The heart of success in the face of current challenges – employee engagement, hybrid work, economic uncertainty, diversity, retention, and more – comes down to solving one key challenge: Trust. Yet new research shows that leaders at all levels are struggling to build trust with their teams.

This panel will explore:
• New research on how employee views on trust have changed in the workplace
• How trust changes at different levels of leadership, from the frontline to the C-suite
• The impact of trust on DEIB

The macroeconomy continues to be rocky. Without strong foundations within your workforce, your business will collapse, which means talent acquisition and retention is more critical than ever for business success. To set your organization up for stable growth, leaders should prioritize fostering measurable DEIB impact to drive innovation, doubling down on internal and external mobility in their hiring strategy to increase retention, and crafting skills- first hiring methodologies and development programs. Why are these three components necessary? Like a triangle, the strongest shape in nature, by focusing on DEI, mobility, and upskilling, your organization can efficiently and effectively win in these areas of your talent acquisition strategy.

Questions to answer in this roundtable discussion include:
• What role does leadership play in driving effective talent acquisition and retention strategies? How can leaders create an environment that fosters DEI, upskilling, and mobility within the workforce?
• How can HR leaders adapt their talent acquisition and retention strategies to thrive in a rocky macroeconomic environment? What innovative approaches can they take to attract and retain top talent during uncertain times?
• In what ways can organizations leverage internal mobility programs to increase retention rates?
• What can companies do to effectively balance the need for specialized skills with the importance of diversity and inclusion in talent acquisition?
• How can companies leverage skills-based hiring to improve competitive advantage and DEI simultaneously?

Organizations increasingly need agility – to work swiftly, seamlessly, and cohesively in order to increase productivity, build a high performance culture, and ultimately thrive in a competitive economy.
Against the backdrop of a tumultuous global economic climate, finding and keeping the best talent is a business imperative. As leaders face record-breaking attrition rates, and dramatically changed employee expectations, they must shake the trepidation and proactively use the resources at their disposal to stay one step ahead. So, in a landscape where replacing a full-time employee can cost up to 2x the amount of that employee’s annual salary (Gallup) - how are the best-in-class ensuring they’re spending that money where it counts?
HR needs to partner strategically with the business and offer data-driven insights to inform workforce planning and to make the right decisions quickly. Not only is it about doing more with less, but it’s also about being agile and adapting to new developments and changes across the organization.

Questions to answer in this roundtable discussion include:
• How can business leaders adapt to economic uncertainty and use talent data to enhance workforce mobility and transformation?
• How can organizations strike a balance between maintaining focus on long-term goals and remaining agile in a rapidly changing business environment?
• How can leaders use talent data to identify areas where investment and funding should be shifted to optimize workforce planning?
• In what ways can data-driven insights be effectively incorporated into workforce planning processes to anticipate future talent needs?
• How can organizations develop a skills taxonomy that can adapt and evolve as the business and talent landscape changes?

When it comes to driving engagement and ensuring well-being, managers are your most valuable resource. In fact, 70% of team engagement is determined solely by the manager, with 82% of professionals saying they would quit their job because of a bad leader. Organizations that fail to empower their managers risk putting more than just their retention efforts at risk.

Considering the stakes, it is distressing to learn that only 20% of managers strongly agree that their organizations help them succeed in their role. While studies show that manager effectiveness is a top priority for organizations looking to thrive in the new world of work, 95% of businesses have not turned their leadership development aspirations into action. To gain a competitive edge, HR leaders must focus on empowering managers not just with tools and training, but also with agency and authority.

Questions to answer in this roundtable discussion include:
• What does it mean to be an effective manager today?
• Is listening the keystone to effective management?
• How can we help managers brush off bias to build a culture of inclusion?
• How can we sidestep micromanagement and embrace effective management?
• In what situations is it worth leveraging technology to empower managers?