|| REGISTRATION AND MORNING COFFEE
|| WELCOMING WORDS BY #HRU AND EVENT PARTNERS
||ENGLISH: Tim Oliver Prohm and Milda Vickute
- If Content is King, Context is God. Changing landscape of recruitment marketing.
- Summary: Traditionally recruitment has been part of HR and recruitment marketing has been done by using traditional very transactional channels like job boards and job search engines. Recruiter has got the job speck from the hiring manager and job has been posted to the channels where you can mainly reach active candidates, applications has started to come in via ATS and screening process was started… More and more companies are realizing the limitations in that approach and implementing new ways to attract candidates and engage with potential prospect candidates before specific the hiring need even occurs. In this track we will discuss about new approaches to recruitment marketing, from content marketing to talent pipelining to targeted marketing techniques. How the best companies are doing this? How they cooperate with the marketing departments? How candidate experience plays a role in all of this? And of course the questions, comments and ideas provided by the participants.
| ITALIAN: Raffaele Ciardulli
- Matching values, farming differences, harvest success
- Summary: We are story builders, we enter the present of the company’s story and we put in the plot the characters that, in the future, will bring it to a happy end.. Selection: from the acquisition of skills to the search for resonances. A holistic world, where life and work are not so easy to separate, moves our focus from what candidates have (competencies) to what candidate are (values). Competencies are relatively easy to find and to recognise; how can we discover values? How can we match candidates’ and company’s values? We can ask candidates to narrate us their values but what are the tools we can count on to transmit to candidates our company’s values? Development: from adequacy to vision.
Todays’ hired are the future of the company; they must be coherent with its present and generate its future. What are the predictive tools we can count on to ensure that today’s suitability will be tomorrow’s best choice?
ENGLISH: Gianpaolo Barozzi
- Transparent & agile organizations: why do we need them?
- Summary: “Disrupt – or be disrupted” is the new norm in almost every major market across the globe, including the global talent market. The “world of work” – how talent is identified, leveraged, allocated and engaged, and how work is deployed, measured and rewarded – is radically impacted by an increasingly competitive, complex and fast changing business environment. Organizations are not only experiencing a VUCA business environment (Volatile, Uncertain, Complex, Ambiguous) but a fierce war for the best talent. The exponential growth of e-commerce, and the accelerating personalization of products and services are driving a significant disruption in the talent marketplace: from supply- to demand-driven labour. The power balance is moving from the employer to the talent. To capture these business and talent market transitions and capitalize on them, organizations need to holistically redefine their “world of work”: how they engage with their talent, how they structure themselves, how they allocate and lead work, ultimately: re-booting their people strategy and culture. They need to get closer to their customers and their workforce than ever before, treating every worker and customer as an individual, or losing both: their talent and their business.In this session at #hruMilan, we will talk about how organizations can anticipate the change, move fast and respond “just as” the contextual factors begin to change. We will share perspectives on the value of rethinking structures, developing new capabilities, and applying innovative solutions enabling organizations to be more adaptive and agile to navigate this dynamic and composite context at their advantage.
|ITALIAN: Paolo Urbinati
- Better People = Better Results
- Summary: For a company and for every organization to take care of its people is like for a person to take care of his body. There is no overall well-being without the individual well-being. This is quite obvious if we look at what it is a company. A company is first of all, a relational network, extended to all levels of the enterprise and at different levels of the social network of those who buy its products or who want them. So, a company is at the same time the result of its community and of many individual identities, and more the community is able to create value through and with its people, more the community will create value for the stakeholders: customers, employees and shareholders. There is a codependent relation, people and results are not two different things and it’s important how to look at this simple truth. People are culture, personal relationships, intuitions and emotions and a great company uses all these forces together and implements new and unique ways to create a talented environment. It’s common to talk about talented people, it’s important to talk about talented environment, where talented people can express themselves and where more talented people can grow. Because the point is always the same, talented people are not many and their retention is problematic. After the obvious – a good salary – what else? Quality of life, company welfare, benefits and perks, are all relevant topics, however, they could not be the key factors. Looking at what some research say, culture and values, career opportunities and senior leadership seem to be the most important factors in cultivating employee satisfaction. It’s difficult to choose or to prioritize, but it’s possible to look at the complexity of all these points, and to shortly summarize: a human touch is necessary. Trust, flexibility, responsibility, personal support in achieving professional and personal goals. A work environment where the professional identity can match with the personal identity and where it’s possible to put its own energies into the work and race forward unimpeded. This is interesting for talented people and not only. An environment where everyone is appreciated for its potential and for its engagement, whatever is the engagement. This is another interesting and key point. What is engagement? Is it so necessary to be engaged with the company mission? Someone can work to save money for a house, or whatever can be a personal mission. If employees are happy and busy, they’re engaged, isn’t it enough?
||ENGLISH: Giovanni Marangio
- Abolishing Performance Ratings
- Summary: Most companies use performance appraisals, yet it seems that most of companies that use appraisal are dissatisfied with the process. Usually, when organizations try to solve the problems that they have with their performance management process, they look within the system to find a solution. As a result, we often re-engineer the system, we provide more training, we often make it more complicated or change just the surface of it in an attempt to revamp the process. Unfortunately, as many HR professionals know, this does not solve the problem, ratings are still inconsistent, often the outcome of “political decisions”. Employees and managers continue to be anxious and frustrated about the process or to consider it a piece of bureaucracy with no real added value. The point is that we try to fix the system without radically changing it and without questioning its underlying and fundamental assumptions. If we try and question these assumptions, we may ask questions like: why do we use appraisals, what do we want to accomplish, what are the goals of a performance management system?We may discover that usually performance management systems are intended for too many goals: compensation decisions, performance feedback, employee motivation, talent decisions, legal documentation, etc. Besides, we may discover that in many cases appraisal systems imply a paternalistic approach that does not encourage an authentic feedback discussion. We can decide to radically change the approach and use different assumptions. We can do so by eliminating the ratings from performance management systems and creating a process that focuses on a constructive and positive relationship between the employee and the manager, on the employee development and on alignment between individual goals and company strategy. This implies moving the focus from judgment to collaboration and assuming that the multiple purposes of the appraisal system (including compensation decisions) can be better achieved though separate processes. In our session we will explore together how this can be done in practice, the pros and cons of this innovative approach to performance management.
|ITALIAN: Valentina Marini and Riccardo Lora-Lamia
- Human side of digital – from employer branding to employee branding
- Summary: Moving from the “4Ps of Marketing” (Product, Place, Price, Promotion) to the “4Cs of Digital” (Creating, Curating, Connecting, Culture), humanizing the process is becoming more and more crucial for HR recruiting in the contemporary context. 80% of the candidates look for jobs on the web and, nowadays, the great “War of Talent” challenge consists in comprehending how to re-position talents’ engagement with an Attraction and Employer Branding perspective.Online initiatives of Employer Branding, as well as other activities of social strategic marketing, should consequently fulfill new needs: learn how to interact with users, activating them with conversations and relationships similar to everyday interactions. To reach this target, it is essential to engage one’s own co-workers. In other words, who’s working inside an organization must feel more and more engaged, becoming in this way a real “Brand Ambassador”. An example above all? From the candidate’s point of view, it is more effective and useful to watch high quality videos or images that picture authentic and real moments of company’s everyday life, rather than a structured interview. It’s time for TripAdvisor (and Glassdoor that helps, in the same way of TripAdvisor, evaluating companies); people perceive clients’ pictures more accurate, rather than the owner’s images selected to show oneself in the best possible way. How is it possibile to promote an authentic and free contribute from one’s own co-workers and to guarantee, at the same time, as few risks as possible for the company?
ENGLISH: Tancredi Trugenberger
- Startup Culture & The Future of Work
- Summary: As the world changes, the world of work is changing. While we adapt and rethink our tooling, it’s important to take a step back and analyse the paradigms of education and work and better understand the potential of what work can look like in the near future. It’s a more automated future, in demand of more specialised and high skilled workforce and less hard labour, focused on learning, aimed to build a more agile, distributed and effective talent pool out of the next generation.The keyword here is Culture, with a capital C.
|ITALIAN: Daniela Cottone
- Employee Experience = Client Experience
- Summary: “To win in the marketplace you must first win in the workplace. -Doug Conant” Why? Customer experience is a strategic tool for companies who want to be leaders in a radically changed economical, sociological and technological context. A distinctive customer experience is achieved by cultivating a strong and consistent “Employee Experience”.
There is a clear and proven linkage between the customer experience and the “internal customer experience”. How? We definitely need to make sure we hire the right people since “people buy from people”. We also need the right culture and the culture needs to allow employees to be creative and entrepreneurial. Last but not least, we need to use the most powerful customer experience improvement tools.
During the session we will be sharing the Business Model and the Service Design Thinking guiding principles and methodology to discuss how the development of the ” Internal Client Experience ” will actively contribute to the growth of excellence towards customers and will increase loyalty and advocacy. These tools provide clarity in a lot of ways and help the organization to be more customer-focused and customer-centric, align around a common cause, speak a universal language (customer), break down silos, achieve a shared view of the customer and improve the customer experience.
||ENGLISH: Julio Gonzalez
- Cross Borders Investments: A Human Capital Challenge
- Summary: Companies going international face challenges of every sort: legal, financial, commercial, among others. Statistics indicate that more than 50 percent of the mergers and adquisitions fail in achieving their objectives and the figures tend to be higher when the investments involve companies from different countries. Even when the hard data from the due diligence confirm the potential value of the investment, the downside aspect indicates that running the new enterprise faces many hurdles related to the poor understanding and management of the “people side” of the operation. Challenges do not only concentrate on staffing and trying to retain the right people, working in the the right way, creating the right teams. Issues arise also during the integration phases of the new enterprises when teams come from different organizational and national cultures. What are the critical phases in establishing a new foreign investment? What are the main levers to be used in each phase? What are the strategies that companies and countries put in place in order to attract and compete for talent? What is the role of national culture in the management of the “people side” in an international operation? During this session we will focus on the main challenges that organizations and people face while establishing new cross border operations.
|ITALIAN: Patrizia Bonometti
- Engagement of the new Generation in Manufacturing Industry
- Summary: For the first time in history, four generations will soon be working side by side. This will be one on the biggest challenges for HR professionals and for Managers in the upcoming years. How should you relate to employees of different age groups? How do you motivate someone much older or much younger than you? And finally: what can you do to encourage employees of different generations to share their knowledge? As people work longer and delay retirement, internal career paths have changed: Baby Boomers (born between 1945 and 1962), Generation X (1963-1979), Generation Y or Millennial (1980-1994), Generation Z or iGen (1995-2010) have very different approach to life and work, different needs, different expectations and Companies need to be prepared to manage all of them. Workplace satisfaction matters more to Millennials than monetary compensation and work-life balance is often considered essential. They are less likely than previous generations to put up with an unpleasant work environment and much more likely to use social networking to broadcast their concerns. Millenials constitute more than one-third of all U.S. employees, and by 2025 they will make up 44% of the national workforce: Millennials’ wants and needs are strikingly similar to those of colleagues from different generations. They’re looking for jobs that give them a sense of fulfillment or meaning, allow them to be authentic and play to their strengths, offer opportunities for learning and growth, and empower them to take initiative. Facebook holds the distinction of being the first Fortune 500 company to be founded and led by a Millennial. If attracting, retaining and developing young talents is a challenge for High Tech Companies, what happens in manufacturing environments where the workplace and the type of jobs are not deeply changing, the working-time cannot be flexible, the development opportunities are few but, on the same time, skilled and engaged workers are key?
||ENGLISH: Gerald Morgan
- Future of recruitment agencies
- Summary: With more and more information available online about people, one of the main value propositions recruitment agencies have traditionally had – their network – is disappearing. How do agencies need to evolve to still be relevant in the future? What additional value can they provide over and above what companies can now do for themselves? Is RPO (Recruitment Process Outsourcing) or a contract recruiter model the solution? Can agencies understand the market better and provide a more consultative service to the internal recruitment teams instead of end to end recruitment? Will there even be recruitment agencies in 5 years’ time and, if so, what will they look like? Will it still be “go big” or “go niche”? Is the value different for different kind of customers? All of these questions and your own questions and comments from will be discussed in this session.
|ENGLISH: Aki Kakko
- People (and Predictive) Analytics
- Summary: Historically HR has been more about intuition and less about data and analytics. HR people didn’t choose the profession because they like numbers, actually probably quite the opposite. As HR is transforming towards more data driven decision making, validating and challenging old assumptions, what does it mean for HR people? Will better and more integrated HR technology / analytics tools going to bring the solution or just more confusion? What kind of competences HR needs in the future to be able to drive business value from the HR data? Is predictive analytics going to be the Holy Grail of HR and how we should implement it and from where to start? This session will start the dialog around these questions but most likely it will also trigger new questions that we can continue to answer together after the event.
||CLOSING WORDS AND CONCLUSIONS