Learning & Development Strategies

Puls Biznesu is a Polish economic daily and organizer of conferences and training for business representatives. As part of its educational activities, it prepares events dedicated to current challenges faced by enterprises, organizational management, competency development, and technological and market changes.

Puls Biznesu conferences combine the knowledge of experts with the practical experiences of business representatives. Event programs include specialist presentations, case study presentations, workshops, and discussions, allowing participants to learn about solutions used in various organizations.

Learning & Development Strategies 2026 is a one-day conference dedicated to designing effective employee development strategies in the context of dynamic technological changes, the growing importance of artificial intelligence, and demographic changes in the labor market. The event is held under the slogan "Development in the Age of AI and Demographic Changes."

The program focuses on building Learning & Development strategies that respond to the real needs of organizations and support the achievement of business goals. Participants will learn how to diagnose competency gaps, develop employee competencies, design upskilling and reskilling programs, and measure the effectiveness of investments in development.

An essential element of the conference is the use of artificial intelligence in development processes and preparing leaders and employees to collaborate with new technologies. Topics related to organizational culture, psychological safety, employee engagement, talent management, and succession planning will also be discussed.

The event combines expert presentations, organizational experience presentations, a panel discussion, and two parallel practical workshops. Participants choose one of two workshop paths, focusing on designing competency development that supports business strategy or on consciously implementing artificial intelligence while considering human competencies.

The program includes experiences from representatives of organizations such as ING Bank Śląski, GlobalLogic, WeNet, Property Group, DLA Piper GSC, UNIQA, Develor, and Gedeon Richter Poland.

• HR Directors responsible for human resource management strategy and competency development.

• Learning & Development Managers designing and implementing development programs.

• HR Business Partners supporting the achievement of business goals through employee development.

• Training and development specialists responsible for organizing and evaluating educational activities.

• HR specialists dealing with talent management, succession, and leadership development.

• Individuals responsible for onboarding, upskilling, and reskilling employees.

• Managers responsible for competency transformation and implementing new technologies.

• Experts measuring the effectiveness of training and linking competency development to business outcomes.

• Leaders interested in building a culture of learning, engagement, and knowledge sharing within the organization.

• Developing skills in designing L&D strategies linked to the business goals of the organization.

• Learning methods for diagnosing competency gaps and identifying real development needs.

• Understanding how to measure the effectiveness of development activities and their impact on business outcomes.

• Learning practical models of upskilling and reskilling that support organizational transformation.

• Developing knowledge about effective onboarding and the use of microlearning in operational teams.

• Exploring the possibilities of using artificial intelligence in employee development and competency management.

• Improving skills in designing development programs with the involvement of internal experts.

• Learning ways to develop talent, build engagement, and plan succession.

• Understanding the role of human competencies, such as critical thinking, collaboration, and responsibility, in an AI-utilizing work environment.

• Exchanging experiences with experts and practitioners in employee development management.

Benefits for Organizations

• The ability to better align employee development strategies with business priorities.

• Learning how to measure the business value of L&D activities and justify development investments.

• Inspiration for reducing external recruitment costs through the development of existing employees' competencies.

• The opportunity to streamline onboarding and prepare employees for tasks more quickly.

• Development of knowledge regarding the use of artificial intelligence without undermining employee competencies and independence.

• Learning solutions that support building internal training programs and a culture of knowledge sharing.

• Inspiration for designing talent programs that increase engagement, empowerment, and employee retention.

• Better preparation of the organization for generational changes and new leadership models.

Benefits for Participants

• Learning practical methods for designing and evaluating Learning & Development strategies.

• Developing skills in identifying competency needs and planning effective development activities.

• Learning real examples of onboarding, reskilling, and talent programs.

• The opportunity to participate in a selected practical workshop focused on L&D strategy or AI implementation.

• Developing knowledge about measuring development outcomes and presenting them in business language.

• Learning how to leverage the competencies of internal experts to build engaging training programs.

• Better understanding of the impact of AI on leadership, organizational culture, and talent development.

• Exchanging experiences with representatives of HR and L&D departments from various organizations.

• Receiving training materials and a certificate of participation.

Block I – Strategy that Translates into Operations

Bridging the competency gap – from the education system to business realities

• The role of organizations in developing competencies and taking on educational functions.

• Designing the structure and assumptions of internal educational programs.

• Implementing development projects within the enterprise.

• Evaluating the results of programs building competencies and measuring their effectiveness.

Effective onboarding and microlearning supporting business continuity

• Reducing competency gaps for newly hired employees.

• Accelerating the achievement of independence and productivity by new team members.

• Preparing current employees for new roles, processes, and service channels.

• Utilizing short educational formats in operational teams.

• Practical experiences from ING Bank Śląski in developing operational competencies.

Strategic reskilling – case study GlobalLogic

• Transitioning employees from automated or phased-out processes to new business roles.

• Developing competencies in critical thinking, consulting, and collaboration at the intersection of technology and business.

• Comparing the costs of internal upskilling with external recruitment costs.

• Reducing the risk of losing competencies and the need for workforce reduction.

• Maintaining business continuity during reskilling programs.

Block II – Parallel Practical Workshops

Workshop I – From Cost to Business Value: Designing Competency Development with the LEARN Framework

• Transitioning from individual trainings to comprehensive development processes.

• Identifying real business needs and translating them into development goals.

• Designing activities that support the transfer of new competencies to daily work.

• Defining success metrics that go beyond participant satisfaction assessment.

• Linking development outcomes to the business results of the organization.

• Building shared responsibility for development between HR, L&D, and operational managers.

• Utilizing the LEARN Framework to design systemic development processes.

Workshop II – Human Intelligence in the Age of AI

• Identifying human competencies of particular importance in organizations utilizing artificial intelligence.

• Analyzing tasks and competencies that are worth automating, developing, or leaving to humans.

• Diagnosing competency needs of specific teams and processes.

• Designing AI implementations considering productivity, employee readiness, and work execution methods.

• Developing critical thinking, collaboration, responsibility, and conscious use of technology.

• Monitoring the AI adaptation process and assessing its real effects.

The workshops are held in parallel. Participants choose one of the two available paths.

Block III – Leadership, Organizational Culture, and Employee Engagement

Knowledge that already exists in the company – training program based on employee competencies

• Identifying internal experts and utilizing their competencies in organizational development.

• Designing an internal training program step by step.

• Preparing trainers, schedules, topics, and training platforms.

• Gaining support from managers and encouraging employees to participate in development programs.

• Maintaining engagement of participants and internal trainers.

• Measuring the impact of programs on competencies, engagement, and perceptions of development within the organization.

• Case study WeNet and Property Group.

AI in the Hands of Leaders – Opportunity or Trap for Organizational Culture?

• Balancing process automation with building relationships and empathy in teams.

• The importance of psychological safety in organizations utilizing AI.

• Reducing micromanagement and bureaucracy through new technologies.

• The impact of AI use in managerial communication on authenticity and trust.

• The role of leaders in building an organizational culture that supports employee development.

Developing the agency of high-potential employees using technology

• Designing talent programs that combine competency development, engagement, and agency.

• Identifying employee potential and creating engaging development experiences.

• Utilizing gamification, simulation games, and online escape games.

• Designing programs based on narratives and realistic business situations.

• Combining technology, practice, and feedback in talent development.

• Using talent programs to support retention and upskilling.

• Designing metrics for developmental effects and assessing the program's impact on the organization.

• Case study UNIQA and Develor.

Building succession in the world of unbossing and artificial intelligence

• Changing expectations of younger generations regarding careers and leadership roles.

• Developing talents and preparing employees to take on new responsibilities.

• Building modern career paths that consider expert and project development.

• Utilizing mentoring, knowledge sharing, and learning on the job.

• The role of future competencies in succession planning in organizations utilizing AI.

• Case study Gedeon Richter Poland.

1 day, December 9, 2026, from 09:00 to 17:00, registration from 08:30. The conference will be held in person in Warsaw. The exact location will be provided by the organizer. The program includes three thematic blocks, including two parallel practical workshops lasting about two hours.

• Participation in the one-day Learning & Development Strategies 2026 conference.

• Access to presentations, case study presentations, and a panel discussion.

• Participation in one of two parallel practical workshops.

• Training materials supporting the application of acquired knowledge in practice.

• A certificate confirming participation in the conference.

• Coffee breaks, snacks, and lunch.

• Opportunities for networking and exchanging experiences with representatives from the HR and Learning & Development community.