Inauguration of 1st Research Symposium
lighting of the Oil Lamp followed by National Anthem
IPM Corporate Video
Welcome Address to the Symposium Chair, Research Symposium 2016, Council Member - IPM Sri Lanka
Address by the President of IPM
Address by the Chief Guest
Address by the Guest of Honour
HR Services Providers Exhibition
Technical Sessions / Presentation of Research Papers
Conclusion of Research Symposium
Registration of Participants
The Great HR Debate 2016
Tea Break Registration of Invitees
Arrival of the Chief Guests
Lighting of the Oil Lamp
National Anthem and Welcome Dance
Welcome Address by the President, IPM
IPM Corporate Video
Address by the Strategic Partner, NHRC 2016
Entertainment Item - 1
Presentation of tokens of Appreciation to Sponsors
Address by the Chief Guest
Entertainment Item - 2
Address by the Guest of Honour
Presentation of Awards - Segment 1
Entertainment Item - 3
Presentation of Awards - Segment 2
Vote of Thanks
Registration of Participants
HR Service Providers' Exhibition...continued
Overall briefing by the Chairman, National HR Conference 2016
Session - 01Rick Kantor
Leading in an Upside Down World: the rationale for Creativity
How do we lead our organizations into a future where the challenges have never been bigger, the potential rewards never greater and where the next technological breakthrough can mean instant loss of market dominance at best... or extinction at worst? How do we hire and train all of our human resources to be motivated and resilient innovators, vigilant at responding to the fast changing needs of businesses, consumers and a rapidly evolving world?
Consider this: Just 7 years ago in 2009, a complacent Taxi monopoly allowed a start up named UBER to creatively harness technology for ride sharing. Now valued at $67 billion dollars, UBER doesn't own a single car. An equally compelling outlier is the world's largest hospitality company, which doesn't own a single hotel room! Founded in 2008, AirBnB has disrupted the hotel business, with a valuation of $25.5 billion dollars. Many of our most talented workers are rejecting corporate work in favor of the challenge and lucrative promise of start-ups and self-employment. Our leadership challenge is to build visionary organisations that can attract, retain and teach creative skill building to grow our talent. Our companies must educate and hire the skills of purposeful creativity and creative problem solving. Our organisational cultures must place the highest value on creativity to inform every job, from bottom to top, for innovation to thrive.
We have to rethink everything we believe creativity is. The science and research of the last 60 years tells us how to make Creativity and Innovation flourish: persistence, risk tolerance, the intrinsic motivation of teams with a sense of progress toward a bigger vision, and a supportive environment where a diversity of talent and people share both autonomy and collaboration.
Creativity, the petri dish of Innovation, is not an option for our workplaces anymore: it is a requirement.
Session - 02Rama Brahmam Aleti
Design Thinking: A strategic approach for innovation inside an organisation
Design Thinking is "matching people's needs with what is technologically feasible and viable as a business strategy". The premise is, that, its application enables businesses to understand how Designers approach problems, the techniques they use to ideate, select and execute solutions, thereby, improving their own problem solving abilities and take innovation to a higher level. Design Thinking draws upon systematic reasoning, imagination and sensitivity, to discover possibilities and create desired outcomes that benefit the end user. A Design mindset is not problem-focused; it is solution-focused, and hence, action oriented. It involves both analysis and imagination. It is difficult to predict the performance of a business. What one usually does whilst formulating a business strategy, is, attempt to forecast the future, based on past and present performances. Furthermore, despite doing business
planning, one gets visibility of only three to six months. Contradictory to this, Design Thinking helps us appreciate and make sense of the complex connections between people, practices, occasions, and concepts. It helps in making business decisions based on future opportunities rather than past events. Hence, this is the most powerful tool for innovation. Innovation is not just about planning new products, services, brand extensions or technology. It is about imagining, empowering, organising and competing in new ways. Planning and Strategy are two separate thought processes. Planning is about numbers, operations, financials, etc. Whereas, Strategy is about creative thinking, understanding customer problems, competition, creating value propositions and this is a continuous, evolving process. Design Thinking helps stakeholders, leaders and everyone in the organisation, in driving the strategic dialogue and decision making, without adversely affecting financial and strategic health of the company. Engaging a Design Thinker is not adequate; we need to create Design-Thinking organisations. Design thinking is at the core of effective strategy development and organisational change. It is not about planning, theory and structure, but about developing practices, creating portfolios, being agile, learning fast and ability to dissent.
Session - 03Goh Ai Yat
'Harnessing Your Everyday Creativity'
"Don't try and look for a Da Vincci, or Edison, or Steve Jobs in the organisation and exhort him to unleash his creative talent. It's very unlikely that you'll find one. Seek, instead, to tap the everyday creativity of every employee in the company, which you'll find an abundance of."
Find out how the world of business has changed and why creativity and innovation is critical to the wellbeing, indeed the very survival, of an organisation. Clear some myths of creativity and learn what it's all about in business and at work. Learn what is required to harness the everyday creativity of each and every employee in the company and channel it towards helping the company achieve its goals.
"The game has not changed – it's still creativity and innovation to stay ahead of the curve. The rules of the game, however, have changed."
Session - 04Prof. Ajantha Dharmasiri
Sustainable business growth through Ethical Leadership
Enlightened leaders establish an engaged environment in their enterprises. They inspire, influence and instruct in setting a positive tone for progressive teams. They produce "Value" by practicing "Values". With character and competence, they demonstrate ethicality in their dealings. Such a leader showcases triple spheres in being a servant, a strategist and a synergist. With profits, people and planet in mind, they strive for sustained success. With research literature extracts and related life exposure, this interactive session will share
multiple insights for leaders at all levels for being ethical and effective in moving towards excellence.
Session - 05Brian Kealey
Emerging Digital Universe - a game changer for businesses
The fourth industrial revolution and the case for transforming leadership
During his presentation, he will share as to how we are entering the next industrial revolution, where digital, social and economic forces converge to create a generational shift in our society and business. We will explore how these changes will impact leaders, the HR and HCM field and what we can do to prepare and explore how we may leverage this transformation.
Session - 06Dian Gomes
Empowering business leaders to face Competitiveness
Sri Lankans believe that leadership is reserved for people in corner offices or the top decision makers. But it's not.
It is for everyone. We need to learn, cultivate and perfect the art of leadership, which is not the rocket science that many believe it is. Leadership has nothing to do with positions or titles. Contrary to the belief of many, that leadership is giving orders and looking down on your counterparts, true leadership comes with a genuine desire to serve. For the true leader, a title is inconsequential. It is but the icing on the cake, since leadership qualities are inbred and is a way of life for him/ her.
In the workplace, leadership is one quality that will make or break your career. People look up to strong and ethical leaders to guide them through adversities, to motivate, and to energize spirits, when down. They need leaders to guide them to achieve goals, to show them the correct path and to encourage them to not give up, no matter what. True leaders inspire people so greatly, that the motivation they receive at the work place, spills onto their personal life as well, and their lives are changed. Dian is such a leader.
Using the 5 Practices of Leadership by Jim Kouzes& Barry Posner, Dian will elaborate on exemplary leadership, and how it can affect your business competitiveness. He is a strong believer of the fact that the only thing that cannot be replaced in an organisation is Talent, and that Talent can be the deciding factor between success and failure. Dian's trophies, medals, bruises and scars gained throughout his role as a sporting mentor, narrates a story of its own. Based on this, he will share his thoughts on how a leader is required to:
Model the Way: Leaders need to establish principles about how people should be treated and how goals should be achieved. They create standards of excellence and then set an example for others to follow
Inspire a shared Vision: Using the motto of 'Sri Lanka Can', Dian will show how leaders passionately believe that they can make a difference. They envision an ideal and unique future for the organisation.
Challenge the Process: Leaders will always search for opportunities to challenge the status quo. They will look for innovative ways to improve the organisation.
Enable others to Act: Leaders foster collaboration and build spirited teams. They want to actively involve others.
Encourage the Heart: Leaders need to keep the hope and determination alive and recognise the contributions that others make. They make people feel like heroes.
Session - 07Gautam Chainani
Attracting & retaining Talent: Employer Brand Management
Effective Employer Brand Management is a key differentiator in today's competitive talent market. Our practices have evolved with time, leading to attraction of new talent and retention of the existing. Considering Job Hiring freeze in Aditya Birla Group for senior management, both internal & external talent hold importance at different levels. It becomes imperative to further translate & activate what is at the 'heart' of our organisation through a compelling Employee Value Proposition (EVP).
We believe that engagement is a two way process that rests on the premise of 'Give & Get', where the Organisation 'Gives' an enabling environment for employees to succeed and in return 'Get' sustained performance from employees contributing towards success of the Organisation. It is with this spirit we have articulated our People Vision, "Create an exciting world of global opportunities for professional growth with human care."This is further translated, into our Employee Value Proposition (EVP). To ensure seamless Employer Brand Management, we have defined 4 pillars of our EVP- "A world of opportunity", that delivers our promise and makes it come alive for our employees.
1. Career: Opportunities to fulfil ones career aspirations
This pillar is dedicated to help our employees achieve their career aspirations by offering them opportunities across the Group Companies. We encourage employees through our tools and processes to explore these opportunities
2. Learning & Development: Opportunities to learn, develop and grow as a professional
We are committed to supporting our employees in their growth process by equipping them with knowledge and skills. We offer Learning programmes that cater to different levels and functions in the organisation, also aligned to the career stage of the employee. We have recently come up with our 'Training Centre' dedicated only for learning programmes
3. Rewards & Recognition: Opportunities to get rewarded and recognized for commitment and contributions
We are proud of our employees and therefore are committed to provide recognition through various platforms, tools, programmes and schemes
4. Enrich Your Life: Opportunities to fulfil personal/family responsibilities and lead a healthy life
We strongly believe that quality of life with a healthy body and mind is important for well-being. We deliver our best in contributing to the well-being of our employees by focusing on physical, emotional and spiritual aspects. Diversity is also an important agenda with our intent to become an employer of choice for women employees
Our practices are a reflection of our commitment towards creating a fulfilling and a 'WOW' experience for our employees
Session - 08Prof. T. V. Rao
Three-box theory: New perspective for Performance Management
In a competitive world, every organisation's performance depends on how well it can manage the present as well as how well it can prepare for the future. It also involves selectively forgetting the past. In a fast changing world filled with technological innovations, speed and scale working for future requires effective management of all the three parts. Annual Performance Management exercises offer a great mechanism for effectively managing competition using the three-box theory on an annual basis. This talk would highlight the applicability of three-box theory to annual Performance planning exercises in the form of Key Performance Areas and Performance conversations for growth and development. The presentation will maintain that people bring quality and performance standards in a competing world and the three-box theory if applied besides the Balanced Score Card will change the entire perspective of Performance management. Application of three-box theory will also change our approach to performance appraisals and demonstrate the need for reorienting our approach to forced distribution and such other discussions on appraisals. The session would highlight all possibilities of a new approach to PMS through the application of the three-box theory.
Session - 9Suresh Marcandan
"How people developed a nation - a singapore case study"
Sri Lanka is at yet another challenging period in its post-independence history. Having extricated itself from its darkest era spanning 30 years of civil war and a further 9 years of autocracy and anarchy, Sri Lanka still finds itself facing many challenges, both external and internal. The present government inherited a gigantic external debt, reportedly amounting to USD 1.0 trillion, and is hence burdened with a very high cost of loan repayments, which it is struggling to repay. Adding insult to injury, credit agencies have downgraded the credit rating at a time when the exports to GDP ratio have fallen from 34% to 15.4%. It is therefore poised on a knife-edge and the future looks bleak. However, if the government is able to handle this precarious predicament with vision and statesmanship, it could regain lost ground and bounce back to prosperity. On the other hand, if it fails, it would then be the loss of yet another golden opportunity to rebuild this battered, yet resourceful, island nation.
Singapore, on the other hand, celebrated 50 years of independence on the 9th August 2015. It tops the list for "Ease of Doing Business", is the most "Technology Ready City", is the top "International Meetings City", has the best "Investment Potential", is the 3rd largest FOREX centre and is the 4th largest financial centre in the world. It also enjoys the AAA sovereign rating.
Under the visionary leadership of the legendary statesman Lee Kuan Yew (LKY) for most of that period, the stellar performance of Singapore and its transformation from 3rd world to 1st world status is best described as an economic and social miracle. This success is even more remarkable considering that Singapore is a small island with a population of only 5.5 million people, with little or no natural resources. Lee transformed this once unknown little island into a global commerce, finance and transport hub that stands tall in the world today.
Perhaps even more importantly, Singapore also ranks very highly (0.912) and is in 11th place on the UN's global Human Development Index. 90% of Singaporeans enjoy home ownership while the GDP (PPP) per capita is USD 82,762, which ranks it in 3rd place globally. Singapore prides itself on having a pragmatic and incorrupt governance and civil service and is in 8th place on the global "Corruption Perception Index". 85% of Singaporeans have consistently expressed great confidence in the government and in the independence of the judiciary.
When asked about the key to his success LKY famously asserted that he avoided making the same mistakes made by Asian nations that gained independence before Singapore, and singled out the Sri Lankan example as the most important of them all. LKY has also repeatedly emphasised that should he have compromised on his core "founding principles" of MERITOCRACY, MULTICULTURALISM and SECULARISM, Singapore would never have achieved this phenomenal level of success. Singapore's success story therefore poses the question "Are there lessons that Sri Lanka can learn from the success of Singapore?".
Panel DiscussionSuresh Marcandan | Nihal Ranasinghe | B. Wijerathne | Prof. T. V. Rao | Ruki De Silva | Somesh Das Gupta
Impact of human resources on a nations' competitiveness
The public sector – by definition – is the sector in the economy which is concerned with providing various governmental services and infrastructure for use and consumption by the general public. Thus the public sector includes but is not limited to the provision of grid based electricity, water, healthcare, education, law & order, military, judicial services, sewerage, street cleaning, roads, bridges, airports, seaports, laws etc. People, businesses and other organizations use the services provided and maintained by the public sector to get about their day to day business operations. The sheer numbers that the public sector employs is also a contributory factor to the efficiency (or otherwise) of the public sector and its importance to the economy. The cost of the services provided by the public sector has a direct impact on the competitiveness of businesses and has a profound impact on the livelihoods and quality of life of the general public. This in turn makes a significant impact on the competitiveness of industries as well as the Nation as a whole.
In this backdrop, it is critical that the public sector is efficient in generating and providing services for the consumption of the general public as well as the businesses. Their decisions and operational efficiencies affect a greater number of people as well as businesses if not the whole Nation both directly and indirectly, and have the capability of having a direct impact on the competitiveness of the Nation. Good governance (or the lack of it) in the public sector has a direct impact on the competitiveness and success of a Nation. How the public sector utilizes allocated capital and operational budgets, ensuring that they always have a clear strategic vision of providing appropriate services to the public in the most efficient and effective manner requires a highly competent pool of human resources including committed and responsible leadership to decide and set policy, and also to manage day to day operations.
Thus it is essential that the public sector is capable of attracting, motivating and retaining the best of the best in terms of human resources to efficiently and effectively carry out its service to the Nation and ensure its competitiveness in the international arena. In order to attract, motivate and retain the best of the best, human resources management in the public sector from goal setting, unity of direction, performance evaluation and management, HR policies to pay & incentives and good governance are critical to the success of the public sector and ensure the competitiveness of the Nation as a whole.