Here are three key lessons we learned from yesterday's session:
Capitalising on the company's top performers
When trying to push through projects, the top performing employees at a company will most likely be the ones making sure the initiative becomes a success, thus providing HR with the desired return on investment.
Seth Kramer, head of EMEA at Lattice, said that HR needs to make the best use of these top performers t maximise long-term success.
"If your top performers are not in an environment where they can thrive, they're likely to leave because they still have the skillsets that other businesses will find attractive.
First you need to be able to recognise them, but if you can tap into them and realise why they're successful, that could be an area to use your limited budget to support them and hopefully create more."
A people-led people strategy
Letting the people within an organisation shape the company's people strategy could be an approach that helps companies get the best out of their employees.
Michelle Reid, people and operations director at the Institute of Occupational Medicine, shared how this approach created a more agile HR team.
She said: "Not having a people strategy enables me to be more agile but I wouldn't recommend it to everyone as you need to decide what is best in your own organisational context. My plan wrote itself because I took the time to talk to my people and just championed their ideas and solutions.
"That's what I would recommend as a concept and if that means writing it in a strategy because that's how the influence can be won then go ahead. I am lucky that I can influence in other ways thanks to the team and C-suite I work with."
Stability rather than agility
Times of crisis may call for agility from HR departments.
Paul Taylor-Pitt, founder and creative change consultant at Metamorphosish, said there are certain aspects of business that employees need to depend on regularly.
He said "There are certain things people in an organisation need, and they need the confidence to know we can deliver those for them - some things need stability. Agility is what we can do together for the time that it's needed.
"HR is always in a process of change and always will be. It's easy to get lost in planning an idealistic future rather than focusing on what's happening here and now"
