Virtual Roundtables

Major business transformation involving restructuring can seem at odds with providing opportunity and growth as part of a career proposition. How do organisations and talent leaders manage that tension? Lizzie Da Costa and Madi Clark at Anglo American explored how they've built career engagement whilst navigating business transformation and how they've led a strategic career approach that’s meaningful across the global business.

Organisations want to get their early careers offer right, responding to ambiguity in the future of work and jobs, and demographic changes, post the pandemic. A fresh approach is needed to grow and retain the talent of the future. This roundtable features an Early Careers Panel, peer discussion and employer case studies.

Technology has already helped HR reshape the internal talent marketplace. Then generative AI brought new ways to work and improve the employee experience. In this roundtable Jonathan Winter, our founder, explored AI opportunities and risks for HR, and promising new applications for careers.

The role that Employee Resource Groups (ERGs) play in promoting diversity, equity and inclusion and nurturing career development is increasingly recognised. In this roundtable, Charles River Laboratories shared their strategic approach to Employee Resource Groups with a core intention of growing careers.

It’s challenging for individuals to grow career relationships in global and dispersed organisations. Yet this career support is often key to satisfaction, wellbeing and internal mobility. In this roundtable we explored what the organisation can do to help employees establish a network of supporters, with our provocateurs from Red Hat, who've developed and leveraged career relationships at scale.

Does your career deal really give opportunity to everyone? Is there more that your organisation could do to unlock potential and to improve your employee’s lives through the jobs that you offer? In this roundtable we discussed how the Co-op are understanding social mobility - and the impact socio-economic status has on career opportunities.

The idea of ‘self-driving’ a career is now so normalised that we can be surprised when employees tell us they can’t. There’s a danger in assuming people just need to change their mindset and stop expecting their employer to do it for them. In this roundtable we explored what stops self-driven careers, and how to unlock potential and enable upskilling and mobility.

How do you design a career model to drive autonomy among employees? In this roundtable we explored how EY have introduced a new career model and talent marketplace to meet current and future business needs.