HR leaders have big goals and dreams, but it can be challenging to grab the attention of C-level leaders and articulate the value of learning and development programs. How do you speak about disruption and innovation in a language that resonates with your leadership team and moves them to support your work?
The way to earn authority with leaders is through influence, persuasion, and collaboration. If you're interested in implementing new HR technologies, don't start with tech—begin by understanding how power and influence work within organisations. From there, rethink your approach to relationships and collaboration to achieve your desired results.
It's time to become a more effective business leader who can lead change management and transformation initiatives and improve the employee experience within your organisation. If you have a vision and wonder how to gain decision-making authority, this session will show you how to inspire and compel others to take action and follow your lead.
The world of work is changing. As we prepare for new developments in the business landscape, our approach to the workforce must transform. In this session, Laurie focuses on a new idea: everybody is in the business of HR. This session explores how contemporary HR professionals and business leaders can step forward and rethink human capital management from the ground up. Laurie shares stories on the latest research, data, and evidence-based strategies for talent acquisition and retention, and we cover topics such as workforce readiness, creative talent management policies and business performance.
Whether you work as a Human Resources Business Partner or C-Suite Leader, you're in the business of delivering a high-impact employee experience to your workforce. Attendees will learn how to manage and motivate employees from a place of trust, reward exceptional performance, and leverage technology while encouraging workers to make a human-to-human connection experience within your organisation. If you have a vision and wonder how to gain decision-making authority, this session will show you how to inspire and compel others to take action and follow your lead.
There is no doubt that if organisations don’t keep up with technology, leverage data and embrace innovation that the organisation is likely to either fail or be outperformed by competitors. However, we also know that without highly engaged, enabled and competent people and leaders the organisation will also fail. How do we know that we are getting the right balance? How do we know if we watering too much or too little before it is too late?
In this engaging and insightful keynote, we will examine the impact of getting this balance wrong. We will examine the future of work and the complex relationship between people and technology, and the critical importance of striking a balance between how much we focus on technology and data versus the well-being of your people.
If you ask any senior executive what they believe is a key factor in driving a culture of success, it will be accountability. Yet, very few organisations successfully implement a culture of accountability. We will present a framework and methodology for building a culture of accountability, and most importantly generating the experience of ‘Feeling Accountable’ across an organisation. We will explore:
In early 2017, accusations came to light of endemic sexual harassment, a culture of sexism and inequitable treatment, from a former tech engineer in Uber’s San Francisco Head Office. In addition to these, were revelations of a failure by the company’s HR department to take action to address these issues, which had reportedly been raised with them.
Uber did not, as many companies have done before them, bury their head in the sand. Instead, we commissioned an investigation by Eric Holder, the former attorney general of the USA, and a period of soul searching through the company globally began.
For the last 2 years, we have been on a journey to transform our culture, to one of the healthiest cultures to work in that I have experienced in my 20-year career.
Culture and its impact is a passion of mine. My own career journey has afforded me the privilege of insights into a really diverse array of cultures and environments. From beginnings in recruitment consulting, I was approached to become the first Head of HR for Europe by Australia’s premier Investment bank. After a period of travel in London, Shanghai and the USA, I later joined the Music Industry with Ministry of sound and then a Digital media and transformation agency, before becoming Uber Australia and New Zealand’s first Head of HR. In this session, I will draw upon these experiences to outline my views on the power of a culture of positivity and inclusion.
The world of work is changing. The future of the workplace will be more varied and complex than the traditional 9-5 and its arriving fast. Uber has become the ‘poster child’ for one of the new employment models that has become known as the ‘Gig Economy.’ Flexibility and accessibility are the key facets that differentiate this employment model, which have opened up new opportunities for so many.
But the gig economy has challenges that need to be worked through as it evolves. In this session, I will evaluate the pros and cons of the gig economy and our work within this arena to make our partners experience even more positive, in the areas of development, opportunity, safety and security.
For 125 years, rugby has been the sporting backbone of our society. Faced with growing challenges around declining playing and crowd numbers, rugby is also now facing the reality of a culture that is being questioned by the society it was once the hub of. NZR is now one of many sporting organisations tasked with creating a culture that will attract an increasingly diverse NZ to participate and leadership starts from within. You’ll hear about the criticality of the relationship between the Head of People and the CEO and how this drives bold and courageous decision making as well as the power of vulnerability and its impact on driving cultural change.
In an environment of rapid change, technology advancements and increasing digital workplace disruption, the window of opportunity to engage learners is growing smaller. The blurring of working life and home life demands a simple and seamless user experience. Individuals need to be able to take control of their own learning and development through an ecosystem that allows them to learn when they want and how they want. To build an ecosystem there are some key components to ensure success!
Everyone is talking about digitalisation, but how is it changing the paradigm of learning? Are we really turning the principles of learning on its head? And most importantly, why should we care? Machine learning, artificial intelligence and digitalisation are changing the world in which we operate at breakneck speeds, and if we don’t act now, we will be left behind. What do you need to do right now? Where do you invest? What does this look like? And how do you respond to the challenges in a practical way?
In this critical presentation on successful digital transformation, Mike Perk challenges the notion of focusing on digital skills as a way of building greater digital competency in the workplace of the future.
Using Britain's greatest naval victory at the battle of Trafalgar, as a backdrop, Mike illustrates the critical area HR teams should actually be focusing on, in order to build that competency and win tomorrow's game.
Ask anyone that has ever tried to transform an organisation’s HR systems, processes and the subsequent adoption of these digital solutions; and they will all agree that it is really tough. Roadmaps are changing constantly as technology advances; vendors promise you systems that can do everything you never knew you needed; integration into the current landscape is mostly overlooked; implementing in agile, waterfall or free for all, comes with various challenges; customise or configure; outsource or build in-house – make change tough.
The challenges are tremendous. Now imagine doing this whilst the organisation is undergoing a demerger and this programme is competing with over 400 other projects. Competition for landing spots, resources and navigating a myriad of changes sounds impossible to achieve.
To improve the way that we identify successors for senior leaders and determine true potential in our business, we combined our annual performance management scores with results of robust psychometric assessments (covering a range of complex measures) and then correlated these results with Microsoft Office usage for 12 months. Interesting patterns emerged that have allowed us to find employees that are “hidden gems” as well as where possible obstructions exist in our talent pipeline. This fresh insight not only positively impacted our Talent Management processes but also assisted with determining Skills gaps, Strategic Learning and Development and sharpening our Talent Acquisition processes.
Developing an e-learning platform for a multibillion-rand company and its 470 sales representatives comes with its own challenges. Join Bruce Walker, the National Sales Capabilities and Development manager for Distell, as he shares his success story on how he effectively introduced the online learning project to his organisation; from inception to completion, whilst navigating through the various challenges along the way. His learning solution is accessible, engaging, relevant, and flexible. It transfers and tests a sales person’s key knowledge and skills. Whether you are from an HR or Learning background, you will find this success story interesting and informative, this presentation will assist you in navigating through the various challenges and hurdles you may encounter when developing your own eLearning.
The design of a diversified Learning Technology Ecosystem was informed by the rapid changing world of work, adult learning trends, consumer patterns and a diverse workforce with increasing expectations for continuous development.
This session will consist of:
Unfortunately, many online learning strategies start with someone buying technology (traditionally an LMS) and then building their digital strategy around the technology. To be really successful, though, you need to create your digital strategy first and then see what technology will support what you really want it to do.
Does a digital learning strategy mean that you are going to incorporate digital learning assets (videos, online learning, courses, blogs, articles, books) into how you help people learn? No, it requires a fundamental rethink in the role of L&D, how we deliver learning to meet business needs, and also how people learn.
In this session, Herman will present a case study on the creation, development and implementation of a conversational and educational Chatbot via textual methods (PoliBot) to assist the Aurum Institute in educating and assisting line management, specifically with the management of the Disciplinary Policy of the company. He will discuss the background and development phase of the project related to practical implementation and knowledge validation, as well as divulging into the instant delivery of information and process support on very structured policy processes and requirements.
The robot is the new sabre-toothed tiger, in that the idea of its existence threatens the existence of humans. This idea sends us into a fear-driven state, where we begin to behave in a survivalist mode, imagining the worst possible outcomes as we scramble to protect that which makes us feel safe, stable and reassured.
As a result, we cling even tighter to traditional ideas about jobs, to one-size-fits-all people practices, to the tried and the tested in hopes that these things will keep us safe.
But what if the real threat is not outside of us, but rather within us? What if I could show you how the robots will re-awaken the power of the human potential?
Artificial intelligence, machine learning, robotics, and automation are all key trends that are driving organisations to transform at a rapid pace. Often though, the people impacted by these changes are left behind. Anglo American Global Shared services is a division within Anglo American PLC whose purpose is to ensure that the learners experience through their learning lifecycle is as robust as the technology they use.
Anglo GSS provides a Global service for learning management, implementing policies, processes and technology that supports the group objective of reimagining learning. This presentation will demonstrate the role that shared services plays in supporting a learning ecosystem.