AI is now firmly embedded and here to stay. But there’s not a one-size-fits-all template for a successful AI adoption. Approaches can vary depending on organisational size, structure, resources, and digital maturity.

This session brings together three different perspectives, sharing real-world experiences of AI adoption: what has worked, what hasn’t, and what each person wishes they had known from the start.

Key takeaways:

• real-world insights into what drives successful AI adoption across different environments
• common challenges organisations face when adopting AI and how to navigate them
• how to build a clear people-centred AI adoption roadmap that delivers long-term value

While HR teams and employment lawyers have been focused on understanding the Employment Rights Act reforms, successful implementation will also depend heavily on line managers.

Managers will play a critical role in reducing legal risk and ensuring consistent employee experience across recruitment, onboarding, probation management, flexible working requests and workplace conduct concerns.

Key takeaways:

• how to prepare line managers with the knowledge and confidence they need
• capturing and documenting the right information throughout probationary periods
• supporting managers to handle recruitment, onboarding and early performance conversations effectively
• recognising and reporting potential third-party harassment risks appropriately

Sam Sheriff will share her experience and candid learnings from leading a complex organisational transformation which brought together a long-established Camelot workforce led by a new, small 'start-up' Allwyn UK team, who had won the Fourth Licence to operate The National Lottery. This was the first operator transition since The National Lottery was established over 30 years ago.

Key takeaways:

• insights into creating a high-performing organisation while preserving the best of an existing culture. 
• practical strategies for integrating teams following major organisational change along with building trust and engagement. 
• the evolving relationship between CPOs and CTOs, as they work together to co-create the future of work and drive enterprise-wide change.
• creating a commercially accountable culture focused on its strategic goals.

As budgets tighten and expectations increase, L&D leaders are under growing pressure to demonstrate measurable business impact. This session explores how to connect learning initiatives to organisational outcomes, by building stronger business cases for investment and using data to position L&D as a strategic driver of performance, retention and growth.

Key takeaways:

• learn how to link learning activity to business outcomes such as retention, productivity and employee performance
• identify the metrics and evidence senior leaders value most when assessing L&D impact
• explore practical ways to build compelling business cases using workforce data, insights and real world examples

Many organisations are investing more on AI tools, than on job redesign and helping their people adapt to change. Broken workflows risk amplifying existing problems, leading to frustration and low return on investment.

This session explores how to effectively prepare your organisation and people to adapt to evolving digital technologies.

Key takeaways:

• how to build a business case to secure a budget to support people through change
• build your workforce’s skills, confidence, and engagement needed to bring people on the journey and drive adoption
• how to build a culture where people feel empowered to to adapt to digital change

Changes introduced through the Employment Rights Bill will reshape how employers engage with trade unions, creating new expectations around workplace access and communication. But how do you turn legal requirements into practical processes that support positive industrial relations?

This session will discuss practical solutions for HR capability regarding facilitating both physical and digital union access, handling privacy and data considerations, and avoiding risks linked to unfair treatment.

Key takeaways:

• what trade union ‘access rights’ mean in practice
• training teams to engage confidently and lawfully with trade unions
• practical considerations for facilitating physical and digital access in the workplace
• managing privacy, confidentiality and operational disruption appropriately
• understanding employer responsibilities and reducing risks linked to unfair treatment

Case study 1: Fit for the Future 

Kingdom Housing delivered the first organisation-wide redesign in over 40 years, creating a structure aligned to future priorities and long-term sustainability.

Key takeaways:

• co-creating the future organisation by engaging colleagues, customers and partner organisations from the outset, building trust, ownership and better-informed decisions.
• maintaining momentum through consistent communication, providing weekly updates throughout the programme to increase transparency, reduce uncertainty and strengthen engagement.
• adopting a strengths and potential-based approach to role matching, considering technical expertise, transferable meta skills and future potential rather than experience alone.
• unlocking career opportunities for more than 70 colleagues, enabling career progression, reskilling and complete career transitions while retaining talent and building organisational capability.

As AI and automation reshape entry-level roles, organisations need to rethink how they attract, develop and retain early career talent. This session explores how apprenticeships, graduate pathways, T levels and vocational routes are evolving, and how employers can build sustainable talent pipelines that support both productivity and long-term workforce needs.

Key takeaways:

• understand how AI and automation are changing traditional graduate and entry-level career pathways
• explore the evolving role of apprenticeships, T-Levels and vocational routes in building future talent pipelines
• learn practical approaches to accelerating early career development and productivity from day one, while protecting learning, progression and skills development

Hosted by the CIPD Trust, this session explores how organisations can use AI to access the skills and talent they need for sustainable success, ensuring technology helps uncover overlooked talent rather than unintentionally narrowing the talent pipeline. Hear from senior leaders and partner organisations using AI to widen talent pipelines and support more effective hiring. Leave with actionable insights to help your organisation build workforce capability, strengthen organisational performance and create opportunity through responsible AI.

This session will help you understand how to avoid bias, strengthen candidate trust and navigate the ethical risks associated with using AI.

Key takeaways:

• discover practical strategies to design fair, transparent processes that keep human judgement at the heart of hiring
• understand where AI adds genuine value in recruitment and where, without oversight, it introduces risk
• learn how to measure the impact of AI on employee experience, productivity, and inclusion 

Reforms to zero-hour contracts under the Employment Rights Act aim to tackle exploitative working practices and improve predictability for workers. However, many employers are now questioning how to balance compliance with the operational need for workforce flexibility, particularly in sectors reliant on contingent labour.

 This session will examine the evolving expectations around flexible working requests and the potential impact on workforce planning and recruitment, also considering wider concerns around labour market participation, including youth employment.

Key takeaways:

• how can you design a contingent workforce model that suits both workers and the workplace while complying with employment law changes?
• identifying and reducing risks linked to exploitative contract practices
• exploring the potential impact of the reforms on recruitment, retention and youth unemployment

As organisations continue to navigate transformation, people teams are increasingly expected to lead and facilitate change across the business. y. This session explores how you can equip your team with the practical skills, capabilities and mindset needed to lead successful change initiatives, strengthen stakeholder influence, and position your people function as a strategic driver of transformation.

Key takeaways:

• understand the critical capabilities and skills needed to effectively lead and facilitate organisational change
• learn practical approaches to building change confidence and capability within people teams
• explore strategies for influencing senior stakeholders and gaining leadership buy-in during periods of change

This session will explore how to design effective leadership programmes that drive future organisation success,looking at the core skills needed for effective leadership of a more agile, AI-enabled and multi-generational workforce.

Key takeaways:

• identify the key leadership capabilities and skills required of future leaders (what skills are required for future leaders)
• explore how to design training programmes for new and aspiring managers that build future-ready leadership skills
• learn practical approaches to developing leaders who can effectively manage multi-generational teams and navigate evolving workforce expectations

AI and emerging technologies continue to redefine how organisations operate, how work gets done, and the skills required succeed. This session explores the transformative impact of AI and technology on roles, workflows, and organisational structures. HR leaders will gain practical guidance on how to adapt and stay ahead in a rapidly evolving AI and tech landscape.

Key takeaways:

• understand how AI is enhancing human capabilities, automating tasks, and enabling new ways of collaboration
• examine the ways AI adoption is evolving organisational structures through transformed roles, workflows
• explore how AI is redefining skills priorities and reshaping approaches to learning 

Changes introduced through the Employment Rights Bill will reshape how employers engage with trade unions, creating new expectations around workplace access and communication. But how do you turn legal requirements into practical processes that support positive industrial relations?

This session will discuss practical solutions for HR capability regarding facilitating both physical and digital union access, handling privacy and data considerations, and avoiding risks linked to unfair treatment.

Key takeaways:

• what trade union ‘access rights’ mean in practice
• training teams to engage confidently and lawfully with trade unions
• practical considerations for facilitating physical and digital access in the workplace
• managing privacy, confidentiality and operational disruption appropriately
• understanding employer responsibilities and reducing risks linked to unfair treatment

What's the biggest change management challenge you're facing right now?

Organisations are navigating constant transformation - from AI adoption and digital transformation to organisational redesign, culture change, skills shortages and evolving employee expectations. Yet while the pace of change continues to accelerate, many leaders are asking the same question: how do we bring our people with us?

In this interactive Question Time-style session, the agenda is set by you.

Bring your biggest change management challenge and put your questions directly to expert panel, each bringing a different perspective on leading successful change. Whether your challenge is engaging employees, overcoming resistance, embedding new ways of working, measuring adoption or sustaining momentum, no topic is off limits.

Many organisations are investing in AI, but few understand whether their workforce is ready to use it effectively, responsibly and at scale.

This session explores why workforce readiness is becoming a stronger predictor of AI success than technology investment alone. As AI becomes embedded in everyday work, organisations must develop capabilities beyond technical AI skills, including judgement, oversight, accountability and adaptability. Attendees will gain practical insights into assessing readiness, identifying capability gaps and building the leadership, governance and trust needed for responsible AI adoption.

Key takeaways:

• understand what workforce readiness means in an AI-enabled organisation
• identify the capabilities needed for effective and responsible AI use
• explore practical approaches to assessing readiness and developing capability.

To realise the long-term value of AI, organisations must take a more balanced, people-first approach that builds trust and supports cultural readiness. Employees' fears around job displacement are increasingly shaping responses to AI adoption, particularly among early-career talent, where concerns about the future of entry-level roles are most pronounced.

This session explores how organisations can support employees through AI-driven change, and balance the drive for productivity and innovation with a strong focus on people and preserving the talent pipeline.

Key takeaways:

• real-world examples of how organisations are balancing AI adoption with employee experience
• practical approaches to reducing AI fear and building trust across the workforce
• strategies to support early careers talent and preserve talent pipelines
• how to maintain human connection and engagement in an increasingly AI-driven workplace

For employers and people professionals, one of the biggest challenges presented by the Employment Rights Act 2025 is understanding which changes require immediate action, where future risks may emerge, and how to prioritise in a fast-moving implementation timeline.

Hear an overview of the most important developments employers need to be aware of now, including the latest changes introduced in October and those coming in January 2027 and beyond. This session will set out a prioritised plan for what steps to follow to be ready for the changes, with lots of practical advice on support available. You will also hear new evidence on the costs to your organisation of workplace conflict, and what you can do to prevent it.

Key takeaways:

• everything you need to know about the key Employment Rights Act changes already in force and those coming next
• what support is available – guidance, templates and timetables
• understand the costs of workplace conflict and the benefits of good employment practices

Culture change can transform retention, wellbeing, productivity and organisational performance. This session explores how leaders in both the NHS and Kia have used organisation development, employee engagement and leadership behaviours to drive measurable cultural transformation. 

Case study 1: Driving commercial success at Kia through culture transformation

• enabling Kia's transformation from a fast follower to a recognised leader in electrification by evolving the culture, leadership mindset and employee experience to support the new business strategy.
• embedding  values and future-focused competencies across the organisation.
• accelerating engagement and capability through innovative learning and a sustained focus on Great Place to Work, helping colleagues embrace change, develop new skills and contribute to business success.
• building a more inclusive and future-ready workforce, ensuring diverse talent could thrive while strengthening innovation, collaboration and decision-making.
• demonstrating how culture transformation supported year-on-year commercial success.

Case study 2: Transforming disciplinary processes for better employee wellbeing and engagement

While employee investigations are an important part of organisational practice for managing workplace issues, there is growing evidence of the significant harm they can cause to individuals being taken through them.

This harm can also spread further to those involved in their delivery, as welll as impacting organisational culture and reputation, leading to financial and economic harm.

There needs to be a shift in mindset that prioritises employee wellbeing alongside the application of the process, reducing potential harm and creating healthier work environments. This session will outline the process and its positive impact on wellbeing, engagement and reduction in sickness and absenteeism.

Many organisations want to become more agile in how they identify, develop and deploy skills, but moving away from traditional job structures can feel complex. This session explores what a skills-based approach looks like in practice, where to start, and how HR and L&D teams can use skills data to improve workforce planning, internal mobility and career development. 

Key takeaways:

• understand what a skills based organisation looks like in practice and how to start building one
• learn how internal mobility and skills visibility can improve retention, workforce agility and career development
• explore practical ways to connect recruitment, learning and workforce planning through shared skills data

While people teams are investing in AI to improve productivity, streamline hiring processes and enhance employee experience, proving measurable return on investment and its impact on business outcomes remains a challenge.

This solutions-focused session will include dedicated tables according to your type of business (large, private, public and SME). It will equip HR leaders with the tools to measure AI initiatives to enhance business performance and productivity outcomes. 

Key takeaways:

• identify the most relevant KPIs for AI and understand how to track them effectively.
• build and apply a clear, data-backed framework to measure and communicate the value of AI to your business leaders.
• understand how HR-led AI initiatives contribute to workforce productivity, cost efficiency, and overall organisational performance.

Changes to unfair dismissal rights under the Employment Rights Act will reduce the qualifying service period from two years to six months, significantly increasing the importance of effective probation management and early employee support. 

With the reforms taking effect from January 2027 and applying to employees hired from July 2026, employers should already be preparing their policies, processes and managers for change.

Key takeaways:

• explore the practical implications of the reforms - including policy updates, strengthening probationary processes
• understand the critical role of line managers in managing performance conversations and ensuring well-documented decision-making during probation periods
• improving onboarding, objective-setting and employee support during probationary periods

Managing organisational change across international offices brings unique challenges for HR teams navigating different cultures, time zones, employment laws and ways of working. This session will explore how global organisations can successfully implement change programmes that balance consistency with local flexibility. Gain practical insight into managing communication across dispersed teams, aligning leadership across regions and adapting transformation strategies to different cultural and business environments.

Key takeaways:

• understand the key considerations when implementing change internationally, including cultural differences, regional business practices, employment legislation and workforce expectations
• manage communication and engagement across multiple time zones and international teams while maintaining alignment and consistency
• explore strategies for balancing global transformation goals with local market needs, ensuring change initiatives are both scalable and culturally sensitive

Hosted by the CIPD Trust, this session brings together experts to showcase practical initiatives helping employers tackle skills shortages. Hear how organisations are working with prisons and Jobcentres to connect with new sources of talent, overcome recruitment challenges and improve retention. Leave with practical ideas to help your organisation think differently about where capability can be found.