RCEuro.com - GRC 2008 SESSION VIDEOS

GRC 2008 SESSION VIDEOS

By Alan Whitford, on 06-12-2008 15:27

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Published in : The News, Tips

GLOBAL RECRUITMENT CONFERENCE 2008

11-13 NOVEMBER 2008
AMSTERDAM

CONFERENCE SESSION VIDEOS

During the GRC 2008 conference, we took the bold step of streaming our main session presentations live to the world. Our speakers presented to the 100+ delegates at the conference and using direct video capture and the ustream.tv platform, to over 400 viewers on the ERE.net and Recruitment Community Europe sites.

To extend that reach, we are providing the links to the videos captured via the Ustream site. In addition to the speaker sessions, we have one-on-one interviews of some of our sponsors and speakers

Our thanks to David Manaster of ERE.net for his support and for lending us Brendan Shields (and his video equipment) who did an outstanding job of capturing the event over the 3 days.

USTREAM VIDEO LINKS
The main link for all sessions.

CONFERENCE SESSIONS
John Nurthen
Randstad Holdings
Expecting the Unexpected, The Future of Recruitment

Matthew Jeffery
Electronic Arts
The Importance of Employment Brand

Paul Harrison
Carve Consulting
Listening to the Conversation: Employer Brands and the Social Media

Ed Barzilaij, Yvon Niu
Maximum
10 Misunderstandings About the Chinese Talent Market

Martin Cerullo, Alexander Mann Solutions
Alison Todd, Heineken
Building an Innovative Graduate Recruitment Strategy
www.ustream.tv/recorded/858647

Paul Maxin
Unilever
Global HRO – Its Impact on Resourcing Strategies

Robin Stander
Steve Lewis
The Network
Centralising Your Global Online Recruitment Strategy

Alan Whitford, RCE Introduction
Kevin Wheeler
Global Learning Resources
21st Century Staffing Practices

Social Networks Around the World
Panel Discussion
An de Jonghe, Ulysses Consulting
Isabelle Noir, Viadeo
Peter Gold, Hire Strategies
Paul Harrison, Carve Consulting
Ricardo Risamasu, Rise.nl

Luke McKend
Google
Maximising the Power of Google as a Resourcing Partner

Ted Meulenkamp
Agilent Technologies
Float like a butterfly, sting like a bee
Exploring Lean Staffing Processes

Corporate Career Sites - Are They Serving the Candidate
Panel Debate
Keith Robinson, RCE
Bas van de Haterd, Van de Haterd Consultancy
Ingolf Teetz, Milch und Zucker
Peter Gold, Hire Strategies
Matthew Jeffery, Electronic Arts

INTERVIEWS
Keith Robinson, RCE
Dan Maguire, Kelly Robinson
Broadbean Technology

Keith Robinson, RCE
Glenn Gutmacher
JobMachine.net/Arbita

Keith Robinson, RCE
Paul Stuurman
Knollenstein Technologies

Bas van de Haterd, Van de Haterd Consultancy
Matthew Jeffery
Electronic Arts

Bas van de Haterd, Van de Haterd Consultancy
Luke McKend
Google

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Last update : 15-06-2009 20:09

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By: Santosh (Guest) on 10-06-2012 23:25

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By: Santosh (Guest IP 94.23.1.28) on 10-06-2012 23:25

In responding to your msgsaee, I feel somewhat like a zebra in a herd of horses. We have a lot of similarities in our involvement with risk analysis, but some differences as well. My work is mostly in the area of hostile risk. I am a creator of tools to model the interaction between adversaries and targets. Since the models estimate the probability that a hostile incident will occur, and the impact on the victim, it is a true risk analysis process. We have recently expanded our models to include random risk as well.Our greatest success has been in the areas of defense and aerospace. We have not done a lot of work in the market you call GRC. And that has caused me considerable reflection. Why don't the C-suite people accept the techniques that are embraced by sectors that can't get risk wrong (the impacts are huge)? There seems to be so much in common. There are a number of reasons for the disconnect, but I thought I would mention a major one.In many commercial situations, a failure to correctly assess and manage risk often has only a minor impact on the risk management stewards. For example, a few years ago the failure of power generation/transmission companies to correctly manage the their power systems resulted in a huge outage that lasted for days. Depending on the source you believe, the losses to downstream customers were over $50B. Yet, I doubt that the power providers sustained more than a few percent of that impact most of the impact was felt by people/organizations who had no ability to alter the risk. As amazing as it may seem, the risk decisions that had been made by the power industry were probably best for optimizing their own risk. They didn't do the expensive things that were required to prevent the outage but that reduced their costs and increased their profit. Even with the outage costs it was probably a good strategy. In that sense, the optimal level of risk is obtained when long term business costs are minimized.This, of course, didn't comfort the people who lost the $50B. Recently FERC announced its intent to impose its own regulations instead of accepting the guidelines created by the power companies. By imposing regulations, the government increases the impact to the risk steward. In this case, the power transmitters will now make more conservative decisions in order to avoid penalties.And this leads to the disconnect we see in industry. Instead of naturally seeking the optimal level of risk, organizations instead want to do the minimum required to escape penalties. They want to show compliance. That generally means they want a (preferably short) checklist. If they can check off each item, they have done what is required and get the get out of jail free card.Whether or not the checklist activities are particularly useful in reducing risk to anyone (including all those affected by poor risk decisions) depends on the effectiveness of the activities. Necessarily, the regulatory activities are generic in nature and may or may not apply to specific situations. Money and time may be wasted on ineffective activities while needy areas go lacking. Governance just makes sure that all of the checkboxes are covered and that the risk steward is covered (legally).It is my belief that checklist-based compliance exercises will eventually be replaced by a requirement to do true risk assessments (where incident probability and impact are estimated). We're seeing the beginnings of that in critical infrastructure and I think that will spread.- Terry Ingoldsby Amenaza Technologies Limited

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