People & Work 2022

Accelerating, transforming and collaborating for the future of work

Event Details


Registration and coffee
Mihi Whakatau
Opening remarks from the Chair
Samantha Patel, Diversity and Inclusion Consultant
Leadership growth and experience
Leveraging the power of leadership development to deliver strategy and shape culture - a roadmap for building strategic capability in your organisation
  • Designing your change road map
  • Looking at a systems approach
  • Fast tracking your strategy and cultural change
  • A strategic approach to building leadership capability – go for impact
  • Take a long-term view and a multi-pronged approach to ensure capability development initiatives stick
Michelle Shields, Principal Consultant , Fulcrum Associates
People leader's panel: Sharing stories from leaders supporting colleagues through the challenges of a Pandemic
  • Traversing the ups and downs experienced over the past 2 years 
  • Exploring the most important things that were done as a leader
  • Understanding improvements that have come out of the changing work environment that lockdowns have produced
Loren Thomas, Head of People Strategy and Experience, Trade Me
Roz Urbahn , Chief People Officer , Livestock Improvement Corporation (LIC)
Alexis Cameron , Kaiwhakahaere, Kaimahi Māori Experience | People and Culture, Auckland DHB
Aman Dhaliwal, National Manager Talent & Culture Development, AA New Zealand
Morning break
Talent attraction, retention and development
Attracting top talent in a fiercely competitive labor market
  • Exploring the changing expectations of work and motivations of workers – how do organisations adapt to attract the best talent? 
  • The role of corporate purpose and strategic vision in attracting new generations of talent 
  • Presenting company culture as a pull-factor in enticing prospective workers  
  • How do these new insights need to shape recruitment strategies? 
  • Overcoming the gaps left in the workforce by not being able to recruit skilled migrants – is there a light at the end of the tunnel, or do we need to fundamentally rethink our approach in New Zealand? 
Julie Hazelhurst, HR Strategy Lead, Westpac
Surviving the great resignation: Retaining top talent
  • Exploring how organisations can better understand their employee experience and improve it to retain their best people 
  • Understanding the importance of organisational culture in the employee experience and its crucial role in the retention of talent  
  • Exploring the evolving relationship between working and employer – how is this changing the game in relation to retention? 
  • Empowering employees to transform and grow themselves and your business 
Leslie Taylor, People Experience Consultant
Table talks - Sharing your most effective talent acquisition and retention strategies
Lunch break
Organisational Transformation
Weaving te ao Māori into the fabric of organisational culture
  • Using co-design and co-creation to develop organisational belonging 
  • Exploring cultural responsiveness and the journey that organisations go on to develop organisational cultural capability and competence 
  • Developing connectedness within organisational culture to increase capability building, succession planning and the development of future opportunities 
  • Enhancing the experience of your Māori workforce 
Dr Kiri Dell, Senior Lecturer, University of Auckland + Currently researching "The kinship organizing principle: Māori managers work styles in New Zealand's organizations"
Protecting ideas and information
  • What are intangible assets and why should HR managers care about them
  • How to mitigate the leakage or loss of confidential information and other intangible assets via employees
  • A three step plan for HR teams to minimise information loss
Michael Masterson, Managing Director, EverEdge
Future focused workforce capability models and frameworks
  • Creating new capability focused definitions of work which transcend traditional industries and jobs    
  • Analysing how in a post-pandemic world companies and organisations are moving us away from a narrow focus on jobs and roles to a holistic view of the organisational capabilities required to achieve future success  
  • How can organisations be better positioned to predict their future strategic and operational requirements and allocate resources accordingly?  
  • Identifying the human centred capabilities that most non-technical future roles will require  
  • How do new capability focused models change the way organisations need to think about and deploy their learning and workforce development functions  
Helen Anderson, Head of Capability Development, Telstra (Australia)
Afternoon break
Managing psychological risk in the workplace 
  • Understanding the collective responsibility that results in the development of a psychologically safe workplace 
  • Implementing processes that identify and reduce potential workplace psychosocial hazards  
  • Understanding and addressing, stress, burnout and fatigue  
  • Changing the culture around psychological safety to ensure that workers operate in an environment that they feel safe and productive in 
Dr Jarrod Haar, Professor of Human Resource Management, Auckland University of Technology
Panel discussion: Exploring the experience of hybrid working
  • What does hybrid working mean?
  • Some key considerations for hybrid working
  • Exploring ways to achieve genuine connection  
  • Tips and highlights for supporting the leading of hybrid teams
Kirstin Cooper, Senior Workplace Consultant, CBRE
Annabelle Klap, Head of People Experience , St John New Zealand
Leona Mehana, Team Leader Talent Acquisition, Auckland Council
Summary remarks from the Chair and opportunity to gather