Over 90 delegates from different workplaces and industries attended the FHRD Annual Conference and Exhibition on November 9 at Hilton Malta, Portomaso. The theme of the conference was "Leadership in today's economy".

The conference was defined a success by all present. The success was not attributed only to the organisation and beautiful environment where it was held.

It was also attributed to the two professional, keynote speakers, to the sharing of professionals in human resource management and in industrial relations, and finally to the workshops facilitated by the two keynote speakers, in which delegates had the opportunity to share their views and understanding of what leadership means and what could be the ethical failures of a leader.

Other contributors towards the success of this conference were the sponsors, namely Dhalia Real Estate Services, Hilton Malta, HSBC Bank Malta plc, Middle Sea Group, Mizzi Organisation Automotive Ltd, Simonds Farsons Cisk Ltd and UHM; as well as the 11 exhibitors of HR services and products: Atlas Insurance Ltd, Commercial Services Bureau, Computime Ltd, Dakar Software Systems, ExecuTrain Malta, the Foundation for Human Resources Development, Megabyte Ltd, Miller Distributors, People & Co. Ltd, People Solutions International and Shireburn Software.

It was a conference with a difference as delegates did not only receive information and knowledge of the vital role of HR professionals in leading their organisations, but were also provided with practical tools through the presentations delivered by the two keynote speakers.

Michael McDonnell, president of the European Association for Personnel Management, and director of the Chartered Institute for Personnel Development (CIPD), Ireland, focused in his presentation on a new human resource leadership role for front-line managers. He explained that what is needed primarily is discretionary behaviour, which he defined as "a voluntary commitment to behave and deliver in ways that go far beyond traditional requirements of job descriptions". He presented a model as a practical tool where he explained in detail what human resource practices are needed to support front-line leadership.

Among these practices he mentioned a shift from the traditional performance appraisal to performance management, which should be considered a developmental process for the individual, be owned by users, be flexible, with less emphasis on ratings and with 360 degrees feedback.

Mr McDonnell said that, while management and leadership skills may be taught, it is however essential to identify those individuals within our organisation or at the time of recruitment with the greatest potential for leadership. These individuals should be given every opportunity to use their potential, which could be most beneficial for organisations.

The second keynote speaker, Sergio Vella, managing director of Actavis Malta, focused in his presentation on two keywords, namely "attributes" and "results". Following a detailed explanation of what leadership attributes and derailers could be, Mr Vella provided a formula of how effective leadership could strike a balance between attributes and results. Attribute models should be behaviour-based rather than theory-based, created by line managers rather than by HR professionals, and such models need to be used not just created. Furthermore, leadership attribute models must define qualities of all leaders, not just those at the top.

Talking about better leaders through results, Mr Vella reviewed four applicable key criteria and presented the Malcolm Baldridge Approach (a proven model for Business Improvement) relative to the Leadership section, encompassing two key areas for monitoring leadership in organisations. The areas are organisational leadership and social responsibility.

Each area has three components linked to it, namely direction, organisational governance and organisational performance review for the first area, and responsibility of the public, ethical behaviour towards all stakeholders and support of key communities not only by senior leaders but also by employees for the second area.

The conference then continued with 'Leadership in the spotlight', facilitated by Natalino Fenech, a professional journalist, in which a number of professionals from the companies that sponsored the FHRD conference shared their leadership experiences.

This sharing included the difficulties an HR leader faces when there is a merge or a restructuring exercise, where one loses all alliance with people; how front line employees are trained and empowered to take decisions with customers; how to involve employees in critical aspects of leadership by asking them how they themselves would react in certain circumstances; and the difficult job and high responsibility that unions hold to strike a balance between employers and employees.

Another sharing focused on the vision and direction HR leaders should have for their people, which ought to be linked to the business objectives, ensuring also that departments within the company do not form sub-companies, with their own objectives. Here the crucial intervention of the HR professional of keeping the organisation as a whole was clearly spelled out.

Indeed it was a conference with a difference!

The FHRD thanks once again the keynote speakers, the sponsors, the participants, the exhibitors as well as Hilton Malta Portomaso for the excellent service.

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