17.14

Great to hear CEOs and leaders rather then HR talking about the important of leadership & good peocess #cipd12

There is a lot to be learned from family businesses like this – esp when it is the real stakeholders that share their experiences

17.12

A little dry, the delivery, but an authentic sharing of experiences and goals #cipd12

– iain ends

17.11

#cipd12 values:

• team ethic
• no delegation of accountability
• the human factor – own up to mistakes
• the extra mile – looking for the questions not asked
• be relaistic – avoid dilution about the customer wants
• using time well – achievement of “progress” versus “processes”
• awareness – where is the danger next coming from

Iain gave a great example behind each

17.07

Monarch, like petland, they have a peer led awards based on values. engagement, and identification and association with the values are increasingly important tot eh business for sustainable success

if brand values have been adopted – what would that mean – these have been defined and communicated

17.06

For Monarch, this is a relativle new initiative – June 2012 launch of a roleout progremms – they need origional thought and risk to survive for the future

17.04

the brand values needed to be authentic & easily understood by all staff #cipd12

16.58

consumers that have choice, Monarch want them to make the choice to use them based on the values they espouse – #cipd12 – a valid business bottom line strategy!

16.56

the company has been successful due to its willingness to adapt to a changing world #cipd12

16.55

Monarch is still the same name and ownership since starting in the 1960s – a family bix #cipd12

16.54

iain rawlinson – Monarch takes the stage #cipd12

16.54

leadership & values – there is no right way, its just a journey of experimenting #cipd12

16.53

the challengs in business is balance of financial ambition withdoing the right thing

#cipd12

16.52

measures of success – we entered “great place to work” and come 16th in the uk in the large employee (>500)

16.45

we recognise people globally and have an international award for people that support each above and beyond

16.44

a family company – explicit and implicit

passion, courage, creativity, always learning.

great in the uk, but was more challenging as we took them globally

implicit:

integrety, trust…

16.41

Andy Rubin takes the stage – CEO pentland brands – speedo, and others

16.38

are personal values left at the door when people arrive at work? at all levels #cipd12

16.37

Speakers include Andy Rubin – Pentland & Iain Rawlinson – the Monarch Group #cipd12

16.35

session d4 – values led leadership: restoring trust & enhancing engagement #cipd12

15.58

end of davids session

15.58

challenge current people practices, support young people in the community, signup with youth mentoring opportunities #cipd12 #ouryoungpeople

15.57

a powerful, passionate and engaging presentation by david. @OurYoungpeople

if people do not leave this session taking some action, then they do not deserve to be in our profession

15.55

some great ideas & passion. I encourage all readers to follow #cipdyouthspeak and get involved #cipd12

15.53

young people will become engaged with the job & peers – over time they will become more engaged with the org, as the org earns that loyality

15.50

loyalty has to be earned, through what they experience, not what they read #cipd12

engagement is different from loyalty, you can have one without the others

15.48

who are you loyal to – family and self is the answer most young people said #cipd12

15.46

a creativly developed online strategy can deliver engagement way beyond traditional approaches #cipd12

15.46

#gamification is being integrated in blended McDonalds learning solutions – league tables created #cipod12

15.45

prefered learning style – collaborative, visual , info to solve problems

the opposite for traditional training courses

15.44

UKSP – peoplefirst – career passport – a career development map, with 80k people registered, with transparency for transferable ways. they do not want to be locked in to one firm

they want to knewo how you get to x position – a map can help

young people like the site

15.42

young people thoughst on training: often classroom courses were boring

one personsaid they enjoyed a session with motivational / engaging speakers.

young people are interested in transferable training and qualifications – training is highly valued

the more structured and transferable it is the better

15.40

Not recieving replies, is rude, and can have a negative psychlogical impact on young people – (we have been talking abouy this for recruitment for professionsla too on the CIPD members linkedin group)

Young people will remember how you treat them whe they apply to you – for life.

If you do not communicate professionally, they will remember this and they may well stop purchasing from you and tell they friends

15.38

final barrier – employers are getting smaller – and often its was the big firms that recruited. smaller firms use informal networks to recruit, more than larger firms

This makes it hard for people

15.37

barrier – the emphasis employers give to the requirement of “previous experience” – with the reduction of the availablity of new jobs, how can people start – its a catch 22!

15.36

2nd barrier –

through people I have worked with, things have come up – the most common way people find work is through informal networks

15.35

most people applying for jobs do not have ANY acknowledgement or commubnication #cipd12

15.34

transferable skills, through improved confidence #cipd12 – how hard is it for people to find a job whilst studying – 1/2 the number of those in the 1990s

• the media says people are work shy – but the jobs aren’t there
• barriers, not due to economy, but the landscape of work.
• less jobs available – entry jobs had reduced in recent years, over 210k jobs less than just a few years ago

15.31

foundations of a quality job for young people #cipd12:

variety & challengs – mastery

teamwork – part of a team to achieve colaboratve outputs

customer interaction – where they can see the impact for themselves

a quality job

15.30

is the first job lottery a thing to be proud of? should we offer better experiences? #cipd12

15.27

strengths of young people:

1. global outlook – geographical barriers are irrelivant to many
2. adapt at rapid and fluid change – a quality we should seek to embrace

global/ local debate is going to ba a challenge

15.24

truth – they are the least confident population for generations – they have had access to unlimited real time news and reality of life.

15.23

myth #1 – what do you want to be when you grow up?

confident, selfassured, unrealistic – wrong! #cipd12

people are a long way from being self confident –

they are used to google, so are used to straightforeward questions and answers

they are also used to sniffing out scams faster then older generations – they can realise when we are not being straight too

15.20

also a set of thoughts from @ouryoungpeople #youthspeak – search for these to find out more see www.dfairhurst.com – all references live

15.19

myths of young people:

half truthe that lead to ineffective polices and approaches by HR & governments

young people seldome get the opportunity to share their thoughts on employment today

15.17

young people is currently a hot topic globally, with many, many unemployed #cipd12

15.16

david asks about our youthfulness, who in the room remembers 1960s 70s 80s.. 1990s #cipd12

15.14

also look at twitter hashtag #cipdyouthspeak #cipd12 – also follow my tweets on https://rapidbi.com/welcome-to-cipd12/

15.13

David Fairhurst McDonalds – the worlds largest employer of young people #cipd12

15.12

why HR needs to listen to young people.

15.10

session c4 – #cipdyouthspeak what our young people are saying about our future #cipd12

14.46

end of session by gary Booth

a great speaker, clearly passionate about his business and his team. Realises that the whole is greater than the sum of its parts.

prepared to experiment

looking to work with CIPD on a VQ in shared services – make it (the cipd hr map) more applicable to shared services

14.42

good leaders can deliver groowth>>tomorrows talent>>driving for results>>teams that win

we ned to priorities – we cannot do it all

14.41

attitudes to work, technology and approach – ??is generational changes really age based or attitude based – mdm #cipd12

14.40

Developing tomorrows talent, bring new expectations and new ways of working.

14.40

never doubt that a small group of committed people can change the world,

Indeed it is the ONLY thing that ever has

– Margaret Mead

14.38

bring things to life, help people feel a part of the whols. build commitment and trust, through communication and transparency

14.38

If one fails, we all fail, we are all in it together, HRD sits with the “troups”, they hears and know what is happening on a day to day basis

14.37

#cipd12 culture creates:

one team, one identity, one name (a new name), new team values, new promises

change of name from “people services” to “HR people services”

14.35

go back to the model, step 7 no longer meets business needs, it is now CULTURE

Culture is deep rooted within the org

you needs to create culture to get success, it does not happen over night.

the coin droped for “me” when we won an award for best culture change in europe award – we had not gone for that award! – that hit home, just how important it is

“culture eats strategy for breakfast” drucker

14.33

HR transformation IS business as usual – get on with it! #cipd12

14.32

outsourcing is not always the answer #cipd12 shared services has a lot to offer

14.31

Driving HR transformation – new operating model>>new service delivery model>>new technology>>new processes>>new service

14.30

offer a simple, easy to access solution #cipd12

the only constant these days is change – biz is changing, we need to change too

14.29

ensure goals are understood and measurable – done well it turns into objectives

this is just a basic process, but how many people actually implement this consistently?

#smart

14.26

as we develop we add new services

HR programme & change

HR governance

service delivery

service operations

HR systems

dont forget, knowledge base systems, communications etc – put different tech at the centre as tools to enable

14.24

values<<culture>.cust promises – culture is central #cipd12

HR is at the heart of every business, but we are also independant at the same time

14.23

without the customer WE do not exist. what are THEIR priorities? what about tech implications, cost, quality #cipd12

14.23

its all about the culture – its critical – operational & people culture #cipd12

14.22

now wew have changed the building blocks – commercial>>culture>>customer

with the vusion of empowering our customers, enabling our people

In other words the model is evolving, different goals, for different phases

14.19

introduction of the shared services model resulted in a 23% reduction in operating costs #cipd12

14.17

shared services is the engine of a good hr operating model #cipd12

14.15

the origional goal was to build the key foundations, often this seems not very strategic, but when the basics are there, they can be built on.

without strong foundations things can fall over later on.

14.14

prepare & transform:

vision>>building blocks>>key initiatives>>enablers

built on foundations

building blocks – process, people, customers, technology

only focus on things in the framework, ignore things that dont fit

14.11

businesses always evolve, so must HR with it, or ahead of it #cipd12

14.10

key – get boundary management sopt on, what is the role of the BP? does every one know? #cipd12

service delivery model needs to be robust for success. the model is on the maturity curve, it evolves and changes, expect it to

14.09

always re-vist the operating model #cipd12

right people right place, right skills

right time

14.08

7 steps to success in shared services #cipd12

if you have not got these, do not bother with shared services:

1. business strategy
2. HR stretegy & objectives
3. HR operating model
4. vision & key goals
5. governance & measurement
6. transformation
7. liberating our business through exceptional people & service

14.05

i have a high performance function, this is important in this climate, he is proud of his function and his teams people #cipd12

14.03

gary booth HR director of people services for the cooperative – takes to the stage.. #cipd12

13.59

Speakers for the session – Vanessa Robinson (CIPD) & Gary Booth (dir HR co-op) #cipd12

13.57

Session b4 – HR Shared services – creating a high performing org through culture change #cipd12

13.56

we are called human resources for a reason, now the world needs us to articulate this #cipd12

—–

end of speach – now q&A

12.17

I am a leader – I work in HR – be proud, be proactive, be up front #cipd12

12.15

projects are the order of the day, we are beyond strategy processes – there time factors are too long, by the time they are complete, the world has moved

The Hr people of the future will be highly competent in projets

12.14

#uglychange programes – people need to get theirs hands on #cipd12

12.12

book – “man’s search for Meaning” – a must read says the presenter #cipd12

12.12

a plug for a book – but the slide text is too small to read! #cipd12 even tha handout text is too small

12.08

inside out – the world is porous – no longer can we expect company things to remain internal – social media change that #ciopd12

for example a relative of an employee is in the media, suddenly your brand gets associated. we need to be aware and react

??does this mean the days of 9-5hr are going/gone – this will warrent a rapidBI blog in its own right

12.05

for the second time today the phrase VUCA is mentioned (first time by hamel)

• Volatile
• Uncertain
• Complex
• Ambiguity

it needs great HR people

12.04

when CSR becomes strategy, HR becomes central to a business – csr is about people #cipd12

12.03

the size of world problems are too big for a gov to resolve, therfore all firms must take ownership if they want to make a difference.

this sets the context for the HR world and function in unilever.

CSR is strategy – its nolonger just a pr factor

12.01

failure to wash our hands causes respiratory disease in the west & kills people in the developing world = wash your hands #cipd12

11.59

Unilever trying to double the business size whilst reducing its environmental impact #cipd12

11.55

its no longer about programmes, but capabilities #cipd12

11.54

hr is as much a delivery agent as sales or operations #cipd12

11.53

Speaker – Tim Mundon – Unilever – BP for UK & Ireland takes to the stage

11.52

session A4 – adapting HR to the changing workplace, #cipd12

11.25

thanks to @profhamel for a great session – inspiring does not give this session justice #cipd12

11.24

session is over running – do we care.. no! #cipd12 – become experimental in our management & leadership

11.22

hr2.0 ask – what principles are important to our business – what do we in HR need to change #cipd12 how to experiment at low cost – small things

11.21

social activism – employees can analyse org problems better than most consultancies – but we need to allow it to happen in the firewall, not outside.

site – http://www.hackmanagement.com

11.18

communities of passion – people will come together when they share a passion people will co-ordinate, if they buy-in to the mission/ purpose #cipd12

11.17

if we want a competitive firm, we need to take away the resource allocation, individuals need to be able to take action #cipd12

11.16

how do you know if you are a leader – call a meeting and see if people turn up #cipd12

11.16

there are natural hierachies – klout on the web, some firms are starting to recognise this internally, that position is not the same as natural position #cipd12

11.15

people are not stupid, give them the data & they will make the right decisions #cipd12

11.13

once you have an org >200 people, individuals stop taking responsibility, many orgs divide when they get to a certain size #cipd12

11.12

decentrailist – not centralisation are keys for sustainability #cipd12 – move authority down the chain, not UP the change

11.11

disaggregation= big is not better – big things dont change very well #cipd12 not one strategy, one approach – the reason the web works is small parts loosely interconnected.

11.08

experimentation – on of the keys for future competence – rate of change is a function of how much experimentation #cipd12

11.05

the most adaptable, flexible and empowered technology developed was the web, esp the social web. as managers we need a leadership approach that mimics this #cipd12

its not one OR – its about BOTH AND.. approaches

11.04

employees need to feel that they can make decisions, decisions to helpo them innovate and deliver #cipd12

11.03

Management is at the time when we moved from Newtonian principles to quantam physics – management needs a very different methodology

the idea behind management was control, that may have been fit for purpose 100 yeaqrs ago, but now we need something different – freedom, freedom to think,

11.00

we need to re-think core principles – you cannot solve new problems with old tools.

10.59

#cipd12 Empowerment key to success:

give information

ability to consultant – with peers & others

skills – inc budgeting, financual – training is key

due process – peer based reward/ discipline etc

10.55

successful firms are often successful, because they get more out of each person than many others do:

“morning star” – all people are self managing, initiating communication, no policies, no bosses.

10.52

Question Dogma – we need to ask more questions – we need to chanenge beliefs –

challenge:

authority trickels down

change starts at the top

employees will resist change

senior execs set strategy

you cannot manage without managers

freedon & discipline are trade-offs

10.50

#hcltechnologies have a “ support ticket” system re management issues – only the employee can close the ticket #cipd12

10.49

inverting the pyramid – destroy the idea of the Ceo #cipd12 #hcltechnologies

10.48

how do you hack management? – be a better leader in your part of the company – we need to find out how to change the system, when we do not own the system

10.46

double dare – stand up in a meeting and say what we need here is more love! #cipd12 #wholefoods

10.46

#cipd12 look at the words in your internal communications – what words get used – goal, aim, target etc, what about love, joy, beauty?

10.44

people make real decisions in their home life, but we put systems in place to stop people using their skills and competences #cipd12

10.43

#cipd12 the main reason firms fail, is senior leaders fail to see their own narrowing perspective – what if jobs or zuckerburg had worked for bill gates at microsoft?

we need to identify REAL talent in our business and unleash their innovations

10.39

if “thinking strategically” is only an exec skill, its dangerous, dont we want people to think about the future #cipd12

10.38

conventional strategic planning is being done the same in every org, so it is really a strategic advantage? #cipd12

10.37

The leadership model – ask people to draw the structure of the org. if they draw a hierachal org chart – we are at a loss before we start. no managers want it – but few have an alternative

most attacks at hierachal are nibbles at the edge – we need to change things

would we let people chose their own leaders?

if you dont kill beauracy – it will kill your org

management at the monment is 1.0 – its familure to henry ford & the pharohs

10.34

its not the operating model – its the management and leadership model – our problem and our opportunity. the goal is to change the core of what we do

10.33

how do #Apple innovate again & again, they live on the edge of technology and liberal arts #cipd12 – apple are in the beauty business, their stores are some of the most profitable in malls & high streets – with just 10% of the phone market, they have 75% of profits

10.30

there is something in the way we manage HR that makes us not very resourceful #cipd12

10.29

engagenment – this has hardly changes in years – 62% moderatly engaged, only 14% engaged

10.28

is innovation instinctual? – often it happens inspite of management #cipd12

10.27

innovation – most firms do not have #innovation as a truely inbuilt competence

ask staff

1) have front line staff trained to think like an innovator- you can teach people to innovate

2) if you do have an idea, would you know who to go to & would you get budget

3) does your boss have clear goals & measures for innovation

#creatrix

10.24

second incompetence – orgs are inherently incremental – #cipd12 research shows that most firms benchmark themselves against peers – not distruptors

10.23

we have to learn how to grow orgs that are evolutionary in nature, not reactive #cipd12

10.22

often firms that go through crisis do not recover… at all!

10.21

deeps change often needs a new leaders to drive the change #cipd12

10.20

Often its a crisis that drives managers to change, #cipd12

10.19

a core incompetence is inertia. its the new comers that make change, not the old established firms #cipd12

10.18

core competence – we have a core dna, people will change when being watched, but revert when we stop watching

10.17

core competence- today i would call it the core incompetence – many orgas have a common incompetence

10.17

12 year olds do not grow up wanting to me “managers” – yest manamgement is an inportant technology #cipd12

10.16

management – how do we bring people together to use scale efficiently – mgt is the technology of human acomplishment

10.15

when we think of success, we think of technology, hamel says management is an overlooked invention #cipd12

10.15

Gary is talking about what he calls management 2.0 #cipd12 – “a busted flush” he loves this saying – orgs are a busted flush

10.12

Gary Hamel – is being introduced – as the worlds most influencial thinker – and multiple author – “what matters now”

10.11

CPD is raising on the agenda, and will be an area of focus going forward. CPD- continging profeswsionsl Development

10.10

consultants large & small are an increasingly important community to include with #cipd #cipd12

10.07

new coals for the cipd & HR under the direction of the new ceo #cipd12

10.05

40% of responders to a recent survey do not believe corporate values are meaningful #cipd12

10.04

due to econmic change – peolple are looking at leadreship differently #cipd12

10.04

Why is HR leading rapid change? – we are in a changing world- this is new normal #cipd

10.02

the CIPDs CEO Peter Cheese takes to the stage, mentioning the 100 yesr of cipd next year #cipd12

10.01

The blog I am using for my #cipd12 content is https://rapidbi.com/welcome-to-cipd12/ let me know what you think

09.57

sitting in the front row ready for the start of #cipd12 – a twitter stream on screen! hold on to your hats

09.22

sat in the press room at #cipd12 with @trevormerriden and many others

07.04

If my tweets are too long, you can follow my #cipd12 action at #cipd12

07.01

Morning all, here starts the #cipd12 journey. Its a dark, dry start to day one here in Manchester. This year I will aim to blog and tweet (wifi dependent ), to allow a better mix of information and insight.

Looking forward to meeting friends old and new.