One of the biggest trends in employment is finding ways to make work easier. In this hot job market employees are quitting jobs in record numbers, and studies show that voluntary turnover rate is now over 15%. At the same time, people are working more hours, undergoing more stress, and feel less productive than ever.
In fact, productivity in all mature economies is slowing (output per hour worked) and most economists can’t even agree on the cause. Josh believes much of this is just the shift to new digital ways of work, but it’s clear from all his research that much of this is our companies adjusting to a highly networked, contingent, always-on way of getting things done.
In addition, corporate well-being is a bit of a crisis. A holistic view is required. We can’t just “bandaid” over poor management practices, lack of flexibility, unclear goals and rewards, or inflexible work conditions. Wellbeing is a management problem, ranging from a focus on health and wellness to a focus on productivity, purpose, and financial security.
For the HR community, this is a wonderful mission to champion.
Josh Bersin is a world-renowned thought leader and analyst in HR, corporate learning, talent, recruiting, leadership, technology, and the intersection between work and life. He is a popular blogger for Forbes.com, the Huffington Post a top LinkedIn Influencer.
Imagine skiing down a steep run. To increase your chances of success, you need to counter-intuitively lean forward into the slope not backwards and away from it. Now imagine a fast-paced world where work is increasingly knowledge-based, the workforce is multi-generational, well educated, informed and has different expectations.
In a similar counter-intuitive way, leaders need to let go of the traditional command, control and directive approach to succeed. This is easier said than done even when leaders rationally get it. What can business do to create 21st century leadership?
Understand the forces behind the resistance. Don’t delay, start with your next gen leaders, review programs and vendors, tap into online solutions and more…
• Establish the context in which leaders need to lead
• Review traditional leadership styles and question those assumptions
• Share evidence from 360’s, insights and talent calibrations to show how deeply we’re anchored the traditional approach
• Make the case for new leadership approach
As organisations grow, and work increases in complexity, L&D teams are needing to rethink how they meet the needs of their learners. Increasingly, they need to deliver multi-modal, personalised, moment-of-need development opportunities, and do so at scale.
For many L&D teams, doing this requires a shift in not only what they deliver, but also how they deliver it, potentially constituting a monumental change in their identity. How to materialise and land this identity shift will take both time and headspace - resources that are increasingly hard to come by, as teams struggle to deliver on current organisational needs.
This two-part presentation will cover how Google’s People Development team is tackling this challenge, addressing the change management process we went through in creating our future-oriented research and design incubator.
In this session, participants will learn three tools to help them activate change within their organisations. Specifically, they will learn how to help those around them navigate their fear, uncertainty and doubt about the future, using the tools of urgency, storytelling and planning.
Examine the seven success stories of the Accor Transformation Journey they called “The Heartist Journey”. Often referred to as a giant in the hospitality world, Accor has been on a journey of transformation, acquiring various brands, each with their own culture, moving towards a brand new augmented hospitality approach.
The Heartist Journey has given everyone a new starting point, a unified starting line to build a culture on truly human principles. We’ll explore exactly how we have achieved some amazing results.
Mondelez was formed as a new company in 2012 with a split from Kraft. Even with 90K employees, seven years later, people still didn't know who or what the company was about. Learn how they "made it happen" with a new global EVP - the pitfalls, the migraines and the sweet success…
For 125 years, rugby has been the sporting backbone of NZ 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.
Challenges cannot be solved using the same level of thinking that produced them. To find creative and innovative solutions to traditional problems, we must consciously seek out new voices, new ideas and new methods of problem-solving. Join this session to hear how a global entertainment and hospitality company has embraced a repeatable process for human-centered design thinking built to leverage diversity of thought.
Learn about and begin to apply a method/toolbox that drives innovation. This highly engaging and interactive session is designed to build knowledge of proven innovation tools and to help you understand how to identify and leverage diverse styles, voices, and thinking to ensure multiple perspectives are considered during the problem-solving process.
• Understand why leveraging diversity of thought leads to better solutions
• Learn the practical and proven method for innovation and design thinking
• Apply your learning as you work with others to solve operational challenges
• Leave with a toolbox of repeatable processes, steps, techniques and tools to enhance inclusion and drive innovation
Building an inclusive organisation isn't just beneficial; it's a major factor of success in the modern business landscape. Organisations that seek, embrace, and empower diversity will have several very real advantages over their competitors. But we must be clear this is not just about building a diverse workforce, nor is it going to happen by having morning teas that celebrate difference. To benefit from the advantages of diversity and inclusion, your organisation needs to incorporate truly inclusive practices and behaviours in the way you do business.
The 4th industrial revolution, increasing volatility of industries and novelty of job roles is resulting into a changing skills landscape. The skills required to excel in any job role five years ago is quite different from what is required today.
More and more leaders now believe (backed by research) that an organisation with a learning agile workforce has higher employee productivity and profitability.
As HR drives this agenda, a lot of us started with pushing learning platforms to employees to make the organisation more learning-agile. But there is so much more to do!
Rashmi will help reframe agility. She will show you how learning agility is really a mindset – and that a learning agile individual and a learning agile organization are two separate concepts. HR professionals must build BOTH and they are different strategies.
Rashmi is deeply passionate about building a strong capable leadership pipeline which can tackle the competitive changes in Asian landscape. Prior to leading Learning and Wellbeing at Unilever, she consulted for IBM and Aon on unlocking people potential. She was the only HR professional to be nominated as one of the top 10 women on the Economic Times Young Leaders List and she is a TEDx speaker. At her core, she follows minimalism (except for her only obsession: Books!) and is on a lifelong quest for structured serendipity & spirituality.
The field of employer brand is transforming how leading companies build winning talent strategies. No longer an experimental luxury, employer brand is now a foundational element of how companies attract and retain talent.
In this highly interactive and engaging session, author and industry-leader Lars Schmidt will guide you through the evolution of employer brand with a focus on what's now and what's next - from AI to augmented reality. He'll share case studies and examples from companies who are leading the way and lead a lively Q&A to answer all your employer brand questions.
Lars is the founder of Amplify, an HR executive search and consulting firm that helps companies like SpaceX and Hootsuite navigate the future of work. In 2015, he cofounded a not-for-profit aimed at democratizing access to modern HR practices - HR Open Source (HROS.co). HROS is a (free) global community of practitioners who collaborate and share learnings to prepare themselves, and their organisations, for the future of work.
The field of HR is at a turning point. The days of transactional personnel are numbered. A new model of HR is emerging that is crucial to organisational transformation and growth. A model built for the 21st Century, driven by data and business acumen, and deeply linked to business strategy.
This interactive session, led by 21st Century HR Fast Company contributor and podcast host Lars Schmidt, will spotlight key elements of a modern HR function. It includes tips on how HR leaders can stay on top of emerging technology and trends - ensuring they evolve with the industry and future-proof their careers.
Every moment of every day you, your colleagues, and workers around the world generate data. Such data are now being gathered and analyzed faster and more effectively than ever before. Confidence-inspiring stories are thus emerging, stories that guide external recruiting strategies, internal development strategies, comp & ben programs, D&I initiatives, organisational designs, etc. This can be good. It can also be dangerous. Will so called “insights” perpetuate bias? Will they point in the right direction? Will they build or erode trust? This session will address these and other questions as we explore the ethical and responsible use of people data and analytics in the Age of AI.
• The current state of people data, analytics, and AI in HR
• Where we’re going over the next two years with people data
• Technologies, digitisation, & business transformation
• Human needs, wants, and trends
• Risks & opportunities in the year ahead
• 7 points to sound decision making with people data & AI
Three key take-away points include;
1. Understanding the risks and opportunities of using people data, analytics, and AI in HR
2. Understand how to build a sustainable capability within an organisation, one that balances the needs of the individual with the needs of the organisation
3. Understand how to scope, budget, and prioritise good projects and stop potentially bad ones – ones that may compromise the ethical use of people data, analytics, and AI
Today’s HR leaders face rapidly changing workforce environments that require management of an overwhelming amount of data. The business case for HR systems is no longer a debate, but figuring out how to use these systems to achieve business outcomes and create an HR technology ecosystem that is ready for the future of work is still a major question mark.
Stacey will share the secrets to HR technology success collected from over 14,000 organisations and 22 years of the longest running global HR System Survey in the market.
Optus had a relatively traditional learning approach which did not have scale, reach or cost optimisation. The learner journey was primarily reliant on face to face meetings with some eLearning thrown in. Our new business strategy is focused on Customer First and brings technology and customer centered solutions that are simple, intuitive and personalized. The Digital Learning Strategy for Optus has been created to reflect the Customer First / Employee First experience – leveraging fully blended digital and collaborative learning opportunities with Reflect, Learn, Teach and Share as the philosophy.
• Where was Optus starting point?
• The Business imperative and business case
• Key pillars to our strategy
• Key learnings – things we would keep / things we would do differently
• Key challenges
Shell’s purpose is to power progress together with more, cleaner energy solutions. Their objective is to become the number one energy company in the world. As part of this journey, HR embarked on a transformation with the aim to increase business impact, at lower cost whilst providing an excellent user experience. A key element of the new HR model was the creation of HR Operations.
84,000 employees and 15,000 line managers are supported from the Shell Business Operations Outfits in Kuala Lumpur, Manila and Krakow. Their aim is to ‘empower performance by creating exceptional HR experiences’.
OMD is a leading media agency with a workforce made up of largely Millennials with an average age of 29. We work within an industry which experiences a 7% vacancy rate and industry turnover is 36%.
We have experienced that employees expect more from their employer than just a job. They demand their employer provides a clear career path, expect to be able to work flexibly, employ a diverse workforce and work for the betterment of society. Otherwise they leave!
OMD’s people strategies have made them the 6th Best Place to Work in Australia and the No 1 media agency in Australia with an enviable employer brand. Our secret sauce is our focus on ‘Growth’
• Professional Growth – L&D and Careers
• Personal Growth – Health & Wellbeing, Mindfulness,
• Purpose Growth – Integrity, OMDonate, RAP
• Combined with a focus on listening and communicating:
• 5 annual staff survey
• Quarterly Business Reviews sharing progress on commitments
The very definition of flexible working has changed. It’s no longer about working from home (telecommuting) permanently, compressed working weeks, adjusted start / finish times or working part time. It's about recognising that employees want flexibility around how, when and where they work, as well as flexibility around their careers.
Ryan will demonstrate how to measure the success of flexibility initiatives and the importance of technology in enabling and supporting flexibility. Xero’s productivity tools are all cloud-based and enabled through single sign on. This means an employee can work in their office at their desk, on their laptop / phone on a bus, train or at the airport / library or at home on their own device.
Hear how true flexibility can lead to:
•increased productivity, efficiency and agility in the workplace
•an increase in satisfaction and engagement, wellbeing, balance, reduced stress, providing a sense of belonging and enables employees to be their authentic self
Many organisations struggle with genuine culture change. Mission/vision statements and core values are not enough.
adidas believe that leadership drives culture. And because culture drives behaviour, and behaviour drives strategy, adidas know that their people’ daily behaviours and habits have to be targeted through effective leadership to realise their strategy.
It is distinctly possible to replicate the proven methods from an elite athlete or sports team in the workplace to drive a high-performance culture. From his work as adidas, Andy will share:
• what the model of elite sports looks like for any organisation
• how we can all learn from sports and use this to improve connection to our people
• basic methods you can immediately introduce in your own organisation
Before joining adidas, Andy was Head of Recruitment at Emirates, responsible for attracting and selecting international pilots. He has an MSc in Applied Psychology and his extensive experience includes organisational psychology, talent acquisition, talent management, executive and employee coaching, diversity & inclusion, strategy and workforce planning. In 2010/11 he spent year as volunteer for the UN, monitoring international peace agreements in the Middle East.
Developing a single voice within a global organization is challenging. This is only harder when your design needs to work across multiple languages in a highly diverse franchise system. In this session, you’ll experience how training evolved into learning, how learning took on a whole new wardrobe, and how you do this at scale within a global organization. In this session you will receive a design methodology to assist you in create engaging, translation friendly global learning products.
• Product versus programs: make it something they want to use
• Bells and whistles: make it something that feels alive
• Designing for translation: Tips and Tricks to make flexible learning products
• Debunking myths about translation: what is localization
• Creating and maintaining a voice: product personality
Three key take-away points include;
1. Learning design needs to connect as much as with the emotional state/s of the users as much as it does need to achieve any learning outcome or business goal.
2. Translating your learning products doesn’t mean you’ll lose quality if you can localize your content first.
3. Consider what ‘personality’ their own learning products have, what makes that so, and if that is really what is needed to connect with their learners
A recent Gartner report suggested that only 50% of recruiters consistently enter accurate information in their ATS. The platform is running, recruiters have been trained, they know what to do – but they don’t do it. Why?
Implementing new technology is relatively easy with a comprehensive project and training plan. It can be complicated, but it’s a technical problem that most of us have successfully solved. Ensuring adoption of new technology is another matter altogether. It’s a complex adaptive challenge involving individual mindsets and behaviours.
Teresa will show you how Siemens are addressing this so that adoption of any new technology becomes second nature.
In this fast-paced environment, we all know that our decisions are increasingly critical. Beyond the knowledge of the context of your organisation and it’s change management capabilities, there are some very critical behaviours that we can display as leaders to make a powerful impact.
Hear what the future of work means for us in term of technology and automation. Therefore, it’s not only leaders who will have to be tech savvy (HR Leaders too) but “Human only/Human Centric” skills will be more important than ever, greatly impacting on our employee experience.
In this session, attendees will learn a critical model and the associated critical behaviours that will help them to be a more impactful leader.
• Why here, why now!
• About Beca and who we are
• Disclaimer: my talk is based on my personal experience
• A model to help you transform people in organisations
• Practical examples of behaviours to exhibit and how to grow as a leader to create maximum impact
With Technology advances changing demographics, and the growing influence of consumers and talent markets shaping the future of work, creating threats as well as opportunities. Hear how our team at Metro have used this shifting landscape as an opportunity to improve how work is done. Working through strategies with Technology, instead of being something that just happens to the workforce, the evolution of work and roles designed for the workforce to evolve our organization. Hear how emerging technologies can enable work to become more impactful and productive, increase decision-making capability, and better support the overall wellbeing of employees.
• Design a future that preserves the human element of work
• Learn to work with machines and robots to optimize collective impact
• Develop personas and profiles for the future workforce
• Augmented Workforce learning in the flow of work
• Toolbox that supports external outcomes and internal development
Technology is over-taking human capability, and the #BeHuman rhetoric is all well and good, but as humans, we have our limitations. This talk looks at where the robots win and where the humans stay in control.
•What constitutes the optimal candidate experience? (Case study)
•What does the candidate actually want?
•Is technology really better than human touch?
•Where does automation fit into the candidate journey?
•What options do we have in technology to help?
•Is AI real, in all of this…?
The world is changing, and workplaces need to adapt with it. Yet, they are still so behind when dealing with employee mental wellness. Focus is still on outcome instead of influence.
But what influences a person to thrive and perform at work?
The workforce is a dynamic integration of human characters. We need to keep each person healthy in order for the system to survive. This presentation identifies the research informing a healthy system. It strives to teach pivotal people creative and effective ways to connect each human in the dynamic system that is the workplace. How to understand relationships to build trust, boost morale and empower employee resilience and wellness to sustain a mentally healthy system. In this session we’ll examine;
• Courage to connect
• Communicating empathy for conflict resolution
• Building trust to lift morale
• Empowering a person’s agency
• Creating Rapport to Resilience
• Do as I do not as I say – helping leaders model the behaviour they want to see in the workplace
At Nestle we had a business problem many of you will be familiar with. Working on an org design / restructure project and wanting to make well informed org design decisions. We have enjoyed success using a technique called organizational network analysis, where we use data to map informal networks to understand how work is being done and decisions being made.
During major restructures, our HRBPs have been challenged on how they came to org design decisions when they don’t understand the work that an employee does in detail. Using data to supplement this decision-making process, enables us to make more informed decisions, as well as demonstrate to the business that we do understand and are able to be the strategic business partner they are looking for.
In this session we will examine;
- What is Organisational Network Analysis (ONA) and how it can benefit you
- The different ways ONA can be used to inform HR decision making
- A practical case Study on how Nestle used ONA to inform decisions on organisational design
In today’s era of perpetual burn-out, often we are too overworked to stop and ask ourselves the most important questions:
• What can we do to break the cycle of information overload, nonstop distractions and high-pressure always-on schedules?
• Do we need to accept this as the new workplace reality and continue to survive rather than thrive in modern day work environments?
Thankfully, the answer is no. Packed with practical strategies, we’ll demonstrate how training the mind can sharpen focus, reduce stress, and improve agility in change, all of which contribute to higher productivity levels and results for both individuals and organisations.
• Explore our default habits at work when we’re pressured, distracted and overwhelmed
• The impact on our brain and our attention – our most precious resource
• The impact on our capacity for change, learning and influencing others
• Neuroplasticity and the changing nature of the brain
• The potential of mind training in focus and awareness and the two rules of mental effectiveness
• Practical tools and tips to take away, including an app for training the mind
Three key take-away points include;
1. Learn how you can work differently so you are more focused, calm, and better able to manage your attention
2. Learn practical tools and techniques to put an end to ineffective multitasking, and other unhealthy workplace behaviors by applying mindfulness to every day work life
3. Build confidence in the link between deliberate mind training and measurable increases in productivity, effectiveness, and job satisfaction in many leading organisations
Investment in HR tech comes in cycles, we are in the middle of a buying cycle right now so how do I make sure I make the right investment over the right time period? Lots of time and energy is spent on looking at vendors, managing RFPs and creating business cases up front, but how much emphasis is put on managing your investment over time. The decisions made 2 years before go-live of your new HR tech may not be relevant across a 5 to 10-year investment period, you need to revisit, refresh, re-invest to make sure that you are getting the most value out of your asset and that might mean spending more over its life span to get more value back. You need to start with a business case that looks to add tangible business value over the investment period, rather than just focusing on costs.
•What’s the business problem / goal you’re aiming for
•Create the business case that gives, not takes away
•Understand price v value
•Try not to pick the next winner, unless it’s a winner for you
•Constant gardening, revisit your investment decisions often
Three key take-away points include
1.Learn how to define & articulate the value for HR Tech investment
2.Understand what’s the right time horizon for the investment
3.Hear experiences of how often you need to review the HR Tech investment
How many conversations have you had with friends and business associates where you competitively compared the "busyness" in your respective lives as if busyness was a virtue! Are you working towards a life that is full of activities or a life that is full of meaning and value?
You can control which direction you choose. You can learn to apply human-centred design thinking to your life and build a life filled with purpose, meaning, and joy.
This session will explore why many of our deep-rooted beliefs about life are dysfunctional and reveal the mindsets, skills, practices, and frameworks for life design.
Life Without Barriers is no stranger to high-volume recruitment – this year alone, the not for profit organisation will recruit over 2,200 people. With one in five new Australian jobs expected to be created in the community services sector, the challenge is handling this demand while finding the best people for the role who are values aligned. Recognising the need to attract talent with personable yet tech-enabled recruitment experience, Life Without Barriers revamped its HR tech stack with a best of breed recruitment solution that streamlines and optimises high-volume hiring while also managing engagement with Senior Leader and Corporate candidates. Seeking recommendations from those outside the not for profit sector, the organisation has created a seamless, unified HR tech stack that delivers results.
By not relying on just external technical capabilities, their HR Technology stack now includes both internal and external technologies. Seeking recommendations and feedback from the HR fraternity, not just those in our sector, has enabled us to select the best HR tech to meet our needs.
An end to end integration of our HR tech stack creating one candidate to employee experience. Using our strategic Talent Management Technology, we are providing one experience for our candidates, hiring managers and employees, whilst utilising other internal and external HR technology to deliver our processes.
If you take one take-away from the session its “Don't always look to your sector for advice on HR tech, don't limit your options”