SESSION ONE / KEYNOTE SPEECH What the CEOs want you to know? – Get the ideas from the CEO's perspective
Nowadays, Learning & Development is always a very hot topic especially in China. And lots of L&D professionals are eager to know what the
CEO's opinion towards their roles. Do they serve as an internal consultant or just some admin working? So in this session, our HR
professionals will get a clear picture of what the GM/Presidents' view about the role of L&D managers and what they expect L&D to do in the
competitive business world.
0940
SESSION TWO / UNDERSTANDING BUSINESS STRATEGY How HR really understand business strategy to become a business partner
Regardless of function or industry, every person in every organization is a business person first, and a functional contributor second. Many
organizations are challenged to align their learning strategies to the most critical business imperatives of their executives. So in this session,
you will know how to drive business acumen training throughout the organization by gaining support and buy-in from the CEO and executive
team and, in the process, structured measurements, and a process to capture results that exceeded expectations.
How Partnering differs from traditional HR
Build an understanding of partnering within the HR function to underpin good business decisions
Work with the senior HR team to define a vision containing practical principles, and clear, realistic goals for a 'new HR'
Difficulties during this process and how to solve them to become a business partner
1020
Morning refreshments & networking break
1050
SESSION THREE / EMPLOYEE RETENTION STRATEGIES Employee retention strategies: L&D's vital role in keeping great talent
As HR's role become more and more important, learning and development professionals can play a key role in employee retention, contributing
greatly to one of the biggest business problems facing organizations today. Workplace learning organizations have the talent and access to
employees that, when planned and executed well, can be a valuable asset in the battle to keep great talent. Retention strategies go well
beyond traditional development and performance improvement and here's your chance to learn how. In this session, you will:
Learn specific strategies, from on boarding techniques to executive involvement, that you can execute to improve employee retention
Develop action plans to leverage the role leaders play in keeping valuable talent
Create peer-to-peer retention strategies to build on the importance of peer relationships
Learn specific methods to measure and track learning and development's impact on retention.
1130
SESSION FOUR / PANEL DISCUSSION How HR & decision makers work smoothly to boost the business bottom line
As we know, communication is essential in a successful company. A very smooth cooperation between decision makers and HR function will
speed up the organization efficiency. So in this session, we will gather our panelists from both decision making sides and HR (especially from
L&D) professionals to discuss what their best practice to work smoothly and boost the business bottom line
1250
Luncheon
PM
Result Driven Learning & Development
1400
SESSION FIVE / LOCALIZATION STRATEGIES Preparing the replacement of the expatriates in the short to medium term
Senior Management Empowerment
Middle Management Development Plan
Talents identification
Recruitment strategies
1445
SESSION SIX / PRACTICAL TRAINING PROGRAM How to design the most practical training program for the organization to truly add value
Keeping your company operating like a well-oiled machine is not an easy task, especially if your business has a high turnover rates. In order to
reduce the amount of time it takes to train your employees to reach their full potential, you need to develop a training system that is
streamed-lined, effective, and efficient. And most important is to design or find a program is practical for your organization situation. So in this
session, our speaker will introduce their best practice to design the most practical training program for the organization to truly add value.
Determining what training is needed
Finding a proper training program
How to cooperate with consulting companies
Combining the training program with organization practical situation
1530
Afternoon refreshments & networking break
1600
SESSION SEVEN / FOLLOWING UP AFTER LEARNING PROGRAM Best practical process to follow up with trainees after learning program to maximize effects
What do L&D managers care most? The answer is learning program's effect. And nowadays most L&D managers believe that following up
after learning program could dramatically improve the learning effect. They also find that it's very difficult to successfully do it. So are there best
practices of following up? In this session, our speaker will introduce their experience and help you to find out a practical way!
Whole process of following up
Working with other department head and line manager
Trainees behavior changing
Difficulties and best ways to solve them
1645
SESSION EIGHT / PERFORMANCE MEASUREMENT
Best process for measuring learning performance, not fancy but practical
Though the issue of learning performance measuring has been raised long time ago, many L&D manager still find it's a very difficulty task. In
fact, there are many measuring ways in the market. But most of them are very costive and not practical. So in this session, our speaker will
share their very practical process to measure the performance and get the decision team support.
Five levels of learning result
Whole process of the measurement
Getting support with the learning result
Tips for successful performance measurement
1730
Closing remarks from chairman and end of Day One
DAY TWO: July 15 2008, Tuesday
AM
0830
Registration
0850
Opening address from the chairman
Key issues in successful
following up and performance measurement: Line Manager
0900
SESSION ONE / COMMUNICATION WITH LINE MANAGERS Good communication with line managers to get their buy in
Understanding business
Balance line manager's time
Good communication skill with line managers
Difficulties facing and ways to solve them
0940
SESSION TWO / MANAGEMENT SKILL DEVELOPMENT Training the line managers to develop their management skill to follow trainees' behavior changing
As we discussed before, line managers play a very important role in learning performance management. Communication and getting the line
managers' buy in are the foundation. What is next? It's training the line managers to develop their management skill to follow trainees' behavior
changing!
Best practice of the process
Cooperation with line managers to follow trainees' behavior changing
1020
Morning refreshments & networking break
1050
SESSION THREE / PANEL DISCUSSION How to manage line manager's time to get a win-win relationship both for them and L&D managers
Lots of L&D managers complain that the line managers are always very busy with their work and have no time focusing on the training follow
up. And it's impossible to finish follow up without line managers' cooperation. So is it any way to solve this dilemma? In this panel discussion,
our panelists will share their experience on how to manage line managers' time to get a win-win relationship to achieve the best result that L&D
managers successful improve the training effect and performance measurement as well as line managers' retain their best employees.
It's time to focus on our L&D selves
1130
SESSION FOUR / JOHNSON CONTROLS' CASE STUDY Setting up a successful High Potential Development program
As a leader of Leader Development at Johnson Controls, Mr. James M. Hulbert has done this both here at Johnson Controls and Nortel
Networks. There is linkage to both L&D and OD in terms of how our program is linked to overall business growth.
Process for proposing the plan
Execution (what the program contains)
How it links to talent and succession management
1250
Luncheon
PM
1400
SESSION FIVE / BUILDING REPUTATION Successful journey from a junior HR professional to a business partner – How our L&D manager build reputation in the organization
As we know, L&D is very important in the organization. It always requires us to think strategic to provide valuable learning programs. Also
sometime you even have to “sell” your idea to the management group to get their support. And that needs L&D managers build their great
reputation in the organization.
Foundation of reputation: do the right things and do the things right
Whole journey from a junior to a business partner
Tips for successfully building the reputation
1445
SESSION SIX / INTERNAL CONSULTANT New trends for L&D career: how to become an internal consultant for offering extra service
Redefine their role as proactive and advisory rather than reactive and authoritative
Be an effective consultant
Build and maintain credibility with their clients through intimate knowledge of their organization
Implement the seven stages of the consulting process
Demonstrate how you will work as an internal consultant by acting like one
Clear about your desired output, with the steps of getting there, and sign off when reaching the end
1530
Afternoon refreshments & networking break
Learning & Development Collectables
1600
SESSION SEVEN / PERSONAL ACCOUNTABILITY Taking personal accountability for leadership development
Why personal accountability so important for leadership development?
How to take personal accountability for leadership development
Difficulties and best results
Tips for successful process
1645
SESSION EIGHT / BEST PRACTICE OF COACHING Coaching: Maximizing the impact of coaching in your work places
Level Three Leadership Coaching
Coaching to Close The Gap
An 8-step approach for behavioral coaching
How to use a simple, focused tool for learning
Good time management to balance the business and coach of the coacher
Difficulties in this process and the ways to solve it
Successful results and the tips for the success journey
