Human Resources: Facilitating Change and Performance

Human Resources: Facilitating Change and Performance

Human Resources: Effective Performance and Conduct Risk Management

Course Chair: Iain Thomson, Managing Director, Squared Circle Consulting Ltd

 

 

Day 1, 17th September - New disruptions and risks in human resources for central banks 


New HR functions: key questions, frameworks and challenges
Led by the chair, Iain Thomson

  • Evolution of central bank functions and mandates 
  • Overview of key themes and drivers of HR today
  • Trends and dynamics shaping the work of HR managers  
  • Discussion: What are the main HR challenges in the delegate’s central banks?


Diversity and inclusion targets: how to reduce risks and drive business performance

  • The role of diversity and inclusion targets in central bank performance 
  • Examples of benefits for risk management and decision making 
  • Implications for the recruitment process - mitigating effects and unconscious biases
  • Discussion: How to integrate diversity targets into the strategic plan 


Climate risk management: the role of the HR department 

  • Climate risk as an emerging source of local and systemic risk 
  • Examples of how the HR function can help to build an environmentally friendly culture 
  • Environmental, Social & Governance (ESG) targets and compliance: how can HR help
  • Hands on exercise: ESG and beyond – what is the relationship between central bank’s internal awareness and their external mandate 


Day 2, 18th September - Talent acquisition, performance management and employee engagement 

Branding: a key element in recruiting and retaining talent
Charlotte Renshusløkken
, Director of HR, Norges Bank 

  • Examples of how successful branding can pave the way for rapid development and growth 
  • The role of branding in talent recruitment and retention
  • Implications for central banks wider public standing and reputation 
  • Discussion: Best practices and learning points can apply to their own central banks 


Training and professional development: how to hire, upskill and retain talent

  • The role of training and continuous personal development in central banks 
  • Challenges and opportunities of balancing the organisational priorities and individual ones 
  • Tips for personalising the learning process compared to a standardised version 
  • Case study: The training and development policy at the Central Bank of Nigeria 


Performance management: appraisals in focus
Iain Thomson
, Managing Director, Squared Circle Consulting Ltd.

  • Tools and frameworks to assess performance and productivity of employees 
  • Tips for aligning performance reviews with the wider organisational strategy 
  • Key components of the appraisal process: performance, inclusivity and equality
  • Discussion: How to effectively communicate the results of the review with employees

 
Promoting wellness in a more holistic and integrated way
Sylvie Latulippe
, Director, Wellness and Employee Relations, Bank of Canada 

  • Key features of frameworks to measure and understand employee’s wellbeing 
  • Building blocks, frameworks and measures improving employee’s welfare
  • Examples of tools for the collection of employee feedback 
  • Case study: Wellness and wellbeing strategies at the Bank of Canada 


Future skills: the role of central bank leaders in managing performance in times of change
Sylvie Latulippe
, Director, Wellness and Employee Relations, Bank of Canada

  • The role of central bank leaders in managing and maximising performance in times of change 
  • Responsibilities of the HR department in effective communication between decision makers and other departments 
  • Ensuring central bank leaders are equipped with the right skills to prepare for changing times 
  • Discussion: How the HR department can help to recruit and train future leaders


Day 3, 19th September - Developments in technology and training for an effective HR function 

Disruptive innovation: digitisation and AI adoption as a strategic element in HR
Lewis Curley
, former HR Technology Strategy Lead, Deloitte or Roland Berger speaker

  • Impact of disruptive innovation on central banking  
  • Examples of technology driven tools that HR departments can use to fulfil their mandates and responsibilities 
  • The role of HR in the building of the innovation culture and strategy 
  • Discussion: How to make the most of AI and machine learning in conduct and compliance management 


Soft skills, hard impact: skills for effective functioning in HR 
Željka Majher
, Director, Human Resources Department, Croatian National Bank

  • The role of soft skills to business success 
  • Overview of key soft skills for central banking 
  • Examples of soft skills focussed training courses 
  • Hands on exercise: How to manage soft and hard skills in recruitment 


Competency structures and alignment for the HR function 
Iain Thomson
, Managing Director, Squared Circle Consulting Ltd.

  • Roles of competency structures in organisational performance 
  • Framework for identifying the key corporate and core competencies 
  • Implications for employee recruitment and retention 
  • Discussion: What are the key features of effective cooperation and coordination between the HR department and the strategic department   


Day 4, 20th September - Changes in culture and structural reforms 


Human resource governance in a modern central bank: how to drive strategic change
Pether Burvall
, Controller and Senior Advisor, Sveriges Riksbank 

  • Roles and responsibilities of HR as a strategic partner within the central bank
  • Frameworks for adapting and responding to the changing pressures of the business environment 
  • Tips for embracing strategic change in the modern central bank ecosystem 
  • Discussion: How to transform HR to maximise gains and evaluate how it can aid in responding effectively to the inevitable complexity of change


How can HR departments show their worth?
Jacquie Findlay
, Director and Senior Partner, HR4U Ltd. and Željka Majher, Director, Human Resources Department, Croatian National Bank

  • Expectations in relation to key challenges in the central bank environment 
  • Overview of skills that effective modern central bank will need to acquire 
  • Implications for the evolution of the central bank culture 
  • Discussion: How will HR departments need to change to keep up with dynamic changes in the future 


Delegate action points and course conclusion 
Led by the chair, Iain Thomson

  • Summary of the course’s main points 
  • Discussion of the observed trends and case studies 
  • Application of learning points in the delegates’ home organisations
  • Preparation of action points