Meet Mastercard Chief Inclusion Officer Randall Tucker to learn about Mastercard's DEI commitments and strategy, and why it's so vital to maintain those commitments even when times get tough -- economic headwinds, burnout, and stubborn systemic inequities can make the work challenging. But companies must ensure they stay on track, keep themselves accountable, and work to ensure systems, policies, and practices are equitable to create workplaces that are diverse and inclusive. Because DEI is not just the right thing to do, it's good for business.

There has recently been a significant shift in leadership behaviour, we have witnessed a move from an authoritarian to a cooperative leadership style. Leadership development is one of the most important areas of HR management. For some time now, developments in the labour market have been challenging companies to clearly position themselves as employers, brushing up their image to attract suitable candidates and retain and motivate qualified employees in the long term. Managers, and the way they lead within the organisation, are a crucial part of this. this includes a change of standpoint, going from a top- down, fear-based approach, to one of engagement, self-responsibility, and reward.

Join our Insight Break for a review of Gen Z hiring trends and tips on how to tackle hiring the next generation of hourly workers. Fountain’s Bella Ramirez gives a first-hand account of how to effectively reach digital natives. She’ll cover topics such as meeting applicants where they are and leveraging automation to get the best candidates to their first day of work, faster.

As organizations navigate performance management, a key part of their strategy should be to revise total rewards to reflect changes to both financial and non-financial incentives. Holistic Total Rewards that address the needs of the “whole person”—including their physical, mental, financial, and social well-being—are increasingly important as employers look to create a positive employee experience and attract and retain talent in a tight labor market.
Total rewards should be more about flexibility and inclusivity, and not only about money. Now that employees have had a taste of what real wellness and a more balanced work/life feels like, they’re not going to give it up. Employers must strategically examine what makes sense and differentiates them in reframing Total Rewards to meet the emerging needs in this New World of Work.

In the modern workplace, increased agility and adaptability is required, and ensuring your leaders are prepared to lead through a constantly changing environment is critical to success. Companies look to the L&D function to empower people to thrive in their current roles, but also prepare them for the future. On top of that, it has been shown historically that companies that invest in employee development see greater profitability than those that don’t. Over the last few years, L&D teams had to pivot to implement strategies that engaged remote workers, as well as those in a hybrid working model. Attracting and retaining skilled workers has become a major challenge with 54% of companies globally reporting a talent shortage. This has lead to a major focus on reskilling and upskilling which have a immediate and clear productivity benefits. L&D’s role has continued to evolve since the pandemic, and that requires the function to create strategies that make inclusivity and engagement a central pillar for learning in any workplace. How is your organization transforming through the learning and development function?

Creating a culture of digitization is the very essence of technological transformation, and human resources is changing how companies operate internally. The days of manual processes are gone and outdated, and in their place are digital tools, strategies, and forward-looking HR teams. Digital HR tech is transforming the ways companies interact with their people; 80% of enterprises will change their culture as a way to accelerate digital transformation strategy (Gartner).
At its core, digital HR tech is being adopted to reduce costs, improve operations, and elevate employee experiences- all of which are becoming more important as companies compete for talent. HR teams must learn how to use automated solutions in a way that enhances human capabilities.
As Metaverse-based organizations also make their way into businesses, HR teams will need to take ownership in how this shapes the future of our workplaces. Making this shift will, in turn, bring new opportunities to build a more equitable workplace and reimagine a productive, collaborative and creative work environment.

•Traditional talent magnets like salary and overall compensation are simply not enough anymore to attract or to retain
•While employees’ needs and aspirations have changed over the years we’ve seen a sweeping change since the Pandemic. Early Career Talent (Gen Z) and even Millennials and more tenured employees are viewing the role of their employers differently. They have greater expectations of us beyond that of providing a steady paycheck and health coverage. Their needs are more holistic, individualistic and focus much more on the overall well being of the individual
•Employees are looking for compassionate, empathetic employers and leaders – but what does that mean for HR professionals and what does it mean for mid level and senior managers?
•What does Human Centered Leadership mean day to day – “in the trenches”, and how can HR drive this cultural transformation /approach in their company?

It seems daily there is a new article on the impact of digital workers and digital labor on the workforce or a new ad for another bot. Even with all the media around it, the truth is introducing digital labor technology can be frustrating and personal experiences with poorly designed use cases can make anyone hesitant to work with the technologies- perhaps you’ve also typed “REPRESENTATIVE” in all caps before as well.
The technology has greatly advanced, and the reality is the way work gets done needs to change to keep businesses moving forward and employees productive. When done correctly this can lead to delightful customer and employee experiences that improve productivity and efficiency. Join us to learn how IBM HR applied this technology for employee mobility and what other use cases in talent acquisition, onboarding, etc are prime to benefit from digital labor. The future of work is here, it’s time to get started.

A new era of work is here! By 2025, massive generational shifts will force 75% of organizations to adapt their hybrid work strategies to include demands for radical flexibility . With a once-in-a-lifetime opportunity to reimagine how, when, and where we work, hybrid has the potential to elevate productivity, increase employee well-being, and boost overall organizational performance. To effectively seize this opportunity, employees, managers, and organizations need to rethink some of the very foundations upon which our notion of work has long been built. They will need to rethink workplace culture, workplace power dynamics, and even workplaces themselves.
Alongside the challenge of hybrid work, there is an ever- growing population of Gen Z workers. A study by Deloitte found Gen Z will soon surpass millennials as the most populous generation on Earth. They differ significantly from previous generations due to their exposure to technology, fluency with digital tools, and propensity toward entrepreneurship and creativity. Employers must equip themselves with the resources needed to support this next wave of workers so they may reach their full potential and make Gen Z’s collective vision of the future a reality.

In this lecture and Q&A, I will discuss the current state of Diversity, Equity, and Inclusion (DEI) efforts and emerging trends for the future. I will emphasize the important role HR leaders play in advancing DEI and highlight specific strategies and best practices they can implement to foster an inclusive workplace culture. By embracing these efforts, organizations can create a more equitable workplace that benefits employees and drives business success.

In this fireside chat, hear NASA’s former CHCO (CHRO) reflect upon the impact of the pandemic years on the HR function, and what it means for planning and managing workforce in a hybrid world. She will share her experiences at leading the HR function at NASA, and how she incorporated new thinking into her role over the last year.