HR Tech Intensives

This opening forum brings the cohort together to confront a shared reality: while AI experimentation in HR is widespread, successful operationalization is rare. Through a structured examination, the discussion will focus on where AI is delivering value today, where it commonly falls short, and what conditions need to be in place to support responsible scale. You’ll assess your current AI maturity, constraints, and risks, and establish a shared lens for evaluating AI use cases and solutions during the event.

Learning Objectives:

• Differentiate high-impact AI use cases from experimental or low-value applications in HR.
• Identify organizational readiness gaps related to data, governance, and adoption.
• Apply a practical evaluation lens to assess AI solutions and claims encountered during the conference.

This wrap-up working session for the cohort helps you synthesize what you’ve encountered across the event and pressure-test which AI approaches hold up in real organizational contexts. You’ll compare approaches, identify patterns that enable success, and examine why some AI initiatives stall.

From there, the focus shifts to moving toward operational scale — defining what is realistic to advance next, what requires further groundwork, and what may need to pause or stop.

This wrap-up working session for the cohort helps you synthesize what you’ve seen across the event and pressure-test how different approaches to work redesign hold up in real organizational contexts. You’ll compare what challenged your assumptions, assess where approaches diverge, and determine what feels realistically adoptable versus aspirational.

Learning Objectives:

• Evaluate competing work redesign approaches based on feasibility, impact, and organizational readiness.
• Identify risks and change management considerations that could derail work redesign initiatives.
• Define actionable steps to advance work redesign efforts aligned with business priorities.

This opening forum brings the cohort together to get clear on how to redesign work in response to ongoing change without creating unnecessary disruption. You’ll be led through a structured exploration of the forces reshaping work — including technology, skills shifts, workforce expectations, and organizational constraints. Then, together, the group will examine where traditional job and role models are breaking down and where new approaches may offer value.

 Learning Objectives:

• Diagnose which forces are most materially reshaping work within their own organizational context.
• Clarify the work redesign decisions HR must influence, including roles, skills, and operating models.
• Establish evaluation criteria to assess whether new work models align with business outcomes and employee experience goals.

This wrap-up working session for the cohort helps you synthesize what you’ve encountered across the event and pressure-test what is realistically applicable in your organization. You’ll examine assumptions, assess trade-offs, and refine how you would frame an HR technology business case for executive decision-makers. The focus is on translating insight into action — prioritizing what is credible, fundable, and executable.

Learning Objectives:

• Distill conference insights into a clear point of view on which HR technology approaches are worth pursuing for your organization and which are not.
• Articulate a concise, defensible business case narrative tailored to executive decision-makers.
• Identify concrete next actions to advance HR technology decisions post-event.

This opening forum brings the cohort together to cut through vendor noise and get clarity on how to evaluate solutions objectively and build a business case that resonates with executive stakeholders. You’ll identify your decision constraints, clarify what “value” means in your organization, and define the criteria you’ll use to evaluate tools, ideas, and advice throughout the event.

Learning Objectives: 

• Define the specific business problems your HR technology investments must solve, rather than evaluating tools in isolation.
• Apply a consistent set of decision criteria to assess HR technology solutions for strategic fit, value, and risk.
• Identify the executive concerns and trade-offs most likely to influence approval of HR technology investments.