Optimising the Workforce to Drive Efficiencies 

• The role of the Public Service Work Reform team: Managing relationships between Central government and workforce leaders across the public sector
  
• The Public Services Forum: Facilitating dialogue between employers and trade unions with ministers on cross-cutting issues
  
• Key aspects of workforce reform: Staff and trade union engagement;
  Workforce productivity; Workforce redesign; Skills development; Reward and motivation; Leadership
  
• Improving value for money and productivity
  
• Identifying and developing leadership capability to deliver change and drive value for money savings in process and workforce design
  
• Developing place-based leadership to drive forward efficiency across sectors
  
• Giving leaders the flexibility to innovate to achieve VFM savings and reward those savings through an effective, targeted performance management system
  

Paula McDonald, Deputy Director, Efficiency and Reform Group, Cabinet Office (CONFIRMED)

Creating a Healthy and Productive Workforce

• The importance of health and wellbeing at work
  
• Promoting health and well-being in the workplace, and the need to engage staff in health and well-being initiatives
  
• The importance of making the business case to employers of investing in the health of their staff
  
• Ensuring public sector organisations fully comply and raise awareness of eyecare regulations
  
• The vital role of line managers in recognising the early signs of health problems and enabling the return to work process
  
• The importance of early intervention by occupational health and other healthcare providers when health problems develop
  
• The 'fit note': Reducing sickness absence and improving retention of staff and skills

Bill Gunnyeon, Director, Health Work and Wellbeing and Chief Medical Adviser, Department for Work and Pensions (CONFIRMED)

Engaging Your Workforce

• Delivering high quality and efficient public services
  
• A flexible and responsive public servant
  
• A better informed and up-skilled employee
  
• Effective management of change situations, engaging others, information analysis and researching new ways forward
  

Jonathan Baume, General Secretary, FDA (CONFIRMED)

Putting Innovation into Learning and Development

• What is the future of learning and development?
  
• Using budgetary restraints as an opportunity to think creatively
  
• The seven C’s of learning and development: Communicate; Calibrate; Cascade; Chunk; Collaborate; Coach; Cost
  
• Trends highlighted in CIPD’s learning and development survey
  
• The importance of developing human capital within an organisation
  
• Examples of best practice and lessons to be learnt

John McGurk, Leaning and Development Advisor, CIPD (CONFIRMED)

Managing and Valuing an Ageing Workforce

• Managing an Ageing Workforce: How employers are adapting to an older labour market report – The findings
  
• What impact will the coalition government’s plan to phase out the Default
  
• Retirement Age have on your organisation: Increasing personalisation and offering new opportunities for employers to access talent and skills to sustain business activities
  
• Becoming or remain alert and responsive to new challenges to the traditional ways of doing things
  
• Ensuring there is a balance between individuals and business needs
  
• Making sure top teams take into account how the ageing population impacts on your organisations talent pool
  
• The importance of effective communication in raising awareness of the organisations response to an ageing population
  
• Ensuring that discussions about retirement, performance and changes to working practices are conducted in an open, transparent and sensitive way
  
• Practical examples

Dianah Worman, Diversity Adviser, CIPD (CONFIRMED)

Working towards Workforce Transformation through Collaboration and Culture Change: Buckinghamshire County Council

• Identifying the unique features, needs and drive for change required for an effective workforce
  
• Identifying key differences and roles in your workforce
  
• What needs to be in place at each step of the process?
  
• Growing the workforce: Developing multi-agency leadership
  
• Demonstrating the impact of change through narrative evidence
  
• Aligning transformation with the ability to be flexible in the future

Gordon Vincent, Children’s Services Strategy Manager, Buckinghamshire County Council (CONFIRMED)

Case Study: Reducing Stress in the Workplace – London Underground

• London Undergrounds Stress Plan – A proactive initiative to reduce absence related costs by reducing stress management
  
• Developing a holistic approach to preventing and managing stress in the workplace
  
• The Counselling and Trauma Service – Offering short term one-to-one counselling, specialist trauma counselling, stress reduction workshops as well as advice and support to employees and managers
  
• The Stress Reduction Group – Develop employees life skills to build psychological resilience to stress
  
• The impact:
  
  • The Stress Reduction Programme – Reduction in absence, savings of £455, 000
    
  • Improved productivity
    
  • Employees making positive changes in health and lifestyle
    
  • Employees making positive changes in health and lifestyle
    
• Lessons to learn and share
  
• Next steps

Dr Olivia Carlton, Head of Occupational Health, Transport for London (TfL) (CONFIRMED)