Cally Beaton is a media executive, entrepreneur and performer. At the start of her career she headed an independent television production company that was bought by ITV. She joined the board of the UK’s main commercial broadcaster as both the youngest and the only woman member (and for a while sat alongside David Cameron). She left ITV to start a creative consultancy and production company as well as joining Viacom as Senior Vice President of International Sales.
At Viacom, Cally oversaw a £500million budget for channels including Nickelodeon, MTV, Comedy Central and Paramount and including programmes from South Park to Friends, Russell Howard’s Good News to SpongeBob SquarePants. Responsible for selling programmes and formats around the world she combined working with on-screen and production talent with business planning and strategy, bridging the divide between creative and financial priorities.
Bringing humour and energy to her business insight, Cally considers the nature of the workplace and leadership culture. She looks at how to engender change, inspire teams and develop a positive, agile and inclusive environment. She also tackles the working priorities and expectations of the so-called millennial generation, and reveals how to be creative whilst keeping on eye on the bottom line. Her personality, love of performance and business knowledge has also seen her coach and train senior figures from a range of industries.
Cally is an experienced and sought-after executive coach, trainer and consultant and a Master Practitioner in Neuro Linguistic Programming. She has over two decades' of hands-on team leadership experience, often across disparate geographical locations, bridging linguistic and cultural divides.
She was responsible for the instigation of 'Employee Resource Groups' during her time at Viacom, leading to meaningful and lasting change on behalf of many stakeholders and communities within the business; she also spearheaded initiatives promoting increased opportunities and visibility for younger and/or less experienced employees.
At UKTV, her board level role focused on company culture - maximising the channels' alignment of work environment, values, ethics, expectations and goals. It is Cally's belief that commercial excellence and human connection are intrinsically linked.
Kerry Walker is the VP of HR for CGG, a leading Geoscience business that operates within the Oil & Gas marketplace. She started out her career in Recruitment and then moved across to the Generalist HR career track. Since joining CGG 9 years ago Kerry has moved through the organisation undertaking a range of roles including; Recruitment, HR Business Partner and for the last 4 years, HR VP. As part of this role Kerry leads a team of 21 HR professionals that support the Northern Europe region for all matters of HR ranging from Recruitment, Learning & Development, Employee Relations and Payroll. Kerry is passionate about innovation and lives by the phrase ‘to fail is to not try’, she is well known amongst her peers at CGG for being solution orientated and for piloting new initiatives.
When you are discussing team performance with managers, do you hear phrases like ‘everyone in the team is adding value’ or ‘contributing’? If the answer is yes, then the story of how we approached reintroducing performance management and planted the seeds to grow a culture of feedback might be of interest to you.
We worked hard to remove the façade and reveal the real picture of performance, but what next? How do you change an ingrained culture of sweeping problems under the carpet that has been ignoring underperformance cases for 5, 10, 15 years?
Changing how we managed employee performance was critical, we needed to put the spotlight on the importance of managing under performance and introduce a new approach to feedback to support the transformation.
During this session, I will talk about why we ripped up our capability policy and how we rebranded ‘capability’ to bring a more positive and palatable slant to performance management. I will also share with you how we put energised employees by partnering with them in the quest to grow a feedback rich culture.
Debra Corey is a highly experienced and award-winning HR professional, two-time author and world-class speaker. She’s had a varied and exciting career over the last 20+ years, working for global companies such as Gap Inc., Honeywell, Merlin Entertainments and Reward Gateway to name a few, where she’s developed and delivered HR strategies in a rebellious way, pushing the boundaries and challenging the status quo to truly drive employee engagement.
She's also an accomplished author, publishing two best-selling books, and in addition writes blogs for Forbes as well as other industry publications, getting her innovative and rebellious thoughts out in a variety of ways.
Debra has just moved into what she calls the 'pay it forward' part of her career, where she's using her experience to assist and influence others through her speaking, consulting and writing.
The old ways of treating people at work has failed. With only 15% of employees globally engaged in their jobs, we need to start thinking and acting differently if our businesses are going to survive in this fast-paced world. We need to start breaking the rules of traditional HR and bring out our inner rebel when it comes to designing and delivering employee experiences and driving employee engagement.
This presentation will introduce you to The Engagement Bridge model, a ten-part approach that helps you understand the key drivers of engagement. It will then provide you with practical and actionable tips as well as stories from rebels who have successfully challenged the status quo. You'll leave this session with tools to help you go back and build and maintain strong engagement at your organisation.
Adrian Furnham was educated at the London School of Economics where he obtained a distinction in an MSc Econ., and at Oxford University where he completed a doctorate (D.Phil) in 1981. He has subsequently earned a D.Sc (1991) and D.Litt (1995) degree. Previously a lecturer in Psychology at Pembroke College, Oxford, he was Professor of Psychology at University College London from 1992 to 2018 He has lectured widely abroad and held scholarships and visiting professorships at, amongst others, the University of New South Wales, the University of the West Indies, the University of Hong Kong and the University of KwaZulu-Natal. He has also been a Visiting Professor of Management at Henley Management College. He has also been made Adjunct Professor of Management at the Norwegian School of Management (2009) and Honorary Professor at the University of KwaZulu-Natal (2014). He is currently the Principal Psychologist at Stamford Associates.
He consults to many organisations in various different sectors (particularly airlines, banks, civil service) and in many different countries (particularly continental Europe and Asia). He is also an experience conference speaker doing around a dozen key-note speeches a year all around the world.
He has written over 1300 scientific papers and 85 books. He is on the editorial board of a number of international journals, as well as the past elected President of the International Society for the Study of Individual Differences. He is also a founder director of Applied Behavioural Research Associates (ABRA), a psychological consultancy established over 30 years ago.
Psychologists are interested in many aspects of money from the design of coinage to understanding how and when children understand economic concepts. This session will concentrate on three themes. First, I will examine the role of money as a motivator at work. This will explore the difference between intrinsic and extrinsic motivation.
There are many paradoxes in this story which suggests that money can actually de-motivate people at work.
The second theme is concerned with how people think about their money and why they seem so illogical (psych-logical) when making money decisions about saving, spending etc. I will explore four themes: Money being associated with security, power, love and freedom. The third theme concerns the recent research on behavioural economics and how people can be persuaded to make decisions based on the way they are presented with information.
An influential, experienced and creative individual, Jonathan has over 15 years’ experience managing and operating Learning, Development and Talent Management teams and operations in fast pace global environments and industries.
Accomplished and highly experienced across all areas of the Learning and Talent lifecycles including design, development, delivery and analysis (ROI) of effective & engaging learning solutions, Jon utilising a range of digital and face to face tools to enable staff to improve performance and become highly effective in their roles.
He is currently Global Head of Technicolor Academy which is an internal L&D department supporting over 5000 staff, in 4 VFX companies, across seven global locations. Within this role, Jon and his team have started a unique project to strategically work with Education partners, aligning their courses to the industry trends and requirements. They have recently expanded our Creative Academies into five global locations, which offer fully paid, intensive training programmes aimed at recently graduated artists, lasting up to 10 weeks, with a core objective to deliver the highly skilled artists into the business units. In 2018 the Technicolor Academy Team trained over 600 artists through these programmes. Another area Jon looks after is the internal learning solutions for existing artists, supporting their development of technical and softs skills through a range of learning interventions. In August 2018, a new, innovative LMS system deployed, with the core focus of supporting, developing and managing the talent pipeline of the 4 VFX studios.
HR teams, and the wider business, have become more efficient and deliver a better level of service into the organisation. However, with the development of ‘Talent Management Teams’ there are a lot of skills and experiences where integrating, working and communicating with your L&D teams can improve the staff’s experiences and feelings towards an organisation, including a range of critical metrics that organisations often look at.
In this session we will explore and discuss this, getting hands-on and sharing ideas about how HR can better integrate, work and communicate with their L&D teams. We will also explore how you can structure your team to operate a true talent focused team with Learning and Talent development at the heart of it.
Joanna is the CEO of 'Collaboration, Innovation and Technology Forum', a UK based, over 3000 peer strong organisation for technology teams operating across different sectors and industries. CITF ’s member organisations include many blue chip companies- BAE Systems, Barclays, John Lewis, Home Office, Cancer Research, British Airways, and Kimberley Clark, just to name a few.
The CITF supports technologists in their personal and professional development and supports their organisations in creating an inclusive, modern technology workforce.
Joanna’s career started in the HR department of Coca-Cola Poland after she graduated in law. She then became a country HR Director for Sony. Joanna is the author of “HR Handbook”, published by the Polish Ministry Of Labour, based on her experiences and insights.
After moving to the UK, she discovered CITF and started working there part time as a HR advisor. Five years ago she has become the CEO leading the association into digital world. Her work allows her to combine her passion for nurturing talent with her interest in technology as a business driver.
Today we know that technology can fundamentally alter business models – there are plenty of examples of this: Uber, Netflix, Airbnb, just to name a few. As IT has become in recent years a true business driver for organisations, the role and value of IT department has evolved. As businesses embrace concepts of digital transformation, they often require major shifts in how IT operates within the organisation. As a result, any future IT department may require a vastly different workforce, both in terms of size and composition. The ability of IT to deliver depends more on its people than ever before.
How (and who) we recruit, develop and deploy might be very different; and how well we do it will determine the extent of our organisation’s competitive advantage. Some roles will be lost, some changed and yet others will be created. To remain responsive to organisational needs, collaboration between CIO and CHRO becomes critical. They need to define what their organisation will need, why, how much of it is needed, when and where.
Old approaches to human capital seem increasingly not being able to cope with the changes. So how to encourage IT and HR to work together to get fresh and different thinking? How to ensure the mutual understanding of industry trends and business strategies?
Described by those she works with as ‘not your average BP’, Zoë Murphy is an HR Professional with almost 20 years Business Partnering experience, working mainly within SME’s before joining Nestle in 2012. Responsible for the European arm of the $7 billion acquisition of Starbucks by Nestle in 2018, Zoe has a broad commercial HR experience supporting businesses at various stages of life cycle.
Zoë is passionate about all things Leadership, believing that all paths lead back to Leadership either good or bad and therefore focuses her time and energy coaching and guiding Leaders to help them access their full leadership potential.
How often do you find yourself asked to do more with less? Once upon a time, HR were the last to be impacted by cost cutting and efficiency exercises, but we are immune no longer and we now need to find ways to ensure we can continue to add value where it counts rather than retreat to a fire fighting, reactional support position. We can understandably find ourselves resorting to working harder and longer hours just to get the job done but, as we all know this isn’t sustainable. So is there another way?
In this workshop, we will work together to explore ideas and techniques to ensure we are working smarter not harder.
We will explore:
Whose agenda is it? – Are we truly plugged into what the business needs or are we pushing our own HR agenda up that steep hill?
Whose role is it anyway? - "It’s people related so that’s HR’s job right” – Most (if not all) problems faced by businesses lead back to people one way or another so let’s put the ownership back where it belongs.
Employee engagement is in everyone’s interest – So let’s get those with a passion involved in being part of the solution. At the end of the day, they are closest to the problem and have the most to benefit from creating the solutions to improve it.
Sarah’s background covers a wide range of HR roles focused on improving performance of organisations through good people practices. This includes roles in L&D, recruitment, organisational design, change management and HR leadership in both SMEs and large corporations to ensure the businesses had the people, processes and results they needed.
She is a Chartered Fellow of the CIPD. Alongside her HR background Sarah has a focus on Business Psychology, taking an evidence-based approach in her work. She has a BSc in Psychology and an MSc in Organisational Psychology and has previously been a Board Member of the Association of Business Psychology. She is currently the Chief People Officer of Foxtons.
The shift towards knowledge-based work means organisations need to capture, share and leverage their employees’ expertise. Despite investing in collaborative online platforms and training programmes to drive usage, organisations still struggle to get their staff to use these tools. The old adage of ‘if you build it, they will come’ does not seem to apply to knowledge-sharing platforms! This session will explore some of the factors that affect knowledge-sharing behaviours with collaborative technologies.
Key points include:
• What are the commercial advantages of using collaborative platforms within an organisation?
• What stops individuals from sharing knowledge?
• How do organisations inadvertently discourage knowledge-sharing?
• What encourages more knowledge-sharing behaviours?
• What practical steps can businesses take to increase collaboration and knowledge-sharing using technology?
Speaker Programme
The Human Resource Summits programme consists of 6 Strategy Group sessions – case study led presentations followed by Q&A and 2 Action Learning workshops – key topic roundtable discussions.
Please click here to review the sessions and speakers from HRS18.
If you have any recommendations for speakers or topics please email event.team@summit-events.com.
More sessions coming soon!
Register your interest in the Human Resource Summit
9-11 October 2019, Dolce CampoReal, Lisbon
Submit your name and email address and a member of the Summit team will send you further details including:
- the confirmed list of attendees
- instructions on how to apply for a delegate place
- sponsorship options
“To be honest I was sceptical attending as my experience of similar events in the past has not always been positive. Having had a good pre-meet with the Summit Events team there was something about this event though that seemed different. When I arrived it was clear that the quality of attendees, relaxed atmosphere and attention to detail was a recipe for success. This was borne out by the first few one to one meetings that were open and enlightening. The key for suppliers is to build relationships and share market insight rather than 'sell' services. Following that recipe we have identified a number of opportunities to progress discussions and explore synergies that more than meets the ROI expectations for the budget spend.”
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