- HOW TO MAKE WORK EASIER AND CREATE NEW POSSIBILITIES
- MORE FREEDOM AND FLEXIBILITY ACCORDING TO INDIVIDUAL NEEDS
- THE RISING IMPORTANCE OF CONTINUOUS AND LIFELONG LEARNING
- LEADERSHIP TRANSFORMATION

- WHY IS IT SO IMPORTANT?
- RE-BUILDING THE HOUSE: “WHAT GOOD LOOKS LIKE?”
- LEADERSHIP ASSESSMENT SOLUTIONS: FROM RECRUITMENT TO DEVELOPMENT
- THE BIG CHALLENGE: LEADERSHIP AS A JOURNEY, EMBRACING DIGITAL SOLUTIONS

THIS TALK WILL DESCRIBE THE JOURNEY WE HAVE BEEN ON IN BUILDING A PEOPLE ANALYTICS FUNCTION AND HOW WE ARE TURBOCHARGING IT WITH AGILE WAYS OF WORKING. WE WILL USE LOTS OF PRACTICAL EXAMPLES TO ILLUSTRATE WHAT WE HAVE DONE.
- GETTING (AND KEEPING) THE DATA RIGHT
- BUILDING A CORE TEAM WITH THE RIGHT BALANCE OF HR PROFESSIONALS AND DATA SCIENTISTS - NURTURING AN EFFECTIVE NETWORK ACROSS HR
- USING AGILE APPR TO INCREASE THE VOLUME OF PROJECTS AND FOCUS ON THE
CUSTOMER’S NEEDS.

SKILLS ARE THE NEW CURRENCY AND COMPANIES MUST FOCUS ON CULTIVATING SAID SKILLS THROUGH DIVERSE LEARNING PATHWAYS.
IT IS ESSENTIAL THAT COMPANIES, PARTICULARLY THOSE WITH AMBITIOUS LEARNING GOALS, CREATE A STRONG CULTURE OF LEARNING FOR EMPLOYEES BY OFFERING DIVERSE AND FLEXIBLE LEARNING PATHWAYS, ENABLING AND ENCOURAGING ALL EMPLOYEES TO INCREASE THEIR SKILLS PROFICIENCY. THIS FLEXIBILITY IS CRITICAL AS INDIVIDUALS IN SPECIFIC JOB ROLES WITHIN THE SAME ORGANISATION WILL HAVE DIFFERENT LEARNING NEEDS.
COURSERA IS UNIQUELY POSITIONED TO HELP COMPANIES DELIVER ON THIS BY OFFERING A VARIETY OF LEARNING OPTIONS — FROM INDIVIDUAL COURSES, SPECIALIZATIONS, AND ENTIRE DEGREES. ONE COMPANY TAKING ADVANTAGE OF THIS IS NOVARTIS, A LEADING GLOBAL MEDICINES COMPANY, WHICH IDENTIFIED THE NEED TO DRIVE DIGITAL LITERACY ACROSS ITS 140 OFFICES WORLDWIDE IN ORDER TO INNOVATE AND CONTINUE TO BE A MARKET LEADER WITHIN ITS INDUSTRY. ITS AIM IS TO HAVE ALL 108,000 EMPLOYEES LEARNING FOR 100 HOURS PER YEAR AND IN ORDER TO MAKE THIS A REALITY, IS OFFERING THEM THE FULL RANGE OF COURSERA LEARNING OPTIONS—FROM COURSES TO DEGREES.

- THE SOURCES OF UNCERTAINTY.
- CHANGING FROM AN EGO-LOGICAL TO AN ECO-LOGICAL MINDSET.
- KEY AREAS TO IMPLEMENT IN ORGANIZATIONS: UPSKILLING AND RESKILLING.

- MODERN LEADERSHIP- SERVANT LEADERSHIP
- FROM MANAGING NUMBERS TO MANAGING PEOPLE
- WINNING HEARTS BEFORE WINNING MINDS
- IMPORTANCE OF LEADER’S EQ (EMPATHY VS SYMPATHY) - AREAS OF EMPLOYEES’ WELLBEING
- ORGANIZATIONAL INITIATIVES TO SUPPORT WELLBEING

INCLUSION UNLOCKS THE POTENTIAL OF YOUR WORKFORCE BUT WHAT MAKES PEOPLE FEEL INCLUDED? ACHIEVING INCLUSION TAKES MORE THAN JUST BEING AWARE, IT REQUIRES BEHAVIORAL AND STRUCTURAL CHANGE. THIS SESSION LOOKS AT THE KEY ROLE OF HR LEADERS IN CREATING A CULTURE OF INCLUSION AND HOW THEY CAN SUPPORT LEADERS TO BE PROACTIVE AND ACCOUNTABLE. WHAT DOES INCLUSIVE LEADERSHIP LOOK LIKE AND WHAT ARE THE VITAL INDICATORS OF AN INCLUSIVE CULTURE? AND HOW CAN WE LEVERAGE OUTCOMES TO DRIVE CHANGE AND CONTRIBUTE TO BUSINESS SUCCESS?

- BE YOUR TRUE SELF AT WORK: THE IMPORTANCE OF A DIVERSE AND RESPECTFUL WORKPLACE WHERE BELONGING IS KEY
- HOW TO BE INCLUSIVE AT WORKPLACE THROUGH POWERFUL STORYTELLING: EVERYONE HAS A STORY BUT ...

- THE EMPLOYEE JOURNEY FROM THE EMPLOYEE’S PERSPECTIVE – HOW 3M GETS TO UNDERSTAND EMPLOYEE VIEW
- NOTABLE MOMENTS – WHAT ARE THEY AND WHAT THEY MEAN TO 3M
- MEASURING THE EMPLOYEE JOURNEY – CORE KPIS

- WHAT IS DRIVING THE NEED TO INVEST IN TRAINING AND DEVELOPMENT?
- WHAT IS GETTING IN THE WAY OF LEARNING?
- KEY PRINCIPALS BEHIND SUCCESSFUL LEARNING AND DEVELOPMENT PROGRAMS

- WHY IS EMPLOYEE EXPERIENCE IMPORTANT?
- KEY MILESTONES IN THE EMPLOYEE EXPERIENCE
- HOW TO DESIGN A STRONG EMPLOYEE EXPERIENCE

- WHAT IS CULTURAL TRANSFORMATION?
- HOW DOES CULTURAL TRANSFORMATION HAPPEN?
- WHY IS IT SO IMPORTANT IN YOUR BUSINESS?
- WHY ORGANIZATIONS NEED A BUSINESS CULTURAL TRANSFORMATION?

IN A LABOUR MARKET DOMINATED BY GROWING PROCESS AUTOMATION AND UNIFORM TECHNOLOGICAL SOLUTIONS, TALENTED PEOPLE CAPABLE OF PROVIDING A UNIQUE DIFFERENTIAL VALUE HAVE BECOME THE MOST PRECIOUS RESOURCE. MAKING THEM AND THEIR NEEDS A PILLAR OF CORPORATE STRATEGY IS KEY TO ATTRACTING AND CULTIVATING HUMAN CAPITAL. IN STUDIO BANANA WE ARE ABLE TO IMPACT THE DIFFERENT CHALLENGES OF THIS WAR FOR TALENT, SUCH AS ACQUISITION, TRANSFORMATION OF CULTURE AND PROCESSES, AND KNOWLEDGE MANAGEMENT, ESPECIALLY IN THE INTERSECTION BETWEEN TECHNOLOGY AND HUMANNESS.

- PMI HAS EMBARKED ON A COMPREHENSIVE TRANSFORMATION THAT DEMANDS A NEW CULTURE OF LEARNING, CHARACTERIZED BY OPEN KNOWLEDGE SHARING, EXPERIMENTATION, HUMILITY AND A HEALTHY APPETITE FOR RISK.
- OUR APPROACH HAS BEEN TO GET MUCH CLOSER TO OUR LEARNERS TO UNDERSTAND NEEDS, MOTIVATIONS AND PREFERENCES AS WELL AS ANALYZE HOW THEY CONSUME DIGITAL CONTENT OUTSIDE FORMAL LEARNING PROGRAMS.
- BY COMBINING THIS RICH DATA WITH A ROBUST APPROACH TO THE SCIENCE OF HOW PEOPLE LEARN, WE ARE STARTING TO CHANGE HOW OUR EMPLOYEES THINK ABOUT LEARNING BY EMPOWERING THEM TO TAKE MORE CONTROL.

THE SYMPTOMS OF NEGATIVE OFFICE POLITICS ARE UNFORTUNATELY FAMILIAR TO US ALL. THERE ARE OFTEN HIGH LEVELS OF BULLYING AND GOSSIPING, PROJECTS REMAIN STAGNANT, INFORMATION IS NOT PASSED ON, AND TURNOVER OF STAFF IS HIGH. THESE CAN ALL BE TACKLED INDIVIDUALLY, BUT WITHOUT TACKLING THE ROOT CAUSE MOST INITIATIVES ARE SHORT LIVED AT BEST.
A POSITIVE STATE OF OFFICE POLITICS BENEFITS ORGANISATIONS WITH HIGHER RETENTION RATES, GREATER PRODUCTIVITY AND A POSITIVE EMPLOYEE BRAND. IT MEANS LESS TIME IS SPENT DEALING WITH GRIEVANCES AND FIREFIGHTING, AND MORE TIME TO DELIVER GREAT PRODUCTS AND/OR SERVICES TO CUSTOMERS AND PLAN FOR FUTURE INNOVATIONS.
IN THIS PRESENTATION I SHALL TAKE YOU THROUGH THE RESEARCH I HAVE MADE OVER THE LAST TWO YEARS, PRESENT MY OFFICE POLITICS MODEL AND INTRODUCE A NEW OFFICE POLITICS INDICATOR TOOL FOR WHICH I AM LOOKING FOR VOLUNTEERS TO TEST.

IF THERE'S ONE THING WE CAN LEARN FROM THE PAST, IT'S THAT WE ARE NOT VERY GOOD AT PREDICTING THE FUTURE - BUT ONE THING IS CLEAR: TRADITIONAL APPROACHES TO LEARNING AND DEVELOPMENT ARE GOING TO KEEP IT AT THE PERIPHERY OF THE ORGANIZATION AS A COSTLY NICE-TO-HAVE TICKING BOXES BUT NOT MAKING MUCH DIFFERENCE. THIS TALK IS ABOUT WHAT L&D NEEDS TO DO TO GET TO THE HEART OF HOW THE FUTURE ORGANIZATION SUCCEEDS

- COMMUNICATION IS KEY
- SHARE RESPONSIBILITY FOR PERFORMANCE MANAGEMENT
- WHY HR SHOULD CONNECT PERFORMANCE MANAGEMENT AND LEARNING
- MERGING TALENT ACQUISITION, MANAGEMENT AND DEVELOPMENT

- THE IMPORTANCE OF IMPLEMENTATION
- THE HR DEPARTMENT ROLE THROUGHOUT THE PROCESS, FROM INITIAL PLANNING THROUGH
TO EXECUTION.
- DETERMINING WHO NEEDS INFORMATION AT EACH STAGE OF THE CHANGE PROCESS.

OVER THE COURSE OF 18 MONTHS WE’VE CONDUCTED INTERVIEWS WITH A LITTLE OVER A DOZEN EXECUTIVES FROM ORGANIZATIONS LIKE UNILEVER, OFFICECENTER, ARAMCO AND PRICEWATERHOUSECOOPERS. OUR KEY QUESTION WAS HOW THEY HAD SUCCESSFULLY MANAGED CHANGE, INNOVATION AND TRANSFORMATION OF THEIR ORGANIZATIONS. IN OUR EXTREMELY OPEN CONVERSATIONS THEY SHARED NOT ONLY THEIR APPROACHES, IDEAS AND VISION, BUT ALSO WHO THEY WERE BEING WHEN THEY ACTED.
THE DECIDING FACTOR OF THEIR INTERACTION WITH OTHERS TURNED OUT TO BE WHO THEY WERE BEING: THEIR MENTAL AND EMOTIONAL STATE. THAT DETERMINED THE QUALITY AND THEREFORE THE IMPACT OF WHAT THEY SAID AND WHAT WAS HEARD. WE SEE THIS AS THE FOUNDATION FOR ACCELERATED LEARNING.
ROBERT BRINKERHOFF, EMERITUS PROFESSOR OF LEARNING, INTRODUCED THE WORLD OF LEARNING TO THE 40/20/40 MODEL. ITS SIMPLE TENET IS THAT 80% OF THE IMPACT OF ANY LEARNING INTERVENTION STEMS NOT FROM THE INTERVENTION ITSELF, BUT FROM THE COMMITMENT OF LEADERS BOTH PRIOR AND AFTER THE INTERVENTION.
IN OUR INTERVIEWS WE DISCOVERED THAT IT’S NOT THE WORDS LEADERS USE, NOR THEIR CONVERSATION SKILLS. WHO THEY WERE BEING WHEN THEY LISTENED, OR SPOKE, MATTERED. BEING IN A STATE OF JUDGMENT INCREASES THE DISTANCE AND REDUCES LEARNING EFFECTIVENESS FOR THE OTHER. CONVERSELY, SUSPENDING JUDGMENT MEANS ALLOWING THE FOUNDATION OF ACCELERATED LEARNING INTO THE CONVERSATION. AMY EDMONDSON, PROFESSOR OF LEARNING AT THE HARVARD BUSINESS SCHOOL, WOULD SAY THAT THIS STATE OF BEING AND WAY OF ACTING OF LEADERS CREATES A CLIMATE OF PSYCHOLOGICAL SAFETY WHICH OPENS THE DOOR TO INCREASED OPENNESS, CREATIVITY AND INNOVATION.
WE WILL CONCLUDE THE SESSION WITH SOME ACTIONABLE TIPS FROM THE LEADERS WE INTERVIEWED ON THE VARIOUS WAYS THEY CRACKED THE CODE OF ACCELERATED LEARNING.