America and the world have become more polarized. People have diverse and strong opinions about societal, social and political issues, and this divisiveness is seeping into our workplaces. Some employees may be outspoken about their beliefs or opinions, and some may quietly be feeling intimidated or unsafe. Many employees are looking to their company leaders to speak out on topics that are important to them.

The focus of this session is on the role HR leaders play in how organizations manage this divisiveness. We will explore:

• How are companies addressing polarization that may emerge in the workplace? What has worked well, and not worked?

• What communications have been initiated and how effective have they been?

• What are the consequences for employees, leaders, or vendors if their behaviors run counter to established codes of conduct or company values?

• What impact have governmental, judicial or societal shifts and turbulence had on corporate culture, employee wellbeing, or DEI efforts?

The magnitude of data about employees and the workplace has made it both easier and more difficult to make people decisions. It can be challenging - but necessary! - to filter the signal from the noise, and the volume of ever-evolving information can prompt leaders to continuously revisit decisions, which can water down the strategic impact of a people strategy.

In this session we’ll talk with people analytics experts and heads of HR about how they use data to guide their decision making without losing the forest for the trees. We’ll cover topics such as: 

• How to leverage data to predict talent needs, retention risks, and desirable organizational capabilities.

• The promise of predictive analytics for people decisions and organizational change.

• Using AI to help synthesize data and guide decision making.

• Advanced approaches to measuring employee satisfaction, productivity, and organizational health.

• Developing proactive strategies for talent retention and development.

The last 5 years have brought tremendous change to the business world and the employee experience. First there was COVID, then the AI explosion, coupled with inflation, supply chain challenges, remote and hybrid work challenges, and layoffs and restructuring. Along the way the workforce has become more diverse in multiple ways (e.g., five generations of workers together for the first time in history). 

In this session we will explore the changes and the challenges associated with the turbulence we have all experienced and how HR Leaders can help business leaders to respond to these multifactor changes and ensure both healthy productive work environments and successful business results. We’ll look at: 

• What steps have been/can be taken to build a resilient workforce that adapts quickly to changes both past and future?

• How do you support employees through change efforts so they not only survive but thrive?

• Do you address a multi-generational workforce any differently and, if so, how?

• How does diversity impact change resilience?

• How must leaders adapt so that they can effectively lead their teams through multiple changes?

• Are there HR policies and practices that can build workforce agility?

In today's economic landscape, organizational success hinges not just on financial strategy, but on a resilient employee population that drives innovation and results. In this session our panelists will set the stage for a participant discussion that will emphasize practical, tangible practices to help you navigate economic uncertainty while maintaining a robust, engaged, and psychologically supported workforce. 

Questions we hope to answer include: 

• What does a "healthy workplace" look like in 2025?

• How do you turn business constraints into opportunities for organizational strength, employee well-being, and sustainable growth.

• How do you maintain employee trust during uncertain times?

• How can organizations be both financially prudent and employee-centric?

Our goal is to give you a strategic roadmap to help you not only survive economic volatility, but emerge stronger, more adaptive, and fundamentally human-centric.