Your Action Plan
Recaps, resources, and next steps
Make Your Experience Actionable
Use this page to revisit the panels and content tracks, and answer the questions associated with the sessions you attended. This will help you start on an action plan to share with colleagues in your organization. The editable version includes more content to provide deeper context.
Workhuman co-founder and CEO Eric Mosley
Based on what I learned from Eric’s keynote, here are 3 questions to ask myself:
- How do I infuse more gratitude in my organization based on the data science that shows the more gratitude in a company, the better it performs?
- How would I make a difference in my organization by rearchitecting pay – investing in smaller moments of gratitude throughout the year?
- How do I identify conscious and unconscious bias in my organization, and how does social recognition educate managers to these biases?
Panels
What’s Next? Uprooting the Institutions that Led to #MeToo and TIME’S UP
Geena Davis, Award-Winning Actor & Founder of the Geena Davis Institute on Gender in Media
Ellen McGirt, Senior Editor, Fortune
Based on what I learned from Geena and Ellen, here are 3 questions to ask myself:
- How would I grade our organization’s work environment? Is it a place that is welcoming, respectful, and safe?
- What are our HR leaders doing to prevent and decisively respond to unacceptable workplace behavior?
- What long-term actions are we taking and policies we are pursuing to create systemic improvements and achieve true equality?
CHRO Panel: Where Does HR Sit in the Age of Social Impact?
Amy Cappellanti-Wolf, SVP & CHRO, Symantec Corporation
Jim Link, CHRO, Randstad North America
Mike Malloy, Chief People Officer, Quicken Loans
Steve Pemberton, CHRO, Workhuman
Based on what I learned from this panel, here are 3 questions to ask myself:
- Is our organization a place where employees’ voices can truly be heard?
- What steps are we in HR taking to balance compliance issues with the demands of the business – while also advocating for the employee?
- Is HR taking a proactive role in advancing key issues such as pay equity, performance, and diversity and inclusion?
Diversity & Inclusion Panel: Workplace as a Healing Ground
Caroline A. Wanga, Chief Diversity & Inclusion Officer and VP Human Resources, Target Corporation
Carlos Cubia, Global VP & Chief Diversity Officer, Walgreens Boots Alliance
Howard J. Ross, Founder & Principal Consultant, Cook Ross, Inc.
Steve Pemberton, CHRO, Workhuman
Namrata Yadav, SVP, Head of Inclusion, Bank of America
Based on what I learned from this panel, here are 3 questions to ask myself:
- How well has our organization embraced and advanced the principles of diversity and inclusion?
- What are we currently doing to promote vigorous, trusting, productive, and resilient teams?
- What are some of the learnings from the panel’s case studies that I can put into play back at my organization?
Relive your favorite 2019 sessions: View speaker presentations
Content Tracks
Bringing Humanity to Performance Management
Based on what I learned from this track, here are 3 questions to ask myself:
- What is our current approach to performance management – and can it meet the needs of today’s workforce?
- Are we leveraging the full potential of crowdsourced feedback, recognition, and continuous conversations?
- How can we redefine our approach to performance management so that it maximizes the way we motivate and develop our people?
Empowering through Diversity and Equality
Based on what I learned from this track, here are 3 questions to ask myself:
- Does our workplace accept employees for who they, promote unity, and encourage workers to own their culture?
- What more could we be doing to elevate diversity, inclusion, belonging, and equality?
- Are we tapping into the strength of our differences to create teams that drive business goals?
Elevating Your Employer Brand
Based on what I learned from this track, here are 3 questions to ask myself:
- How would we describe our company’s brand – and is it what we’d like it to be?
- What are we doing to transform our employees to be passionate brand ambassadors for organization?
- Does our company brand help – or hurt – employee recruitment, retention, and overall business success?
Merging Humanity and Technology
Based on what I learned from this track, here are 3 questions to ask myself:
- What are human applications and how do they differ from administrative HR applications?
- Are we currently using any human applications in our organization?
- Where are our opportunities to incorporate more human applications, and what are some of the benefits we will derive from doing so?
Applying the Value of Gratitude
Based on what I learned from this track, here are 3 questions to ask myself:
- What is our organization doing to inspire our employees to be engaged, motivated, and ready to do their best work?
- Do we have meaningful, reliable data that tells us the impact our recognition programs have in driving organizational excellence, performance, retention, and overall employee happiness?
- Do our bonus and pay structures align with top achievers and recognize achievements throughout the year?
Living Your Best Work Life
Based on what I learned from this track, here are 3 questions to ask myself:
- How would I describe our current workplace culture? Is it a healthy environment that promotes wellness, mindfulness, and resilience?
- What steps can we take as an organization to help drive a workplace environment that empowers people to bring their whole, human selves to work?
- What programs do we currently have that build trust between managers and employees, and enrich work/life balance?
Creating a Culture of Community
Based on what I learned from this track, here are 3 questions to ask myself:
- How would I describe our organization’s sense of community?
- What are some concrete examples in which the strength of our company’s community is manifested.
- What are some of the action plans we have in place – or have planned – to strengthen our company’s culture of community?
Navigating Employee Emotions at Work
Based on what I learned from this track, here are 3 questions to ask myself:
- What is our organizational approach to managing sensitive employee issues?
- Do we train our managers on how to deal with the complexities of employee emotions in the workplace?
- What are some examples of how our organization – and our managers – have had to deal with a complex emotional issue among employees? Among teams?
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