Registration of participants will take place from 8.00 onwards
Opening of the Conference and opening addresses
Why do leadership development programmes create inefficient leaders?
dr. Al H Ringlieb, CIMBA, Italy
Despite the billions of euros flowing into leadership development programmes each year, research demonstrates their ineffectiveness. So, what does the future hold for us? HR departments around the world are rightly wondering where we should focus our attention in developing leaders. What is the most appropriate way to educate modern leaders? With classroom instruction, e-learning, or virtual reality? Why do we expect so much from virtual reality when we discuss educating future leaders?
Love in the biggest health crisis or how to lead in a crisis
dr. Dragan Kovačić, Celje Hospital, Slovenia
The year 2020 surprised us with the most extensive health, human, moral, and probably also economic and psychological crisis since World War II. The increase in the number of patients meant that all human and material resources, which had already been rationalised to bare bones in the process of rehabilitation, had to be increased by 25 per cent, while double treatment of patients was provided everywhere – those with COVID and those without. How is it possible to practically double already depleted resources, and what does love have to do with it?
Through a transcendent approach to leading toward a healthier workplace
dr. Miha Škerlevaj, Faculty of Economics in Ljubljana, Simon Wang, China
People in the workplace have an often ingrained but rarely discussed feeling that they are wasting their lives. COVID-19 only made the situation worse. Many employees experience anxiety and an increased sense of insecurity. It is now up to the organisations to take care of the employees’ health, as only healthy people can create healthy organisations and a healthy world. Whether your organisation can accomplish this depends on whether it has transcendent leaders who can transfer their noble intentions into everyday leadership experience. We will learn how to adopt an integrated approach to people-centred leadership development creating a transcendent culture that improves business results and can solve even the most challenging organisational problems.
Passion and Pragmatism are the winning Genes
Maria Anselmi, Group Director Data v skupini Bisnode, Dun&Bradstreet
The extreme circumstances caused by the COVID pandemic revolutionised our operations and simultaneously provided us with a great opportunity. We found that maintaining a high degree of adaptability and agility is a crucial survival factor in an uncertain environment. Shutting down and reducing production capacity was avoided only by highly digitised systems with skilled employees to manage them. Leading employees remotely to provide the desired level of productivity and motivation requires a set of structured tools and measurements that do not replace human touch but help managers overcome physical distance. The current circumstances have finally dispelled the myth of work-life and private-life balance; no balance between them exists, just as no balance between work and life exist. Life is one and the same, as leaders, we need to take care of co-workers, support them and take care of their well-being.
Only 1 in 14 employees knows this about your company
Jenny Herald, VP Product Marketing, Gtmhub
What does it mean to be successful? The definition is different for each organisation. According to McKinsey, five strategic activities exist that are most likely to lead to success; resource allocation, programme mergers, acquisitions and sales, investment costs, productivity gains and differentiation. None of this is of interest to co-workers, at least not with the terms mentioned. So, what is interesting to them? The feeling that their work counts for something. This can be achieved through the OKR methodology, in which qualitative language leads to quantitative results. The speaker will present how to implement the OKR in parallel with existing management practices and with the goal that all employees know what their contribution to the company is.
#LoveHR Talks: Measure what is really important
Živa Cotič Bizjak, Kingsbox, Slovenia
OKR. This acronym is worth remembering if you are looking for a simple tool with which a company will focus on the right goals. Their transparency will increase employee satisfaction and productivity. As a young company, they quickly found themselves in a simple methodology: we set an Objective and monitor it through Key Results. Simple, right? Well, of course, it doesn’t go without some guidance. What should the objectives be? How many key results are there? How is progress monitored? What is the reward? The KingsBox team already has an experienced crew in setting up quarterly OKRs. Not even work from home has stopped them from achieving their vision. They will share all their experiences with you.
#LoveHR Talks: The taste of the community is imbued with solidarity
Nataša Bazjak Cristini, Atlantic Grupa
Last year kicked off very optimistically, on the wings of record business results, successfully implemented strategies, and bold setting of new goals. Overnight, everything changed. To strengthen the sense of reciprocity, belonging and security, we began to build our so-called Taste of Community. We conducted an extensive survey among employees, which confirmed to others that solidarity and care for employees have never been more critical than in a pandemic situation. The modern organisation must look beyond the framework of the workplace and classic benefits and pay attention to the general well-being and contribution to life, to the establishment of a balance between work and leisure, to the care of health and well-being. Only feelings of security, solidarity, evoked by respect and trust, lead to stability, loyalty, and commitment.
#LoveHR Talks: Employee digital experience – Connecting to create the best neighbourhood
Tina Zafred and Nataša Jelovčan, Mercator, d.d.
At Mercator, Slovenia’s largest employer, they combine HR and IT approaches with structured steps to put employees at the forefront. While employee digital background varies greatly, establishing a digital employee experience is a big step for a company. They systematically support all changes by strengthening the employer brand as they strive for employees to understand and accept the changes in light of improving the quality of their time devoted to work. Only in this way can they offer their customers the best experience.
#LoveHR Talks: Agility in public administration: Dream or reality?
Nina Pozderec, Consultant for employers at employment service of Slovenia, ambassador of the Inovativen.si project
We associate many stereotypes with public administration. Among the more common ones are those about its unresponsiveness, bureaucratic hurdles, and non-focus on users. Therefore, it seems impossible to work agile and innovatively in public administration. We successfully deal with such and similar stereotypes at the Employment Service of Slovenia and the Inovativen.si project, where we prove with various projects that it is also possible to work agile and user-focused in public administration. We will present our experiences in introducing agile work into new projects, how a new strategy is created with the help of the Strategic Sprint, and what are the key lessons we learned in introducing different ways of working.
Culture eats strategy for breakfast
Martin Barner, Sandoz AG, Switzerland
The lecture’s topic is the findings of behavioural economics and neuroscience supporting the famous statement of the modern management guru Peter Drucker that “culture eats strategy for breakfast.” At Novartis, they strive to unleash their employees’ energy by cultivating a company culture that is full of inspiration, curious, and carefree. What do they do, how and what results do they achieve?
Personal change-management: from wanting to doing
Aleš Vičič, business and sports psychologist, Slovenia
“In our company, we all know we should do it differently… but we don’t!” “I know I should change something, and I really want it… but it doesn’t work.” Sounds familiar? Why don’t people change, even though we know it would be good? Why is there sometimes such a long way between WANTING and really DOING?
Because we are human! Because the desire for change is as human as the desire to maintain the status quo! Many psychological mechanisms hinder or accelerate the path to change in people: beliefs, mindset, emotions, routines, internal rewards, brain function laws… How leaders who listen, hear and understand these mechanisms can more quickly achieve the desired changes in their companies and employees? How does it help them go through the – sometimes unpleasant – process of changing their own behavioural patterns?
Award ceremony MEGA
Meet employers with outstanding intergenerational collaboration practices
Awards ceremony HR manager of the year and HR hope of the year
Musical guest Gaja Prestor
Award HR manager of the year an HR hope of the year
Interview with HR Manager of the Year
END OF THE AWARDS CEREMONY
Keynote: Relationships, Openness and Trust. Is your organization ready for humble leadership?
Ed Schein and Peter Schein, USA
The authors of Humble Leadership Edgar Schein and Peter Schein recognise the new reality and call for leadership based on confidential interpersonal relationships, teamwork, diversity of teams and opinions, and above all, a culture in which everyone feels psychologically safe. Saša Fajmut, vice-president of the Slovenian Human Resource Association, will lead the discussion.
In the morning workshop, we will practice the skill of surfing the waves. Short deadlines, many projects, meetings, emails, phone ringing – all at the same moment. It simply doesn’t go any other way than operating on an “autopilot”. Sounds familiar? When that happens to us, it is the right time to stop and take a break in the middle of chaotic happenings. Here we are helped by a mindfulness technique that teaches us how to be present at a given moment, react less impulsively, strengthen our compassion, and enhance concentration, productivity, and resilience to stress. In other words: “You can’t stop the waves, but you can learn to surf (Jon Kabat Zinn, PhD).” In the workshop, we will learn the technique of mindfulness and master exercises that can be easily transferred into our private and business lives.
Keynote: Digital Human: The Paradox of Constant Connection & Alienation at the same time
Matej Černe, Faculty of Economics in Ljubljana
Digitisation stresses the positive and negative effects of constant virtual connection and affects individuals’ emotional and social lives. Adverse effects such as alienation, lack of human contact, stress, burnout, and workaholism are all the more pronounced in the case of sudden and mass ‘relocations’ of employees to work from home. The virtual world of technology thus changes social habits, coordination, experience of work, workers themselves, and their coordination of work with everyday life. The close links between the individual and technology is no longer a choice – it is necessary to put people at the forefront when deciding on this relationship.
When people are finally first – Achieving commitment with Internal Communication
dr. Ana Tkalac Verčič, Faculty of Economics in Zagreb, Croatia
The future of modern organisations, their attractiveness and profitability, depends on their willingness to put employees and potential employees first and identify them as the most important stakeholders for organisation development. The results of a study of almost 4,000 employees from 25 corporations will be presented, in which they examined the relationship between internal communication practices and various organisational outcomes, such as the company’s reputation as an employer and employee commitment. The study’s findings indicate that greater satisfaction with communication leads to greater employee engagement and greater employer attractiveness in the eyes of job seekers.
Transforming HR for exponential growth
Bruna Kostelac, Infobip, Croatia
Round table: We all win when we work together; Learn about good practices of intergenerational cooperation in the work environment
In the current work environment, different generations of workers meet with different experiences, knowledge and responses to challenges. For successful cooperation, we need to coordinate their values and expectations in a targeted way, which is a very demanding task, especially in the current time of accelerated digitalisation and the COVID-19 pandemic. How to bridge the generation gap and encourage the participation of employees of different ages? The experience will be shared by representatives of employers who are aware that the participation of different generations contributes to a dynamic and competitive work environment. The round table discussion is part of the We All Win When We Work Together project, co-financed by the Ministry of Labour, Family, Social Affairs and Equal Opportunities and the European Social Fund.
Do you know where we could be if everyone could chooses what he or she would like to do?
Melita Omerza, Roche, Slovenia
A doubting Thomas would probably say that not very far, but at Roche Slovenia, they found that the shift from “human resource management” to putting people and company culture at the core can take us places. With the “Roled Based Work” project, they made a step further than sorting people by position and sharing work tasks. They prefer to develop responsibilities for certain activities and tasks, as well as networking, which enables the transfer and acquisition of new knowledge, strengthens collegiality and a sense of belonging. Instead of a firmly rooted description of assigned works and tasks, they are more interested in the individual’s interests and abilities. They want to be one cell, but they allow it to divide and develop into smaller ones even outside the established framework.
By managing organisatioanl behavioral patterns toward the desired organisational culture
Nina Langerholc and Katarina Resnik, Slovenia
Like any of us, organisations also have their own behavioural patterns that stem from their character and upbringing. These behavioural (systemic) patterns can stimulate or inhibit an organisation’s growth and development and shape its culture. Participants will interactively test themselves in the role of diagnosticians for their respective organisations. We will also highlight the role of human resources in perceiving and solving organisational challenges at the level of the entire organisation.
“The Covid human” In the Center
dr. Dan Podjed, ZRC SAZU, Slovenia
We live at an inflection point in the COVID-19 pandemic when a new society is emerging and with it a new human – Homo Covidensis. The contribution presents the underlying assumptions of such society, in which work and leisure are closely intertwined, and control technologies have encroached upon the last corners of privacy. During the health, social, and economic crisis, business and human resources cards were also shuffled. We can predict that the winners of the new age will be the ones who will put a new person at the core of organisational processes and adapt solutions to his or her needs and habits. This will be achieved by transcending the boundaries between the sciences and taking a more holistic, transdisciplinary view of people and their living and working environments, including the natural and social sciences, the humanities, and the engineering disciplines.
Sprejem in registracija udeležencev
Otvoritev kongresa ADMA
programska vodja konrerga ADMA in Suzi Asfour, predsednica ZLKTPS
This is a notification of some sort.
dr. Aleksander Zadel
mag. Franka Bertoncelj, univ.dipl.psih.
Kako podati negativen feedback
dr. Danijela Brečko
Strategije ravnanja s konflikti
restavracija GH Bernardin, 10. nadstropje
Marjana Lavrič Šulman
EMPLOYER BRANDING – modna muha ali je relevanten tudi zame?
Branko Žunec, BMC International
Podelitev priznanja Poslovna asistentka/tajnica leta 2019
Prijave zbiramo do 22. marca!
All Slovene lectures will be translated into English.