It’s going to be big!! On 30th November Learn > Connect > Do is back with something a bit different. It’s our Christmas event – nice and early to avoid bumping into the partying and quality time with friends and family – and we’re bringing you four – yes four!! – experts to join our learning conversation about Diversity and Inclusion. If you already know you need this learning jump straight to the booking page on Eventbrite!
In a couple of months, on 10th and 11th May, the Olympia in London will become home to the CIPD Learning & Development Show.
It’s a fantastic learning event – whether you go to the Conference sessions, spend your time on the Exhibition floor and in the taster sessions, or talking to fellow delegates – there’s something for everyone!
A week ago on 9th March was the latest Learn > Connect > Do : an event held quarterly in Leicester which is for people professionals who care about making work better through doing great people stuff. These are also people who care about giving back while they learn and I’m delighted that we raised a fantastic £130 for Twenty:Twenty through ticket sales. This will enable a young person to get support with transport costs to get to their local centre to learn, or to go for a day out to celebrate their learning successes! And even more than that, with the professional backgrounds we have there are so many other ways delegates can get involved and support these young people into jobs they might never have considered an option before.
“A familiar tale; times are tough,
cut the costs or make the sales.
New systems and tech are set to help
“Reduce the work and boost results”
And of course some people have to go
Middle management, on the whole
Leaving gaping gaps in the work that was
Some that moves up but mostly down.
And all the while the tension pulls:
Last Saturday, 8th October, saw the third CIPD Midlands Area Partnership event. Jon Bartlett and I were the blogsquad for the day and thankfully lots of other people were on the # too. It’s been great to see the numbers of people grow on Twitter at events like these, and there were some good debates happening, as well as straight sharing of content or appreciation of what was being spoken about.
At the age of 30 I was properly introduced to the concept of chaos when I had my first baby. Until then, or at least through my ’18 and over’ life, things had been fairly un-chaotic. That’s not to say they were uneventful but any surprising or unexpected events were mostly fun and things I wanted to be part of. As I went from 25 to 30 we bought our first house, did it up and purchased much from Ikea (other household shopping outlets are available). During that time we settled into the rhythm of grown up working and home-owning life.
A friend shared this with me today. Her political leanings being very much on the side of Corbyn and despairing at what she saw as Cameron’s arrogant attitude. But this post isn’t about which side of the fence you sit on or which leader you favour. This is about cultural norms. The way we do things round here. And how blind we can be to how we are.
Karen Dumain from the NHS Leadership Academy.
Talking about achieving cultural shift through tech – how can practitioners make use of tech?
Karen’s background in Behavioural Science and feels like OD is coming home. Joined the NHS a bit over 2 years ago. Karen and Paul Taylor lead ‘Do OD’. They link with the Leadership Academy to spread OD capability across and above the system of the organisation. Focus on Dialogic OD.
Steve Morton Head of People and OD at Virgin Money.
The VUCA got a mention! *klaxon* But yes, change is happening all the time, it’s just that it feels a lot faster these days.
We all have a different response to the word ‘change’. As we do to most things in life. We all have different baggage we bring based on previous experiences.
Claire Thomas, Head of OD at Penguin Randomhouse
Claire became Head of OD when Penguin and Random House merged and was offered the challenge of bringing those two cultures together.
Claire felt it was, and still is, knitting fog. She’d been told it was about planning and making change happen but became much more emergent and evolutionary. She decided to stop looking outside for answers and chose to ask what the organisation needed from her.