Participants will be able to: o Describe how trust is built through clarity, alignment, and accountability. o Identify how ambiguity, misalignment, and unaccountability show up in workplace behaviors and systems. o Evaluate the current level of trust, clarity, alignment, accountability, and celebration within their organization or team. o Apply trust-building frameworks to coaching conversations, performance management, and recognition practices. o Strengthen HR’s role as a culture steward and leadership partner in building an ownership culture.

o Participants will appreciate the importance of coaching to improve employee performance, retention, and engagement. o Participants will evaluate their current performance management structures and practices to see where they can support managers and employees. o Participants will identify tools and processes to improve their performance management systems.

o Types of Data to Collect: Discover the key data points crucial for HR analytics and how to gather them effectively. o Leveraging Data: Learn how to analyze and interpret data to make informed decisions that drive organizational success. o Making People-Related Improvements: Understand how to use data insights to implement improvements that enhance employee engagement, productivity, and overall organizational health.

o Identify Compliance Challenges: Understand the various cultural, operational, and legal challenges that arise when HR processes, procedures, and policies do not align with compliance needs. o Develop Proactive Strategies: Learn to establish proactive strategies within a compliance program to prevent costly distractions and seize opportunities. o Implement Reactive Tactics: Gain skills in implementing reactive tactics to address compliance issues effectively, minimizing operational disruptions and legal risks.

Participants will be able to: o Identify and challenge common labor market and retention myths that shape leader decision-making. o Describe key current and future labor market factors contributing to ongoing talent shortages. o Distinguish between outdated hiring assumptions and more effective, evidence-informed approaches. o Evaluate how job design, development, flexibility, and culture influence attraction and retention. o Apply new mindset shifts to better advise leaders on sustainable talent strategies.

Participants will be able to: o Use AI as a thought partner rather than a decision maker. o Apply guardrails to AI use in sensitive HR work. o Design simple, well governed AI agents. o Identify where AI creates value vs. risk in HR. o Increase HR’s credibility as a strategic advisor and AI governor.