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Chair’s opening remarks
LORRAINE SALLOUM
Chief People Officer, Achieve Australia
ESME RIBAROVSKI
People Experience Director, Volvo Car Australia
Our strategy is don't go further than three years, which means that we're constantly very tactical and we're constantly chasing the tail of adapting to change. We're constantly in a survival mode, so we must focus on stabilizing that. This session will address:
• The whole employee life cycle from recruitment to onboarding to leadership development, to promotion and succession planning
• Leadership support and training, given 60% of our workforce is under 25 years old
• It’s in the messaging - Revamping our whole internal communication channel to align with organisation development and change. It starts with the messaging
TANZIL RASHID
Head of Culture and Capability, YMCA Victoria
• How we have used our design behaviour research to influence organisational design human factors.
• Understand what are the roles?
And how should technology be provisioned to different roles based on that role persona, if you like?
• Redesigning a tool for us to get staff to report frontline staff to report when they've encountered customer abuse
ERIN TURNER
Design Leadership, Organizational Psychologist, Optus
11.10 AM MORNING TEA
Everybody rocks up to work and looks up to the To Do List and get the job done. Then how do you align yourself to the long-term strategy? And what if your organisation is not mature enough to align your strategy and your daily meetings? How do you, as an individual connect? This session will address:
• Using human-centric design to develop an organisational strategy involving placing the needs, experiences, and motivations of people at the core of the strategic planning process.
• Conducting thorough research to understand the experiences, needs, and pain points of employees, customers, and other stakeholders
• Encouraging collaboration and feedback to develop strategic initiatives and test them on a small scale to gather feedback and assess their impact at a larger scale for better business continuity
SFC: STEPHANIE CARMAN
Head Organizational Development, Optiver
• Continuously optimizing business performance and acknowledges continuous improvement strategies
• Strategies to drive change whilst taking into consideration the operating model
• Understanding the implementation of change, delivery and roll out and the sustainability of change
• Reviewing the impact of tech and AI on the org structure with emphasis on internal collaboration
ANDREA MISSO
Associate Director, Change Programs ANZ, AECOM
13.30 PM NETWORKING LUNCH
THE IMPORTANCE OF CULTURE
• Strategic oversight in how we can better connect our people and how can we better enable them to get work done
• Reviewing the role that governance and project management plays in bridging this gap
• How can we work closer with our growth and innovation teams to enable innovation with digital solutions
• How will the way we look, the way we work, look in the future, assessing how we redesign
BO MANAMPERI
VP, People Enablement, SUEZ ANZ
This session will be broken down into four ten-minute interactive sessions, inclusive of open floor Q&A and discussion per session.
• Holistic View: Promotes considering a ‘stand in the shoes’ mindset to ensure comprehensive understanding on touchpoints and impact that an organisational restructure and change can have on an organisation
• Crisis management and scenario planning - Encouraging the creation of and analysing multiple future scenarios to better navigate uncertainties and make informed decisions to create a new sense of normal
• Case study examples of crisis management and mass redundancy strategies
• How staying tight on brand, messaging, media and comms is paramount when investing in your people end-to-end through the employee lifecycle
GILLIAN DAVIE
Chief People Officer, Bravura Solutions
15.20 AFTERNOON TEA
Assessing the impact of culture and employee retention over a decade involves analysing multiple dimensions of both organizational culture and employee retention rates. This session will work through
• The impact of leadership changes on retention and the correlation between leadership styles and employee loyalty
• Focus on identifying gaps and weaknesses and develop strategies to enhance culture
• Understanding how perceptions and experiences can shape the make-up of an organisation
LEISSA DAWSON
Executive People and Culture Leader, Australian Traffic Network
We will spend ten minutes breaking down each point and giving you pointers as an enabler for change:
• Why is change needed?
• What tools and tactics are needed to implement change?
• Examples of case studies where change has been assessed
• How can a roadmap be created to implement change?
• Assessing the importance of how change is packaged
• Takeaways: Five essentials for change management
PHIL GRAY
Director, Change & Transformation innovator, Blue Seed Consulting
Chair’s closing remarks and close of day one
17.45-18:30 Networking Drinks Reception
Chair’s opening remarks
LORRAINE SALLOUM
Chief People Officer, Achieve Australia
JAMAL HAKIM
Councilor and running for Lord Mayor, City of Melbourne
Traditionally design is very difficult to measure the success of because it's designed in the digital sense. So how can you tease apart the value of that research project that went into the design. This session will
address:
• Defining value and ROI for you and your organisation
• Calculating the ROI by comparing the financial gains from the organisational changes to the costs incurred in implementing these changes
• Measure improvements in productivity and operational efficiency such as metrics like reduced cycle times, increased output per employee, and lower error rates, which translate into cost savings and higher output
• Assess changes in employee engagement, retention rates, and customer satisfaction scores. These metrics can be linked to financial outcomes by correlating higher satisfaction levels with increased sales, reduced turnover costs, and improved service quality
Jennifer Zuber
Head of Delivery Excellence, Bendigo and Adelaide Bank
Crafting a compelling vision and direction for your organisation involves articulating a clear, inspiring, and achievable future state that aligns with core values and strategic objectives, motivating your team to work towards common goals. This vision should be communicated consistently and passionately, fostering a sense of purpose and unity within the team.
Key Strategies:
• Articulate the vision in simple, memorable language that everyone can understand and relate to
• Ensure the vision reflects the organisation's core values and strategic goals, providing a sense of purpose and direction
• Involve team members in the vision-crafting process to foster ownership and commitment, and regularly reinforce the vision through various channels and actions
CARINE ROLLAND
Head of People and Culture,
APAC & ME, ManpowerGroup
11.10 NETWORKING LUNCH
ORGANISATIONAL CAPABILITY STRATEGY?
This one-hour session will be broken down into three twenty-minute
sessions, inclusive of problem solving, work through table exercises
followed by open floor Q&A.
• Clarity on the HR capability framework and standards
Exercise: Ascertaining what is your organisational objective? Cultural,
D&I, Environmental, Sustainability, Innovation
• Steps to be taken to uplift capabilities within the framework
Exercise: What does the workforce need to enable this capability to be
progressive?
• Recognizing if you have the capabilities to foster continuous growth
Exercise: What one solution can you action back in the workplace to be
the catalyst for capability uplift?
TANI JACOBI
HR Standards and Capability Development Manager,
Australian HR Institute
This session will be broken down into three ten-minute presentations, each followed by an open floor Q&A and discussion
• How to build and integrate human, business and digital intelligence and how to collectively integrate this 360-degree approach to business
• How to intrinsically align the collective intelligence whilst communicating change effectively to promote a greater level of engagement and performance
• How to apply neuroscience principles and human centered design principles to invest in people and understand how people respond to change
HANNAH CONKEY
Learning and Organisational Design Leader, Former RACV
13:20 NETWORKING LUNCH
• Examples of how you can design organisational design principles to be so super simple to enable the business strategy to take centre stage
• Develop plans aligned with strategic objectives, providing a roadmap to success
• Creating organisational design frameworks that support you to be nimble and future focused
SHAIMA WAJIHI
Future Workforce Design, IAG
• Setting up an EVP and 101
• How do we know our EVP is aligned with our business strategy?
• How do we know we have our EVP right?
• Assessing the evolution of the EVP
DANIELLE HOWE
Head of People and Culture, A-Leagues
15.40 AFTERNOON TEA
This session will address:
• Matching talent more closely with organisational needs, allowing more flexibility in accessing and deploying talent pools
• Increasing visibility on talent capacity, enabling organisational understanding available skills and the potential gaps they need to be addressed to achieve organisational objectives
• Assessing human dynamics and broader team and organisation behaviour perspectives
• What does the current cultural dynamic landscape look like, and does it need to shift?
• Discussing how skills-based approaches can add immense value to organisations
KSHANIKA ANTHONY
Org Design and Transformation, Consultant
• The current talent landscape in Australia, specifically with regards to change
• Trends of the current market across the different sectors and industries – what are we seeing?
• What behavioral change are we seeing in terms of retaining, firing, hiring or sitting tight?
• Touching on the importance of why it’s crucial to get in right within the change management hiring process!
REBEKAH CRICHTON
Executive Consultant, Bluefin Resources
• How can we empower employees by allowing them to focus on higher-value activities like innovation, problem-solving, and strategic planning?
• How can we begin to focus on digital upskilling and implement automation technologies to streamline repetitive tasks and optimise workflows
• How can we leverage tech to inform strategic decisions that can swiftly adapt to trends and shifts internally and externally?
• What about deploying collaboration tools to improve coordination, foster innovation through collaborative efforts, and maintain motivation and alignment within dispersed or hybrid teams?
CHAIR FOR OPEN FLOOR:
KSHANIKA ANTHONY
Org Design and Transformation, Former Medtronic
Chair’s closing remarks and the end of day two
Register & pay for 3 delegates with normal rate & get unlimited registrations* (*Can attend in-person or virtually)
Register & pay for 3 delegates with normal rate & get unlimited registrations* (*Can only attend virtually)
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