India HR Congress 2010 at Hyderabad

India HR Congress 2010 at Hyderabad

 

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About The Event

Why this CONGRESS?

Strategic leaders in Global organizations require a more diverse repertoire of attributes to effectively confront emerging global challenges such as changing technologies, cultural dynamics, global financial crisis and currently the global economic recovery issues. Further global effects are not confined to global organizations. There is a need to integrate domestic markets with global markets which demands specific and sophisticated competencies on the part of global leaders. These competencies are also required to effectively manage globalization and steer the organization towards better strategic focus with respect to the environmental turbulence. The market and consumer insights that are gathered at local level need to be fed back effectively to the regional and global teams.Local knowledge coupled with regional understanding ensures the global new product development that reflects the requirements of the region. 

This leads to the key challenge in managing business i.e., ‘creating effective leadership at regional and local level’. The important function of the regional leaders is to understand the local markets very carefully and allocate resources judiciously across the different markets within the region. Apart from the market hallenges, people challenges across the globe are also equally diverse in nature. In US the alignment of performing teams can be ensured before the trust has fully developed, while in Asia generally trust comes before the alignment can occur.Sometimes it is a bit frustrating for American managers as it takes time to develop trust. Global thinking with local acting may ensure customer delight. Another area of concern for a global leader is to make the people working in the local markets ready to adapt to the constant changes in the turbulent environment and also to sensitize them to the cultural diversity. 

In the present turbulent environment change is becoming obsolete even before one fully understands it.Tolerance for ambiguity and uncertainty should be nurtured among the regional and local leaders. The next important challenge for a global leader is to spot, acquire, engage and retain the best talent in the world. To attract the talent, ‘best places to work’ are to be created which are featured with high performance work practices. In the global context talent engagement and retention are very crucial because talent utilization for the best performance is very much required and also once talent is lost, it can not be brought back easily. The best strategyto retain the talent is to create a sense of ownership among the people.

Empowerment, sense of pride, opportunities for growth, challenging job are some of the ingredients to foster sense of ownership. Another imperative for a global leader is to run business in different markets by sticking to the parent company’s value system. On the other hand, if a global leader is to be successful in working in another culture he or she must demonstrate a deep respect for,and sensitivity to their values system. This does not mean that successful managers ‘go native’. To the contrary, if the individual is to be truly respected by the local team, he or she must also remain grounded in his or her own value system and national identity. Finding this balance is a defining characteristic of the most successful global leaders. It is proved that value based organizations achieve long term growth and sustainability when compared to their counterparts with less focus on values.

Trust building precedes brand building. A global leader has to nurture ‘Leadership through compassionate service’ for his regional and local leaders which yield better results for them and make them more effective. Here the question arises who is the most effective leader? The most effectiveleaders are those whose people work harder for them when the leader is absent than they do when the leader is looking over their shoulders. It is because they are truly inspired, and inspiration comes from their heart rather than their mind. It requires a paradigm shift, that is ‘from being Best in the world to being Best to the World’, Sacrifice, Service to the needy and Unconditional Support to the community are the three manthras for sustainability of business in global markets.Against this background the present Congress is planned and designed.

Names of the Speakers

Mr. Alok Nigam Senior Vice President, HR, Airtel

Mr. Aqil Busrai Executive Director, IBM (India)

Dr. Baburao. P Director (HR) Nyveli Lignite Corpn.

Mr. Bharat Mitra President & Founder, Organic India

Mr. Christopher Hans Director, Strategic Development,Bangkok, Thailand

Mr. Dave. A.N Executive Director, SRHQ, NTPC

Mr. Deen Dayalan M.D., Centre for Excellence in Organizations

Mr. Dwarakanath. P Director, Group Human Capital, Max India Limited,

Mr. Emmanuel David Group Head, HR, Ramky’s Infrastructure

Dr. Kiran Bedi, IPS (Retd.) Raman Magsaysay Awardee

Mr. Krishan Gupta MD & Global CEO, Organic India

Mr. Michael Harpham Managing Director, Symfonys

Dr. Mohan Das. R* Director (HR) Coal India Limited

Mr. Narula Inn President, Crossway, Bangkok, Thailand

Mr. Nathan S.V Director, Deloitte

Dr. Prasad. G.B.S Executive Director (HR) RINL, Vizag Steel

Dr. Palan. R Chairman and CEO, SMR group, Kuala Lumpur, Malaysia

Mr. Rajeev Kapoor CEO, Tata Fiat

Mr. Rana Som* Chairman, NMDC

Mr. Rao. G.P Chief HR & MS, Recron Malaysia

Sd.Bhd.Member reliance Group, Kuala

Lumpur, Malaysia

Ms. Rekha Sethi* Director General, AIMA

Mr. Sanjay Raina Executive VP HR, UB Group

Mr. Siddiqui. S.Y Managing Executive Officer Admn (HR, Fin.,IT & COSL) Maruti Suzuki Limited,

Mr. Sinha. K.K Management Consultant

Mr. Subhash Jagota CEO, Global Business Solutions

Mr. Sudhakara Rao. T Executive Director (P&A) HAL

Mr. Sunil Ranjhan Executive Coordinator, Human Resource

Asian Honda Motor Co. Ltd, Bangkok, Thailand

Mr. Suresh Tripathi* President, SRF

Mr. Umesh Dhal Head-HR, M.S., L.G. Electronics

Dr. Valarie McKenzie Morningtalk, Bangkok, Thailand

TENTATIVE PROGRAM SCHEDULE

23rd October 2010 (DAY 1)

8:30 to 9:00 am Registration

9:00 to 9:15 am Welcome and Introduction

9:15 to10:30am Inauguration of the congress

10:30 to 10:45 am Tea Break

10:45 am to 12:15 pm Managing People Challenges in dynamic global Competitive scenario for greater customer value

12:15 to 1:00 pm Lunch

1:00 to 2:30 pm Developing Human Capital Capability in readiness for Change and growth in cross cultural environment.

2:30 to 2:45 pm Tea Break

2:45 to 4:15 pm Leadership capabilities to ignite Organization’s Energy and high performance

4:15 to 5:45 pm Fostering Talent Management in emerging global markets

24th October 2010 (DAY 2)

9:00 to 10:30 am Building of Employee ownership for Global Aspiration

10:30 to 10:45 am Tea Break

10:45 to 12:15 pm Accelerating Value driven Organization for Business Growth

12:15 to 1: 15 pm Lunch

1:15 to 2:45 pm Encompassing Corporate Social Responsibility to build sustainable Businesses and Communities.

2:45 pm to 3:00 pm Tea

3:00 pm to 4:30 pm Participant’s experiences: an interactive session

4:30 pm to 5:30 pm Valedictory Address

Please find the HR congress Brochure attached below for more details .

Venue Map