Out of 200 Group HR leaders we surveyed during the summer, “asking for the top 3 agenda items for the next 12-24 months – talent was the only agenda item with a 100% strike rate. Those companies (32% of which had annual revenues of €10 Billion or more) have highlighted a growing sense that there will be a second “war for talent”, one that is somewhat more severe than “Part One” as skills shortages remain, and those shortages will only continue to become more acute as companies begin to return to growth.

The design of the second day begins with an interactive morning workgroup from the World’s No. 1 Authority on the Future of Work & HR – The Work Foundation. The morning is followed by a keynote case study from global information company Thomson Reuters on their recent journey to transform their approach to talent led by EVP and Chief Human Resources Officer, Stephen Dando.

To conclude we will review the forum’s learning, engage the audience and assemble executive roundtables which will consider a cross section of industry leaders whom each manage some of the largest and more complex talent pools in Europe and worldwide.

 8.00 – 9.00am Registration & Welcome Coffee

Morning Workshop: The Future of the Employment Relationship                                         

This exclusive workshop will bring together the outputs of two strands of research conducted by The Work Foundation during "Autumn 2009" through their programmes focusing on the Knowledge Economy and the Future of HR. The Future of HR programme is exploring how staff in twenty first century service organisations should be effectively managed to achieve and sustain high performance in the context of an increasingly sophisticated citizen and customer base.

As part of this programme the team are undertaking a 'delphi' exercise (a systematic, interactive forecasting methodology) using the insights of over thirty independent international experts to build a view of the future that will identify potential discontinuities likely to affect the employer-employee relationship. The expert panel represent diverse perspectives including economics, psychology, law, banking, education and skills, security and technology. To give you a flavour of the range of experts whom are involved in the delphi exercise - Prof David Blanchflower LSE; Lord Jonathon Porrit Environmentalist; Prof Raphael Kaplinsky, Open University; Prof David Guest King’s College London; Prof Ton Wilthagen Tilburg University, Simon Waldman Guardian Group Director Digital Development and Strategy to name a few.

The workshop will be used as a benchmark in 'testing early findings' and highlight key implications for HR, leaders and line managers for debate during the workshop.

1.30 - 2.30pm      Industry Leader Perspective                                                                                                                   

Thomson Reuters has been through a perfect storm of change they have experienced both in the markets they serve, seismic generational and technology change and the turning of the company upside down with a major acquisition that created a very different organisation.   During this experience, the company has put a serious focus on their end to end approach to talent, with some new thinking on how they approach their employee population. This case study will highlight how they are progressing on this journey, and their early findings.

Keynote Case study: Thomson Reuters' approach to "professional" talent

1. Recasting our thinking about talent in a world changing inside and out
2. Steps to establishing talent as our 'signature'
3. Being smart about what to invest in
4. Stories from the front line

3.00 - 4.30pm      Executive Roundtable

The Next Wave in the “War for Talent” 

• A new kind of war? New, simplified & innovative talent/OD strategies – recession’s impact on flexibility & “employability”, a look at gender balance, lean expat & mobility programs, web 2.0, and promoting different work styles.
• Successful integration & delivery of talent management programs? A holistic approach to talent; a simplified, disciplined and targeted approach many in our network are embarking on. 
• Developing your business capabilities - what competencies are needed?
• Technical Talent (Engineers, IT etc) Developing a “technical career ladder” – assessing, measuring and improving capabilities.
• 100% retention! “Zero attrition”- what should you be doing to ensure your talent pools remain healthy?
• Connecting the links between good talent, learning, effective engagement, knowledge, and customers.
• Linking the talent challenges of diversity & inclusion, intergenerational management, generational arrival, emerging talent, technology, etc – preparing business programs which help leverage a broader talent base than "Corporate Europe" traditionally have done.
• Exponential times, emerging markets and the upturn.                  

From "big bet-programs" to performance driven talent approach                                            

In 2008-2009 A.P. Moller-Maersk changed its approach to talent management 180°. APMM moved from a talent management approach focusing on (very) long term talent management (15+ years) and running talent programs, to an individually focused performance driven approach.

Key Story Points

• Killing history and "your babies"
• Focus on data and bottom line value
• Creating and anchoring performance driven talent infrastructure
• Taking point of departure in the individual in terms of deployment and development
• Key learning and status report - 1.5 years into the process "where are we now?"

For detailed speaker biographies please visit our next shortlist of speakers

Nota bene. This is an exclusive limited-seat forum, therefore we suggest to register at your earliest convenience to avoid disappointment.

€140 FREE Gift! Each participant will receive a complimentary online self assessment tool from our international partner The RBL Group.

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