CIPD conference 2011: XpertHR resources
XpertHR offers a wealth of content directly relevant to the full spectrum of topics up for discussion at the CIPD conference in Manchester on 8 to 10 November 2011.
This year's CIPD conference has 59 seminars and keynote sessions covering the key business issues that will shape the HR agenda for the coming year. We have put together a reading list for each session.
Go straight to XpertHR reading lists for each session by clicking the session titles in the list below, or browse the full list by scrolling down the page.
- CIPD conference programme Read the 2011 conference programme on the CIPD website.
XpertHR reading list: CIPD conference 2011
Tuesday 8 November 2011 10:00-11:15
Opening keynote: leadership, people management and growth
Tuesday 8 November 2011 11:45-12:30
Building organisational culture: creating a values-based organisation
Achieving excellence and efficiency in training
How to engage your talent
Continuous adaptation in a competitive world: what OD can offer
Tuesday 8 November 2011 14:00-14:40
Re-opening the Savoy: lessons on change and taking people with you
Dealing with highly skilled and difficult to manage employees: HR's role
Managing change successfully: strategy, planning and execution
Engaging individuals: using talent management to drive employee engagement
Tuesday 8 November 2011 14:00-17:00
Leveraging OD tools to understand future leadership requirements
Crossing the divide between training and the business
The psychology of success - how to get the best from your talent
Tuesday 8 November 2011 15:10-16:00
Future work: tools and techniques for future-proofing your organisation
Driving business performance through your highest performing employees
Key drivers for long-term engagement
Challenging traditional management thinking
Tuesday 8 November 2011 16:30-17:30
HR driving business transformation: the merger of Sony and Ericsson
Turning customers into fans: linking employee engagement to customer service
Attendance Management: driving down the cost of absence
Inspiring your people through the successful communication of benefits
Wednesday 9 November 2011 09:30-10:45
Creating powerful communication to mobilise your workforce
Increasing efficiency and improving performance: a dual perspective
Giving HR the business edge: how HR can drive impact and influence
Where has all the trust gone? Exploring organisational performance and trust
Wednesday 9 November 2011 09:30-12:30
How you as an HR professional can have a greater impact on your business
Making an impact: using your strengths for exceptional working relationships
Internal career management: aligning individual aspirations with business objectives
Wednesday 9 November 2011 11:15-12:30
Taking a strengths-based approach to performance management
Looking beyond the default retirement age
Innovation in recruitment and direct sourcing
HR harnessing the power of social media
Wednesday 9 November 2011 14:00-15:10
Panel discussion - creating a culture of innovation through your people
Wednesday 9 November 2011 15:30-16:15
Practical guidance on how to carry out disciplinary investigations
How to gain maximum impact for your key causes
Driving and sustaining employee engagement
Improving retention and engagement through flexible working
Wednesday 9 November 2011 15:30-17:30
A practical approach to delivering strategy through engagement of your people
Using positive psychology to create high performing teams
Calculating success of your talent: revitalise your organisation through new workplace analytics
Wednesday 9 November 2011 16:45-17:30
Global culture transformation: delivering "new organisational effectiveness"
Organisation design lessons from the Olympic and Paralympic games
Removing the employment tribunal fear factor
Leadership for the future - who will lead your organisation and how will you find and prepare them?
Thursday 10 November 2011 09:30-10:45
What makes a great leader?
The role of the line manager in building and sustaining employee engagement
Creating leadership models for the future: innovative approaches that have delivered results
Developing HR capability to support a growth agenda
Thursday 10 November 2011 09:30-12:30
Developing managers who can deliver creative thinking and improved performance
Using employment law to your business advantage
Strengthening resilience against stress at work
Thursday 10 November 2011 11:15-12:30
Better leadership today: how to achieve more for less in an ever changing world
Non-cash reward: getting creative
Building a culture of engagement and leadership: targeting involvement and responsibility
Resourcing and talent planning: building an appealing employer brand
Thursday 10 November 2011 14:00-15:00
Creating a flexible global talent pipeline
Developing managers through employee engagement and improved communication
Facing the future: trend spotting the possibilities
Leading and managing the HR function in different cultures: facing the HR challenge in Asia
Thursday 10 November 2011 15:20-16:30
Closing keynote: find your edge - win at work
Opening keynote: leadership, people management and growth
Tuesday 8 November 2011 10:00-11:15
The importance of effective leadership skills Effective, dynamic leadership is vital during an economic downturn, yet research suggests organisations are concentrating on the wrong skills to achieve this.
Mission near impossible: finding and developing leaders Finding and developing organisational leaders is no easy task. Yet it's probably the most important one facing learning and development departments.
Building organisational culture: creating a values-based organisation
Tuesday 8 November 2011 11:45-12:30
Alliance Pharmacy's framework reinforces business conduct and values Alliance Pharmacy's combined competency framework has two strands: technical competencies to cover particular specialisms; and behavioural competencies underpinning the company's core values across the entire workforce.
Organisational culture influences employee wellbeing Workplace culture and job satisfaction have a big impact on wellbeing and absence. OH practitioners should address this, argues Anna Harrington.
Achieving excellence and efficiency in training
Tuesday 8 November 2011 11:45-12:30
Balancing cost and efficiency: 2011 XpertHR learning and development budgets survey Using e-learning and line managers to deliver training are the most popular and effective ways to reduce costs in this area, XpertHR's latest research finds. However, one-third of employers believe that a tighter budget has reduced the efficiency of their training function.
How Virgin Media reduced training costs and increased efficiency Virgin Media has made significant savings in fees and has reduced time spent on the management of external training provision by using an outsourcing partner.
How to engage your talent
Tuesday 8 November 2011 11:45-12:30
Talent management's role in a time of recession Economic downturns and recessions threaten the HR budgets that underpin effective talent management. Three recent research studies shed light on how talent management is surviving and evolving during the recession, and how it could help employers take best advantage of an upturn.
The rise and fall of talent management Nurturing talent is a long-term, often resource-hungry exercise that may be difficult to justify during a recession. How will it be viewed once the economy revives?
Continuous adaptation in a competitive world: what OD can offer
Tuesday 8 November 2011 11:45-12:30
Change management: Time of the chameleon Change management training has become a staple item in the learning and development diet. But how can it be made as effective as possible?
Managing learning and development in a recession: the 2009 IRS survey While many employers have responded to the recession by reducing their training budgets, most have not forgotten the importance of employee development. The 2009 IRS learning and development survey finds that many employers are refining their use of training resources to achieve maximum efficiency, and increasing their focus on leadership development.
Re-opening the Savoy: lessons on change and taking people with you
Tuesday 8 November 2011 14:00-14:40
Change management: The more things change... Change management is near the top of many training agendas. Why so, and how should it be addressed?
Savoy serves up fresh management courses Patrick McCurry finds out how one of London's most exclusive hotels has designed and delivered a new competence-based programme.
Dealing with highly skilled and difficult to manage employees: HR's role
Tuesday 8 November 2011 14:00-14:40
Dealing with poor performance: checklist Caroline Noblet of Squire Sanders Hammonds begins a series of articles on dealing with poor performance with a checklist to help employers deal with poor performance effectively and in a way that is legally compliant. Employers should address poor performance issues consistently through their disciplinary or performance management procedures, as appropriate.
The awkward squad What makes an employee "difficult"? Nic Paton looks at the results of a Personnel Today survey.
Managing change successfully: strategy, planning and execution
Tuesday 8 November 2011 14:00-14:40
Change management survey 2010: training and skills Our research finds that a lack of in-house change management expertise was an issue for six in 10 employers during their most recent change programmes.
Managing change survey 2010: lessons learned Our research finds that recent major change programmes have helped increase profits at just one in four organisations. Employers have been hampered mostly by employee resistance and difficult economic conditions.
Engaging individuals: using talent management to drive employee engagement
Tuesday 8 November 2011 14:00-14:40
Talent management's role in a time of recession Economic downturns and recessions threaten the HR budgets that underpin effective talent management. Three recent research studies shed light on how talent management is surviving and evolving during the recession, and how it could help employers take best advantage of an upturn.
The rise and fall of talent management Nurturing talent is a long-term, often resource-hungry exercise that may be difficult to justify during a recession. How will it be viewed once the economy revives?
Leveraging OD tools to understand future leadership requirements
Tuesday 8 November 2011 14:00-17:00
HR strategy: In search of a new direction The London Borough of Croydon had no common HR policy in place. Personnel Today reports on how creating an all-encompassing HR strategy helped benefit the organisation.
Survey: Leadership development trends 2008 This survey looks at what leadership development means at 74 different organisations - how it is planned and implemented and which employees are included; it also identifies some key challenges and learning points.
Crossing the divide between training and the business
Tuesday 8 November 2011 14:00-17:00
Learning analytics: measuring the effectiveness of training Measuring the effectiveness of training is one of learning and development's holy grails. Can learning analytics lead you to it?
How manager training can reduce absence rates: the 2011 XpertHR survey Training line managers in absence management gives them the confidence to tackle employee sickness and non-attendance issues, and frequently leads to reduced absence rates, according to XpertHR research.
The psychology of success - how to get the best from your talent
Tuesday 8 November 2011 14:00-17:00
Motivation: Winning ways to success How can the mental attitude that helps sports people win competitions improve workplace performance? Sally O'Reilly finds out.
Talent management's role in a time of recession Economic downturns and recessions threaten the HR budgets that underpin effective talent management. Three recent research studies shed light on how talent management is surviving and evolving during the recession, and how it could help employers take best advantage of an upturn.
Future work: tools and techniques for future-proofing your organisation
Tuesday 8 November 2011 15:10-16:00
Developing future talent Every year, around this time, we read about the difficulties of recruiting graduates or school leavers. Usually, there are too many chasing too few opportunities or their skills are not suitable for business. But, apart from grumbling, what can employers do about this state of affairs?
The future of workplace health Yesterday's science fiction is today's everyday experience. But new ways of working and new technologies bring new hazards. Sally O'Reilly reports.
Driving business performance through your highest performing employees
Tuesday 8 November 2011 15:10-16:00
Talent management: L&D looks after the creme de la creme Talent management programmes are a top HR challenge, one that learning and development plays a key part in achieving.
Improving human capital performance at Co-operative Financial Services Co-operative Financial Services has used human capital management to achieve a high-performance culture in its organisation.
Key drivers for long-term engagement
Tuesday 8 November 2011 15:10-16:00
Improving employee engagement While there's a mountain of literature showing that engaged employees deliver better performance, there is little discussion about what it actually is that people engage with at work.
The drivers of staff retention and employee engagement How can the loss of key staff members be prevented when employers are seldom interested in managing retention? This report investigates how managing organisational developments more effectively and tackling the root cause of retention - the level of employee engagement - can improve this issue.
Challenging traditional management thinking
Tuesday 8 November 2011 15:10-16:00
Change management: updating the business model One of the key success factors of any change process is having the right people on board, as Julie Hill discovers.
Case study: Rotherham Metropolitan Borough Council Following a poor performance assessment, Rotherham Metropolitan Borough Council is now regarded as a rapidly improving local authority, and in 2007 it recorded an 11% increase in productivity; we look at how the council has improved its performance.
HR driving business transformation: the merger of Sony and Ericsson
Tuesday 8 November 2011 16:30-17:30
Managing change survey 2010: lessons learned Our research finds that recent major change programmes have helped increase profits at just one in four organisations. Employers have been hampered mostly by employee resistance and difficult economic conditions.
Managing change survey 2010: the role of HR Our research finds that HR professionals want to be involved as early as possible in organisational change, so they can influence the way that change is managed, minimise the negative impact on employees, and improve the success rates of such programmes.
Turning customers into fans: linking employee engagement to customer service
Tuesday 8 November 2011 16:30-17:30
Customer service training: Keeping the customer satisfied Good customer service training equals happy clients and repeat business. It could be magic.
United we stand: cultural revolution brings success When employees at student hospitality company Unite became disillusioned with the cost-cutting culture of the business, it became clear that change was imperative. We describe how an innovative and powerful change programme turned things around.
Attendance management: driving down the cost of absence
Tuesday 8 November 2011 16:30-17:30
Use of absence triggers in managing absence: the 2010 IRS survey Many organisations are using several different measures to trigger a management reaction to employee absence. This IRS survey examines those measures and the actions taken as a consequence.
Compiling, maintaining and using absence records: the 2010 IRS survey Timely and accurate absence records are the foundation on which the sound management of absence depends. This IRS survey - the first in our three-part series on absence records, targets and triggers - looks at how data are collected and used, and steps taken to improve the quality of records kept.
Inspiring your people through the successful communication of benefits
Tuesday 8 November 2011 16:30-17:30
Employee benefits: communication is key "Talk to your employees, ask them what they want, put benefits in place and keep talking to them," is the no-nonsense message from benefits administrator Jardine Lloyd Thompson on how to manage employee benefits.
Communicating your rewards and benefits Two-way communication is the key to making sure you offer your employees the rewards and benefits they actually want, says Andy Philpott, marketing director at Accor Services.
Creating powerful communication to mobilise your workforce
Wednesday 9 November 2011 09:30-10:45
IRS internal communications survey 2010: employer practice The first part of the IRS 2010 survey on internal communications finds that there has been an increase in the number of organisations adopting an ad hoc approach to internal communications, yet evidence suggests that a disciplined approach contributes to organisation success.
IRS internal communications survey 2010: managing change In the second part of the survey on internal communications, we find that the approach to employee communication has changed as a result of difficult economic circumstances at four in 10 organisations.
Increasing efficiency and improving performance: a dual perspective
Wednesday 9 November 2011 09:30-10:45
Balancing cost and efficiency: 2011 XpertHR learning and development budgets survey Using e-learning and line managers to deliver training are the most popular and effective ways to reduce costs in this area, XpertHR's latest research finds. However, one-third of employers believe that a tighter budget has reduced the efficiency of their training function.
Talent management's role in a time of recession Economic downturns and recessions threaten the HR budgets that underpin effective talent management. Three recent research studies shed light on how talent management is surviving and evolving during the recession, and how it could help employers take best advantage of an upturn.
Giving HR the business edge: how HR can drive impact and influence
Wednesday 9 November 2011 09:30-10:45
Strategic reward at Senergy Energy services company Senergy has reshaped its rewards programme, putting greater emphasis on linking business objectives to employee benefits.
Profile: Suzy Black, HR Director, Lloyd's of London Lloyd's of London has been an iconic City institution for three centuries, but has only had an HR strategy since last year. Helen Williams talks to HR director Suzy Black about her plans to shake up people policy.
Where has all the trust gone? Exploring organisational performance and trust
Wednesday 9 November 2011 09:30-10:45
HR roles and responsibilities 2011: budgets and influence The majority of respondents feel that HR's influence throughout their organisation has increased, despite another challenging year, our ninth annual roles and responsibilities survey finds.
HR roles and responsibilities: the 2010 IRS survey HR had a challenging year in 2009, but has come through it in good shape. Our eighth annual survey on HR roles and responsibilities finds that the function is growing in demand and influence within organisations.
How you as an HR professional can have a greater impact on your business
Wednesday 9 November 2011 09:30-12:30
HR roles and responsibilities: the 2011 survey The private sector is beginning to restore order after a turbulent couple of years dealing with restructures and redundancies, but the public sector is just starting to face these challenges, our ninth annual roles and responsibilities survey finds.
Survey: HR's role in managing organisational change The IRS change management survey uncovers the extent and types of change facing employers, and the part HR practitioners play in planning, implementing and evaluating change programmes. It offers both statistical benchmarks and anecdotal accounts of change initiatives.
Making an impact: using your strengths for exceptional working relationships
Wednesday 9 November 2011 09:30-12:30
Team coaching: team work Coaching is usually thought of as a one-to-one activity. But that could be about to change with the advent of team coaching.
Smart management - How to be a good corporate politician Imagine the impact of a corporate briefing that goes something like this: "We, the board, recognise that this company is a loose federation of competing interest groups through which we negotiate to move forward towards a common strategy. So if you see some good alternatives, feel free to challenge what is being proposed by us, or by anyone else. Bear in mind that you may well get some opposition, so it will be important to lobby the right people and build some alliances to make your agenda count"
Internal career management: aligning individual aspirations with business objectives
Wednesday 9 November 2011 09:30-12:30
Recruitment cost management survey 2011: third-party suppliers in firing line In this report on the XpertHR recruitment cost management survey 2011, we look at the steps that some employers have taken to reduce their recruitment expenditure and analyse the most effective measures.
HR careers survey 2011: qualifications versus business experience While the majority of the 668 respondents to our HR careers survey told us that they chose their career in the profession "by chance", most would opt for HR all over again. Our research also found that HR practitioners view professional qualifications as more important for advancing in HR than starting out in the profession.
Taking a strengths-based approach to performance management
Wednesday 9 November 2011 11:15-12:30
Dealing with poor performance: checklist Caroline Noblet of Squire Sanders Hammonds begins a series of articles on dealing with poor performance with a checklist to help employers deal with poor performance effectively and in a way that is legally compliant. Employers should address poor performance issues consistently through their disciplinary or performance management procedures, as appropriate.
Performance-related pay: the 2011 XpertHR survey Although performance-related pay is not without its problems, it features in the reward strategies of a majority of respondents to XpertHR's 2011 survey. We look at why organisations are using performance-related pay, how such schemes are implemented and how successful they are proving in practice.
Looking beyond the default retirement age
Wednesday 9 November 2011 11:15-12:30
Retirement survey 2011: wider implications of default retirement age removal XpertHR finds that four employers in 10 have reviewed other policy areas than retirement to counteract the impact of the removal of the default retirement age (DRA), with performance management the most common area of change.
Retirement survey 2011: employers respond to the end of the default retirement age The 2011 XpertHR survey on the abolition of the default retirement age finds that seven employers in 10 will not be requiring employees to retire at a given age, but the remaining three in 10 remain undecided about what approach they will adopt.
Innovation in recruitment and direct sourcing
Wednesday 9 November 2011 11:15-12:30
Innovative management to ensure organisational resilience Liisa Valikangas talks to John Warner about how organisations can build their resilience to unexpected threats to their existence through developing innovative management practices and key workforce behaviours.
Transforming recruitment and retention at Paul UK Retail patisserie and bakery Paul UK has confronted its recruitment and retention difficulties by creating a winning employer brand, introducing effective hiring procedures and developing a career path for its workforce.
HR harnessing the power of social media
Wednesday 9 November 2011 11:15-12:30
Social media and employment: checklist Nicola Doran of Osborne Clarke concludes a series of articles on the impact of social media on employers with a checklist of measures that employers can take to reduce the risks to their business from employees' misuse of social media.
The potential of social media in HR In the UK, for example, companies with Twitter feeds devoted entirely to recruitment include banking giant HSBC (@hsbc_UK_careers), computer company IBM (@IBMUKCareers) and beverage company PepsiCo (@PepsiCo_ukjobs).
Panel discussion - creating a culture of innovation through your people
Wednesday 9 November 2011 14:00-15:10
Trade secrets: Managing the innovators Innovation is a prime source of sustainable competitive advantage, and very often is the single most important factor separating the commercial success stories from the also-rans.
Innovative management to ensure organisational resilience Liisa Valikangas talks to John Warner about how organisations can build their resilience to unexpected threats to their existence through developing innovative management practices and key workforce behaviours.
Practical guidance on how to carry out disciplinary investigations
Wednesday 9 November 2011 15:30-16:15
Podcast: Compensation in discrimination cases; disciplinary investigations On this week's XpertHR Weekly, we discuss the Employment Appeal Tribunal guidance issued in St Andrews Catholic Primary School and others v Blundell EAT/0330/09 on remedies for discrimination claims including injury to feelings awards, aggravated damages and tribunal recommendations, and give practical advice on how to conduct a fair investigation into a disciplinary matter.
New Acas code of practice on disciplinary and grievance procedures This article examines the provisions of the new "Acas code of practice on disciplinary and grievance procedures", issued to take into account the repeal of the statutory dispute resolution procedures.
How to gain maximum impact for your key causes
Wednesday 9 November 2011 15:30-16:15
Change management: Planning toolkit Section six of the Personnel Today Management Resources one stop guide on change management, covering: preparing plans for organisational change; building the business case; and how to involve others via the use of exercises and workshops.
Change management: How to lay foundations for change Section five of the Personnel Today Management Resources one stop guide on change management, comprising how to develop business with a positive change framework, guidance on change architecture and case studies on change at three employers: The Child Support Agency; Technology Associates; and Novotel.
Driving and sustaining employee engagement
Wednesday 9 November 2011 15:30-16:15
The drivers of staff retention and employee engagement How can the loss of key staff members be prevented when employers are seldom interested in managing retention? This report investigates how managing organisational developments more effectively and tackling the root cause of retention - the level of employee engagement - can improve this issue.
Leadership culture change aids engagement at L&Q Housing Trust Despite having to rethink the way it delivers its services in the light of the current recession, London and Quadrant Housing Trust (L&Q) has seen a rise in staff satisfaction, fuelled by its ongoing focus on engagement and a groundbreaking leadership development programme.
Improving retention and engagement through flexible working
Wednesday 9 November 2011 15:30-16:15
IRS flexible working survey 2010: combating the recession The recession has led to an increase in the number of employers that use flexible working to reduce job losses - permanently reduced work hours is the most popular option.IRS flexible working survey 2010: take-up and employee requests In this report on the 2010 flexible working survey, IRS looks at the number of employee requests being made for flexible working, the extent to which informal arrangements are considered, and how many employees are actually working in non-traditional ways.
A practical approach to delivering strategy through engagement of your people
Wednesday 9 November 2011 15:30-17:30
Improving employee engagement While there's a mountain of literature showing that engaged employees deliver better performance, there is little discussion about what it actually is that people engage with at work. Angela Baron, organisation development and engagement adviser at the CIPD, explains that it's not just the organisation, it's the people, the work itself and, sometimes, something else.
Learning the rules of engagement There can be few employers that do not want workers to engage more with their job - but what does that really mean, and can it be measured?
Using positive psychology to create high performing teams
Wednesday 9 November 2011 15:30-17:30
How to define an employee wellbeing strategy Bridget Juniper, an employee wellbeing specialist, offers practical advice on how to develop and deliver effective wellness initiatives.
Benefits and allowances survey 2011: healthcare Provision of most health-related benefits appears to be holding steady despite the uncertain economic background, while the downbeat climate may be helping to fuel the growing interest in employee assistance programmes.
Calculating success of your talent: revitalise your organisation through new workplace analytics
Wednesday 9 November 2011 15:30-17:30
Learning analytics: measuring the effectiveness of training Measuring the effectiveness of training is one of learning and development's holy grails. Can learning analytics lead you to it?
Measuring return on coaching investment Proving return on investment has been a key challenge for the coaching profession for the past decade, but economic uncertainty has added a new urgency to this work.
Global culture transformation: delivering "new organisational effectiveness"
Wednesday 9 November 2011 16:45-17:30
Worldwide delivery TNT Express is winning worldwide recognition for its people development initiatives. HR director Maureen Rooney explains why.
International: Volkswagen agrees worldwide participation rights Volkswagen, the Germany-based automotive multinational, signed an agreement in October 2009 that guarantees employee participation rights in its sites around the world. The rights include information, consultation and German-style co-determination.
Organisation design lessons from the Olympic and Paralympic games
Wednesday 9 November 2011 16:45-17:30
2012 Olympics volunteers: case study Ailsa Murdoch and Scott Anderson of Lewis Silkin continue a series of articles on employers' obligations in relation to employees who volunteer for the London 2012 Olympics with a case study. The case study looks at a situation in which two employees request leave to enable them to be London 2012 Olympics volunteers.
2012 Olympics volunteers: checklist Ailsa Murdoch and Rebecca McAlees of Lewis Silkin continue a series of articles on employers' obligations in relation to employees who volunteer for the London 2012 Olympics with a checklist to help employers to prepare for issues that may arise in the run-up to, and during, the 2012 Olympics. By putting in place policies and procedures setting out their approach to volunteers for the London 2012 Olympics, employers may be able to reduce the risk of damaging employee relations and unauthorised absence.
Removing the employment tribunal fear factor
Wednesday 9 November 2011 16:45-17:30
Deadlines and tribunal claims Time is money, and missing a tribunal deadline by even a matter of minutes could cost you dear, says Leon Deakin, associate at Thomas Eggar.
Weekly dilemma: Appealing a tribunal decision This week's dilemma concerns an employer that wants to appeal a tribunal decision that has gone against it.
Leadership for the future - who will lead your organisation and how will you find and prepare them?
Wednesday 9 November 2011 16:45-17:30
Network Rail instils culture of leadership accountability through training Network Rail invested millions of pounds in a leadership development centre and runs tailored training programmes for its leaders, which has been central to the company meeting its government-set targets for Britain's railways.
Training ignites commercial insight at Mosaic Fashions Mosaic Fashions, owner of eight high-profile fashion brands, has witnessed a culture change among its senior leaders after running a commercially focused leadership development programme. We examine the results and the factors that made it a success.
What makes a great leader?
Thursday 10 November 2011 09:30-10:45
The top five skills for leaders Business leaders and those aspiring to leadership roles are often bewildered by the long lists of leadership skills that they are being urged to develop.
Coaching leaders: how to make it effective Coaching leaders is now a widespread practice among larger organisations. What should it comprise to make it effective?
The role of the line manager in building and sustaining employee engagement
Thursday 10 November 2011 09:30-10:45
Improving line managers' capability Line managers play a central role in implementing HR policies and procedures, but are they up to the task and are they receiving the support that they need?
XpertHR absence initiatives survey 2010: role of line managers is key Employers that are actively tackling sickness absence achieve an average reduction in lost working time of 30%, and the involvement of line managers is key to success, according to XpertHR research.
Creating leadership models for the future: innovative approaches that have delivered results
Thursday 10 November 2011 09:30-10:45
Survey: Leadership development trends 2008 This survey looks at what leadership development means at 74 different organisations - how it is planned and implemented and which employees are included; it also identifies some key challenges and learning points.
Case study: Managing leadership at Urenco Leadership development doesn't come cheap. We report from one of the UK's nuclear operators.
Developing HR capability to support a growth agenda
Thursday 10 November 2011 09:30-10:45
Improving line managers' capability Line managers play a central role in implementing HR policies and procedures, but are they up to the task and are they receiving the support that they need?
How Virgin Media reduced training costs and increased efficiency Virgin Media has made significant savings in fees and has reduced time spent on the management of external training provision by using an outsourcing partner.
Developing managers who can deliver creative thinking and improved performance
Thursday 10 November 2011 09:30-12:30
Learning and development survey 2011: measuring success XpertHR research finds that measuring the success of training against organisational metrics helps to enhance the perceived value of training.
Creating an ideas culture for optimum business success Most policymakers and business leaders agree that raising the capacity of organisations to innovate is the key to future success. Yet creating the conditions in which innovation thrives is not easy. We examine what is required.
Using employment law to your business advantage
Thursday 10 November 2011 09:30-12:30
Flexible working: frequently asked questions Phillip Chivers and Frances Vickery of Osborne Clarke conclude a series of articles on flexible working with some frequently asked questions, including questions that look at how employers should deal with flexible working requests that do not qualify under the statutory provisions.
Flexible working: overview Jenny Wotherspoon and Helen Dallimore of Osborne Clarke begin a series of articles on flexible working with an overview of the provisions on the right to request flexible working. They also consider the possibility of sex discrimination claims arising where a request for flexible working is refused.
Strengthening resilience against stress at work
Thursday 10 November 2011 09:30-12:30
Managing stress at work: the 2010 IRS survey Latest IRS research examines the steps employers are taking to manage and reduce work-related stress, including occupational health provision and counselling.
Stress management training: the 2010 IRS survey Equipping line managers with good people management skills is considered the most important type of training intervention for dealing with stress at work, according to this IRS survey.
Better leadership today: how to achieve more for less in an ever changing world
Thursday 10 November 2011 11:15-12:30
How Virgin Media reduced training costs and increased efficiency Virgin Media has made significant savings in fees and has reduced time spent on the management of external training provision by using an outsourcing partner.
Network Rail instils culture of leadership accountability through training Network Rail invested millions of pounds in a leadership development centre and runs tailored training programmes for its leaders, which has been central to the company meeting its government-set targets for Britain's railways.
Non-cash reward: getting creative
Thursday 10 November 2011 11:15-12:30
Benefits and allowances survey 2011: no decline in popularity Despite cost pressures, it has been a relatively healthy year for employee benefits provision, our research suggests. This article summarises the main findings of the 2011 XpertHR benefits and allowances survey and takes a look at flexible, voluntary and salary-sacrifice benefits.
Benefits and allowances survey 2010: key findings Our survey of 443 organisations details the benefits and allowances provided by UK employers. In this article, we summarise the key points and explore the findings on salary-sacrifice, flexible and voluntary benefits.
Building a culture of engagement and leadership: targeting involvement and responsibility
Thursday 10 November 2011 11:15-12:30
Organisational culture influences employee wellbeing Workplace culture and job satisfaction have a big impact on wellbeing and absence. OH practitioners should address this, argues Anna Harrington.
Creating an ideas culture for optimum business success Most policymakers and business leaders agree that raising the capacity of organisations to innovate is the key to future success. Yet creating the conditions in which innovation thrives is not easy. We examine what is required.
Resourcing and talent planning: building an appealing employer brand
Thursday 10 November 2011 11:15-12:30
How employer branding can improve recruitment Enhancing an employer's brand can help it improve recruitment; here we explain how, using financial services firm AXA's initiative as an example.
More than just a pretty face: building an employer brand Employer branding can be a powerful recruitment and retention tool, but the brand must be embedded in the organisation's people practices to sustain it, our research shows.
Creating a flexible global talent pipeline
Thursday 10 November 2011 14:00-15:00
Business process outsourcing recruitment trends Business services is the fastest growing sector in the UK, and a star performer in the wider global economy. One of the key drivers of growth in this sector is the trend towards business process outsourcing - the contracting out of a business task, or set of business tasks, to a third-party provider, which then takes prime responsibility for fulfilling the task. It should be distinguished from business partnering and service providers, where the prime responsibility and business risk remains with the company.
A whole world out there: managing global HR While some of the challenges for HR professionals are common regardless of geography, effective international HR management demands a different perspective, our research finds.
Developing managers through employee engagement and improved communication
Thursday 10 November 2011 14:00-15:00
IRS internal communications survey 2010: employer practice IRS research finds that there has been an increase in the number of organisations adopting an ad hoc approach to internal communications, yet evidence suggests that a disciplined approach contributes to organisation success.
How manager training can reduce absence rates: the 2011 XpertHR survey Training line managers in absence management gives them the confidence to tackle employee sickness and non-attendance issues, and frequently leads to reduced absence rates, according to XpertHR research.
Facing the future: trend spotting the possibilities
Thursday 10 November 2011 14:00-15:00
Key trends and issues in employers' use of behavioural competencies Consultant John Milsom explores the latest trends and future relevance of employers' use of behavioural competency frameworks, such as their valuable role in communicating corporate values and objectives, and in fostering employee engagement.
Annual review of pay trends 2011: pay bargaining calendar Pay review dates are concentrated around a few key months in the year, with April still the most common. We look at the timing of the pay review process, from budget setting to settlement dates, using data from the 2011 pay prospects survey and the XpertHR pay databank.
Leading and managing the HR function in different cultures: facing the HR challenge in Asia
Thursday 10 November 2011 14:00-15:00
Comparing UK HR practice with HR in Asia Pacific region In the second of our international series, Craig Donaldson finds that although HR in the Asia Pacific region is well developed, the profession in the UK is more advanced in a number of ways.
Developing HR in Russia and China HR is developing rapidly in the emerging superpowers of China and Russia, moving from an administrative mindset to establish itself as a recognised profession increasingly similar to its UK counterpart.
Closing keynote: find your edge - win at work
Thursday 10 November 2011 15:20-16:30
Motivation: Winning ways to success How can the mental attitude that helps sports people win competitions improve workplace performance? Sally O'Reilly finds out.
Looking for an inside edge: Steve Harrison Ambitious people like to get an edge in their working lives. So do cricketers. Steve Harrison, who coaches in business and cricket, has firm ideas about how one discipline can learn from the other.
