3rd Global HR Excellence Conference 13-15 October 2014 Singapore

6/8/2014 www.me-uk.com/summit/newsletter.asp?eventid=21185&RecID=7930&utm_source=interview&utm_medium=link&utm_content=profsattar&utm_campai…
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Revolutionising HR through fortified capability
management strategies with enhanced
performance rewards, leadership pipelining
and human capital transformation.
13-15 October 2014
venue to be confirmed, Singapore
News Article - Prof Sattar Bawany
Interview with: Prof Sattar Bawany,CEO of Centre For Executive Education(CEE GLOBAL) and also
the Managing Director of EDA Asia Pacific, Singapore
Prof Sattar Bawany, is one of the speakers at the marcus evans 3rd Annual Global HR Excellence
Conference and will be delivering a plenary session on Leading and Engaging Today’s
Multigenerational Workforce
“This Conference provides a platform for HR Practitioners to network with their peers and develop their
understanding of the pressing trends and issues facing today's HR and Business Leaders. By bringing
together executives, thought leaders and partners, the Conference cover and discuss topics from
diverse points of view. Be a part of leading HR conversations and join us at this 3rd Annual Global HR
Conference.It also serves as an excellent opportunity for HR as Strategic Business Partner, responsible
for planning and developing the future leadership of their organization to discuss key issues, test ideas,
share perspectives and learn from peers.
During my Plenary Presentation on "Leading and Engaging Multigenerational Workforce", participants
will have the opportunity to enhance their understanding of generational characteristics and the impact
of their own management practices and leadership styles on each of these groups. We will also be
reviewing how organisation can leverage on their multi-generational workforce to effectively attract
and retain employees, build teams, deal with change, and increase employee engagement", he said .
Below is the full interview with Prof Sattar on his views and insights on HR Excellence:
What is your expectation for the conference and what do you hope to hear from others at
the conference?
I would expect the Speakers to share their knowledge and business and strategic HRM practices which
could be viewed as contemporary, practical and relevant (CPR) to today's HR Professional.
What are the hot issues in the industry right now that should be addressed and discussed?
From the ongoing dialogue with CEOs and Business Leaders, it is evident that what has been more
fortunate for Asia-Pacific organisations is that they are buffered by the regional economic development
as markets in the region are still expected to grow compared to sluggish recovery in the US and
economic slowdown in Europe. Amidst the cautious optimism expressed by these leaders , they have
consistently cited that a key challenge to achieving this growth is the talent factor. The competition for
talent in Asia-Pacific is intensifying. Although there is an abundance of raw talent in absolute terms, the
current profile of skills and capabilities is poorly
matched to the demands of the economy.
More than ever, Asia-Pacific organisations will need to be agile in their talent management strategies,
in order to ensure that they have the human capital to adapt to the changing forces in the business
environment.
How do we determine the right leaders for the future, empower and retain them?
In essence, the heart of the leadership challenge that confronts future leaders is learning how to lead
in situations of ever greater volatility and uncertainty in a globalised business environment, allied with
the needs to deal with scale, complexity and new organisational forms that often break with the
traditional organisational models and structures within which many have learned their ‘leadership
trade’. So the basic assumption that past experience is the key for future leadership success is more
open to scrutiny than ever.
Leadership is an art and a science. It is an art because it continually evolves, changes form, and
requires creativity. It is a science because there are certain essential principles and techniques
required. A good leader knows when it is time to change shape because they are highly attentive to

those around them. Coming from a position of strength, a great leader takes risks by freeing up the
creative genius in their followers to build their capability and multiply the talents of the organization.
This leads to community and greatness. By powerfully communicating a vision that animates,
motivates, and inspires followers, a great leader is able to transform his or her organization.
We are operating in a hypercompetitive business environment. The world moves faster today when
compared to 10 years ago. Companies feel the pressure to decrease time to market and improve the
quality of products while delivering on ever-changing customer expectations to maintain competitive
posture – that is, be adaptive and nimble. Driving results is difficult even for companies who have the
benefit of dedicated and knowledgeable employees and business leaders to leverage.
Organizations need leaders to visualize the future, motivate and inspire employees, and adapt to
changing needs. On-going research indicates that, with the right leadership development support
including executive coaching, those with leadership potential can be developed into outstanding
leaders. Emotional Intelligence competencies are perhaps the most challenging for leaders to develop
effectively and yet it is the one that often has the most impact. As emotionally intelligent leaders rise
through the ranks of an organization, their profile becomes more visible to employees and their
increased power can have greater impact.
What are the most challenging issues related to HR that have major impact on
organisations today?
Despite the optimism surrounding future growth opportunities in the region, CEOs consistently cite a
critical pressure point: talent. Several forces are converging to significantly change the workforce
dynamic in the region:
a) Demographic shifts - In many economies such as Japan and Singapore, declining population
growth is creating a labour shortage. Baby Boomers are retiring and the Gen Yers Leaders are not fully
equipped to take leadership roles
b) Rising people costs - Compensation is rising rapidly as talent has become scarce. This will
exacerbate the rising operating costs and impact on their competitiveness.
c) Large-scale skills mismatch - Outdated strategies for education and training are no longer
adequate for satisfying business or employee development needs in the new and knowledge-based
economy.
d) Shortage of qualified employees - In the fast-growing economies, many organisations are
facing mounting talent challenges especially shortages of qualified, experienced and skilful managers.
This is resonant with the ‘Peter Principle’ (formulated by Dr. Laurence J. Peter and Raymond Hull in
their 1969 book ‘The Peter Principle’) which states that in modern organisations, most managers rise to
the level of their least competence, like the specialist (e.g. accountant, engineer, lawyer etc.) who is so
good at their craft that they get promoted to a management position in 'charge of people' without
having mastered any real leadership skills.
Has there been any changes in your strategies towards succession planning? If yes, what
are the aspects of these changes?
Talent management and retention is perennially at the top of CEO’s most pressing worries. A
company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The
key to ensuring an organisation has the leaders it needs when it needs them, is to accelerate the
performance of future leaders including high potential employees, so that their skills and leadership
abilities are as strong as possible when they are needed particularly as leaders transition from role to
role.
As CEO tenure continues to shrink, research have shown that with two out of every five new CEOs
failing in their first 18 months, it has become absolutely critical for companies to cultivate internal
candidates for top positions. Yet corporations are beginning to realize that executive geographic and
organization culture succession pipelines are broken and will adversely affect the ability to identify and
nurture future leaders.
A company’s leadership pipeline is expected to deliver its “next generation” of ready-now leaders. The
payoff is a supply of leadership talent that simultaneously achieves targets, bolsters and protects
ethical reputation, and navigates transformational change in pursuit of a bright competitive future.
Unfortunately, some Boards and CEOs neglect their talent management accountability - consequently,
their pipelines run dry. When this occurs, the downward spiral of competitive capability becomes
discernable, the edge is lost, and the “magic” disappears. The competition begins to outwit, outflank
and outperform these companies.
About the Event

The 3rd Annual Global HR Excellence conference provides the perfect platform to explore the
dynamics of talent management, discover the latest updates in strategic HR and experience innovative
HR applications & technologies which will enable you to create a truly world class HR function and
drive business success.
Customize your own programme by selecting from any of these streams over Day One and Day Two:
Talent & Capability Development
Performance & Rewards
HR Processes and Transformation
Day 3 – Full Day Course: Capacity Building: Effective Leadership and People Performance
Management
For more information, go to: http://hrexcellenceme-lse.marcusevans.com/ or CLICK HERE for an
updated brochure
Company Contact
Cindy Cluny
Marketing Manager
marcus evans
tel: +00 603 2723 6745
fax:+00 603 2723 6699

large scale events
Leadfromtheback—andletothers
believetheyarein front.
Revolutionising HR through fortified capability management strategies with enhanced
performance rewards, leadership pipelining and human capital transformation.
Nelson Mandela
Singapore
13th
– 15th
October 2014
WFeaturing an Exclusive Post Conference Workshop on Day 3:
Capacity Building: Effective Leadership and People Performance Management
Advancing knowledge of innovative leadership and benefitting from practical insights and inspirational thoughts that will enable
you to tackle changing trends whilst building excellence within the organisation
Don’t forget to breathe! – A special session with the Yoga Tribe:
Mindfulness training is a simple, fundamental tool that humans can utilise for stress-release and to access a deep potential that is a
most natural state for humans: A state of well-being and clarity
Featuring Expert Plenary Presentations and Case Studies from Multinationals and Leading Organisations:
D N Prasad Director and Head – Google People Services (GPS)
Google, Singapore
Winner of HRM Awards 2013 – Hays Award for Employer of Choice
Best HR Leader 2013
Best Employer Branding 2013
Anand Pillai Senior EVP & Chief Learning Officer
Reliance Industries, India
2013 International Team Excellence Award – Reliance Quality
Excellence Team
Evangeline Chua Head of Human Resources
Citibank, Singapore
Yong Siew Wah Senior Consultant – Southeast Asia and
Greater China
Kepner-Tregoe, Singapore
Mike McCarthy Group Head – Human Resources, Asia Pacific
Middle East and Africa
MasterCard, Singapore
Best HR Team 2014
David Gareth Thomas Senior Vice President – Human Resources,
Asia
Manulife, Hong Kong
Yahoo! Emotive Brand Awards 2013
Prof Sattar Bawany CEO
Centre of Executive Excellence (CEE) Global, Singapore
Managing Director
EDA Asia Pacific, Singapore
Haitham Samman Global HR Director – Strategic Industries
Alcatel-Lucent, France
Best Corporate Social Responsibility in HR Award 2013
Gaurav Sharma HR Director
Coca-Cola, Singapore
Top Employer 2014
Best Change Management Strategy 2013
Your Distinguished Advisory Panel:
David Gareth Thomas Senior Vice President – Human Resources,
Asia
Manulife Asia, Hong Kong
Rupert Brown Director – Human Resources, Asia Pacific
Maersk Line, Singapore
Rohit Manucha Head of Organisation Development
PepsiCo, Oman
Reliance Industries, India
Norbert Modla Director – Talent Management & Organisation
Development, Asia
Philip Morris International, Hong Kong
John Kivel Director – International Talent Acquisition
Levi Strauss, Shanghai
Nimalan Nadesalingam Associate Director & Change
Management Strategy Lead
Deutsche Post DHL, Germany
Featuring Case Studies and Key International Presentations from Distinguished Speakers:
Cara Reil Vice President – Talent and Leadership Development
SingTel, Singapore
Best Use of Social Media 2014
Norbert Modla Director Talent Management & Organisation
Development – Asia
Geh Thuan Hooi Director – Group HR and Administration
Mah Sing Group, Malaysia
HR Asia Best Companies To Work for in Asia 2013
Nimalan Nadesalingam Associate Director & Change
Management Strategy Lead
Best Employer for Commitment to Engagement 2013
Rob Phipps Chief People Officer, South Pacific
Yum! Restaurants International, Australia
William Chin Staffing Director
Qualcomm Asia Pacific, China
Darwin B. Rivers Head – Human Resource Department
Omniglobe International, Philippines
William Gu Senior VP HR Asia Pacific & Middle East
KONE Corporation, Singapore
Rupert Brown Director – Human Resources, Asia Pacific
Lloyd’s Asia Awards 2013 – Environment & Ship Operator Award
Shazmi Ali Director – Human Resources
Pfizer, Malaysia
Mei-Lynn Chan EVP and Head – Group Organisational
Development, Governance & Risk
Maybank Group, Malaysia
Malaysia’s 100 Leading Graduate Employer Awards 2013
Atif Aijaz Executive Manager – Talent and Organisational
Development
Claim Central Pty Ltd, Australia
Rohit Manucha Head of Organisation Development
PepsiCo, Oman
Best Overall Great Place to Work 2013
Kristen Hansen Director and Neuroleadership Specialist
EnHansen Performance, Australia
Alexandra Kershaw Director Human Resources – Singapore,
Philippines, Indonesia Market Head
American Express, Singapore
Best Employer 2013– Singapore
Toufic El Chaar Vice President – Human Capital & OD
Agthia Group, UAE
Stef Phua Director – Talent Management
AIG, Singapore
Business Award for Service Excellence 2013
Sanjay Singh Vice President – HR
Tata Motors, India
Param Moorthi Director – Talent Management, Global Supply Chain
Schneider Electric, Malaysia
Carlo Imo Vice President – Human Resources
Kering Group, Hong Kong
Dr. C.J. Krishna Honorary Secretary
Malaysian Association of Human Resource Consultants
(MAHRC), Malaysia
Rajesh S. Manik EVP & Head – Human Resources & Communications
ING, India
Oliver Grohmann Senior Vice President HR – South East Asia
Mercedez-Benz, Daimler Singapore
John Kivel Director – International Talent Acquisition
2013 NCRP Impact Awards – Corporate Foundation
Associate Sponsor :
Gold Sponsor :

Day One
Monday 13th
October 2014
0800 Registration and Morning Coffee
0815 Opening and Welcome Remarks From the Chairperson
0830 Plenary One — Dovetailing an Innovation Culture and an Analytics-Based Approach to Make Your HR Function a Competitive Advantage
D N Prasad Director and Head of Google People Services (GPS)
Google, Singapore
0910 Plenary Two — If Training is the Answer, What is the Question?
Yong Siew Wah Senior Consultant - Southeast Asia and Greater China
Kepner-Tregoe, Singapore
0950 Plenary Three — Building Your HR Linkage to the Business Strategy
Gaurav Sharma HR Director
Coca-Cola, Singapore
1030 Morning Refreshments
1050 Plenary Four — Leading and Engaging Today’s Multigenerational Workforce
Prof Sattar Bawany CEO
Centre of Executive Excellence (CEE) Global, Singapore
Managing Director
EDA Asia Pacific, Singapore
1130 Plenary Five — Diverse Talent: Ensuring organizational success through gender diversity
Evangeline Chua Head of Human Resources
Citibank, Singapore
1210 Panel Discussion — Evolving the Role of HR from a Personnel Function to a Strategic Business Partner in Today’s Competitive Business Landscape
Panelists:
1245 Networking Lunch
STREAM ONE
TALENT AND CAPABILITY DEVELOPMENT
1400 Chairperson’s Opening Remarks
1410 Driving Human Capital Strategies that
Directly Support the Company’s
Business Objectives
• Attracting global talent and gauging how
employment trends are evolving
• Implementing succession strategies to align
with business objectives
• Moulding human capital development:
Securing commitment from the C-suite
Norbert Modla Director – Talent Management
& OD Asia
1440 The Neuroscience of Leadership and
Talent Management
• Exploring neuroscience based selection and
development of the right people
• Applying neuroscience research, emotional
intelligence and related assessments in
talent management
• Understanding how to engage, motivate,
develop, lead through change and retain talent
with the brain in mind
Kristen Hansen Director and Neuroleadership
Specialist
EnHansen Performance, Australia
1515 Afternoon Refreshments
1545 Retaining Talent in Emerging Markets to
Support Organisational Growth
• Engaging young talent that contributes to
organisational success
• Developing a diversity strategy that supports
your retention initiatives
• Aligning your retention strategies to meet your
unique business demands
Geh Thuan Hooi Director — Group HR
and Administration
Mah Sing Group Berhad, Malaysia
1615 InvestinginHumanCapitalthroughEffective
CoachingandLeadershipDevelopmentFor
BetterSuccessionPlanning
• Creating a peer coaching work culture for
improved performance
• Connecting motivations to opportunities for
great leadership
• Establshing a positive working relationship for
a sustainable talent pipeline
Cara Reil Vice President – Talent and
Leadership Development
SingTel, Singapore
1645 Empowering Talents through Global
Perspectives to Build Leadership Excellence
• Trending with market developments to boost
corporate talent management strategies
• Identifying key talent pools and segments to
develop a global leadership pipeline
• Closing the diversity gap through cross-border
talent development
Carlo Imo Vice President – Human Resources
Kering Group, Hong Kong
1720 Chairperson’s Closing Remarks
1730 End of Day One
STREAM TWO
PERFORMANCE AND REWARDS
1410 Realigning and Managing Executive
Performance in Downturn
• Initiating a long-term incentive plan for
senior management
• Performance bonus – A shared destiny
approach with a performance weightage for
senior management
• Increasing target variable pay across all levels -
Greater performance pay
Sanjay Singh Vice President – HR
Tata Motors, India
1440 Shaping a Work-Life Balance Culture in
Ensuring Enjoyable Work Relationships and
Job Satisfaction
• Managing work-life-balance culture to
promote effectiveness and job satisfaction
• Maintaining an enthusiatic work culture
through innovative team building activities
• Creating a supportive and encouraging
working relationship amongst colleagues and
peers for constructive progression
Speaker to be advised
1545 Leveraging On A Well Defined Employee
Value Proposition (EVP) To Prioritise Your
HR Agenda
• Crafting your value proposition towards
employee experience and employer
brand commitment
• Developing an employee-centric value
proposition by involving key stakeholders into
existing HR strategies
• Utilising advanced performance metrics to
measure the EVP
TouficElChaarVicePresident–HumanCapital&OD
Agthia Group, UAE
1615 AligningIncentives–KONE’sTotalRewardfor
PerformanceandEmployeeEngagement
• Building an industry challenger mindset to gain
greater market share
• Focusing on “people strategy” and
engagement innovations towards developing
leadership skills
• Shapingyourrewardstrategytowards attracting,
motivatingandretainingyouremployees
WilliamGuSeniorVPHR–AsiaPacific&MiddleEast
KONE Corporation, Singapore
1645 Developing Talent through Innovative,
Resourceful Methods to Build a
Productive Workforce
• Keeping track of global talent trends for
workforce development
• Advancing talent sourcing and segmentation
methods to attract potential leaders
• Benchmarking against industry leaders to
improve talent acquisition strategies
Darwin B. Rivers Head – Human
Resource Department
Omniglobe International, Philippines
1730 End of Day One
STREAM THREE
HR PROCESSES AND TRANSFORMATION
Rajesh S. Manik EVP & Head – Human Resources
& Communications
ING, India
1410 Leading Workplace Change by Increasing
Change Capability Development for
Continuous Competitiveness in the Market
• Ensuring change management initiatives is
gradual yet effective for smooth transition
• Adapting cross industries’ change capability
practices for organisational improvement
• Transforming change management strategies
to gain enterprise-wide competitive advantage
Mei-Lynn Chan EVP and Head – Group
Organizational Development, Governance & Risk
Maybank Group, Malaysia
1440 Implementing Sustainable Organisation
Transformation Initiatives – A Case Study
on PepsiCo, Oman
• Role of HR as a strategic business partner in
implementing sustainable solutions with visible
financial impact
• Dealing with legacy and change within a cross
cultural workforce and trying
business environment
• Ensuring optimal utilisation of your
organisation’s human resource
RohitManuchaHeadofOrganisationDevelopment
PepsiCo, Oman
1545 Blending Internal and External Data to
make Evidence-Based Strategic Decisions
• Integrating reliable HR service models to
enable effective delivery and producivity
• Drawing on HR systems for greater
organisational efficiency
• Establishing innovative HR service solutions
that drive continuous improvement
Rajesh S. Manik EVP & Head – Human Resources
& Communications
ING, India
1615 Finetuning the Role of HR in Mergers and
Acquisitions (M&A)
• Determining culture compatibility during an
M&A for future organisation success
• Assessingthebenefitsofamergertouncoverany
potentialproblemsandrelatedcosts
• Smoothening transition and addressing
employee concerns post M&A
Param Moorthi Director –Talent Management,
Global Supply Chain
Schneider Electric, Malaysia
1645 Topic to be Advised
Speaker to be Advised
1730 End of Day One
D N Prasad Director and Head of Google People
Services (GPS)
Google, Singapore
Shazmi Ali Director — Human Resources
Pfizer, Malaysia
Norbert Modla Director – Talent Management &
Organisation Development Asia Region

Day Two
Tuesday 14th
October 2014
0800 Registration and Morning Coffee
0815 Opening and Welcome Remarks From the Chairperson
0830 Plenary One — Improving Employee Engagement and Retention Strategies: Lessons from the Financial Crisis
Mike McCarthy Group Head Human Resources – Asia Pacific
MasterCard, Singapore
0910 Plenary Two — The Borderless Talent Map: Presenting a Global View With Research-Based Practical Insights
Haitham Samman Global HR Director – Strategic Industries
0950 Plenary Three — Integrating Diversity with Innovative HR Solutions and Strategies to Engage and Develop Employees
David Gareth Thomas Senior Vice President – Human Resources, Asia
Manulife, Hong Kong
1030 Morning Refreshments
Don’t forget to breathe! – A Special Session with Yoga Tribe
Helping you access a deeper potential, we guide you into mindfulness of the breath and body to generate well-being, calm and clarity
1120 Plenary Four — Identifying and Developing High Potential Employees (HIPOs) to Ensure Seamless Execution and Future Success
Reliance Industries Limited, India
1200 Plenary Five — HR Consumerisation: Engaging Employees through Social Media to Drive Recruitment
William ChinStaffing Director
Qualcomm Asia Pacific, China
1240 Panel Discussion — Talent Mobility: Preparing for the Wave of New Generation Leaders Heading to Asia
Panelists:
1310 Networking Lunch
1645 Roundtable Discussion:
Identifying Key Challenges in Talent
Development to Meet Recruitment and
Replacement Needs
Shazmi Ali
Pfizer, Malaysia
Assessing the Right Level of Total
Investment in Employees to Increase
Efficiency and ROI
Rohit Manucha
PepsiCo, Oman
Transforming the Role of HR into a Core
Business Development Partner for
your Organisation
Rob Phipps
1730 End of Day Two
STREAM ONE
TALENT AND CAPABILITY DEVELOPMENT
David Gareth Thomas Senior Vice President –
Human Resources, Asia
Manulife, Hong Kong
1410 Attracting and Retaining Top Talent in a
Globally Competitive Job Market
• Providing clear career navigation and personal
branding strategies
• Involving and Engaging your people to increase
contribution and commitment
• Hiring the right kind of employees who are
both a skills and culture fit
John Kivel Director- International Talent
Acquisition
1440 Promoting an Accountable and High
Performance Culture through Participative
and Engaging Leadership
• Instilling a cooperative leadership mindset
during talent development
• Creating accountability and a sense of
ownership within the company
• Delivering performance excellence with strong
leadership support
Stef Phua Director – Talent Management
AIG, Singapore
1545 Business Partnering with a Talent Lens: A
Case Study from Maersk Line
• Developing HR business partners with positive
attitudes
• Putting talent management principles
into action for improved organisational
development
• Building talent pipelines as a value driver for
effective succession planning
Rupert Brown Director – Human Resources,
Asia Pacific
1615 Topic to be Advised
Deborah Keep Founder and Director
KeepNLP, Australia
STREAM TWO
PERFORMANCE AND REWARDS
1410 Building a Winning Recognition Culture in
Your Organisation
• Bridging the expectation gap between
performance and rewards to enhance
employees’ motivation
• Building loyalty and mutual stakeholder
ownership through recognition programmes
• Monitoring and improving your performance
recognition culture
Rob Phipps Chief People Officer, South Pacific
1440 Analysing Key Considerations in Planning
Relocation Packages for Expatriates
• Drawing on relocation assistance to align
employee needs against organisational goals
• Providing non-monetary benefits whilst
relocating to align organisation goals for
greater common interest
• Developing effective relocation procedures for
mutual benefit of the employer and employee
Speaker to be advised
1545 Creating a Tailored Performance
Management System with ‘Fit for Purpose’
Access and Usability
• Designing a talent management linked
performance management platform for
informed decision making
• Ensuring greater commitment through a
centralised and integrated appraisal platform
• Linking your rewards and wage structure with
long term career incentives
Dr. Krishna C.J, PhD Honorary Secretary
Malaysian Association of Human
Resource Consultants
1615 Creating Winning Cultures through
Aligning Values for Effective Performance
Management
• Identifying the fundamentals of engagement
for effective communication
• Linking personal development action plans
towards organisational strategy
• Benefiting from a winning value alignment
strategy through team building activities
Atif Aijaz Executive Manager – Talent and
Organisational Development
STREAM THREE
HR PROCESSES AND TRANSFORMATION
Nimalan Nadesalingam Associate Director &
Change Management Strategy Lead
DP DHL Corporate Centre, Germany
1410 Transforming Existing HR Solutions and
Capabilities For Effective Global
Workforce Planning
• Innovating curent HR strategies within
your organisation
• Optimising HR workforce using technology
and analytics
• Unwinding existing operational procedures to
include advanced workforce management
Shazmi Ali Director – Human Resources
Pfizer, Malaysia
1440 Transformation of HR Delivery model in
multi-national set-up
• Standardization in HR – unreasonable demand?
• Does size matter? – Can you also bundle
processes / responsibilities in small HR teams?
• Technology – impact and opportunities
Oliver Grohmann Senior Vice President HR –
South East Asia
Mercedez-Benz, Daimler Singapore
1545 Ensuring a Smoother Transition with
Change Champions
• Why change is not always easy for employees
• Analysing the change readiness of employees
• Managing employees via stakeholder
management to deliver change
Nimalan Nadesalingam Associate Director &
Change Management Strategy Lead
1615 Transforming HR – A case study of American
Express’s journey
• FocusingtheHRfunctiononbusinessgrowth
• Creatinga“OneHRCulture”–Driving
collaborationwithaccountability
• Winningtheheartsandmindsofyourteam
Alexandra Kershaw Director Human Resources –
Singapore, Philippines, Indonesia Market Head
American Express, Singapore
Haitham Samman Global HR Director –
Strategic Industries
David Gareth Thomas Senior Vice President –
Human Resources, Asia
Manulife, Hong Kong

W Post-ConferenceWorkshop
Wednesday 15th
October 2014
Workshop Alpha: Strategic Business Partnering
In theory, the HR business partner model is designed to positively impact the business on all
levels over time. In knowing the inner workings of the business, the HR partnership model
is tasked with a corporate chess game of strategic thinking, employee engagement, and
systemic thinking whilst keeping in mind the business issue. The business partner model
relieves pressure from management the grueling issue of workforce planning, performance
culture, as well as talent and change management.
Session One
Evolving Role of HR in the Marketplace
• What are the emerging trends in the HR and how that impacts business
• How much do I know about my organisation’s business?
• What type of decisions do I make at senior management team meetings?
• What influence do I have in strategic decision making?
Session Two
Strategic HR Business Partnership – Part One
• Organisational Design: How changing the organisation’s model impacts the way
strategy is being executed?
• Strategic Workforce Planning: Planning for the future by taking a holistic view of people
capability and capacity needs
• Talent and Succession Management: Filling the talent gaps for the sustainability of
the organisation
Session Three
Strategic Business Partnership – Part Two
• Change Management: Influencing hearts and minds to navigate through ambiguity of a
changing business environment
• Building a “High Performance Culture”: Driving performance excellence with the vision,
mission and values in mind
• Driving the ‘People’ agenda in your Strategic Decision Making: Taking ownership of the
people agenda and engaging with a strategic mindset
Session Four
Case Study: The Crimson Logic Experience
This case study demonstrates the strategic role played by HR in addressing a strategic
business challenge. It addresses the reasons behind Crimson Logic’s decision to make and
take the bold step in reassessing their core values and HR’s role in helping the business build
a high performance culture
WorkshopBeta:PerformanceManagement
Developinganeffectiveperformancemanagementsystemwhichlinemanagersleadandownis
thekeytogettingthingsdonerightthefirsttimeandachievingthegoalsoftheorganisationasa
whole.Itmaywellbethatmanagersthemselvesneedcoachingandtrainingtorecogniseunder-
performance,deliverfeedbackconstructivelyandsetappropriategoalsthatmotivatethemand
theiremployees.Withanincreasinglyolderworkingpopulation,performancemanagementwill
becomeessentialforeffectiveworkforceandsuccessionplanning
Session One
Challenging the Paradigm : Focusing on the Critical Skills Needed
• Assessing the effectiveness of traditional goal setting and the success of
performance management
• Shifting the paradigm: Turning managers into “Coaches” whilst setting SMART and
stretched goals
• Evaluating prerequisite critical skills that helps in creating structured goals
Group Discussion: Building Rapport
Investing in relationship building: How trust and integrity help in making toughest
discussions smooth and effective
Strengthening the bond: Every drop counts through small and consistent multiplying actions
Session Two
Creating a Comfortable Environment to Further Employee Engagement
• Eliminating perceived threats and proactively managing past experiences
• Using various conversational models to prepare and structure the conversation
Group Discussion: “Engage”
Identifying a past performance conversation and applying the techniques shared above
Session Three
Listening For Possibilities
• Ensuring that you actively listen, identify personal barriers, prejudices and emotions
• Focusing on passion, interest and opportunities and applying techniques to prepare
oneself for listening for possibilities
Group Activity: Effective Feedback
Identifyingtypesoffeedbacks,creatingafeedbackstructureandhowthisimpactsthereceivers
Session Four
Structured Goals: Setting Your Goals with Clarity
• Devising strategies: How do you develop your performance execution?
• Assessing milestone checks: When do you evaluate your goal achievement?
• Formulating success measures: What are the key parameters or performance indicators
to apply?
Think-Tank: Analysing the Benefits of Structured Goals
Ensuring that the time invested is tangible and transparent for performance evaluation
Appreciating success and learning from challenges
Wrap-up Discussion: Q&A Session and Course Evaluation Review
About your Esteeemed Course Facilitator:
Chris Nguyen Managing Director and Principal Consultant
Curve Group, Singapore
Joint Presenter – Senior Representative
CrimsonLogic
ChrisisahighlyexperiencedOrganisationalDevelopment(OD)andLeadershipExecutive
Coachwithover17yearsofindustryexperienceinvarioudseniormanagementconsulting,
internalHR,LearningandDevelopment(L&D)roles.Hehasledthedevelopmentanddeliveryof
significantinterventionsacrossdifferentlevelsoforganisations,blendinginhisbusinesssmarts;
practicalexperienceandqualificationsinPsychologytoeveryfacilitationengagement.
Some of Curve Group’s past and current clientele are:
Chris also has strong experience in advising, designing and delivering strategic
interventions such as restructuring, HR processes, stakeholder management and
communication, coaching and facilitation. He helps leaders; front line staff and their
organisation generate measurable business impact and effectively manage change Chris’s
professional career has seen him work across many continents, living in Asia, Europe,
America and Australia. He has held senior roles within organisations such as Shell and PwC
and has worked with leadership teams at the highest levels in some of the world’s leading
companies in their fields.
Chris is an accredited DDI Intercation Management coach, having obtained a double
degree in Arts and Psychology. He has a Masters in Industrial and Organisational
Psychology from Monash University.
• Australian Post
• Coles Group
• ANZ Bank
• Electrolux
• BHP Biliton
• National Australia Bank (NAB)
• Monash University
• CSL (Vaccine manufacturer and Plasma
Protein Biotherapies)
• CGU (Life Insurance)
• AustralianSuper(SuperannuationFund)
• Datacom (Sofware and IT Systems)
• Asciano (Rail Frieght and Ports
Operator)
• Newcrest Mining Limited
• Siam Commercial Bank
• OXFAM
• StateGovernmentofVictoria,Australia
About your Esteeemed Course Facilitator:
Atif Aijaz Executive Manager – Talent and Organisational Development
Director & Principal Coach
Beyon Potentia, Australia
Atifbringswithhimarichanddiversifiedinternationalexperienceof12yearsinthefieldof
talentandorganisationaldevelopment.WithMastersinbusinessadministrationandhestarted
hiscareerasacommercialbanker.In2004,hemadeadecisiontofollowhispassionandgot
intoLearningandDevelopment(L&D)formally.SincemovingtoAustralia,hehasworkedwith
Australia’slargestretailcompanyintheareaoflearningandknowledgemanagement.Later,
hemovedtotheworldlargestgasandengineeringcompanyasknowledgeanddevelopment
managerfortheregionsouthpacific.
Atif’sexperienceandexposurepresentsawonderfulblendofdevelopedeconomiesstructures
andunderdevelopeconomiesmantras.Hehasawideexposureinvariousindustriesincluding
FinancialInstitutions,OilandGas,Engineering,ConstructionandInsurance.Ineveryaspect
ofhislife,Atifbelievesinaddingvalueandviewhimselfasa“ValueProfessional”.Being
anexperienced“LearningandOrganisationalDevelopment”professionalandacertified
“PerformanceandBusinessCoach”,heisanactiveprofessionalspeakerandmotivationalevents
whounderstandsandappreicatediversity.
AtifapostgraduatequalificationinBusinessAdministrationandHumanResource
Management.HeisalsoacertifiedcoachoftheNeuroleadershipGroup,accreditedECSI
Coach(HaysGroup)andisaqualifiedCertIVinTrainingandAssessment. HeisalsoaCertified
ProfessionalMemberoftheAustralianInstituteofHumanResource(CARI),AustralianInstitute
ofTrainingandDevelopment,andtheInternationalCoachingFederation.
Course Programme Schedule:
0830 Registration and Coffee
0900 Workshop Alpha
1030 Morning Refreshments and Networking Break
1100 Workshop Alpha Re-Commences
1230 Networking Luncheon
1330 Workshop Beta
1500 Afternoon Refreshments and Networking Break
1530 Workshop Beta Re-Commences
1700 Course Concludes
Attend these Premier Course and Gain Insights Into:
• Measuring and reporting workforce performance to drive strategy and enhance
leadership management
• Utilising various frameworks and platforms that can contribute towards talent
building and performance management
• Strategising the succession planning of your business in line with business objectives
• Reviewing various innovations and technology in HR frameworks that are tailored for
different generations of workforce
• Powering your natural leadership style to identify areas for goal development
and improvement
• Embracing organisational change by adopting suitable leadership and change
management techniques to reduce employee resistance
• Equipping employees with knowledge and skills to adapt to changing trends

More About the Event
Why you Cannot Miss this Event:
marcus evans takes great pride in organising our exclusive 3rd Annual Global HR
Excellence large scale conference, scheduled between 13th and 15th October 2014
in Singapore. Human capital and HR divisions have gone through a severe period of
transformation over the last couple of years. Regionally, organisations are now combating
the problem of high workforce turnover and the prime focus has shifted to employee
engagement and retention strategies. HR professionals are now in the limelight – being
forced to device detailed plans to manage the internal pool of talent and to develop a clear
path for succession planning.
The HR division is no longer viewed as a support structure, but rather a department that
needs to partner with all other divisions to align themselves with the overall business
objective and organisational strategy. Now more than ever, there is a need for HR
professionals to be actively involved in the business aspect of the organisation. The course
will take you through a combination of techniques pertaining to capability development,
talent management, leadership, succession planning, HR transformation programmes
and performance rewards. It is supplemented with various industrial case studies, group
exercises and interactive roundtable discussions to encourage participants to learn from
their fellow peers and benchmark themselves against best practices.
This conference provides the perfect platform to explore the dynamics of talent
management, discover the latest updates in strategic HR and experience innovative
HR applications and technologies which will enable you to create a truly world class
HR function and drive business success. This must attend event provides an interactive
platform for key stakeholders and all organisations directly indirectly involved in human
resource worldwide. Do not miss this opportunity to be a part of this prestigious course
that can help you revolutionise the way you view and manage your human capital!
Follow your own agenda with a choice of three streams over two days:
Stream One
Talent Capability Development
Here you will learn how to establish a strong Employee Value Proposition (EVP) through
brand management and maximise the use of social media as part of your recruitment
mix to attract and retain the right talent. Also discover how to connect Gen X and Y
through reverse mentoring, encourage team creativity for higher learning effectiveness
and greater ROI as well as learn how to tap the full potential of your multigenerational
workforce to augment performance and enhance employee engagement.
Stream Two
Performance Rewards
Here you will discover how to structure an attractive compensation benefit package
by aligning current incentives to appeal to Gen X and Y while retaining the older
generation and create more flexible benefit packages through a combination of cash and
nonmonetary perks and benefits. Also explore how to link the performance management
system to strategic objectives of the organisation to maximise ROI, as well as, drive results
through KPIs that can be measured and clearly linked to results improvement as well as
achieve long-term strategic goals
Stream Three
HR Processes and Transformation
In this stream you will discover how to match and transform your business strategy against
HR deliverables to link people, strategy and performance, harness on HR audits to uncover
changes in processes that will have the biggest positive impact on your business as well as
explore how to manage organisational performance to ensure day-to-day execution of
strategies is tied to overall business objectives. Also learn how to increase profitability and
operational effectiveness using transformation and HR risk management strategies for
integrated decision making throughout the business.
Also attend our exclusive Full Day Course on Day 3 Capacity Building: Effective
Leadership and People Performance Management
Benefits of Attending this Premier marcus evans Large Scale
Event Include:
• Leveraging the company’s HR for sustained competitive advantage in today’s ever
demanding business environment
• Achieving a competitive edge by attracting retaining high performing talent
• Linking effective talent management strategies to your succession planning framework
• Benchmarking your HR practices against recognised Employers of Choice using the
latest concepts, tools and techniques
• Selecting the best HR metrics to improve process improvement and people management
• Enhancing performance, productivity and loyalty through an engaged workforce
leading to increased client retention and business efficiencies
• Engaging your multigenerational, multicultural workforce for greater productivity
• Retaining your top performers through innovative compensation packages
• Ensuring your rewards structure balances out employee expectations and financial
goals of your organisation
• Upgrading employees’ skills in order for them to remain competitive and relevant in
the new economy
• Embracing new technologies social media to improve the effectiveness of your
HR function
• Managing talent globally strategically through capability development
• Strengthening the value of HR and analysing the impact it has upon productivity and
organisational performance
Geographical Market of Delegates:
SEA 60%
South Asia 15%
Rest of Asia 10%
MEA 10%
Others 5%
Who Should Attend:
• Chief People Officers / Chief Talent Officers
• Chief Learning Officers / Chief Knowledge Officers
• Chief Administrative Officers
• CEOs / MDs / Executive Directors
• Directors, GMs, VPs and Heads of:
From across all industries, particularly from:
• Banking Finance
• FMCG
• Food Beverage
• Manufacturing
• Pharmaceuticals
• Oil Gas
• Government Administration
• Information Technology
• Tourism Hospitality
• Entertainment Media
• Logistics Transportation
• Automotive
• Telecommunication
• Energy Utilities
Also:
• HR Consultants Trainers
• HR Software Technologies
• Business Process Outsourcing Firms
• HR Associations
- Human Resources
- Human Capital
- Personnel Management
- Talent Management
- Retention
- Employee Engagement
- Executive and Career Development
- Succession Planning
- Performance Evaluation
- Compensation and Benefits
- Recruiting and Staffing
- Leadership Development
- Training and Development
- HR Policy Development
- Employee Relations
- Industrial Relations
- Organisational Development
- Knowledge Management
- Learning Development
- Shared Services
marcus evans would like to thank all the world-leading visionaries, solution providers,
associations, operators, end-users and delegates who have contributed to and supported
the marcus evans 3rd Annual Global HR Excellence Large Scale Event. We would
particularly like to mention our speakers for their help in the research behind the event
and also our sponsors for their continued support and commitment. On behalf of
marcus evans we hope you have a rewarding, enjoyable and productive time. We
personally look forward to meeting you all and working with you at our future Large Scale
Events planned in 2014. See you in October!
marcus evans would like to thank everyone who has helped with the research and
organisation of this event, particularly the speakers and their staff for their support
and commitment.
Business Development Opportunities:
Does your company have services, solutions or technologies that the conference delegates
would benefit from knowing about?
If so, you can find out more about the exhibiting, networking and branding opportunities
available by contacting:
Peter Morgan on +61 2 9238 7200 or email
PeterM@marcusevansau.com

Our Business Partners
Gold Sponsor:
Kepner-Tregoe (KT) is a global training and consulting company who works
collaboratively with clients to improve business outcomes in a complex world. By
institutionalising Clear Thinking through our processes of strategy formulation,
problem solving, decision making, risk analysis, project management, lean and six
sigma, we help our clients achieve Operations Excellence through improved asset
utilisation and efficiency, shutdown management, quality value creation, unit cost
reduction as well as faster issue resolution and service recovery. When we leave, our
processes stay to become the capital of your organisation.
Associate Sponsor:
EnHansen Performance provides leadership, sales and performance
improvements for executives via coaching, training and speaking solutions. Drawn
from 20 years management and sales experience as well as the latest neuroscience
research, the EnHansen Performance team improves capabilities in decision-making,
influence, engagement, coaching, resilience, adaptability and self-leadership
Online News Partner:
The Singapore Business Review provides daily news about the Singaporean
business landscape, supplies opinions on happenings in the business world and
allows audiences to have an insight on the views of industry experts.
Media Partner:
EIN News is the world leader in industry focused online news monitoring. Thousands
of leading companies, institutions and global professionals from business, industry,
and government rely on EIN News as an indispensable resource. Our systems
continuously scan the web, indexing news from thousands of worldwide sources. The
news you need is then organized by advanced software systems managed by a team
of professional news editors. Everything we do is focused on streamlining your news
searches and research in order to save you time and money.

Plenary Presentation on ‘Leading and Engaging a Multigenerational Workforce’ - 13 October 2014 1
3RD
ANNUAL GLOBAL HR EXCELLENCE
13th
– 15th
October 2014, Singapore
Plenary Presentation On
“Leading and Engaging Today’s Multi-generational Workforce”
OVERVIEW OF SESSION
Today's workforce can be as diverse as having four different generations working together, each with their
own distinctive styles, values and belief systems and ways of viewing work-related issues. Multi-generational
work environments can breed misunderstanding and conflict, and can compromise growth. However, if
managed effectively, it can be a source of positive challenge, opportunity, and significant growth.
Organisations struggle with the challenges of effectively managing a more diverse workforce. These challenges
often relate to variation in perspective, values and belief systems as a result of generational differences and
are further complicated due to the age differences between managers and employees. The assumption - that
people of varying ages will understand each other or have the same perspective and goals, is far from true. In
order to be successful, managers need to understand and value the diversity resulting from generational
differences, varying perspectives and differing goals.
Each brings unique assumptions to the job. As a result, events in the workplace are often interpreted
differently by individuals in different generations. What may seem like good news to a Boomer might well be
an unsettling and unwelcome development to a member of Generation X. Things that members of Gen Y love
often seem unappealing or frivolous to those in older generations.
Generation Y or “Gen Y” for short – is the term most commonly used to refer to the cohort of individuals born
in the 80s and 90s, who are already in the workforce. The Fifth generation, Gen Z or The Linksters will be
coming into the workforce very soon. For Leaders who have four generations of employees sitting in a meeting
or working on a project, it can seem like each generation has its own worldviews, priorities, career models,
motives and values. The Leader need to enhance their understanding of generational characteristics and the
impact of their own management practices on each of these groups. They need to leverage on the strengths of
each generation. Taking full advantage of the multi-generational workforce will enable employers to
effectively attract and retain employees, build teams, deal with change, and increase employee engagement
(Bawany, 2013)
1
. See Figure 1.
This highly interactive, informative and practical session will provide participants with a deeper understanding
of what the differences are, how those differences impact their own perception and leadership style, how they
manifest themselves in the participants’ own organization and effective ways to lead the people in their
organization to become more harmonious, productive and mutually respectful.
This session will include research findings on how to engage a multi-generational workforce, and how best to
leverage on the strengths that each generation of employees bring to the table to create real value to the
customers and the organisation as a whole.
An intensely practical and insightful session designed for supervisors, team leaders and managers and to
accelerate the practice of emotionally intelligent leadership in managing a multigenerational workforce
towards organisational success and sustaining employee engagement and productivity.
1
“Unlocking the benefits of a multi-generational workforce in Singapore” published by Singapore Business Review, 24
January 2013. http://sbr.com.sg/hr-education/commentary/unlocking-benefits-multi-generational-workforce-in-singapore

OBJECTIVES
As a result of attending this session, each participant will be able to:
 Discover what Employee Engagement and Productivity is and why it matters
 Develop an Understanding of the impact of Employee Engagement on Business Results
 Understand the Differences Between Traditionalist, Baby Boomers, Gen X, Gen Y and Gen Z
 Learn how to Better Communicate and Motivate with Different Generations
 Develop the Ability to Lead and Engage a Multigenerational Workforce
Figure 1 – Results-Based Leadership Framework
Organisational Results
Employee Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement
• Profitability
• ROI
• Cost Optimisation
• Customer Satisfaction/Loyalty
• Service Value/ Relationship
• Employee Satisfaction/Loyalty
• Employee Turnover Rate
• Company Culture, Policies
• Rewards and Flexibility
• Employee Value Proposition
• EQ/EI Competencies
• Managerial Skills/Styles
• Ontological Humility
Adapted from: Sattar Bawany, “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-
Generational Workforce” Singapore Business Review, 1st November 2011,
http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

APPENDIX – KEY NOTE SPEAKER’S PROFILE – PROF SATTAR BAWANY
Professor Sattar Bawany is the Chief Executive Officer C-Suite Master Executive
Coach of the Centre for Executive Education (CEE Global).
He is also the Managing Director as well as Master Executive Coach Facilitator with
EDA Asia Pacific. EDA is a global leader in executive development including executive
coaching solutions to Fortune 500 organisations.
Prof Bawany is also concurrently the Strategic Advisor of International Professional
Managers Association (IPMA) as well as an Adjunct Faculty of Harvard Business
Publishing Corporate Learning and Duke Corporate Education (CE) Global Learning
Resource Network.
He was the immediate past Co-Chair of the Human Capital Committee of the American Chamber of Commerce
in Singapore (AmCham Singapore). He is also a member of Frontier Strategy Group’s Expert Advisory Network
(EAN) for Human Capital and Talent Management issues in Asia Pacific advising CEOs and CHROs of global and
regional organisations.
Prof Bawany has assumed various senior management roles including Managing Director/Country Head and
Talent Development/Coaching Practice Leader for DBM Asia Pacific as well as Business Leader, Organisational
Effectiveness/Leadership Development Consultant and Executive Coach with Mercer HR Consulting, The Hay
Group, The Forum Corporation and Mercuri International.
Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus
on what is most important in their professional and personal lives. He has coached a range of leaders, from
CEOs, to senior vice presidents, and high potential managers. Prof Bawany’s passion for people and culture is
about creating an environment where employees are valued and emotionally engaged in the business. He has
successfully worked with extensive number of public and private organisations regionally and internationally
specialising in people and culture through transformational change, starting with the ‘end’ in mind! He is an
experienced facilitator and has spent many years developing leadership capability through the delivery of
structured talent management, leadership development programs including executive coaching.
He is a Graduate of Corporate Coach U and a Licensed Coaching Clinic Facilitator. He is certified in the
administration and application of various psychometric instruments including the Extended DISC®,
Myers-
Briggs Type Indicator™ (MBTI), Bar-On EQ 360™ and EQ-i™. He is also certified in the administration and
application of the MRG’s suite of instruments including “Leadership Effectiveness Analysis™” (LEA 360
Assessment tool) and “Strategic Leadership Development”. He is also accredited in the administration and
application of the Benchmarks®
and Skillscope®
Profiling Instruments.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on
‘The Impact of Executive Coaching on the Personal Professional Development of Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute
of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and
the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the
International Coaching Federation (ICF) and International Association of Coaching (IAC).

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