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Women continue to navigate shifting expectations to advance in the workplace, facing changes brought about by AI, continual caregiving responsibilities, and the enduring importance of visibility. Especially in hybrid environments, where being seen by senior leaders can still shape who gets recognized and promoted. In this session, executive panelists will discuss the state of women at work today and what employers can do to create more equitable paths to advancement and recognition

Three in four U.S. employees report burnout at least sometimes, and those who experience it most often are 2

The pressure to integrate AI into HR has never been higher. As generative and agentic AI reshape hiring, development, and workforce planning, many organizations are confronting skills gaps, inconsistent governance, and disconnected people data. Innovative companies are moving beyond AI experimentation, using talent intelligence to connect skills, workforce analytics, and governance so leaders can make more informed decisions that strengthen, rather than replace, human judgment

As many employees face ongoing financial pressures, employers are looking for ways to support their immediate needs without losing sight of longer-term financial goals. In this session, we'll explore the growing role of comprehensive financial wellness benefits, including emergency savings and other short-term offerings. Executive panelists will discuss how employers can use financial wellness benefits to help employees manage unexpected expenses, reduce financial stress, and stay on track toward longer-term goals

HR leaders increasingly understand the potential of AI. The harder questions are more practical: Where should you start? Which work should you automate first? And how do you build AI that reflects the policies, processes, and judgment unique to your organization?The answer may already exist inside the work your HR team has completed.Historical cases, tickets, emails, policies, and other records provide a rich blueprint for understanding what HR teams actually do—not just what a process map says they do

As companies look beyond their markets for talent, building a global workforce can unlock new skills and new perspectives, but it also introduces a new layer of complexity for HR leaders and managers. Global growth requires more than just the logistics of hiring, spanning from navigating local employment laws and compensation to managing payroll, benefits, and employee experiences. In this session, we’ll explore how HR leaders can build a global workforce that is both compliant and connected, whether they are hiring their first international employee or scaling across markets

A benefits package now has to work for a 24-year-old, a new parent, someone managing a chronic condition and someone five years from retirement. Most well-being programs are designed for the middle of that distribution and quietly fail at both ends. The result is a program that appears reasonably utilized in aggregate but barely reaches the people who stand to gain the most from it

Cancer continues to be one of the fastest-growing and most unpredictable drivers of healthcare spend today. But the biggest opportunity to better manage that spend isn't just reducing costs, it's ensuring care is delivered correctly from the start. In this session, we reframe how benefits leaders think about cancer spend by focusing on the role of evidence-based care in shaping total cost of care

For most employers, a handful of claimants are quietly driving an outsized share of spend, and most benefits strategies aren't built to catch it. With specialty medications now accounting for more than 50% of medical benefit spend, infusion therapy has become one of the fastest-growing areas in employer health plans. Yet more than 61% of employers have yet to fully address one of the biggest levers for managing these costs: site of care

Today's leaders face unprecedented complexity: rapid technological advances, skill obsolescence, and shifting business needs are exposing significant gaps in leadership capability. Subjective nominations and performance reviews often fail to objectively identify and develop leaders equipped with cross-functional and transformational demands. To succeed, leaders need targeted development built on a deep understanding of how they lead, how they’re perceived, and where they can grow