As the world is navigating a storm of influences (the pandemic, social and racial injustices, balancing new work-life arrangements, etc) employees and organizations are preparing for what’s next. However, it’s not about returning to pre-pandemic ways of working, it’s about reinventing and creating a more humanistic approach to employee experience. The pandemic gives us the chance to be a transformative changemaker, to craft an employee experience rooted in care, which will bolster organizations for the future and help employees thrive.

As the world changes, power in the workplace doesn’t rest only with the employer. Today, employees have more power than ever before, and employers are starting to focus on their employee experience. And to create a great experience, companies must demonstrate care. To compete in the modern workplace, organizations need to demonstrate that they care about employees and build a caring culture. Based on these findings and our own research, there is a need, now more than ever, to empower the employee to architect their own caring culture. 

Key Benefits:

• The science behind care and why it matters if you want to be successful the future of work
• What supporting a whole-person, humanistic approach looks like
• Practical ways to be a changemaker for the future

Sponsored by: Limeade

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Dr. Liz Pavese Kaplan

Sr. Director
Limeade Institute

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Culture defines how we do things. It is the confluence of how we think, the actions we take, and the underlying processes, programs, and systems that support how work gets done.  Regardless of your role, you impact your company’s culture and affect those around you.  During this discussion, we will review the six key principles to cultivate a culture that supports a positive employee experience:

•      Provide purpose for individual assignments

•      Define roles and responsibilities

•      Communicate thoughtfully

•      Develop team members

•      Focus on individual wellbeing

•      Create a strategy for recognition and motivation

Melissa Reynders

Associate Director, Advisory Human Resources
KPMG

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DEI is more important than ever given that we are in a new normal due to the pandemic. Biases are surfacing and we must take a stand against hatred, false blame for COVID- 19, and racial injustice. Everyone wants to feel like they belong, and remote work is inhibiting that feeling, as well as creating new challenges for inclusion, engagement, and productivity. Leadership must acknowledge that one-size doesn’t fit all when attracting, engaging, developing, and retaining employees remotely.In this session, we will discuss method for being an inclusive leader, as well as:

• Building a DEI strategy that aligns with business goals and leveraging and growing workforce in the new normal
• The way diversity of thought, situations, and economic status play a part in how each person is dealing with the new normal
• Ensuring fair treatment of our employees, including allocation of remote vs. in-office work, microaggressions in the workplace, and disability etiquette in the new normal
• Being mindful of employee mindsets, including fear of contracting the virus and safety concerns around physically returning to offices
• Identifying “purposeful” actions to implement, that ensure inclusivity of all team members in conversations
• Engaging 1:1 with team members, beyond staff meetings, to provide the transparency needed to know that each individual is mentally and physically engaged to complete the tasks assigned to them.

Nichelle Grant

Head of Diversity, Equity and Inclusion
Siemens USA

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Come network with your HR community! Click on the 'networking' widget to the left of your screen and you will then be able to message or video chat with other live attendees.

Sponsored by: Quora Consulting

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John Blackwell

Managing Director
Quora Consulting

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Texas Instruments, a global leader in the semiconductor industry, has learning and development needs that are as broad as they are high. Business support entities, and engineers alike have a great need to access learning that is personalized for them, and delivered at just the right time. Additionally, purposeful, self-driven development should be easy to access and have the additional ability to be shared across groups.

As organizations look for innovative ways to accomplish these goals, many are looking towards a learning experience platform (LXP). What steps are necessary to ensure a successful LXP implementation?

Join us as we examine the following:

• How we established the business case for a learning experience platform
• The challenges of implementation and how to overcome them
• Characteristics of pilot groups to prove LXP practicality

Jana Reddin

Sr. Director of Worldwide Talent Development
Texas Instruments

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Don Kersting

Global Learning Lead
Texas Instruments

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