Thursday 6 April 2017


Registration opens


Introduction from the Chairperson: The future of L&D 

Margareth Thomas, Founder, MAD Consulting - Making A Difference




Balancing speed with depth - Training the millennial worker 

We are increasingly trying to compress training into shorter, sharper interventions to engage young employees who have grown up in a digitally-saturated culture. But in our rush to engage easily-distracted millennials, have we tried to compress learning just a little too much?

  • Social learning and micro-learning - How quick is too quick when delivering training?
  • Keeping students engaged while delivering just enough, just in time
  • Delivering complex topics in an accelerated mode
  • Engaging without sacrificing quality and depth of learning 

Lyndsey Jack, Director of Human Resources, Grand Hyatt Melbourne

9:30am CASE STUDY: Creating, curating and socialising content at Telstra

Telstra is taking an innovative approach to L&D, encompassing traditional learning balanced with contemporary approaches to curation. This case study session will draw on Telstra’s journey, delivering a new learning experience for its people.

  • Driving traditional learning balanced with contemporary approaches to curation
  • How to curate content in a way that aligns with specific roles, career paths and strategic capabilities
  • The benefits of enabling employees to curate, share and socialise their own learning in addition to Telstra-created content

Anne Le Blanc, GM Learning & Development - Global Learning, Telstra



Morning refreshments break

10:45am CASE STUDY: The benefits of a blended approach to L&D at Jemena

A successful learning & development program strengthens and develops future leaders to understand, shape and execute company strategy while inspiring and developing other leaders along the journey. What is the best blend of learning types for an executive development program?

  • Choosing the right hybrid learning model, from rotation to labs and self-blend
  • 70:20:10 – How to capture and control the 70% workplace component
  • Action and experiential learning in a leadership context
  • Balancing

Paula Rebeiro, Head of Learning & Development, Jemena

11:30am CASE STUDY: Big results with a small budget

Generous L&D budgets are just a pipedream for many L&D practitioners, especially those in the not-for-profit sector who need to justify every dollar spent. How do you create impressive results on a shoestring budget? Is this even possible?

  • Deciding what matters the most and what is just ‘nice to have’
  • Tips for negotiating with vendors to get the best price
  • What are the best areas to cut costs while minimising the impact on quality? 

Julia Cookson, General Manager, Jewish Care Victoria




Networking lunch break



Keeping it real - Managing business expectations of what L&D can deliver

Talking up the benefits of L&D can be a double-edged sword. Divisional heads can sometimes be so convinced that they see training as a panacea or magic bullet for organisational problems.  L&D managers need to take a balanced approach to persuade managers to support training programs without overpromising on the results.

  • How to get managers to buy into L&D programs and take responsibility for their results
  • Educating managers about the importance of pre-learning conversations
  • Beyond the classroom – Getting managers to engage in post-learning initiatives
  • How to moderate expectations without talking yourself out of budget 

Jason Grieve, Head of Learning & Development - Australia, Arthur J. Gallagher

PANEL: Securing management buy-in for L&D programs 

L&D practitioners need to convince financial decision makers of the commercial value of training programs. Without executive support, L&D programs can’t get off the ground. What is the best way to sell the value of L&D programs to the executive team?

  • Articulating the value of L&D, capability development and organisational development initiatives
  • Is L&D rhetoric holding us back from speaking the language of business? 
  • Tips for presenting a compelling business case
  • How to get functional managers to commit staff time to learning programs
  • Why are some CEOs and CFOs still reluctant to commit time and money to L&D?

Julia Cookson, General Manager, Jewish Care Victoria

Kathleen Gaynor, Learning & Development Lead, PwC

Lyndsey Jack, Director of Human Resources, Grand Hyatt Melbourne

Shanyn Payne, Executive Director - Human Resources, Swinburne Online

Margareth Thomas, Founder, MAD Consulting - Making A Difference


Afternoon refreshments break

3:15pm Coaching and mentoring the reluctant learner

Winston Churchill once said: ‘I am always ready to learn although I do not always like being taught’. Every L&D professional has encountered an employee who is resistant to coaching and mentoring programs. Can you truly teach someone who doesn’t think they need to learn?

  • Persuading people to allocate time to coaching and training
  • Convincing senior managers of the benefits of ongoing learning
  • Improving employees’ perception of learning and coaching programs
  • Beating blockers embedded in an organisational culture that limit learning 

Michelle Fenwick, Executive Director People & Culture, Northern Health

4:00pm INTERACTIVE DISCUSSION: The great debate - Can you really calculate ROI on L&D?

In this interactive debate, panellists and delegates will discuss the extent to which workplace learning can be quantified and calculated. Are L&D practitioners who question the ROI of L&D traitors to the profession or just brave individuals?

  • Can you truly measure the embedding of behavioural change shifts?   
  • Why is calculating L&D ROI so problematic?
  • Which ROI calculations make the most sense to CEOs and CFOs?
  • Common L&D metrics and their pros and cons
  • How relevant is the Kirkpatrick model today?
  • If we don’t quantify and calculate ROI, what is the alternative?

Paul Birch, Director People & Culture, Transdev Australasia

Kathleen Gaynor, Learning & Development Lead, PwC

Graham Gubbels, Head of Learning & Development, Medibank


Margareth Thomas, Founder, MAD Consulting - Making A Difference


Conference concludes



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