DRIVING PEOPLE AND WORKPLACE INNOVATION IN THE DIGITAL ERA

Over the last few years, digital technologies have begun to make a huge impact on the operations of many organizations. As more an more companies embark upon the journey towards digital transformation, a whole new landscape of possibilities are now emerging.

The rise of AI, cognitive computing, robotics, IoT among many, have signaled the beginning of a new era. Yet despite these revolutionary technologies, becoming digital is not merely adopting new digital tools – it requires an evolution in mindset, and quite often, significant leadership and cultural changes as well.

There is now a pressing mandate for HR and business professionals to not only embrace digital technologies, but also new management methodologies, and a variety of organizational transformation challenges. The future of work and HR is already here – it’s time to adapt, learn, and grow.

WHERE

Mercure Hotels
AMSTERDAM

WHEN

Tuesday and Wednesday
April 2 and 3, 2018


DIGITAL HR

With organizations and our day-to-day lives going through significant digital changes, it seems inevitable that HR is going to transform as well. Moving from a supporting role to leading organizational change, “Digital HR” now has the power to re-design the workforce and the workplace through adapting the core HR functions and practices to fit the new needs created by the general business digital transformation. In the sessions of this track, we will show that Digital HR is more than just implementing and using technology, that it is about giving HR the best opportunity to have a critical impact on business outcomes, simplify processes, and ultimately create a better employee experience within the organization.


DIGITAL ORGANIZATION

As technologies continue to sculpt the new workplace landscape, organizations have undergone digital transformations in many varied aspects of their operations. It has become more clear over the last few years that digital technologies are a catalyst for workplace changes that few would have previously imagined. The evolution of work poses a range of challenges to organizations, who now more than ever need a new generation of digitally-aware HR leaders to facilitate the implementation of AI, cognitive technologies, and new management models to stay competitive. But far from just implementing technologies, organizations and their HR professionals are now tasked with leading revolutionary digital transformation programs that will change the business and employee landscape.


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Conference Schedule

Please make sure you click on the Title of the Session to see more details.
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  • Day One

    2 April 2019

  • With organizations going through a period of significant change, it is inevitable that HR will have to transform itself as well. As HR leaders pivot from being supporters of change, to driving and leading organizational change, a new range of skills and competencies become required. There are few better people in an organization to lead a digital transformation than HR leaders. HR is well positioned as the gatekeepers of talent, having a good grasp of the business, the technologies that are going to impact the workforce and organization, and also having the ability to bridge across disparate parts of the business to make transformations more successful. The bottom line is that Digital technologies and HR have the power to drive successful transformations – but only when HR takes the lead. With these new technologies, HR leaders have the power to re-design the workforce and the workplace through adapting its recruitment, talent management, leadership development, employee experience, and performance management practices.
    Masterclass
    Where
    Room 1

  • Only a matter of a few years ago, the concept of agility in HR was something of a distant reality. In 2018 and 2019, it’s close at hand. Transforming HR to be more agile is no easy task however. This masterclass will provide an outline of how to transform HR to be more agile and responsive through a process of methodological, technological, and social change. • The background and methodologies of „Agile” • Agile vs being ’agile’ • How can HR be more agile? • What parts of HR and the business are already moving towards agile? • How can you implement agile approaches? • Getting management support for new initiatives • What technologies are there to assist in the transformation? • What are the benefits and potential issues?
    Masterclass
    Where
    Room 2

  • With organizations going through a period of significant change, it is inevitable that HR will have to transform itself as well. As HR leaders pivot from being supporters of change, to driving and leading organizational change, a new range of skills and competencies become required. There are few better people in an organization to lead a digital transformation than HR leaders. HR is well positioned as the gatekeepers of talent, having a good grasp of the business, the technologies that are going to impact the workforce and organization, and also having the ability to bridge across disparate parts of the business to make transformations more successful. The bottom line is that Digital technologies and HR have the power to drive successful transformations – but only when HR takes the lead. With these new technologies, HR leaders have the power to re-design the workforce and the workplace through adapting its recruitment, talent management, leadership development, employee experience, and performance management practices.
    Masterclass
    Where
    Room 1

  • Only a matter of a few years ago, the concept of agility in HR was something of a distant reality. In 2018 and 2019, it’s close at hand. Transforming HR to be more agile is no easy task however. This masterclass will provide an outline of how to transform HR to be more agile and responsive through a process of methodological, technological, and social change. • The background and methodologies of „Agile” • Agile vs being ’agile’ • How can HR be more agile? • What parts of HR and the business are already moving towards agile? • How can you implement agile approaches? • Getting management support for new initiatives • What technologies are there to assist in the transformation? • What are the benefits and potential issues?
    Masterclass
    Where
    Room 2

  • The Summit chairman will deliver the opening remarks, and introduce the first keynote speaker.

  • Join this keynote presentation to learn more about how some of the world’s leading digital companies are navigating and growing in an increasingly complex and advanced digital marketplace. With a huge focus on the next explosion of interest into AI, the future of the digital environment is being written by giant market actors – simply put, the future of organizations is being tested now. As HR and business leaders look to the future, one thing appears evident; digital business is going to transform all facets of the organization. Two questions remain. Are you ready? What can you learn from those around you?
    Keynote
    Where
    Main Room

  • With all the talk of HR transformations and technological revolutions, it’s important to keep in mind the changes facing the role of the CHRO. In recent years, the CHRO has been given more agency within the business as a lynch pin for transformation tasks. This shift has occurred as many organizations look towards HR to help the business become more people-centric, networked, and less bureaucratic. As digital technologies become widespread and an integral part of a modern organization, now more than ever before, the CHRO must be a true partner and driver of business transformation. Join this presentation to learn more about the steps HR leaders must take to drive not only a successful digital transformation, but to be the honest broker of success for HR and the business.
    Keynote
    Where
    Main Room

  • As the 4th Industrial Revolutions gathers speed with a sense of inevitability, how should HR professionals react and prepare themselves for the oncoming disruptions to the profession, the workplace, and their own lives?
    Panel Discussion
    Where
    Main Room

  • Of all the topics circling around the business world at the moment, perhaps no other topic has been mentioned as often, but so little is understood than with AI. Having said this, there are some very serious implications that AI is going to have on the business world and society at large, so it is essential that all HR professionals are aware of the debates and technical challenges that AI will present along its developmental path. Join this keynote presentation to learn more about what the implementation that AI and advanced robotics will have on the workforce, HR’s role in this transformation, and the way in which jobs will have to be reinvented and revolutionized to keep up with the oncoming pace of change.
    Keynote
    Where
    Main Room

  • Join us for a refreshing glass of beer, wine, or a non-alcoholic drink in the networking area, and relax after a long day!
    Networking
    Where
    Networking Area

  • Day Two

    3 April 2019

  • Teal organizations are characterized by self-organization and self-management. The main mechanism for this change is to replace the command and control model with a decentralized structure of small teams that are self governed. Job roles and duties with each team are fluid and are guided by a holistic vision of the company’s purpose. Join this keynote presentation to learn more about this emerging model, and how it may indeed be the new frontier for organizational design in the very near future.
    Keynote
    Where
    Main Room

  • In groups of 8-12, this is your chance to network and discuss on the issues that you most want to see addressed. Got a problem you would like the group to help you solve? No worries - this is the time for you to really engage with fellow attendees and speakers on the most burning challenges you're facing in Digital HR.
    Networking
    Where
    Main Room

  • For many organizations competing in today’s digitally enhanced business environment is more difficult than it has ever been, as the old siloed, hierarchic models do not allow the speed, adaptability, and flexibility that are required to succeed in the current business climate of unpredictability. As agile methodologies free up employees to spend more time and energy on the tasks they are best at, digital technologies will emphasize these changes by providing detailed and streamlined analytics in near-real time. AI and cognitive technologies can be implemented to liberate employees and also to provide HR and the business with insights on everything from productivity, strategic workforce planning, to engagement and much more.
    Digital Organization
    Where
    Room 1

  • As the digital transformations of HR and organizations begins to take hold, the competitiveness of the market is only going to increase. For HR, the competition for skilled hires will necessitate a shift in focus for most HR professionals. HR itself must be customer focused, because after all it sources and trains the employees who will increase the overall market experience and competitiveness of the company. To manage this transformation, HR’s own internal interactions will have to begin to mirror what both the employees and customer see. Through adaptive learning, agility, cognitive/AI technologies and a focus on emotional intelligence, HR will become agile, accurate, and a personable partner to its employees.
    Digital HR
    Where
    Room 2

  • More and more companies are changing their organizational model to be one that is based on a dynamic network of teams. Fast-moving, digital based organizations must find ways to compete in a crowded market. The dynamism of fluid team structures with mission and goal structures offers a totally inverted means of getting projects done, based on communication and direct collaboration, and not directly on job titles and hierarchy. Teaming may just be one of the most significant changes organizations are facing at present. However, this transformation is more often than not easier said than done. So what is the reality behind the rhetoric? How are teams and team environments going to impact the performance of the business and HR’s relationship with its employee practices?
    Digital Organization
    Where
    Room 1

  • Dealing with change to ensure digital adoption is one of the most critical challenges facing HR professionals and business executives at the moment. One area this has been significantly impacting is in Learning & Development, where increasing investment is seen by many to be a business must. As technologies become more adaptive, the days of static, redundant L&D programs have become a relic of a bygone era. Business leaders expect L&D programs to demonstrate their value – however now thanks to more advanced analytics, digital tools, and increased adaptive personalization of learning platforms, L&D now has the option to put far more advanced programs together that are customized for performance. Join in this session to learn more about how to leverage the right changes in your organization, and understanding the long-term benefits of both structural and technical improvements to learning and talent development practices within an adaptive digital organization.
    Digital HR
    Where
    Room 2

  • The rise in influence of cognitive technologies has been steadily felt in many parts of the business, and of late, increasingly so in HR, with analytics and real-time feedback platforms becoming an integral part of the transformational workplace. The rapid augmentation of how data is collected and analyzed in the workplace will significantly impact how HR and the business view the effectiveness of their talent and performance management strategies. Employee experience is now no longer a holistic idea, but in many respects it is an integral part of the means and the ends of business success. Combined with the expansion of digital technologies in the workplace, EX has become something of a currency that signifies a level of organizational maturity and growth. The influence of digital technologies on EX strategies cannot be understated – while not a cure or replacement of human connection, technology can amplify EX practices, providing even more accurate means of creating an environment that ultimately supports business success.
    Digital Organization
    Where
    Room 1

  • The digital revolution has been empowering women to make their impact on the (business) world more than anything else in the history of the modern age. While most women continue to try and balance their careers and taking care of their families, thus oftentimes carrying a different burden than their male counterparts, digital technology (such as remote work, online recruitment, mobile technologies) is giving them the support – especially in the technology sector – to excel in both their professional and personal lives. The ICT sector significantly has a lower representation of women in leadership roles, and they can be subject to discrimination in both career and compensation opportunities. Many companies, however, have been making huge steps and are now offering a range of services and solutions that help women better balance their work-life responsibilities.
    Digital HR
    Where
    Room 2

  • Over the last few years, it has become increasingly clear that having an effective employer brand relies on more than simply putting together a compelling story to attract talent. It involves a process that requires buy-in from the whole business so that everyone lives the brand through their entire employee life cycle. With the advent of social media and a multitude of new digital platforms to showcase organizations, there is an opportunity like never before to present a positive image of the organization – the work it does, and the people within it. From the EVP, and candidate recruitment, to employee experience practices, HR has the ability to demonstrate the unique attributes of the company to a discerning audience.
    Digital Organization
    Where
    Room 1

  • As digital technologies rapidly advance, there are going to be a number of core HR processes that will become automated or at least semi-automated. Talent attraction, onboarding, and talent management – specifically early in the employee life cycle are at the forefront of these changes. Automation of these tasks can be achieved with any manner of tools, and they will form the backbone of tomorrow’s digital HR team. However, this is only a part of the equation. Innovating HR practices will allow HR professionals wide scope to make both better informed business decisions; and to personalize the employee life cycle for individual talents (a business decision in itself). As Dave Ulrich suggests, the increasing digitization and automation of many typical tasks of the profession will enable HR professionals to focus more energy on creating meaning for employees through personal interaction.
    Digital HR
    Where
    Room 2

  • While people analytics has become an established part of the contemporary HR organization, the reality is that now augmented and personal analytics is going to be the next step in the analytics journey. There are two key points here for HR professionals to consider. Firstly, people analytics needs to be established company wide by HR and analytics leaders to allow insights to be delivered across the organization. Secondly, due to the ongoing automation of many tasks and the digitization of the work environment, it’s entirely feasible that individual analytic tools will become available to all employees. The mandate to ensure a company wide, embedded analytics strategy is therefore more important than ever before.
    Digital Organization
    Where
    Room 1

  • Session description TBA!
    Digital HR
    Where
    Room 2

  • Of all the potential new organizational models, the emergence of the „project organization” is one of the most intriguing. This keynote presentation will explain how organizations that focus on a select few, carefully cultivated projects can re-invent themselves as high-performing organizations. With a movement towards agility and networks of teams, project work is a collaborative and often empowering process in which HR will play a critical role. As a part of the ’new rules’ of work, project organizations will be more agile, competitive and if well planned, more human centric as roles and job titles become team and project based, rather than static. This session will highlight how an organization can create cohesion and maintain employee satisfaction while forming smaller, constantly changing project-based teams.
    Digital Organization
    Where
    Room 1

  • One of the latest buzzwords to enter the HR world has to be cultureboarding. And most companies would agree with this statement as, according to recent research conducted by Silkroad, 89% of organizations believe that it is crucial to integrate workplace culture in the onboarding process. Employee experience and culture are inextricably tied to one another, as a good fit with the company culture not only has a positive impact on commitment and job satisfaction, but also on individual and team performance. In this session we will see an outstanding example of a company taking cultureboarding to a whole new level through using digital technology, giving a much needed helping hand to new employees to navigate a complex global organizational culture.
    Digital HR
    Where
    Room 2

  • In recent years we have been witnessing how cognitive technologies such as machine learning, and robotics are gradually re-engineering work, replacing outdated or tedious processes. While these changes have been creating new jobs for professionals with analytical and data science skills, employees all around the world remain concerned about being replaced by smart machines at some point in their careers. In a recently published Global C-Suite Study by the IBM Institute for Business Value, over 2000 CHROs were interviewed on the challenges they saw coming for the profession. The survey indicated that digital skills are the number one priority for 6 out of 10 CHROs, however, only 11 percent of CHROs reported that their organizations were staffed with employees who possessed the requisite skills in data science, machine learning, and AI.
    Keynote
    Where
    Main Room

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Why Digital HR and Why now?

Companies when they think Digital they think Information Technology – however, it’s much more about People than IT. To harness the cognitive capacity of people we must move from industrial digital to human digital.

Ade McCormack
Digital Business and Transformation Advisor
-
FT Columnist
What is the single most critical element of digital transformation? It is culture. You have to change the culture if you want to be successful in the digital world.

David Sperl
 HR Director Digital EMEA & APAC
-
GE Healthcare
I wouldn’t see digital HR as a disruption element or a cause or case for disruption, I would rather see it as an enabler for HR. HR used to have a hammer and a screwdriver to fix things, today they have a super well-equipped toolbox to do that. The only thing they have to figure out is what to use each tool for.

Michael Custers
Chief Marketing Officer
-
NGA Human Resources

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Purchase your early bird tickets until the 31st of December.