“A fantastic organised event which was thought provoking and a great opportunity to network. Given this is the first of its kind I think that the breath of suppliers will increase, but the strategy sessions were excellent. It was a valuable experience and a great chance to meet other reward professionals and gain real insight into some of the common challenges facing reward. The team from Summit were incredibly professional throughout and made a very real effort to ensure that delegates got an opportunity to network and meet as many people as possible. I'd strongly encourage more reward practitioners to attend the event in the future.”
“It was an excellent way of bringing together suppliers and industry professionals that I wouldn't otherwise have been able to get in touch with in such a short amount of time. It was a good opportunity to network with likeminded people and talk shop without being rushed.”
The Strategy Group programme is made up of 7 discussion-based seminars and facilitated by leading HR experts. The sessions are an opportunity for delegates to catch up on some of the latest thinking and exchange ideas and best practice with their counterparts in other major organisations.
Two weeks before the event, delegates are asked to choose the groups which interest them most; it will normally be possible to attend 3 groups during the course of the Summit.
There is a natural temptation for any speaker to eulogise about success, to send out a feel good message that leaves everyone with a rosy glow. This is - to a degree - an easy option, telling stirring tales about success after success on a glittering and unfettered path to the top. But - of course - real life, and business, are not like that. The measure of an individual - and indeed an organisation - is not how they cope with success, but how they cope with failure. What’s more, it’s how they cope with it again and again until they get it right.
In a career spanning two decades, working with blue chip companies and elite organisations, two common factors have emerged for team specialist Monty Halls. The first is that to operate at the edge of capability, to truly explore potential, then one must accept that failure is an inevitable by-product of progress. The second is that the organisations and individuals that learn to fail well, and never give up, are the ones that ultimately prevail.
“It’s a combination of evolutionary theory and hard nosed business acumen,” says Halls. “To evolve one must try and fail, try and fail, try and fail - each cycle an exploration of a new way of dominate your environment or your competitors. In business terms, it means that each failure is a lesson learned, a chance to begin again but to do so stronger, wiser, and more equipped for what lies ahead.”
Monty’s presentation explores failure in the world of exploration, the military, and business. He uses personal examples (“From my own vast catalogue” he observes wryly), as well as famous failures from popular culture. The talk uses images and footage from projects around the world, and also explores the culture required to not just deal with failure, but to prosper from it.
“We’re all fascinated by failure” observes Halls, “and the simple reason is that it’s something we all have in common. No-one, literally no-one, has gone through life without failing at something. This talk explores how we can all do so with élan and flair - how to fail magnificently and ultimately emerge triumphant.”
Monty Halls is a writer, explorer, television presenter and public speaker. A former Royal Marines officer who worked for Nelson Mandela on the peace process in South Africa, he left the services in 1996 to pursue a career in leading expeditions. Having achieved a First Class Honors degree in marine biology, over the next decade he circumnavigated the globe four times on various projects, leading multi-national teams in some of the most demanding environments on earth. Notable expeditions included an anti-poaching project in the high montane grasslands of the Nyika Plateau in northern Malawi, the discovery of a sunken city off the coast of Tamil Nadu in India, and an attempt (successful) to find and photograph a rare crocodile species in the mountain pools of the Raspaculo Basin in Central America. In 2002 he was awarded the Bish Medal by the Scientific Exploration Society for his services to exploration.
His television career began when he won Channel Four’s Superhuman competition in 2004. Since then he has presented series and documentaries for the BBC, Channel Five, The Discovery Channel, The National Geographic Channel and the History Channel.
Monty continues to run expeditions and diving trips when he has the time between speaking engagements and filming projects. He has written six books, mainly on diving and the marine environment as well as "Beachcomber Cottage" for the first “Great Escape” series and “Great Irish Escape” for the third series. "The Fisherman’s Apprentice" documents his time in Cornwall with some wonderful photography (to accompany the BBC series of the same title). Monty is a regular columnist for Diver magazine and contributor for The Telegraph.
Interns, apprentices, graduates, millennials, and generation whatever…we talk a lot about how to attract these groups of people to join us. With the increase in portfolio careers and the gig economy we don’t know how long they will stay with us, nevertheless we define our recruitment campaigns, shape our employer brand and tailor our reward proposition – all in the pursuit of youth. Whilst it absolutely makes sense – there is a shortage of new talent – should we also now be looking more broadly across the talent pool?
Matt’s thought-provoking interactive session considers the evolving trends at the other end of the labour market – people are living longer, some needing to work longer because of pension shortfalls, some wanting to work longer to maintain a sense of purpose. Everything points towards an increasing supply of people in their 60s, 70s and beyond who could make a valuable contribution in the workplace. They’ll have different perspectives on what they want and need from their employer and if we focus all our energies on the pursuit of youth we could be missing out. Should Robert De Niro’s experience in The Intern become more of a reality rather than an entertaining exception?
Matt’s currently responsible for reward and HR operations across Dyson’s 23 global locations – since he joined Dyson in 2012 the company has grown from 3,000 to over 7,500 people. Prior to Dyson Matt’s roles include a range of reward and HR generalist in-house roles at Clarks, the Royal Bank of Scotland and BAE Systems where he spent over two years in the Middle East. He has also worked in an HR and employee benefits consultancy, which took him to such far flung places as the Democratic Republic of Congo and Kazakhstan.
Why should we implement a health & wellbeing strategy, what should it look like? What makes a successful one? Where do you start if you don’t have a lot of budget? All valid questions and the answers we will aim to cover during this session. Before you even think about the return on investment, look at what you are currently providing: is it well advertised, is it varied enough for the demographic? By ensuring that communications are clear and concise and cater to your demographic, this leads into building a framework for communication, for example operating a stranded approach to give employees ‘branches’ to link with.
Secondly, it’s about building relationships with your vendors, ensuring you are getting the maximum value from what you have contracted for. Join me in this session, where I will share some hints and tips to build your health & wellbeing strategy, without upsetting the Finance Director!
Comment on our winning entry for HR in Law 'Best Health & Wellbeing strategy' included that they were impressed with how much we did for so little cost; it really is possible!
With a career of over fifteen years in Human Resources, Claire has a wealth of experience in a wide range of sectors, including international law firms, a global property company and a top 5 ranked international university. Through this varied experience Claire has been able to determine the key formula for a successful health and wellbeing strategy which culminated in her last firm winning 2016 HR in Law 'Best Health & Wellbeing Strategy'.
Since 2005, Nottingham City Council has been running an Employee Voluntary Benefit Scheme – “Works Perks”. Our award winning scheme offers a leading range of voluntary benefits enabling substantial savings for our employees through discounts and salary sacrifice schemes.
Like most public sector organisations, Nottingham City Council is operating under austerity measures – in particular constraints on public sector salaries. However, we still need to be able to compete in the market place and to attract and retain the right workforce for us to succeed.
74% of our 7,000 employees regularly access “Works Perks”, and the scheme’s diverse range of offers is strategically linked to the Council's values and business objectives – for instance, championing green and sustainable travel and allowing employees to gain professional development through “Learning Plus”.
As well as ensuring we are offering our valued employees something real and tangible – to help stretch the pound in their pocket, we have also strategically linked the use of salary sacrifice to our financial planning process. Through our current offer of schemes, we have generated over £2.5 million in savings in the last 5 years. This has meant we can mitigate the need for job losses in the workforce and has saved the equivalent of 96 jobs. Clearly the recent shift in direction for tax benefits will have devastating consequences for us as well as many other employers and employees.
The session will share the journey Nottingham has been on to create our award winning Voluntary Benefits plan and to discuss the challenges the recent Government announcements will bring.
In a career spanning 27 years in Local Government, Bridget has witnessed first-hand the changing face of public sector services and the need to operate far more commercially than ever before. Her focus and determination is that HR should not merely operate as a ‘support service’ but an enabler of business. Having just led a project to deliver a new Pay and Reward model for the workforce, Bridget is acutely aware of the contribution benefits play to the wellbeing and retention of employees and is proud of the achievements of the long standing Works Perks offer and the small team that deliver it. The salary sacrifice scheme particularly is ‘win-win-win!’ – employees save money, the Council saves jobs, which in turn means citizens benefit from vital services.
Most companies offer their employees the opportunity to participate in a pension plan, yet most employees are completely disengaged by pensions. Pensions can be complex, confusing, burdensome, inflexible, expensive, and give comparatively poor returns. Yet many employers (and governments) continue to waste money forcing employees into these archaic savings plans.
There are alternatives to pension savings that can be more appropriate, more flexible, and provide better returns for employees. Share plans, corporate ISAs and non-tax advantaged investment plans can be used very effectively to augment or replace employee pension savings, with better returns over a range of more flexible timescales. However, other investment vehicles are rarely offered to employees as an alternative to pension savings, and it is even rarer for pensions and other investments to be available on the same platform for employees to compare, contrast, or choose how best to invest their money.
In this deliberately provocative session, Roger Fairhead will share some research carried out at SABMiller revealing the different financial priorities of their employees, and show how pension alone fails to satisfy the needs of many. Furthermore, by analysing the outcomes for pension and other investment vehicles under the same financial performance scenarios, the session will identify the clear winners and losers, and perhaps in the process reveal an alternative future for employee workplace savings.
Roger Fairhead has been Group Compensation & Benefits Director at SABMiller plc since April 2011, responsible for all aspects of employee remuneration, performance and incentives. He is also a trustee of SABMiller’s UK and International pension plans. Originally qualifying as a Chartered Accountant and then specialising in tax with Ernst & Young in London, Roger has since held a number of roles with leading international corporations including Prudential, Sony, BBC, Rank Group, and Universal Music Group. In what remains of his spare time, Roger is a trustee of Mercury Musical Developments, an Arts Council funded charity which supports writers and composers in the development of new musical theatre in the UK.
This session will focus on a case study looking at the highs and lows of introducing a financial education programme in the workplace and how best to ensure that it becomes embedded as part of a rounded wellbeing programme. The University of Lincoln first introduced their financial education programme as part of their response to auto enrolment where the challenge was not getting employees to be in a pension scheme but more ensuring that they understand all financial matters and can be “savvy savers” with financial plans that will support their life plans.
The session will also focus on looking at the award winning student programme “Financial Fairytales” and build on the knowledge students have received as part of their secondary school education. The programme identifies the financial position of those individuals that will be entering the workplace in the next few years and can help inform employers to the kind of reward and support that they will be looking for and also need when looking for employers to start their careers.
The session will also look at the changing workplace demographics and the transition to embed financial education in-to staff personal development plans as part of their lifelong learning and how identifying an engaging approach for each audience may be the key to success.
Ian is the Head of Reward at the University of Lincoln overseeing all aspects of reward including payroll, pensions, employee benefits and executive remuneration. Having started his career in finance before moving specifically in to pay and benefits Ian has a background in both the public and private sector having previously worked for Moy Park, Mars, Prudential and Lincolnshire County Council.
A firm believer and champion in the importance of pay and benefits as a driver for change and in supporting organisational agendas Ian has previously overseen teams that have been acknowledged for their achievements at sector awards for pay and benefits. In 2014 Ian was chosen as the winner of the Pay and Benefits Career Accomplishment Award and the University won the Grand Prix prize at the 2016 Employee Benefit awards for their “Financial Fairy tales” student worker financial education programme.
There has been much discussion about the new gender pay gap reporting requirements and what this will mean for employers. The Bank of England’s inclusion strategy is clear on the need for diversity in the organisation to reflect the society we serve, enable us to make better decisions and avoid unconscious bias and group think. There are also stretching targets around this including representation of women in the Bank (35% at senior levels and 50% at levels below this by 2020) and regular reporting of a range of diversity statistics. This session will focus on how the Bank is planning to integrate the new gender reporting requirements with its current reporting and also how workforce analytics are being used to look beyond the reporting requirements to identify where any real issues are and the strategies we may use to address them.
Helen is Head of Reward at the Bank of England and is reponsible for all elements of reward across the Bank, as well as HRMI. Helen has spent her career specialising in reward and prior to joining the Bank in March 2016, has worked accross different industries including oil & gas, utlilties and retail. In spare time, Helen enjoys travelling to more remote parts of the world, preferably somewhere in the mountains with recent expeditions, including North Korea and Afghanistan.
As technology advances quicker than our addled HR brains can sometimes process, people’s desire for everything to be at their fingertips all of the time- has never been greater.
At TalkTalk, we believe that giving our people fast and easy accessibility to their benefits wherever they are, is absolutely key in order to enable them to truly engage with our benefits offering. From customer services agents to TV development engineers, everyone has 24/7 access to their benefits through our online benefits portal, which can be accessed through their desktop, tablet or smartphone.
For us, our online benefits portal “My Benefits” is a hygiene factor, but if you are thinking about launching a new platform or re-developing one that you already have, investing in an online benefits platform can be a huge commitment (both financially and emotionally), so it is important to take a step back and think about what is really needed before taking the plunge.
Whether you are striving to be best in class, want to ease the internal admin burden or want to drive employee engagement with your benefits package, it must be clear why an online benefits platform is the right solution for you. This session will share our journey with you and focus on some of the key points to consider when launching, maintaining and evolving your online benefits offering.
Sam is the Reward Director at TalkTalk Group and is responsible for all elements of executive and employee reward. Sam has been with TalkTalk Group (and previously Carphone Warehouse) for 11 years and has worked closely with Capita (Bluefin/Orbit) for the past 10 years in her roles as HR Consultant, HR Manager, Reward Manager and in her current role as Reward Director. Sam is married with four children and tries to indulge her passion for singing whenever she can fit it in!
Here's details of the speakers who presented at our most recent RB Summit in Sitges Barcelona.
“From a competition perspective, the iPhone is nothing but a niche product.” These famous words belong to Nokia's CEO Olli-Pekka Kallasvuo when, on the 17th April 2008, barely a year after the iPhone’s release, he was asked if he saw the iPhone as a commercial threat.
His words came to stand as a monument to the arrogance that sent Nokia into free fall towards the abyss. In six years Nokia’s smartphone market share dropped from 50% to 3%. The same people who made Nokia so successful also turned it into a gigantic failure.
There is no doubt that at the heart of success lies the reason for failure. While we talk a lot about how to achieve success, we do not talk about the consequences of success: about the complacency, arrogance and the fear of losing it all again, which often follow as a shadow of success. Success produces complacency. It happens to individuals, companies and nations. But how do you stay humble when the company cashes in record profits, and how do you provide people with the feeling that they are standing on a burning platform when there are no flames in sight? Or to put it in another way: How do you create hunger in paradise?
You will learn:
• Why you should never trust success
• How to avoid a sense of entitlement
• Why you should dare to break what is not necessarily broken
• How self-imposed constraints kill complacency and drive innovation
• To create a burning platform when you don’t have a burning ambition
Rasmus Ankersen is a bestselling author, entrepreneur, speaker on performance development and trusted advisor to businesses and athletes around the world. He wrote his first book, The DNA of a Winner, at the age of 22. A year later he published his second, Leader DNA, based on field studies of 25 high-profile leaders, including the Secretary of NATO, Anders Fogh Rasmussen, and the CEO of the LEGO Group, Jorgen Vig Knudstorp. With more than 40,000 sold copies, Leader DNA has been the bestselling leadership book in Denmark over the last 10 years. With his third book, The Gold Mine Effect, Rasmus took another step into the secrets of high performance, becoming the only expert on the subject who has literally lived and trained with the best athletes on the planet. The Gold Mine Effect is now published in more than 40 countries.
Rasmus lives in London and is teaching organizations how to build their own gold mines of talent. Among his clients are organizations such as LEGO, Facebook, Boston Consulting Group, IKEA, Rotman Business School, Nasdaq, Ernst&Young and many more. As an author and expert on talent and performance development, Rasmus has been featured on Sky News Business, CBC, The Morning Show and Fox Sports. He is also a regular columnist in several business magazines, among them the Chinese CEIBS. His next book, Hunger in Paradise, will be released, in English, in 2015
The field of behavioural science is of increasing interest in people management, and with good reason. HR and related disciplines have always been rooted in an understanding of human nature, and the growing body of research from behavioural economics, social neuroscience and cognitive psychology can provide insights into human behaviour at work that are as important as they are fascinating.
At the heart of behavioural science is a view that we need to supplement theories of ‘rational’ behaviour and decision-making with insights into how people actually behave in practice. Thus, behavioural science incorporates techniques for ‘nudging’ people in the right direction, as well as looking at brain scans and neurological chemicals. But more broadly, it builds understanding of how people psychologically react and behaviourally respond to interventions, environments and stimuli.
In a work context, it can help us create management systems that get the best out of our people: to go about the perennially difficult task of performance management, for example; or to help us work smarter and more effectively in our roles.
This session will look at recent CIPD research applying behavioural science insights to the complex area of reward. What can we learn about our responses to different forms of incentive, and how can we apply this to develop a more nuanced understanding of base pay, bonuses, pay rises and benefits? Themes will include:
• How do people’s sense of worth and the importance placed on equity affect the value people place on pay rates?
• How do different financial and non-financial incentives, deferred rewards and team or organisation-wide incentives affect people’s behaviour?
• How do cognitive biases and rules of thumb affect behaviour in relation to pensions?
• How do people respond to choice in flexible benefits and the withdrawal of benefits?
A whole host of trends and issues have pushed the topic of engaging a multi-generational workforce toward the epicentre of talent management discussions. With some organisations expecting to see four or more generations in the employee population in the near future, it is time to give the way in which we engage with employees a thorough spring clean. One size certainly doesn't fit all, and those organisations with an inflexible employment offer will fail to attract, engage and retain key talent.
Somehow we have to balance quite differing needs with the challenge of managing complexity and cost. To do this, HR functions are going to have to take a leaf out of Marketing's book, in segmenting the needs of the different elements of the talent population and developing compelling and multi-faceted employment propositions which go way beyond the financial. In his talk, Professor Nick Kemsley will share research findings from Henley Business School as well as insights from the world of people and organisational consulting. You will leave the session energized to fundamentally explore the assumptions on which your current employee proposition is based, and its fitness for purpose in the future talent environment.
More than ever before, technology and a younger generation with different values, expectations and an intolerance for mundane, traditional ways of doing things are creating challenges for HR. This session looks at how we can adapt our view of reward to respond to these challenges. In exploring the trends shaping reward and motivation, Peter will inspire you to rethink compensation and help you challenge outdated thinking which may hold back your business in the future. A proven change leader and renowned expert on reward, Peter's case for a new approach to reward is not to be missed!
Since 2007 Live Nation Entertainment has worked extremely hard to create a strong benefits brand (LiveBenefits), completed a major merger with Ticketmaster in 2009 (standardising benefits between brands) and introduced banding to standardise offerings. Despite all this hard work, the demographic challenge meant that the take-up rate of pensions was still depressingly low – just 38%.
This session focuses on how Live Nation has evolved and enhanced their benefits offering and communications over the past twelve months to tackle this very issue head on, preparing the employees and business for auto-enrolment and the importance of getting planning for their long term future on every employee's agenda.
We will explore the important scene setting facts to give context to the size of this challenge, including the fact that the audience has extremely high standards in terms of all things media and the session will cover how we approached this to ensure we connected with our people on content which may not have initially felt entirely comfortable. We will also discuss what became the ultimate challenge - how to successfully communicate AND engage our savvy audience who live and breathe live entertainment with something as ‘boring’ as pensions and benefits, and ensure at the same time we were providing education on this very important subject matter.
With previous low take-up rates, education became critical particularly ahead of AE, but it had to also be fun to grab employees’ attention and effectively mobilise them to take action. So Live Nation Entertainment committed to delivering a back-to-basics financial education programme for EVERY employee, regardless of location, job title or length of service (pensions communication was previously only for new-joiners), explaining what pensions are, using real-life scenarios and examples in face-to-face roadshows/presentations (also available as a webinar on the intranet). This led to a queue of people for the 1:1 sessions – with many more questions around investment funds/performance demonstrating real engagement – and 9/10 employees increased their contributions by 2% and went as far as winning us an award for Best Financial Education at the 2014 Employee Benefits Awards.
There have been some high profile examples of organisations who are rethinking their approach to performance management and dropping the formal appraisal and ratings structure. There is definitely a seismic shift but, for Heads of Reward, this presents a challenge in determining the year-end bonus. While there is a risk that companies may shift to shadow, black box systems, we believe there are alternatives available. PwC will share their research and recent work with clients in looking at the alternative performance management frameworks - with a particular focus on reward. This will be an interactive session as we explore potential models to suit different kinds of organisation and workforce.