We are delighted to announce the following speakers that have been confirmed to date. More to follow!
Dr. Audrey Tang
Audrey is a Chartered Psychologist (CPsychol), and award winning author – “The Leader’s Guide to Resilience” 2021 (prev. The Leader’s Guide to Mindfulness” (Pearson & FT, 2018),”Be A Great Manager – Now” (Pearson, 2016 and Book of the Month in WH Smith Travel Stores)) focusing on practical self improvement. She regularly offers expert comment as a psychologist through TV, Radio and published media on mental wellness, and broadcasts self development podcast “Retrain Your Brain”.
A Practical Guide to Resilience
Mental wellness and emotional fortitude is something that we (and our clients) need to commit to every day in order to strengthen our resilience and mental health, but sometimes we don’t know where to start. This session is not just about pointing out what you could do, but giving you the practical tools to take action. This webinar will not be presenting new ways to offer therapy, but rather, little exercises and activities that anyone can do which compliment any professional interventions in place or simply enable you to top up your energy tank every day. This webinar will give you practical tools to help build mental and emotional strength in yourself (and your clients) offering an easy, enjoyable, and nourishing commitment to your mental health. Whether you as practitioners are attending to level up your own mental wellness game, or to get some ideas which you can adapt and use with your own clients – there will be something for you in the session.
- Practice a toolkit of resilience-building (emotional and mental fortitude strengthening) exercises which they can use themselves, or within their work.2. Evaluate the benefits of viewing mental health as we would physical health – ie. something we need to commit to and work at in order to truly flourish3. This is also an opportunity for self development, reflection and a little bit of self coaching – a chance to invest in themselves and focus on their own emotional and mental needs. In turn this makes them stronger for supporting others.
Business Pychologist, Telos Partners.
Kamylla is a business psychologist who works with leaders, their teams and their wider organisations on strategic organisational and transformation scenarios. Kamylla uses her background in Psychology to help individuals to explore their current mindset and behaviours to facilitate the shift required to implement their strategic long-term agenda.
Founder, Telos Partners.
Peter works internationally with chief executives on the transformation of their businesses and their growth, both organically and through acquisition. His work with the Tomorrow’s Company Inquiry in 1996 inspired a move to consulting on the development of businesses and organisations to achieve long-term sustainable success.
Aligning purpose with Business Strategies
This interactive session will bring to life the practical aspects of using purpose to guide decision making on the strategic elements of business. Firstly, we will provide an overview of the importance of having an organisational purpose clearly identified. Then, we will explore two case studies illustrating how we at Telos have supported businesses (face to face and remotely) in the past 18 months to use aspects of their culture (purpose, values, behaviours and mindset) to create and implement the strategic direction for their organisations. We will share the approach we take to look at culture and an operating framework that enables leaders and their leadership teams to align purpose and strategy. We will use an engaging tool to capture people’s reactions and thoughts throughout the session. We also welcome the opportunity to enable people to work in small groups to consider their challenges for aligning purpose and strategy. If you attend this session you will gain from the following experience:
- An understanding of the importance of having a purpose clearly identified
- Explore real case studies in which organisations have used the purpose to create and implement their strategies
- Learnt how to use an operating framework to enable leaders to align purpose and strategy
- Consider what the challenges are for aligning a purpose and strategy
Dr. JJ Kennedy
Professor, Canterbury Christ Church University.
Dr. Kennedy, is a professor of organisational neuroscience, and a published researcher in the organisational wellness context. In the new UK business school textbook: Wellbeing at Work, he co-authored and presented the model of Organisational Wellbeing Neuroscience. This OWN model informs his consulting coaching in NYC and Sydney as well as in Europe. This approach was also covered in his book: BRAIN REBOOT and his TED talk.
Neuroscience: the do’s and don’ts of how to maintain a healthy brain, mind and body in times of change and distress
Why and How does Neuroscience improve Wellbeing in Organizational Life?
Wellbeing is a theme relevant now more than ever which influences work-life.
The impact on and from neurophysiology is changing how we feel and perceive our work, our role, relationships with others at work and the organisation as a whole. And most of this is not good with depression peaking! During this difficult time, it’s important to continue looking after your physical and mental health. And the best place to start is in the brain.
This presentation covers the published research of the do’s and dont’s of how to main a healthy brain, mind a body in times of change and distress.An assessment tool that measures the social neuroscience of affective psychological safety is also introduced and the key brain-hacks that improve well-being and mental health at work.
the key brain-hacks that improve well-being and mental health at work.
How to look after your physical and neuropsychological health
The do’s and dont’s of how to main a healthy brain, mind a body in times of change and distress.
Application of an assessment tool that measures the social neuroscience of affective psychological safety is also introduced
Professor of Work Psychology, University of Sheffield.
Karina’s research interests fall in the category of changing organisations. Her main strand of research is that of participatory, organisational interventions. She has developed and tested models for how organisations can design, implement and evaluate organisational intervention that aim to promote employee well-being through changing the way work is organised, designed and managed.
How to design and implement organisational interventions
Organisational interventions that aim to improve mental health and wellbeing through making changes to work practices and procedures is recommended by bodies such as ILO and WHO as they address the causes of poor mental health and wellbeing. The HSE’s approach to managing mental health and wellbeing in the workplace, the Management Standards, is rests on organisational interventions. Despite this, there is still relatively little on how to design and implement organisational interventions. Knowing “how to” is crucial to ensure interventions achieve their intended outcomes. In my presentation, I will outline the key phases of organisational interventions, from planning to evaluation and present tools that business psychologists can use in their work with improving employee mental health and wellbeing through making changes to work practices and procedures.
By the end of the session participants will:
be familiar with the key phases and processes of designing and implementing organizational interventions
be aware of critical issues in developing and implementing organizational interventions
demonstrate the ability to work with intervention design and implementation tools
Nuala is Founder CEO at MindEquity Consulting, and Founding Director of the Global Association of Applied Behavioural Scientists. Award-winning Executive experience spans three decades in financial services at Merrill Lynch, BlackRock, PA Consulting, and CMO at Standard Life Aberdeen. Appointed to multiple advisory Boards including UN Women; The Football Association; World Athletics; Innocence Project; JD Haspel; TSLombard. Lecturer and speaker with degrees in three disciplines, her work has featured in Harvard Business Review and Forbes.
Not speaking up- is this about the individual or the organization, the lack of moral intent or moral purpose?
Many people still witness workplace wrongdoing yet stay stubbornly silent, even 50 years after the term “bystander effect” was coined. This has serious ramifications for organizations and society.
In motivating employees to speak up, organizations still rely on strategies and tools which are ineffective and counterproductive e.g. codes of conduct, training, and audits. This approach has simply failed. Only an estimated 1.4% of employees blow the whistle. The question is why – is this about the individual or the organization, the lack of moral intent or moral purpose?
In this session, based on 30 years of operating within and advising organizations that struggle to define and implement purpose, I will give an evidence-based account of my social norm research – the first of its type in an organizational context – and show how companies can use purpose to encourage employees to speak up.
I will address (i) why employees still fail to speak up; (ii) What mistakes companies predictably make, starting with purpose; (iii) which factors promote and inhibit speaking up; (iv) How emotion can be used to stimulate an organisational and societal response (v) What role different types of social norms can play. (vi) What types of interventions will be used by organisations, as part of a purpose-built culture.
Getting this right, matters in business. Silence perpetuates white-collar crime. Scandals have slashed market valuations and ravaged reputations. It also affects mental and financial health. One study showed that 82% of whistle blowers suffered harassment, 60% lost their jobs, 17% lost homes, and 10% attempted suicide.
How can organizations use purpose to motivate employees to speak up – and indeed, should they? How might they respond effectively? What type of culture-based solutions might reframe current strategies and create more societal good? Based on decades of behavioral science research, I use a blended solution rooted in behavioural science, and will discuss the integrated REFRAME model which offers seven strategies to nudge people to speak up within a purpose-built culture.
This solution supplements traditional compliance strategies, which appeal to logic, with communication strategies, which appeal to emotion. It emphasizes actions related to culture, critical thinking, courage, and conscience. Leaders can apply the model sequentially or cherry-pick tools and triggers, according to culture, strategy, size, and systems. The audience will hear rich and inspiring stories to bring this topic to life and reflect its significant societal impact. They will be engaged in this process through interactive polls and Q&A.
- An overview of the organisational and societal consequences of passive by standing – evidenced across a spectrum of wrongdoing.
2. An evidence-based understanding of why employees don’t speak up and how the impact on culture – based on decades of research and my own experiment across c1000 UK employees.
3. A practical science-based framework with (a) tools for managers to encourage speaking up as part of a purposeful culture; (b) a parallel set of tools to respond appropriately to employees who choose to whistle blow.
4. Stimulate audience motivation to lead from the top though culture and purpose.
Founder, Brave Starts.
Lucy is a CPBP with the ABP and is Chartered with the BPS. She is co -founder of Brave Starts – a not for profit helping people as they age to explore and build the skills and knowledge needed to lead a fuller, longer, working life. Since 2015, Lucy Standing has been Vice Chair of the Association for Business Psychology (ABP). Formerly, she worked in banking and consultancy.
Ageing populations: giving them purpose?
I will start by providing context: this is the first generation of people in their 60+ years who will need to work for longer. The benefit of a longer life is extra years: the downside is we aren’t prepared. The average 45+ year old has a pension shortfall of £117,000 – the only way to meet this need is to work for longer, and yet age discrimination is the most widely acknowledged (even accepted) form of discrimination, making it truly difficult for those mid/later life to prepare for and develop their careers to enable them to sustain a longer working life.
We will then share our own research: more than 4000 people have contributed and shared their thoughts on how to age better at work. We’ve run our own programmes for people 50+ helping them prepare for and transition into roles which greater meet their need to feel they are living their lives more sustainably and with purpose. Everything we do on our programmes is rooted in science and evidence:
– We dispell myths about following passion or needing to love your work, because the evidence is clear that these are feelings that develop over time and are a result of commitment. (R. Vellerand, A Wrzesniewski)
– We encourage and organise job shadowing and work experience because this more than anything has a stronger link with future engagement than job interviews.
– We share insights around human ageing and cognition. We share insights around cystallised vs fluid intelligence and the factors most closely linked to job performance, proving age isn’t a barrier – rather an asset. (B Postelwaite – meta analysis)
We will ask the audience to engage with the content and share their own feedback. For example when we share results of our survey, we’ll ask the audience to guess which we the most common responses. Using sli.do they only need a mobile phone. They don’t need to download anything (no apps) we simply ask them to visit sli.do enter a code and this will give them access – their results will be linked real time to the slides we are using and they can see the audience guesses – before we reveal the ‘real’ answers.
Finally – our work is entirely not for profit. Not only does an ageing population want to do work with more purpose (the reason for choosing this stream), we as an organisation donate our fees to charities, micro businesses and community interest companies. It is possible to create a consultancy model which enables client organisations to contribute to society. The growing awareness and impact of being socially responsible is something we can also share and demonstrate.
People will leave the session understanding:
1. Our current system for talent management and development is broken.
2. Delegates will leave with a much clearer understanding of the issues facing older workers.
3. Delegates will leave more equipped to know how to better support organisations wanting to do a better job to support their ageing employees.
Chief Business Psychologist, Psychology Works.
Maria is a Business Psychologist specialising in assessment, development and organisational change – helping companies recruit, retain and develop the best people for their business.
With a background in mental toughness, stress and performance, she is on a mission to change the conversation around wellbeing, putting it at the heart of business performance, not just on a mug.
Maria describes her approach as one which combines knowledge, humour, style and a great pair of shoes.
Wellbeing: prevention, detection, support and management
Drawing on the latest research in the field of wellbeing, stress and performance this interactive session introduces delegates to a new and deceptively simple framework for understanding and improving wellbeing and performance in the workplace. Inspired by over 20 years of working across the disciplines of performance, stress, resilience, mental toughness, and positive psychology, as well as assessment, development and organisational change, the Minds as Psychology Works realised that there was an opportunity to pull all of these strands together to create a single framework for understanding and improving wellbeing in the workplace. One that works across prevention, detection, support and management. This session introduces delegates to the model, sharing how it fits with existing approaches and the latest research in this area, as well as the findings of this year’s 2021 CIPD Health and Wellbeing and REBA Employee Wellbeing Research reports. Designed to tackle both the symptoms and causes of poor wellbeing in the workplace, the framework can be used to assess the health of a business’ existing wellbeing strategy, generate holistic end-to-end solutions, or flexibly integrate with existing wellbeing initiatives a business might already have in place. Our mission, to provide businesses with a clear routemap for putting wellbeing at the heart of an organisation’s culture, and in turn, improve business performance. In addition to learning about the model, delegates can also expect the session to cover: • Why there is no ‘one size fits’ all when it comes to pinning down wellbeing in the workplace • How to create a balance between individual and organisational responsibilities for wellbeing • How many wellbeing initiatives are unintentionally dis-empowering their people, and what to do about it • A three-step method for how to introduce and embed new wellbeing initiatives • The opportunity to complete their own online wellbeing health check.
- To raise awareness of the importance of making the link between wellbeing, performance and business success
- To equip the audience with a simple and intuitive wellbeing framework that works at an individual, team and organisational level, is suitable for diagnosis and solution generation, and that can work seamlessly with existing wellbeing initiatives
- To provide the audience with access to a free online wellbeing health check assessment and downloadable report
- To empower the audience to identify 2-3 things they can do straight away to improve wellbeing and performance – for themselves, their business and/or their clients
Consulting Psychologist and Doctoral Student, PeopleWise and the University of Hertfordshire.
Rosie has been working at PeopleWise as a consulting psychologist since 2020 while studying for a PhD in Resilience and Wellbeing at work through an HKEP partnership between PeopleWise and the University of Hertfordshire. She has over 30 years of experience in coaching and consulting for organisations of all sizes in many industries across 3 continents. She has master’s degrees in Applied Positive Psychology and in Education and Counselling, and has taught in three universities.
Thriving (not just surviving) in VUCA environments
Take a moment to stop and think about the sheer volume of responsibilities, interactions, and communications you deal with on a daily basis and compare it to the volume you dealt with even five years ago. Technological innovations have enabled us to manage an ever-increasing volume of information and assume a level of responsibility that was unimaginable even a decade ago.
However, with new opportunities come new challenges, and thanks to our continued pursuit of success and achievement, we are experiencing an unprecedented rate of change and complexity. Added to that, the extraordinary upheaval caused by the global pandemic has dramatically accelerated the pace at which we need to adjust and adapt.
At PeopleWise, through both our academic research and 20 years’ experience of working with organisations to be more effective, we have identified 7 pillars that help people thrive, not just survive, in this volatile, uncertain, complex and ambiguous (VUCA) environment. Together, these 7 pillars form what we have named Positive Resilience: the science and practice of developing mastery over our ability to not just cope with disruption and challenges but help us thrive and reach our full potential for both happiness and success. We believe that rather than just surviving experiences, people can learn to adapt, grow, and develop while handling stress, challenge and adversity, resulting in a thriving and fulfilling life.
The 7 Pillars of Positive Resilience allow us to go beyond merely coping and recovery, by providing a platform for personal growth and development to reach our full potential. The 7 Pillars of Positive Resilience are by no means inherent qualities that we either have or do not have. Rather, they involve thinking patterns, feelings, behaviours, actions, and strategies that can be learned and developed by anyone.
The 7 Pillars of Positive Resilience offer each of us the opportunity to reach our full potential for both happiness and success. They also offer organisations the opportunity to realise long term competitive advantage, by helping them to be more flexible, more adaptive, and more open to growth and change. Backed by both research and wide business experience, each of the 7 pillars can be developed in anyone through focus and practice: supporting individuals to flourish despite uncertainty.
We will explore the research behind the 7 pillars to answer the ‘’Why and ‘What’ and then focus on ‘how’ they can be developed.
We will draw on case studies and run a short participatory exercise on how one of the pillars of Positive Resilience can be developed.
We will offer attendees one free personal access to our Positive Resilience Profiler, our globally validated tool for measuring Positive Resilience. They will receive a comprehensive report, including top tips for developing the 7 Pillars of Positive Resilience.
The 7 Pillars of Positive Resilience provide a road map to thriving in this VUCA environment. We will explore the research behind them to answer the ‘’Why and ‘What’ and then focus on ‘how’ they can be developed.
Founder, Project LEAP.
Sakshi finished her Masters in Work and Organisational Psychology from the University of Nottingham in 2019. Sakshi was awarded as the first UNESCO Kindness Leader in 2018 for establishing Project LEAP, a social service project focused on SDG:4. She heads a team of 300+ volunteers and provides skill-based training to different volunteer groups in India, Sri Lanka, Nepal, Africa, the US and the UK. She also consults various AI bases start-ups in an advisory capacity.
The Future role of business psychologists
The session will require active participation of audience. We will begin my exploring the initial phases of a psychologist role, the confusion and the ideas around success, job tasks and choosing a stream. I will speak about my personal journey talking about my move from India and how the field looked like to an outsider.
We then move onto trying to reach our highest potential, a search for purpose and identity and how it all is impacted by what our clients do. I will discuss how these topics need to be more internalized within the field and how this very internalization can lead us to the C-suite.
We then open the conversation for a debate between the need, benefit and achievement of a C-suite role for psychologists and what is stopping us to achieve it.
– Understand why inter-disciplinary approach is critical to success of the field
– Debate on the need for a C-suite title and see in real-time how many people will put themselves forward for the position
-evaluate the impact of psychologist role within the field and on the outside world
Founder, Tailored Thinking.
Rob Baker is a psychologist, author and founder of Tailored Thinking an award-winning positive psychology, HR and wellbeing consultancy. Rob’s work, ideas and research on job crafting has been presented at academic and professional conferences around the globe.
Work is broken. If our work was an item of clothing, for most of us, it would be a straight-jacket. Or at best an ill-fitting suit. Modern working practices are failing us – constraining rather than amplifying our diverse skills, strengths, passions and interests. No wonder globally over 90% of us aren’t engaged, excited and energised about our jobs.
What if we encouraged people to customise their work the way a tailor would the final fit of a semi-tailored suit? What if we started to shape work around people rather than expecting people to constantly contort themselves around their jobs? What if we took a more personalised approach?
As a society and in business, people embrace opportunities for the personalisation of products and services. We enjoy and value having our own individual style, beliefs and passions reflected in what we do and how we do it.
So how can we bring this personal touch to our work? The answer lies in Job Crafting.
Job Crafting encourages us to explore how we act, interact and think about our tasks, thoughts and relationships and to redesign and personalise aspects of our work in ways that foster engagement, job satisfaction, resilience and thriving. Job Crafting is a research-informed and evidence-based approach and the research into this practice is compelling. Job Crafting boosts innovation and agility, nurtures health and wellbeing andamplifies meaning, purpose and productivity.
The practice of Job Crafting is a growing field of academic study, but to date the concept and approach is largely untapped and unknown from an organisational perspective. There have been some early adopters including Google, Logitech, Burts Bees in the US, Wideroe Airlines in Norway and Connect Health, the University of Leeds and Virgin money in the UK.
Our interactive session will provide insights from these organisations and others who have found innovative ways of encouraging a personalised – human-centred – approach to work. It will be filled with practical job crafting strategies, studies and stories, based on the latest science, combined with Rob’s extensive research and applied experience.
The session will share elements of the job crafting case studies and projects that led to Tailored Thinking (the positive psychology, wellbeing and HR consultancy Rob founded in 2017) being named HR Consultancy of the Year by the CIPD in 2020.
Participants will leave the session with ideas to “fix” work with practical tools to explore, experiment with and embed a more personalised approach to work which creates and sustains engagement and exceptional people experiences.
Stewart is an experienced Business Psychologist, the CEO and founder of Lumina Learning, and the author of the innovative Lumina Spark psychometric. He has shown that adaptive and maladaptive traits can be measured at both ends of the Big Five’s polarities and has developed a non-dichotomous programme which can measure people’s personalities in a variety of situations. The result is the hugely successful Lumina Spark which is used with clients across the globe.
Beyond… Lessons from COVID-19 about wellbeing, diversity, purpose and connectivity
How has our personality influenced our response to the Covid crisis, and has the Covid crisis actually affected our personality? 4,414 individuals took part in our research globally, assessing their experiences of lockdown, mental health, personality change, use of technology, remote working, organisational support, and risk-taking. Conclusions drawn from the data are used to provide practical advice on how organisations can support their employees in working remotely, while being conscious of mental health risk factors associated with our new way of working.
How have business psychologists risen to the remote working challenge?
What challenges do we have to overcome in transitioning to online and virtual interventions? Some consultancies have thrived, some have just survived, and a number have gone out of business – what has caused such different fates? The adoption of digital tools and technologies to support virtual facilitation will be explored.
Top tips on how Business Psychologists can embrace the hybrid working model will be outlined
We will demonstrate how Lumina Learning’s suite of digital technologies support individuals and organisations in the new hybrid working model. We’ll also share a successful case study on the application of digital technology in the area of Learning and Development.
Covid has had an effect on our personalities
- Our personalities have had an impact on our response to the crisis
- The crisis has presented a number of challenges to business psychologists working in Learning and Development, Assessment, and Recruitment
- Swift adoption of the right tools and technologies have facilitated successful transitions towards virtual working for business psychologists
- Lumina Learning’s suite of digital technologies and tools have had a tangible impact on the application of business psychology as we transition to a new world of work
Ben Williams, CPsychol, AFBPsS, MA(Oxon) MSC, APB CPBP
Ben is the Founder and Managing Director of Sten10 and a Chartered Psychologist with over 20 years’ experience in designing assessment processes. Working across industry sectors, roles levels and geographies, Ben has a broad and deep appreciation for all aspects of psychological assessment at work. Former Chair for the Association for Business Psychology, Ben has spoken at numerous HR and Occupational Psychology conferences on all aspects of assessment, with a particular focus on emerging trends.
Sten10 is a business psychology consultancy that specialises in all matters relating to assessing people at work. Independent of any one test or approach, they offer advice and support on identifying what to assess and how to assess them best, for recruitment, development, promotion, or restructuring.
Assessing Virtually: Lessons Learnt from 12 Months of Online Assessment Centres
Last year saw an unprecedented number of organisations choosing to move to online assessment centres. Whilst this mode of delivery was experiencing good take-up beforehand, the pandemic accelerated this through necessity and organisations who still wished to recruit needed to embrace it, despite any initial concerns they may have had. Since making the transition, many firms now say they will at least retain a hybrid virtual / face-to-face assessment centre process once restrictions are lifted, with some saying that 100% virtual assessment is here to stay.
Come to our presentation and learn from over 12 months of accumulated wisdom on the design and delivery of Virtual Assessments. Discover for yourself what worked well for our clients and what didn’t, what they learnt, and what they would do differently next time. Hear top tips from organisations for running a logistically smooth event that leaves candidates with a positive impression and gives you the information you need to make your hiring decisions.
– Understand the barriers and challenges to moving assessment centres online, and how to overcome them.
– Learn what others have been doing to ensure their virtual assessment centres are engaging and successful.
– Gain a clearer understanding of the benefits and drawbacks of moving to virtual assessment centres.
We look forward to seeing you there.
Photograph credit: Andras Fictoor
Chief Insights Officer & Partner, Deloitte
Margaret is the Chief Insights Officer for Financial Services for Deloitte UK and also leads on Eminence on the Deloitte North South Europe Financial Services Executive. Margaret started her career with McKinsey & Company, before moving into financial journalism. She covered business and finance for The Economist and The Daily Telegraph for a decade, and for two years edited Global Agenda, the magazine of the World Economic Forum’s annual meeting at Davos. She then covered investment banking for the award-winning Reuters Breakingviews. Margaret presented several flagship current affairs programmes for the BBC, including Today, The World Tonight and Analysis on Radio 4; The World Today on the World Service and Wake Up to Money on Five Live. Margaret studied economics at Trinity College, Dublin, where she was an Entrance Exhibitioner and Foundation Scholar. She earned an MBA from the Harvard Business School, (HBS), which she attended on a Fulbright Scholarship, and from which she graduated as a Baker Scholar. She sits on the HBS European Advisory Board and is a British-American Project Fellow.
Dr Alexandra Dobra-Kiel
Behavioural Science Expert, Deloitte
Dr Alexandra Dobra-Kiel is the Banking & Capital Markets Insight Lead for Deloitte UK. She is also a Behavioural Science Advisor for Just Ask Max, the first digital well-being service for companies, schools and families. She has spent her career, including at Accenture, Nesta and Kroll, helping executives address complex problems, through behavioural science and corporate strategy solutions. She is a speaker at leading conferences (e.g., Academy of Management, UK Finance, Women in Finance Online Festival) and business schools (e.g., HEC Paris, Manheim Business School, University of Warwick) and is an author in top practitioner journals (e.g., CFA Professional Investor, Revue Banque, The European Business Review). She gained respected awards and scholarships (e.g., Academy of Management, Falling Walls, University of Warwick DARO) and is a certified member of the Global Association for Applied Behavioural Science (GAABS). Alexandra holds a PhD from the University of Warwick and a Masters from the University of Cambridge.
The future of work is hybrid.
Sadly, we fear that hybrid working puts psychological safety at risk. Professor Amy Edmondson of the Harvard Business School says: “Psychological safety refers to a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up.” Given the systemic nature of Financial Services, (FS), and the high importance that regulators place on the ability to ‘speak up’, psychological safety is even more important for FS than for many other industries. Hybrid working risks weakening trust between individual employees, between employee and employer, and between employee (representing the employer) and individual customers. If trust between individuals is weakened, this weakens psychological safety at a group level . Indeed, the lack of face-to-face interactions, despite video calls, eliminates a sizeable proportion of non-verbal communication gained from subtle facial expressions and body language. This, in turn, reduces the perception of “warmth”, a key feature of trust. Replicating the degree of trust and psychological safety felt with in-person working in a hybrid world is fraught with challenges. Moreover, in FS, this challenge is exacerbated by generational differences, with the coming generation – Gen Z – feeling much less psychologically safe than the ‘Gen Jones’ that typically runs banks. Based on our survey of 2,000 UK financial services employees, we found some striking differences between Gen Z (i.e., under 25s) and Gen Jones (i.e., 55-65s). One of these differences is that Gen Z perceive their relationships with colleagues to be “less deep and meaningful during remote working” in contrast to Gen Jones (42 per cent vs 29 per cent). Another, related, difference is that Gen Z feels much less freedom “to speak up about ideas, questions and concerns and/or to admit your mistakes” than Gen Jones (36 per cent vs 66 per cent). We will explore, through a behavioural science lens, what cultural safeguards FS firms can implement to maintain, through technology, connection among employees in a hybrid work context. This session will be conducted as a conversation between the two speakers and will also engage the audience to understand their challenges and emerging best practices around cultural safeguards in a hybrid work context.
1. Raise awareness about the specific cultural challenges that financial services firms face in the context of hybrid working.
2. Equip the audience with the latest behavioural science frameworks and tools to successfully navigate hybrid working in the financial services context.
3. Build a dialogue with the audience to cross-fertilise best practices, around hybrid working, across different industry sectors.
EVP of Innovation at Modern Hire
Eric Sydell is the EVP of Innovation at Modern Hire, and author of the forthcoming book Decoding Talent: How AI and Big Data Can Solve Your Company’s People Puzzle, from Fast Company Press. In Eric’s role at Modern Hire, he guides the data science-focused Labs team in developing novel ways to understand data – not just assessment data, but unstructured information of all types. He has also worked with numerous large clients over the years, and speaks and writes widely. Eric received his Ph.D. in Industrial/Organizational Psychology from the University of Akron.
Data Scientist at Modern Hire
Joshua Andrews is a Data Scientist at Modern Hire. Working in R&D, Josh and his colleagues have developed fair machine learning models specifically designed to ensure fairness when selecting candidates for job opportunities, while simultaneously increasing prediction of job performance compared to traditional approaches. His work on fair machine learning for algorithmic hiring has been published with the Association for the Advancement of Artificial Intelligence (AAAI). Josh received his Ph.D. in Industrial/Organizational Psychology from North Carolina State University in 2019 and is currently a graduate student at the Georgia Institute of Technology school of Computer Science.
TLDR: If you work in HR, recruiting, or selection and you find yourself saying “what does all this AI stuff mean?!”, please attend our session.
Artificial Intelligence (AI) has seen rapid expansion and integration into many sectors throughout our society. It’s helping medical professionals make more accurate diagnoses, it’s helping Engineers model and build better bridges, and now its helping selection scientists and HR professionals select the best available candidates for organizational positions. This session will provide attendees with fundamental knowledge concerning how AI is being applied to selection. Specifically, we will discuss applications of fair machine learning (ML), which has seen exponentially increasing research and public attention over the past several years. Based on research and best practices, we will discuss when, how, and why biased data impacts AI/ML modeling. With this knowledge, we cover some potential pitfalls and/or miss-applications of AI models that inadvertently lead to negative outcomes or potential liability.
If you are interested in learning more about the power of AI or about its potential pitfalls, we believe you will find this session refreshing and informative. Our goal for this session is to help attendees gain a comfortable understanding of AI applications in organizational selection. Attendees will learn some fundamentals of AI/ML so that they may better understand what signs HR professionals should look for when assessing an AI tool’s utility for their organization.
Attendees will leave the session with insight into the following:
- How and where can AI be useful to my organization’s HR and selection needs?
- What data should and should not be included in my selection procedures?
- What are common “application pitfalls” I should avoid?
- How can I tell if I am being oversold on something being AI?
- How can I assess if an AI product is working/functioning the way it should? Is it meeting my organization’s needs?
Wayne Hemingway – MBE
Partner at HemingwayDesign and Vintage
Wayne built Red or Dead into a globally-celebrated label, alongside his wife Geraldine and, after 21 consecutive seasons on the catwalk, sold it in a multi-million-pound deal. In 1999, fresh from the sale of Red or Dead, Wayne and Gerardine embarked on a new adventure: HemingwayDesign. And the rest, they say, is history.
Other than his BSc degree in Geography and Town Planning (which, surprisingly, has become very useful!), Wayne spent 6 years as a Design Council Trustee Board and having been with Commission for Architecture and the Built Environment (CABE) for a decade since its inception (as Chair of Building For Life), has been a Mayors London Leader and currently supports the Mayor of London, Sadiq Khan as a Design Advocate. He is an advisor to House of Commons Select Committees on coastal regeneration, got an MBE in the Queen’s Birthday Honours list of 2006, is a Professor in The Built Environment Department of Northumbria University, a Doctor of Design at Wolverhampton, Lancaster and Stafford, and an Honorary Fellow of Blackburn College, the University of Cumbria and Regents University. (Just call him Prof, Doc, Doc, Doc Wayne Hemingway MBE, BSc, MA, Esquire.)
Purpose and Impact in conversation with Wayne Hemmingway.
This will be a highly interactive facilitated discussion, exploring the catalysts and barriers of purpose within organisations, where the audience can guide the conversation followed by a Q and A.