People Strategy for a Changing World
In a world of radical transformation, effective leaders of people and culture are critical to an organisation’s success. But how do we respond to innovation and the changing nature of work? How do we plan to adapt in a world where 98% of roles will be impacted by new technologies? How do we think differently to organize work and build culture? How do we move from where we are to where we need to be?
Our new programme is here!
About the programme
The purpose of this programme is to help prepare leaders and their organisations for success in an increasingly complex world through developing a people strategy that enables your organisation’s growth. This programme provides an opportunity for participants to take stock of their current strategy, learn what is changing in the world of work and decide how to manage the now and plan the future. Academics and business leaders will challenge and stretch your thinking by describing their successes and failures, learning and insights.
The outcome of the programme will be an applicable People Strategy for your organisation for the next 3 -5 years. To inform the development of this strategy we will explore 6 Driving Questions together as a cohort:
- What business are we in, where are we going and what do we need in terms of human talent and processes to get there?
- How do we create successful work in complex environments?
- How do we attract, select and retain the ‘right’ people’?
- How do our organisational systems have to change to support our strategy?
- How do we achieve future states that may look quite different from our current state?
- How do I need to change in order to grow in influence and serve more effectively in this context?
The programme will be run over 7 days with 4 modules of 1 or 2 days in duration starting on 24th June and completing on 21th October. Modules are intensive and highly interactive. The design is blended, involving online exercises and reflections on application in the workplace; peer coaching; mentoring from senior business leaders; group work; personal reflections and development of your people strategy. There are no additional, written assignments outside the modules.
Am I eligible?
- A mid to senior leader from any background who is responsible for driving the people strategy or culture change in your organisation?
- Someone who is responsible for a large operational workforce or be working in an area which is likely to be, or is being, impacted by technology, generational changes, transformation or the like?
- Someone who has been identified as having the potential to progress to senior leadership, strategic roles or equivalent within the next five years?
|What business are we in? What challenges do we face?||
How do we facilitate successful work so we attract great talent?
How can our systems support our strategy?
What is the plan for our people?
What is the context for NZ organisations?
Organisational strategy – Where and how do we compete?
World-class People Strategy – What does it look like? What do we have in terms of human talent and processes to get there? What do we need in our organisation?
The changing nature of work – how are organisations changing and responding? What’s happening in our industry? What can we apply in our organisation?
Talent – How are our views of talent changing? Who are we looking for? What do we need to do in our organization?
What are the challenges to traditional systems of organisation?
Capability building – what options do we have?
|What’s our plan for meeting the challenges of the next decade? What do I need to do to help us meet those challenges?|
- Participants engage in peer coaching in between modules.
- Learnings from each module feed into each participant’s own people strategy document.
- Mentoring sessions with senior business leaders.
- Personal reflection and application on the job
As this programme is designed for busy professionals, there are no written assignments between modules, however, there will be mentoring and peer coaching sessions and reflection journal writing. Participants will also be expected to develop their organisation’s People Strategy or review an existing strategy through the programme and present their results to a senior leaders’ Panel at the end of the programme. This will be an opportunity for experts to provide advice and help to participants as they prepare to present to internal leaders and executives.
This programme is co-designed and supported by senior University faculty in conjunction with an Advisory Group of experienced business leaders who also feature as mentors and guest speakers.
- Anna Campbell (Board Director and former Global CE, FAB Group)
- Mark Daldorf (Chief People Officer, Inland Revenue)
- Kate Daly (Director People & Communications, BNZ)
- Barbara Harrison (Chief People Officer, GUD Holdings)
- Peter Kiely (Partner Kiely/Thompson/Caisley)
- Susan Lowe (Director People & Culture, Coca-Cola Amatil)
- Fiona Michel (Chief People Officer, Vector)
- Lloyd Pinder (General Manager HR, Mitre 10)
- Mike Sweet (Chief People Officer, EROAD)
- Laurent Sylvestre (former Chief People & Culture Officer, BECA)
- Richard Waggot (Deputy CEO, Department of Corrections)