ERUPT 2022 Learning & Talent: Embracing Digital and Empowering Leadership

Welcome

sponsored by UKG, PeopleSmart, EVA, CoachHub, Fountain

Down with the Kids

Where do your innovation and fresh ideas stem from?

The newest talent on the market, gen Z, has the world at their fingertips. They know what they want and if they don’t get it, they are happy to make decisions to swiftly move on. So, how do organisations combat that by trying to understand what their newest generation of talent truly wants from their careers and how do we build benefits and a progression package that they want?

Discussion’s Highlights

Multi-modal Leadership: Developing Emotional Intelligence

The success of organisations is built on the success of their people and employees can’t be successful without effective leadership.

As a large proportion of organisations shifted to the hybrid working model, there is a real need for the skills that our team leaders need to succeed to have to be re-aligned.

Never before has the role of the leader changed so dramatically in such a short period of time. A leader must have a unique combination of virtual and in-person collaboration and this requires a new skillset.

How can we train our future leaders to have the skillset they need? How can we deal with presenteeism? How important is the role of emotional intelligence? How can we get our leaders to be truly vulnerable?

The panel will discuss about how we can find the balance between collaboration, innovation, acculturation and dedication.

Discussion’s Highlights

Transforming Talent through Integrated Hyper Personalisation

Talent and strategic talent management continue to become ever more critical to business performance. However, workforce needs and expectations are changing fast and are increasingly challenging to meet.

Employee experience is turning into a commodity. In today’s world of work, talented individuals need to know that their employers will help them transform. Enabling this requires organisations to move beyond customised and personalised to truly hyper-personalised approaches.

HR processes must integrate new leadership behaviours with digital technologies, including frictionless and people-centric service delivery systems. Attend this presentation and discussion to learn why hyper-personalisation is so essential, and what it is you now need to do.

More information is available in UKG’s report, ‘How hyper-personalisation can transform your employee experience’, available via HRZone: https://www.hrzone.com/resources/how-hyper-personalisation-can-transform-your-employee-experience.

sponsored by UKG

Discussion’s Highlights

Winning Women: Is the Future Optimistic?

We praise our successful women who have defied odds but why should it still be like this? Do we still need to praise or should we accept it as the norm? And do we still need allies for these women to become successful?

Nearly a quarter of the way into the 21st century, female equality and employment opportunities are still proving to be an issue. Progress has evidently been made but many women are still presented with challenges due to stereotypes and cultural beliefs.

Gender diversity-building steps could be the gateway to creating more opportunities for women in business.

Our panel will discuss:

1. Removing non-traditional labels
2. Providing flexible work arrangements
3. Dismantling deeply rooted stereotypes and addressing sexual harassment
4. Addressing pay transparency
5. Providing a culture which helps men and women to be progressive
6. Ally ship and mentorship

Does allyship connote action or is it just about self-enhancing labels? And as a man, should you be using your power for good in actionable ways?

We will also question our panel on mentoring and role modelling and if this is still important for women.

Male-dominated industries rely on mentorship for professional and career development more heavily than other industries.

Yet, while 63% of women have never had any formal mentor, more than 60% of men have had a CEO or senior executive–level mentor.

There are fewer female mentors than males…with women making up less than 3% of manufacturing CEOs and only 22% of leadership roles.

Why is this the case and how can we optimise the future?

Discussion’s Highlights

Creating a Transparent Future Career

What really matters to our employees? Is it flexibility? Is it pay? Or is it simply about being open and honest about everything that their role as an employee encompasses?

All organisations are looking at ways to retain their employees as rising recruitment costs and the battle for the best talent in the market grows in ways we never thought were possible.

Employees’ careers have either slowed or stalled and there is a common belief of employees feeling professionally stuck. This has resulted in what some are referring to as ‘the grand resignation’.

So how do we create situations where our employees see companies as careers rather than stop gaps?

The language of skills is the step to success and the way we can eventually be connecting employees to careers whilst keeping them in the organisation.

We want to empower employees to select their future potential roles but how do we get there? How do we set expectations and provide room for difficult conversations? How can we get our leaders to come on the journey with us and let our employees move within organisations?

Discussion’s Highlights

Curating Curiosity and Sparking a new way of thinking

The desire to know, learn and be genuinely curious about new things is something that is just a natural trait for some people…or is it?

Join Sam Isaacson in what will be a fascinating session around how important curiosity is in business, how the role of the growth mindset can play directly into this and how the role of coaching can act as an enabler for employees to become more naturally curious. Sam will also look at how to scale that globally across multidisciplinary teams, whilst making it sustainable.

sponsored by CoachHub

Discussion’s Highlights

DEI: A Journey from Ticking Boxes to Accessibility

Who’s responsibility is it to build an accessible psychologically safe and inclusive environment?

Some people say that diversity, equity, and inclusion within the workplace means allowing everyone to have a seat at the decision-making table. But true DEI should happen much earlier by ensuring everyone has access, to begin with.

Accessibility is the key to eradicating any inclusion barriers for employees but how can we effectively implement accessibility for all?

The findings of a 2018 study by Accenture showed that companies that champion accessibility see 28% greater annual revenue and a profit margin 30% higher than their peers.

Our panel will discuss how accessibility can:

• Create opportunities
• Facilitate diversity programs
• Create positive change
• Embed workplace policies
• Improve workplace flexibility

Accessibility has to be at the core of the business so are we ensuring accessibility is visible (or in some cases not visible but definitely present) at all stages of the employee journey?

Discussion’s Highlights

The Bold Leader

With worldwide staff shortages and the ‘Great Resignation’ showing no signs of abating, the war for talent is raging more than ever. In this context, the key to success for you and your company, now and in the future, is bold leadership.

What does bold leadership truly mean though? What aspects of leadership are aligned to being a bold leader and what do our employees expect from their leaders?

A rich employee experience will yield rich dividends. Companies with the right experience strategies are:

• 2x more likely to delight customers
• 5x more likely to be a great place to work
• 5x more likely to engage and retain employees
• 4x more likely to innovate effectively

If one of the key traits of a bold leader is to create a brilliant employee experience, then what does it take to do that? Join Michael Banks (Principal Consultant at PeopleSmart) for a panel discussion with leaders from several different organisations as they discuss bold leadership and what they are seeing within their organisations with respect to getting the most engaged and productive employees.

sponsored by PeopleSmart

Discussion’s Highlights

ERUPT Digest – Building your talent for the future: Workforce planning solved!

The cadence for Talent-Technology-Digitalisation is in vogue now, jumping on the trends (or fatigue of jargon) like ‘goals for the roles’ (new skills), ‘restructuring’ (hybrid work), ‘talent wars’ (great reshuffle), and ‘equity index’ (DEI&B). The catalyst to these trends is subtly because of the access to data about everything. For instance: visibility into evolving skills, open jobs, acknowledgement of workplace challenges and delivering on diversity. Now the work of organisations is to rack up a model for Sustainable HCM operations, utilising data and technology.

The bright side of solving HCM use cases with HR 4.0 technologies i.e. Automation, Artificial Intelligence (AI), Chatbots, and Predictive Analytics sought to improve the productivity and experiences of HR professionals.

Transformation for the future should aim to tackle talent issues in a comprehensive and modular fashion (dot and grid). The schema for solving Workforce Planning is by consolidating the wealth of internal data, optimising workforce supply and demand and facilitating data-driven Capacity Planning.

There is an HR Tech solution for every stage of the process to recognise the outcomes: Data collection through Engagement Chatbots, Analyse Talent Supply through Skill Maps, Forecast Talent Demand through Hiring predictions and bringing it all together in a workflow using RPA/hyper-automation.

How do we use data beyond analysis and enable Workforce Intelligence? What is the data required to be able to paint a picture of workforce gaps and future hiring needs? How do we refresh the data to sustain and scale? Do we have an elastic strategy for the gig economy, intelligent job rotation with complementary skills and plug-in to modern job portals/ERP systems?

It takes the right HR technology expert to define the business case and build the 4.0 layers on top of the human-centred operations.

sponsored by EVA

Discussion’s Highlights

ERUPT Digest – So, you think you are bold?

sponsored by PeopleSmart

Discussion’s Highlights

Providing the Netflix of Learning Experience

Netflix knows what we want to watch next, why can’t we be told what we need to learn yet?

We are in an age where digital comes first. We expect our technology to work in a certain way. We are even starting to expect our devices to know what we want them to do before we select something.

This mindset is not limited to out-of-work experiences but now to the way we work and learn. Organisations aspire to provide their employees with careers, rather than just jobs but this can only be achieved by curating a continuous learning journey. Upskilling, reselling and unlearning should all go hand in hand as employees grow within an organisation.

In the modern workplace, what do employees actually want from their people development plans? How can we become more topic-specific with our data gathering?

Is this period one of the most crucial step changes for organisations in their ability to engage their employees?

What technology should we have within our suite? Does creating supposed perfectly personalised learning built by technology actually hinder innovation?

Discussion’s Highlights

Captive or Free – Is Retention Just a Jail Sentence?

Whether you call it the Great Resignation, the Great Attrition or the Great Rethink…the talent market is moving.

McKinsey & Company in 2021 said (here) that 40% of the employees surveyed were likely to quit in the next 3-6 months. At the same time, organisations have made huge investments in employee engagement, the employee experience and reward & benefits packages, all with the aim of retaining their best talent.

Some employees will always be enticed by huge pay rises but employees also want purpose, learning, flexibility and whatever else can help their career.

There is so much complexity to retaining employees, so is it time to ask ourselves, is it really worth it? Is retention really what you want? Or is it better to just let an employee run their course and spend more time on your employer brand to continually attract new people?

Should we respect the idea that people want to move around and let them be fluid?

Could we create a culture of employing people for a couple of years, let them leave and learn new skills and then rejoin your organisation? Is a boomerang employee really something that could revolutionise the talent marketplace? Is retention really what we should be aspiring for?

Discussion’s Highlights

The Silent Epidemic of Burnout

With the importance of mental health having been heightened since lockdown, we are becoming more aware of employee burnout.

We want to know from our panellists if the knee-jerk reaction to experiencing burnout is just to offer more flexible working.

With the 4 day week gaining momentum with pilots taking place in the UK, Ireland, US, Canada and Australia, do our panel think that a 4 day week is the magic wand to increase mental wellbeing and in turn decrease burnout? Or does this just increase stress levels to time manage over fewer days? Where do we see the psychological ROI with this huge change in the traditional working week?

Who’s responsibility is it to provide better support for innovative entrepreneurs? Leaders or governments? And by creating a team environment, does this provide an open conversation?

Can we stimulate productivity growth, and prioritise employee mental wellbeing and job satisfaction in one sweep?

Discussion’s Highlights

Close

sponsored by UKG, PeopleSmart, EVA, CoachHub, Fountain