The HR Community Podcast
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Civitas Talent is excited to bring you a series of podcasts dedicated to the HR community. This is a space where you can learn best-practice solutions from HR community leaders, with host Shane O'Neill.
Whether you’re a CEO, HR executive or operating across the wider HR sector - this podcast is for you!
The HR Community Podcast
Rethinking Workplace Learning: From Classroom to Community with Barbara Harvey, Head of Learning, Growth Faculty
Discount code for CultureCon 2025: https://thegrowthfaculty.co/CivitasCultureCon25
Barbara Harvey takes us on a fascinating journey through the evolving landscape of workplace learning, drawing from her unique career path that began teaching drama to at-risk youth in South Africa. Now as Head of Learning at Growth Faculty, she brings a refreshing perspective to how organizations can foster meaningful learning experiences in today's rapidly changing environment.
The conversation explores a critical shift happening across industries – 50% of organizations are abandoning traditional classroom-style workshops in favor of more agile, multi-modal approaches. Barbara makes a compelling distinction between changing delivery methods and the timeless principles of how humans learn, reminding us that while technology transforms how we access information, certain elements like storytelling remain essential to effective learning.
What stands out is Barbara's passionate advocacy for social learning. She brilliantly compares self-directed online courses to "the home exercise bike of learning" – purchased with good intentions but often abandoned in favor of more pressing priorities. By contrast, synchronous, time-bound social learning creates accountability and community that drives engagement and retention. This insight alone could transform how organizations approach their learning strategy.
The discussion tackles one of L&D's greatest challenges – measurement. Barbara acknowledges the industry must improve its ability to demonstrate ROI while offering practical suggestions for tracking learning impact through broader business metrics. Her balanced perspective on AI's role in learning is equally valuable – embracing its potential for personalization while cautioning against "microwaving our learning" by making everything too quick and easy.
Ready to transform your organization's learning culture? Start small with quarterly team sessions that make learning joyful, creative and collaborative. And don't miss CultureCon 2025, Australia's premier workplace culture conference featuring thought leaders like Heidi Gardner exploring the intersection of organizational health and performance. Connect with Barbara on LinkedIn to continue the conversation about creating learning experiences that truly change lives.
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Welcome to the HR Community Podcast. My name is Shane O'Neill, founder of Silvitalis Talent, the HR and HSE recruitment community. Each episode, we will host HR leaders and discuss their journey and discover best practice HR solutions across the HR industry. Whether you're a CEO, hr executive or operating across the wider HR space, this podcast is for you. Please like and subscribe, and don't forget to comment and share your views. Enjoy the episode. Good morning everyone. Welcome back to another episode of the HR Community Podcast. This morning I'm joined with Barbara Harvey. Barbara is the Head of Learning at Community Podcast. This morning I'm joined with Barbara Harvey. Barbara is the Head of Learning at Growth Faculty. Good morning, barbara.
Speaker 2:Good morning, shane. Thank you so much for having me, and good morning to everyone that's listening today. Yeah, it's great to be here.
Speaker 1:Fantastic. I know we've had a couple of conversations around this prior to the show. For those that are listening, tell us a little bit about Barbara, tell us a bit about who you are, tell us a bit about your role and, obviously, growth Faculty as well.
Speaker 2:Yeah, so I'm Barbara, I'm the Head of Learning at Growth Faculty and I'm a sort of tragic learning nerd is probably the title that should come under my name but I'm really deeply passionate about the power of learning in changing lives.
Speaker 2:And that's gone back 20 years. So early part of my career I was a drama teacher in South Africa for at-risk youth, so I actually saw, you know, really, the power of learning in effectively changing a life. And then over time, you know, did a few different things, which I'm sure I'll reveal through the session. But most recently the last 10 years I've been in workforce education in person, digital and now with growth faculty. So growth faculty is a learning events organization so we give access to the brightest minds at scale, so some big names like Jim Collins, aaron Meyer, patrick Lencioni kind of the hot hits of leadership, and that's either in person at big events but also through the platform. So it's an amazing point in my career because I love leadership, I love spreading that work, but also really I'm very interested in what's happening in learning and how do we get learning out to lots of people in ways that they're ready to receive it.
Speaker 1:So that's where I am now. Yeah, awesome For those that are listening. If you didn't know who Growth Factory were before, I'm sure you do now. So some pretty big names there I know. I can probably say I've ticked off a few of those their leadership books and I've looked at a lot of the content that they're posting online. I think it's really good recruitment perspective within the people, culture and talent space. You see the more traditional learning and development route where you know you've studied in HR and then you work into, I guess, a more centre of excellence style learning and organisational development role. Your journey into where you are now as head of learning was quite different, so tell us a little bit about that. I know you touched on it earlier, but what sort of brought you into the field of senior L&D?
Speaker 2:I think this too it is a very interesting journey and I think I sort of side swipe my way in. But also I did come from a family of educators. So my mum was a school teacher, my dad was an academic. So I always say that when I grew up and I asked you know, why is the sky blue? I never got an answer. I just was told to go look it up, which was really frustrating at the time but of course, you know, fueled curiosity for life. So I think education and learning has always been something in my DNA and I probably tried to push it down.
Speaker 2:But I worked. You know, in my 20s I was traveling and worked on super yachts and I ended up through the drama teaching. I worked in casting for young people and young adults in film and television and then I had my own casting agency in Sydney and what I realized is that when young people were entering into the film industry and extras and small part actors, often the barrier for them was the casting or the audition. And so I started working at doing some training for them in upskilling, just to get in, walk in and do well. And then I started working with the drama school to do that. And that drama school offered corporate training and so that's where I ended up facilitating communication and public speaking skills.
Speaker 2:And that was back in the day of corporate learning, which was really training rooms, catering, you know, like real kind of old. Well, this is what we're moving from right, like that real traditional workshop that's how old it is. I can't remember the name, yeah, so that was kind of where I started and then I spent five years working for a consultancy delivering, you know, large scale leadership programs. Then I moved into ed tech, during COVID actually, because, as you know, the whole industry just went wow, how are we going to deliver?
Speaker 1:learning and at that time most people just went wow, how are we going to deliver learning?
Speaker 2:And at that time most people just took in-person learning and then tried to do it online quite poorly. But I worked in the ed tech social learning space, which I'm very passionate about, so I did that for five years as well. So I did the in-person social learning program and then now into this new space. So a bit of a strange path, but a fun one.
Speaker 1:Yeah, it sounds like it and I think it's really interesting as well, because you know you've come from quite different and unique interests and sectors and roles, so you could probably bring a different view or a different lens and approach to learning as well.
Speaker 1:I mean, I've seen the more traditional learning models change so much over the years, you know, with micro learning and technology, and I think you know it's super interesting I mean even for myself the way the mind works now with regards to training and learning. You know I couldn't imagine going back to sitting in a classroom or a workshop again for, you know, three, four days in a row, whereas that was just the norm back then. Or if you were in a grad program or whatever, whereas you know now you want, like that, micro learning. You know your brain can get distracted very, very quickly. There's too many distractions with technology. So I think it's a I think it's an interesting topic. Talk to us a little bit about your views and approaches with learning, barbara, because I know we talked about this as well prior to jumping on the podcast, the traditional, I guess, learning frameworks or learning models. Talk to us a little bit about that.
Speaker 2:It's interesting what you were saying about how it's changing and where it's come from, and I think it's important to distinguish traditional modes of learning versus traditional, the way in which we learn, right. So I think what has changed is the style of which we learn, the location in which we learn, but there are fundamental principles of learning that just remain true. So we've been learning, you know, as a society and civilization, since the beginning of time. So you know you were saying about bringing different aspects to it. So I deeply believe in storytelling as a tool for learning, for example. So that doesn't change. But now what's changed is how that story is told or shared. So, like in a traditional learning in a workshop, that's maybe a facilitator getting up and sharing their story right, and one of the challenges with that is, if you were in that learning experience, you're only hearing one story right and one view and one perspective. Now, in a learning environment, you might be able to see a short clip from someone, a piece of inspirational learning from this, a bit of a podcast, so you see what I mean. So you can still apply the fundamental principles, but the application of it has changed.
Speaker 2:So what I've seen and we've just conducted a learning report based on a survey with 100 learning leaders across Australia, asia, pac. Is that, fundamentally in the organisation? That's what's happening? So they are. 50% of organisations are abandoning traditional learning and that does mean, you know, workshop, long-form, one-day, two-day learning. In replacement, is that more agile videos, courses, maybe a webinar, maybe a presentation, maybe it's just a one hour talk from someone, but that more kind of multi-modal style. But I do believe that we've got to be careful we don't lose that essence of how we learn and how we need to learn. It's. It's not a case it's. It's. The question I always ask is what do we hold on to and what do we let go of?
Speaker 1:so we don't let go of everything that's really cool, as you're sort of describing that. I also think you know, for our hr and lnd leadership community that are listening, how does one make that shift? Because I'd imagine making this like, once you make the shift, you could possibly see the benefits. But, like you say, you kind of need to take that step back and reflect on okay, this is the program or work that we want to deliver and this is the content that traditionally has always been what we want to deliver. We just need to change how we do that. You know, in some organizations, as you can probably imagine, they want to really hold on to that sort of more old school or traditional approach. Or maybe you know they're dealing with the CEO or a board who don't really want to change things up. I mean, for a HR leadership community, Barbara, how does one, you know, make that shift or change that habit?
Speaker 2:It's a great question, like I think, fundamentally, you need to look at what are you trying to do in the organization, and I believe in having a really systemic approach to learning. So it's you know we talk about circular learning, like the circular economy, so it's really important that learning is not seen as a one-off event or sending people off to this workshop. So there's quite a lot of work to do, if you're up for it, in stepping back and saying how do we become a learning organisation? How do we prioritise learning? How is time protected for learning right? And that's got to come from up above in terms of support for that. But I think if you have an organisation that's holding on to in-person learning, it's always like it must happen in person. Then it's about understanding, because I'm not. I love all forms of learning right, and so for that piece, it's about understanding what can only happen in that space. What can only happen? Why are we sitting together for eight hours when 50% of that work could have been done, you know, remotely or in groups, or you know. So I think there's a. That's a conversation. I think we tend to be a little bit I don't want to use the word lazy, but we.
Speaker 2:It's simpler if people go away and do that and then they come back. They all tick the box. So there's a piece around the kind of broader strategic piece of what are you going to do about learning and, secondly, what does learning look like? But thirdly, the big challenge is the measurement. So it was much simpler. People went to a workshop, they worked through these capabilities, particularly with more technical training, obviously. That's, you know, different piece and you could say well, look, these 50 people went through this program, they attended. Where it becomes complicated if there's opt in and then there's this and some people aren't completing it. So you have to actually do quite a bit of work and the industry itself needs to step up. It's just not good enough in terms of the measurement that we can prove the return on impact, on learning to executives or just on a budget line. Right.
Speaker 1:Yeah, yeah, yeah.
Speaker 2:I don't claim to have all the answers, but these are the things you need to be thinking about and you need to think about. I always say it's very difficult to map the success of something, some form of learning from beginning, like you even said to me. You know where did your career come from?
Speaker 1:You know there's so many sources of where the results come from, but you've got to be able to show in some way the impact that whatever you're doing is having 100% and you know you touched on something pretty critical there that I'm going to probably a bit more about and again, I'm sure anyone listening would be keen to hear, or agree or disagree. But with regards to measurement, I mean, talk to us a little bit about that. I mean, there's some amazing software and technology out there now where you can get that sort of real time data to analyze when it comes to L&D. But I guess, from a strategic perspective, we're bringing all these cool, sexy new learning models and softwares and whatnot to the table. I guess, how does one measure the effectiveness of the learning and, I guess, calculate? Maybe is there an ROI here? Should we double down? Should we pull back?
Speaker 2:It's a really difficult question to answer and I'm really curious about it. So these are the things I'm thinking about, but I don't necessarily have the answer. I think you've got two forms of measurement where you can just measure the success of a learning experience. So that's quite simple to do. You know, did the person do this? Did they develop this? Did the capability go up? You know, and I think we do that quite well in the industry but the bigger piece is did this work have an impact on the business? And you can do that.
Speaker 2:So I interviewed someone from Sydney Trains recently who had implemented some AI training around customer service and they apparently, historically, they look look at overall, they train the staff and then they look at the customer satisfaction rates. Gotcha right broadly. Now there would be a whole bunch of things that would play into that, not just that training, but they do. That's one thing they track to. So any way you can like employee engagement of course, would be one, but anything kind of broader would be great to just look at. Obviously, you couldn't always correlate it. Maybe this is a cop-out, but I don't know if you actually can truly measure the success of something. So David Rock, who's a learning. Scientist says one of the best ways to measure the impact of learning is to test so many weeks down the track. And if people remember one thing, they just remember one thing, which is a bit scary, considering how much you might be learning.
Speaker 2:But so I think that if you don't do it, if you don't invest in the learning, it's a little bit like your health, right, like the compounding effects of ignoring learning and deprioritizing it. I think we spoke about this before the big part of retention and attraction. So if you're not offering learning and development, even the optics of that as an individual in an organization, they don't care about me, they're not investing in me. So you know, if they do the course, and maybe it's not life-changing, but if it's a really good course and a program, at best you're investing in your people's growth and development 100%.
Speaker 2:Surely that's worth it, but yeah, I feel like I don't have the right enough answers. I'm really investigating this space a bit more.
Speaker 1:Yeah, yeah.
Speaker 2:Because I feel like it's what holds us back as learning professionals, because we're often pushed aside in the budget or always having to sell learning, like that's what I feel. Like we're all sales agents of learning. We're having to always position learning, unless you have an exec who's really behind it. With a bit of leap of faith, it can really fall off the wagon in terms of priorities.
Speaker 1:It's really interesting and I'm also curious and I'm sure our listeners are curious on that measurement piece as well. But you know, what I even just got out of that response was, you know, even just asking the right questions. You know, what did you learn from that session and how are you going to apply that? And maybe you know, in four weeks time checking in to say, okay, how did you apply it? Or did you apply it, how did you apply it? What was the outcome?
Speaker 1:You know, very, very simple sort of questions like that can really give you, I guess, some real time understanding of if it's working or not. But I agree with you. I mean, on the recruitment side, a lot of the questions that we get around, you know, when we're speaking to candidates about organizations, is most definitely around their learning, talent and organizational development programs, because it's not just about going there and doing a job Now. It's like you know, how are they going to support me? What's the learning and training culture, engagement strategy like, what's their EVP, what's their branding? And I think a lot of that does stem back to learning and development, because you know you're rolling out programs to upskill current employees but also you're creating that learning culture to attract the brightest minds as well that want to keep learning and growing. Speaking of which, I know you're super, super passionate about social learning. Talk to us a little bit about that, barbara.
Speaker 2:It's a long part of my career, but in particular, I think at this point in time, what we're seeing is this because learning is now being more distributed to the individual, because we're not sitting in a workshop I akin learning to being a little bit like exercise or going to the gym, where, if we're not effective, we're not probably motivated or supported. We tend not to go. So I talk about self-directed learning, doing an online course, as being the home exercise bike of learning, right, like, we buy it, we intend to use it. It goes in the lounge and it moves somewhere else and then goes into the garage and then eventually out on the street, right? And so the thing about social learning and, in particular, I think, synchronous time-bound social learning, which is what we do at Growth Faculty, is that you are together, you're experiencing it with other people, so you're enjoying it as a social experience, and then also you are accountable to each other and to that time, right. So you've got to show up, you do the learning and you do it together, and so that's one part of it.
Speaker 2:And so I also deeply believe that the power of learning is not just within the content that's given to you. So in our case. We have incredible thought leaders. Of course, that content is so powerful, but it's about the conversation that happens after the session, right? And when you were talking about measurement, one thing I was thinking about as well one way you can see the indication of success of learning is the conversations that happen in the organisation around learning. So if you see people posting about podcasts or I did this course or I shared that like that's a sign you're in a learning culture.
Speaker 1:Yeah.
Speaker 2:Oh my gosh, I saw this. Have you done this? Have you read this? That's an indication. So yeah, so in our case, you know, we host a really large event. We'll have like Jim Collins. It's incredible. He's a great speaker. We're live, so there's chat and polls, and so you feel like you're in this kind of moment.
Speaker 1:Yeah right.
Speaker 2:And sometimes it's not perfect, right, and we always say you know that's when, you know it's live. And then to have that discussion afterwards and I think you know I always go back to the Matildas when they were in the World Cup in Australia and how the whole country was. We were all watching the same thing, right? We weren't on different episodes of Netflix, we were together and it was an emotional time for people because we experienced it together. And I always wonder would it have felt the same? If you're watching those penalty shootouts, you know for them getting it wouldn't have felt the same the next day, right, like you would have just fast forwarded to the end. So, yeah, I believe that social learning is is very powerful there's a lot of research behind it and successful, but also it's the way we need to learn today because, quite frankly, given the choice, we're going to do our work.
Speaker 1:Yeah.
Speaker 2:We're going to do the deadline. We're going to because we've got enough on our plates. We're working, we've got, you know, loved ones and we've got sport and community. So it's like often it will go to the sidewise. So if you can kind of stack up learning with your peers, with your team, then you know it's kind of stack up learning with your peers, with your team, then you know it's kind of a winning.
Speaker 1:I call it the silver bullet of learning Love. That that's amazing. I mean again, I'm putting on my recruitment hat here again but I guess a lot of organizations they do try to use the learning and development initiative as a USP for their brand, which I think is quite clever. But then you know it can mean different things to different organizations. But I do really love the approach with social learning and I definitely think that you can get a lot of takeaways from the way you've described it. I mean for anyone listening, and I like oh, that sounds like a really interesting um agenda item for our next elt uh meeting. How would you start to look at embedding that kind of social learning culture, barbara? Or what would be maybe the steps to take? If you're looking at your organization now and your culture and go okay, that's cool, how do we drive this?
Speaker 2:You could start small. So I really believe in and we do this at Growth Faculty too. So we have a framework around engagement. So setting goals this is part of the framework. Setting goals and intentions so where do we want to be?
Speaker 2:And then it's a case of setting a cadence, like what's our cadence for learning as an, as a team, as a, you know, as a group, as an organization, and it's just as simple as putting something in the diary Once a quarter. We get together, we're going to, we're going to watch a webinar, we're going to listen to a podcast, we're just going to watch maybe a few clips of some learning. Or, you know, maybe somebody from within the organization can speak about their journey or their experience, or they can teach something. I saw something recently. Somebody had karaoke, something, team karaoke. I've never heard of it before. That's where they just get up, that's not singing, and they share something they've learned. Something like that like create a learning experience that's joyful, that's fun and it's creative and collaborative, have a discussion around that, and if you just put that in the diary once a quarter, that's already signaling to people. This is important to us. It's good to have outcomes from it too, but just putting that there is a great first step.
Speaker 1:I would say yeah, I think so, yeah, and it sounds a lot more organic and fluid and genuine, but it also could be a bit more cost effective if you want to kind of trial it out. You touched on something earlier and I just wanted to go back to that and maybe build it out of this or unpack it a little bit more. Barbara was AI. Obviously it's on everyone's agenda at the moment, across HR and people. We're running workshops on it, we're running events, we're talking about it on the podcast, we're talking about it at meetings and I still think a lot of us are at exploratory stages. But how do you see, or have you seen, ai impact learning and how do you see it kind of playing out? Because I guess you know there's a number of tools now where you can just type in what you need and it gives you a full thesis and action plan on how to approach it. Like, do you see that as a as a good thing for learning, or or a challenge, or?
Speaker 2:yeah, I don't think it's binary right like I, I think it's so interesting and I'm not an expert at all in this space, but deeply curious. So I think in terms of like. So, from the doomsday side of it, in terms of being a learning designer, I like that because that's my, in some ways, my roots. You know the simplicity of being able to just put things in and out comes a learning plan, which is great in some senses, but that kind of. You know you're talking about that creativity and coming from different angles, you know we could end up with very beige learning if we go down that route too much. So there's a part of me goes no, but then, on the other hand, the power of it is so significant, right, in terms of scale and customization and personalization. That's there.
Speaker 2:What I think is the most interesting application of AI at the moment is the kind of and we're doing it at Growth Faculty, but originally I don't know if you know sol khan, the he's, yeah, the founder of um khan academy. So their, their approach was to look at ai as being a like a tutor, so like a in the socratic method of the student asking. So originally, you know, when chat gbt came out in the education space she's like no, it's cheating, you know, ban it from universities, ban, ban, ban. But they came out saying, well, let's use it to give students at scale that opportunity to. You know, talk back to the teacher. Basically.
Speaker 2:So I love that application and so I think it's a fine line, because I know that Duolingo got backlash for replacing learning designers with AI, right, so they had to kind of backtrack on that. So I think there's a kind of there's a sense as an audience or as consumers of learning of what will be okay with.
Speaker 2:AI and what we don't want taken away from us, and so at Growth Faculty we have AI Mentor, so we've worked with our thought leaders to create like a directory of content through AI and then you can ask that thought leader.
Speaker 1:It's very cool.
Speaker 2:Yeah, it's very cool, so it's not just generic content. You're getting their view, which is amazing, but yeah, I just think there's that danger. Have you heard of the memory, the memory paradox?
Speaker 1:no, no there's a.
Speaker 2:There's a learning scientist, barbara only and she talks about.
Speaker 2:It's called the. It's called the forgetting clause, I think so the easier it is to remember something, the easier it is to forget right. So the harder it is to remember something, the easier it is to forget right. So the harder it is to remember something, the better you'll learn it. So the biggest, the kind of existential crisis I have with AI and learning is that if we fast-track learning too much, if it's too quick, if it's three minutes, two minutes, we keep micro-bytes, micro-, micro bite, like, are we really learning? Because if you think back to your own work, your own career and your own learning, I mean we know that it's through struggle and through challenge and that's how we deeply learn. You know it's the discomfort that pushes us into that. Next, you know stage of learning and growth. So we just have to be careful we're not fast-tracking our own growth by always getting the answers right.
Speaker 1:Yeah, yeah.
Speaker 2:So I love it, I support it. I think let's use it as a tool, but we just got to be mindful, at least to say we're not microwaving our learning, you know yeah yeah. It's got to be the sous chef.
Speaker 1:Yeah, I like that. That's really cool. And I like the I forgot her surname now, but I call it the Barbara matrix, the, as you were saying. It kind of brought me back way back to university days, where you're, you know, you've got your exams at Christmas and and and in the year it was back back home. But you have your exams, you cram the hell out of it in the weeks prior, sometimes even just the night before, and you still get away with a decent enough grade. But then, yeah, you could ask me any one of those questions on those exams now and I probably wouldn't even have two sentences to give you, because it's that kind of cramming in knowledge and, like you say, you're not sort of learning it organically, you're not really challenged, you're just trying to take away some of it so you can apply it as quickly as possible.
Speaker 1:And I see that same comparison with certain AI tools where it's so like the knowledge is so accessible and not even just AI, just the you know worldwide web in general Um, so accessible.
Speaker 1:But when you know, once you get that response that you're looking for and you apply it, um, realistically, you're not going to remember that again. So I guess it's, it's just important for us to all remember how our mind works, how our brain works and, uh, you know, a bit like your um going to the gym analogy earlier. You know it's an important muscle for us to keep working on and learning. And you know, getting involved in something like AI mentor, going to really good thought leader events. You know reading the right material, reading good books and publications and reports. So, yeah, I'd imagine that anyone listening to the HR field is across all that. But last question for you, because I know things are very, very busy over at Growth Faculty at the moment. I'd be very silly to let you off without asking you about some of your really exciting events. One in particular I'm really cool, I'm really keen to hear more about, because it does overlap into a lot of what we discussed and a lot what I guess our HR community invest themselves in it's CultureCon.
Speaker 2:Yeah, I'm really excited about CultureCon. It's Australia's only workplace conference around culture. So, of course, a lot of events around leadership and HR itself, but this is really around culture. So, of course, there's a lot of events around leadership and HR itself, but this is really around culture and there's really two streams to 2025 CultureCon, and that's organizational health and organizational performance, and then the speakers and presenters and stories that you'll hear on the day are really streamed through those two categories. It's going to be an awesome, exciting conference. We just met Heidi Gardner, who's the headline speaker. So she's the author of a book called Smarter Collaboration. She's off the charts. She was just in the World Economic Forum in Beijing. She's talking about AI and the power of AI in collaborating within the team. So she was telling us, for example, that you can look at what are the skills missing in your team and let's use AI to insert those skills into the team.
Speaker 2:Right To just augment and accelerate the team, so that's great. And then we have a neuroscientist, we've got bestselling authors, we've got even our MC. She's an organizational psychologist. She's incredible. But the power of the day actually is also the networking on the day the peer, the community and it's and we were telling Heidi this it's a very safe, open space. So what happens is there's quite rich and raw conversations, reality checks about where we're at in terms of culture, in terms of organizations and where we're headed. So it's not just, it's really deep, deep conversations and questions about are we getting this right? You know what are the challenges we're facing, and so if you're a people leader, you're in HR, if you are in this space, you get to be with your peers and have that and listen. Okay, I'm not alone here, because sometimes in L&D, sometimes it's a small team, right.
Speaker 1:It is right, yeah, yeah, yeah.
Speaker 2:So you get to kind of like you're doing in your community. It's that space too. But yeah, I think it's going to be a terrific day and we've really we got the feedback last year more interaction, more connection. So we're just amping that up this year.
Speaker 1:That's exciting.
Speaker 1:That's so exciting, yeah, for anyone listening. We can obviously include any links or information in the body of the podcast, but, yeah, I'll be letting people know more about it because I guess in our world, particularly on the workforce side, there's a lot of challenges out there. The market is volatile at best, there's a lot happening across different economies, but also we look at the future of work. You know, ai, technology, automation are hot on people's agendas, but then there's a lot of positions that are going to change over time. There's, you know, a lot of skills that weren't needed before that are going to be now introduced into businesses and there's possibly well, not even possibly probably most definitely going to be roles in the business where, you know, in 10 years time, maybe sooner, they're not going to exist. So I think an event like CultureCon really does tap into a lot of that and, like you say, the peer, the community, the social learning. I really appreciate your time, barbara. That was awesome. Thanks for joining us on the podcast today and we will stay in touch with the future.
Speaker 2:Amazing. Thank you so much, and feel free. If anyone wants to reach out, I'm more than happy to connect and have a conversation too.
Speaker 1:Thank you, and thank you to all our listeners. Thanks for tuning in. Again. It's Shane here from the HR Community Podcast. Have a good day. Thank you for tuning in to the HR Community Podcast. Remember to like and subscribe and share your views and comments below. This podcast was brought to you by Civitas Talent, the HR and HSC recruitment community. Whether you're a candidate looking for a new role or organization looking to secure brand new talent for your team, please get in touch with us today. Thank you.
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