The importance of the HR function has been brought sharply into focus since the start of the COVID-19 pandemic and organisations and business leaders will continue to turn to their HR professionals to steer them into whatever the ‘next normal’ phase will look like.

This is an opportunity for HR to lead from the front, bringing employees and organisations together as a unified and profitable entity. The rulebook has been thrown out, and it’s up to HR to create a new one.

HR’s latest Lunchtime Debate, in partnership with Advanced, will therefore explore how HR can embrace the lessons learnt over the past 12 months while modernising the world of work to suit individual’s needs.

Unlike the dramatic switch to remote working, HR now has a choice in how it brings its people back to the workplace and under what guidance, in a model that suits your business and your people. Never before has there been a bigger chance to reset the work-life imbalance and positively change the way we all work.

Thought leaders will cover:
• How organisations can take a flexible and creative approach to return-to-work planning
• Creating a fit for purpose hybrid working model
• How to ensure employee safety, empowerment and engagement is prioritised during this seismic change
Beau Jackson
Deputy Editor of HR magazine
Alex Arundale
Chief People Officer, Advanced
Alex Arundale is chief people officer at Advanced. She is responsible for leading the company’s talent management and development initiatives, from recruitment through to retention.
Her work at Advanced focuses on delivering people-focused strategies, including those for attraction which actively avoid unconscious bias.
She is experienced in the software sector as a senior HR professional, holding both global HR director and HR management roles.
Marshah Dixon-Terry
Career & leadership coach, organisational development consultant, MDT Career Coaching
Marshah Dixon-Terry is an experienced project and leadership consultant working with clients through the lenses of diversity, inclusion, equity and belonging.
Her work spans multiple sectors in a range of organisations including City of London Police, Homes England, NSPCC and Versus Arthritis.
She has coached all levels - working with leadership teams, culture development, talent development and succession planning.
Dixon-Terry is passionate about helping her clients develop, reach their full potential, and maximise opportunities to achieve their goals.
Vicky Robinson
Workforce strategy & culture leader, PwC
Vicky Robinson leads PwC’s UK workforce strategy & culture team. She helps PwC and others to optimise, align and engage their people to create a thriving workplace. At PwC this has involved a number of priorities including adapting the firm’s people, skills, leaders and propositions for a digital age.
Vicky has played a fundamental role in taking the learnings from the pandemic and the demand from PwC’s people for more flexibility to map new ways of working for its people and leaders.
Rupert McNeil
Chief people officer and non-executive director, UK Government
As Government chief people officer, McNeil is responsible for delivery of the Civil Service people strategy, setting out what the Civil Service needs to do to attract the most capable and public-spirited people. He provides leadership on the full range of people issues including talent, capability, inclusion, capacity, leadership, pay, performance, employee relations, culture and behaviours.
Jo Gallacher
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