8th Africa HR Leaders Conference

HR Analytics-The Lifeblood of Modern HR

Changing the status quo means changing the way we handle HR core data. Data integrity matters for HR to be an integral part of the senior management team, it absolutely must have good, clean, reliable data. Every database needs to start with data. But for any system to be effective, for the organization to experience a return on investment, how do we get there? In short, clean HR data takes ongoing time and effort with a focus on being proactive, rather than reactive when it comes to data maintenance.

Core HR data is critically important to the success of any HR department (HRD) especially if the HRD intends to use the data for analytics. The HRD collects large volume of data HR that needs to be managed effectively, to comply with data protection laws, taxation laws, social security laws, labor laws and other regulations. So why is HR having difficulty managing accurate data? Unfortunately, core HR data becomes overwhelming for the HRD which leads toinefficient practices that becomes difficult to manage and change.

In this session you will have insights into HR database management by looking at how it should be set up and how to correct existing mistakes in your HR database. This session will address the common mistakes the HRD makes when managing HR data and then we will look at how to correct these mistakes. You will have guidance on how to turn data silos into a more integrated model and address outdated data governance frameworks. 

]A must attend session!


 "Digital Recruitment-New Technologies for Hiring Best-Fit Talent"


This presentation will cover:

  • The evolution of recruitment
  • New technologies used to fill vacancies
  • Online publishing platforms
  • Digital reference tools
  • The future of recruitment


Organizational Politics. Adapt or Die

Organizational politics otherwise referred to as office politics is a reality of the workplace. It will never go away. It's a part of company life. Office politics play a huge role in business, from governing how decisions are made to how employees interact with one another.

Politics may directly influence who has the power and determine whether the overall culture of the workplace encourages productivity. Although organizational politics is always looked at in the negative light, employees who learn to navigate the politics of an organization are more productive than those who are left out of the loop.

To encourage productivity, organizations must develop a political culture easy for employees to understand. However, destructive office politics can demoralize an organization, hamper productivity, and increase turnover. Establishing clear policies and chains of command makes it easier for employees to find the answers they need and spend more time on producing quality work.

Learning outcomes

  • Audience will have detailed knowledge of both positive and negative organizational politics and their impact on organizational performance.
  • Audience will gain knowledge, applicable for both staff and Management, on dealing with organizational politics.
  • Audience will have insights to the dynamics of power and politics in the business world
  • Audience will be able to learn from experiences gained in different contexts
  • Audience will develop the confidence to deal with organizational politics for maximum impact.

How Can HR Get a Seat at the Table With the CEO

Behind every successful organization is a great Human Resources department. Today's most successful companies and those that make the list of best places to work, all have one thing in common: happy people.

CEOs are beginning to understand they can no longer consider HR as a back-office function. They are realizing that in order to better impact their bottom line, they must invest in their people. They can no longer create budgets without including employees.

But, is HR in tune with the grand business strategy? Is HR speaking the same language as the CEO? Does HR bring the required value to top management? Is the HR equipped with the needed analytical know how to offer sound people management advice to the CEO? What does the CEO wants from HR?  How can the CEO and HR work together to achieve organizational goals?

Panelists will dissect these issues and more…

Strategically Aligned Learning Capability: Changing the Approach

The 2017 Deloitte Global Human Capital Trends Report indicate Career and Learning as the second most important Human Capital issue facing organizations. Innovative organizations using their Learning & Development unit will thus strive toward “always-on” learn­ing experiences that will allow employees to build their capacity quickly, easily, and at their own pace.

As posited by Annette Towler and Robert Dipboye, Learning and Development can give organizations a competitive advantage where employees gain appropriate new knowledge and skills that provides a strong argument for organizations to invest in their employees so that they can reap the benefits and differentiate themselves from their competitors.

Strategically aligning learning is answering the questions of WHY, HOW and the WHAT.  The extent to which learning can be linked to the strategy depends on how close an alignment exists with the business strategy and the employee needs.

Conference Take away;

  • Why the need to strategically align learning to the business goals and employee learning & career needs.
  • How we build a culture of continuous learning, adaptability, growth, and personal development.
  • What approach the forward-thinking learning & development units are adopting to facilitate continues learning.


Personal Effectiveness-Assertiveness, Dealing with Difficult People, etc

Man’s limitation is proportional to his knowledge. An average man is created by nature as raw, unrefined and naïve but with ability to think, dream, desire, create, learn, unlearn and relearn. It takes conscious developmental efforts and discipline to transform from unconscious incompetence to conscious competence.

Personal effectiveness is therefore an interpersonal tool for self discovery and optimization of individual to be assertive and able to deal with people of diverse nature and nurture. As an effective person, a man can harness his potentials optimally to become what he is capable of becoming through education, learning, training and development. An effective man is a competent man who is capable to turn self or organisation’s bleeding edge to a leading edge.

Learning Outcomes:

At the end of the session, delegates will be able to:

 Describe the state of original being of self

 Identify different developmental activities for personal effectiveness

 Explain and apply the net worth of personal effectiveness outcome to become a valued asset.

“The Elephant in the Room-Is there Really a Shortage of Talent? ”

HR and other business leaders have for some time expressed concern that it is growing more difficult to locate job applicants who possess the needed skills, experience, educational qualifications and credentials to be successful. Because a high-quality workforce is the most important determinant of business success, these challenges have a direct influence on organizations’ competitiveness both today and in the future.

The discussion will focus on:

RECRUITING STRATEGIES • What are the most common strategies organizations are using to deal with recruiting challenges? • Which of these tactics do they consider most effective? • Do these approaches vary by industry or organization staff size?

RECRUITING DIFFICULTY • How challenging is the current recruiting environment? • What factors are causing recruiting difficulty? • What types of vacant positions are the most difficult to fill?

SKILLS SHORTAGES • What basic skills do HR professionals see as most lacking in today’s job applicants? • What applied skills do HR professionals believe are most lacking among candidates? • What roles do the changing nature of work and the need for new skills play in creating current skills shortages?

TRAINING STRATEGIES • Are training budgets and strategies changing to meet the challenges of recruiting difficulty and skills shortages? • How aware are HR professionals of government and other training resources that may help them meet these challenges?


Have you ever been to the Labour Commission? Do you find the prospect daunting? Do you know how to put the case notes together? What do you do when there are no corporate lawyers to present your case and you are task to represent the case at the Labour Commission?

The Labour Commission remains a mysterious and intimidating prospect for many employers and the HR manager/director. We are constantly blackmailed by employees and unions about taking us to the Labour Commission. Well enough is enough. We plan to demystify it as well as reinforce the point of prevention is better than cure!

Alongside the formal preparation and the intense cross examination on the horizon, a guide on what to do is essential. Our aim is to provide you with a guide.

At this year’s conference we are running a mock Labour Commission hearing on the second day. We are dedicating the whole morning. Delegates will be given a case to study and then they will present it to the two mock Commissioners.

The session will help delegates experience first-hand some of theLabour Commission’s processes, the issues that could arise during a case and how the Labour Commission may deal with them as well as learn what to do to avoid the Commission in the first place. It is no longer valid for HR leaders to claim their management don’t listen to advice or to simply do what they are told even when they know it’s a breach in the law. It is no longer valid because whether the HR leader does the right thing or not, appearing at the Labour Commission always leads to the termination of the HR leader. 87% of HR leaders lose their jobs after appearing at the Labour Commission in Ghana.

This session is a segment from our labour law series aimed at arming the HR leader to champion compliance and good practice. The session will be delivered with Dr, Mrs. Bernice Welbeck, Director, HR & Administration, Labour Commission & Anita Wiafe-Asinor, International HR and OD expert, CEO of OML Africa. This session will be where the LAW meets PRACTICE.

By the end of my session you be able to:

  • Learn how to minimize the risk and save yourself a trip to the Labour Commission or court saving your company time and money
 ''Insider Facilitated Fraud & Cyber Threats  - The Integrity Management Perspective for HR Practitioners''

This session will touch on the gaps in the hiring processes and demonstrate to practitioners how technology such as polygraph testing can assist with HR related investigations towards reducing financial fraud and cyber-crime.

“Effective Employee Engagement Strategies in a Multi-Generational Work Force”

Failure to implement a generation-specific talent management strategy is the biggest mistake businesses make in managing a multi-generational workforce, according to a recent research report.

It found that half of employers do not have any generation-specific talent management strategies, while there is also a significant disconnect between what employers believe to be the best strategies for each generation and what Millennials, Gen X, Baby Boomers and traditionalists actually want.

A 20-year-old employee can find themselves working alongside colleagues who are older than they are by 50 years or more due to longer lifespans and delayed retirement or re-engaged retirees. It is clear that engagement and management strategies designed for the traditionalist generation, should be reworked for Millennials but only a few businesses are actually putting tailored strategies in place.

For Millennial employees, employers focus on development, regular goal setting and continuous review of talent, however Millennials rate the provision of flexible work conditions twice as effective as these strategies. There is also a growing desire from employees of all generations to work for organisations with a solid reputation, reward for performance, clear career trajectory and a culture of collaboration.

This panel discussion focuses on understanding the needs of a multi-generational workforce and applying employee engagement strategies to suit every generation. Panelists are expected to draw examples from case studies in their career experience.

Video and Artificial Intelligence-HR’s New Breakout Technology Mix

Recruiting is one part team sport and one part gold prospecting. In a nutshell, recruiting is difficult. Technology enables this process to become somewhat easier and more intuitive. When used rightly, technology can significantly reduce how often bad hires occur and even cognitive/intentional bias in the recruitment process.

A combination of two technologies is fast making significant improvements in this. One way Video and Artificial intelligence bring a new angle to how Recruiters can rapidly identify promising talent, shortlist and get the nod from stakeholders within their organizations within a matter of hours. All of this without facing the typical constraints of network latency, scheduling conflicts, lack of equipment and long turn around times faced in the use of live video conferencing as part of the recruitment process.

The impact of these technologies at scale when deployed across all hiring activities in the organization is significant. Reducing the amount of time and effort the Recruiter spends sifting through CV’s, scheduling interviews and coralling Business Unit leaders into panel interviews. Also, ensuring that the Candidate experience is smooth and flexible. This further cements the organization’s brand as an employer whose efforts to make the candidate experience great translates directly into how the organization treats its people.

Learning Outcomes

Defining technology need

Choosing the right product/provider

Integrating Video and AI into your recruitment processes

Managing process change and measuring improvement


Implementing Effective HR Policies and Procedures

 The role of HR Policies and Procedures in Employment Relations and Organisational Success :

HR Policies and Procedures operationalise and guide HR process implementation in the workplace.  Most importantly, they ensure that an organisation meets the legal standards of compliance, equity and fairness in the treatment of employees across the organisation.  If well implemented, they have the capability of  making an organisation an employer of choice and a market leader in the specific sector of business operations.   

  • The hierarchy of laws regarding Employment :

The presentation will outline and explain the hierarchy of  laws as 1. The State Constitution 2. Acts of Parliament or Decrees, 3. Legislative and Constitutional Instruments, 4. Workplace Policies, 5. Conditions of Service/Collective Agreements and 6. Standard HR Operating Procedures.

  • How Policies Should be Drafted:

What constitutes good and effective HR Policy and Procedures? The Presentation will adopt the principles of inclusive drafting to explain how HR Policies and Procedures should be drafted.  What makes HR Policies Effective is how aligned they are to organizational goals and strategies, and how relevant they are to the organisation’s unique brand and business proposition. 

  • HR Policy Implementation stages:

A 4-stage approach will be presented to delegates.  These include 1. Policy Communication, Education and Training, 2. Policy Application and Administration, 3. Complaints Handling and Feedback Systems Management and 4. Disputes Resolution Mechanisms.

  • Implications of the the wrong application of HR Policies:

The implications of the application of ineffective HR policies and procedures or the wrongful application of effective policies and procedures will be presented to delegates.  

Learning Outcomes

  1. Delegates to understand the hierarchy of laws and the role of HR Polices and Procedures in employment relations and laws of Ghana
  2. Delegates to know and be able to apply the various stages of HR Policy implementation, and
  3. Delegates to know and understand the practical implications of the wrong implementation of HR Policies and Procedures   


Cybersecurity – Is it a People Issue?

Historically, cybersecurity has been primarily handled in the IT space. However, these days HR should have an important seat at the table in terms of the holistic business-wide approach to addressing cyber security.


Employees are a company's greatest asset, but also its greatest security risk. "If we look at security breaches over the last five years, it's pretty clear that employees, whether it's through accidental or intentional actions, represent the single most important point of failure in terms of security vulnerabilities," - Eddie Schwartz (ISACA's Cyber Security Advisory Council).

Even with millions spent on security infrastructure, all it takes is one employee clicking on one wrong link to compromise critical information systems. The incidents of employees inadvertently opening the ‘doors’ for hackers is on the increase – and what's more, the forecast for Ghana is even worse.

One of the biggest challenges for any organisation is managing risk and for HR professionals, their people are at the heart of creating a secure organisation. With up to 96% of cyber security breaches owing to human, rather than technological error, it is imperative that an organization’s people, its management and its processes are well prepared.


As part of this session, we will take a brief look at the key role HR professionals play in managing people risk and the steps they can take to ensure their people processes are contributing to maintaining a secure organisation.

We will look at the need to train the entire HR staff on cyber security protocols, where HR staff will learn about the issues related to using and accessing sensitive data alongside providing them with basic cyber security training. The training will include email security and ways of identifying potential malicious content.