Jenna Russell-Langdon
Head of Human Resources
Trade Me
Jenna Langdon is a senior leader at Trade Me, a well known and loved kiwi brand. As the head of human resources, she oversees strategic human resources business partnering delivering top-tier guidance across all people priorities and initiatives and shapes effective remuneration and performance strategies. Bringing a wealth of experience in end-to-end human resources management, Jenna is passionate about fostering a culture that drives both business success and employee engagement. Known for her commercial, pragmatic and creative solutions, Jenna ensures that Trade Me continues to attract, develop, and retain top talent while adapting to industry trends and challenges.
SESSIONS
Day 1
10:00
Keynote Panel: Keeping up with the shifting workplace landscape
Optimising productivity in a recession using data, technology and AI
Strategic approaches to engage and retain your top employees
Driving business results and profitability through impactful people strategies
Moderator: Richard Moxon, Chief Executive Officer, The Learning Wave - HR NZ Awards 2024 - Finalist
Karly Boast, Vice President, People Experience, LawVu - HRD New Zealand and Australia Hot List 2025 Winner
Toni Grimshaw, Chief People Safety and Well Being Officer, New Zealand Rugby - HRD New Zealand and Australia Hot List 2024 Winner
Danelle Whakatihi, Chief People and Performance Officer, Palmerston North City Council
Sarah Phillips, Chief People Officer, Watercare Services Limited
Jenna Russell-Langdon, Head of Human Resources, Trade Me
Day 2
2:00
Interactive Risk Scenarios
Attendees will break into three groups to discuss practical approaches to one risk scenario. Each group will be led by an HR leader who will encourage participation as you work through the risk.
Scenario 1: Impact of budget constraints on DEI initiatives
Due to recent budget cuts, the organisation has reduced spending on Diversity, Equity, and Inclusion (DEI) programs. These initiatives were an important component of the company’s strategic goals, aimed at fostering an inclusive workplace and addressing systemic biases.
Ashleigh Altmann, Talent Acquisition Manager, Coca-Cola Europacific Partners
Scenario 2: Company restructure amid decline in expected growth
The business is facing a significant decline in expected growth due to a downturn in the market and shifting industry trends. To address the financial challenges and align operations with new revenue projections, the organisation has decided to undertake a major restructuring involving workforce reductions, realignment of roles, and changes to departmental structures.
Jenna Russell-Langdon, Head of Human Resources, Trade Me
Scenario 3: Multigenerational workforce and different styles to working
The business values continuous improvement and provides feedback to employees through performance reviews, team meetings, and informal discussions. However, the leadership team has noticed that feedback, especially criticism, is being received differently across generational lines, leading to unintended consequences.
Hennie Peters, Chief People Officer, Open Country Dairy