In an era of digital transformation and rising employee expectations, companies will need to become even more attuned to the needs and aspirations of workers to keep them engaged and satisfied on their career paths. And in an environment of hybrid work and strained profits, employers will have to focus on making work both efficient and sustainable. How can companies do more with less, while maintaining employee well-being? What are the next frontiers in talent acquisition, employee benefits, learning and development, and diversity, equity, inclusion and belonging?
From Day One is a Recertification Provider for SHRM and HRCI. This session is eligible for 4 credits from both organizations. The Activity IDs will be sent to attendees after the conclusion of the session.
Who does the work and how they do it is constantly evolving. HR professionals can lead the way in exploring the kinds of resources, tools, and training workers need to produce the levels of output that their companies need to stay competitive. How can HR work with managers to help set sustainable goals and measure performance? How can managers be trained to watch for signs of worker stress, like burnout and cognitive overload?
With initiatives toward diversity, equity and inclusion (DEI) enduring a backlash on several fronts, advocates would be well-advised to rethink their goals, strategies, and messaging. If there’s still a strong business and moral case for DEI, what approaches will work better in the current climate of culture wars, corporate austerity, and legal challenges? In an increasingly diverse country, how can inclusiveness be reframed so that fewer workers feel threatened by it?
In the midst of new technology and organizational needs, employers need to align their workforce with the need for rapidly changing skills. One way to achieve this is by adopting a skills-based approach in talent acquisition efforts, replacing the traditional system focused on credentials like a four-year college degree. What does a skills architecture look like and how can HR leaders build one to suit their company’s future needs? How are leaders determining which skills to develop internally and which to seek out externally? What are the best approaches to upskilling and reskilling in today’s dynamic landscape?
Managers are a company’s connective tissue, especially in a hybrid workplace. When they perform well, they hold all the parts together, enabling an efficient, collaborative, and healthy workplace. How can companies provide clarity about what their managers can do to be more successful? What are the most important behavioral markers for effective managers, like treating employees with respect and removing obstacles to getting things done? What innovative ways have companies discovered to support their managers, especially in times of uncertainty or crisis?
When benefits are delivered in a traditional way, they tend to favor the majority and the typical. But for today’s more diverse workforce, that brings inequities that show up in the kinds of benefits offered, how they’re communicated to employees, and how they’re delivered. What can employers do to find and fix these inequities? What are the most comprehensive benefits being offered today?
Many HR leaders are wary of embracing AI, yet those who take an innovative approach will create an advantage for their companies. Forward-looking HR leaders are already using generative AI in talent acquisition, people analytics, L&D, and more. What are the opportunities and risks emerging in AI? What are the workforce implications and new skills required? How can AI improve the employee experience by eliminating drudge work?
When employees feel recognized, a workplace culture that supports productivity, loyalty, and overall organizational success is built. How can leaders effectively implement programs that go beyond financial incentives to ensure employees feel valued and appreciated? What are some innovative approaches to boost employee engagement, especially in remote or hybrid work environments, and how can leaders measure the effectiveness of these initiatives?
To retain valued workers and attract top talent, more companies are focusing on providing both upskilling and reskilling opportunities to their workers to help prepare them to move into new roles across the organization. What are the benefits to the company of improving internal mobility? How can employers coordinate these efforts by their executive teams and leaders in HR and talent acquisition? Why will better internal mobility align with efforts toward greater diversity, equity, and inclusion?
Just one in three women in the workforce feels their employer is actually upholding its well-being commitments, according to recent research, Inspiring the phrase “well-being washing” to describe these superficial efforts. With the growing recognition of holistic well-being that encompasses facets like financial stability and mental and physical wellness, how can organizations translate their promises into meaningful action? What are the most innovative and inclusive approaches to holistic well-being?