Conferences

Summary

The Knowledge Management & People Development Conference, to be held at The Grace Hotel in Sydney from October 26th to 28th 2009, will examine issues such as:

• Using social networking tools to better connect employees
• Capturing knowledge and passing on lessons learnt and expertise
• Developing a culture of knowledge sharing

The conference is intended for knowledge managers, L&D, organisational development professionals and anyone interested in retaining knowledge and building learning capacity across the organisation.

Learning Objectives

• Capture knowledge and use it to support organisational development goals
• Explore how wikis, Twitter and other social media can be applied in your organisation
• Minimise the risk of knowledge loss during staff turnover
• Develop a culture of knowledge sharing and align to individual KPIs
• Demonstrate the value of knowledge management initiatives to senior leadership
• Take advantage of informal learning networks to build expertise and knowledge
• Design employment contracts to protect intellectual property
• Capture lessons learnt from the past to support a learning culture and succession planning goals
• Determine the ‘right’ organisational structure and develop leaders who can manage across functions
• Foster organisational innovation and creative problem solving skills in your organisation
• Empower employees to make optimal use of information to perform effectively in their roles
• Integrate the L&D and knowledge management function to transfer knowledge and develop capability

Speakers

• Michelle Lambert, Convenor, Knowledge Management RoundTable Victoria (KMRt)
• Robert Wilkins, Senior Manager People, Communication, Learning and Knowledge, AMP
• Mark Andrews, Director, Knowledge and IT, Baker & McKenzie
• Gavin Pilz, Learning and Development Manager, Graincorp
• Colin McIvor, GM Knowledge Management, WorleyParsons
• Damien Lumby, Knowledge Management Coordinator, UBS
• Shayne Brown, Organisational Development & Learning Manager, ANSTO (Australian Nuclear Science and Technology Organisation)
• Kerrie Christian, Material & Quality Systems Manager, Bluescope Steel
• Cory Banks, Knowledge Manager, Parsons Brinckerhoff
• Chris Fletcher, Principal, Emerging Options
• Jane Hogan, Head of Knowledge, Gilbert & Tobin
• Matt Moore, Chair, NSW Knowledge Management Forum & Director, Innotecture
• Karen Purser, Coordinator, Research and Knowledge Management, Randwick City Council
• Stephanie Vass, Partner, Piper Alderman
• Amanda Lizier, Talent and Organisational Capability Manager, Pfizer Australia
• Michael Solomon, CEO, Learning Seat Compliance
• Rebecca Deering, Change Communications Advisor and Social Networking Strategic Lead, Suncorp
• Marie O’Brien, Convenor, Knowledge Management RoundTable NSW (KMRt)
• Dr Laurie Lock Lee, Partner, Optimice
• Alex Manchester, Senior Consultant, Step Two Designs and Author of How to use social media to engage employees
• Mark Schenk, Director, Anecdote

Conference Agenda

Conference Day One

Monday October 26th 2009

9:00 Case study: Social media and knowledge management: a marriage made in heaven or hell?

• Understanding the role of knowledge management and how Enterprise 2.0, using the Social Media on Web 2.0, can be used to capture the knowledge of the people in your people and turn it into an organisational asset
• Exploring the myths and realities of social media and its practical application to knowledge management
• Applying social media to knowledge management through an understanding of the way knowledge is shared and the way organisations and individuals organise information

Robert Wilkins, Senior Manager People, Communication, Learning and Knowledge, AMP

ENCOURAGE KNOWLEDGE TRANSFER

9:40 Case study: Developing a culture of knowledge sharing

• Developing and maintaining a workplace culture which fosters trust, support for learning, and a willingness to share knowledge and expertise
• Investigating barriers to effective knowledge sharing
• Building KPIs for knowledge sharing into job descriptions and performance appraisals
• Designing rewards and recognition to motivate and build a supportive knowledge sharing culture

Mark Andrews, Director, Knowledge and IT, Baker & McKenzie

10:20 Morning Tea

DEFINE & DEVELOP COMPETENCIES

10:45 Case study: Build workforce capacity through strategic competency development

• Defining the behaviour and skills for critical roles across the organisation
• Building capability within critical roles to monitor market trends and movements, and communicate knowledge requirements across the organisation
• Interpreting this information to assess and build people capability across your organisation and develop action plans for recruitment, L&D, talent development and succession planning strategies
• Aligning competency frameworks to the company’s strategic goals

Gavin Pilz, Learning and Development Manager, Graincorp

STRENGTHEN LEARNING NETWORKS

11:25 Case study: Building learning capability in the organisation through knowledge management

• Connecting employees to people they can learn from
• Examining how organisations learn and use knowledge to achieve corporate goals
• Building an effective lessons learnt system that actively encourages and leads to learning
• Demonstrating how formal and informal networks can be used to improve learning capacity in the organisation

Colin McIvor, GM Knowledge Management, WorleyParsons

ALIGN WITH L&D GOALS

12:05 Case study: Integrating the L&D and knowledge management functions

• Reviewing the interaction between the company’s L&D and knowledge management processes
• Adding value to the L&D function by performing an audit of knowledge across the organisation and developing capability based on this analysis
• Creating a dynamic environment to support learning
• Developing communities and networks to transfer knowledge within the organisation

Damien Lumby, Knowledge Management Coordinator, UBS

12:45 Lunch

KNOWLEDGE TRANSFER & ORGANISATION DEVELOPMENT

1:35 Case study: Capturing knowledge through information transfer and succession planning

• Examining the challenge: capturing & recording the knowledge of the retiring baby boomer demographic, and passing on lessons learnt from the past to prevent equipment failures and other errors
• Capturing key lessons learnt from the past and harnessing the knowledge of leaders in the organisation by setting up knowledge networks
• Utilising social media approaches and social bookmarking to control and categorise high volumes of information

Kerrie Christian, Material & Quality Systems Manager, Bluescope Steel

2:15 Case study: Capturing wisdom and demonstrating its integration with organisational development

• Evaluate the ‘participant-centric’ process used at ANSTO to capture wisdom: a step by step description
• Review the benefits of this approach
• Explain how this wisdom will be transferred across the business to support a development culture
• Identify how the capture of wisdom integrates with the broader organisational development strategy

Shayne Brown, Organisational Development & Learning Manager, ANSTO (Australian Nuclear Science and Technology Organisation)

2:55 Break-out session

The objective of this session is to allow you to process key learnings from the conference and identify practical ideas for you to implement in your workplace through group activities
Facilitated by:
Michelle Lambert, Convenor, Knowledge Management RoundTable Victoria (KMRt)

3:25 Afternoon Tea

SUPPORT ORGANISATIONAL INNOVATION

3:40 Case study: Fostering organisational innovation and creative problem solving

• Designing programs to encourage new ideas, services, products and ways of working
• Developing trust within an organisation so employees feel empowered to break the mould
• Supporting a culture of cross disciplinary knowledge sharing
• Promoting creativity in the organisation and leveraging knowledge from various business units
• Facilitating creative problem solving sessions and providing the tools to encourage innovation in the organisation

Cory Banks, Knowledge Manager, Parsons Brinckerhoff

4:20 Building innovation and competitiveness in a complex environment

• Developing a ‘complexity approach’ to solving complex HR problems such as:

- ageing workforce
- organisational restructuring
- economic downturns

• Construct an environment where employees can explore new ideas and ways of collaborating
• Create competitive advantage, enhance service levels & improve product decisions
• Shifting to more flexible & adaptive processes to achieve more resilient knowledge management & people development outcomes
• Making use of distributed cognition - the capacity of networks (both natural and generated) - to provide collective wisdom
• Enhancing information flows with critical external partners - clients, suppliers and competitors

Chris Fletcher, Principal, Emerging Options

5:00 Close of Conference Day One

Conference Day Two

Tuesday October 27th 2009

9:00 Opening Remarks from the Chair:
Michelle Lambert, Convenor, Knowledge Management RoundTable Victoria

METRICS & BUSINESS STRATEGY

9:05 Case study: Building the business case for knowledge management and incorporating it into HR strategy

• Supporting knowledge management through designated knowledge ‘partners’ or ‘champions’ in each practice group, to sponsor knowledge sharing meetings
• Embedding knowledge management into the culture of your organisation
• Integrating knowledge management with L&D, performance management, HR and competency development strategies

Jane Hogan, Head of Knowledge, Gilbert & Tobin

9:50 In-conference interactive mini-workshop: Demonstrating the ROI of knowledge management initiatives

• Explore the role that measurement plays in organisational decision-making and the different facets of ROI
• Apply different measurement techniques to the tangible and intangible aspects of knowledge management programs
• Use qualitative and quantitative outcomes to demonstrate success to senior leadership

Matt Moore, Chair, NSW Knowledge Management Forum & Director, Innotecture

10:35 Morning Tea

USE KNOWLEDGE AS AN ORGANISATIONAL ASSET

11:00 Case study: Making use of knowledge as a critical and dynamic resource in your organisation

• Moving away from the definition of knowledge management as records management
• Empowering employees to make optimal use of information to perform effectively
• Providing employees with the skills to report, evaluate, analyse and interpret information, including advice from business networks on the Internet
• Designing accessible knowledge repositories for employees and recording critical information to minimise knowledge loss when employees leave the company

Karen Purser, Coordinator, Research and Knowledge Management, Randwick City Council

IP PROTECTION

11:45 Ownership of intellectual property created by employees: who does it belong to?

• Examining whether employees have any rights of ownership for IP created during the course of employment
• Consider protective measures an employer can implement
• Drafting clauses in employment contracts to ensure all IP is assigned to the employer
• Assessing to what extent restraint of trade/confidential information clauses in contracts be used as effective mechanisms of protection for employers

Stephanie Vass, Partner, Piper Alderman


12:30 Lunch

INFORMAL LEARNING NETWORKS

1:20 Case study: Break down silos & foster learning networks

• Examine Pfizer’s People Managers Network - an arena for ongoing education and information exchange for all people managers
• Explore how manager forums can enable leaders to learn about and provide input into the strategic direction of the organisation
• Capitalise on manager forums during organisational change & circulating new vision to employees throughout the company
• Remove barriers between divisions through learning forums for leaders - improve communication and build leadership skills
• Learn about the techniques and tools used to increase information exchange at forums such as world café and open space technology

Amanda Lizier, Talent and Organisational Capability Manager, Pfizer Australia

UNDERSTAND GENERATION Y

2:05 Meeting the Gen Y and flexible learning challenge

• Know how to cater for Generation Y’s learning methods, and their natural understanding of technology
• Improve knowledge transfer between generations in your organisation: increase opportunities for interaction
• Meeting the increasing demand for informal and collaborative learning networks
• Managing an increasingly flexible and connected workplace: take advantage of new learning opportunities

Michael Solomon, CEO, Learning Seat Compliance

2:50 Afternoon Tea

SOCIAL NETWORKING TOOLS & TECHNOLOGIES

3:05 Case study: Gaining the most benefit from social networking forums and technologies

• Investigating social networking technologies such as Facebook, LinkedIn, Twitter, Web 2.0 technologies, SharePoint, and Yammer and how they can be applied to HR and information management strategy
• Determining what you are using social networking technologies for and when they are appropriate
• Creating the right environment for social networking to enable ongoing education and communication opportunities to employees throughout the organisation

Rebecca Deering, Change Communications Advisor and Social Networking Strategic Lead, Suncorp

ALIGN WITH PERFORMANCE MANAGEMENT GOALS

3:50 Levering knowledge sharing for a better performance management outcome

• Align individual performance objectives with business goals through a knowledge sharing process
• Apply knowledge management principles to the performance management process through cascading objectives from the top down
• Enable effective conversations between managers and staff during performance appraisals, and use those conversations to capture/share key organisational issues
• Ensure employees have KPIs for continuous learning
• Driving constructive behaviours which support knowledge sharing and recognise individuals who proactively contribute ideas and share experiences to support corporate goals both within & outside their own team/division

Marie O’Brien, Convenor, Knowledge Management RoundTable NSW (KMRt)

4.35 Interactive conference summary

The objective of this session is to allow you to process key learnings from the conference and identify practical ideas for you to implement in your workplace through group activities
Facilitated by:
Michelle Lambert, Convenor, Knowledge Management RoundTable Victoria (KMRt)

5:00 Close of Conference Day Two

Workshop Agenda

Wednesday 28th October 2009

Workshop A:

9.00 – 11.00

Strategic knowledge sharing & stakeholder relationships: managing horizontally

This workshop will examine “horizontal management” practices through a mix of case studies and hands on exercises so you can develop your leaders to build relationships and manage across functions.

• Enable leaders to work outside hierarchical & traditional reporting lines - both within and external to the organisation
• Assess your organisational structure through the use of social /organisational network analysis tools
• Addressing the “Departments @ War” issue
• Trust networks: developing reciprocal relationships to build networking capability and gain critical information
• Managing succession for knowledge workers
• Identifying influence networks inside and outside the organisation & add value to relationships
• Implementing a Partnership ScorecardTM for monitoring stakeholder partnerships

Dr Laurie Lock Lee, Partner, Optimice

Workshop B:

11.30 – 1.30

Connecting people with people, and people with knowledge and information

In this workshop, see and explore social media tools in action:

• Examine how organisations are using intranets, social media and social networking tools to increase interaction and better connect their employees to one another
• Explore how to improve dialogue and awareness around internal projects using Twitter-style services and collaborative tools including wikis and team sites
• Learn techniques and methods for uncovering critical knowledge and information needs of employees
• Work through applications of different social tools to solve problems you uncover

Alex Manchester, Senior Consultant, Step Two Designs and Author of How to use social media to engage employees

Workshop C:

2.30 – 4.30

Storytelling for Business: Developing leaders who can inspire and persuade

Storytelling enables leaders to build confidence, create greater levels of engagement, share what they know and convey ideas so everyone’s actions are aligned to the corporate strategy. This workshop will take you through a three-step process to develop the storytelling skills of your leaders. You will leave with:

• The outline of some of key stories leaders can use and how these can be applied in different circumstances
• Useful techniques to build engagement through listening to people’s stories in both one-on-one and group situations
• A better understanding of what makes an effective story in a business context
• An understanding of how to best craft questions to discover stories
• When to use what story pattern - building confidence in telling your story

Mark Schenk, Director, Anecdote

Pricing
(must register & pay by dates listed)