Welcome refreshments

Welcome address by the chairperson

Special address by the CEO / CFO

- Understanding the mindset of the CEO / CFO while taking HR related investment decisions.
- What to keep in mind when communicating with the CEO / CFO.
- Strategies to foster the relationship between the HR department and top management.

Interactive panel discussion

Talent management
Businesses must be able to identify the right talent with the agility needed to drive value in challenging conditions. Over six out of every ten HR leaders believe they need to change their current talent strategy. HR leaders are looking at various methods within their organisations to both attract and retain.

-Tools and techniques for building an efficient talent management strategy.
-Competence development.
-Benefits.
-Employee training processes.
-How can effective stress management and workload management positively affect talent management?

Keynote address

Training and measuring its effectiveness
The majority of HR leaders believe that the secret to success lies in training and development of the people within their organisation. All HR leaders recognise the importance of getting their people strategy right and the majority are looking at internal methods to do this, but very few are measuring the direct impact of these internal programmes or the affect that people have on their business objectives.

- Schedule training.
- Training – expenditure or investment?
- Rediscovering the benefits of HR training.
- Rapid changes in technology, corporate initiatives and programmes.

Networking coffee break

Dhuhr prayer

Pre-scheduled meetings (3 sessions of 20 minutes each)

Keynote address

Compensation and benefits
Compensation plays an important role in the rewards package and employment deal. As local employees become increasingly aware of competitive remuneration levels and structure, some firms are providing them with the same or even higher levels of base pay and allowances than their expatriate colleagues. Private organisations, be they domestic or multinational, have to compete for national talent with numerous governmental institutions as the public sector provides very generous remuneration and benefits, as well as shorter working hours.

- Uncovering the risk / reward profile of your remuneration structure.
- The war for talent can be won with an effective total rewards approach.
- Developing incentives and rewards during difficult economical times.
- Creating an effective total rewards strategy for competitive positioning.
- Effective structuring.

Exclusive networking luncheon

Interactive roundtable discussions - session two

Interactive roundtable D: Compensation and benefits 
Is there really a need for a specified salary pattern to be followed throughout the industry to avoid poaching by competitors? What is the way forward for the region?
 
Interactive roundtable E: Talent management issues
The importance of managing the right people, at the right time, in the right place.  What are the issues facing the region with regards to talent management?

Interactive roundtable F: Organisational change and development
What is HR's role in driving organisational change? What can HR professionals do to make the transition smoother for employees?

Evaluation of roundtable results:
-A summary of the outcome of each interactive session.
-Understanding and integrating the individual roundtable results into your HR strategy to enhance your competitive edge for the future.

Networking coffee break and Asr prayer

Interactive panel discussion

Performance management
The true goal of performance management is not only employee development and organisational improvement but also how successfully you have implemented performance management in your organisation.
- Planning: Work should be planned in advance. Planning means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organisational objectives.
- Monitoring: Assignments and projects should be monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.
- Developing: Employee developmental needs should be evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods.
- Rating: From time to time, organisations find it useful to summarise employee performance. This can be helpful for looking at and comparing performance over time or among various employees. Organisations need to know who their best performers are.
- Rewarding: Rewards need to be used well. Rewarding means recognising employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency's mission.
- Managing performance effectively: In effective organisations, managers and employees have been practicing good performance management naturally all their lives, executing each key component process well. Goals are set and work is planned routinely.

Closing remarks by the event chairperson

Open networking and business meetings 

Maghrib prayer