Ngunnawai People

• Skills and capabilities required of the public service, and its leaders, now and in the future
• Where HR might focus to ensure leaders have the necessary capabilities

• The need for more innovative and disciplined approaches to workforce management and leadership development
• Cross-agency strategies being pursued by the APS to ensure its workforce remains capable of delivering against current and future priorities

• Exploring the benefits of a collective approach to developing middle managers
• Applying a Workplace (Informal) Learning Strategy to engage, reinvigorate and drive collective middle manager bench strength

• Perspectives on talent management

• The case for developing a comprehensive workforce strategy
• How to set up and design a successful talent management program
• How to identify, assess and develop high potentials

• How Defence is moving from an uncoordinated approach to employee development
• About the Defence High Potential Executive Level Talent Management Program

• The importance of governance and how to put structures in place to support ‘leader-led’ initiatives
• Key lessons learned through the establishment of talent management initiatives in a variety of jurisdictions

• How the AFP gains a clear picture of its organisation and its future needs
• What the AFP is doing to attract, identify and develop talent

• How the Commission will realise its aim of making the NSW public sector an employer of choice
• How the Commission is assisting agencies

• Developing a compelling organisational brand through an integrated people system
• Delivering the things that will enable ongoing passion and engagement

• How proactive talent management can co-exist with other HR strategies or processes
• The importance of diversity and flexibility in talent programs
• Some practical examples to embed a talent focus in your organisation

• The purposeful connection between individuals and the organisation through a whole of organization and career approach
• Leadership and career work for teams
• Coaching and mentoring as a development tool

• Service delivery reform, aspirations of the restructured Department and how HR is responding
• Managing talent to ensure future effectiveness
• Achievements to date and what the future holds

• Developing a management program through consultation
• Putting theory into practice in 24/7 environment
• Using the program as a vehicle for change

• How to integrate development, performance management and succession planning
• Identifying and countering the talent management myths and what to do when programs go bad

• How Bupa reinvigorated its recruitment processes
• Assessing the results – greater staff retention, a healthier talent pool and significant savings

• Moving to a one service model, establishing a Strategic Board and relocating all employment powers to enable closer management of the executive
• The development and management of the executive under a one service model
• Progress on the change exercise to encourage whole-of- government thinking and active collaboration

• How Main Roads reinvigorated its attraction and retention strategies and is enhancing talent management initiatives to respond to the mining boom
• How Main Roads talent management program works
• Creating a culture that ‘keeps’ people

• How DTF is establishing a strong organisational culture that is focused on building the leaders of tomorrow
• An unpacking of DTF’s People and Culture Strategy which aims to increase momentum on culture and leadership