Thursday 11 May 2017 

8:15am   Registration opens
8:45am   Introduction from the Chairperson



Thoughts on the future of learning and development

Rustica Lamb, Learning designer, edupreneur, facilitator and founder, Bloom Learning


Developing 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 learning and development programs. Can you truly teach someone who doesn’t think they need to learn?
  • Persuading people to allocate time to training and development
  • Convincing senior managers of the benefits of ongoing learning
  • Improving employees’ perception of the new ways of learning
  • Beating blockers embedded in an organisational culture that limit learning

Helen Hunt, Organisational Capability Manager, Air New Zealand 

9:45am   CASE STUDY: Leadership development at KiwiRail 

A successful leadership 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?

  • Cultural drivers for change – why leadership development was needed
  • Leadership development initiatives at each level: Safety, future, people, team and business
  • How leadership links to KiwiRail’s High Engagement strategy
  • Results – What are the benefits we are seeing in the organisation?
  • What’s next in our journey?  Measuring success and integrating key learnings into 70:20:10 and standard operations

Greer Williams, National Learning & Development Manager, KiwiRail


Morning refreshments and networking break


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?


Matthew McNeill, FAITD, Director, Matthew McNeill Consulting Pty Ltd; Former Education and Training Manager, Australian Civil-Military Centre


Jake Harding, Head of Culture and Capability, Tower Insurance

Greg Holder, Learning and Capability Development Manager, Vodafone NZ

Robyn Mackay, HR & Learning Development Manager, Spectrum Care Trust

Michelle Maidens, Learning and Development Manager, Farmers Trading Company Ltd

12:00pm   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?

Tony Roddan, Rural Fire Training Manager, New Zealand Fire Service


  Networking lunch
1:30pm   INTERACTIVE WORKSHOP: Tales from the battlefield: ‘How I survived my LMS implementation’ 

During the implementation of a new learning management system (LMS) the L&D manager becomes both sergeant and diplomat, negotiating with IT, functional heads and the executive teams. What lessons can we learn from L&D managers who have gone before us?

  • Delivering quality content in a flexible platform
  • Hunt for the Tasmanian tiger - Are perfect learning management systems really that elusive?
  • Evaluating LMS and social learning platforms for learning


Rustica Lamb, Learning designer, edupreneur, facilitator and founder, Bloom Learning


Michael Driscoll, SAP Master Data Specialist, Contact Energy Ltd

Andy Graves, Head of Capability, Fisher & Paykel Healthcare Ltd

Justin Luen, Group Learning and Development Manager - People and Performance, Fletcher Building


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

Emma Kirkman, Chief Talent Technician, Talent Teq

3:15pm   Afternoon refreshments and networking break
3:30pm   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?


Matthew McNeill, FAITD, Director, Matthew McNeill Consulting Pty Ltd; Former Education and Training Manager, Australian Civil-Military Centre


Greg Holder, Learning and Capability Development Manager, Vodafone NZ

Emma Kirkman, Chief Talent Technician, Talent Teq

Leanne Safian, Organisational Change & Development Manager, AMP
4:30pm   Conference concludes



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Elle Ayroso
Conference Coordinator

P: +61 2 80113467


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