Conference Day One: Tuesday, 18th June 2019
8:30 am - 9:00 am CONFERENCE REGISTRATION AND WELCOME COFFEE
9:00 am - 9:10 am Opening RemarksLuke Fleming - Workforce Planning Manager, International Convention Centre Sydney
Luke FlemingWorkforce Planning Manager
International Convention Centre Sydney
9:10 am - 9:50 am Developing Talent and Succession Plans at PACCAR for the Next Generation WorkforceRobert Brierley - Director of Human Resource, PACCAR Australia
PACCAR’s talent development and succession plan program identified the talent gap between current capabilities against future requirements. A program involving training, skills development, rotation projects, promotion and coaching was then established which has led PACCAR to develop a job capability matrix for each key role for now and the future.
- Analysing and identifying your future business and talent needs
- Conducting a capability audit and gap analysis
- Developing the Talent Acquisition, Development and Retention plan
- Optimising and reinventing your existing workforce to meet future capability demands
Robert BrierleyDirector of Human Resource
9:50 am - 10:30 am CASE STUDY: Exploring Strategies to Ensure the Effective Supply, Demand and Building of Digital Talent to Respond to Next Generation Products and Servicing at Imperial Tobacco Australia into the 10 Year Human Capital OutlookBronwyn Carman - Human Resources Director Australasia, Imperial Tobacco Australia Limited
As part of the international Imperial Brands Corporation, Imperial Tobacco Australasia is experiencing an evolution, not revolution in its organisational transformation to build digital capability for the first time. During this session, Bronwyn will explore how the organisation is reengineering its talent brand to embrace a future workforce with digital capability.
- Share the challenges that most organisations face on talent attraction but with the added complexity of a highly regulated industry that people aren’t sure of what is on the inside….;
- Explore strategies that are shaping the future demand, supply and retention of talent within an industry that is evolving digitally. A strategic intention is to build capability from within as much as from outside;
- Embracing trends like flexible working that enhance retention strategies to retain talent from both the traditional business and the new era of digital capability.
Bronwyn CarmanHuman Resources Director Australasia
Imperial Tobacco Australia Limited
11:00 am - 11:30 am Speed Networking Session
An effective structured interactive session designed to help expand your network through one-to-one focused conversations. Bring your business cards!
11:30 am - 12:00 pm MORNING TEA AND NETWORKING BREAK
Interactive Discussion Groups (IDGs)
This is your chance to make your conference experience truly interactive and collaborative. Each IDG is set in a roundtable format and will be facilitated by an expert practitioner in the space. In two rotations, each IDG will last for 25 minutes, allowing you to pick the two top of mind topics you wish to discuss and solve.
TOPIC ONE12:00 pm - 1:00 pm Breaking Down Organisation Siloes to Increase Transparency on Workforce Planning for Business Growth Vicki Barron - Head of Talent and Capability, APA Group
TOPIC TWO12:00 pm - 1:00 pm Seasonality of Labour: Effective Strategies to Manage Workplace Values and Workforce Resourcing
TOPIC THREE12:00 pm - 1:00 pm Learning, Development and Talent Management to Invest in Future Opportunities for Your Workforce
TOPIC FOUR12:00 pm - 1:00 pm Diversity and Inclusion in Workforce Planning: Redesigning and Changing for the Future Eric Troost - Head of People & Culture Business Partners, TAL
1:00 pm - 2:00 pm NETWORKING LUNCH
2:00 pm - 2:40 pm Local Government Workforce Insights: Preparing for a 5-10 Year Outlook on Changing Workforce DemographicsAlex Lawrie - Researcher, UTS Centre for Local Government
Research developed by the UTS Centre for Local Government reveals that local government is amongst the industry sectors most exposed to a mature aged workforce, reinforcing the need to adopt a good, strategic workforce plan backed up by workforce analytics. With potentially 40 per cent of local government employees projected to retire in the next 10 years, this session will discuss strategies that local government, and all industries, can adopt to keep up with demographic changes and meet workforce targets, as well as the value of robust analytics in informing good practice workforce planning.
- Exploring workforce and demographic targets for government sectors to help influence growth and change for a highly-skilled workforce
- Adopting resource and workforce sharing strategies to overcome limitations and barriers with talent retention and attraction, and the value of succession planning in retaining the deep organizational knowledge of a mature-aged workforce
- Understanding the importance of good data and using the ABS Census to provide workforce analytics that can help develop robust workforce plans that responds to changing needs
UTS Centre for Local Government
2:40 pm - 3:20 pm Head of HR Panel: Addressing Engagement, Capability and Development to Respond to the Changing Future of WorkNicole Issaakidis - HR Director, Pacific, CBRE
- Understanding the way people work and how their roles and responsibilities will change
- Building engagement and commitment even from a casual, remote workforce, and how to attract and engage a flexible and adaptive pool of talent
- Redefining your company culture and overcoming barriers to ensure effective people management and transitions into future new ways of working
Nicole IssaakidisHR Director, Pacific
3:20 pm - 3:50 pm AFTERNOON TEA AND NETWORKING BREAK
3:50 pm - 4:30 pm CASE STUDY: Workforce Analytics and Business Planning: What Should We Measure About Our Workforce?Jane Hawkins - Head of Workforce Management, AMP
Metrics and analytics are essential to strategic workforce planning as it paves the way for bridging skill gaps, identifying pathways for succession and create better strategies for talent retention and attraction. This session will discuss how to work closely with business stakeholders to understand data and metrics in delivering a transformation workforce strategy and truly understand their future business needs.
- Recognising that analysing metrics alone offers limited value and why it needs be looked at holistically
- The differences between HR Metrics and Talent Analytics to assess efficiency and performance and guide decisions on resourcing
- Using insights from workforce analytics for predictive modelling to influence workforce risk mitigation and drive cultural change to align to whole of organisation business strategy
Jane HawkinsHead of Workforce Management
4:30 pm - 5:10 pm CASE STUDY: Developing a Long Term Workforce Strategy to Prepare Sydney Water for an Increasingly Complex FutureDarin Fox - Project Lead, Long Term Workforce Strategy, Sydney Water
To meet the challenges of rapid population growth, climate change and supporting the vision for a liveable, productive and sustainable city, Sydney Water is developing a Long Term Strategy. Darin will discuss the methodology and approach to strategic workforce planning and the overall workforce strategy to ensure Sydney Water has a workforce with the right capabilities, resilience and agility to meet the opportunities and challenges for the next 10 to 20 years. Darin will discuss:
- The complex, wicked problems city shapers like Sydney Water are facing and the impacts on traditional workforce strategies
- Using data to facilitate insights, decisions and approaches to meet future capability requirements
- The importance of collaboration – bringing together experts to develop strategy and generate support
- Balancing flexible organisational learning with a comprehensively documented workforce strategy
Darin FoxProject Lead, Long Term Workforce Strategy