Creating an internal conference for employees builds human connection in our hybrid (or remote) world of work and also enables access to learning for everyone. When leaders make time for learning, connection, and recognition amidst busy schedules it signals the importance of these activities to the teams we lead. Brene Brown espouses that to be clear is to be kind, which underscores that another awesome outcome of internal conferences is that they enable teammates to understand each other’s work and how it aligns with the organization’s goals. Yesterday our team of 13 launched our annual internal conference, which will align peoples’ work with our divisional goals, make meaning of projects in terms of how we will support our partners, and connect all of us in all sorts of learning and culture-building ways that, you know, eat our strategy for breakfast. Here are some best practices for organizing conferences within organizations.

What is a conference?

A conference is a formal meeting where individuals within an organization come together to discuss important topics, share ideas, and collaborate on projects.

They foster human connection, promote learning, and encourage recognition, which are essential for enabling and inspiring teams. The Solvay Conference of 1927, attended by famed physicists like Albert Einstein and Niels Bohr, exemplifies the power of conferences in advancing scientific knowledge and collaboration.

Patagonia and Nike regularly hold internal conferences to brainstorm product innovations and logistical troubleshooting. This practice has led to advancements in eco-friendly materials and culture-aligned business practices, responding effectively to market demands for sustainability and diversity.

Here are some best practices for co-creating an internal conference in your organization.

Manage logistics

Align personal growth with organizational priorities. Ensure that the conference content aligns with both personal growth aspirations and the strategic objectives of the organization. This alignment ensures that the learning is not just theoretical but practically applicable, contributing to individual and organizational success. For example, we are focusing on our business plan (turning the corporation’s strategy into everyone’s work), learning digital skills like building workspaces in Sharepoint and launching learning functions in Oracle Fusion, and understanding our styles and strengths through psychometric testing.

Book everything way, way, way in advance. Organizing calendars, rooms, materials, and guests well in advance ensures that employees can arrange their vacations and other commitments around the conference dates. This proactive scheduling helps in ensuring maximum participation and engagement; this year I did not book things far enough in advance, which caused things to get off to a rocky start.

Co-create the experience. Involve several team members in the planning process to ensure the conference reflects the collective vision and needs of the team. This collaborative approach prevents the event from being a top-down directive and makes it more engaging and relevant for everyone.

Foster intrapreneurism

Intrapreneurism, the practice of fostering an entrepreneurial spirit within an organization, is crucial for innovation and growth. Encouraging team members to present their projects or innovations can ignite a sense of ownership and creativity, driving the organization forward.

Randstad has a pretty good definition of what it means (and takes) to be an intrapreneur:

An intrapreneur is an employee with an entrepreneur’s mindset.

They take an innovative and creative approach to their role, manage special projects, and look for growth opportunities using less traditional strategies and tactics.

They have a bigger vision than outlined in their job description and are focused on the bigger picture.

An intrapreneur can be a manager or employee who introduces new products, processes, and strategies that are in alignment with the organization’s overall objectives.

In their book, Corporate Explorer, Andrew Binns, Charles O’Reilly, and Michael Tushman expand on the concept of intrapraneurism by focusing on how corporations can unleash innovation by seeing “…more corporations focused on creating a cadre of potential business builders from within their own ranks.”

Our conference is a replicable model that can be scaled and adapted for other teams to enable collaboration, governance, and learning.

Learn in the Flow of Work

There is always time for learning because, as two of my mentors taught me, learning happens everywhere and always when we reflect on our experiences.

Learning in the flow of work is highly valued. However, while this approach is beneficial for continuous learning, it cannot address all learning needs. Sometimes, you need to make dedicated time for deep dives into important topics, like aligning business goals, skill building, and wellbeing. An internal conference helps people step away from daily tasks and immerses everyone in a shared learning experience. Dedicated time allows teammates to explore new ideas, acquire new skills, and reflect on their growth.

Organizations are defined by how fast and well their people can learn, not merely by the number of widgets we produce. By organizing an internal conference, you create an environment where learning is prioritized and celebrated. This investment in learning not only enhances individual capabilities but also drives the overall success of the organization.

Make it fun!

While the primary goal of the conference is learning and development, it’s essential to integrate elements of fun and relaxation because laughing makes learning stick. An internal conference is a powerful tool to foster learning, growth, and innovation within teams. By planning well in advance, co-creating the experience, and aligning personal and organizational goals through co-creation, you can create an event that builds a stronger, more connected team.