Engaging with the business involves a paradox – it means not giving the business what it wants, but rather what it needs. In other words, the Learning and Development department has to take a lead in saying what is good for an organisation, rather than simply providing the training that employees and managers request.

This presentation examines how one public sector body has moved from a reactive L&D function to a pro-active one, providing personal development plans for several thousand employees, linked to the needs of the organisation.

Defining and training against role profiles

Managing the personal development review process

Linking development to qualifications

Ensuring organisational buy-in for a pro-active stance

Demonstrating the effectiveness of reviews

Today more than ever we hear about species becoming extinct. These are ofton those that cannot adapt to changing environments, have no ability to defend themselves against modern predators, or are too lazy to make the changes necessary!
In this session, Jonathan will outline how you can ensure the survival of your training department and your role. Whether you are a trainer or training manager this is a session for survival. The world does not owe you a living; it's up to you to demonstrate why you should survive.

• Learning the ‘language of business’
• Learning and understanding the 'language of business'
• Avoiding the 'Angle of Death'
• How to lose friends and fail to influence
• Understanding the political landscape
• Performing for long-term success
  

Increasingly organisations are looking for ways to understand and grow their human capital - whether for improved performance, or to meet regulatory requirements. And there is a growing understanding that people's capabilities make up a key component of that human capital.

So what are organisations doing to assess and build their human capital? In this session, Professor William Scott-Jackson explores the range of current approaches, from the inspired to the deluded. He also examines the way in which the current stress on human capital can make the human resource/learning and development functions more strategic.

• Why Human Capital matters to the board
• Three levels of reporting
• How important are capabilities as part of Human Capital?
• The limits of our current understanding
• The role that HR/L&D can play