Emerging web technologies at the world’s leading mobile communications provider which have built exclusively around employee, partner, customer and community drivers.

Matthew Hanwell will take you on the Journey that Nokia has taken over the last decade and how the next decade is likely to shape Nokia, as the world’s leader in mobile communications transitions from a culture mindset of scale and efficiency to one of consumer driven and knowledge economy. Social media is mass media and is accelerating the transformation of communications in the workplace, and by this extension, how you do your job. The experimental days are over. Now is the time to integrate social media within your HR and internal communication strategy and align it with your key objectives and overall business strategy. Matthew is a senior manager in the Group HR, OD and Effectiveness team with responsibility for researching emerging web developments and challenging current attitudes, culture and practices. And he has been doing exactly that at Nokia’s Helsinki, Finland, headquarters since 2001, before the buzzword “Web 2.0” was even coined. He will take you on the company’s journey, starting with the Jazz Cafe, where employees could openly raise issues and hold discussions, first with HR and then other departments and each other. Later additions were a News Hub for employees to read, comment and rate stories, a Blog Hub, and now a Video Hub, which Human Resource Executive® declared a “Best HR Idea for 2009.” 2010 sees the launch of the Nokia Social Phonebook and we will look at how it has all fitted together. The Social Phonebook was essentially designed to keep employees connected, engaged and as a search tool for identifying work experience – who knows who, who knows what and more importantly – who know who and what NOW. Hanwell believes it’s not about technology, but about people and their having the ability to connect and communicate.

Speaker:
Matthew Hanwell, Director, Community & Social Media, Nokia

At Thomson Reuters, Talent is more than a process. It is nurtured as a source of significant competitive advantage, and is the signature of our business. We re-examined our Talent strategy and have come up with a fresh approach. Our vision is clear- we will aim to deliver high impact and deep strategic value by building deep and intimate knowledge of our people. We will build capability by focusing on our segment aligned initiatives as they add the most value to our business. We have an opportunity to shape something great and we refuse to let it pass us by.

Speaker:
Dimitra Manis, SVP Global Head of Talent, Thomson Reuters

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The Shell Management team will lead a discussion on the role of Talent Management and Diversity & Inclusion in delivering business results.

Staring with their corporate strategy the Shell team will describe their approach to talent management and how they resource the business, develop individuals and identify and grow future leaders. They will show how diversity supports these goals and how they use inclusion to drive business performance. The session will include case studies on how Shell measure inclusion, how they develop diverse leadership and how they use a global approach to impact inclusion at local level. 

Facilitators:
Graham Sparks, VP Talent & Resourcing, Royal Dutch Shell
Josefine M.C. van Zanten, Vice President Diversity and Inclusion, Royal Dutch Shell

Speakers:
Sally Bibb, CEO, talentsmoothie
Stefan Stern, Columnist & Management Thinker, Financial Times

Nestlé - the world’s biggest Food company, is currently going through a paradigm change in regards to Talent and Performance Management. This session will provide you transparent insights to the journey, current practices and aspirations for the future as well as an opportunity to discuss the change management challenges related to this evolution.

Speakers:
Herve Borensztejn, Executive VP, Converteam
Mogens Raun , Corporate Head of Performance & Talent, Nestle
Shane Dempsey, VP HR EMEA, Novo Nordisk