Speaker ProgrammeHR and the employee journey:
Attract. Engage. Develop. Succeed
Topics for 2020 sessions
We are in the process of sourcing speakers for our 2020 programme. The topics of sessions will be:
- Digital Transformation
- Leadership Development
- Change and Disruption in HR
- Employee Engagement and Experience
- Employee Wellbeing
- Performance Culture
- Multi-generational Workforce
- Assessment and Feedback
If you are interested in a speaking opportunity, please contact firstname.lastname@example.org
2019 Speaker Programme
Rasmus Ankersen is a bestselling author, entrepreneur, speaker on performance development and a trusted advisor to businesses and athletes around the world.
In 2012 Rasmus published The Gold Mine Effect, in which he explores how some countries and cities develop a disproportionate amount of top talent.
In 2016 Rasmus published Hunger in Paradise: a book about how successful organisations can remain successful by eliminating complacency.
Rasmus is also the chairman of FC Midtjylland, his childhood football club in Denmark, and a director of the English club
Brentford FC. Both are known as some of the world’s most innovative football clubs, especially recognised for their use of big data to drive decision-making.
Over the past few years, Rasmus has been hired to share his research on high performance cultures by global brands like: LEGO, Google, Boston Consulting Group, IKEA, Google, Facebook, Hitachi, Roche, Ernst & Young and many more.
While organisations talk a lot about how to achieve success, they talk way too little about the consequences of success. About the complacency, arrogance and resistance to change, which often follow as a shadow of success. Success often produces complacency. It happens to individuals, companies and nations.
For the past five years, Rasmus Ankersen has studied how successful companies can stay successful, and in this speech he will share his answers to questions like: How do you stay humble when the company cashes in record profits? How do you provide people with the feeling that they are standing on a burning platform when there are no flames in sight? Or put it in another way: How do you create hunger in paradise?
Tamara J. Erickson is a McKinsey Award-winning author and a widely-respected authority on leadership, the changing workforce, collaboration and innovation, and the nature of work in intelligent organizations. She has five times been named one of the 50 most influential living management thinkers in the world by Thinkers50, the respected ranking of global business thinkers. Erickson is an Adjunct Professor, Organisational Behaviour, at London Business School, where she has designed and directs the school’s premier leadership programme for senior-most executives, Leading Businesses into the Future. An experienced executive and global advisor, Erickson has also served on the Board of Directors of two Fortune 500 corporations. She holds a BA degree from the University of Chicago and an MBA from the Harvard Graduate School of Business Administration.
What’s the most important challenge your business needs to address – and are you working to build an organization to meet that challenge? Throughout history, successful leaders have responded to the specific challenges and opportunities of the time, often inventing new approaches and organisational designs. Today’s new technologies and shifting demographics are changing the way value is created, the way work is organised, how work is managed and integrated, and how organisations relate to those who work. For courageous leaders, these shifts offer the possibility of rethinking business practices that have been widely adopted over decades past.
Explore ten predictions for organizations built to excel today and in the future, including that they will own less, plan less, shift the employment relationship from a cash to asset deal, organise around projects, pay for outcomes, and tap workers across a 50 year age span. Understand the implications of our contemporary changes and the fundamental challenges that will make your organisation iconic.
Burak Ecemis is the Head of Learning and Development for 67 countries in Middle East and Africa Market Area which is one of the 5 Market Areas in Ericsson, a supplier of telecom networks and services in 140 countries.
In his current role Burak has responsibility for developing world class learning; leading a group of learning consultants and works closely with the Chief Learning Officer. Previously he led the People Development Functions in Apple and Coca-Cola for Regions Middle East and Central Asia. He has 18 years of business experience in HR, Management Consultancy and Sales in Telecoms and FMCG sectors.
How do you develop your successors for the key roles in your organization? Most of the time organizations are focusing on identifying the successors, but not much how to develop them.
In this session Burak Ecemis will share with you a framework used to develop the successors for the Sales Teams. The framework has 4 parts. These are Training, Job Shadowing, Mentoring and Developmental Activities. Although it is designed for the Sales Managers, it can be applied in any role in an organization. The parts of the framework are not interdependent, but complementary.
Emma Seymour is Vice President of Worker Welfare, Expo 2020 Dubai and a Chartered Fellow of the CIPD. She has worked in the UAE for over 10 years and has experience in Hospitality, Facilities Management & Construction.
Emma specializes in Employee engagement and welfare, development and employee relations.
The nature of work is changing and so are the individuals coming in to the labour market. Organisations need to work towards a sustainable business model when attracting, retaining and developing key local talent.
Joe Chalouhi was born in Sydney, Australia. He attended the University of Wollongong where he earned his Bachelor’s degree in Psychology and in 1995, a Master’s degree in Psychology from the University of Western Sydney.
A registered psychologist, Joe began his career in Australia working with child and family protection and teaching at Sydney University. In 1995, he moved to Dubai, United Arab Emirates and worked in one of its hospitals.
Joe began his HR career with Schneider Electric in 1997 starting as the HR & Communications Manager based out of Riyadh, Saudi Arabia, and then as the HR Director for Middle East & Africa, based in Istanbul, Turkey. During his tenure with Schneider Electric, Joe was based out of a variety of locations including Riyadh, Cairo, Istanbul, Beirut, and at the company’s International Division Headquarters in Paris.
From 2006 to 2008, he joined PepsiCo as the Organization & Management Development Director for Middle East and Africa based in Dubai and later in Cairo. In 2008, Joe returned to the Energy business with Areva Transmission & Distribution (now Alstom Grid) as the HR Director for the Middle East North Africa (MENA) region.
Joe joined GE Energy in 2010 as the Senior HR Manager for Middle East North Africa & Turkey (MENAT). In 2012, he was transferred to Global Growth and Operations and took on the role of Organization and Talent Development Leader. End 2013, Joe was promoted to become the Senior Human Resources Leader for the MENAT Region. Since 1st May 2014, Joe took on the role of Chief Human Resources Officer for GE Global Growth and Oil & Gas in MENAT.
He is actively involved with the GE affinity groups and is the executive sponsor for HealthAhead in the UAE.
We all know that change is a constant; however, we probably did not anticipate its speed and the impact it would have on the way we work. The future of work is shaping up quickly, and we must anticipate the change and adapt to survive the wave. The questions we must ask ourselves are; how do we let go of traditional practices? How do we focus on what matters the most? What are the new capabilities and skills we need to develop? How is digital technology transforming all of this? HR will play a key role and will need to spearhead this change to drive this transformation. In this presentation we will see how GE is meeting these challenges, and take a look at some of the work already in motion to help with this transition.
Marea O’SullivanManager Global Leadership Development
Novo Nordisk Africa & Middle East
STRATEGY GROUP SESSION
Systemic / Organisational Constellations: Why is this solution to leadership development challenges being overlooked?
I have over 20 years’ experience working in global leadership, talent management, learning and OD. I’ve lived and worked in over 15 countries and a range of industries; with a particular focus on pharmaceutical (healthcare) and professional services.
Positions held fall into two groups:
1: Global / Regional head: defining leadership, talent and development strategies, creating/improving infrastructure and processes, business partnering and leading global/regional interventions.
2: Principal / Senior consultant for top ranking consultancies: executive coaching, analysis, design and facilitation of typically large scale, global interventions supporting major transformations.
- Using science, evidence, analytics to define and measure strategies driving organisational and personal growth
- Integrating learning and work; taking advantage of the development opportunities offered by real work and real business challenges: "When working is learning, then learning is working"
- Performance Consulting and systemic change management
Certified in coaching, British Psychological Society psychometric assessments and change management; with a Masters specialising in neuropsychology and human communication and the second Masters in Organisational Behaviour.
Nutrition, wellbeing, yoga, and travelling
Imagine you are running a development programme for leaders, and they are finding it very insightful. They ask “Will our managers be going through the same programme?” You explain they have endorsed the programme (to avoid giving a negative response). On the final day not only do the leaders express how much they enjoyed the experience, but also how fired-up they are to put what they learned into practice.
3 months later, despite the abundance of good will, nothing has changed. And worse still, a few leaders now want to leave the organisation, stating it no longer fits their aspirations.
Recognise this scenario?
This situation is all too common. I call it ‘cleaning the fish and putting it back in a dirty pond’: in other words, trying to make changes to one variable in a complex system, and not addressing the system itself.
Many of today’s critical business and leadership challenges are systemic; whether increasing sales, strategy development, empowerment, agility, collaboration, teamwork, coaching or feedback culture, etc. These challenges cannot be solved by improving leaders’ competence alone, and they certainly cannot be solved in a 2-day training event.
But what if from the comfort of the classroom we could:
· Get to the root cause of complex problems
· Reveal hidden dynamics in the system
· Receive powerful insights from the perspective of all the elements in the system
· Free-up the energy in the system to address the problem at its root
This is exactly what Systemic / Organisational Constellations does. If you have never heard of Constellations it is due to the complexity of the mechanics, and not because of lack of impact. On the contrary, whether we look to research or to testimonials it is powerful, and it works.
Marek MosHead of HR Southern Europe and EMEA Emerging Markets
STRATEGY GROUP SESSION
Managing career like a start up. How to move employees' mindsets from upward linear career paths to growth-based career paradigm
Marek Mos is a Head of HR for EMEA Emerging Markets and Southern Europe (France, Italy, Spain and Portugal) for Google. During his 10 years at Google he witnessed how the organization developed from the start up dynamics to a huge company and observed associated changes in employees' attitudes. He participated in Google's global and regional projects that shaped current career development ecosystem at Google, and has worked in 3 Google offices: Poland, Russia and now UAE. Prior to his Google experience he held the roles of Global Management Development Director at Valeo Automotive and Head of Compensation at GSK, as well as a range of HR roles at Philip Morris.
For about the last sixty years the job market for educated workers operated like an escalator - career development was sequential. Promotion-based career culture was largely vertical and had little cross-functional or cross-silo movement. This was a comfortable position for employers, as designing career paths and communicating them to the employees was relatively easy. The system was transparent. However technology and globalization are transforming traditional career paths. Most organizations have delayered their job hierarchies in the past decade, and almost 75% of heads of HR don’t anticipate adding back layers in the next five years. Organizations continue to be more and more matrixed. The skills of today do not warrant success in the future. We do not even know what jobs will emerge in 5 years and which ones will disappear. Yet employees demand clarity and - based on the past habits - expect the career paths to be presented to them. How do you address this contradiction? How do we help employees navigate this ambiguity and take full ownership for development of attributes, that are likely to open the door to a successful and rewarding career?
Andy Lancaster has more than 25 years’ experience in learning and organisational development in commercial, technological and not-for-profit organisations, and consultancy. As Head of L&D Content at CIPD Andy is responsible for professional development and learning products, content and qualifications for L&D, coaching and mentoring and management and leadership.
Andy plays a key role in the direction and delivery of CIPD’s vision for L&D. He helped develop CIPD’s new L&D qualifications, oversees the Leaders in Learning Network and is pioneering digital learning at the Institute. Andy has a Master’s Degree in Instructional Design and is a Fellow of the Chartered Institute of Personnel and Development (FCIPD), the Chartered Management Institute (FCMI) and the Learning and Performance Institute (FLPI).
He regularly speaks at conferences, write articles and is the co-author of the “Webinars Pocketbook”. He is an avid Tweeter being found on Twitter at @AndyLancasterUK.
Organisations are changing fast!
The nature of work is changing with disruptive approaches undermining previously successful business models. Past achievements no longer guarantee future success. Globalisation and technology are forcing organisations to embrace new competition and complex challenges. The workforce is at its most diverse with a greater age range of workers than any previous time, which results in changing needs. Employees are demanding more flexible working, and the more frequent transition from one organisation to another creates a constantly evolving workforce. The necessity of fixed geographic workplaces is challenged by dispersed staff who require support to work and interact using virtual and online solutions.
The ability for organisations to successfully evolve is ultimately determined by the capability of their staff. Transformation of the organisation is inextricably linked to the transformation of individuals and for that to be a reality, learning has to be at the core.
However, it should be no surprise that as organisations evolve the nature of learning must also change; L&D teams must revolutionise their approach.
This workshop explores some of key ways in which learning and development is being disrupted including:
• The move from the default of courses to learning delivered in the flow of work
• The need for agile responsive solutions
• The use of digital technology to facilitate learning anytime, anywhere
• Communities in which people share practice, solutions and expertise within the group
• Staff committing to development both at work and in their own time through self-directed learning
• New learning roles emerging in L&D/HR teams
Facilitated by Hazel Jackson
Hazel is an entrepreneur at heart and has built a regionally recognized and successful multi-million dollar businesses – Biz Group, starting the company in 1993 with just $700. She is an active Business Coach, Strategy Facilitator and Senior Team advisor with a cross section of organisations both in the Middle East and Globally.
Hazel is a Multipliers Master Practitioner and delivers this dynamic leadership content to chief executives and directors both in focused practical workshops and through large inspiring keynotes. Often booked as the second keynote deliverer to the author globally. She has been instrumental in establishing Multipliers partners in South Africa, China and Europe as well as owning the license rights for the Middle East. Hazel brings unique energy and curiosity to enabling your meeting to be successful and leverage the time of the attendees.
When Hazel isn’t engaged in client interventions, her role as CEO is to establish new partners and alliances. She is an avid reader, attends 4-6 global thought leader conferences a year and is regularly engaged for her learning industry perspective by local media.
In today’s tough economic times where budgets are constantly being scrutinized – it’s crucial for learning and development to be seen as delivering tangible business results. Historically Learning and Development Managers have not made defining the business impact of their programs a priority – either out of concern of the results or out of difficulty in proving ROI with subjective rather than numerical tools. But without a clear ROI how can the effectiveness of training be determined or training investment be justified? The challenge of aligning training objectives with stakeholder expectations and keeping business goals at the heart of learning represents an opportunity for the L&D community to ensure training is no longer seen as a cost center but rather appreciated as a revenue generating unit.
Now more than ever, learning and development has an important role to play in helping companies adapt to the digital age and the future of work. But it can only elevate itself to this strategic challenge if it is perceived as having transformational power and business impact. These are exciting times as never before has technology provided so many dynamic learning opportunities that not only satisfy today’s modern learners but also provide business units and L&D with powerful analytical data to validate the impact of programs and projects.
This closing plenary explores the increasing importance of understanding and communicating the impact of learning and development in a volatile and competitive market. Our panelists will be discussing the following dimensions of this challenge;
• The impact of traditional training vs blended learning experiences
• The role of digital in understand and measuring results
• Understanding the right KPIs to measure the impact of learning
• The importance of Return on Investment vs Return on Expectations
• The role of learning in the future and how it can be measured accurately
Register your interest in PDS Dubai 2020
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
“A very well organized event bringing together switched-on delegates and interesting suppliers. A very personalized experience in contrast to the huge impersonal expos we often have here in Dubai.”
Paul Turner, Regional Director MENA
“A summit with a difference. The same focus on delivering a quality event but without the residential element for delegates. We had some really good meetings with both multi-national and local companies.””
David Williams, Founder & CEO