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The Economic Times Workforce of the Future Summit


We sure are in competitive times due to surplus workforce entering the job market every year & a dip in talent pool. Looking at this current scenario, India needs a holistic & ready for tomorrows challenge workforce better equipped with active & passive HR strategies teamed with apt digitisation at the forefront. The future of a cohesive workforce lies in the evolution of HR dynamics & the collaboration between man and machine. It can be indeed explained why today’s HR Leaders need to don the role of talent advisors and not just recruiters.


The Economic Times Endeavour

More than 12 million people enter job force every year which makes it a greater challenge for the organisations to pick the right candidates who are in abundance vis-à-vis picking the right talent. Business houses today are using newer strategies & technology to streamline asset management while improving the quality of talent recruitment to prepare the imminent workforce. Envisioning better times in the coming future, ET attempts to dive into the workforce of future by amalgamating the best of both worlds in the form of industry speakers & best technology players under one roof.

Key Elements of the Summit


CEO’s Perspective

In today’s world it is not just the CHRO who take active decision in talent hunt, but the MDs & CEOs who also take part in sourcing & hiring the right talent. In this summit get to know the MD/CEOs take on Sustainable employability in competitive times where they shed light on talent nurturing, retention & coming of age digital intervention.

The Latest Tech Innovations

Get to know the latest AI, Robotics & Blockchain innovation functioning in HR practises today. The Tech solutions will not only focus on what the future holds but how tech transformation can streamline processes.

Live Polling

A unique initiative to understand the pulse of market. Live polls will address the current HR issues plaguing the organisations and a possible resolution to it. The questions asked will be immediately answered giving in more viability to the poll.

International Case Study

Understand what is happening in the global markets with an exclusive Speaker coming in with global outreach & addressing the critical issue of Continued Prosperity currently plaguing our nation as our countrymen return to India in the next few years due to the global shift in talent hiring.

Talk & Chalk Session

An exclusive unconferencing/inclusive session to break free from the set pattern of panels & standalone sessions. This refreshing unwinds the participants by indulging something very refreshing & cohesive discussion with their peer groups & rejuvenate by stimulative discussions amongst their group members.

Interactive Fire Side Chat

Witness the non run of the mill conversation with an HR Leader/Govt dignitary who answer questions straight from the heart without mincing words.

Government Leaders’

Along with HR Leaders from various fields, meet the stakeholders of the Skill/HRD Ministry who are striving to fulfil the Hon’ble PM’s vision of ‘’skilled India’’

SPEAKERS



Chief Guest

Dr Satya Pal Singh

Hon’ble Minister of State HRD, Govt of India

A Thiru

President

Corporate HR, JK Group

Aditi Kothari Desai

Aditi Kothari Desai

Executive Director, Head - Sales, Marketing and E-Business

DSP BlackRock

Aniruddha Khekale

Aniruddha Khekale

Group HR Director

Emerson India

Anita Verma

CHRO, Shalimar Paints

Anuranjita Kumar

Anuranjita Kumar

MD & Head HR for International Hubs

Royal Bank of Scotland

Anuranjita Kumar

Aparna Sharma

Author & HR Thought Leader

Deepak Malkani

Deepak Malkani

Leader - Strategy and Management Consulting

PwC India

Dharm Rakshit

Dharm Rakshit

Head HR

HeroMotoCorp

Jayant Krishna

Jayant Krishna

COO

National Skill Development Corporation

Joyeeta Chatterjee

EVP HR, Punj Lloyd

Manish Wadhwa

Manish Wadhwa

Director HR

Flipkart

Manu Narang Wadhwa

Head HR India & South West Asia, The Coca Cola Company

Megha Chawla

Partner, Bain & Company

Niraj Seth

EVP & Business Head, Naukri.com

Nishchae Suri

Partner & Head – KPMG Academy

P Dwarkanath

Director

Group Human Capital, MAX India

Paul Dupuis

MD and CEO

Randstad India

Padmini Mishrra

Chief People Officer & Global Head HR, Cox & Kings

Piyush Ahuja

Director Global Finance Learning & Development, American Express

Pradeep Solanki

Pradeep Solanki

Director

Yoga on Call

Rahul Taneja

Chief People Officer, Jet Airways

Captain Ramanujam

CEO Logistics Sector Skill Council

Ritu Rekha

Partner, Management Consulting, PwC IndiaPwC

R Amalorpavanathan

Deputy MD, NABARD

Lt. Gen Dr S P Kochar

Lt. Gen Dr S P Kochar

CEO

Telecom Sector Skill Council

Sanjay Bose

VP HR

ITC Hotels

Sanjiv Kapoor

Sanjiv Kapoor

Chief Executive Officer(Managed Services)

Excelity Global

Sidharath Kapur

President, GMR Airports

Subhankar Roy Chowdhury

ED HR, Lenovo Asia Pacific

Shailendra Mandrawadkar

Shailendra Mandrawadkar

Vice President-Enterprise Sales

Happay

Sharad Gangal

EVP HR, Admin, IR & Member

Executive Council, Thermax India

Subhro Bhaduri

Subhro Bhaduri

CHRO

Aditya Birla Capital

Sudheer Noohu

Sudheer Noohu

Chief Platform and Technology Officer

Excelity Global

Vishpala Reddy

Vishpala Reddy

Regional Director HR, APAC

Uber

Yuvaraj Srivastava

Yuvaraj Srivastava

Group Chief Human Resource Officer

MakeMyTrip.com

ADVISORY

Lt. Gen Dr S P Kochar

Lt. Gen Dr S P Kochar

CEO

Telecom Sector Skill Council

Anuranjita Kumar

Anuranjita Kumar

MD & Head HR for International Hubs

Royal Bank of Scotland

Jayant Krishna

Jayant Krishna

COO

National Skill Development Corporation

Vishpala Reddy

Vishpala Reddy

Regional Director HR, APAC

Uber

Yuvaraj Srivastava

Yuvaraj Srivastava

Group Chief Human Resource Officer

MakeMyTrip.com

Manish Wadhwa

Manish Wadhwa

Director HR

Flipkart

EXPERTS SPEAK

Yuvaraj Srivastava

Yuvaraj Srivastava

Group Chief Human Resource Officer

MakeMyTrip.com

Q1. Is the industry ready for Workforce 4.0?

Readiness of an organisation for workplace changes has a close linkage with the sector in which it operates. Workforce 4.0 will certainly have an impact on the new age organisations. I believe that an industry cannot be completely ready for it, reason being the rapidly evolving speed of this change that is faster than our adoption capability, dynamic changes in technology and the shifting demography of workforce. However, I consider such changes will hold an organisation in a good stead and prepare them to adopt faster.

Q2. Digitisation, AI & Robotics in HR, is India ready for such a huge transformation?

Over the last few years, we have witnessed technology evolve at an exponential rate. In fact, it takes longer for users to adopt to the new changes than it does for technology to grow and evolve further. This impacts the productivity of the workforce as there is a mismatch in the pace of technology and the ultimate users of these advancements. These barriers and fears of technological progression among the users need to be broken and their learning process must be expedited for them to function swiftly and efficiently.

Q3. HR practices are evolving year on year, apart from hiring the right talent & cutting cost, what is the one HR Practise which hasn’t changed over the years?

While HR too has become a highly dynamic in function, there are still several aspects and roles that have remained consistent. We need to completely “Unbuild HR” for looking at every aspect of people processes from a fresh lens. We still have hangover of olden days and sooner we come out of it better it will be. If I have to talk about one aspect of the HR function that needs realignment is ‘Positioning of HR’ in the organisations since it is still considered transaction heavy function.

Q4. How significant is the collaboration between a CEO & CHRO today?

It is most vital for the two positions to work hand in hand and a need for a collaboration between them is undisputed for any organization. Ideal would be for both these roles to frequently exchange hats to deconstruct the challenges being faced in each other’s roles. It will be a great state to be when CHRO looks at org and business issues and challenges from CEOs lens and similarly CEO looks at people issues in the organization from CHRO’s lens

Q5. Is hiring millennials the answer to cut cost vis-à-vis experienced talent at a higher cost?

Today’s millennial generation brings in a unique and niche set of skills and a fresh set of ideas. They are a lot more receptive to advancements and can adapt to the rapidly changing environment a lot faster, thus making them as expensive as some of the experienced employees at organisations.

Aparna Sharma

Aparna Sharma

Author & HR Thought Leader

Q1. Is the industry ready for Workforce 4.0?

Industry 4.0 is centred around productivity, involving advancements in communication and tech to automate and digitise production, manufacturing, and industrial processes. The key concepts include interconnection, data, integration, innovation, and transition. Four I’s make up Industry 4.0: instrumented, interconnected, inclusive and intelligent and this flows onto Workforce 4.0 or the Workforce of the Future.

This has led to a need to reinvent the Human Resources function, making use of data analytics, talent planning and pipelining for regions and industries. The future of job skills are evolving. Workforce 4.0 requires cognitive and physical abilities, process and system skills, content and social capabilities, problem solving abilities, technical aptitude, and efficient resource management.

There’s no denying technology’s impact on the workforce. With the integration of Internet of Things (IoT) in all areas of work, companies will need to restructure their attraction, recruitment and selection strategies. Skill improvement in human and technology skills will be the ticket to job security.

In my honest opinion, these are still buzz words & not fully understood & hence embraced by major corporates. We have picked up bits & pieces of it…however, to get our heads & arms around the whole revolution will take time.

Q2. Digitisation, AI & Robotics in HR, is India ready for such a huge transformation?

In organizations today, there is an ever-increasing shift in focus to the employee and this change is reflected in recent HR tech trends: “appification” of everything, reinventing performance management, embedded analytics, feedback and pulse surveys, wellness and fitness apps, AI-based recruitment platforms, diversity and inclusion products, team management tools etc.

Similar to other parts of an organization, technology plays a dual role of disruptor and enabler in human resources. Digitalization is bringing about massive changes in the lives of both businesses and individuals. Digital technologies are radically impacting the ways employees and clients communicate and connect with organizations.

 With automation already beginning to make current skill sets redundant  -  and some HR skills are already redundant — HR approaches and processes need to change, and operating systems are due for an upgrade as well. HR needs to be more focused on evidence-based management.

We have begun to take steps in the right direction, however we need to work harder to create “readiness”for such a massive transformation both are the macro & micro levels.

Q3. HR practices are evolving year on year, apart from hiring the right talent & cutting cost, what is the one HR Practise which hasn’t changed over the years?

In my view it is HR folks acting as a consultant which has not changed over the years. It started off due to the expertise that they were sought after for advise & coaching. However, over a period of time, HR professionals drew solace & satisfaction from acting as consultants. To critique, I would say the focus sometimes was more on recommendations & less on execution which is where they became the eye of the storm in organisations. Over a period of time, they have skilfully integrated, root cause analysis of issues through diagnostics, then involving all stakeholders in the organisation to come up with acceptable solutions & then ensuring implementation of these for desired results. Infact, HR professionals have gone one step forward & are also looking at measuring effectiveness of implemented solutions.

Q4. How significant is the collaboration between a CEO & CHRO today?

Increasingly, CEO buy-in and proactive support are driving forces behind all meaningful change within an organization. In the CHRO’s journey, the importance of the CEO relationship cannot be underestimated.

A successful CHRO supports his or her CEO by serving as a coach, mentor and sounding board through difficult decisions. Acting in this role, CHROs need to  position themselves as partners and constructive challengers, and establish a relationship of trust. Helping the CEO build a high-performing and cohesive executive leadership teamis pivotal to the success of the business, and a critical element of the CHRO role.

However, a study just conducted by McKinsey and The Conference Board found that despite the level of partnership often developed between the two, when it comes to choosing the most important roles in a company, CEOs give CHROs a low ranking because, though they are believed to perform well in their specific functions, there are concerns that they do not understand the broader business workings and wider company objectives.

A criticism often heard is that some CEOs believe the CHRO is still preoccupied with processes and rules, though this assessment applies less to CHROs who have successfully established credibility. This outdated perception can result in the CHRO not being viewed as a strategic partner able to contribute to the overall company vision and direction.However, where there is a successful partnership and the CHRO has transitioned into a more strategic and business-focused contributor, the CEO is more inclined to elevate the position. In a study conducted by the Henley Centre for HR Excellence, CEOs believe that with their support, CHROs can expand their focus beyond the HR function to encompass a broader company perspective.

Q5. Is hiring millennials the answer to cut cost vis-à-vis experienced talent at a higher cost?   

"Generation Y." "Generation Next." "Millennials." "Echo Boomers." Even, "The Baby-on-Board Generation." A group known by many monikers, the successors to Generation X have entered the workforce and comprise today's pool of candidates.

In my view, one can’t look at this question myopically. Like previous generations, Gen Y can't be lumped into one homogenous group. However, there are certain defining characteristics & advantages of hiring them. Understanding and knowing how to harness these qualities can be infinitely beneficial for the business.

They are 1. Tech-Savvy. 2. Team Players 3. Acceptance seeking .4 Self expressive 5. Conscious of competition 6. Current- Upto-date with the latest.

It is also cost-effective to hire them, since they appear “less motivated” by money & are mostly seeking “work-life balance & flexibility”.

However, as we know hiring experienced talent has its own advantages, the biggest being short learning curve & faster productivity for the organisation.

Anuranjita Kumar

Anuranjita Kumar

MD & Head HR for International Hubs

Royal Bank of Scotland

1. Is the industry ready for Workforce 4.0?

The industry is going through a massive transformation. There is a fundamental shift required to be ready for Workforce 4.0 from our education system to the way roles are designed or defined, flexibility in adapting to the needs of the new age workforce. We are getting ready is what I would say.

2. Digitisation, AI & Robotics in HR, is India ready for such a huge transformation?

Absolutely, there is enough and more talent in India to meet the demands of the future. India is already seeing a shift from providing the wage arbitrage to creating value. The digital transformation journey is quite critical to supporting the Business in value creation.

3. HR practices are evolving year on year, apart from hiring the right talent & cutting cost, what is the one HR Practise which hasn’t changed over the years?

The way we design careers or look at roles is something that needs a lot of focused re-look. We have to move beyond providing progression in terms of levels to building a variety of skills as much as being flexible enough to provide avenues spanning multiple skill sets if required.

4. How significant is the collaboration between a CEO & CHRO today?

Organisations of the future are driven by its people and this calls out for a collaborative approach between the two roles. Both are strategic roles that pave the organisations future road map. Therefore also, in my view, CHRO is the mirror image of the CEO.

5. Is hiring millennials the answer to cut cost vis-à-vis experienced talent at a higher cost?

No, hiring millennials is an answer to bringing more diversity in to the solutions being provided and therefore creating more value for the business. Millennials think differently, are impatient and are constantly looking for solutions so as to move quickly onto the next task. If harnessed effectively, they can be a force to reckon.

Vishpala Reddy

Vishpala Reddy

Regional Director HR, APAC

Uber

1. Is the industry ready for Workforce 4.0?

India is currently at the cusp of a digital revolution, with modern workplaces mirroring the external environment as they experience digital disruption across varied aspects of their organization. Adapting and implementing these technological assets seamlessly may initially seem like a challenge, however organizations which are adaptive to change and swift to respond, will embrace the new workforce dynamics and navigate through this transition.

2. Digitisation, AI & Robotics in HR, is India ready for such a huge transformation?

Yes, absolutely. India is rapidly embracing technology across industries and sectors. Technology and automation including the use of Artificial Intelligence and robotics, is steadily being deployed within organizations. In the coming years, usage of technology in HR is expected to double in India. Digitisation and AI based solutions promise to take over mundane and routine operational tasks, enabling HR functions to focus on productive outcomes. While recruiting and sourcing functions were the early adopters of artificial intelligence and machine learning, in the recent past there have been several test cases for extending its use for employee engagement, learning and rewards & recognition. It is encouraging to see a number of products being built and tested to make HR functions more and more efficient

3. HR practices are evolving year on year, apart from hiring the right talent & cutting cost, what is the one HR Practise which hasn’t changed over the years?

I think the one thing that every HR team needs to champion is being the custodian of the company’s culture. A company’s culture is what attracts and helps retain great talent. Building and maintaining a culture that is inclusive and diverse is something that the HR function and the CHRO need to own along with the CEO. In the long run, a great culture is bound to increase productivity and bring immense value to not just the HR function but the organization as whole.

4. How significant is the collaboration between a CEO & CHRO today?

Today, the value that the HR function can drive, is to support the business strategy via the people strategy. Businesses are growing and evolving much faster than a few years ago. To sustain this growth, it is becoming increasingly important to not just hire great talent but also keep them engaged and motivated.

People strategy therefore has become a core part of a CEO’s overall business strategy. HR has become an integral part of boardroom discussions with people and culture strategy increasingly led by CEOs in conjunction with HR heads. In a new age organization, the CEO and CHRO collaborate to a great extend to jointly own and deliver on a winning workplace.

5. Is hiring millennials the answer to cut cost vis-à-vis experienced talent at a higher cost?

An inclusive workplace is where employees across all age-groups can co-exist and work towards the common goal of the organization at large. At Uber, diversity and inclusion is a top priority. However, given that countries such as India has a rather young workforce, the average age in specific industries such as tech and IT is relatively low compared to sectors such as banking or manufacturing. To add to that, there are certain skill sets that are unique to millenials such as digital, content, etc. Hiring young talent needs to be looked at as people strategy in line with the business requirement versus just a pure cost play.

The most successful organizations are those which develop a well-thought  talent strategy striking a good balance between experienced leaders and young millennials, bringing the right minds to create successful and winning teams and a sustainable business.

Sudheer Noohu

Sudheer Noohu

Chief Platform and Technology Officer

Excelity Global

1. Technology has reshaped many a business landscape. Particularly in the context of personnel management and recruitment, how do you see AI being a game-changer or disruptive force?

AI will affect every level of business and its people. Change in technology landscape is a must. While we may fear that AI recruiting will soon replace HR jobs, the fact is that these new technologies are helping us to be better at our jobs, and eventually, perhaps even creating the new ones.

AI reduces the workload of tedious, repetitive tasks that people tend to be bad at or have a high margin for error, such as reviewing resumes. AI is rapidly changing candidate sourcing by managing job board content distribution, advertising spends, monitoring performance, and KPIs all from one platform. AI will also dramatically change the way candidates seek work and employers discover them

With today’s hiring landscape, it’s only natural that a recruitment professional would hope to connect with hundreds and thousands of potential applicants while maintaining the ability to par the selections down to the most qualified candidates. With programming job boards, this is possible.

2. What influence will the continuing march of technology, automation and artificial intelligence (AI) have on where we work and how we work? Will we need to work at all?

Modern information technologies and the advent of machines powered by AI have strong influence on where we work. However, it is impossible to imagine how most process steps could be managed without human force. AI will create more jobs than it destroys. For sure there is some shift in the jobs. There are lot of jobs which will be created which don’t exist today. It’s really an opportunity and not a threat. There’s a wave of innovation that’s going to come and there’s no way we will be able to control. We just have to educate people about being responsible for it. We can have cases where machines pick up some of the repetitive work to free up humans to do other more rewarding aspects of their job

3. In your opinion, do humans have a place in tomorrow’s automated offices?

Humans would have place in tomorrow’s automated offices. Automation will not take away all jobs because we need human skills to build tomorrow’s technology.

4. Do you believe automation will render middle management, as we know it, redundant?

Automation would not make it redundant. We fear that automation would steal our jobs, that robots will make most of the profession obsolete. Many corporations have made serious investments implementing robots throughout their operations. Human labour doesn’t stand a chance against robots, as unlike us, robots work 24/7 and are not prone to errors. But there is a huge opportunity in this, it forces us to reboot our concepts of work. By developing spectacular skills and abilities, which machines can’t, our career will thrive.

5. The use of technology has leveled the playing field. Will digital technology inevitably mark the end for large companies?

Digital technology is all about understanding a new business. A new organizational mindset that leads to new business strategies and models, major shifts in business processes and policies and a brand new approach for gaining a competitive advantage. This is the beginning of next generation enterprise.

Why digital technology is inevitable:

· With proliferation of cloud services, big data and analytics, and technologies for the automation of knowledge work, we are witnessing the biggest impact that technology is having on business.
· Becoming a digital business could be complex and lengthy process, organizations need to recognize that their competitors have already started this process.

Digital technology is all about deploying new digital capabilities.

PARTNERS

Payroll-HCM Partner
Associate Partner
Supporting Partner
Knowledge Partner
Media Partner

PROGRAMME SCHEDULE

The Economic Times Workforce of the Future Summit | 27th - 28th June 2018 | New Delhi


09:30 - 10:10 Registration & Networking
10:10 - 10:15 Opening Remarks, ET Edge
10.15 - 10.30 Chief Guest Address :  Dr Satya Pal Singh, Hon’ble Minister of State HRD, Govt of India 
10.30 - 11.15 Leaders' Outlook : : Need For Disruptors In New Age Workforce
• Successful transition from HR Leader to a CEO
• Collaboration & Evolution between CEO & HR Lead
• Current & Future Workforce Trends
• Readiness for rapid digital transformation?
Lt. Gen Dr S P Kochar, CEO, Telecom Sector Skill Council
Niraj Seth, EVP & Business Head, Naukri.com
R Amalorpavanathan, Deputy MD, NABARD
Sidharath Kapur, President, GMR Airports
Panel Chair : Nischae Suri, Partner & Head KPMG Academy
11.15 - 11.30 Networking Tea/Coffee Break
11.30 - 11.40 Standalone Session : Reimagine Employee Expereince
Shailendra Mandrawadkar, VP Enterprise Sales, Happay 
11.40 - 12.40 Panel : Ode To A Flourishing Workplace through Rapid Change & Disruption
• Multitasking role & responsibilities according to your employee talents
• Collaborating between HR & Digital Transformation
• Inevitable change through empowering employees
• Inculcating the culture of a learning organisation
Anuranjita Kumar, MD & Head HR, International Hubs, RBS 
Capt Ramanujam, CEO, Logistics Sector Skill Council 
Manu Narang Wadhwa, Head HR India & South West Asia, The Coca Cola Company
Rahul Taneja, Chief People Officer, Jet Airways
Piyush Ahuja, Director Global Finance Learning & Development, American Express
Panel Chair : Ritu Rekha, Partner, Management Consulting, PwC IndiaPwC
12.40 - 13.00 Case Study : HR Payroll - Future of Work
Sudheer Noohu, CTO, Excelity Global
13.00 - 14.00 Networking Lunch
14.00 - 14.30 Interactive Session : Hiring the Millenials - Sourcing, Nurturing and Developing Your Talent Universe
· Understanding the changing market dynamics when hiring new talent pool
· Preparedness to meet the new demands & adapting to the change 
· Exploring new areas of business while successfully managing existing ones
· How companies have addressed the above opportunities
Subhankar Roy Chowdhury, ED HR, Lenovo Asia Pacific
Sharad Gangal, EVP HR, Admin, IR & Member, Executive Council, Thermax India
Panel Chair : Megha Chawla, Partner, Bain & Company
14.30 - 14.45 Elevator Pitch: Retirement Planning - Why is It necessary?
Aditi Kothari, EVP, DSP BlackRock Mutual Funds
14:45 - 15.35 PANEL : Keeping the Humanity Element Intact : Encouraging MBA - Motivation, Benefit & Active Employee Engagement
· Exploring new ways of creating a positive working environment
· Designing a workplace as a community with apt recreational plans
· Retaining new & existing employees through appropriate incentives
· Harnessing workforce agility for competitive advantage
· Nurturing right pool of experienced talent with Gen x millennials
Padmini Mishrra, Chief People Officer & Global Head HR, Cox & Kings
A Thiru, President Corporate HR, JK Group
Sanjay Bose, VP HR, ITC Hotels
Joyeeta Chatterjee, EVP HR, Punj Lloyd
Panel Chair : P Dwarakanath, Director, Group Human Capital, MAX India
15.35 hours End of Day 1 & Networking Tea/Coffee
09:30 - 10:00 Registration & Networking
10.00 - 10.20 Opening Keynote : Industry 4.0 knocking the doors : Are the organisations digitally ready?
Jayant Krishna, COO, National Skill Development Corporation
10.20 - 10.50 Interactive Yoga Session : Pradeep Solanki, Director, Yoga on Call
10.50 - 11.35 Panel : India's Future workforce :  Need for Sustainable Employability
• Adopting a sustainable employability framework to help maintain quality work, wellbeing and a long-term agile approach.
• Acquiring, developing, training and retaining workforce members to meet changing economic, legislative and market requirements and conditions.
• Vision 2022 : trends affecting the hiring space in the next 5 years
Vishpala Reddy, Regional Director HR, APAC, Uber
Aniruddha Khekale, Group HR Director , Emerson India 
Dharm Rakshit, Head HR, HeroMotoCorp
Anita Verma, CHRO, Shalimar Paints
Panel Chair : Anurag Malik, Partner, HR Advisory & Skill Development, E&Y
11.35 - 11.50 Networking Tea/Coffee Break
11.50 - 12.00 Elevator Pitch : Paul Dupuis, CEO, Randstad
12.00 - 12.45 Panel Discussion : Art of War : Sun Tzu approach for today's HR Strategist
HR Leaders today need to hire people who have the adaptability of thinking, assessing  & comparing strategies to hire the right kind of talent who has the ability to multitask, do & think depending upon the situation & aligning organisations interest foremost. This interesting panel speaks on the qualities todays talent should possess & what is the HR function doing to secure them
Yuvaraj Srivastava, Group Chief Human Resource Officer, MakeMyTrip.com
Sanjiv Kapur, CEO, Excelity Global
Sandeep Tyagi, Director HR, Samsung Electronics
Manish Wadhwa, Director HR, Flipkart
Subhro Bhaduri, CHRO, Aditya Birla Capital
Panel Chair : Deepak Malkani, Leader -  Strategy and Management Consulting, PwC India 
12.45 - 13.30 Inclusive Session/Talk & Chalk Session :  Embrace & Adapt - The Right Mantra for Talent Recruitment
This inclusive session will get an HR Expert on floor creating groups & leaders who shall then discuss strategies amongst their group for right HR techniques to hire the right, agile, adaptable, malleable talent who arent averse to the changing dynamics of competitive workforce & understand the need of embracing industrial relations, disruption in Technology, multitasking for broadening HRM trends.
Aparna Sharma, Former CHRO Greaves Cotton, Lafarge, Managing Consultant - Surya Consulting, Author, Executive Coach & Visiting Faculty
13.30- 14.30 End of Conference & Networking Lunch

PARTICIPATE


Partner

Key Takeaways for Partners:
  • Access to Senior professionals from Fortune 500 companies
  • Tap primary market with decision makers at the fore
  • Present newer technologies/automation to the end user
  • Dive into bigger customer pool with onsite product pitch & proposal sharing
  • Understand the current requirements of potential customers

3 reason to Partner with us:
Thought Leadership: Meet 150+ senior decision makers from the BFSI industry that will enable you to build your reputation as a market – leader in your chosen domain through speaking sessions and subject specific conference streams, addresses and focus days.
Branding: ET is one of the leading business newspaper and will ensure your brand strong positioning and extensive reach across various verticals. Furthermore, promotional activities a month prior through email campaigns, social media and tailored web coverage.
Featured Networking: One on one meetings, industry focused tracks that will enable a perfect environment to initiate new business talks.

Delegate

Key Takeaways from the Conference:
  • Developing Workforce 4.0
  • Importance of Robotics/AI in todays automation
  • New Disruptions in talent recruitment
  • Aiding teams to adopt & interact with
  • Disrupting gender bias

Relevant Sector Participation from:
FMCG
Pharmaceuticals
Oil & Gas
Finance
Cement/Steel
Infra/Power/Mining
Realty
KPOs/BPOs
Retail
Education
Hospitality

Targeted Designations:
Chief Human Resource Officer
Chief People Officer
Head Organisation & Development
Head Talent Acquisition/ Management
VP/GM HR
Head Recruitment
Hr Heads

CONTACT



Phone: +91 8268 002 168 | Email: info@et-workforcesummit.com