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