23-25 May, 2017| Swissotel , Sydney, New South Wales, Australia

Plenary Day One: Wednesday, 24 May 2017

Day 2

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9:10 AM Keynote Presentation – Restructuring the L&D Function to Establish Strategic Business Partnerships and Technology’s Impact on Learning

Lori Ghezzi , Executive Director, Learning & Organisational Development APAC, Atlassian

Atlassian recently restructured their L&D function to reflect the modern learner and meet business needs. A key aspect of the restructure has been the integration of L&D into the HRBP model, bridging the gap in L&D’s capability to make informed strategic decisions. Greater workforce insight and more multi-facet engagement present the opportunity to rise to the Executive level and have sway in strategic decisions. 
  • Integrating L&D into the HRBP model and nurturing those business relationships  
  • Capable people in L&D who understand the “bigger picture” can make more informed decisions about business strategy, thus generating credibility and trust as a strategic business partner 
  • How greater workforce insight gives you that edge and exposure to the bigger picture – the stepping stone to becoming a CLO and strengthening your relationship with leadership 
  • Technology and the modern digital learner – how it impacts learning and the design of training
Lori Ghezzi
Executive Director, Learning & Organisational Development APAC
Atlassian

10:20 AM Speed Networking

An effectively structured interactive session designed to help you expand your network through one-on-one focused conversations. Bring your business cards!

11:20 AM Case Study – Aligning L&D with the New Digital World

Nicole Thompson , Head of Learning & Organisational Development, Fairfax Media

Technology is shifting the direction of learning and development. A common challenge is keeping up with the sophistication in learning that is accelerated by technology. As one of the most advanced L&OD teams in Australia, Fairfax Media designed an innovative digital learning strategy that changed the learning business model into a contemporary, multi-disciplinary digital learning team that reflects the modern learner.
  • What does the future hold for the learning role and function? 
  • Rationale behind evolving your L&D role and function to match the needs of the modern learner
  • How to influence the business to own their learning
  • How to transform your traditional learning team to align with the new digital world of work 
  • Key learnings in transforming a traditional L&D function into a contemporary team
Nicole Thompson
Head of Learning & Organisational Development
Fairfax Media
NIKE Inc. employs 70,000 + globally and fosters a culture of creativity and innovation top down. Andre is NIKE’s VP & CLO in Washington and he is responsible for curating an innovative culture across a 7,000 strong workforce. He believes this is a crucial component for business success and “is the only real job a leader has”. Andre’s leadership responsibility further extends to shifting mindsets, managing organisational change and ensuring that L&D and Talent Development strategies are aligned with broader business goals. 
  • Andre’s personal journey and main learnings in becoming CLO 
  • Defining the CLO role and its main distinctions from the L&D role 
  • Bridging the skills gap – How do you become a valuable asset to leadership who drives growth?  
  • Why the CLO role is essential to adapt learning to reflect modern learner? 
  • How Andre is transforming learning and curating an innovative creative culture and pros and cons
Andre Martin
VP, Talent Development & Chief Learning Officer
Nike

12:40 PM Networking Lunch

1:40 PM Case Study – Cultural Change to Establish Holistic Perspectives and Meaningful Connections with Employees

Heidi Poynter , Senior Manager Work Practices, Bendigo and Adelaide Bank

Learning must be viewed as a piece of cultural change since culture and learning experience go hand in hand. There are inherent synergies between L&D and OD and improving communication and understanding across business units is fundamental to gaining holistic workforce insight and aligning L&D strategy to business. Furthermore, this is a crucial step to justifying your business case and earning that Executive seat.
  • Synergies between L&D and other business units it supports, in particular OD and workforce planning 
  • To have a meaningful conversation with leadership about learning, you need to link it with business and see it from the “OD lens” 
  • Gaining holistic workforce insight by enhancing business relationships to ensure the needs and requirements under different business unit strategies are met and better inform strategic decisions  
  • How to create a real connection with the employees – we cannot treat learning in isolation!
Heidi Poynter
Senior Manager Work Practices
Bendigo and Adelaide Bank

2:20 PM Expert Panel Discussion: Digitisation and Embracing the New Age of Learning

Natalie Newbold , Capability Manager - People Experience & New Zealand, Suncorp, Group.

Margarita Joseph , Head of Talent Aquisition - APAC, American Express Global Business Travel

Graham Gubbels , Head of Learning & Development, Medibank

Deborah Cameron , Former VP People & Learning (Chief Learning Officer), Pacific Dental Services

Ryan Tracey , Design Lead – Organisational Development, Transport for NSW

With increasing digitisation, automation and exposure to larger quantities and qualities of data, learning has to ‘learn’ how to adapt and survive in a new age of learning. This expert panel will discuss how digitisation affects the future of learning: 
  • How digitisation is affecting the design of L&D and training 
  • Changing workforce – adapting training programs to suit the modern learner 
  • How you as a CLO can effect and drive change to better reflect the modern learner 
  • Leveraging technology to better design L&D, for example virtual lab and interactive classroom 
  • How to ‘train’ trainers to be more agile in learning and keep up with technology?
Natalie Newbold
Capability Manager - People Experience & New Zealand
Suncorp, Group.
Margarita Joseph
Head of Talent Aquisition - APAC
American Express Global Business Travel
Graham Gubbels
Head of Learning & Development
Medibank
Deborah Cameron
Former VP People & Learning (Chief Learning Officer)
Pacific Dental Services
Ryan Tracey
Design Lead – Organisational Development
Transport for NSW

3:30 PM Case Study – Learning is the Heart of Transformation

Karen Lonergan , Head Organisational Effectiveness, Woolworths Limited

Since March 2016, Woolworths is pursuing a 3-5 year journey to majorly transform its organisational objective and structure. The motive behind this is to refocus the whole organisation around their frontline service teams and the end user. This transformation will particularly impact L&D as the function directs its focus on supporting the overall business strategy and the priorities of transformation rather than deliver on employee training in isolation.  
  • Key challenges of this transformation and what Karen envisions over the next 3-5 years 
  • Why the first 2 years of transformation are the critical years 
  • L&D function has become much more targeted – the benefits of this approach 
  • The function has become a more robust part of the agenda rather than just on the side 
  • With learning at the heart of transformation, this is a stepping stone to justifying the CLO role
Karen Lonergan
Head Organisational Effectiveness
Woolworths Limited

4:10 PM Champagne Roundtable Discussion: What’s Next For Learning and Development?

Natalie Newbold , Capability Manager - People Experience & New Zealand, Suncorp, Group.

Lori Ghezzi , Executive Director, Learning & Organisational Development APAC, Atlassian

Deborah Cameron , Former VP People & Learning (Chief Learning Officer), Pacific Dental Services

Ryan Tracey , Design Lead – Organisational Development, Transport for NSW

Choose a topic that you wish to discuss, and exchange your experiences among your peers over a glass of bubbly. This is also your chance to network with influential experts!  

Roundtable A: How learning demonstrates business value –Don’t just do learning for learning’s sake!

Roundtable B: Business partnerships to align and integrate L&D as a strategic business partner and leader

Roundtable C: Strategies to drive, lead and manage cultural change and shifting mindsets 

Roundtable D: Emerging technologies to blend our L&D offerings
Natalie Newbold
Capability Manager - People Experience & New Zealand
Suncorp, Group.
Lori Ghezzi
Executive Director, Learning & Organisational Development APAC
Atlassian
Deborah Cameron
Former VP People & Learning (Chief Learning Officer)
Pacific Dental Services
Ryan Tracey
Design Lead – Organisational Development
Transport for NSW