In this thought-provoking opening keynote, you’ll learn about:

• How the talent landscape is evolving, and the new perspectives to consider in crafting out human capital policies. 
• The importance of maintaining open lines of communication with all members in the hierarchy, allowing organisational transformations to become naturally adaptable and proactive.
• Best practices for the future of Indonesia’s talent landscape, such as creating a culture that embraces change and policies that drive real business decisions.

Join this session as we talk about how employers can put skills development at the centre of their recruitment decisions, through a panel discussion on:

• The difficulty Indonesian employers face in finding candidates with the exact blend of technical skills and soft skills.
• How to shift the perspective from seeking a mythical “unicorn” candidate to focusing on effective recruitment techniques.
• Prioritising smart selection strategies, driven by technology, to wield a strategic advantage in the war for talent.

In this chat between two HR leaders, we hear about:

• How the landscape of changing employee expectations is forcing employers to reconsider the value they are offering
• Balancing personalisation with efficiency – Designing effective programmes for managing talent in this new economic reality
• Methods to integrate the EVP consistently at every touchpoint throughout the employee lifecycle.

The HR function is fighting to stay ahead of this transformation, and in this thought-provoking panel discussion, we highlight:

• What the shift from HR’s traditional tactical role to a strategic partnership with the business means for HR leaders.
• The importance of HR strategies being tightly aligned with measurable business objectives, such as cost reduction, performance metrics, and demonstrable ROI.
• Ways to elevate the role of HR through data-driven decision-making, technology-based transformation, address people-related roadblocks to performance, and more.

Digitalisation could be rolled out in a matter of weeks, months or years, depending on how complex or wide-ranging the implementation is. But what we need to keep in mind is, it will not be successful if the basics are not in place.

In this session, we discuss the foundation of a robust digital HR strategy:

• Not everything needs to be digitalised: How can we identify which business problems to solve that support the corporate culture.
• Prepare your workforce: Address workforce concerns and build employee buy-in & trust around AI adoption.
• Putting in place a comprehensive strategy determining the ownership, as well as the governance & ethical policies involved.
• Human-AI collaboration: Reframe the discussion from AI replacing HR professionals to AI augmenting their capabilities.

Let’s find out in this session about:

• Shifting demographics, shifting strategies: How HR can adapt people practices to address the needs of a workforce dominated by Millennials and Gen Z, and the incoming Gen Alpha.
• The importance of developing communication channels and fostering collaboration across generations, including through training for managers on motivating multi-generational teams.
• Diversifying the L&D approach to ensure upskilling and reskilling programmes, reverse mentoring, digital literacy training, and more.

• Establish a sustainable upskilling programme that is geared towards building a long-term talent pipeline for the business.
• Nurturing a culture driven by purpose and values that workers can connect to.
• Shifting the focus of ROI from learning hours to business goals such as elevating company capabilities or entering new markets.
• Leveraging learning as a catalyst for driving meaningful organisational change to drive the business forward.

In this session, we create a safe space for everyone in the audience to share their thoughts & experiences on the following:

• The growing popularity of alternative work arrangements in Indonesia, including compressed workweeks and remote work options.
• Balancing act: The need for HR to carefully consider the potential impact of alternative work arrangements, as well as develop transparent communication policies.
• Providing resources and support to help employees thrive in an alternative work setup.