On March 28, the Solvay Business School welcomed the HR managers and the decision-makers of Belgian and International
companies to present them in detail all its Executive Education Programmes.
During the whole day, a series of conferences were proposed to the people invited:
CONFERENCE-DEBATE 1
 “IT Governance and human resources”
George Ataya will present new developments in IT governance and discuss their implications for recent methods in recruitment andhuman resources (namely IT Control, security, value management, audit, risk management, etc.).
He will outline new areas ofresearch and draw some parallels with existingtraining. |
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 Professor
Member of the Institute of IT Governance, Professor Ataya is President of its Belgian section, the Association of Professionals in ITGovernance (ISACA).
Georges Ataya is co-author of a number of management standardsand publications in the field of IT.
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CONFERENCE-DEBATE 2
"Change and challenges in human resources today"
Paul Verdin will revisit some of the basic strategic challenges that companies face in today's increasingly competitive environment, using his own intuitive and powerful framework, which should prove relevant for strategic human resource managers across a variety of companies and industries. |
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 Professor
Professor and Chair in Strategy and Organization, Solvay Business School; Distinguished Visiting Professor at INSEAD.
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CONFERENCE-DEBATE 3
"Training: a tool for managing change"
Training managers can prove to be an essential strategictool in the management of change.
Whether it is a question of integrating different entities after a merger, of changing from a state regulated universe to a world ofcompetition, or of ensuring the transfer of skills, training is one of the responses to the challenge of change. |
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President, University of SuezProfessor, Solvay Business School |
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CONFERENCE-DEBATE 4
"Embedding corporate responsibility in business organizations: A model of process and managerial roles"
This presentation will outline the findings of a recent study of leading proponents of corporate social responsibility in Europe.
The study was undertaken in 2004 and involved detailed case studies of eight companies from seven European countries. These companies had succeeded in embedding corporate responsibility [CR] into their company in ways that contributed to business performance as well as performance in CR.
The study will be described briefly and then a model is derived from the analysis of seven of the eight compa-nies will be presented and discussed. |
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Holder of the Daniel Janssen Chair in Corporate SocialResponsibility at Solvay Business School, Université Libre de Bruxelles.
He previously held chairs in The Netherlands and Canada, and academic positions inBritain.
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IT Governance and human resources”
