In this session, you will hear CIPD Chief Executive Neil Carberry perspective on the future of the people profession and following his speech there will be the opportunity to put your questions directly to him.

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How can the people profession have a greater impact on organisational performance?

From AI adoption to driving productivity, this session will share the perspectives of CPOs on where HR can make the greatest difference. Join us to hear how you can strengthen your influence and help shape the decisions that matter. 

The conversation will explore: 

• how practitioners can build commercial acumen
• how to leverage data to shape executive decisions
• how to anticipate future workforce capabilities
• how to drive meaningful organisational transformation

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Organisations across Scotland are under increasing pressure to rethink how they operate, from financial constraints to changing expectations of public services. This session will explore the lessons emerging from public-sector transformation in Scotland and consider what people professionals can learn when reshaping their own organisations, structures and ways of working.

Key takeaways:

• Understand what drives the need for structural transformation and how to identify where organisations need to change
• How to rethink structures, roles and decision-making to create more joined-up and effective ways of working
• Consider the people and leadership challenges involved in delivering large-scale organisational transformation
• Take away practical lessons you can apply when leading or supporting structural change in your own organisation

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As organisations respond to economic uncertainty, technological change and evolving priorities, having the right skills and capabilities is critical to performance. For people professionals that means identifying future capability needs and connecting investment in skills to organisational priorities. 

Key takeaways:

• How to identify the skills and capabilities that will matter most to your organisation’s future priorities
• How to connect skills investment to organisational performance and productivity
• Explore how using early careers, including apprenticeships, can help develop the skills and capabilities your organisations will need for the future 
• Practical questions to use with leaders when discussing future capability needs

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I is already changing how organisations work, but real value comes from moving beyond experimentation and embedding the technology into teams. 

In this session, you will hear how to assess and evaluate AI opportunities, considering business needs, people and processes. 

Key takeaways:

• How to identify where AI could create genuine value within your organisation
• Practical ways to prioritise and assess AI opportunities 
• How people professionals can bring together people, process and technology
• Gain confidence in leading conversations about how AI can improve the way we work

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Skills shortages, demographic change and shifting workforce expectations are making it harder for organisations to rely on traditional recruitment pipelines. People professionals need to take a more strategic approach to attracting, developing and retaining the talent their organisations will need in the future. 

Key takeaways:

• How to identify the key talent pressures affecting your organisation
• Practical ways to move from reactive recruitment to longer-term talent pipelines
• How to engage leaders in conversations about future talent needs and investment
• Key strategies to strengthen your talent pipeline

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How do organisations ensure they have the right leadership capability in place as their workforces, operating models and priorities evolve? 

Key takeaways:

• How succession planning supports wider leadership development 
• How to identify critical leadership roles
• How to develop internal talent to meet future leadership opportunities
• Key strategies to strengthen succession planning in your organisation

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People professionals are increasingly expected to understand the wider business content and demonstrate the impact of people decisions on organisational performance. Developing strong business acumen is needed to understand what drives your organisation’s success and connect people strategy to commercial goals. 

Key takeaways:

• How to identify commercial drivers and priorities that should shape your people strategy
• How to connect people priorities to business goals and outcomes
• How to use people data and analytics to identify insights that support better business decisions

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Once your people strategy is agreed, the next challenge is putting it into practice within the legal framework. With employment rights legislation continuing to develop, people professionals need to understand what is changing and what they need to do differently to ensure their strategy is implemented effectively. 

This practical troubleshooting panel will help you navigate the legal considerations involved in implementing your people strategy. You’ll also have the opportunity to put your questions to the panel, exploring how the law applies to your specific people strategy and gaining practical guidance to help you make informed decisions with confidence.

Key takeaways:

• How you can identify the key actions and priorities for your organisation
• Assess where your current people practices may need to change to meet compliance and the business needs of your organisation
• How changes to your strategy can support wider Fair Work objectives
• Tools and practical questions to help start the implementation conversation with leaders and managers

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The world of work is changing ridiculously fast. Technology is racing ahead, expectations keep shifting and half the time it feels like we’re all just trying to keep up without looking too confused.

The good news? We’re still human.

In this uplifting, funny and deeply human closing keynote, Gavin Oattes explores what it takes to keep going, keep performing and keep looking out for each other when none of us really knows what’s coming next.

Through stories, humour and psychology, Gavin explores what constant change does to our heads, why human connection matters more than ever and why joy isn’t some fluffy extra we squeeze in when the proper work is finished...it might actually be part of the proper work.

As Gavin writes in his books, organisations don’t perform, people do.

At a time when organisations are under increasing pressure to improve performance and productivity, we’re asking those people to adapt faster, achieve more and somehow remain vaguely sane while doing it.

Confidently Lost is a reminder that we don’t need to have everything figured out.

The world might be changing. Being human isn’t.

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