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Global HR Leaders Programme
  • Overview
  • Programme at a glance
  • Programme Outline
  • Programme Faculty
  • Programme Venue
  • Overview

    GLOBAL HR LEADERS PROGRAMME

    Leading the HR Function in an Age of Technological and Strategic Discontinuity
    The most successful businesses treat their human resources as strategically as their financial resources, including their HR directors in the process of making long-term decisions. Through this Global HR Leaders Programme, participants will gain the necessary knowledge and abilities to apply their human capital insights to conversations with C-suite executives regarding performance enhancement, competitive threats, strategic opportunities, and directions.

    In the Global HR Leaders Programme, it goes beyond talent management and the ability to fully participate in senior leadership conversations by examining business issues and opportunities that arise in regular executive committee meetings. HR leaders can enhance their personal and professional skills at creating and implementing strategic initiatives that allow their organisation to grow, expand and prosper.

    Designed especially for HR leaders and senior executives from finance-related sectors, this will be the first edition of the Global HR Leaders Programme by the Asian Banking School together with the University of Cambridge Judge Business School Executive Education. We believe that this continued collaboration with them speaks volumes on our dedication and determination to provide world class learning opportunities for the industry. Consistently ranked as one of the top universities worldwide, the University of Cambridge is one of the oldest universities, one of the largest in the United Kingdom and its reputation for outstanding academic achievement is undisputed.
    Becoming Alumni

    Participants will have membership of the Cambridge Judge Business School Executive Education alumni network following successful completion of the Programme. Executive participants will be sent instructions to allow them to access the online community at the Business School as well as an Executive Education specific alumni group. Benefits of being a member of these communities include access to a network of very diverse, high calibre international executives from across the sectors; information on new Cambridge programmes for continuing professional and executive development; a series of online webinars and physical faculty-led events on different business and leadership themes; regular communications and news from the faculty and team at Executive Education.

    PROGRAMME DETAILS

    DATE

    27 – 31 AUGUST 2024

    VENUE

    UNIVERSITY OF CAMBRIDGE JUDGE BUSINESS SCHOOL, UNITED KINGDOM
    HRDC PROG NO
    10001301302
    PROGRAMME FEE*

    MYR

    55,000 /

    SGD

    15,900 /

    EUR

    10,800

    per participant

    * Fee includes all training activities and materials, lunches during training days, special dinners, social programme and accommodation (from 26 August– 1 September 2024) based on single occupancy. It is not inclusive of any applicable taxes.

    • This programme is an approved HRD Corp claimable course and employers can claim 100% of the programme fee.

    • The programme fee and roundtrip airfare is STF credit claimable by qualifying Malaysian banks.

  • Programme at a glance
    Monday
    26 August
    Tuesday
    27 August
    Wednesday
    28 August
    Thursday
    29 August
    Friday
    30 August
    Saturday
    31 August



    Arrival in Cambridge
    A Walk Through the Strategic Landscape
    Prof Shahzad Ansari

    Talent Management: The Search for Talented People
    Dr Philip Stiles
    Organisational Behaviour: Creating a Culture of Innovation in HR
    Prof Jeremy Hutchison-Krupat


    Talent Management: Perspectives on the Future of Work
    Prof Thomas Roulet
    Strategic HR Management: Horizon Scanning and Careers
    Danny Ralph
      13:00 - 14:00 13:00 - 14:00 13:00 - 14:00 13:00 - 14:00 13:00 - 14:00
    Guided Tour of Cambridge & Punting.
    Followed by Welcome Drinks & Introductions at Judge Business School.
    People Analytics: A View from Practice / Industry Leaders
    Vesselin Popov

    15:30 - 17:00
    Round Table with Industry Speakers


    Stakeholder Management: Keeping Your Stakeholders Close to You
    Prof Kishore Sengupta
    Strategic HR Management: Power and Politics
    Dr Patrizia Vecchi
    Delivering Strategic Goals Through Effective Organisational Alignment - Strategy Cascading
    Prof Christoph Loch
    Integration and Future Plans
    Prof Kishore Sengupta


    Certificate Ceremony
      Evening Break Evening Break Evening Break Evening Break Evening Break
    Free Time

    Welcome Dinner at Christ’s College Free Time Free Time Farewell Dinner at Sidney Sussex College
    Guest Speaker - Mark Buckle


    Free Time
  • Programme Outline
    Monday, 26 August 2024
    Pre-Programme : Walking Tour of Cambridge, Punting & Welcome Drinks
    There will be a guided tour of Cambridge and punting on the River Cam, which is one of the most traditional activities of Cambridge University. The day ends with Welcome Drinks at the Judge Business School.
    TuesDAY, 27 AUGUST 2024
    Morning Session:
    A Walk Through the Strategic Landscape
    Helping you redefine the strategic vision and direction of your organisation, the session will help position your business for growth. You will explore cutting-edge thinking, skills and frameworks critical to surviving the challenges of increased competition, globalisation and new technologies. Develop a strong market orientation, navigating new platform strategies, generating value for your customers, and working across business ecosystems.
    Afternoon Session:
    People Analytics: A View from Practice / Industry Leaders
    The new wave of analytics has had a significant impact on almost every aspect of human resources in different industries. This two-part session shines a light on the topic.
    • The first part focuses on people analytics – overview, trends and what leaders need to consider.
    • The second part considers the implications for practice. A panel of senior HR executives discuss the challenges and opportunities created by analytics and best practices.
    WednesDAY, 28 AUGUST 2024
    Morning Session:
    Talent Management: The Search for Talented People
    Spotting and nurturing talent is at the heart of people management, but what is excellent practice in this crucial area, and why are some organisations so much better than others in achieving a high talent organisation? Ensuring that the right people are within the organisation is a critical role in people management. We explore the key elements of strategic staffing, centrally involving how the recruitment and selection of individuals support the basic philosophy of the organisation.

    We will look at three themes. The first is the major levers in ways to ensure higher retention. How employees are socialised once they have entered the organisation will also be examined. We will look too at how to move people up from indifference and disengagement to full engagement and higher commitment.

    A second theme is performance management. We explore the key processes of goal setting and appraisal and rewards, and the underlying motivational theories behind them.

    The third theme we cover is development. Effective management of development is also important to motivate the best talent and to ensure that the organisation revitalises itself.

    The session will draw from the latest research and best practices to consider these themes and their implications for the human resources’ function. Participants will leave with clear takeaways on these themes.
    Afternoon Session:
    Stakeholder Management: Keeping Your Stakeholders Close to You
    A stakeholder is an external or internal party that is impacted by an initiative and has the power to affect its outcome. Most major initiatives are significantly influenced by stakeholders who cannot be directly controlled. This session focuses on two aspects of stakeholder management: influence processes for managing stakeholders, and personal factors that affect interactions with stakeholders. The learnings of the session are crafted through a simulation wherein participants manage a set of stakeholders to create an exploitation plan for a copper mine. We first debrief participants’ actions during the simulation and the extent to which they were effective. The session then connects with frameworks on influences processes and personal factors. We conclude with a four-stage plan for managing stakeholders.
    ThursDAY, 29 AUGUST 2024
    Morning Session:
    Organisational Behaviour: Creating a Culture of Innovation in HR
    This session examines culture from a pragmatic perspective. It seeks to understand three building blocks that explain how culture evolves: how organisations seek to promote what they wish to improve; protect what they value; and prevent what they aim to eliminate or reduce. The discussion is anchored in the context of key activities and routines entailed in the conduct of business as usual, and initiatives for innovation and change. These topics are covered through a series of vignettes and exercises. Participants leave with clear frameworks for implementation.
    Afternoon Session:
    Strategic HR Management: Power and Politics
    This session focuses on the factors necessary for one to be able to have an impact on an organisation. This 'informal leadership' is a critical determinant of one's ability to initiate positive change, secure cooperation, and experience career success. Many talented people miss out on opportunities for impact and achievement because they lacked sensitivity and skill in this area.

    We will develop an understanding of power, politics, and influence by considering the career of Margaret Thatcher, former Prime Minister of Great Britain. The career of Lady Thatcher illustrates, in a very dynamic way, the development of one's power base during every stage of a career and the skills necessary to build consensus in highly political situations. We will draw lessons in power and politics from this case that are relevant and can be applied to any organisational context.
    FriDAY, 30 AUGUST 2024
    Morning Session:
    Talent Management: Perspectives on the Future of Work
    What challenges to expect for the future of work in the post-pandemic world? A range of issues had already been identified before COVID: automation and AI, diversity, the aging of the workforce, the constant need to reskill. The pandemic has highlighted some of those challenges - in particular the fast-paced change in the need for skills (and the importance of fluid labour markets), but it has also raised new issues with regard to the format of work and collaboration, with remote and hybrid work, and new challenges associated with wellbeing. In this session, we will consider how those major trends are affecting your sector and how they can be addressed. Importantly, we will also consider how anticipating the future of work can be a source of competitive advantage.
    Afternoon Session:
    Delivering Strategic Goals Through Effective Organisational Alignment - Strategy Cascading
    During turbulent times, your strategy can get left behind as you try to keep up with the daily productivity puzzle of navigating lockdowns and changing priorities. In the aftermath of COVID, it is unlikely that businesses will be allowed to simply go back to minding their own affairs. As COVID is increasing inequalities in society, the responsibility for businesses to contribute to the societies around them will not decrease but continue to increase. Therefore, an organisation’s ability to align business units to deliver an overarching set of strategic goals is inherently important. Take the time to re-evaluate how to effectively cascade multi-dimensional strategic goals in your organisation, balancing multiple priorities such as profit and sustainability in a post-pandemic environment.
    SaturDAY, 31 AUGUST 2024
    Morning Session:
    Strategic HR Management: Horizon Scanning and Careers
    This session will challenge participants to consider their organisations, and their own responsibilities regarding the recognition and assessment of risks beyond “Business as Usual”.

    This session will cover areas that include:
    • Emerging HR risks and their drivers
    • Scenarios for risk management
    • How to build scenarios
    • How to use scenarios to analyse emerging risks for an organisation in an HR context

    Participants will be able to understand and develop a framework for identifying systemic and strategic threats/risks to organisations, as well as gain a foundation for assessing exposure of their organisation to emerging HR risks, and what to do about it.
    Afternoon Session:
    Integration and Future Plans
    This week will have covered a rich variety of topics, concepts, ideas and frameworks. The session aims to integrate the key learnings and take-aways so that participants can incorporate them into their business agenda. We use the structure of a Cambridge Debate to drive reflections and take-aways for the week.
    LEARNING METHODOLOGY

    The programme will have a blend of lectures, case discussions and in-class development of practical illustrations to allow for a hands-on experience with the concepts studied and deep learning.

    An important part of the learning process is your preparation for each session. This may include reading articles and case study preparation in advance of each day’s classes. It is very important that you come prepared for each class as lecturers will expect that you are familiar with the materials.

    Although each member of the faculty will work in slightly different ways, there will be a general expectation that everybody will contribute to the class discussions. Do not be afraid of challenging yourself and asking questions about both the lectures and each other and expect to be asked for your opinion. Learning does not require that you know the answer already, only that you have an open and curious mind.

    Becoming Alumni

    Participants will have membership of the Cambridge Judge Business School Executive Education alumni network following successful completion of the Programme. Executive participants will be sent instructions to allow them to access the online community at the Business School as well as an Executive Education specific alumni group. Benefits of being a member of these communities include access to a network of very diverse, high calibre international executives from across the sectors; information on new Cambridge programmes for continuing professional and executive development; a series of online webinars and physical faculty-led events on different business and leadership themes; regular communications and news from the faculty and team at Executive Education.

  • Programme Faculty
    Professor Kishore Sengupta

    Professor of Operations Management;
    Academic Programme Director, Cambridge Summer School Programme

    Senior Member and Fellow of Hughes Hall
    MBA, PhD (Case Western University)

    My research interests include managing complex projects, managing complexity in organisations, and the future of work in the age of technological discontinuity. I’ve served as advisor on several projects with the US Government Department of Defense and NASA and have consulted with organisations in Silicon Valley and Hong Kong. I’m a member of the Operations and Technology Management subject group at Cambridge Judge Business School, which focuses on practice-based research through partner organisations to address a wide spectrum of management challenges.
    Professor Shahzad Ansari
    Professor of Strategy & Innovation
    Professorial Fellow of St Edmund’s College
    MPhil, PhD (University of Cambridge)

    My research interests include framing and social movements, technological and management innovations, platform ecosystems, new markets, social and environmental challenges, creation of commons, identity and reputation, institutional change, and the diffusion of practices. I’m Head of the Strategy and International Business subject group at Cambridge Judge Business School and along with my colleagues I actively contribute to both academic and business communities.

    Vesselin Popov

    Executive Director, University of Cambridge Psychometrics Centre
    Vesselin Popov is the Executive Director of the University of Cambridge Psychometrics Centre, a multidisciplinary research institute specialising in psychological assessment and big data. He is responsible for all strategic, operational and financial aspects of the Centre's activities, and leads its diverse portfolio of commercial partnerships. Vess has led many impactful projects to increase the understanding and use of psychometrics in business and the community, ranging from high-stakes educational testing at scale, to innovations in clinical assessment, to open source software and prediction tools that are used by millions worldwide.

    In addition to supporting the Centre’s academic research, Vess identifies areas where psychometric techniques can deliver the greatest impact in practice. He also coordinates several digital art and communication projects that aim to raise public awareness on issues of online privacy, data ethics and artificial intelligence. Vess read Law at Trinity College, Cambridge, and has previously worked in the music and entertainment industry and in brand partnerships for an online streaming start-up.
    Dr Philip Stiles
    Associate Professor in Corporate Governance
    Co-Director of the Centre for International Human Resource Management (CIHRM)
    BA (University of Kent), MPhil, PhD (University of London)

    My research interests include human resource management, leadership, high performance working, organisational culture, change management, corporate governance, the dynamics of boards of directors, chief executive succession, and the influence of emotions such as guilt on work motivation. I developed the Global Human Resource Research Alliance, a research group involving 30 companies worldwide. I’m a member of the Organisational Theory and Information Systems subject group at Cambridge Judge Business School, which is engaged with cross-disciplinary themes including leadership.
    Dr Jeremy Hutchison-Krupat
    Associate Professor in Innovation & Operations Management
    BS (SUNY Binghamton), MBA (University of Massachusetts), PhD (Georgia Institute of Technology)

    My research interests include how organisations can effectively implement their innovation objectives; in particular, the impact of an organisation’s structure, processes, and culture. I’m a Senior Editor at Production and Operations Management and regularly teach executive education programmes to help leaders to address innovation challenges. I’m a member of the Operations and Technology Management subject group at Cambridge Judge Business School, which focuses on practice-based research through partner organisations to address a wide spectrum of management challenges.

    Dr Patrizia Vecchi

    Assistant Professor in Organisational Behaviour
    BA (University of Modena), MS, PhD (Washington University in St Louis)

    My research interests include interpersonal relationships in organisations, social networks, interpersonal cognition, and teamwork. I’ve taught professionals and executives around the world in topics such as negotiation, and power and politics. I’m the Academic Programme Director for the Cambridge Rising Women Leaders Programme. I’m part of the Organisational Behaviour subject group at Cambridge Judge Business School, which aspires to promote our understanding of behaviour within organisations and translate our scientific research into practical applications.
    Professor Thomas Roulet
    Professor of Organisational Sociology & Leadership
    Fellow, Director of Studies in Psychology & Behavioural Science, and Co-Director of the King’s Entrepreneurship Lab at King’s College
    MSc (Audencia), MPhil (SciencesPo Paris), MA (University of Cambridge), PhD (HEC Paris)

    I am a social scientist researching and teaching how individuals and organisations can lead social change, and adapt to a changing workplace, especially around wellbeing. I also consult for and advise policy makers, public and private organisations on those issues. My work has appeared regularly in outlets such as the Academy of Management Journal, Review, Organization Science, Harvard Business Review and the MIT Sloan Management Review, and been featured in the Economist and the Financial Times.
    Professor Christoph Loch
    Professor of Operations & Technology Management
    Co-Director of the Cambridge Centre for Chinese Management
    Dipl.-Wirtsch.-Ing. (Darmstadt Institute of Technology), MBA (University of Tennessee, Knoxville), PhD (Stanford Graduate School of Business)

    My research interests include how organisations make innovation happen, concurrent engineering and coordination in complex systems, managing novel, uncertain and ambiguous initiatives, resource allocation, portfolio management, performance measurement in R&D, behavioural economics, and manufacturing management and strategy deployment. I’m a member of the Operations and Technology Management subject group at Cambridge Judge Business School, which focuses on practice-based research through partner organisations to address a wide spectrum of management challenges.
    Professor Danny Ralph
    Professor of Operations Research
    Academic Director of the Centre for Risk Studies (CRS)
    Director of Studies in Management Studies and Fellow of Churchill College
    BSc (University of Melbourne), MS, PhD (University of Wisconsin)

    My research interests include management of systemic and emerging risks, business decision making, risk aversion in electricity markets, methods and models for optimisation problems and equilibrium systems. I’m a member of the Australian Mathematical Society, INFORMS and the Mathematical Optimization Society. I’m part of the Operations and Technology Management subject group at Cambridge Judge Business School, which focuses on practice-based research through partner organisations to address a wide spectrum of management challenges.
    Programme Speakers
    Mark Buckle
    Global Head of Learning & Development / Cultural Change
    Mark is a Global Head of Learning & Development / Cultural Change with over 20 years of multi-organisational experience in financial and professional services at corporates such as Barclays, RBS, Lloyds & KPMG. His key focus has been on successfully realising cultural and conduct change for the sustainability of the organisations and execution of their strategies.

    Mark currently consults on building Risk Management capability through innovative professional development programmes. Together with key stakeholders such as Cambridge University’s Judge Business School, he developed the first large scale, certified change programme with global reach focussing on compliance, conduct and culture. Mark is also an experienced speaker and facilitator, and has lectured on Executive Development Programmes; globally on banking conduct programmes and was invited to Sandhurst Military Academy to speak at the launch of their leadership doctrine.
  • Programme Venue
    CAMBRIDGE JUDGE BUSINESS SCHOOL

    Cambridge Judge Business School was established in 1990 as the Judge Institute of Management Studies, a focal point for management teaching and research in the University. The building housing the School is a refurbishment and extension of the old Addenbrooke's Hospital, first established on the site in 1766. In 1991, generous benefactions from Sir Paul and Lady Judge, together with the Monument Trust, provided the funds for the construction of a building for the newly formed School. The project was completed in August 1995 and officially opened by Her Majesty Queen Elizabeth II.

    In 2018, the School opened their new Simon Sainsbury Centre, a four-storey, 5,000-square-metre structure that greatly expanded lecture, breakout rooms, meeting and dining facilities while uniting the School's activities under one roof. The Centre, designed by Stirling Prize-winning architect Stanton Williams, sits just behind the School's iconic Addenbrooke's building on Trumpington Street.

    The Simon Sainsbury Centre is the programme venue for the 2023 Cambridge Summer School Programme. With its modern facilities and airconditioned classrooms, the Centre provides a conducive environment for learning especially during warm Summer days.
    DOWNING COLLEGE

    Downing College was founded in 1800 and is set on twenty acres of beautiful grounds and gardens. It was the only college to be added to Cambridge University between 1596 and 1869, and is often described as the oldest of the new colleges and the newest of the old. It has been named one of the two most eco-friendly Cambridge colleges and is located directly behind the Cambridge Judge Business School making it the perfect place for participants to stay at.
    Accommodation

    Accommodation will be provided from 26 August – 1 September 2024 at Downing College’s hotel-standard en-suites. Serviced daily, all rooms have private modern bathrooms complete with toiletries, a welcome tray, television and wi-fi.
    THE HALL

    Restored to its original early nineteenth century decor, the award-winning Hall of Downing College is the breakfast venue for the Programme.
    PRE-PROGRAMME:
    WALKING TOUR OF CAMBRIDGE, PUNTING & WELCOME DRINKS

    There will be a guided tour of Cambridge and punting on the River Cam, which is one of the most traditional activities of Cambridge University. The day ends with Welcome Drinks at the Judge Business School.
    WELCOME DINNER VENUE

    Gonville & Caius College, commonly referred to as just Caius (pronounced 'keys'), is the fourth oldest College in the University of Cambridge. The College was first founded as Gonville Hall by Edmund Gonville in 1348, and refounded in 1557 by John Caius as Gonville and Caius College. One of its more notable alumni is Stephen Hawking.
    FAREWELL DINNER VENUE

    Sidney Sussex College is located in the historic heart of Cambridge. The College was founded on St. Valentine’s Day in 1596 by Lady Frances Sidney, Countess of Sussex and is one of the smaller Cambridge Colleges. The College ranks fourth highest among Cambridge Colleges in Nobel Prizes won by alumni.

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