HR magazine rounded up some key lessons from the conference to show what's next for HR.
1. Dream small for sustainable DEI
Donnebra McClendon, global head of diversity, equity and inclusion at Dayforce, said employers should dream smaller when it comes to building fair, equitable workplaces.
She told HR magazine: “People’s biggest DEI mistake is their grandiose ideas. This leads to burnout, people get disappointed when they realise they haven’t looked into realistic timeframes to implement their goals or they don’t get the buy-in straight away.”
McClendon recommended using micro-initiatives to integrate DEI values into everyday processes in the business.
“DEI is not one thing. Everything your company does should have a DEI lens, from marketing to communication to operations. That is how you make diversity and inclusion sustainable and effect real change.”
2. HR’s next AI hurdle is compliance
Speaking to HR magazine Wendy Muirhead, managing director and regional leader EMEA at Ceridian, said: “AI in the workplace has been progressing at a rapid rate during the past year however, regulations are now catching up. Just take a look at the new law in New York.”
The Automated Employment Decisions Tools law, which came into effect in New York in January, regulates the use of AI in hiring and requires employers to notify candidates about the use of such tools; allows candidates to request what data is used, and requires an annual audit to evaluate the tool for bias.
Muirhead added: “The next big thing in AI tech will be about looking at how we can audit AI algorithms and stay on top of compliance, particularly as different locations have varying requirements.”
Read more: Workplace AI policies: Does your company need them?
3. Dive deep into contextual data
Brittany Schmaling, Dayforce principal data analyst, encouraged HR to look at contextual data when trends are found in people data.
For example, when examining a gender pay gap, Schmaling said it is important not to look at the pay data in isolation.
Instead she recommended looking at the data alongside other datasets, such as how many hours women are working compared with men, the percentage of women in the organisation, the levels of seniority and the types of roles women and men have.
“Rather than two people being paid differently for the same job, this could lead us to a completely different conversation about where traditionally male roles are higher paid compared to traditionally female roles. It’s a really good example of needing to look below the surface of the data,” she said.
4. Make hybrid working intentional
Andrew Ratcliffe, director of global people shared services at Costa Coffee said hybrid working allows employees to be more engaged while giving them flexibility.
Speaking to HR magazine, he said: “We’re doing better post-pandemic than before and that’s driven by the way working patterns have changed.
“Before the pandemic the supporting office team were in five days a week. Now, we ask them to come in for a purpose: if there’s a new starter or a celebration, or something else which requires face-to-face connection.
“This has really increased engagement. People are able to make the right decision for them and spend more time with their families, while still building those connections and properly utilising the office space for intentional connection.”
Read more: Hybrid working: what is the true impact?
