It’s been a year since the economic shutdowns triggered by COVID-19 and we’re still a ways away from returning to anything resembling a new normal. What does the road back to “normal” look like, and how does that differ from before COVID-19? How has the pandemic altered operating models? Are there skills we need to be building in our leaders, team members, and within HR to support a new HR operating model?

In this session we will address the current and future state of the HR business partner role, the enablers and barriers of success, and how it relates to organization development (OD). If HR is to focus on ‘value add’ business contributions: What are the real business priorities? What needs to change to ensure that HR ‘adds business value’? Why are we still having these conversations some 30 years on after the HRBP role was developed?

You may have heard that women leaders were better at managing the COVID-19 crisis, whether as business executives or politicians. Does the idea that women leaders are better crisis managers hold up to close scrutiny and statistical analysis? If so, what did women leaders do differently during COVID-19 and why did it matter? How do gender stereotypes shape our expectations about women leaders, especially during crisis? What are the organizational consequences of this kind of gendered thinking? Is the pandemic another glass cliff that threatens the success and tenure of women leaders?

The shift to virtual learning events almost overnight has been a good stimulus for learning and development (L&D). Yet L&D is still miles behind when it comes to measurement, analysis of what works and, more importantly, working with OD to understand what future trends need to be anticipated. If we can’t find the ideal measurements to draw a direct link between learning and bottom line impacts, what are our other options? How can we best approach integrating L&D with work design and team dynamics so that we can meet the needs of the business and our people at the same time?