• The journey towards the realisation of the importance of the manager as business becomes increasingly open to scrutiny.

• Identifying good managers - in a football team, a good manager is easy to identify. In a large company, good managers can get lost in the fog of corporate politics and bureaucracy.

• Diversity in the workplace - managing an elite football team replicates the problems of corporate management in a global environment with managers, coaches and players being from ethnically, racially, culturally, socially and economically diverse backgrounds.

• Average tenure - for a sacked Premier league manager it is about 19 months; for FTSE 100 CEOs it is about 34 months!

• Google’s approach to innovation and learning.

• Supporting and building organisational capability for continual innovation and change.

• Driving continuous learning and development in organisations.

• Reinvention of HR as a business function, fully integrated into the company’s value creation process.
• Ways for HR to develop a closer working relationship with the finance department to assess employee engagement and other HR related initiatives.
• Creative ways that HR can model the financial impact of human capital interventions on the business results.

• Engagement vs. satisfaction.
• Seeing the wood for the trees, finding the right survey partner.
• Setting-up a global survey (10.000 people in over 70 sites).
• Okay we have the results, so what next? - the follow up & action planning phase.
• Learn from our experience - lessons & tips for global companies.
• The next steps: "Engagement Survey 2012".
• Integrating engagement as a permanent part of your "People" focus.

• What will new employee of 2020 look like?
• How can the learning organisation prepare for their joining?
• What lessons have we learnt from the early adoption of social learning which will inform the 2020 learning organisation?

• The characteristics we can expect to see in the learner of 2020.
• How they learn, how they take on information, how they deploy information etc.

• Understanding the concept of “total reward”.
• The real impact of reward on employee engagement: primary research findings.
• Packaging your reward offering: branding for optimal impact.
• Aligning your business culture and goals with your engagement and total rewards strategy.
• How Astellas Pharma is approaching this and the journey ahead.

People development has always been a key part of a organisations focus, however with many facing significant change it would be tempting not to invest in talent development.

Shropshire Council are not following this trend and have through it's organisational development strategy created a comprehensive yet simple approach to talent across which would not look out of place in the private sector.
 
The session will look at the following key areas:

• Attracting the best through strong employer branding, total reward, innovative recruitment and targeted marketing.
• Growing your own, a talent framework used to identify and develop talent right across the organisation including talent pools of graduates, apprentices and existing staff.