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Robye
Scott
Chief People Officer
Riley Safer Holmes & Cancila LLP
Robye Scott is a highly experienced business and human resources executive with decades-long expertise in human capital management frequently recruited to work within complex and highly-regulated organizations in the public and private sectors. Her professional experience is highlighted by her skills as a strong strategic partner to organization management as she has been a direct report to CEOs and senior executives. Robye’s range of human resource competencies includes the administration and leadership of the day-to-day human resources functions with a comprehensive understanding of functional HR programs ranging from benefits, performance management, employment compliance, leadership training, compensation management, workers’ compensation, and the legal framework and resolution of EEO claims before state and federal regulators. She is experienced in forging important partnerships with internal hiring managers to assist in guiding staffing processes, defining organizational staffing gaps, optimizing the talent acquisition process, and driving employee retention activities that also promote an inclusive culture and superior performance. In addition to human resources, she is considered an ethical and collaborative thought leader on issues of diversity and inclusion, allyship, workforce planning, and civic and community engagement.
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17 November 2026 16:15 - 16:45
Keynote: The future of culture: Building adaptive organizations in an era of continuous reinvention
When priorities shift and organizations are constantly changing, inclusion is often the first thing to slip down the agenda. This keynote makes the case that D&I and belonging matter most in times of change, and are central to building an adaptive, high-performing organization. Drawing on more than 30 years in HR leadership across industries, including aviation, food manufacturing and professional services, Robye shares how she has kept inclusion at the forefront through changing priorities and what that means for the future of the people leader role. Key takeaways: - A clear business case for keeping D&I and belonging on the agenda during change. - How to keep people feeling included and valued when the organization is transforming around them. - How to explain the value of D&I to the board and executive team when priorities and budgets are under pressure.