Event Starts: 28th Feb 2008
Event Ends: 28th Feb 2008
Supply Chain & Human Resources China SummitSource: China Suplly Chain Council
Speaker: Thelen, Manpower, ClarkMorgan, Schindler, StantonChase, Wang & Li, Thomas International, Ingersoll-Rand, Goodyear, Hewitt, Human Capital, SMI, CanadAsia
Register Now! Registration deadline is Thu 28-Feb-08 8:30 AM
Millennium Hotel
No. 2588, Yan An West Road
Shanghai China
Fax: +86 (21) 62951390
Supply Chain & Human Resources China Summit
 The role of human capital in supply chain management is becoming critical as firms face tight supply of skilled labor and increasing salaries in China.
In recent surveys, human resources often trump corruption, government bureaucracy and intellectual property rights to rank as the number 1 concern for foreign-invested operating in China. Respondents also generally felt the situation was getting worse, particularly in terms of retaining good managers. A survey conducted by Hewitt Associates places the turnover rate at 14%, up from 8.3% in 2001 and wages increased by 8.4% in 2005.
 Another study shows that companies rarely place emphasis on the strategic hiring and retention of supply chain professionals. Their recruitment is often driven by the senior management in China and HR managers are increasingly being challenged on their capabilities in finding and retaining the right talents.
The 2nd Supply Chain HR Summit, taking place on February 28, 2008, in Shanghai will feature HR experts who will present and share through panel discussions and interactive debates the most pressing challenges faced by today's companies operating in China. 
Recruitment, leadership development, retention good practices, team management, corporate governance and ethics, effective training and the benefits of HR outsourcing are just some of the issues which will be addressed at this highly interactive event.
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Media Partners:
The Magazine for Global Supply Chain Leaders
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 Managing Across Cultures: Chinese managers of non-Chinese staff
• Introduce a definition of culture – interpret it for China and Chinese managers of people
• Explain components of culture by introducing a model based on Dr. Geert Hofstede’s landmark studies: 10 dimension, 17 continua, 36 Orientations
• Identify common faults of Chinese managers when leading international teams – what do foreigners expect from a manager…add Chinese staff to the equation.
• Describe tools for Cultural Due Diligence: what the Chinese manager can do to prepare to lead foreigners
• Learn the simple steps in Cultural Competence and learn about the ‘other’ culture: 3 steps to improvement
• Practice D.I.E. and learn about cultural mistakes and how to avoid them: things are not always as they seem…learn how to identify reality
• Learn 4 things that Chinese managers can do to be better at dealing with cultural issues and how to apply them to get the most out of the team – knowing is not enough…take action.
Luke Wardle, Senior Partner, Human Capital Group
 Human Resources - A Source of (Sustainable) Competitive Advantage?
Human resources have often been pointed out as an important source of competitive advantage. This presentation examines whether this is really the case and whether such competitive advantages are sustainable. Moreover, the presentation also provides a conceptual tool for analysis of competitive advantage within firms. Finally, the presentation directly addresses HR challenges related to China and how such challenges can be mitigated.
Martin Lockstroem, Director for China, Supply Management Institute
 The Logistical Leadership Challenge
Attracting, recruiting, developing and retaining leadership talent is a big challenge. Unless we already have high potential staff on board, we are often faced with seemingly only 2 options:
1) Recruit fresh from university staff with no experience and then groom them
2) “Pinch” qualified and experienced people from someone else’s organization
Team leaders in the logistics industry are highly mobile and anchoring good people is no easy task. A career development case study of a local “sourcing” team leader will be reviewed during the presentation. This presentation will address the issues of resourcing leadership and compare developing talent versus bringing on ready talent.
Paul von Wittgenstein, General Manager, CanadAsia Management
SPECIAL WORKSHOPS:
 Why Organization Development can have a Significant Impact on your Strategic Performance
Many companies would like to make some changes or transformation so that they can stay competitive and achieve greater goals. Yet, many of such companies have failed in the process of transforming their organisation. This session provides you an overview on what are the steps needed to effect long term change in your organisation that drives sustainable, long-term results.
Shi Bisset, Founding Associate, SHI BISSET & ASSOCIATES
| Register by Thursday 28-Feb-08 8:30 AM AWST |
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Event Contact
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Event Coordinator
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| Betty Tong |
Giselle Yang |
| +86 21 51021617 |
+86 21 51021618 |
| +86 21 52583864 FAX |
+86 21 52583864 FAX |
| btong@supplychain.cn |
gyang@supplychain.cn |
 The Impact of the New Labor Contract Law on Your Business
The new Law has forced companies to review their employee relations, labor contracts, handbooks and the labor costs associated with doing business in China. The Law, which is decidedly pro-worker, will mean changes in severance obligations, contract terms, lay-offs, and a host of other work force issues. In addition to reviewing the new Law we will touch briefly on other related labor laws, such as the Labor Arbitration and Conciliation Law and the Regulations on Paid Annual Leave for Employees, to discuss how they may impact the way that you manage your workforce in China.
Meg Utterback, Esq, Partner, Thelen
 Twenty One Bright Ideas for Recruiting Passive Candidates in 2008
In China’s ever-tightening talent market it is more important than ever to make every contact with candidates count. Brian Fenerty will be sharing his insights in dealing with passive candidates, those already gainfully employed and not actively looking for a new role, in China. Topics will include specific examples and techniques that can be used immediately to increase recruiting efficiencies and on board hard to reach talent.
Brian Fenerty, General Manager, AdMark China
 HR Management in Supply Chain Industry
This keynote speech will be 20 minutes, followed by a Q & A section. This presentation will focus on the talent shortage in China, the HR challenge and how to recruit and retain talents in supply chain industry.
Lucille Wu, Managing Director, Manpower Greater China
 Training as a Strategic Tool for Increasing & Retaining Your Supply of Qualified Staff - An HR Perspective
This workshop will look at several techniques to maximize the impact and influence that a training has within your organization on both retaining staff and attracting new ones. Through using several real case studies we will see how HR managers at MNC’s have successfully (and sometimes unsuccessfully) created higher levels of “Buy-In”, skill adoption, skill sharing and behaviour change in their staff. Attendees will also have the opportunity to put these techniques into practice for their company through interactive activities.
Andy, Clark, HR Director, ClarkMorgan Corporate Training
 The Use of an Interactive Learning Experience to Support Major Supply Chain Changes in China
In this case the company used an interactive game to help people understand the supply chain of the company, as it existed and how it would change after planned new supply chain processes would be executed in China. The game combined Supply Chain, Value Chain, and Change Management training to facilitate cross functional and cross cultural understanding and cooperation and was important in the successful implementation of large and complicated changes.
 Efficient Retention plan for Supply Chain Talent
There are many chance for the talent who has 3-5 years experience in suply chain with good performance to find a good job with higher salary. And it's a hard decision to retain him/her or keep hiring/training the replacement. Which one is the better? We try to find a balance approach to maximize existing resource and minimize the managemet risk. A parallel way is implemented in Schindler China.
Jeffrey Shen, Senior Manager Service Division, Schindler China
 Can Effective Interviewing and Assessment Increase Retention?
• How effective are your interviewing and assessment skills?
• Are you comfortable in your way of interviewing and assessing people?
• Can you accurately predict the needs and future performance of new hires?
Understand how effective interviewing and assessment can help you and your organization to save cost, secure and retain top caliber candidates. Interviewing and assessing is daily business for leaders. But, most leaders never learned it properly. This workshop provides practical examples to help leaders increase their success rate.
Ivo A Hahn, CEO, Stanton Chase
 Identifying And Retaining Top Supply Chain Talent In China's Highly Competitive Market
For just about any company that is trying to address and manage their critical, global supply chain and procurement objectives in China, finding and retaining more of the right talent for this function who can respond to the needs of a global organization is among their biggest challenges. How does a company go about recruiting such talent in such a high demand, but low supply talent market? And once you do bring on board that talent, how do you keep them? This session will respond to these key challenges by sharing the perspective of top talents in China today towards their career development and search for job opportunities and company platforms for their success. In particular, it will provide insights on their career motivations and priorities, and what companies and business managers can do in response to attract and retain these talents. Finally, this session will share hiring approaches and search strategies that we are seeing among our clients and within our search industry.
Larry Wang, Managing Director, Wang & Li Asia Resources
 How to select & manage the right people to meet the growth of supply chain functions
The business will fail without the right people in all the key positions from purchase, product design and production to materials management, order management and delivering. A successful supply chain is decided by the harmonious teamwork within and between every sector. Applying behavioral analysis will help HR to analyze not only the candidates but the job requirement to optimize the selection process and thereby secure a stable workforce. The next and equal important step will be to understand the needs of the new staff and encourage line management to do right in order to keep them.
Kai David Martinsen, President, Thomas International China
Debbie Delaney, Director, Executive Learning Center
Qualification Requirements, Interview Process for Recruitment & Challenges to Retain Good Sourcing Staffs
- Qualification requirements for candidates: education background, past experience, commodity & project knowledge, language capability
- Questions for probing during interview and the interview result scorecard
- Challenge to retain good sourcing staffs: C&B, in line with market level as minimum, Job assignment & rotation by functions, project / performance review and timely management support, training - in class and on job training, sense of Achievement and team spirits, growth and vision of career path.
Michael Huang, Director, Sourcing & Supply Chain Asia Pacific, Ingersoll-Rand
 Adapting the organization to increased supply chain complexity
Through this case study you will learn how Goodyear Asia Pacific is changing its Supply Chain organization to meet higher standard and be prepared for higher Supply Chain complexity. The session addresses how Goodyear assessed key supply chain talents, what have been the actions to enhance the organization and what is the path forward.
Jean-Luc Laboucheix, Director Supply Chain, Asia Pacific Region, Goodyear
  Staying Competitive through Strategic Compensation
Compensation has fast evolved as the silver bullet for future talent management in the organization. At the same time, building a competitive edge is no longer confined to paying top dollars only. Organizations now have begun to rethink their strategies in search of competitive advantages around compensation approach, thereby taking a more holistic perspective towards total rewards packages. Ensure your supply chain rewards programs are competitive.
Michael Song, Compensation Analytics, Practice Leader, Hewitt Associates
Lindsay Klump, Compensation Analytics, Compensation Consultant, Hewitt Associates
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