The current economic uncertainty demands that organisations reinvent themselves and adopt new business paradigms in creating sustainable advantage. Globalisation and its need for stronger regional HR capabilities, coupled with the demographic shifts which have dramatically affected the availability of qualified people around the world, have significantly redefined people management beyond the traditional perspective of HR into a more strategic role. In essence, the HR business model needs to be rethought to keep pace with the reality of a rapidly complex and changing business environment.

Business success requires a disciplined approach to improving people performance - the key source of competitive advantage in a global knowledge economy. The paradigm shift in the business model is also having a dramatic impact on HR and the HR strategies needed to reflect talent’s role in this competitive advantage. Organisations are not relying exclusively on IT or marketing strategies to sustain their competitive position but also on how their employees develop and contribute. As such, the role of HR is no longer limited to recruitment, incentives and people management. HR has evolved to become an important partner in every organization’s growth, driving the critical need to align HR strategies with the business.

Essentially, the HR business model needs to be reinvented with a priority to develop and integrate all the elements of organising and managing talent into a coordinated approach to support, complement and indeed drive business strategy. The term “HR business partner”, coined by management guru David Ulrich more than a decade ago, has fuelled the debate about HR’s emergence as a strategic player in today’s fast changing business and economic environment. Ulrich asserts that HR plays a direct role in determining competitive advantage through greater participation in strategic planning to help the business meet present and future goals. In this sense, HR’s functions should be integrated more thoroughly into business processes and outcomes - from the day-to-day all the way through to the long-term vista.

Despite the emergence of Ulrich’s model, the surrounding discussions in the HR world, and the understanding of HR’s growing importance in business strategy, there are still barriers that inhibit HR from taking this central role in the organisation. Studies have shown that while HR professionals perceive their department as a business partner, less than 15% of their time is actually allocated to related strategic activities. More often than not, the HR function is still treated as a service provider rather than one of the organisation’s core strategic functions. Given the crucial nature of the role of HR in a complex business landscape, HR professionals still face a struggle to reposition themselves as strategic partners to the business.

We have chosen this as the theme of this year’s Asia HRD Congress due to the centrality of this issue in the modern HR world and our drive to fully align HR and business strategies across the region.

Ava Diamond
President
Diamond Success Group
USA

Ava Diamond is an expert in employee engagement, and works with everyone from executives to the front line to create aligned, focused organizations where people are passionately committed to results.

She speaks on such topics as: the heart and soul of leadership; leveraging the talent of a multigenerational workforce, leading change, and success strategies for women.

Ava's background includes ten years as a human resources manager and organizational development consultant with a U.S. based global Fortune 50 computer company, where she provided leadership to major change and improvement efforts across the U.S. She focused on such areas as change management, business consolidation, diversity, strategic planning, leadership development, and building effective teams. She has also served as an executive director of a nonprofit, and has owned two businesses.

Ava holds a Masters Degree in Management and Organizational Behavior.

Over the last 20 years, thousands of people have benefited from her programs on personal excellence, success strategies for women, leading in today’s world, building extraordinary teams, thriving through change, and winning with diversity.

Ava is known for her passion and commitment to the development of people. Participants in her programs find her inspiring, empowering, down-to-earth, and funny! They walk away with great ideas and the know-how to implement them.

When not serving her clients, Ava enjoys hiking, creating art, and traveling. Her proudest accomplishment was completing the Avon Breast Cancer walk—60 miles over 3 days.

Inspiring Top Performance: What Leaders Absolutely Must Know to Build a Culture of Engagement and Performance

As leaders, it’s our job to create an environment where we tap the full potential and leverage the talent of each individual. We have to engage their hearts, souls, and minds so that they want to give us their best.

This can really be a challenge in today’s world! This program focuses on creating a workplace culture where people want to perform at their peak and contribute all they can.

Areas Covered in Session:
• Why employee engagement is a critical success factor
• The latest global thinking and research on employee engagement
• How to increase the level of leader and employee engagement in your own organization
• How to improve on the quality of the goods and services your organization offers through employee engagement.

The Heart and Soul of Leadership:- How to Inspire Commitment and Loyalty and Get Amazing Results

Research shows that high-commitment organizations outperform low commitment organizations by 47%! True leaders engage the heart, the imagination and the creativity of their people, and inspire passionate commitment. Ava Diamond will share strategies, tips, and success stories to help create strong leaders that get results.

Areas Covered in the Session:
• How to get people fired up and committed to your values and goals
• Strategies to increase employee loyalty, commitment, and productivity
• How to increase your bottom line by getting the best from every one of your people

Session Style:
Workshop

Building A Value-Based Organization

Topic: The Heart and Soul of Leadership:- How to Inspire Commitment and Loyalty and Get Amazing Results

Date: June 12, 2013
Time: 2.30 pm

KEYNOTE 4

Topic: Inspiring Top Performance: What Leaders Absolutely Must Know to Build a Culture of Engagement and Performance

Date: June 13, 2013
Time: 3.45 pm

X

Scott Friedman
Motivational Humorist
USA

Sometimes, the best way to learn is by laughing! Scott Friedman, CSP, is a motivational humorist who gets audience members laughing while opening their minds to new ideas. With a sharp sense of cultural diversity, Scott appropriately crafts his message to bring relevant value to his audiences. He brings a fresh global perspective to his programs about the changing worlds of employee engagement, customer engagement, branded customer service, personal branding, humour as a tool in sales, service, public speaking, and change management.

With over 2000 speeches in his 25-year speaking career, Scott knows how to connect with audiences worldwide. Scott has been speaking in Asia for more than ten years. Some of his Asian clients include Singapore Airlines, Hyatt Asia, Singapore Institute of Management, Civil Service College of Singapore and OCBC.

Scott received a BS degree from Southern Methodist University, Dallas, TX in 1982, where he majored in marketing and minored in psychology.

Scott received the CSP (Certified Speaking Professional) from the National Speakers Association in the US, the highest earned designation given by NSA. He served as its 2004-2005 National President and initiated the first Global Speaking Summit in Singapore in 2005.

Scott’s specialty is humorous, customized programs with valuable messages. His playful, self-effacing style immediately engages audiences universally.

When not busy with client engagements Scott enjoys travelling, hiking, time with family and friends.

Celebrate! Lessons Learned from the World's Most Admired Organizations

Imagine a workplace where productivity is at an all-time high, where employees look forward to the work day, where people are matched to their strengths and are recognized accordingly, where you can “recalculate” mistakes and turn them into opportunities. This can be YOUR workplace, your people, and your reality!

With lighthearted humor and refreshing honesty, Scott offers techniques for turning grievances into gratitude, dismay into play, and failure into lessons learned, all ripe for celebration. Scott weaves pertinent research with ready-to-use examples showcasing the power of the “Celebration Mindset” in action. He shares how turning on and applying the “GPS”- Gratitude, Play and Surprise- will guide you toward your greatest potential in your organization and your life.

Creating a Culture of Innovation and Celebration

This entertaining and insightful program is full of tips and techniques that will show you how to transform your workplace for the better, creating a culture of celebration and innovation. Learn practical, effective tools to help you better engage and honor your employees, your clients, and your accomplishments. With new strategies for improving your organization’s brand, Celebrate! will help you create a healthier culture where productivity, performance and profit potential soar.

Building A Value-Based Organization

Topic: Creating a Culture of Innovation and Celebration

Date: June 13, 2013
Time: 9.30 am

KEYNOTE 2

Topic: Celebrate! Lessons Learned from the World's Most Admired Organizations

Date: June 12, 2013
Time: 11.15 am

X

Tracy Al Saidi
Director of L&D
Jumeirah Beach Hotel
United Arab Emirates

Tracy is a diversified Learning & Development professional with over 16 years’ experience in training, leadership and career development and talent management.

Having worked across a range of industries for high profile organisations in aviation, hospitality & manufacturing sectors, Tracy has acquired a wealth of knowledge and expertise. She has been instrumental in the design, development and alignment of corporate strategy and implemented process frameworks and improvements to drive human capital growth.

With a keen interest in multiculturalism and observing the dynamics across different cultures, Tracy originally from Australia has also worked throughout south-east asia and has been living in Dubai for the past 12 years. She believes that being immersed in a tapestry of cultures has given her the opportunity to gain valuable insights across demographics and in the professional sense, it has also reinforced the value a global workforce can bring.

Performance Management – 'Getting back to basics'

Overview
Being on the steps of organizational change within any organization is a double edge sword. With one side providing challenges to scope out limitless possibilities and determining key catalysts to drive positive change, then on the other side directional in-trepidation. Each organisation seeks to have the perfect approach and framework in terms of managing performance and developing people however in a lot of cases they opt for a cut and paste approach investing significant effort and yielding mediocre results that do not support the needs. Performance management for any organization needs to be organic and from within, it needs to be fit for purpose and it needs to be infused and evolve from the from the inside out and it needs to align individual needs with business objectives. The key that separates organisations that get it right from those that do not is leadership. Leaders need to drive it, support it and without their active participation regardless of how sophisticated the system or process, it will never gain traction and embed as a culture to grow and develop talent and manage underperformance.

We are on the steps of change within Jumeirah and one of our key drivers is our Performance Management processes. For us it’s about getting back to basics and getting the right foundations in place. I will share where we have been, the challenges, and where we hope to go to achieve a successful Performance Management Culture.

Session Style:
Experience Sharing

Performance Management –
Complexity to Pragmatism

Topic: Performance Management – 'Getting back to basics'

Date: June 12, 2013
Time: 1.30 pm

X

Torstein Dale Sjotveit
Chief Executive Officer
Sarawak Energy
Malaysia

Torstein was appointed as the Chief Executive Officer (CEO) of Sarawak Energy Berhad (SEB) in November 2009. A Malaysian based company, SEB is a fully integrated utility company in the State of Sarawak with core operations in development, generation, transmission, distribution and retail of electricity, serving more than 500 000 customers throughout Sarawak. Torstein presently leads SEB through an exciting transformation to meet the needs of the Sarawak Corridor of Renewable Energy, which is capable to deliver more than a fivefold increase in the State’s electrical output in just a few years.

Torstein has served as member and Chairman of the Boards in a number of companies, in addition to his extensive experience in the role of Executive Manager across many different business segments. He was the President and CEO of Europe’s biggest shipbuilding group, Aker Yard from 2008 until it was acquired and integrated into the STX Group as STX Europe AS in 2009. Before Aker Yards he worked for 27 years for Norsk Hydro, in senior positions across the oil and gas, petrochemicals, aluminium and international business sectors, including spending six years in West Africa. His final position in Norsk Hydro was as President of Aluminium Metal, heading upstream aluminium operations including Bauxite mining, alumina refineries, smelting plants and cast houses across 13 countries and with 5000 employees. He also served as an Executive Vice President at the Management Board of Norsk Hydro.

Finance and Administration College at Rjukan 1972-73 Technical College in Civil Engineering at Porsgrunn 1976-78 Technical College in Civil Engineering at Stavanger 1978-79

In 2012, Torstein won the “Most Influential Clean Energy Advocate Award”, in conjunction with the 15th Power & Electricity World Asia Conference held in Singapore. The award was presented during the 3rd Annual Asian Utility Industry Awards designed to celebrate and honour the contributions from individuals and organisations toward the growth of the utilities sector in Asia Pacific.

Torstein prefers an informal approach and a direct management style.

Happily married to Ann, and blessed with three children, aged 32, 27 and 17 years old.

Synopsis will be updated shortly

X

Ignasius Jonan
CEO
PT Kereta Api
Indonesia

Ignasius Jonan was appointed as the President Director of PT Kereta Api Indonesia (Indonesian Railway) in 2009. This State Owned Company was struggling from serious financial loss for years. He successfully transforms the state owned company not only in gaining significant financial benefit but also to be a customer centric company.

Prior to his position as President Director in September 2006, Ingasius Jonan hold various directorship positions among others are: Managing Director Head of Investment Banking-Citi Group (2006-2008), Director of PT Bahana Pembinaan Usaha Indonesia (2001-2006).

He holds master degree in International Affairs from Fletcher School, Tuffs University and attended Senior Manager Program in Government at Kennedy School of Government and Senior Executive Program in Columbia Business School.

BUMN Award 2012 as the Best Visionary CEO of the Year 2012

Ignasius Jonan is trustworthy, positive thinking and accountable leader, who leads his company with high integrity. He leads the transformation program and become a great motivator to for his people in achieving innovation program. Besides, he is a learner, who seriously studies a new concept and method, before it is implemented in the company and dares to take the risk of revealing his out of the box thinking.

Reinventing People and Human Resource Management Systems: The Case of PT Kereta Api Indonesia (Persero)

PT Kereta Api Indonesia (Persero) was awarded Best of The Best Innovative BUMN in 2012. This award recognised PT KAI’s efforts in aligning structure, culture and strategy based on our customers’ needs. With these elements, the company has proved that creating innovation gives added value and benefits to the community, especially those who use railway services.

PT KAI’s main business of railway services is built on a strategic advantage of energy saving and environmentally aware transportation. The company has a continuous improvement approach to meet stakeholders’ demands and management issues. To achieve our goals, management and all levels in the company work hand in hand to introduce improvements to meet these needs.

PT KAI has four pillars of improvement - safety, timeliness, service, and comfort - in delivering its services to the community. PT KAI is fully aware of the performance challenges it faces in providing the best service, and the need for highly competent and talented human resources. We view Human Resources as a cornerstone in allowing the company to develop its performance, as well as being aware that HR quality and competency play an important role in achieving the company’s vision and mission.

Though our employees are loyal and dedicated to their job, this is not always sufficient to solve and handle the complexity of the situations we face. PT KAI endeavours to overcome this through developing employee skills and competency and expanding their business knowledge. Through our employee development program, PT KAI shows its commitment to improving organizational performance.

Areas Covered in Session:
• Aligning Organization Structure-Culture-Strategy
• Innovation Strategy
• The challenges in Human Resource Management
• Human Resource Management Strategy: HR acquisition, HR development, HR retention and HR engagement
• Lessons learned from the PT KAI experience

Topic: Reinventing People and Human Resource Management Systems: The Case of PT Kereta Api Indonesia (Persero)

Date: June 12, 2013
Time: 10.30 am

X

Muralidharan Ramakrishnan
Chief Technology Officer
SMR Group
India

Profile will be updated shortly

Workshop Synopsis will be updated shortly

Synopsis will be updated shortly

Technology Drivers for the
New World of HR

Topic:

Date:
Time:

Workshop

Topic: Social Media for HR

Date: June 14, 2013
Time: 9.00 am

X

Hasnul Suhaimi
President Director
PT XL Axiata, Tbk
Indonesia

Appointed as President Director in September 2006, he previously held various directorship position in Indosat in 2002-2006, with last position as President Director. He was also the President Director of Indosat Multi Media Mobile (IM3) in 2001-2002 and the Director of Commerce with in Telkomsel in 1998-2000. He graduated from Bandung Institute of Technology (ITB) in 1981 with a degree in Electrical Engineering before earning his Master of Business Administration degree from the University of Hawaii, USA, in 1992.

Indonesian Journalist Association named him Cellular Man of The Year in 2005 and was awarded with the Lifetime Achievement award at the Indonesian Cellular Award in 2006.

He also named as one of the 75 Great Marketers Indonesia & PR People of the Year by Marketing Magazine in 2009, Top 10 Figures in Technology Industry 2009 by Techlife Magazine.

He was awarded Best CEO 2010 and 2009 by SWA Magazine, Synnovate & Dunamis Organisation Services, Person of the Year in 2009 by Forsel Award, CEO Idaman 2009 in Telecommunication Industry and one of CEO Idaman 2009 in Cross Industry category by Warta Ekonomi Magazine.

In April 2011 he received a prestigious award from Telecom Asia Awards 2011 as “Telecom CEO of The Year” the first Indonesian CEO ever received and the only Indonesian operator during the 14th years Telecom Asia Magazine Award. Also, awarded Best CEO of The Year by Selular Award 2011.

Adding value to HRM Through Technology

The technology used in HR such as human resource information systems (HRIS) has dramatically altered how HR services are delivered and managed by organizations. The utilization of HRIS effectively has a great impact on developing HR staff to be more efficient, better informed and better communicators in their efforts to bring added value to the business. When an organization combines HR management systems and HR technology effectively, it is much more likely to be productive and profitable. The challenge for executives is to manage this technology to maximize the benefits while minimizing the pitfalls along the way. This session looks at how XL Axiata has utilized technology at its maximum capacity to manage its human resources performance effectively.

Areas Covered in Session: • Web-based recruiting
• Sharing knowledge information through intranet
• Computer-based training
• e-performance management
• Lessons learned

Session Style:
Experience Sharing

Technology Drivers for the
New World of HR

Topic: Adding value to HRM Through Technology

Date: June 13, 2013
Time: 9.30 am

X

Jamilah Abdul Sallam
GM, Human Resources
Bank Islam Malaysia Berhad
Malaysia

Jamilah Abdul Sallam is the General Manager of Human Resources for Bank Islam Malaysia Berhad, a prominent HR Practitioner, a motivational speaker as well as a policy maker. She plays a vital part in redefining and reshaping the organization’s Human Resources’ aspects in term of its capabilities in change management, learning, accountability, talent management, leadership development, innovation and efficiency.

Previously working in several investment banks in Malaysia, she joined Bank Islam in year 2007 and has since led the HR functions of the esteemed organization. A HR practitioner with more than 26 years of proven track record in financial institutions, she has engineered various initiatives with regard to restructuring exercises such as manpower rationalization, productivity enhancement, performance management development, compensation and benefits realignment. She has also formulated strategic Human Capital Alignment, Talent Management & Succession Planning, Employee Engagement and Structured Human Capital Developmental programmes to strengthen the employees’ key competencies. As a motivational speaker, she is a qualified facilitator for the Licensed Franklin Covey Training Programme (7 Habits of Highly Effective People) since May 2003.

She holds a Master’s degree of Arts in Human Resource Management from University of Lincolnshire & Humberside, United Kingdom.

She is the Associate Fellow (Human Resource) of Universiti Kebangsaan Malaysia-Graduate School of Business, where her prime role is to provide support and advice within her area of expertise to ensure that the faculty taught programmes are relevant to the needs of the industry.

As a “proactive HR practitioner”, she takes the opportunity from every engagement with employees and external parties to understand, formulate and enhance the strategies for the organization. From here, she shares her insights on the best Human Resource practices with the Management, clients and employees through various channels such as meetings, external seminars and in-house training programmes.

Building a Value-Based Organization: Expanding People's Horizon

Value-Based Organization is one of the distinctive topics in the scope of Human Resource as it touches the human aspects of people. Harmonizing individual and corporate values is the key towards the establishment of a successful value-based organization. Here lie the challenges in addressing the issues of diversity in term of values and sharing of common working culture. This brings to the needs for organizations to lay down a solid framework in their endeavor to become a value-based organization that is able to take on future challenges.

Through this presentation, participants will go through the various facet of a value-based organization and develop better insight on the subject matter. For HR practitioners, this will benefit them in term of understanding the function of Human Resource in the development of a successful value-based organization. Overall, participants will be able to establish the foundation on how to reshape an organization and inspire its people to work under a shared and unified value.

Areas Covered in the Session:
1. Re-visiting Values
2. In-depth look at Value-Based Organization
3. Establishing a Value-Based Organization
4. Human Resource as the Agent for Change
5. A Value-Based Organization – An Illustration

Session Style:
Experience Sharing

Building A Value-Based Organization

Topic: Building a Value-Based Organization: Expanding People's Horizon

Date: June 12, 2013
Time: 4.00 pm

X

Julian King
COO
SMR HR Group
Malaysia

Julian is an HR expert with over fifteen years’ experience in talent development and management. He has worked around the world in multiple industry sectors and with organisations ranging from start-ups to large multinationals. This global experience has given him a unique understanding of the cultural issues in people development and management as well as changing approaches to how we learn and develop.

Julian is currently the COO of the Malaysia-based SMR HR Solutions. Previous roles include Training and National Development Manager for Qatar Foundation and Regional Training Manager for Qatar Petroleum. Additionally, he has worked as a Business Trainer, HR Consultant, and Executive Coach for a number of organisations, both internally and externally. Aside from his niche in intercultural development, Julian’s expertise includes all aspects of L&D as well as nationalisation processes.

• MA in Oriental Studies, Cambridge University
• MA in Applied Linguistics, Macquarie University
• MSc in Business Psychology, Heriot-Watt University (pending)
• ILM Level 7 Certificate in Leadership Mentoring / Executive Coaching
• Senior Professional Human Resources (SPHR)

Julian has presented, appeared on panels, and led workshops at numerous conferences on HRD, innovation and nationalisation topics.

Julian operates from a positive, open and engaging approach in the belief that we all have the key to our own solutions. With his international background, Julian brings an acute sensitivity to cultural issues and to different perspectives on talent development.

Leveraging Cultural Diversity for Innovation

Overview
In an increasingly globalised and fast-moving business world, we need to ensure that everyone’s voice is heard and that we are utilizing all of our talent resources to their fullest potential. The need to constantly innovate and change has extended to every industry sector and to every area of the globe. Innovation is no longer the preserve of a select few in our organizations but the domain of us all. In this session we will explore how we can leverage the diversity in our organizations to maximize this innovation and how in turn to foster and support our resources’ innovation.

Areas Covered in Session:
1. The Role of Innovation
2. The Role of Cultural Diversity
3. Laying the Foundations for Innovation
4. Expressing Everyone’s Voice
5. Building Sustainable Processes for Innovation

Session Style:
Interactive Presentation / Workshop

Developing People to Support Innovation

Topic: Leveraging Cultural Diversity for Innovation

Date: June 13, 2013
Time: 9.30 am

X

Michelle Cordero-Garcia
HR Director
SGS Philippines, Inc.
Philippines

Michelle is currently the Country Director for Human Resources of SGS, a multinational Geneva-based Inspection, Testing, & Certification company. As HR Director, Michelle heads all four (4) SGS business entities in the Philippines including SGS Guam. Concurrently, she is also the East-Asia Regional Manager for Learning and Development overseeing L&D of SGS in Taiwan, Korea, Vietnam, Japan, and the Philippines.

Prior to SGS, she was the Director for Talent Management and Administrative Services Group of Safeway Manila, the IT off-shore Office of Safeway US, a fortune-100 retail company.

With about 20 years of human resource development and management experience from various organizations like Asian Institute of Management, STI Education Services Group Headquarters, First Sumiden Circuits, Safeway, and SGS - Michelle is able to develop competence in the areas of:

• Human Resource Management
• Talent Management
• Organizational Development
• Culture and Change Management
• Leadership Development
• Career Levelling and Succession Planning
• Performance Management
• Training and Development
• Total Remuneration and Rewards
• Employee and Labor Relations

Currently she sits as a member of the Board of the People Management Association of the Philippines (PMAP), Philippines’ largest association for HR Professionals. She is also one of the pioneers of the HR-eClassroom, an on-line group of about 200 HR practitioners which provides free learning and development sessions to help uplift the HR competencies in the Philippines.

She is a certified DDI Program Facilitator and Targeted Selection Administrator. She is also trained Investors in People (IiP) Facilitator.

Michelle has Bachelor of Arts Degree in Psychology from De La Salle University (DLSU) where she graduated as recipient of Jose Rizal Honourable Mention Award; Certificate in Talent Management from PMAP-JC Harvard Business Publishing; Certificate in Senior Leadership Development Program from SGS and JC Harvard Business Publishing; Diploma in Organization Development, a one-year post-graduate course from DLSU-CSB; Certificate in Basic Management from the Asian Institute of Management. Also, she has passed and completed all academic requirements (Thesis pending) for Master of Arts in Organizational Psychology, also from DLSU.

Developing a "Meaningful & Exciting" Talent Management Strategy

Overview
With the World of Work running in an undefined pace of evolution and development, with companies undeniably embracing the wonders of innovation, with everyone wanting to remain on top and ahead, where skill shortages are most prevalent – Managing Your Company’s Key Talents is becoming more and more critical to every organization nowadays. Equally important is your organization’s ability to proactively map the competencies that will drive the future of your organization and be able to build, align, and sustain your capability through meaningful and relevant Talent Acquisition, Development, and Retention Strategies.

This session will showcase how SGS* in the Philippines reinvented its HR Strategy to align to business and make value-adding outcomes that drives the organization’s success. Company-specific HR best-practices on talent mapping, competency assessment, performance management, career leveling, individual development planning, leadership development, succession planning, talent retention, and employee engagement will be shared. End of the road, this session will feature the exciting Journey of SGS in the Philippines on being recognized as Investors in People ©.

Areas Covered in Session:
1. Determining How Business Strategy Impacts Talent Demand and Management
2. Assessing the Competency Gap: Deciding when to Buy, Build, or Borrow Talents
3. Developing a Talent Management Framework that is Meaningful & Exciting
4. Making the Plan Happen: Implementing and Evaluating the Value Created –

Session Style:
Experience Sharing
Video Presentation
Workshop

Competency & Talent Mapping
in Employee Development

Topic: Developing a "Meaningful & Exciting" Talent Management Strategy

Date: June 12, 2013
Time: 1.30 pm

X

F.X. Sri Martonoi
Vice-President,
Chief Corporate Organization & Human Capital
Development Astra International
Indonesia

F.X. SRI MARTONO is Vice President, Chief Corporate Human Capital Development of PT Astra International Tbk, and concurrently also serves as Chairman of Dharma Bhakti Astra Foundation (YDBA), a foundation of Astra that nurtures and facilitates the development and growth of SMEs engaged in the business value chains of Astra as well as those unrelated to the group.

He got his overseas exposure when he joined PT Surveyor Indonesia in 1992. After his secondment in SGS UK in England, he was assigned to start up and run Surveyor Indonesia (Australia) as General Manager. In 1993 he was then appointed Chief Executive of PT Surveyor Indonesia (Singapore), Chief Executive of PT Surveyor Indonesia (Japan) in 1994, and Chief Executive of Surveyor Indonesia (Hong Kong) in 1995.

He rejoined Astra Group in November 1995 as Deputy Director, Technical & Local Content, PT Astra Daihatsu Motor concurrently General Manager, Overseas Production and Cooperation, Astra Mobil Group of Companies. In 1999 he was appointed Director, Marketing, PT Multi France Motor and concurrently Chief Executive of PT Astra International Tbk - Peugeot Sales Operation.

In 2000 he was assigned as Group Director, HR, Astra Motor III Group of Companies. Concurrently he served also as Director, HRD, PT Pantja Motor, Director, HR & GA, PT Astra Isuzu Casting Company, and Director, Administration, PT Mesin Isuzu Indonesia up to 2004. As Chief Corporate HR & Management Development of PT Astra International Tbk (in 2005) and since then he was Vice President, Chief Corporate Organization & Human Capital Development, concurrently he serves also as the Secretary of the Remuneration & Nomination Committee of PT Astra International Tbk, Member of the Supervisory Board of Dharma Bhakti Astra Foundation (YDBA) and Astra Pension Fund (DPA). Since 2010 he served as Vice President, Chief Corporate Human Capital Development of PT Astra International Tbk. Currently he also serves as Chairman of Dharma Bhakti Astra Foundation (YDBA)

He is also active in DPN APINDO, the National Board of the Employers’ Association of Indonesia as Deputy Chairman in charge of Training and Development.

Astra's Experience in Cultivating Culture and Building A Value–Based Organization

Overview
With ‘Catur Dharma Astra’ as its basic philosophy, Astra is a values-driven company. This is the belief about what is good, right and desirable - the guidelines on how we should think and act. It serves also as the common baseline for the entire organization’s direction. Astra’s management believes every decision made in the course of doing business should be aligned with the Catur Dharma. With more than 185,000 employees across 172 companies, it is a challenge to maintain high performance. We believe that nurturing our unique culture and employee empowerment will enable us to achieve sustainable growth.

Areas Covered in Session:
• Why Focus on a Value-Based Organization
• Astra at a Glance
• Making the Values and Vision Work
• Marshalling the Intangible Assets
• Key Takeaways

Session Style:
Workshop
Paper Presentation
Experience Sharing
Case Study

Building a Value-Based Organization

Topic: Astra's Experience in Cultivating Culture and Building A Value–Based Organization

Date: June 12, 2013
Time: 1.30 pm

X

Mirta Amaranti
Division Head of Assessment Center
PPM Manajemen,
Indonesia

Growing up in Bandung, Mirta Amaranti received her Bacherlor degree in Clinical Psychology from Padjadjaran University in Bandung. She embarked her career in the field of Human Resource since she graduated from the university.

Mirta Amaranti has served her career in the field of Human Resources for more than 23 years. Her experiences span across the area of Recruitment & Selection, Organizational Structure, Organization Conflict Resolution, Job Evaluation & Salary System, and Competency Based Assessment System

Prior to working in PPM Manajemen, Mirta Amaranti has worked in telecommunication industry, psychological clinic and assessment center.

She holds a Master of Management from School of Management Bandung, Yayasan Pendidikan TELKOM, 2004

Developing Strategy-Driven Talent Reviews: Calibrating Performance, Competency, and Talent Readiness

Many companies and organizations are aware that competitive advantage and organizational performance effectiveness are based on successfully implementing Talent Management. An effective organization will follow various approaches to ensure talented employees are available, be it for the present needs or the long-term. One of the key factors to determine the success of organizational effectiveness is the Talent Review process - involving line management and HR not only to identify talented employees but also to directly empower all employees in conducting employee evaluation. But implementing a Talent Review process has a high demand on the organization – from preparation of evaluation tools, implementation systems and mechanisms to employee knowledge on the competency model and shaping a conducive organizational culture.

Topics discussed in this workshop include:
• Designing Strategic-Driven Talent Review
• Designing assessment tools and technology to support Talent Review
• Internal communication planning to drive full employee participation
• Utilizing the results of Talent Review as the basis of Talent Development Programs.

This workshop will help you understand the characteristics of an effective Talent Review so that you will be able to align Talent Pool management with the needs of organizational strategy, investment and the appropriate decision making on implementing Talent Management in your organization.

Competency and Talent Mapping
in Employee Development

Topic: Developing Strategy-Driven Talent Reviews: Calibrating Performance, Competency, and Talent Readiness

Date: June 14, 2013
Time: 9.00 am

X

Rich Atkinson
HR Director, APAC
Global Operations PayPal
Singapore

Rich is the APAC HR Director for PayPal Global Operations and a non-executive Director of Infullview.com (an internet start-up making interviewing convenient and productive for everyone). He is currently based in Singapore.

Rich is a previous HR Director of eBay Inc’s businesses in South East Asia (including eBay & PayPal) and has led business partner teams and transformation projects in a number of significant blue chip MNC organizations including BT Financial Group, GE, Reuters and Barclays. In these roles Rich’s primary areas of focus were on business change, managing innovation & growth cultures, leadership development, talent management and employee engagement. He has a breadth of experience in global, regional and national roles covering US, EU and Asia Pacific. Rich has also held line roles in Sales and Operations Management.

Rich holds Masters and Bachelor degrees from Oxford University and professional qualifications from the Chartered Institute of Personnel and Development (CIPD) and British Psychological Association.

He is a Fellow of both the Australian Human Resources Institute and the Chartered Institute of Personnel & Development (UK). In 2009 Rich was Highly Commended in the HR Leadership Awards, Next Generation HR category and in 2010 his work was a finalist in the Talent Management category.

From Imitator to Innovator – The Question of Creativity

Overview
The creativity challenge facing organisations in Asia has been well documented. Moving our perceived regional strength from imitator to innovator is becoming more and more critical as the region seeks to maintain its growth.

At a time when a slowdown in exports is challenging Asia's role as the factory of the world, and fixed costs continue to rise, governments are expressing interest in steering their countries up the value chain to position the region for more than just an easy market or staff base to exploit. One way our region is looking to compete more broadly is for our people to become the creators and not the copiers. Growth as a back end processor has limitations but how to build the skills to become a front end pioneer?

In this workshop we will look at a few ways to start the move to innovation. Discovering where innovation and process meet we can leverage our current regional strengths and skills to deliver a critical future capability need. This workshop is a must for every HR professional aiming to move their business ahead of the game in developing innovation capability and motivating a new set of behaviours.

Areas Covered in Session:
1. Is there a process of innovation
2. What if? Innovation culture by asking the right question.
3. Motivating for innovation: Failing fast & keeping face

Session Style:
Workshop

Developing People to Support Innovation

Topic: From Imitator to Innovator – The Question of Creativity

Date: June 12, 2013
Time: 2.30 pm

X

Sally Allaway
Director
Personal Best
Australia

Sally Allaway is an organisational development professional with a background in executive and senior management learning and development and human resource management. A strong values base and the courage and integrity to discuss important issues openly and with respect has been the foundation of Sally’s success as an employee and as director of Personal Best Human Resource and Training Services Pty Ltd.

Sally worked as a senior manager in one of Australia’s major banks where she was responsible for consulting with the organisation’s largest business unit, with over 15,000 employees, to determine learning and development needs and then customise training solutions.

Sally has also worked as the Director of Staff Development Asia Pacific for The Oberoi Group where she was responsible for developing and then implementing best practice human resources and training in the company’s operations in Indonesia (Bali and Lombok), Singapore, Malaysia and Australia. Sally also regularly worked in India.

Since establishing Personal Best in 2001, Sally has worked with a broad range of sectors, including telecommunications, financial services, health, travel and tourism, and government. Sally helps organisations understand and bring their values to life through effective values based leadership and customer centric attitudes that reflect a desire to build long term internal and external relationships. Personal Best has a track record of achieving results in the Asia Pacific region.

Sally holds a Masters of Business Administration, a Bachelor of Arts with a major in psychology and a Diploma of Education.

Sally has been recognised and acclaimed as an industry leader in the field of employee development and service excellence. Testimony to this was the attainment of 3 awards: the Victorian Tourism Award for Training and Education; the National Tourism Award of Distinction for Training and Education; and, the Australian Hotels Association Award for Contribution to Excellence in Training. Sally has also been awarded the Australian Institute of Hospitality Management Award for Industry Human Resources Practitioner.

Sally creates an open, secure and engaging learning environment where participants feel comfortable asking questions and exchanging their views. She also understands that for some learning is a more reflective activity and so caters for all learning styles. Sally aims to connect with each individual and have them take real value from her workshops. Sally is a vibrant and positive communicator with a genuine interest in helping people to embrace their full potential and achieve their PERSONAL BEST.

Winning Workplaces - the critical role values play in creating and sustaining organisational success.

Overview
Is your organisational culture all you want it to be? Come along and explore with us the added value you get by adding values!

As Peter Drucker rightly said, ‘Culture eats strategy for breakfast’. Instinctively, we know he is right. All organisations have a culture (based on values) but too often it is not the one we want. The culture is based on faulty values that undermine the very characteristics we know make organisations thrive. (Or worse still, values that can lead to corporate scandals!) This workshop provides a business case for implementing a strong values based culture. It provides you with an opportunity to share ideas, learn from the experiences of others, ‘play’ with implementation strategies to determine what will work best for your organisation and develop plans that support practical transition to and embedding of positive and productive values in the workplace.

Organisations do not have to choose between achieving profit and working to strong (ethical) values. Values based organisations build trust that nurtures and sustains quality relationships with all stakeholders – shareholders, employees, customers, and the community. These relationships act like glue and attract people to the business, in turn ensuring its success. In fact, values engage and enable the collaboration and innovation that underpins performance. As they become part of an organisation’s DNA they build brand and ensure performance over the long term.

Attend this workshop to experience how strong, aligned values foster commitment, performance and focus.

Areas Covered in Session:
1. The case for a values based organisation – how organisations and their people thrive when values (ethics) are lived
2. The role of leaders - from formal to authentic power where values, vision and goals, not coercion and rules, create mutual trust, shared leadership and responsibility
3. Determining and translating values – What matters most to your organisation?
4. Going from ‘knowing’ the values to ‘living’ the values - What it takes to embed new values. How organisations achieve extensive and intensive participation – with staff and stakeholders.
5. Focusing on preferred outcomes and vision where values rather than imposed rules and task lists act as the organisational glue. The safety net – leaders who communicate, collaborate and coach – rewards that reinforce goal achievement based on sound values.
6. Creating effective communication capacity - practical strategies that achieve internal traction, help overcome any internal cynicism or resistance to the new values and enhance the organisation’s brand.

Session Style: Please note case studies from a range of organisations, including those with an Asia Pacific presence, will be threaded through the workshop. Participants will have an opportunity to apply the learning and plan practical steps for their organisations. The aim is to give participants the information and strategies they need to make a difference when they return to their workplaces. A workbook will be provided.

X

Erlinda Nusron
Core Faculty
PPM School of Manajemen

Having earned her Bachelor degree in Industrial Technology from Bogor Agriculture University, Erlinda Nusron Yunus continued her education to pursue her Master degree from PPM Manajemen. She then embarked her career as trainer, consultant and faculty member at her almamater, PPM Manajemen, right after she graduated. Having raised 2 grown up children does not prevent her from developing her academic expertise by enrolling herself as PhD candidate at Southern Illinois University Carbondle, IL - USA

Erlinda Nusron Yunus has more than 15 years experience as Core Trainer and Core Consultant at PPM Manajemen. Her espertise spanning across areas of operations management, production management, inventory management, quality management, systems thinking, problem solving and decision making.

Returning to work after she completing her Ph.D Erlinda involved in a research on innovation issues in Indonesian companies through which her interest in Human Resources issues grows.

She holds a PhD in Business Administration from Southern Illinois University Carbondale, IL - USA

X

Dwi Idawati
Core Faculty
PPM School of
Manajemen

Having gained her bachelor degree in Psychology from Gadjah Mada University, in Yogyakarta, Dwi Idawati continued her education to persue master degree in PPM School of Management. She then spread her wings to developing her career in PPM Manajemen as trainer, consultant and faculty member in the field of Human Resources.

Dwi Idawati has more than 30 years of Human Resource experience in lecturing, coaching, consulting and conducting research. Her interest spans across areas like Strategic Human Resource Management, Human Resource Management, Competency Based Human Resource Management and Organizational behavior.

Her managerial experiences are as follows:
• Head of Human Resource Management Expertise Group
• Core faculty in Human Resource and Organizational Behavior - PPM School of Management
• Human Resource Management Department Head - PPM Manajemen
• Head of Student Affair - PPM School of Management
• Head of Salary Survey and Executive Search - PT Binaman Utama (Consulting Firm)

She holds a PhD degree in Human Resource from Bogor Agriculture University and Master of Business Administration from PPM School of Management

She was awarded The Best Research Process in 2010 from Doctoral Journey of Management Program, University of Indonesia.

Dwi Idawati is passionate about sharing her insights and learning from other HR practitioners about issued related to Human Resource Management

Innovation Practices and People Competencies: An Empirical Study of Indonesian-based Enterprises

Overview Innovation is a vital factor in organisational survival and sustainability, and people are the heart of the innovation process. Despite research showing the importance of the human element in innovation, empirical studies exploring innovation and human resources management practices in Indonesia are very limited. This session presents the results of a study investigating innovation in Indonesian-based enterprises. The research covered types of innovation introduced by participating firms and the factors that drive or hinder innovation activities, as well as the people competencies and human resources (HR) systems that support these practices.

Areas Covered in Session:
1. Innovation types of Indonesian-based enterprises
2. Influencing factors of innovation management practices
3. People competencies and HR systems supporting innovation practices

Session Style:
X Paper Presentation

X

RJ Lino
CEO
International Port Company
Indonesia

Having earned his bachelor degree in Civil Engineering from Institute of Technology Bandung, Indonesia, R.J. Lino spreads his wings in developing his career working in sea transportation industry. His experiences covered area of access channels, breakwaters, dredging, reclamation, general cargo wharves, coal terminals, container terminals and feasibility studies. Besides, he has directly involved in many marine projects and studies throughout Indonesia and beyond.

Ir. Lino has over 30 years of experience in port management & operation, port planning, port engineering, strategic planning and project management. For 12 years he was directly responsible for the planning and management of many port development projects in the 18 ports controlled by Public Port Corporation II.

He holds a master degree in Business Administration from Institute for Education and Development of Management (IPPM), Jakarta, Indonesia and a bachelor degree in Civil Engineering from Institute of Technology Bandung, Indonesia.

Prior to his present position, R.J. Lino was appointed to hold a number of key positions, among others are:
• Managing Director of Port of Guigang, Guangxi, China.
• Project Director for the feasibility study of the Lamong Bay Port Development for the expansion of the Port of Tanjung Perak, Surabaya.
• Project Director for the development of the New Container Terminals (International and Domestic) in the Port of Tanjung Perak, Surabaya.

A visionary leader, whose dream is to lead IPC transforming into a global player company in sea transportation industry. He focuses his attention in people development to enable the company developing its goal and is prepare to stand in the global competition

The Impact of Transformation Strategy on People Development: A Case Study from IPC

IPC (PT Pelabuhan Indonesia II (Persero)) is transforming itself to become a key player in the logistics and sea-port business, with the tagline ‘Energizing Trade. Energizing Indonesia.’ This transformation programme is now at its third stage – ‘Transporting Light to The Nation: From Serving to Driving Indonesia’s Growth’. As one of the key factors in supporting this programme, IPC has invested greatly in Human Capital Capabilities Development to create talented employees in its efforts to become a world class company. Alongside our investment in both soft and hard infrastructures, IPC has targeted three areas in implementing human capital development – talent optimization, learning agility and innovation capabilities. In this session we will look at the human capital challenges we have faced in implementing this transformation programme as well as initiatives such as competency and talent mapping, our Port Learning Center of Excellence, and people development programmes through on the job training, academic certification, and outplacement.

Areas Covered in Session:
• Transformation strategy
• Competency Based Human Resource Management
• Talent Mapping
• Developing Talent People
• Link between Business Strategy and People Development Strategy

Competency and Talent Mapping
in Employee Development

Topic: The Impact of Transformation Strategy on People Development: A Case Study from IPC

Date: June 13, 2013
Time: 1.30 pm

X

Octa Melia Jalal
Chairman of Center of Human Capital Development
PPM Manajemen
Indonesia

Mia was born in Bandung, West Java and spent most of early teen-age years in Riau, Sumatra. Although she acquired bachelor degree in Law, her further graduate studies are mostly concentrated and specialized in management, corporate culture and human resource issues.

Mia has more than 25 years of human resource experiences, as line manager, facilitator, course instructor, core trainer, advisor, consultant, coach and assessor. Her areas of expertise include: Human Resource Development, Executive Development, Strategic Leadership, Performance Management, Competency Initiative & Development and Talent Management.

Prior to join PPM Manajemen in 1994, she has worked for 9 years in automotive-related companies as Line Manager dealt with human resource-related issues.

From 2006 to 2009, she has served as Director of PPM Manajemen, in charge of Executive Development Programs.

She actively moves around as speakers in seminars, forums and congresses, mostly in subject of human resource development.

Mia has also written articles in various issues, such as human capital management, competency-based human resource management and leadership. Articles are published in media, among others, HC Magazine, Jakarta Post and HR Magazine Malaysia.

In collaboration with colleagues in PPM Manajemen, Mia has contributed her writing in PPM Manajemen’s book, which was related to Talent Management.

She holds Bachelor Degree of Law, from University of Indonesia, Master of Business Administration from PPM Graduate School of Management and Master of Arts in Human Resource from The University of Westminster, London, UK.

To enhance her expertise within the subject, she acquired several accredited-certification: ACP (Accredited Competency Professional) from SMR Malaysia and ILM, UK, Certificate in Training Professional from CIPD, UK and Assessment Center Assessor Certification from PPM Manajemen.

To be able to involve the managers and stakeholders in understanding the sound human resource practices which important for sustainable company to endure, she has been recognized for her coach and advise expertise during executive development program.

With many deadlines to meet and courses to teach, Mia is always cheerful and is passionate to share about human capital issues and she welcomes insights and comments from other HR academicians and HR practitioners regarding new ideas to be able to enhance her understanding about the subject.

Synopsis will be updated shortly

Topic:

Date:
Time:

X

Muhammad Rizal Md Zain
Principal Consultant
SMR Group
Malaysia

Rizal is a trained engineer who grew into an international HR consultant and trainer because of his great passion for people development. He has over twenty years of experience spanned over various positions and responsibilities in management including customer services, engineering and project management. He has conducted this programme numerous times over the last five years for organisations. He is a trained SMR Accredited Training professional with in depth practical experience and expert knowledge to conduct this programme.

Rizal is an engaging trainer; he engages his audience with his participative and FUN learning style. He delivers the message effectively by sharing practical ideas from a practitioner’s point of view.

Rizal is currently the Principal Consultant, of SMR HR Group Sdn Bhd.

His professional experience in the government and private sector has given him exposure to different industries in various countries. He has conducted similar training programmes for several customers in the region.

Rizal currently consults and trains in the following areas:
- Performance Management
- Competency Management
- Assessor Capability Training
- Project Management
- Training Needs Analysis
- Evaluation of Training
- Train-the-Trainer

• Masters in Business Admin (International Management) with Royal Melbourne Institute of Technology (RMIT), Australia, 2007
• Bachelor of Engineering (Hons) in Electrical and Electronic Engineering, University of Brighton, UK, 1993
• National Diploma in Computer Aided Engineering, Brighton Technical College, 1990
• Certificate in Training Practice, U.K.
• Accredited Training Professional (ATP) from Specialist Management Resources (SMR)
• Accredited Evaluation Professional (AEVP) from Specialist Management Resources (SMR)

Rizal, a Malaysian lives in Kuala Lumpur, Malaysia.

The missing link: People or Process?

Overview
Quite a few organizations use Theory X today in performance management. Theory X encourages use of tight control and supervision. It implies that employees are reluctant to perform and employees are lazy. This concept does not encourage people self initiated growth and innovation. The performance appraisal session is always looked upon as an event that both managers and employees would like to avoid.

In this workshop we will share insights that will help you succeed in reaching optimal outcomes with your organizational performance by leading the people for performance. This workshop is a must for every HR professional aiming to influence their organizational performance culture.

Areas Covered in Session:
1. Leading people performance best practices
2. Establishing the performance culture
3. Establishing the Performance Goals that employees care about
4. Motivating people for the performance journey

Session Style:
Workshop
Paper Presentation
Experience Sharing
Case Study

Performance Management –
Complexity to Pragmatism

Topic: The missing link: People or Process?

Date: June 14, 2013
Time: 9.00 am

X

Astuti Widyaningsih
Core Trainer PPM Manajemen
Indonesia

Astuti Wydianingsih was grown up in Jakarta. She earned her bachelor degree in Food Technology, from Faculty of Agriculture Technology, Bogor Institute of Agriculture. Having graduated from PPM School of Management, she is widening her interest spanning across area like Operation Management, Competence Based Human Resource Management, Knowledge Management, Organization Performance, Corporate Strategy, Managing Stakeholder and Change Management

Astuti has more than 27 years of human resource experiences, starting from Assisstance of Dean at PPM MBA Program and junior trainer in PPM Excecutive Program. She then embarks her career as assesor, consultant, core trainer and executive coach. Her area of expertise spanning the area of international Management and Comparative Management, Operation Management, Knowledge Management, Strategic Leaderhip, Competence Based Human Resource Management, Talent Management and Peformance Management

Prior to her present position, she has extensive experiences in managerial work and consultancy: as Knowledge Management Advisor at PT. Exelcomindo Pratama, General Manager-Training & Development of PT Exelcomindo Pratama, HR Advisor to the President Director (Consultant) of PT Bouraq Indonesia Airlines.

She actively involves as speakers in seminars, forums and congresses, mostly around the subject of human resource development.

She earned her bachelor degree in Food Technology, from Faculty of Agriculture Technology, Bogor Institute of Agriculture, Master of Business Administration from PPM Graduate School of Management and Master of International Management, American Graduate School of International Management (AGSIM) - Thunderbird USA.

She also hold some professional certification among others are: Six Seconds Emotional Intelligence Certification Training by Six Seconds – USA, and awarded as Six Seconds Level 1 Associate Trainer

Myer Briggs Type Indicator (MBTI) Professional Qualifying Program (Certified program to conduct MBTI based HR Development programs), by Type Resources – USA, Jakarta – Indonesia – awarded as Certified MBTI Facilitator

Contributing in improving Organizational Performance through designing, implementing and integrating human resources development and organizational development initiatives into corporate strategic direction

Developing an Organization to Become More Innovative: The Challenges

Innovation always starts with great ideas, but without great execution great ideas are powerless. And in organizations it is not so simple as companies are not designed for innovation but for ongoing operations.

This session discusses the challenging issues encountered by some organizations when they undertake innovation such as:
• What kinds of organizations have a high propensity for innovation?
• What kinds of people have high potential to produce great ideas and thus innovation?
• What motivates these people? How can innovation leaders play a role in growing innovation, and how can the performance system impact on innovation?

Developing People to Support Innovation

Topic: Developing an Organization to Become More Innovative: The Challenges

Date: June 14, 2013
Time: 9.00 am

X

Choo Siow Leng
Director, Human Resources
National University Singapore
Singapore

Born and bred in Malaysia, Siow Leng crossed the causeway to receive her tertiary education in neighbouring Singapore and has since sunk her roots there to embark on her career, raising 2 grown up children along the way with her Singaporean husband.

Siow Leng has more than 25 years of Human Resource experience both in Singapore and the region, spanning across areas like Compensation & Benefits, Performance Management, Employee Relations as well as HR Integration in M&A exercises.

Prior to returning to work in her alma mater National University of Singapore in 2006 as Director in the Office of Human Resources, Siow Leng has worked in banks, Government-linked organizations and other Institutions of Higher Learning.

She holds a Master of Business Administration and a Bachelor of Arts from the National University of Singapore.

Partnering her stakeholders and leadership team in translating and directing strategic HR goals into implementable solutions, she has been recognized for her leadership in spearheading major initiatives aimed at transforming Human Resources to the next level.

Taking a pragmatic stance, Siow Leng is passionate about sharing her insights and learning from other HR practitioners the un-ending journey of delivering good HR practices.

Making $ense of Performance Management

Overview
In an era of fast-changing higher education landscape, shifting assumptions, heightening expectations accompanied by competing priorities, the rules of the game must change for institutions of higher learning to get the most out of their resource investments and gain competitive advantage. Performance Management - often perceived as an elusive tool to differentiate and stream employees - is increasingly a strategic necessity in shaping the way organizations drive and enhance their overall resource capacities.

Gain insights on the National University of Singapore’s journey in navigating through the challenges, the game plan of engaging various stakeholders, and the setting of more holistic perspective and framework for the change management.

The session aims to generate a more wholesome and interactive thought-sharing experiences from participants on their respective sphere of realities.

Areas Covered in Session:
1. Performance Management and Development Framework that Support the Changing Landscape
2. Managing the Change Process
3. Linking Rewards to Performance
4. Shaping-up Under-performers
5. Balancing Competitiveness with Sustainability

Session Style:
Workshop
Experience Sharing

Performance Management -
Complexity to Pragmatism

Topic: Making $ense of Performance Management

Date: June 13, 2013
Time: 11.00 am

X

Vinodh Chelambathodi
Global Head HR
Polaris
India

When asked which discussion was hard for an executive to handle - either with the bosses or with the subordinates, most of us would say that it is the performance appraisal discussion! Lot of hesitation, dissatisfaction and misapprehension surrounds performance appraisal discussion/process.

Here is a man who says, performance appraisal ‘dialogue’ was a cherished conversation for him and his team members. Vinodh Chelambathodi, Global head – HR, with 180 members reporting from different geographies is here to share what went into the conventional process to make it a ‘consensus dialogue’.

Heading the HR function of Polaris whose clientele comprises of top 7 banks and top 9 insurance firms of the world, Vinodh has astute humour in his dialogue.

Having worked with organizations like HCL, Capgemini and Flextronics and others over 20 years and having played different roles up the ladder, this ‘Quiet’ leader shares how ‘Design thinking’ has helped him in his pursuit.

An elite HR professional, Vinodh is Contemporary, Collaborative and Swift in his decisions and moves.

A fitness aficionado, Vinodh holds Masters Diploma in Personal Management, from NIPM, Kolkata, and Masters Diploma in Business Administration, from Madras Christian College, Chennai, India.

Vinodh is married to Kala and when out of office, Vinodh loves to spend time with his 12 yr old daughter Shreya as he loves to see her grow up. Willys, Royal Enfield, Sudoku and Books take a back seat when Shreya is in front of him.

People, Performance and Dialogue: How a simple dialogue can reinstate conviction in people!

Looking at the topic, few may think that the performance dialogue would be a mellowed conversation in a preachy tone happening between the manager and the subordinate on obstacles in task versus solutions of the shelf.

"But Performance Dialogue could possibly be a dynamic conversation that happens between a manager and his subordinate".

When two people discuss an issue, each one would perceive the issue in his/her own terms and try to discuss about it based on his/her own understandings. In the same scenario, when one person is speaking, if the other observes the thinking of the former, chances are there for them to arrive on same page and to have better empathy.

While the rest of the world knows that the performance dialogue should happen all through the year, PDD has spaced specific actionable across the year and has interestingly weaved dialogue process around these blocks namely, Doing, Thinking, Feeling, Being and State of Mind. A host of measures and actions built in each brand ensures comprehensive performance development.

If you are looking at tying the organization goals to the last individual in an organization, this is the session you ought to attend!

Areas Covered in the Session:
1) People related challenges in Appraisal
2) Process capability of PDD
3) 5 blocks of PDD - Doing, Thinking, Feeling, Being and State of Mind
4) What constitutes the FUN

Session Style:
Dialogue / Interactive

Performance Management -
Complexity to Pragmatism

Topic: People, Performance and Dialogue: How a simple dialogue can reinstate conviction in people!

Date: June 13, 2013
Time: 1.30 pm

X

Irvandi Ferizal
HR Director
PT Kraft Food
Indonesia

Born in Riau, where he spent his childhood until he graduated high school. Irvandi Ferizal dedicates his career in the field of human resources issues right after he graduated from his bachelor degree in the field of psychology.

Irvandi Ferizal has more than 25 years of Human Resource experience starting from being a manager of Training and Development Division at Kalbe Farma. He moved up the leader and reached a position of HR Director TNT Indonesia for 12 years, then he embarked his career to be Head of HR Nokia Siemens Network for 3 years prior to his present position as HR Director of Kraft Foods Indonesia.

He was graduated from UNPAD (University of Padjadjaran) Bandung in Industrial & Organizational Psychologist, and attended Executive HR Programs Michigan State University

He received several award as follow:
• Global HR Leadership Award 2009 – from World HRD Congress
• Asia HRD Congress Award 2006 – for category: Contribution to Organization
• Most of Inspiring HR Person 2009 – from Human Capital Magazine

Complexity vs Pragmatism in Implementing Performance Management System: A Case Study in PT Kraft Food Indonesia

Performance management is one of the critical activities of Human Resources Management, and one which is often perceived negatively by line managers as an HR tool which doesn’t help them manage their teams. Great performance management should meet some criteria such as easy to use and adding value to both company and employees.

HR practitioners must avoid a ‘copy and paste’ approach and simply using performance management as something which needs to be done. Performance management must be positioned as an organizational need, not just an HR initiative.

Areas Covered in Session:
• HR agenda today
• Need for great performance management
• Complexity vs pragmatism
• Lessons learned: Kraft’s experience
Session Style:
Experience Sharing

Performance Management -
Complexity to Pragmatism

Topic: Complexity vs Pragmatism in Implementing Performance Management System: A Case Study in PT Kraft Food Indonesi

Date: June 13, 2013
Time: 8.30 am

X

Martha D Swissanto
Chief Human Resources Officer
PT AXA
Indonesia

Having earned her bachelor degree in Agricultural Economic, Bogor Agricultural University (IPB), Indonesia, Martha D. Swissanto embarked her career in a Swiss-based multinational company PT Food Specialities Indonesia (Nestle). Her career in human resources started when she was appointed as Senior VP Human Resources & Communication of Lafarge Cement Indonesia (PT Semen Andalas Indonesia).

Martha D. Swissanto has more than 20 years experience – result driven Human Resouce Senior Executive, experience in general management, consultancy, client management and marketing within Fortune 500 corporation’ environment.

As Human Resources Country Head – member of the Board/Management team, in various industries, from highly competitive financial Industry, oil & gas company with complex operation, highly competitive talent acquisition and specific government requirement, retail company with human capital intensive, customer and service related management and manufacturing company that is located in Aceh (Sumatra) with highly complex environment due to civil conflict and tsunamy catastrophe

She holds a Master of Management, majoring in Leadership from University of Southern Queensland, Australia and Certified Global Professional Human Resources from HR Certification Institute, USA

Together with the Board, developing head office organization within the approve budget that is developed through compensation & benefit benchmark

Strong interpersonal skills and ability in dealing with people, analytical skill and problem solving, planning and organizing and leading a group of people with delegation of authority and responsibility. High interest in education/training, career and development and leadership area.

Complexity vs Pragmatism in Implementing Performance Management System: A Case Study in PT Kraft Food Indonesia

Performance management is one of the critical activities of Human Resources Management, and one which is often perceived negatively by line managers as an HR tool which doesn’t help them manage their teams. Great performance management should meet some criteria such as easy to use and adding value to both company and employees.

HR practitioners must avoid a ‘copy and paste’ approach and simply using performance management as something which needs to be done. Performance management must be positioned as an organizational need, not just an HR initiative.

Areas Covered in Session:
• HR agenda today
• Need for great performance management
• Complexity vs pragmatism
• Lessons learned: Kraft’s experience
Session Style:
Experience Sharing

Competency & Talent Mapping
in Employee Development

Topic:

Date: June 12, 2013
Time: 2.30 pm

X

Bandhana Rai
Talent Acquisition Director
Dell
Malaysia

Profile will be updated shortly

HR & Technology in Partnership: How to make it work for you?

The world of traditional HR, dominated by people and processes, is fast changing with the advent of HR technology and innovation. In many cases till today, HR & technology typically make for uncomfortable bedfellows. The Dell story shares our innovation journey in implementing effective HR technologies in the way we do work and in realizing the benefits of these changing technologies. Our signature Dell HR practices leveraging on the available HR technologies is a differentiator for us. It allows us to reap many rewards, from robust employee engagement using social media, empowering employees to build their own careers at Dell through to the way we find new talent for the organization – technology is a strong partner and enabler for us at Dell HR.

Topic: HR & Technology in Partnership: How to make it work for you?

Date:
Time:

X

Jacob Jacob
Chief People Officer,
Apollo Hospitals Enterprises Ltd.
India

Jacob has over 16 years of experience and his experience is varied across HR Consulting, International HR & Start Up HR. Jacob’s core strengths lie in the areas of Change Management, Performance Management, Competency mapping & its applications, HR strategy & Organisational Design.

Jacob has worked with Organisations such as Feedback Ventures, Emirates Airline in Dubai & Oberoi Realty. At Feedback Jacob has worked on multiple HR assignments across the domain of HR with clients ranging from MNCs (Across Industries), Indian Corporates, NGOs & Governmental Organisations. Some of the key assignments include HR Strategy & Design for a pharmaceutical organization, Organisation culture assessment & design of effective HR systems, Development & implementation of a Performance Management System, 360 Degree feedback design & implementation, etc.

At Emirates Jacob was responsible for HR for Airport operations and has had significant exposure to international HR practices on corporate HR strategy and change management. He was part of the team that looked after the HR Change management initiative of moving to a new terminal and all associated HR processes on due diligence.

At Oberoi’s Jacob was responsible for the entire gamut of HR initiatives and has worked towards changing the outlook on HR processes and initiatives in the real estate sector. He has avidly worked on areas in talent management & employee engagement.

Jacob has also spoken at various conferences and has presented papers on topics such as connecting people & performance. He is an alumnus of T A Pai Management Institute, Manipal having done his PGDM with a specialization in HR.

At Apollo, Jacob is striving to create a mechanism of robust service delivery in Healthcare through innovative and robust HR initiatives.

Jacob was recently recognized as one amongst the most powerful HR professionals in India by the World HR Congress and has also received the HR Leadership Award at the Asia Pacific Summit. Jacob has also been adjudged as the HR professional of the Year for 2012.

Accelerated Organizational Performance through Performance Management

Performance Management System (PMS) is more than the end of the year appraisal. Performance Management System focuses not only on individual employees, but also on teams, programs, processes and the organization as a whole. A robust PMS can help Organizations to achieve their objectives through proper alignment of Individual and Organizational goals, leading to a performance driven culture. A robust PMS has the following key elements:

• A clear line of sight between the individual and organisational goals
• An integrated set of measures at the organisation, team and individual level
• A process of on-going review, feedback and coaching
• An accurate process for evaluating assessments across multiple appraisers
• Reinforcement of the desired performance and behaviours through both monetary and non-monetary means

But many organizations fail to execute their plans in spite of having a solid performance strategy in place. What are some of the challenges they face? How can we overcome them?

This session aims at finding answers for the above questions and also to get more insight on the correlation between PMS and Organizational performance.

Areas Covered in Session:
1. How can PMS enhance Organizational Performance
2. PMS and Organizational Culture
3. Organizational challenges in PMS
4. Innovation required in PMS
5. Technology Enables in PMS

Session Style:
Experience Sharing
Case Study

Performance Management –
Complexity to Pragmatism

Topic: Accelerated Organizational Performance through Performance Management

Date:
Time:

X

Tonny Warsono
Human Capital Director
Wijaya Karya
Indonesia

Born in Semarang, Tony Warsono continued his education in Bandung where he earned his Bachelor degree in Civil Engineering at Parahyangan University in Bandung. He is a practitioner who has devoted his professional career to PT Wijaya Karya (WIKA) since 1982.

He embarks his career in Jakarta starting from being a manager at Division of Concrete & Metal Production) PT WIKA. Tony Warsono has more than 10 years experience undertaking Human Resource issues in practice, that is through his appointment as Director of Human Resource and Finance PT WIKA and being promoted as Human Capital and Development PT WIKA.

His vision to develop a self-motivated and caring employee leads him to implement Competency-Based Human Assets Management System in the company, known as WIKA CBHAMS. Other human resource system that he coordinated to be implemented in WIKA are MBTI (Myers Briggs Type Indicator) and Talent Management System.

He holds a Master of Management in Magister Sekolah Tinggi Manajemen PPM Jakarta.

He earned a number of awards due to his passion in developing human resource at PT WIKA, among others are
• The Great Inspirator (2006) – PT WIKA
• Anugerah Prof. Dr. A.M. Kadarman, Sekolah Tinggi Manajemen PPM. Category Agent of Change in Human Resource Development (2006)
• Outstanding Contribution in the field of Human Resource Development, Category Contribution in Organization (2006) – from The Asia HRD Congress
• Inspiring HRD Leader (2009) – Human Capital Magazine

Tonny Warsono is an open minded person and a communicator. He enjoys being engaged in an interactive discussion. When he presents his paper in a conference, his material is based on new concept from research and everyday observation on the application of human capital.

Innovation and Leadership Development: The Wikasatrian Way

People development in PT Wijaya Karya (Persero), Tbk (WIKA) is conducted based on dynamic changes that emerge in its surrounding and in the world. WIKA made its best effort to make the implementation of people development work and to anticipate issues that may hamper its implementation, WIKA decided to implement the project through experiential learning method, managing soft competencies, talent management and leadership. Besides WIKA introduced leadership program using local value, values coming from Indonesia and develop it through a program called WIKASATRIAN. This program is the centre to nurture and develop WIKA leaders.

Areas Covered in Session:
1. People development
2. Competency-based human resource management
3. Talent management
4. Leadership program – WIKASATRIAN
5. Lesson learned from PT WIKA

Session Style:
Workshop
Paper Presentation
Experience Sharing
Case Study

Developing People to
Support Innovation

1	Size	Size: 2m (l) x2m (w)
2	Partition	Rear and dividing walls with 2500mm high using white aluminium systems and white melamine panels
3	Flooring	Carpet
4	Electrical	1 unit 40 watt Fluorescent Tube 1 unit Electric Plug Socket
5	Graphics	1 set Company’s name and booth’s number (English) in one colour self-adhesive PVC lettering against white background on fascia board
6	Furniture	1 units Reception Desk 2 units White Folding Chair 1 unit waste paper basket

Travel & Accommodation Package – Applicable Only For Malaysian Delegates
Accommodation Type	Select.	Regular Fee
Travel & Accommodation Package – Manhattan Hotel, Kuningan
Single Accommodation 4 Night accommodation at Manhattan Hotel with breakfast for 1 Check In: 11 June 2013 Check Out: 15 June 2013 Travel Return Flight Ticket by KLM Royal Dutch Airlines (Kuala Lumpur-Jakarta – Kuala Lumpur) Inclusive with Airport Tax (Kuala Lumpur – Jakarta ONLY) Return Airport Transfer (Airport - Manhattan Hotel - Airport) Coach Transfer (Manhattan – Ritz-Carlton-Manhattan/PPM)		RM 2170 per person
Twin Sharing 4 Night accommodation at Manhattan Hotel with breakfast for 2 Return Flight Ticket by KLM Royal Dutch Airlines (Kuala Lumpur-Jakarta-Kuala Lumpur) Inclusive with Airport Tax (Kuala Lumpur – Jakarta ONLY) Return Airport Transfer ( Airport - Manhattan Hotel - Airport) Coach Transfer (Manhattan – Ritz-Carlton-Manhattan/PPM)		RM 1210 per person
Ritz-Carlton Jakarta, Mega Kuningan
Room Category	Single		Twin Sharing
Grand Room	IDR 2,420,000 nett		IDR 2,420,000 nett
Grand Club Room	IDR 3,448,500 nett		IDR 3,448,500 nett
Mayfair Suite (Inclusive Club Access)	IDR 5,445,000 nett		IDR 5,445,000 nett

Ava DiamondPresidentDiamond Success Group USA

Inspiring Top Performance: What Leaders Absolutely Must Know to Build a Culture of Engagement and Performance

The Heart and Soul of Leadership:- How to Inspire Commitment and Loyalty and Get Amazing Results

Building A Value-Based Organization

Topic: The Heart and Soul of Leadership:- How to Inspire Commitment and Loyalty and Get Amazing Results

Date: June 12, 2013Time: 2.30 pm

KEYNOTE 4

Topic: Inspiring Top Performance: What Leaders Absolutely Must Know to Build a Culture of Engagement and Performance

Date: June 13, 2013Time: 3.45 pm

Scott FriedmanMotivational HumoristUSA

Celebrate! Lessons Learned from the World's Most Admired Organizations

Creating a Culture of Innovation and Celebration

Building A Value-Based Organization

Topic: Creating a Culture of Innovation and Celebration

Date: June 13, 2013 Time: 9.30 am

KEYNOTE 2

Topic: Celebrate! Lessons Learned from the World's Most Admired Organizations

Date: June 12, 2013 Time: 11.15 am

Tracy Al SaidiDirector of L&DJumeirah Beach HotelUnited Arab Emirates

Performance Management – 'Getting back to basics'

Performance Management –Complexity to Pragmatism

Topic: Performance Management – 'Getting back to basics'

Date: June 12, 2013 Time: 1.30 pm

Torstein Dale SjotveitChief Executive Officer Sarawak Energy Malaysia

Synopsis will be updated shortly

Ignasius JonanCEO PT Kereta Api Indonesia

Reinventing People and Human Resource Management Systems: The Case of PT Kereta Api Indonesia (Persero)

Topic: Reinventing People and Human Resource Management Systems: The Case of PT Kereta Api Indonesia (Persero)

Date: June 12, 2013 Time: 10.30 am

Muralidharan RamakrishnanChief Technology OfficerSMR GroupIndia

Profile will be updated shortly

Workshop Synopsis will be updated shortly

Synopsis will be updated shortly

Technology Drivers for theNew World of HR

Topic:

Date: Time:

Workshop

Topic: Social Media for HR

Date: June 14, 2013 Time: 9.00 am

Hasnul SuhaimiPresident DirectorPT XL Axiata, TbkIndonesia

Adding value to HRM Through Technology

Technology Drivers for theNew World of HR

Topic: Adding value to HRM Through Technology

Date: June 13, 2013 Time: 9.30 am

Jamilah Abdul SallamGM, Human ResourcesBank Islam Malaysia BerhadMalaysia

Building a Value-Based Organization: Expanding People's Horizon

Building A Value-Based Organization

Topic: Building a Value-Based Organization: Expanding People's Horizon

Date: June 12, 2013 Time: 4.00 pm

Julian KingCOO SMR HR Group Malaysia

Leveraging Cultural Diversity for Innovation

Developing People to Support Innovation

Topic: Leveraging Cultural Diversity for Innovation

Date: June 13, 2013 Time: 9.30 am

Michelle Cordero-GarciaHR DirectorSGS Philippines, Inc. Philippines

Developing a "Meaningful & Exciting" Talent Management Strategy

Competency & Talent Mapping in Employee Development

Topic: Developing a "Meaningful & Exciting" Talent Management Strategy

Date: June 12, 2013Time: 1.30 pm

F.X. Sri MartonoiVice-President, Chief Corporate Organization & Human Capital Development Astra International Indonesia

Astra's Experience in Cultivating Culture and Building A Value–Based Organization

Building a Value-Based Organization

Topic: Astra's Experience in Cultivating Culture and Building A Value–Based Organization

Date: June 12, 2013Time: 1.30 pm

Mirta AmarantiDivision Head of Assessment Center PPM Manajemen, Indonesia

Developing Strategy-Driven Talent Reviews: Calibrating Performance, Competency, and Talent Readiness

Competency and Talent Mapping in Employee Development

Topic: Developing Strategy-Driven Talent Reviews: Calibrating Performance, Competency, and Talent Readiness

Date: June 14, 2013 Time: 9.00 am

Rich AtkinsonHR Director, APAC Global Operations PayPalSingapore

From Imitator to Innovator – The Question of Creativity

Developing People to Support Innovation

Topic: From Imitator to Innovator – The Question of Creativity

Date: June 12, 2013 Time: 2.30 pm

Sally AllawayDirector Personal Best Australia

Winning Workplaces - the critical role values play in creating and sustaining organisational success.

Erlinda NusronCore Faculty PPM School of Manajemen

Dwi IdawatiCore Faculty PPM School of Manajemen

Innovation Practices and People Competencies: An Empirical Study of Indonesian-based Enterprises

RJ LinoCEO International Port Company Indonesia

Ava Diamond
President
Diamond Success Group
USA

Date: June 12, 2013
Time: 2.30 pm

Date: June 13, 2013
Time: 3.45 pm

Scott Friedman
Motivational Humorist
USA

Date: June 13, 2013
Time: 9.30 am

Date: June 12, 2013
Time: 11.15 am

Tracy Al Saidi
Director of L&D
Jumeirah Beach Hotel
United Arab Emirates

Performance Management –
Complexity to Pragmatism

Date: June 12, 2013
Time: 1.30 pm

Torstein Dale Sjotveit
Chief Executive Officer
Sarawak Energy
Malaysia

Ignasius Jonan
CEO
PT Kereta Api
Indonesia

Date: June 12, 2013
Time: 10.30 am

Muralidharan Ramakrishnan
Chief Technology Officer
SMR Group
India

Technology Drivers for the
New World of HR

Date:
Time:

Date: June 14, 2013
Time: 9.00 am

Hasnul Suhaimi
President Director
PT XL Axiata, Tbk
Indonesia

Technology Drivers for the
New World of HR

Date: June 13, 2013
Time: 9.30 am

Jamilah Abdul Sallam
GM, Human Resources
Bank Islam Malaysia Berhad
Malaysia

Date: June 12, 2013
Time: 4.00 pm

Julian King
COO
SMR HR Group
Malaysia

Date: June 13, 2013
Time: 9.30 am

Michelle Cordero-Garcia
HR Director
SGS Philippines, Inc.
Philippines

Competency & Talent Mapping
in Employee Development

Date: June 12, 2013
Time: 1.30 pm

F.X. Sri Martonoi
Vice-President,
Chief Corporate Organization & Human Capital
Development Astra International
Indonesia

Date: June 12, 2013
Time: 1.30 pm

Mirta Amaranti
Division Head of Assessment Center
PPM Manajemen,
Indonesia

Competency and Talent Mapping
in Employee Development

Date: June 14, 2013
Time: 9.00 am

Rich Atkinson
HR Director, APAC
Global Operations PayPal
Singapore

Date: June 12, 2013
Time: 2.30 pm

Sally Allaway
Director
Personal Best
Australia

Erlinda Nusron
Core Faculty
PPM School of Manajemen

Dwi Idawati
Core Faculty
PPM School of
Manajemen

RJ Lino
CEO
International Port Company
Indonesia

Competency and Talent Mapping
in Employee Development

Date: June 13, 2013
Time: 1.30 pm

Octa Melia Jalal
Chairman of Center of Human Capital Development
PPM Manajemen
Indonesia

Date:
Time:

Muhammad Rizal Md Zain
Principal Consultant
SMR Group
Malaysia

Performance Management –
Complexity to Pragmatism

Date: June 14, 2013
Time: 9.00 am

Astuti Widyaningsih
Core Trainer PPM Manajemen
Indonesia

Date: June 14, 2013
Time: 9.00 am

Choo Siow Leng
Director, Human Resources
National University Singapore
Singapore

Performance Management -
Complexity to Pragmatism

Date: June 13, 2013
Time: 11.00 am

Vinodh Chelambathodi
Global Head HR
Polaris
India

Performance Management -
Complexity to Pragmatism

Date: June 13, 2013
Time: 1.30 pm

Irvandi Ferizal
HR Director
PT Kraft Food
Indonesia

Performance Management -
Complexity to Pragmatism

Date: June 13, 2013
Time: 8.30 am