Josh Bersin
Josh Bersin
Renowned HR & Learning Thought Leader and Expert (USA)
The Rise of Wellbeing and Employee Experience Takes Over

One of the biggest trends in employment is finding ways to make work easier. In this hot job market employees are quitting jobs in record numbers, and studies show that voluntary turnover rate is now over 15%. At the same time, people are working more hours, undergoing more stress, and feel less productive than ever.

In fact, productivity in all mature economies is slowing (output per hour worked) and most economists can’t even agree on the cause. Josh believes much of this is just the shift to new digital ways of work, but it’s clear from all his research that much of this is our companies adjusting to a highly networked, contingent, always-on way of getting things done.

In addition, corporate well-being is a bit of a crisis. A holistic view is required. We can’t just “bandaid” over poor management practices, lack of flexibility, unclear goals and rewards, or inflexible work conditions. Wellbeing is a management problem, ranging from a focus on health and wellness to a focus on productivity, purpose, and financial security.

For the HR community, this is a wonderful mission to champion.

Josh Bersin is a world-renowned thought leader and analyst in HR, corporate learning, talent, recruiting, leadership, technology, and the intersection between work and life. He is a popular blogger for, the Huffington Post a top LinkedIn Influencer.

Jennifer Candee
Jennifer Candee
Global Head of Talent Acquisition & Employer Brand, Mondelez (UK)
From MondeWHO to MondeWOW – the Pain & Pleasure of Implementing Global EVP

Mondelez was formed as a new company in 2012 with a split from Kraft. Even with 90K employees, seven years later, people still didn't know who or what the company was about.  Learn how they "made it happen" with a new global EVP - the pitfalls, the migraines and the sweet success…

  • Getting to agreement
  • EBP vs. EVP - pick your fights carefully
  • Socialise, redo, socialise, redo - does the pattern end and where is it necessary?
  • Integration into new global strategy, new leadership framework, values and mission
  • Localisation and transcreation strategy across 13 business units
  • Internal and external comms strategy
Lisa Zweber-Smith
Lisa Zweber-Smith
VP Diversity & Inclusion Strategy, MGM Resorts International (USA)
Leveraging Diversity of Thought to Drive Innovation

Challenges cannot be solved using the same level of thinking that produced them. To find creative and innovative solutions to traditional problems, we must consciously seek out new voices, new ideas and new methods of problem-solving. Join this session to hear how a global entertainment and hospitality company has embraced a repeatable process for human-centered design thinking built to leverage diversity of thought.

Learn about and begin to apply a method/toolbox that drives innovation. This highly engaging and interactive session is designed to build knowledge of proven innovation tools and to help you understand how to identify and leverage diverse styles, voices, and thinking to ensure multiple perspectives are considered during the problem-solving process.

•Understand why leveraging diversity of thought leads to better solutions
•Learn the practical and proven method for innovation and design thinking
•Apply your learning as you work with others to solve operational challenges
•Leave with a toolbox of repeatable processes, steps, techniques and tools to enhance inclusion and drive innovation

Joel Casse
Joel Casse
Global Head Leadership Development, Nokia (GER)
Transforming the Way We Lead - Developing the 21st Century Leaders

Imagine skiing down a steep run. To increase your chances of success, you need to counter-intuitively lean forward into the slope not backwards and away from it. Now imagine a fast-paced world where work is increasingly knowledge-based, the workforce is multi-generational, well educated, informed and has different expectations.

In a similar counter-intuitive way, leaders need to let go of the traditional command, control and directive approach to succeed. This is easier said than done even when leaders rationally get it. What can business do to create 21st century leadership?

Understand the forces behind the resistance. Don’t delay, start with your next gen leaders, review programs and vendors, tap into online solutions and more…

•Establish the context in which leaders need to lead
•Review traditional leadership styles and question those assumptions
•Share evidence from 360’s, insights and talent calibrations to show how deeply we’re anchored the traditional approach
•Make the case for new leadership approach

Andy Longley
Andy Longley
Global Senior Director of Talent - Global Brands and Sales, adidas (GER)
What the World of Elite Sports Can Teach Organisations About a True Performance Culture

Many organisations struggle with genuine culture change. Mission/vision statements and core values are not enough.

adidas believe that leadership drives culture. And because culture drives behaviour, and behaviour drives strategy, adidas know that their people’ daily behaviours and habits have to be targeted through effective leadership to realise their strategy.

It is distinctly possible to replicate the proven methods from an elite athlete or sports team in the workplace to drive a high-performance culture. From his work as adidas, Andy will share:

• what the model of elite sports looks like for any organisation
• how we can all learn from sports and use this to improve connection to our people
• basic methods you can immediately introduce in your own organisation

Before joining adidas, Andy was Head of Recruitment at Emirates, responsible for attracting and selecting international pilots. He has an MSc in Applied Psychology and his extensive experience includes organisational psychology, talent acquisition, talent management, executive and employee coaching, diversity & inclusion, strategy and workforce planning. In 2010/11 he spent year as volunteer for the UN, monitoring international peace agreements in the Middle East.

Teresa Collis
Teresa Collis
Culture & Capability Lead, Global Talent Acquisition, Siemens AG
HR Technology – From Implementation to Adoption to Addiction and Beyond

A recent Gartner report suggested that only 50% of recruiters consistently enter accurate information in their ATS. The platform is running, recruiters have been trained, they know what to do – but they don’t do it. Why?

Implementing new technology is relatively easy with a comprehensive project and training plan. It can be complicated, but it’s a technical problem that most of us have successfully solved. Ensuring adoption of new technology is another matter altogether. It’s a complex adaptive challenge involving individual mindsets and behaviours.

Teresa will show you how Siemens are addressing this so that adoption of any new technology becomes second nature.

  • Implementation is not enough – (crowd source input live)
  • Successful adoption requires us to address people’s mindsets and behaviours
  • Is adoption, or even addiction, enough? (crowd source input live)
  • How do we build adaptive capacity so that change is second nature?
Stacey Harris
Stacey Harris
VP of Research and Analytics, Sierra-Cedar (USA)
Secrets to HR Technology Success: Research Insights on Achieving Business Outcomes

Today’s HR leaders face rapidly changing workforce environments that require management of an overwhelming amount of data. The business case for HR systems is no longer a debate, but figuring out how to use these systems to achieve business outcomes and create an HR technology ecosystem that is ready for the future of work is still a major question mark.

Stacey will share the secrets to HR technology success collected from over 14,000 organisations and 22 years of the longest running global HR System Survey in the market.

  • Understanding the value of an HR technology ecosystem
  • Top five factors in achieving business outcomes with HR technology
  • The HR technology practices that don’t lead to business outcomes
  • What you should focus on in preparing your ecosystem for the future of work
Yannick Colot
Yannick Colot
Regional HR Manager (Asia, Oceania, Middle East & North Africa), Shell
Empowering Performance by Creating Exceptional HR Experiences

Shell’s purpose is to power progress together with more, cleaner energy solutions. Their objective is to become the number one energy company in the world. As part of this journey, HR embarked on a transformation with the aim to increase business impact, at lower cost whilst providing an excellent user experience. A key element of the new HR model was the creation of HR Operations.

84,000 employees and 15,000 line managers are supported from the Shell Business Operations Outfits in Kuala Lumpur, Manila and Krakow. Their aim is to ‘empower performance by creating exceptional HR experiences’.

  • Translating strategy and purpose into a compelling case for change with clear directions
  • Creating the right organisational structure and implementing the technology to support delivery
  • Building capability to create a ‘wow’ factor from the start
  • Developing a 'can do' mindset with focus on continuous improvement and ‘learning every day’
  • Creating a culture of highly-engaged HR professionals and a thriving vibrant community
  • Ensuring business impact and value creation/protection is at the heart of everything we do
Elizabeth Shoesmith
Elizabeth Shoesmith
Founder and CEO, The Inclusive Foundation
Labels are Divisive and Morning Teas Don’t Help

Building an inclusive organisation isn't just beneficial; it's a major factor of success in the modern business landscape. Organisations that seek, embrace, and empower diversity will have several very real advantages over their competitors. But we must be clear this is not just about building a diverse workforce, nor is it going to happen by having morning teas that celebrate difference. To benefit from the advantages of diversity and inclusion, your organisation needs to incorporate truly inclusive practices and behaviours in the way you do business.

  • 41% more revenue is earned by teams where women and men are equal. And this isn’t just about hitting your 50:50 gender balance target.
  • 20% of employees live with a disability and are overlooked consumers. Inclusive design thinking could be your solution to increasing your market share.
  • Companies leading the way on disability inclusion are 2x likely to have higher shareholder returns. The reason ‘why’ isn’t what you might think.
  • 67% of job seekers evaluate a company’s diversity practices before accepting a job offer. You could be in a continuous loop of exclusion.
  • 57% of employees think their companies should be more diverse. This number is flawed because you’re asking the wrong people.
Lars Schmidt
Lars Schmidt
Founder - Amplify and Co-Founder, HR Open Source (USA)
The Future of Employer Brand

The field of employer brand is transforming how leading companies build winning talent strategies. No longer an experimental luxury, employer brand is now a foundational element of how companies attract and retain talent.

In this highly interactive and engaging session, author and industry-leader Lars Schmidt will guide you through the evolution of employer brand with a focus on what's now and what's next - from AI to augmented reality. He'll share case studies and examples from companies who are leading the way and lead a lively Q&A to answer all your employer brand questions.

Lars is the founder of Amplify, an HR executive search and consulting firm that helps companies like SpaceX and Hootsuite navigate the future of work. In 2015, he cofounded a not-for-profit aimed at democratizing access to modern HR practices - HR Open Source ( HROS is a (free) global community of practitioners who collaborate and share learnings to prepare themselves, and their organisations, for the future of work.

It's Time For a New Era of Human Resources - 21st Century HR

The field of HR is at a turning point. The days of transactional personnel are numbered. A new model of HR is emerging that is crucial to organisational transformation and growth. A model built for the 21st Century, driven by data and business acumen, and deeply linked to business strategy.

This interactive session, led by 21st Century HR Fast Company contributor and podcast host Lars Schmidt, will spotlight key elements of a modern HR function. It includes tips on how HR leaders can stay on top of emerging technology and trends - ensuring they evolve with the industry and future-proof their careers.

Michael Vaz
Michael Vaz
VP Learning & Development Asia Pacific, Accor (SING)
Getting to the Heart of Goliath (a Giant–Sized Transformation Story)

Examine the seven success stories of the Accor Transformation Journey they called “The Heartist Journey”.  Often referred to as a giant in the hospitality world, Accor has been on a journey of transformation, acquiring various brands, each with their own culture, moving towards a brand new augmented hospitality approach.

The Heartist Journey has given everyone a new starting point, a unified starting line to build a culture on truly human principles. We’ll explore exactly how we have achieved some amazing results.

  • Journey powered by the people, for the people
  • Bring purpose back!
  • EMO AF is Emotional and Fun!
  • Energy is the centerpiece
  • It is what you call it!
  • Powered by leadership
Sarah Brown
Sarah Brown
Learning Strategist & Designer, Google (Singapore)
Building for the Future: Using Urgency, Storytelling and a Great Plan to Overcome Fear, Uncertainty and Doubt

As organisations grow, and work increases in complexity, L&D teams are needing to rethink how they meet the needs of their learners. Increasingly, they need to deliver multi-modal, personalised, moment-of-need development opportunities, and do so at scale.

For many L&D teams, doing this requires a shift in not only what they deliver, but also how they deliver it, potentially constituting a monumental change in their identity. How to materialise and land this identity shift will take both time and headspace - resources that are increasingly hard to come by, as teams struggle to deliver on current organisational needs.

This two-part presentation will cover how Google’s People Development team is tackling this challenge, addressing the change management process we went through in creating our future-oriented research and design incubator.

  • Context: when Google’s team realised they needed to change and why
  • Challenges: finding the right time, structure and people, and convincing stakeholders
  • Underlying psychology: people fear the unknown (the future = unknown). This aversion manifests as FUD (fear, uncertainty, doubt)
  • How you can help: Use USP (urgency, storytelling, a plan) to overcome FUD


In this session, participants will learn three tools to help them activate change within their organisations. Specifically, they will learn how to help those around them navigate their fear, uncertainty and doubt about the future, using the tools of urgency, storytelling and planning.