigating uncertainty and pursuing the growth agenda  Understanding the mind‐set of the CEO: Metrics, Data, ROI and tips on how HR can drive the conversation on organisational strategy  How to successfully secure CEO buy‐in for HR initiatives and bring people onto the business agenda  Navigating the CHRO insider/outsider dichotomy: Leveraging human capital expertise to execute the strategic agenda whilst maintaining objectivity of HR decision making Lazarus Angbazo, Managing Director, GE Taiwo Otiti, CEO and Country General Manager, IBM Usen Udoh, Chief Human Resources Officer, Dangote 09.50 HR as a Business Partner: Shifting from administrative to strategic In this showdown of case studies, leading HR Directors will illustrate how to transform HR from an archaic administrative function to that of Strategic Partners able to bring value add solutions to the corporate boardroom. Case Study 1 Aligning HR with organisational strategy to drive business growth  Devising a strategic framework to align HR with organisational strategy  Ensuring competency model alignment with business strategy for superior performance  Implementing performance management systems to sustaining a culture of high performance and productivity Adediran Aderemi, Human Resources Director, West and Central Africa, GlaxoSmithKline Focus: HR / Business Alignment 10.20 Case Study 2 Selecting and leveraging appropriate metrics to justify HR value to the c‐suite  Selecting the most effective metrics to show the HR contribution  Aligning HR metrics with critical business KPIs and strategic organisational objectives  Assessment of challenges, solutions and the outcomes Ihuoma Onyearugha, Director of Human Resources and Medical, Chevron Focus: HR Metric 10.50 Microsoft speaker and session TBD
11.30 Morning Coffee and Speed Networking Break
12.10 Redcare Health Insight Session Speaker TBD 12.20 Case Study 3 HR as change agent driving organisational transformation and culture change  Designing a framework for organisational development and change management for business success  Cultivating an open communication culture to secure buy‐in and sponsorship for organisational transformation  How to ensure retention of your change management and people management practices for sustainable competitive advantage Amina Oyagbola, HR Executive, MTN Focus: Change Management Roundup Panel Discussion and Q&A CEOs can ill afford HR practitioners content to sit on the side‐lines in the battle for market share. This panel of experts will exchange best practice strategies on how HR practitioners in the region can become strategic business partners. Ihuoma Onyearugha, Director of Human Resources and Medical, Chevron Amina Oyagbola, HR Executive, MTN Adediran Aderemi, HR Director, West and Central Africa, GlaxoSmithKline 13.10 Managing diversity and understanding Gen Y to unlock the potential of Africa’s millennial talent  The business case for diversity: Demonstrating the value of a diversity strategy to improve organisational effectiveness  Managing the ethnocentric and cultural diversity variances in Africa for high performance  Defining diversity: Incorporating socioeconomic realities to understanding what diversity means for your organisation to effectively devise diversity metrics and scorecards  Successfully aligning your diversity strategy with your organisation’s objectives and value framework Tom Shivo, Human Resources Director, Airtel, Nigeria Focus: Diversity and Inclusion 13.40 Networking Lunch 14.30 Interactive talent management roundtable discussions This interactive session divides the audience into 3‐4 groups, each representing an industry and / or a hot topic ranging from HR as a business partner to succession planning. Each roundtable is tasked to come up with three practical strategies related to their topic and/or industry. Discussion will go on for 25 minutes and then each moderator will present his or her table findings. 15.30 Afternoon Coffee and Networking Break
16.00 Talent management strategies to attract the best and brightest: winning the war for talent With demand for critical top talent high, and supply low, Africa’s battleground for talent is intense and one of the fiercest globally. In this showdown of case studies, talent leaders will share insights on talent management strategies that position you favourably to win the war for talent. Case Study 1 Developing and implementing a game changing talent management strategy  Designing and implementing an integrated talent management strategy  Developing innovative strategies to attract and engage diaspora talent  Talent Identification 2.0: Bridging Africa’s talent gap and assessing the value of development vs acquisition Wale Adediran, Group HR Director, Flour Mill Group Focus: Talent Management Case Study 2 A succession planning roadmap: leadership Development pipelines for sustainable competitive Advantage  Building a sustainable leadership pipelines from within your organisation  Imsplementing effective career mapping frameworks to drive business performance  Ensuring local talent are globally competitive to meet the challenges of global competition and the necessity for talent mobility Tosin Akinyemi, HR Director, British American Tobacco West Africa Focus: Succession Planning Case Study 3 Roundup Panel Discussion and Q&A Tosin Akinyemi, HR Director, British American Tobacco West Africa Wale Adediran, Group HR Director, Flour Mill Group Adediran Aderemi, Human Resources Director, West and Central Africa, GlaxoSmithKline Ibiene Okeleke, Group Head of Human Resources at Sahara Group 17.25 Closing Remarks from the Chair Forum Day 2 |Wednesday 10 June 2015 08.30 08.55 09.00 09.30 Registration And Morning Coffee Opening remarks From the Chair Unleashing the power of talent analytics to extract valuable insights that empower decision makers
 Developing data‐driven HR: Building an HR analytics strategy from the grounds up  The business case: Strategies to justify the ROI of HR analytics to your CFO and senior leadership  Leveraging talent analytics engines and workforce analytics as tools for effective talent optimisation Tanmo Imobekhai, Human resource Information technology Expert SAP Developing a compelling and effective employee value proposition for a high performance workforce in Africa  How to demonstrate the value and importance of an effective employee value proposition and the impact on bottom line  Corporate brand and EVP alignment: ensuring collaboration between HR, marketing and the business  Redesigning your EVP to attract new and demanding talent segments and reduce new hire premiums Themba Nkosi, General Manager, Human Resources, orporate communications and transformation, ArcelorMittal, South Africa Focus: Employee Value Proposition 10.00 10.30 10.50 11.20 Employee engagement strategies to retain talent and unlock hidden potential A study by Harvard Business Review found that three quarters of the 550 executives surveyed said most of their employees are not highly engaged. Executives understand the link between high engagement and bottom line growth but are often at a loss as to how to tackle the challenge. Join in this session in which HR Directors showcase how to step up to the plate and devise employment engagement strategies for measurable and tangible engagement success. Case Study 1 Culture and Engagement: The New driver of the Organization
 The role of Leadership in shaping a culture  The new model of work in the age of culture  Where companies can start  The results speaks for themselves Ron Thomas, CEO, Great Place to Work, Gulf Focus: Employee Engagement ROI Roundup Panel Discussion and Q&A
Ron Thomas, CEO, Great Place to Work, Gulf Napoleon Esemudje, Chief Human Resources Officer, Fidelity Bank Morning and Coffee Break Performance management strategies: leveraging performance management for competitive advantage
High workforce performance is critical in today’s market. Join this showdown of case studies in which HR thought leaders will share regional performance management best practice to enhance workforce productivity. Case Study 1 Developing and implementing an effective KPI framework for growth 
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Accurate job profiling and competency based performance management as key tools to align performance with business goals Appraisals, objectivity and the impact of KPIs and objective setting on the bottom line No measurement, no improvement: how to measure the impact of performance management on corporate KPIs Speaker Session reserved Roundup Panel Discussion and Q&Ass Olaitan Hamza, Head of Performance Management, Nigeria LNG 12.20 13.20 Networking Lunch Compensation, rewards and recognition strategies to engage and retain critical talent in Africa In an environment where top talent expediently dispense with loyalty and auction their scarce skills to the highest bidder, this showdown of case studies will feature insights on how to design a total rewards strategy that ensures rewards work for your organisation, rather than against it. Case Study 1 The power of linking your total rewards and talent management strategy to drive retention  Aligning your rewards and talent management models with your strategic objectives  Moving beyond remuneration: recognition programmes and the effectiveness of non‐cash incentives in the region 
Diverse reward structures for a diverse workforce: ensuring a reward mix to cater to differing workforce demographics and talent segments Charles Gbandi, HR Director, Shell Petroleum Focus: Total Rewards Strategies Case Study 2 Executive retention in the region: Attraction and retention of senior leadership in the region  Effective reward differentiation and the benefit in kind incentives to lure and retain top leaders  From pay to passion: Aligning corporate values and culture with your CEO to improve retention  How to strategically create a competitive executive compensation plan to mitigate executive turnover Focus: Executive Compensation Roundup Panel Discussion and Q&A Charles Gbandi, HR Director, Shell Petroleum Kafilat Araoye, Group Head, Human Resources Group, GT Bank 15.00 Afternoon Coffee and Networking Break
16.00 Re‐thinking the HR and Internal Communications Partnership 
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The six accountabilities of a world‐class Internal Communications team Perspectives on how these accountabilities link to mega trends in driving employee engagement How these six accountabilities can lead to more joined‐up strategies between HR and internal communications  Areas where HR and communications leaders can work together to define data‐focused strategies that create more business impact Rodney Jordan, Deputy Director, Employee Communications, Bill & Melinda Gates Foundation, USA 16.00 Talent development in Africa: Unlocking the value of learning & development to drive growth
In line with their global counterparts, CEOs in Africa are making it clear that check boxes and smiley faces will no longer suffice to justify organisational spend on talent development. In this showdown of case studies, talent development experts share insights on how to do the above and more to successfully execute organisational strategy. Case Study 1 Learning and talent development as a strategic business enabler 
17.00 How to re‐align your learning and development programme and interventions with the strategy of the business  Leveraging e‐learning and mobile technology to bridge learning and development gaps to optimise cost  How to engage senior leadership buy‐in to maximise learning ROI Oshioma Irumhekha, Head of Academy, First Bank Focus: Business Driven L&D Roundup Panel Discussion and Q&A Abike Wesey, Chief Human Resources Officer, Interwswitch Oshioma Irumhekha, Head of Academy, First Bank Closing remarks from the Chair PRE FORUM WORKSHOPS WORKSHOP A 08.30 – 12.00 The HR Evolution: HR Administrator to HR Business Partner As CEOs across Africa shift strategic direction to tap the opportunity, HR can no longer be administrative passengers removed from the process of navigating organisational strategy. This workshop is for everyone in HR who’s looking to strengthen their business partnering skills, by attending you will:  ssssUnderstand the HR as a Business Partner concept and how to apply that in your organisaiton.  Speak the language of the business and identify the skills and competencies required to be a strategic HR Business Partner  Understand the profile of your organisation and comprehend how to align your HR strategies accordingly  How to gain influence in the C‐suite and buy‐in from line managers and senior management for your initiatives Wale Adediran Group HR Director Flour Mill Group WORKSHOP B 13.30 – 17.00 Managing Performance for Growth: Designing an Effective Performance Management Framework Business analysis indicates that high performance organisations are able to thrive through all economic cycles due to their ability to leverage top talent. This workshop will enable you to: 
Design and implement an effective performance management system  Create accurate job profiles and objective appraisals to maximise performance and minimize rating errors  Align your performance management evaluation with your rewards strategy to achieve organisational goals  Accurately identify development needs, minimise employee defensiveness and effectively leverage automated performance and talent software Tokunbo Osinowo Subject Matter Expert, Performance Management KPMG POST FORUM WORKSHOPS
WORKSHOP C HR Metric and Analytics: A Roadmap to Transformation It is clear that HR Directors in the region are all grappling with the challenge of securing buy‐in for their HR initiatives. However, it is no secret that the way to the CFO’s heart and head for that matter, remains the same i.e. data. This workshop will enable you to:  Design and an HR analytics implementation framework foryour organisation  Leverage analytics to show the ROI on your HR initiatives and justify capital expenditure on HR  Utilise analytics to understand your organisation and take a holistic bird’s eye view of your workforce capabilities  Drive organisational strategy by utilising predictive analytics for effective strategic workforce planning and trend identification Tanmo Imobekhai, Human resource Information technology Expert SAP WORKSHOP D Creating a Game Changing Talent Management Strategy: Extracting Value from an Integrated Approach Research indicates that an integrated talent management function leads to 26% higher revenue per employee, 40% lower turnover among high performers, and 144% greater ability to “plan for future workforce needs” .  Develop an integrated talent management programme that moves beyond the archaic siloed approach to talent management  Devise a practical and systematic approach to achieving an integrated talent management strategy to increase employee engagement and productivity  Leverage talent management technology solutions effectively on your journey to an integrated talent management strategy Ron Thomas, CEO, Great Place to Work, Gulf