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Most businesses have leveraged financial resources, process irnprovement and technology for driving growth.These have become commoditized and available to all. Next growth horizon will be driven by emotional economy and/or human resources.
Some of the proactive companies started focusing on Human Asset rather than Fixed assets for creating sustainable differentiator for growth and created human asset balance sheet a decade ago.
Today employees have become a core focus group for most of the employers in this competitive era. Attracting, retaining and making them deliver superior outcomes have always been a challenge for businesses more so when the chips are down.
The core challenge for organizations has been to ensure how they ensure that they maximize on the talent pool they have and create a positive energy at workplace where each employee of the organization is willing to walk the extra mile, in order to serve the customer better which ultimately will contribute to the sustainable growth of business.
This summit will be of immense Use for CEOs/CHROs/Academicians/Managers at various levels/Students of HR, who will not only learn the concept of employee engagement but will also be exposed to live Case studies of Gallup clients who have successfully created an engaged organlzation and thereby driven business outcomes . | |
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| Mr Prashant Srivastava
Managing Partner, Gallup Ine.
Mr Girinarayanan G
Head-HR
TACO Sasken Automotive Electronics Ltd | |
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| Mr Satish Pradhan
Executive Vice President - Group HR, TATA SONS LTD
Dr Anadi S Pande
Vice President - HRM/Corporate Planning & Strategy HERO HONDA MOTORS LTD
Dr S Chandrasekhar
Vice President - People Relationships Management CAPGEMINI INDIA
Mr Asit Mohapatra
Sr VP-HR, Reliance Retail Ltd
Mr B Sridhar
Head, Consumer Products, MARICO
Mr Ravi Kastia
Group Executive President
Aditya Birla Management Corp Ltd
Mr Sushil Tayal
Director-HR, Logica CMG
Mr A Krishna
Vice President-HR, Bosch Ltd
Mr HR Shashikant
Senior President (Group Human Resources, Aditya Birla Management Corp Ltd
Mr Ronal Sequeria
Executive Director-HR, GSK Ltd
Mr Yashdeep Kumar
Country Head
Stryker Technology Centre
Dr Jai Menon
Director (IT & CS), Bharti Airtel Ltd | Mr Siddarth Kumar
Partner, Gallup India
Mr Sanjeev Sahi
Director Personnel, Hindustan Aeronautics Limited
Ms Matangi Gowrishankar
Director-HR, Castrol India Ltd
Mr Sridhar Ganesh
Director-HR, Murugappa Group
Mr Piyush Mehta
Head-HR, Genpact
Dr P V Bhide
President-Corp HR, J K Organisation
Dr Sujaya Banerjee
Head Learning & Development, Essar Group
Mr M V Kotwal
Vice President (HED), L & T
Mr Hari Nair
VP & Group Head-HR, Sona Koyo Steering
Ms Lekha Sistha
VP – HR & Talent Management, SUM TOTAL SYSTEMS
Mr Sanjay Muthal
MD, Nugrid Consulting Pvt. Ltd.
Mr.Rajan Dutta
President Corporate HR, Reliance Communication Ltd.
Ms Sagarika Rai
President HR ,Reliance Big Entertainment Pvt.Ltd. | |
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The subprime crisis in the USA has and its impending impact on the economic situation of various countries including India.This has led to two key challenges for most companies - Sustaining growth in an otherwise gloomy market scenario
- Ensuring motivation and positivity in the wake of cost reduction and layoffs.
Sustaining growth in an otherwise gloomy-market scenario
When the economic and market scenario is not congenial only the tough and sound companies can grow. As human resource is the key differentiator for growth, an engaged workforce and a positive environment is essential to sustain the growth momentum.
Imagine a situation where your sales executive calls on a customer and is not enthusiastic about his products or services. The outcome is obvious. On the contrary another executive who is bubbling with energy and positivity, putting his best foot forward to convince the customer about your product or service. The outcome could be significantly different. Now most of your sales force falls in first category or the second category would determine whether your organization is one of those which will grow or stagnate. Engaged workforce can engage customers to drive growth even when chips are down.
While employees feel charged up and in good spirits when the organization is doing good and lot of positivity surrounds them (they might well not be engaged but satisfied); challenges come when the mood around is somber and lotof uncertainty surrounds them.
Ensuring motivation and positivity in the wake of cost reduction and layoffs.
Lot of companies is considering methods of ensuring motivation and positivity while managing costs. We need to plan how to manage and minimize its impact. In hard times tough decisions maybe taken in different ways. Minimizing disengagement of your people becomes important so that you don't run into the risk of losing your best and brightest talent.
When the time is tough, you need to open up dialogue about the challenging time and seek everybody's commitment to drive past the same. It will also ensure that the team - understand the decisions you are making and the reasons for them
- will be able to identify what these changes mean for them and their roles
- will be better equipped to explain any changes to clients or business partners
- and will undoubtedly be able to share ideas and suggestions they have for managing through tough times.
Business managers, as Gallup has found the most important people who influence engagement of people in an organization and improving their ability to manage their team in a positive manner is what differentiates a engaged workgroup to disengaged workgroup (other things being equal) and Gallup's engagement programs are built around improving managerial capability of the organization and link it to business performances.
In this context it becomes necessary for us to go to the basics and understand how we come up with challenging time by leveraging the best asset which we have, I.e. employees. This summit is around learning those basics which will help us overcoming the tough time. | |
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| | | | Presentations by esteemed speakers with question and answer sessions. PPT of all the presentatin would be circulated to the particiapants along with Gallup's latest book on employee engagement. i.e "12 elements of great Managing" | | - CEOs
- Head of HR's
- Organizational Development Heads of large organization
- HR Consultants
- Academician
- Entrepreneurs setting up /Running their businesses
- Individuals who manage a team (Managers/Senior Managers)
- Students specializing in Human Resources
| | - Learn what creates "employee engagement"
- How these rules can be applied to a organization
- How do we drive "Business Outcomes" through employee engagement
- Learn from companies from various industries, who have been successful in creating "employee engagement': understand best practices from them.
- Learn how "Improving productivity and Increased customer orientation" can be driven by employee engagement.
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| Particiption fees*(Per Participant) | | | |
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| | For One | For Two - Three | For Four and More | | AIMA Members | Rs. 9,500 | Rs. 9,000 | Rs. 8,500 | | Non Members | Rs.10,000 | Rs. 9,500 | Rs. 9,000 | | Academicians | Rs. 5,500 | Rs. 5,500 | Rs. 5,500 | | Students | Rs. 3,500 | Rs. 3,500 | Rs. 3,500 | |
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*Participation fees includes the cost of reading material, tea & coffee, lunch & other organisational expenses. Nomination fees is not regundable, however participation by a substitute is allowed. | |
An early bird discount of Rs. 500/- per participant can be availed by those who register by 5th Jan.2009 | |
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For further details/registrations, please contact: | | Mr Dhananjay Singh / Mr Amit Dey
ALL INDIA MANAGEMENT ASSOCIATION
Management House, 14, Institutional Area, Lodhi Road,
New Delhi-110 003 Tel.: 24608511, 24645100 Extn 311, 326
Fax: 91-11-24626689
E-mail: dksingh@aima-ind.org, adey@aima-ind.org
Visit us at :www,aima--ind.org | | | | |
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