As the post- pandemic great reopening unfolds, millions of others are also reassessing their relationship to their jobs. The modern office was created after World War II, on a military model—strict hierarchies, created by men for men, with an assumption that there is a wife to handle duties at home. But after years of gradual change in Silicon Valley and elsewhere, there’s a growing realization that the model is broken. Millions of people have spent the past year re-evaluating their priorities. How much time do they want to spend in an office? Where do they want to live if they can work remotely? Do they want to switch careers? For many, this has become a moment to literally redefine what is work.
The future of work, defined by the use of more automation and technology was always coming. COVID-19 has sped up that reality. Employees across all areas have learned how to complete tasks remotely, using cloud-based software and online tools. As we move back to in-person or hybrid modes of work, we will discuss what investments and training resources are needed to meet this shift in workforce engagement.
Karen Hardy, Vice President, Global Partnerships, Avaya
Loretta Li-Sevilla, Head, Future of Work, Collaboration and Business Incubation, HP Inc.
Mori Taheripour, Faculty, The Wharton School and CEO, MT Global Strategies
Stacy Janiak, Chief Growth Officer, Deloitte US
Shelley Zalis, CEO, The Female Quotient
The desire for flexibility has only grown post-pandemic with a recent survey from Harvard Business School revealing that 81% don’t want to come back at all or would prefer a hybrid model of work. 27% hope to remain working remotely full time, while 61% would prefer to work from home two to three days a week. While those percentages vary across organizations, hybrid work will have real implications on “business as usual.” In this session, we will discuss best practices to preserve company culture, assist working parents and circumvent unfair advantages that may be given to those who choose to return to the office full-time.
The past year was a wake-up call. It made us keenly aware of diversity issues, deeply ingrained biases, and barriers to inclusion. It also made us rethink how our current mode of working exacerbates these inequalities. Now that we are moving into the "new normal," how do we ensure diversity and inclusion remains a top priority? Join us as we explore how to ensure that the past year's progress marks a permanent, positive shift in the way we work and foster talent.
Kamal Bhandal, VP, Global Brand & Consumer Marketing, Invisalign® Brand, Align Technology
Mary Sirico, VP, People and Culture, Octagon
Donnalyn Smith, President, North America, Momentum Worldwide
Emma Armstrong, President, FCB NY
Maureen Howard, VP, Global Equality & Inclusion, P&G
Amber Coleman-Mortley, Director, Program Development and Partnerships, The Female Quotient
As we return to the workplace one thing is certain--the pandemic affected every worker in some way. While mothers and women of color experienced the most noticeable strains balancing work, childcare and online schooling, other employees experienced feelings of isolation and depression, physical/emotional strain from caring for elders (or not being able to see them at all), and still others suffered post-traumatic stress from losing a friend or relative to Covid. From ERGs to providing support for mental health and wellness, it’s up to leaders to navigate these new paths forward so that every employee receives the support they need to succeed.
Despite the best intentions, many organizations still fail at attracting, promoting and retaining diverse talent. This begs the question, is there a better way? Hear how organizations can make the right investments in the right people, especially with an unprecedented post-pandemic competition to attract talent.
Sarah Evans, Chief Human Resources Officer, Ocean Spray
Lori Nishiura Mackenzie, Lead Strategist, Diversity, Equity and Inclusion, Stanford University Graduate School of Business
Jeff Marshall, Chief Diversity Officer, UM Worldwide
Iesha Berry, Chief Inclusion, Diversity & Equity Officer, Slalom
Jill Wesley, Partnerships, The Female Quotient
Nearly two million women have dropped out of the U.S. labor force since the pandemic began. Returnship programs which recruit and provide paid job training to candidates who have left the workforce for a year or more—usually meaning women who stopped working to take care of young children or other relatives are seeing a resurgence. Big finance companies have offered returnships for more than a decade and the big tech companies aren't far behind; Is this an opportunity for more companies to help women get back to work?
According to the Harvard Business Review, the great work-from-home experiment has clearly changed employees’ expectations of — and desires for — how they should be allowed to work. Organizations that don’t provide current and prospective employees with flexible work options will likely find attracting and retaining talent to be a challenge. In this conversation, we will discuss how a company’s approach to hybrid and remote work will allow it to succeed in a talent market that’s increasingly virtual and globally competitive.
Raquelle Zuzarte, Columnist, MediaVillage & Founder, Equity Project For All
Faye Tylee, Chief Human Resources Officer, Avaya
Tina Daniels, Managing Director, Google
Stephanie McKee, VP, Human Resources, IPG
Aparna Seethepalli, Senior Director, AdTech & Data Innovation Partnerships, Yahoo
Megan Smith, Head, HR, Canada, SAP
When the U.S Patent and Trademark Office, an early adopter of WFH flexibility, allowed employees to move to less expensive destinations, they did not reduce their salaries. What they found was that female workers could afford daycare for the first time and the new economics made them more productive workers. In this discussion, we’ll explore how companies can approach remote work, employee geography and pay to pursue equitable recovery and hire back better.
In the great disruption brought about by the pandemic, small businesses felt the effects most keenly. Not only did the past year exacerbate preexisting challenges, it also created an entirely new way of operating — and, unsurprisingly, many businesses struggled to weather the storm. That's where larger organizations stepped in, creating innovative new programs and avenues for small business support. In this chat, we’ll hear from some of the leaders who brought these initiatives to life.
Tionna Cunningham, Marketing Director, Stacy’s Pita Chips
Aneshai Smith, President, G.O. See The City
Margot Goodson, VP, Head, North America Diversity & Inclusion, SAP
Christine Escribano, SVP, Head, One Platform Marketing, Advertising & Partnerships, NBCUniversal
Shelley Zalis, CEO, The Female Quotient
Kate MacNevin, Global Chairwoman and CEO, MRM
Ericka S. Riggs, Chief DEI Officer, Omnicom Specialty Marketing Group
Jackie Stevenson, Founder and Global CEO, The Brooklyn Brothers and President, WACL 20/21
Gina LaRussa, SVP, Human Resources, Advertising & Partnerships, NBCUniversal
Jo Cronk, President, Whalar
Danielle Kayembe, FQ Impact
Yahoo, Facebook, NBCUniversal, Google, Deloitte, L'Oréal USA, JPMorgan Chase & Co., Avaya, WWE, IPG, SAP, Ipsos, The Atlantic, MAKERS, Johnnie Walker, FOX, HP, Twitter, ViacomCBS, Citi, P&G, IRI, Group Nine Media, Snap Inc., Clear Channel Outdoor, Whalar, MediaVillage, MediaLink, The New York Times, SeeHer
