HR Directors Summit Shanghai
14 – 15 May 2019 Shanghai, China More info

Facts & figures


Talent management

Talent management is generally seen as something long-term. When you hear terms as “strategic”, “long-term”, “future” and “investment”, you must be careful. For talent management this means: it is important, but not urgent. For the CEO, it means: I have ticked the box, but now HR can deal with it. Of course, I will visit the final session of the senior management program, of course, I will personally mentor one or two high potentials, but please, do not bother me too much about talent management, I have more urgent matters on my plate. A big challenge for organisations is to make talent management urgent, and to make it a priority of today, not of the future.

Learning development

To any business, human capital is its greatest asset and the biggest key to achieving business goals. How can you better prepare your teams to perform in a highly competitive environment? Through training.

Learning and technology walk hand in hand. As high-tech innovations accelerate, so does the opportunity to create better corporate training programs and delivery methods. The organisations need personalised training that incorporates cutting-edge technology, supports professional development and encourages employee engagement. More than ever, training is effectively providing skills that match the way we learn in a high-tech world.


Talent Management:

  1. Talent management in the digitisation age
  2. Talent acquisition
  3. Agile leadership teams
  4. Talent potential, performance and readiness
  5. Business strategy
  6. Succession planning in VUCA age
  7. Delivering short-term benefits in talent management

Learning & development:

  1. Learning & development strategies for the smart enterprise
  2. Innovative cultures
  3. Digital applications / Gamification
  4. Employer brand
  5. Identifying learning needs / Integrating assessment tools
  6. Optimising training
  7. Measuring learning effectiveness in VUCA environment
  • Presidents, Managing Directors, General Managers of companies within international and domestic companies in China.
  • Chief Officers, Vice Presidents, General Managers and Directors of HR within leading international and domestic companies in China.
  • C-Level / Partner / VP: 18%, Directors: 52%, Head-Manager: 30%    

2016 attendee and participant overview


Among the participated delegates were:

  • Abmart
  • Bekaert
  • Elektroskandia
  • FESCO Adecco
  • Founder Securities
  • Lingang Group
  • L'Oreal
  • Mcdonalds
  • Nielsen China
  • Otms
  • Schindler
  • Synergy Health

2017 attendee and participant overview


Among the participated delegates were:

  • Belden
  • Bunge China
  • Cigna & CMB
  • Columbia Healthcare
  • Dow Chemical
  • Essilor
  • Hilti
  • IBM
  • Kone China
  • Nexeo Solutions
  • Nielsen
  • SPD Silicon Valley Bank
  • Yihai Kerry Investments Co Ltd
  • Wharf
  • Zenith Advisory

2018 attendee and participant overview


Among the participated delegates were:

  • Avery Dennison Corporation
  • BASF Greater China
  • BlueFocus
  • Cenic Media
  • Chongqing Sokon Industry Group Stock Co Ltd
  • Kao (China)
  • IQAir
  • Melaleuca (China)
  • Metro
  • Philip Morris International
  • Rémy Cointreau
  • Thyssenkrupp Elevator (China)
  • Wanda Group