Eren Ikiz

We are changing, but are we progressing? Running to Standstill is an insight into how to thrive in an ever-changing world.

Change is disruptive and painful, and we endure these challenges with the mantra "No pain, no gain." We are doing our best to adopt all these changes relentlessly. However, the question is whether adapting to change enables us to thrive in today's ever-changing world.

Despite their hard work, millions of people and thousands of companies are working hard to get there but are running to a standstill. Working hard, meeting our targets, learning new things, working on our weaknesses, and adapting to change are all necessities in this era. Doing nothing will take you out of this game, whereas doing all of them will keep you in the race but not make you the leader.
Either an organization or an individual is in change; we will discuss why hard work alone isn't enough to excel and introduce a four-step approach to success amidst change.

Performance vs. Potential was the main concept in Talent Management, but why are we having so many problems with this approach, mostly with HR taking the blame? Wasn’t it supposed to increase motivation and employee retention in the organization?

We'll begin by discussing the 9-box talent management concept and its pitfalls. We will discuss how to treat the people in each box. The traditional system often fails to recognize valuable non-leadership talent, leading to losing key employees. Our managers, who are the main drivers of the daily operations, and our experts, who are the major problem solvers in the organization, are not considered talents if they do not have the leadership perspective and vision.
This session introduces a three-dimensional approach, mapping employees without leadership potential onto a talent scheme, thus better identifying and nurturing all types of talent within the organization.

Do you recognize the similarity of the vision and mission statements? Are you sure your colleagues know, understand and believe in your company vision? Then how do you expect them to reach that vision?
When managing a change project that involved high-level strategic differentiation, I recognized that despite all efforts, the employees were more or less keeping their previous states. For years, I asked the same questions to people from numerous organizations, and the only commonality of the answers was their obliquity. In that way or another, this also resonates with personal direction and plans.
Many companies have strikingly similar vision and mission statements that are often poorly understood by employees. This session will help participants create clear, compelling vision and mission statements that inspire and guide their organizations. Through personal anecdotes, we'll explore how to ensure everyone in the organization understands and believes in these guiding principles.

As personal change and improvement start with awareness, let’s talk about talent audits and build our development and promotion plans around them.
If we are among those with future aspirations, we must disrupt our comfort zones and take the initiative to fulfill the future needs of a changing world. We succeeded in getting here within the existing competition, but what about the next one? Isn’t doing the same thing and expecting different results madness?
It is of the utmost importance that we nurture ourselves and grow, but we must find ways to develop faster than the competition. The first step of every development process is awareness.
This information is also crucial for HR to build their development and succession plans. We must identify the best candidate for a position based not only on education and performance but also on their behaviours and alignment with the organization's changing needs.
In our talk, we discuss simple ways to audit people and how to use this information.