Josh Bersin Renowned Corporate Learning & HR Thought Leader and Analyst (USA)
Teresa Collis Culture & Capability Lead - Global Talent Acquisition Siemens AG
Joel Casse Global Head Leadership Development Nokia (GER)
Jennifer Candee Global Head of Talent Acquisition & Employer Brand Mondelez (UK)
Rashmi Sharma Global Learning & Wellbeing Lead - South East Asia & ANZ Unilever
Richard Gilhooly Head of People & Development New Zealand Rugby
Lisa Zweber-Smith VP Diversity & Inclusion Strategy MGM Resorts International (USA)
Dr Elizabeth Shoesmith Founder and CEO The Inclusive Foundation
Andy Longley Global Senior Director of Talent - Global Brands and Sales adidas
Sarah Brown Learning Strategist & Designer Google (SING)
Aman Dhaliwal Employer Brand and Talent Manager AA New Zealand
Lars Schmidt Founder, Amplify and Co-Founder HR Open Source (USA)
Laurent Sylvestre Chief People & Culture Officer Beca Group
Kirby Grattan Director - Organisation Capability Optus
Al Adamsen Founder & CEO Insight222 / PAFOW (USA)
Yannick Colot Regional HR Manager (Asia, Oceania, Middle East & North Africa) (Asia, Oceania, Middle East & North Africa), Shell
Ben Tuni Sr. Learning Experience Designer Subway®
Erin Kurchina Vice President, Tranformation KurMeta Group & Former CHRO (CAN)
Steve Fordham Managing Director Blackrock Industries
Melanie Barrett Regional People Analytics Specialist Nestlé
Martin Cowie Chief People Officer OMD Australia
Ryan Ghisi GM Global People Programs Xero (NZ)
Chris Long Workforce Strategy & Planning Lead Transport for NSW
Steve Ward Customer Solutions Director Candidate.ID (UK)
Christian Campanella HR Director Pernod Ricard Winemakers
Gillian Coutts Australian Country Manager Potential Project
Andrew Pollard HCM Program Manager APA Group
David Meere National Manager - Talent & Attraction Life Without Barriers
Andrew Daddo
Ceri Ittensohn Chief People & Culture Officer TAL Life
Sharon Draper Psychologist The Conscious Project
Paul Swain Head of People and Culture LaserClinics Australia
Gillian Sandison HR Principal Telstra
Christine Davall Head of Performance 7-Eleven Stores
Stacey Harris VP of Research and Analytics Sierra-Cedar (USA)
Deb Ward-Mackay Senior Health and Wellbeing Partner QUT
Liz de Berardis People & Culture Manager SummitCare
Koray Ipek Associate Director of Customer Service Optus Business
Brett Archer Capability Development Lead SBS
Andrew Scales Head of Employee Rewards and Systems Domain Group
Gareth Killeen Head of Learning Reece Group
Lyndon Ainsworth Learning Management Systems Manager eHealth NSW
Samantha Payne Co Founder & Managing Director The Pink Elephants Support Network
Sarah Moore Partner moore@work
Kimble Vowless Head of Learning ASB Bank
Natalie Faidley Careers Engagement Lead Chartered Accountants Australia and New Zealand (ANZ)
Alex Summerhill NSW Careers Engagement Manager Chartered Accountants Australia and New Zealand (ANZ)
Marc Cefai Senior Executive Performance - Reward & People Services Medibank
Daniel Murray Founder & Director Empathic Consulting
Chris Wood General Manager People, Performance & Culture Adelaide Football Club
Darlene Winston Head of People and Culture Secure Parking
James Laird Supervisor – Learning & Development (Instructional Design) New South Wales Rural Fire Service
Grant Schmidt Global Head of Culture & Performance GFG Alliance
Aviva Leitch Manager Projects Gilbert + Tobin
Louise Hope Director People & Performance Australian Film, Television & Radio School
Sarah Derry Senior Vice President Talent & Culture - Pacific Accor Hotels
Rebecca Tos Managing Director ANZ Merkle
Miranda Murray Fertility Coach
Josh Bersin Renowned Corporate Learning & HR Thought Leader and Analyst (USA)
Teresa Collis Culture & Capability Lead - Global Talent Acquisition Siemens AG
Joel Casse Global Head Leadership Development Nokia (GER)
Jennifer Candee Global Head of Talent Acquisition & Employer Brand Mondelez (UK)
Rashmi Sharma Global Learning & Wellbeing Lead - South East Asia & ANZ Unilever
Richard Gilhooly Head of People & Development New Zealand Rugby
Lisa Zweber-Smith VP Diversity & Inclusion Strategy MGM Resorts International (USA)
Dr Elizabeth Shoesmith Founder and CEO The Inclusive Foundation
Andy Longley Global Senior Director of Talent - Global Brands and Sales adidas
Sarah Brown Learning Strategist & Designer Google (SING)
Aman Dhaliwal Employer Brand and Talent Manager AA New Zealand
Lars Schmidt Founder, Amplify and Co-Founder HR Open Source (USA)
Laurent Sylvestre Chief People & Culture Officer Beca Group
Kirby Grattan Director - Organisation Capability Optus
Al Adamsen Founder & CEO Insight222 / PAFOW (USA)
Yannick Colot Regional HR Manager (Asia, Oceania, Middle East & North Africa) (Asia, Oceania, Middle East & North Africa), Shell
Ben Tuni Sr. Learning Experience Designer Subway®
Erin Kurchina Vice President, Tranformation KurMeta Group & Former CHRO (CAN)
Steve Fordham Managing Director Blackrock Industries
Melanie Barrett Regional People Analytics Specialist Nestlé
Martin Cowie Chief People Officer OMD Australia
Ryan Ghisi GM Global People Programs Xero (NZ)
Chris Long Workforce Strategy & Planning Lead Transport for NSW
Steve Ward Customer Solutions Director Candidate.ID (UK)
Christian Campanella HR Director Pernod Ricard Winemakers
Gillian Coutts Australian Country Manager Potential Project
Andrew Pollard HCM Program Manager APA Group
David Meere National Manager - Talent & Attraction Life Without Barriers
Andrew Daddo
Ceri Ittensohn Chief People & Culture Officer TAL Life
Sharon Draper Psychologist The Conscious Project
Paul Swain Head of People and Culture LaserClinics Australia
Gillian Sandison HR Principal Telstra
Christine Davall Head of Performance 7-Eleven Stores
Stacey Harris VP of Research and Analytics Sierra-Cedar (USA)
Deb Ward-Mackay Senior Health and Wellbeing Partner QUT
Liz de Berardis People & Culture Manager SummitCare
Koray Ipek Associate Director of Customer Service Optus Business
Brett Archer Capability Development Lead SBS
Andrew Scales Head of Employee Rewards and Systems Domain Group
Gareth Killeen Head of Learning Reece Group
Lyndon Ainsworth Learning Management Systems Manager eHealth NSW
Samantha Payne Co Founder & Managing Director The Pink Elephants Support Network
Sarah Moore Partner moore@work
Kimble Vowless Head of Learning ASB Bank
Natalie Faidley Careers Engagement Lead Chartered Accountants Australia and New Zealand (ANZ)
Alex Summerhill NSW Careers Engagement Manager Chartered Accountants Australia and New Zealand (ANZ)
Marc Cefai Senior Executive Performance - Reward & People Services Medibank
Daniel Murray Founder & Director Empathic Consulting
Chris Wood General Manager People, Performance & Culture Adelaide Football Club
Darlene Winston Head of People and Culture Secure Parking
James Laird Supervisor – Learning & Development (Instructional Design) New South Wales Rural Fire Service
Grant Schmidt Global Head of Culture & Performance GFG Alliance
Aviva Leitch Manager Projects Gilbert + Tobin
Louise Hope Director People & Performance Australian Film, Television & Radio School
Sarah Derry Senior Vice President Talent & Culture - Pacific Accor Hotels
Rebecca Tos Managing Director ANZ Merkle
Miranda Murray Fertility Coach

The Rise of Wellbeing and Employee Experience Takes Over

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.

The Top Actions for Australian HR and Learning Leaders to Get Ready for the Next Five Years of Disruption

Where to start? The next five years will hold radical, non-stop change for HR organizations around the globe – as well as their workforces. In this presentation, Josh Bersin will discuss the how HR professionals can prepare for disruptions coming from technology innovations, shifts in workforce demographics, new skills requirements, economic uncertainties, and more.

HR Technology – From Implementation to Adoption to Addiction and Beyond

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.

  • Implementation is not enough – (crowd source input live)
  • Successful adoption requires us to address people’s mindsets and behaviours
  • Is adoption, or even addiction, enough? (crowd source input live)
  • How do we build adaptive capacity so that change is second nature?

Transforming the Way We Lead - Developing the 21st Century Leaders

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

From MondeWHO to MondeWOW – the Pain & Pleasure of Implementing Global EVP

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…

  • Getting to agreement
  • EBP vs. EVP - pick your fights carefully
  • Socialise, redo, socialise, redo - does the pattern end and where is it necessary?
  • Integration into new global strategy, new leadership framework, values and mission
  • Localisation and transcreation strategy across 13 business units
  • Internal and external comms strategy

Mondelez Got Talent - Igniting CRM To Improve Hiring Capability

Bringing a CRM into a large global organisation is a complex challenge in itself. Whilst not unique, implementing large scale tech and engaging the entire TA team in utilising this from day one requires dedicated focus. "Start as you mean to go on" is a favourite adage of Jennifer's.
Find out what set apart the engagement strategy to truly embed this global platform and first year results.

· An overview of the MDLZ Got Talent! Competition
· Bringing modular interactive sessions led by "squads" with Squad leaders, names and competition elements
· Gaining active participation from Global TA COE leaders and CRM Superusers
· Leading with agility in a test and learn environment with phased approaches
· How we tracked KPIs with clear ROI
· Leading the pack with targeted talent pipelines at global, regional and business unit levels
· Our initial results, the next phase and hear how our plans mean learning / embedding never stops

Three take-away points include
1. Effective implementation of a CRM on a global scale with results
2. How to engage a TA workforce through implementation and adoption
3. Measurement and fulfilment, what works, what successes can be achieved and what is next

Future-Fit Learning: Making the Transition from ‘Tech Enabled’ to ‘Digital’ - Lessons from Unilever Experience

Industries, business models and consumer behaviors are changing faster than we can keep up…thanks for digital disruptions. Only way to be ahead of the curve is to constantly learn at a faster speed than we used to. Tech-enabled learning has made things easier, but the real game changer is the ‘digital learning’: how do we get people to use our online learning to solve business problems? It is a mindset as much as it is about tech and needs to be laser-focused on solving the real performance road-blockers of business.

• Future proofing L&D- Why L&D needs to become ‘Cool’
• Understanding the Modern Learner: What do they need? (Interactive)
• How to Enable learning for performance, not for knowledge
• Our Road Test: Key successes, failures and ‘Watch-outs’
• Our journey of using data in Learning
• Business Impact; Link between Learning & Wellbeing

Three key takeaway points include;

1. Key steps towards starting Digital Learning Journey
2. How to get employees to adopt digital learning & become agile learners
3. Understand how to implement digital learning in an agile manner

Changing the Culture of Rugby with Courage and Vulnerability

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.

Leveraging Diversity of Thought to Drive Innovation

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

Labels are Divisive and Morning Teas Don’t Help

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.

  • 41% more revenue is earned by teams where women and men are equal. And this isn’t just about hitting your 50:50 gender balance target.
  • 20% of employees live with a disability and are overlooked consumers. Inclusive design thinking could be your solution to increasing your market share.
  • Companies leading the way on disability inclusion are 2x likely to have higher shareholder returns. The reason ‘why’ isn’t what you might think.
  • 67% of job seekers evaluate a company’s diversity practices before accepting a job offer. You could be in a continuous loop of exclusion.
  • 57% of employees think their companies should be more diverse. This number is flawed because you’re asking the wrong people.

What the World of Elite Sports Can Teach Organisations About a True Performance Culture

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.

Building for the Future: Using Urgency, Storytelling and a Great Plan to Overcome Fear, Uncertainty and Doubt

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.

  • Context: when Google’s team realised they needed to change and why
  • Challenges: finding the right time, structure and people, and convincing stakeholders
  • Underlying psychology: people fear the unknown (the future = unknown). This aversion manifests as FUD (fear, uncertainty, doubt)
  • How you can help: Use USP (urgency, storytelling, a plan) to overcome FUD

 

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.

Building a Talent Function from the Ground Up

Hear how Aman and his team have created an intentionally designed people and technology process that radiates out from the core values of the employee value proposition. Learn why they prioritised their needs after a thorough analysis, programming a roll out of technology and process to meet their goals. A key element of this project meant that NZAA used data and key measurements to act with intention and anticipate their evolving needs, helping them to overcome many of challenges.

Some of the key learnings from the session;

• Be clear what you are trying to achieve
• Do the upfront work around needs analysis
• Plan carefully, ensuring you always keep the user experience at the heart of all decisions around process and technology

The Future of Employer Brand

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.

It's Time For a New Era of Human Resources - 21st Century HR

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.

Leading with Impact in a Time of Change

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

The Optus Digital Learning Journey – Simple, Intuitive & Personalized

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

People Data for Good: Balancing Human & Business Needs in the Age of AI

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

Empowering Performance by Creating Exceptional HR Experiences

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’.

  • Translating strategy and purpose into a compelling case for change with clear directions
  • Creating the right organisational structure and implementing the technology to support delivery
  • Building capability to create a ‘wow’ factor from the start
  • Developing a 'can do' mindset with focus on continuous improvement and ‘learning every day’
  • Creating a culture of highly-engaged HR professionals and a thriving vibrant community
  • Ensuring business impact and value creation/protection is at the heart of everything we do

Designing Learner Centered Products at Scale

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

Innovate You - Design a Life Of Meaning and Value

Are you working towards a life that is full of activities or a life that is full of meaning and value? Do you feel you are making an innovative contribution in our ever-changing world? What if you could tackle your problems and design a well-lived, meaningful and significant life relative to your work, your health, your play, and your relationships?

Designers create experiences and products and solve problems using a methodology called design thinking. Look around your office or home – at the smartphone you may be holding, the chair you are sitting in, or the coffee mug on your desk. Everything in our lives was designed by someone. Every design starts with a problem that a designer or a team of designers seeks to solve. You can employ the same methods used to create amazing products to your life! You can take control of your life, live with intention, reinvent yourself and ensure that life does not just happen to you.

This session will explore why many of our deep-rooted beliefs about life are dysfunctional and limit our success, and it will reveal the mindsets, skills, frameworks, and tools needed to tackle your biggest design challenge. It will highlight resources for enhancing self-awareness so that you can better understand who you are, what you believe, and what you do. You will learn how to innovate you and unlock the secret to building a life of meaning and significance.

The Power of Social Inclusion & Diversity … If You Dare

Steve Fordham will share the astonishing success of his multi-million-dollar company within 20 months, built on the principles of equity, diversity, inclusion and business viability. Come learn a little about the successes and challenges of Blackrock Industries, and how Indigenous, women and inmate employee diversity have a direct correlation to the success of the business. You’ll leave knowing that making a profit, having a purpose and integrating values are not mutually exclusive.

• How do you ensure you include social and diverse suppliers not just the big suppliers?
• How do you help your indigenous and diverse suppliers to be competitive in markets to set them up for success across multiple areas?
• How can you challenge yourselves to increase the positive impact of your business on the broader community?

Using Organisational Network Analysis (ONA) to Understand How Work Really Gets Done

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

The Ex Strategies That Have Made OMD a Great Place to Work for 11 Years in a Row

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 4th 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

Flexibility + Tech: the Silent Enabler of a Great Workplace

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

How We Are Re-Imagining our Future Workforce

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

The Humans Versus The Robots in Candidate Experience

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…?

Some key learnings include;
1. A better understanding of the opportunities with tech and providing an excellent candidate experience.
2. A better understanding of candidate behaviours in the digital age and how we need to learn from
3. How do we adopt technology appropriately, and measure performance.

Developing a Magnetic Content Strategy for Talent Pipeline Attraction

In the UK, the Forum for Inhouse Managers annual reports have listed ‘Talent Pipelines’ as one their 3 biggest challenges for 5 years in succession.

Talent Pipelining is a unique skill in recruitment, and first time in the last 12 motnhs, we are seeing ‘Talent Pipeline Manager’ as an emerging job title.

This talk will walk through the ‘how to’ of Talent Pipeline management and success and provide case studies.
• The challenge facing Talent Pipelining
• What constitutes a Talent Pipeline as opposed to a Talent Pool?
• How do we adopt a Talent Pipeline strategy?
• What part does Content play, and how should we plan and tailor accordingly?
• Is technology an answer?
• What are the success measurements of strong Talent Pipeline management?

Some key learnings include;
1. A grasp on how Talent Pipeline management can be successfully adopted.
2. Very much a ‘how to’ on creating a content strategy to support the recruitment and talent attraction effort.
3. Ideas on personalisation and successful engagement with large groups of talent to drive quality and engaged inbound talent flow.

The New HR Leader – What next for the CHRO?

The world of work today provides new challenges for the 21st-century HR leader. Today’s CHRO requires a broad skill set to help their organizations navigate increasingly complex global challenged. What improvements and skills are required to drive forward an organization, how do they reinvent HR as a strategic function essential to an organization’s success, while paving the way for the next generation of HR executives.

In this interactive panel led by Amplify Founder Lars Schmidt CHRO’s from leading companies will have a lively discussion on a range of topics including spanning the evolution role and community, what HR innovation means to them, what works in building inclusive teams, and strategies to employ which align people to organizational strategy.

Innovation Burnout: How to Upgrade Your Mind’s Operating System

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

Defining the Value of HR Tech and the Appropriate Investment Horizon

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 a Revamped HR Tech Stack is Delivering Great Results in the Not-for-Profit Sector

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”

HR + L&D Tech Fest Host

Thrilled to announce that Andrew return as this year’s MC. And by POPULAR DEMAND! In fact, an overwhelming request from our HR + L&D roundtable groups earlier this year was “please bring Andrew Daddo back to host Tech Fest’.

Energetic, enigmatic and witty, Andrew's managed to have a crack at just about every aspect of the entertainment industry, probably more out of necessity than by design. He's appeared on TV – some good, some great and some entirely forgettable, presented radio programs, podcasts, appeared on stage and a long, long time ago, even made a few movies.

Maybe best of all, Andrew's an accomplished author. He's written 27 books of various sizes, weights and colours. Picture books, chapter books, short story collections, novels and a vague biography - he's hard to pin down. He also talks up literacy in schools across Australia. What's next? Time will tell, but given the history, it could be anything.

The New HR Leader – What next for the CHRO?

The world of work today provides new challenges for the 21st-century HR leader. Today’s CHRO requires a broad skill set to help their organizations navigate increasingly complex global challenged. What improvements and skills are required to drive forward an organization, how do they reinvent HR as a strategic function essential to an organization’s success, while paving the way for the next generation of HR executives.

In this interactive panel led by Amplify Founder Lars Schmidt CHRO’s from leading companies will have a lively discussion on a range of topics including spanning the evolution role and community, what HR innovation means to them, what works in building inclusive teams, and strategies to employ which align people to organizational strategy.

Don’t Lose the Human In Your Workplace – Authenticity, Connection & Trust

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

The New HR Leader – What next for the CHRO?

The world of work today provides new challenges for the 21st-century HR leader. Today’s CHRO requires a broad skill set to help their organizations navigate increasingly complex global challenged. What improvements and skills are required to drive forward an organization, how do they reinvent HR as a strategic function essential to an organization’s success, while paving the way for the next generation of HR executives.

In this interactive panel led by Amplify Founder Lars Schmidt CHRO’s from leading companies will have a lively discussion on a range of topics including spanning the evolution role and community, what HR innovation means to them, what works in building inclusive teams, and strategies to employ which align people to organizational strategy.

Overcoming Complexity and a “Customisation Mindset” To Deliver A Successful Change Journey

Telstra’s three-year strategy to become the leading technology company in Australia requires world class HR processes and technology to enable and empower it’s people. Telstra assessed its HR technology landscape in 2016, identifying a fragmented and complex landscape. In 2017, Telstra established the HR Digital Transformation program to deliver the largest Workday implementation in the Asia Pacific region – all HR modules to more than 77,000 people across over 20 countries globally.

This introduced an unprecedented change in human capital management for employees at Telstra, consolidating over 40 systems into one simple digital solution. HR had never undertaken a change of this size and scale. Managing the change across the workforce and global footprint was the most critical activity for achieving success.

• Understand the critical success factors in a successful HR Technology change
• Moving from strategy to delivery - coming back to reality!
• Driving a collective sense of ownership and sponsorship across HR teams
• Experiencing the future through hands on ‘simulation’
• Keeping up with organizational change throughout a long journey
• The aftermath, adoption, and setting up for the future

Key take-away points include;
1. Build the change journey around “experiencing the future” but get the basics right
2. Use an audience centric approach to change – identify employee segments and personas to ensure effective change management
3. Establish the future capability for change within HR and out to the organization

Empowering the Mobile Workforce with Modern HR Technology

KPMG has been working shoulder to shoulder with 7-Eleven to transform their HR system. 7-Eleven are using Workday as their one source of truth, enabling our workforce to undertake day-to-day transactions for the entirety of the Employee life-cycle on the go.

This new technology has enabled 7-Eleven's rapid and agile HR Transformation, with a pre-configured target operating model, modern technology, leading HR processes and efficient ways of working. With 90% of the workforce being mobile, Workday's self-service and automation features were leveraged, empowering Team Members to own their data and Managers to make decisions. By embracing change 7-Eleven have transformed their organization, enabling them to make more informed decisions to drive the business forward.

Secrets to HR Technology Success: Research Insights on Achieving Business Outcomes

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.

  • Understanding the value of an HR technology ecosystem
  • Top five factors in achieving business outcomes with HR technology
  • The HR technology practices that don’t lead to business outcomes
  • What you should focus on in preparing your ecosystem for the future of work

Building a Better HR Together, Sierra-Cedar’s Approach To HR Systems Research

For the last twenty-two years, Sierra-Cedar has run the most comprehensive HR systems research effort in the industry, assessing the roadmaps organizations navigate and decisions they make regarding HR technology adoption, integration, processes, and people. Join the community of 17,000 + organizations striving for better outcomes and better insights through data.

Our research spans the globe, and in this session we’ll be presenting a unique look at insights gathered specifically from our Asia Pacific organizations alongside the global HR Technology trends. We’ll then hold an interactive discussion on research and benchmarking, how to evaluate research data, get the most out of participating, and elevate your own HR Technology career.

Creating a Healthier Happier Workplace at QUT

QUT has achieved and maintained Gold status "Healthier. Happier. Workplaces" a QLD Government recognition program and has achieved employer of choice status, UniJobs. QUT's successful integrated health, safety and wellbeing program adopts a partnering model; with HR, technology and relevant health stakeholders, to support the wellbeing of all employees, to promote an agile performance culture. Hear how they have used an integrated approach to develop a culture of wellness leadership, engagement and performance.

This has been achieved by influencing wellness leadership and supporting a network of dedicated Wellness Ambassadors, across all business areas, to build capability and engagement from the top down. QUT's Wellness Matters program offers a diverse range of health and wellness initiatives: including a 10 year partnership with Global Challenge, our flagship intervention, keynote and lunchbox seminars, health promoting events, annual health appraisals, targeted training and initiatives such as psychologist led workshops for men's wellbeing, Mindfulness and lifestyle behaviour change. By designing, developing and disseminating internal and external health and wellbeing resources via their digital workplace wellness hub.

Health and wellbeing are embedded, core business components for QUT which has evolved through a clear visions from QUT executive, committing resources and long term support, exemplified by a Blueprint priority for student and staff wellbeing, sustained financial commitment, leading by example and encouraging others.

Putting People at the Centre of Care - A Holistic HR Transformation in Progress

Over the course of a year, Summitcare has introduced its first in-house, dedicated People & Culture function in its 60+ year history. First job? Introduce an HRIS, Scheduling, Time & Attendance, Talent Acquisition, Performance Management and Payroll solution. Mid-launch, results are still in the making, but the increased transparency and accountability is already yielding change. Moreover, the business has proven to itself that it can carve its own path, despite extraordinary industry disruption. That breeds confidence for the future.

While the business may be new to tech innovation, there is a long-established culture of collaboration and a deeply entrenched values framework. A multidisciplinary team, strong executive sponsorship and excellent, engaged project partners were key ingredients to our success.

Gather your tribe. Set your course. Work as one.

Re-Humanising Your Leaders in the Era of Automation & AI

Today's generation of employees are asking WIIFM. Optus was quite heavily focussed the following questions. How do we automate and what does AI mean for us?

We started people-centric conversations and Officevibe helped us 'keep it real' by constantly reminding us that the employee experience is something we must focus on also We created learning groups, more regular standups, embraced the feedback in OV to focus on change and both tactically and strategically found a list of initiatives emerge. Using Officevibe, Optus have been able to lift results in many business areas, bring the topic of people back to the table. We turned our business from focussing on what was good for the business and balanced it with what is also good for the people.

Leveraging Technology To Enhance The Learner Experience

SBS is one of the world’s most unique broadcasters with an extraordinarily diverse workforce. SBS are focused on creating amazing employee experiences, which includes the experience of workplace learning and development. In this presentation Brett Archer shares how SBS has utilised technology to enhance the learner experience alongside stakeholders and business units, which has resulted in SBS receiving multiple HR awards recognising their efforts.

  • The SBS approach to meeting the needs of our diverse learners
  • How we’ve leveraged technology to enhance the learner experience
  • What enabling organisational learning, rather than providing content, looks like
  • How to leverage technology to rapidly author learning
  • How we’re working with our stakeholders to co-create learning

 

Key take-aways include;

  1. Leverage technology to reach your learners
  2. Enable organisational learning, instead of just providing content
  3. Co-create learning with your stakeholders

Taking A People-First Approach to HR Technology Innovation: Why Employee Experience Was Key To Domain’s Approach

Having separated from Fairfax in 2017, Domain had just 12 months to roll off an existing tapestry of HR platforms and into their own, fully integrated HR technology environment. Critically, they were looking for a contemporary, digital HCM solution that could improve employee experience and build a people-centric culture.

Andrew saw this not just as the implementation of a new system, but as an opportunity to evolve the organisation. In this session, Andrew will share how thinking of his people like his customers was key and how you can adopt similar strategies to ensure your project’s success.

• Turning a burning platform into an opportunity for HR cultural change
• The value of thinking of your people like your customers
• Working with your vendor and partner to develop a solution roadmap
• How we delivered in a 6 month implementation timeframe

Key take-away points include;

1) Think of your people like your customers: The value of taking a people-first approach to HR technology transformation
2) Be prepared to get creative with your solution: How to work with your vendor and partner to develop a solution roadmap that’s best fit for you
3) Don’t let anyone tell you it can’t be done: What you can do to fast track your HR technology implementation

Future Leaders Now. A Learning Experience Platform Driven by our Learners

Reece wanted staff to realise their full potential, addressing a requirement to overhaul learning strategy to improve accessibility, engagement and provide intuitive personalised learner content recommendations. A six-month series of Design Labs involving a wide range of employees were run using human-centred design techniques to better understand pain points and challenges, as well as hopes and aspirations when learning. This led to the creation of a ‘right-for-Reece’ learning experience platform (LXP) and a new future proofing leadership development initiative called ‘Future Leaders Now.’ The LXP was required to fully enable and empower a learning-in-the-workflow blended approach meeting the needs of busy retail leaders.

Adopting emerging technologies to form a total learning ecosystem, Reece has developed a visually exciting, fully interactive, cutting-edge blended learning product that is unparalleled in the market.

• Using human centred design practices to generate Reece learner insights
• Using these insights to co-design a blended learning approach
• Using these insights to design a learning experience platform enable this experience
• Building solutions with a continuous learner-centric approach
• Gains – what this has and will mean to the business
• Future – where we can take this to realise full potential and lead the way in people driven social learning

Key take-away points include;

1. Addressing learner needs for better business impact
2. The power of relatable learner content experience
3. Driving a socially led learning ecosystem to realise an always-on workflow learning culture

When Lives Are On The Line - Using A Centralised Learning Strategy To Drive Organisational Performance in a Large, Diverse, Enterprise Workforce

What kind of mission critical challenges does your organisation face in managing its training and development? For NSW Health, that is a daily balance of multiple competing priorities - all staff must be trained to do their jobs well and do them safely; career and developmental opportunities need to be provided to all staff with wildly diverse needs; a mandatory training policy from the Health Minister needs to be implemented effectively; the differing needs of hospitals and health districts across the state need to be catered for. And this needs to be managed daily for close to 300,000 people.

NSW Health has taken a centralised strategy in providing learning technology to its organisation. Diverse needs of its workforce and 27 Local Health Districts need to be balanced with public health and safety, organisational and Ministry objectives, and a limited operational budget and resources. Ensuring state-wide learning compliance, reducing the reporting burden and providing a consistent learning experience could only be done with a centralised platform and centralised governance.

In this session, we will cover the journey, the lessons and what we would have done differently, the challenges and what the future looks like.

The Pink Elephants Support Network

The Pink Elephants Support Network provides emotional support to those experiencing early pregnancy loss and fertility challenges, they offer empathy and understanding with meaningful connections to others experiencing a similar journey.

To date they have supported over 15,000 couples through their emotional support literature, online communities and personalised peer support program. When 1 in 3 women in Australia report an early pregnancy loss and 1 in 6 struggling to conceive chances are it is an issue affecting those closest to you. The Pink Elephants also supports healthcare professionals and workplaces to guide them in how best to provide empathy and understanding to couples going through this.

Fertility in the Workplace

The Pink Elephants Support Network are the chosen charity partner for HR L&D Techfest. Last year they identified that there is a lack of support offered to people facing the loss of a pregnancy or fertility challenges in work. Despite the fact that 1 in 3 Australian women will experience an early pregnancy loss in their lifetime and 103,000 couples a year report a miscarriage. Over the last year they have researched their community and are continuing to do so, using their research they have created their unique in the market Fertility in the Workplace program.

Purpose

This panel event is aimed at raising awareness of these important issues, and the support workplaces can offer to support their people.

Key Themes

● Understanding the issues – awareness of the emotional impact of early pregnancy loss and fertility challenges
● Explore the support women and men need through pregnancy loss and fertility challenges
● Learn about the external support available from The Pink Elephants Support Network
● Understand what your organisation can do to provide support
● Consider what you as a colleague can say and do to offer support

The New HR Leader – What next for the CHRO?

The world of work today provides new challenges for the 21st-century HR leader. Today’s CHRO requires a broad skill set to help their organizations navigate increasingly complex global challenged. What improvements and skills are required to drive forward an organization, how do they reinvent HR as a strategic function essential to an organization’s success, while paving the way for the next generation of HR executives.

In this interactive panel led by Amplify Founder Lars Schmidt CHRO’s from leading companies will have a lively discussion on a range of topics including spanning the evolution role and community, what HR innovation means to them, what works in building inclusive teams, and strategies to employ which align people to organizational strategy.

Future Fit Learning at ASB

Financial institutions worldwide are rapidly evolving and adapting to the new normal of a VUCA business environment. Non-traditional competitors, open banking, and increasing regulatory scrutiny are all part of this mix. To compete and stay relevant to our customers, ASB has recognized that its people will continue to be differentiator in this market. This brings exceptional Employee experience to the forefront and with it the challenge of creating a culture of continuous learning, adaptability, and focus on future capability. ASB has embarked on an ambitious journey to create a learning environment that underpins and enables this strategic focus.

• The components of ASB’s employee-centric learning environment
• The role of digital learning
• Build or buy? Partnerships and L&D capability building
• Humanising the workforce

Key learning take-away points include:

1. Key elements needed in your own organisation’s learning environment
2. Understand where to invest in digital learning solutions, and where not to
3. Being able to decide what partners are needed, if any!
4. The importance of the humanness of your workplace

Embracing HR Innovation & Technology to Transform Unique Intern Programme For Elevated Success

CA ANZ’s unique Achiever Programme connects accounting students with employers who want well-rounded, quality business and accounting candidates. It’s both popular and highly regarded, but 4 years ago, they nearly pulled the plug on the programme. The process was manual and arduous, leading to frustrations from both students and employers, and intense workload for the CA ANZ team.

Fast-forward to 2019, and the programme has been re-imagined via the introduction of innovative HR techniques and new HR technologies to streamline the process, reduce manual workload, and create enhanced, more robust matching between student interns and employers, preparing them for the jobs of tomorrow.

• How to build a successful intern programme and lessons learned along the way
• How to use innovative HR tech solutions such as game-based assessments to improve selection, and enhance the candidate experience
• What to consider when introducing new HR Tech to an existing process
• Tips on a successful HR Tech vendor partnership
• Why we believe the right fit is more important than academic results – and how to measure it using innovative tech

Three key take-away points include;

1. How to use innovative HR tech solutions such as game-based assessments to improve selection, and enhance the candidate experience
2. What to consider when introducing new HR Tech to an existing process
3. Why we believe the right fit is more important than academic results – and how to measure it using innovative tech

Embracing HR Innovation & Technology to Transform Unique Intern Programme For Elevated Success

CA ANZ’s unique Achiever Programme connects accounting students with employers who want well-rounded, quality business and accounting candidates. It’s both popular and highly regarded, but 4 years ago, they nearly pulled the plug on the programme. The process was manual and arduous, leading to frustrations from both students and employers, and intense workload for the CA ANZ team.

Fast-forward to 2019, and the programme has been re-imagined via the introduction of innovative HR techniques and new HR technologies to streamline the process, reduce manual workload, and create enhanced, more robust matching between student interns and employers, preparing them for the jobs of tomorrow.

• How to build a successful intern programme and lessons learned along the way
• How to use innovative HR tech solutions such as game-based assessments to improve selection, and enhance the candidate experience
• What to consider when introducing new HR Tech to an existing process
• Tips on a successful HR Tech vendor partnership
• Why we believe the right fit is more important than academic results – and how to measure it using innovative tech

Three key take-away points include;

1. How to use innovative HR tech solutions such as game-based assessments to improve selection, and enhance the candidate experience
2. What to consider when introducing new HR Tech to an existing process
3. Why we believe the right fit is more important than academic results – and how to measure it using innovative tech

Supporting People From The Inside Out – Medibank’s Digital HR Transformation

With core HR issues across onboarding, reporting, payroll and time, Medibank was faced with limited real-time data to make decisions, as well as difficulties with position management, an inconsistent leave process, as well as multiple pay runs and employee profiles.

In this session, Marc will concentrate on the following issues;

• Business challenges that prompted Medibank’s HR Transformation
• The journey – the past 18 months of Medibank’s transformation
• Life after Medibank’s Big Bang SAP SuccessFactors transformation
• How Medibank is able to achieve a double- and triple-digit reduction in time spent on key HR tasks

Three key learnings will include;

1. Prioritize process optimization and payment integrity
2. Strong change management is critical
3. Preparation is key

Moments of Understanding: How Empathy Drives Performance in a Complex World

As businesses become more digitally focused, we are interacting more, but with far less depth. Hundreds of emails, chats, social media posts and shortened meetings are resulting in more noise but less engagement and understanding. Businesses need to build processes, systems and tools to teach empathy as a business capability to drive performance. This session will show you how. With simple models, engaging stories and refreshing simplicity, Daniel will unpack the basics of empathy and leadership to help your people build understanding and drive real outcomes.

Digitising HR – Adelaide Football Club Crows share their HR Transformation Journey

After years of dealing with antiquated systems and manual processes the Adelaide Football Club decided it was time to change. They began the search for a new HRIS solution that would provide a great user experience for their staff and empower managers to lead their teams. In this session Chris Wood, General Manager People, Performance & Culture will share:

• Process of selecting a new HRIS
• Getting buy-in for HR Tech
• How to setup a HRIS project for success
• Key lessons learned along the way

Change Management and HR Leadership is key to HR Technology Utilisation

Secure Parking had Humanforce’s back-office product installed for almost 5 years – but without processes to manage operational change, the technology was under-utilised and it’s benefits not being felt across the business.

This presentation, led by Darlene Winston, explores the importance of effective change management when on-boarding a new technology.

New technologies and systems are never going to be a one-size-fits-all - naturally some employees will find harder to adapt to than others. Implementing technology gives HR Managers the opportunity to better engage their workers, as well as eliminate costly manual processes.

-Secure Parking – an introduction, the HR situation 10 months ago
-Methods used to identify/locate problem areas, process of coming up with solution (ref. item 6.1 Articulating the Why)
-Fixing the problem, methods for getting a team on-board (Item 6.4 Developing a Clear Roadmap to Gather Support)
-The results for Secure Parking – what can technology do for HR teams if done right
-The place for innovation in HR leadership and HR Management

Three key take-away points include;

1. Look at technology as any other HR process – it’s not going to automatically revolutionise your business, the transition needs to be managed in order to get the best result
2. How to lead HR teams through change, from identifying the core of the problem through to on-going reviews and continuous improvement
3. The other benefits of technology – the process of change management in fostering employee engagement and innovation

Teenagers to Retirees – Meeting Crucial Diverse Learning Needs!

In an organisation whose workforce comprises of 70,000+ volunteers, spans an entire state, ranges in age from teenagers to retirees, comes the challenge of meeting their individual L&D needs; diverse needs to say the least! Tie into that the business needs of the Service and you might think that is a little daunting.

In this presentation, you will hear how the Learning and Development team tackles these challenges by;

• Using technology to reach our learners
• Diversifying training package delivery and assessment
• Improving learning outcomes and engagement

You will also learn about how the NSW RFS L&D team can share real world experiences and turn them into engaging learning tools in both a cost effective and time effective manner.

How Technology Can Be Harnessed to Empower People to Transform Culture at Scale

GFG Alliance is a group of company operating in one of the oldest and least progressive industries and working cultures around – Steel making. GFG wants to shake things up! How is GFG managing growth from a handful of employees to more than 35,000 in less than [5] years and planning to transform the cultures of a disparate and often distressed set of businesses with hundreds of sites spread across 4 continents. While technology is playing a vital role in their plan for culture transformation, it is only a means to an end of a very different kind.

- What property of culture can be transformed at scale?
- How might technology play a role enabling scalable culture-change at speed?
- Why technology is only a means to an end of a more potent kind?
- What business impact does the promise of technology-enabled culture transformation offer?
- What simple things can we do at this conference to ‘change the game’?

Three key take-away points include;

1. Culture transformation at scale and speed is a possibility
2. The power of technology to change culture is only as good as its ability to change people
3. If you are serious about culture change, place some big bets on technology that can help your people be more not less human

Data - How To Find, Capture And Use It To Drive Strategic Change

Compelling data is an essential feature of any persuasive business case - so it’s critical that you understand what data you have (and what you need), have reliable systems in place to collect it and that you can interrogate and present it in a powerful way.

The way you collect and manage your employee’s data throughout their lifecycle is also an increasingly important feature of your employee experience. From getting the basics right, to enabling simplification and automation and then predicting behaviour to differentiate their experience – data is key.

This session will cover:

• Understanding your data landscape
• Mapping data collection points throughout the employee lifecycle
• Using data to answer business questions and prove (or disprove) hypotheses

What you will learn:

• Data is your greatest asset
• You probably have more data than you realise
• You don’t need a dashboard

Embedding Creativity and Soft Skills Within Your Organisation

Technological advances and demographic shifts are changing the way that we work and how HR operates. In this session Louise will examine how technology is disrupting roles within their business; start to identify the roles in the workplace most likely to be disrupted over the coming 5-10 years; plan to embed the most critical skills required for the future; examine the future workforce and the skills required to bring a multi-generational workforce together effectively; and examine how our role must evolve in a digitally disrupted future.

• Overview of current state of play re: automation and innovation
• How can we plan and forecast for a future that is evolving as we speak?
• What will the future workforce look like?
• How HR itself must evolve

Three key take-away points;

1. How AI, automation and technology is changing the way we work
2. Develop a plan to embed creativity and creative thinking within the business
3. Learning the skills to manage a multi-generational workforce

Getting to the Heart of Goliath (a Giant–Sized Transformation Story)

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.

  • Journey powered by the people, for the people
  • Bring purpose back!
  • EMO AF is Emotional and Fun!
  • Energy is the centerpiece
  • It is what you call it!
  • Powered by leadership

Fertility in the Workplace

The Pink Elephants Support Network are the chosen charity partner for HR L&D Techfest. Last year they identified that there is a lack of support offered to people facing the loss of a pregnancy or fertility challenges in work. Despite the fact that 1 in 3 Australian women will experience an early pregnancy loss in their lifetime and 103,000 couples a year report a miscarriage. Over the last year they have researched their community and are continuing to do so, using their research they have created their unique in the market Fertility in the Workplace program.

Purpose

This panel event is aimed at raising awareness of these important issues, and the support workplaces can offer to support their people.

Key Themes

● Understanding the issues – awareness of the emotional impact of early pregnancy loss and fertility challenges
● Explore the support women and men need through pregnancy loss and fertility challenges
● Learn about the external support available from The Pink Elephants Support Network
● Understand what your organisation can do to provide support
● Consider what you as a colleague can say and do to offer support

Fertility in the Workplace

The Pink Elephants Support Network are the chosen charity partner for HR L&D Techfest. Last year they identified that there is a lack of support offered to people facing the loss of a pregnancy or fertility challenges in work. Despite the fact that 1 in 3 Australian women will experience an early pregnancy loss in their lifetime and 103,000 couples a year report a miscarriage. Over the last year they have researched their community and are continuing to do so, using their research they have created their unique in the market Fertility in the Workplace program.

Purpose

This panel event is aimed at raising awareness of these important issues, and the support workplaces can offer to support their people.

Key Themes

● Understanding the issues – awareness of the emotional impact of early pregnancy loss and fertility challenges
● Explore the support women and men need through pregnancy loss and fertility challenges
● Learn about the external support available from The Pink Elephants Support Network
● Understand what your organisation can do to provide support
● Consider what you as a colleague can say and do to offer support