Wednesday 30 September 2009
09:30 – 10:00 Delegate registration
10:00 – 10:05 Chair’s opening of conference
Bill Turnbull, news broadcaster and presenter
OPENING ADDRESS AFTERNOON SEMINARS – Choose between A1 and A2
10:05 – 10:45
A1 14:30 – 15:30
How can L&D contribute to better business
performance?
Building the role of the line manager in delivering
• The impact of the economic climate on skills and organisational development
successful learning solutions
• Focusing on L&D investment for long term business gain • How can L&D encourage line managers to play an effective role in L&D?
• Retaining and developing talent in today’s business world • The vital role of line managers in ensuring that learning activities improve
• What is expected of L&D to ensure staff rise to the challenges of the staff performance
current climate? • Engaging line managers in active performance management of their staff
• Equipping employees with the vital skills to build business during • Drawing upon line managers’ expertise to play a greater role in
recession the delivery of learning
• The skills sets needed for L&D to contribute positively towards • How do you ensure line managers have the skills required to drive
business workforce development?
• How responsive is your L&D strategy to changing business needs? • What can L&D do to influence a working environment conducive to
John McNamara, Chief Executive, Alliance of Sector Skills Councils
ongoing learning and development?

Rachel Cairns, Head of HR & Training – Commercial Directorate, Keele University
Suzanne Hitchen, Director, Instep UK
MORNING SEMINARS – Choose between M1 and M2
15:30 – 16:00 Break and opportunity to visit exhibition
M1 10:50 – 11:50
Demonstrating the value of the L&D function
A2 14:30 – 14:55 Break and opportunity to visit exhibition
• Presenting the business case for investment in staff development
• Contributing to critical business needs through L&D
14:55 – 15:55
• Beyond methodology – what are the business skills L&D professionals
need to justify L&D investment?
Creating opportunities for informal learning in
• Translating learner progression indicators into business gains
the workplace
• Determining the L&D contribution to performance improvement
• Defining what the opportunities are for informal learning
• Building mechanisms into learning to track, assess and report the
• Harnessing informal learning to supplement formal learning
outcomes against the business needs
• Developing the skills internally to enable participation in informal learning
• Fighting for the long-term gain – how can you make your voice heard?
• What cultural demands are associated with informal learning in the
Stephen Mapp, Senior Manager – Learning Quality, Lloyds TSB
workplace?
Chris Goodwin, Managing Director, Results Driven Group
• Influencing the company culture to embrace and promote informal
learning opportunities
11:50 – 12:20 Break and opportunity to visit exhibition
• Encouraging knowledge sharing, peer learning interaction and
collaboration in the workplace
• How can you ‘socialise’ learning through online media?
Peter Butler, Head of Learning, BT Group
Jack Wills, Chairman, British Institute of Learning & Development
M2 10:45 – 11:15 Break and opportunity to visit exhibition
KEYNOTE ADDRESS
11:15 – 12:15
Enabling effective change management
16:00 – 16:45
through L&D
The engaged learner
• The essential role of L&D in organisational change and restructuring
• How can L&D impact on employee engagement?
• How can L&D facilitate and enable change?
• Understanding the motivations of employees and learners in today’s
• Working with internal communications staff to support change
work environment
• What skills does management need to drive change initiatives?
• How do you create the stimulus to learn and improve performance?
• Understanding different motivations to manage reaction to change
• Driving motivation and capabilities by delivering the right learning, at
• Tackling resistance to change – how can L&D inspire confidence?
the right time, for the right person, using the right mode of learning
• Integrating with HR to deliver a more effective outcome
• Focusing on the outcomes required to ensure effective (and cost
Nigel Jeremy, Head of Learning and Organisation Development, Marks and Spencer
effective) learning delivery
Francis Marshall, Managing Director, Cegos
• Gaining buy-in from line managers to support this process
• Improving performance support on the job
• Encouraging discretionary effort through learning opportunities
PLENARY ADDRESS
Nigel Paine, Managing Director, NigelPaine.com
12:20 – 13:00
New directions for online learning
• How to integrate rapid, user-generated and peer-to-peer learning into
your strategy
SAVE – up to 40% on bookings
• Why, when and how should such solutions be integrated into the learning mix?
• What skills do you need to implement new learning approaches? made before 29 June 2009 and up
• Delivering learning informally
• What blends are needed for different learning requirements?
to 30% on bookings made
Nick Shackleton-Jones, Manager – Online & Informal Learning, BBC
before 28 August 2009
13:00 – 14:30 Lunch and opportunity to visit exhibition
www.learnevents.com
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