The SHRM Annual Conference and Exposition 2024 (SHRM24), held in Chicago, was a landmark event in the world of human resources.
As one of the largest gatherings of HR and business professionals globally, SHRM24 opened its doors to over 26,000 attendees from around the world, all eager to connect, learn, and grow. The conference offered more than 375 sessions and covered all aspects of HR, from foundational knowledge to cutting-edge trends shaping the future of work.
Attendees could choose from general sessions featuring thought leaders, concurrent sessions packed with original content and tactical advice, rapid-fire spotlight stage presentations, and hands-on preconference workshops. The conference also introduced its first-ever Wellness Stage, offering micro-bursts of education on topics related to wellness and self-care.
Delving into the key takeaways from SHRM24, it's clear that the event not only provided valuable insights into current HR practices but also offered a glimpse into the future of our profession. Throughout the event, several key themes emerged as critical focus areas for driving positive organizational change:
Reimagining Diversity Initiatives
SHRM announced a significant shift in its approach to diversity and inclusion efforts, moving from "DE&I" (Diversity, Equity & Inclusion) to the rebranded acronym "I&D" (Inclusion & Diversity). According to SHRM president and CEO Johnny C. Taylor Jr., the move is meant to emphasize SHRM's inclusion-first approach while addressing the current shortcomings of DE&I programs.
"We're going to lead with inclusion, because we need a world where inclusion is front and center. And that means inclusion for all, not some people. Everyone has a right to feel that they belong in the workplace and that they are included," Taylor stated.
This shift has sparked spirited discussion within our HR community. Some of our colleagues are expressing concern that removing the explicit focus on equity might undermine efforts to address systemic workplace inequalities. However, SHRM maintains that its commitment to advancing equity remains strong, with equity being integrated into the broader inclusion framework.
This shift in naming convention highlights the ongoing debate in our field about the most effective approaches, structure, and implementation in creating diverse, equitable, and inclusive workplaces. As HR professionals, we must stay informed about these evolving perspectives and consider how they align with our organizations' values and goals.
Prepping for a Polycrisis in HR
Taylor further highlighted the concept of a "polycrisis" looming on the horizon for HR professionals. This coming storm portends the convergence of various HR challenges impacting both our professional and personal spheres. Given the prospect of a widening skills gap, an increasingly uncivil workforce, and rapid advancements in artificial intelligence (AI) technology, the volatility that these changes will bring will keep HR leaders on their toes.
To navigate this, Taylor outlined three key strategies for HR leaders:
- Address the skills gap
- Optimize AI
- Cultivate civility
Address the Skills Gap
Perhaps the most urgent facet of this polycrisis is the growing skills gap. With rapid technological advancements, employers face the ongoing need to upskill their workforce to keep pace. Today’s organizations require employees who better optimize technology use. They also need staff who are punctual, flexible and adaptable to change.
Taylor emphasized that many schools are not adequately preparing them for the modern workforce. With many graduates lacking in fundamental areas such as problem-solving abilities, and essential social and professional skills, the impetus to train and upskill will fall to HR. If they don’t take on this task, a fully competent workforce simply will not exist.
This multifaceted challenge underscores the critical role HR must play in shaping the future workforce and ensuring organizational success in an increasingly complex business environment.
Optimize AI
The marriage of artificial intelligence and human intelligence is quickly becoming the new return on investment for forward-thinking organizations. HR must be at the forefront of this revolution, inserting itself into every AI conversation in the workplace and with a focus on harnessing AI’s potential to use it to our collective advantage. Given that within five short years, AI will likely permeate our homes and jobs the world over, HR teams need to be fully prepared to normalize its workplace use.
Although AI should be maximized where appropriate, this must be done under human guidance and oversight. So while we must embrace AI, we can't blindly trust it. Users should always conduct litmus tests to validate AI-generated information, no matter its kind. This is especially salient for employers leaning heavily on AI-driven solutions in hiring and selection processes for new candidates. Teams must take every precaution to ensure these systems don't promote "algorithmic discrimination," which could significantly and potentially illegally impact crucial employment decisions.
Regulatory bodies are taking measures to ensure that employees are indeed protected. The EEOC is working to ensure Title IV protections are upheld when AI tools are used in hiring and selection. States like Colorado are enacting AI legislation mandating risk management policies for employment decisions and applicant notifications when AI is used in selection processes. This gives employees recourse to appeal to the state if they believe they have been wrongfully deselected.
The White House, too, is establishing AI governance and human oversight to protect employee rights. As groundbreaking as AI is, it has its limitations — it lacks common sense and human compassion. While AI will undoubtedly revolutionize our world, we must not place it above our own ability to think and reason. Creative thought, collaboration and human connection should always remain cornerstones of successful organizations and healthy workplace cultures.
Cultivate Civility
Workplace civility emerged as a recurring theme throughout this year's SHRM conference. While HR leaders intuitively understand its importance, we must remember that all employees at some point, experience trauma, fear, isolation, anger, and stress in their personal lives — and they bring these experiences to work.
With so many people of differing backgrounds and perspectives in today's workplace, this mix can, unfortunately, lead to heightened workplace incivility. Left unchecked, this can quickly lead to harassment. As SHRM reports, two-thirds of employees have experienced incivility at work, and rudeness has become an issue. While employers are introducing wellness benefits to alleviate stress and provide resources for daily challenges, these efforts will fall short if basic civility itself isn't directly addressed.
The current climate of economic uncertainty, inflation, and political polarization keeps employees perpetually on edge. To combat this, managers need training on de-escalating polarizing issues, creating positive cultures, and identifying red flags that could lead to workplace incivility.
Understanding employees' real needs is crucial. A bottom-up approach can help organizations focus their programs and resources on what truly matters to employees. HR leaders, therefore, must create strategies to foster a civil workforce — no small task in an era where social skills are often lacking.
Conclusion
As we navigate these challenges, it's clear that cultivating civility is not just about creating a pleasant work environment — it's about building resilient, productive, and innovative organizations that can thrive in our increasingly complex world.
These takeaways highlight the critical role HR plays in shaping organizational culture, driving innovation, and fostering environments where all employees can thrive. By focusing on these key areas, HR professionals can continue to be catalysts for positive change within their organizations.
Reach out today to start a conversation about how we can work together to move you forward.
