ProgrammePeople Development Summit 2021
17 - 19 March, Warwick Conferences, Coventry
See the confirmed programme so far here. Watch this space as we add to the line up!
Topics confirmed so far include:
- The future of work, skills, and learning
- Leadership and change management
- Virtual onboarding
- Engaging virtual training
- Post-Covid culture recovery
- Adjusting for the millennial workforce
- Re-thinking leadership development
If you are interested in a speaking opportunity, please contact email@example.com
The People Development Summit programme consists of 6 Strategy Group sessions – case study led presentations followed by Q&A and 2 Action Learning workshops – key topic roundtable discussions.
Rob J.H. Veersma MSC (1955) is Director Training & Development at Gazprom International in Amsterdam, Netherlands. He is responsible for implementing training programs for Gazprom International, aligned with the competence management system and tailored to local needs. He creates integrated accelerated learning experiences for the assigned population and integrates learning into the community. He applies organisational effectiveness experiences to enable business performance improvement.
He was previously working for Shell International and amongst others he was the Commercial Academy Learning Manager and in that role he was responsible for all aspects of global capability building that enables world-class deal making. Over the years of his 35+ years of experience he was focusing on global onboarding, virtual working, leadership development and portfolio management. He has published often, and given many public speeches on among others, Performance Improvement, Just-in-time-learning, Learning and Ethics, Virtual Working / Virtual Leadership, and ROI of Learning.
Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet. What are the skills future generations will need? Preparing for the future we need transforming learning.
Kath’s mission is to build the reputation of careers in the hospitality sector. She works with various bodies to develop hospitality Apprenticeships and qualifications from entry to MBA. By day, Kath is a senior owner of Pizza Hut Restaurants UK, responsible for People & Marketing. By night, Kath lives in Wales and spends her time mentoring local businesses including the national award winning concept ‘Crwst’. Kath is also an NED for Bluestone National Park Resort.
Prior to the Hut, Kath worked for Yum Brands! and also has over 10 years of experience in the financial sector. Kath started her career with British Airways and her early claim to fame was that she won ‘Young Cook of Great Britain’ and judged Junior Master Chef. Kath has been recognised as an industry leader awarded HR Magazine’s ‘HR Director of the Year’, ‘Most Influential’ & HR Excellence Awards ‘HRD of the Year’.
When market conditions are really tough and P&L’s are being squeezed it is also the very time when a business needs strong leadership and change management capability so how can you achieve an increased focus on developing leaders during a perfect storm of distraction?
The Restaurant industry is facing strong headwinds that has recently seen the failure of some well-known brands from a combination of factors including; rising business rates, vat, wage inflation, levies, food inflation and of course the ‘B’ word.... Pizza Hut Restaurants’ response is to adopt an approach that can best be described as ‘Make and Mend’. The phrase originates from the Navy and refers to a period of time without assigned duties given to the crew of a ship to focus on fixing their clothing (or themselves). The Pizza Hut Restaurants literal interpretation of that phrase is to allocate development time away from the day job for their critical Area Management population to focus on their personal and professional development. ‘Make & Mend’ was also a wartime attitude - when times are tough you have to be creative, resourceful and find solutions from what you already have available. This mind-set is also very true for Pizza Hut Restaurants where an internal Leadership Academy has been established to support Area Managers leadership development but it has been designed and delivered completely in-house by internal subject matter experts including the CEO and management team.
For as little as a few hundred pounds a year and a bit of time, the business is delivering the equivalent of hundreds of thousands of pounds of investment into leadership development via a ‘Make and Mend’ approach. This case study explores the opportunity and practical challenges experienced along the way.
Alistair Cumming is the Head of learning and Development at Lidl GB. He over 30 years experience in L&D having worked in both the private and public sector and now in retail. He has a passion for innovative, creative and above all engaging learning solutions which accelerate the speed to competence of the learner.
Alistair is a long suffering follower and supporter of the Scotland Rugby Team having formerly been a player and referee.
What was the first invination you had that there was a pandemic about to hit the country? Was it the shortage of toilet rolls and Pasta, was it the large queues outside food retailers? How did you cope? How did your family cope? How did your business cope?
The question is how did the retailers cope, confronted with panic buying on a scale never seen before, retailers were not resourced to cope with the demand, supply chains were stretched but the nation needed to be fed. But what has this to do with L&D?
In order to Feed the Nation Lidl (and many other retailers) had to recruit many thousands of additional staff in warehouses and in stores. As well as the huge task that advertising, recruiting and selecting the staff posed to our recruiting department colleagues, and other HR teams the task set for L&D was to onboard these short term contract colleagues. Usually the onboarding process can take up to 6 weeks with a well tried and tested training plan encompassing most modern delivery methods. The requirement to L&D was to train 2500 staff in 4 hours. L&D had 6-10 days to come up with a training solution.
Who are the key stakeholders that must be satisfied? Where will you find the training material? How will you deliver the training and remain socially distant? What training methods do you use and how do you record the training? These were some of the challenges that had to be overcome to ensure that L&D fed the nation.
It does not stop there, how sustainable is that training and what lessons have been learned that can be taken forward into “Business as usual”.
As the Director of People and Culture for Camm & Hooper, Fiona Allen brings over 15 years HR and hands on Operational experience including working in Facilities Management, the Public sector and the hospitality events, bar and restaurant industry.
Fiona is passionate about changing the stereotypical HR image by breaking down the barriers and cutting through the chaos. She does this by ensuring all levels of management fully understand that by investing time and effort in team members across the business, this will increase productivity and the bottom line.
Fiona believes, right now, more than ever, that partnership with all team members within any business will drive performance, increase engagement and ensure communication is at the heart of everything. Team members want honesty, transparency and to feel valued and listened to; Fiona ensures that happens across the teams for a better and more productive working environment.
Your first day of a new job should be fun, relaxed, planned out and calming. You should have all the tools you need to ‘hit the ground running’ and for a lot of people it is. But if you start drilling down, very few people have had any interaction with their new line manager since meeting them at the interview. And for many, that could have been 3 months ago. You may have received your contract of employment and a job description but apart from that, very little communication has happened. And an induction plan? Well you have no idea!
Getting the induction right is vital for the new team member as well as the company. It sets the tone on how the company values you and shows how much they are willing to invest in you and your future with them. Starting that process weeks, and in some cases months, before new team members start, is key. And it’s not as time-consuming or costly as companies think.
In this session, Fiona will be sharing and showing how an engaging and rewarding induction will reap benefits for both the team member and the company. Your team are your biggest advocates and your biggest critics so ensure you start their journey with you as you mean to go on.
Register your interest in the People Development Summit
17-19 March 2021, Warwick Conferences, Coventry
Submit your name and email address and a member of the Summit team will send you further details including:
- the confirmed list of attendees
- instructions on how to apply for a delegate place
- sponsorship options
“Well organised; quality conversations; a great opportunity to meet and build relationships with likeminded suppliers and delegates. All in a convivial and relaxed atmosphere in a great location. Simply perfect!”
Rachel Brastock, Head of Talent Development & Engagement
“Thank you Summit Events for another fantastic session. The organisation is second to none. The value of these two days for networking, sharing best practice and meeting great people is such a great investment, its why we keep coming back. Meeting likeminded people who are all passionate about development is amazing and creates a great environment for really interesting conversations.”
Jenny Jones, Sales Director
Dove Nest Group