This article explores how to switch professions and start a new career in HR at 40, whether HR is indeed a good career for you, the potential obstacles to overcome, and how to transition successfully.

Contents
Why start a new career in HR?
Is Human Resources a good career?
How to successfully start an HR career at 40+: 5 steps
Checklist: Assess your readiness for starting an HR career at 40+

Why start a new career in HR?

Some who choose a career in Human Resources do so because they want to make a strategic impact on the workforce, or enjoy the diverse responsibilities and tasks that come with the job. For others, it’s because they want to influence organizational culture and employee experience, or want to be in a position that allows them to develop a wide range of transferable skills. 

Is Human Resources a good career?

If you’re wondering whether HR is a good career to transition to, the following data may make your decision easier:

• Growth of the profession: According to the U.S. Bureau of Labor Statistics, the employment of HR specialists is expected to grow 8% over the next decade, faster than the average for all occupations.
• Changes in the profession: The role of HR today is much more strategic and varied than before. Modern HR professionals are often actively involved in their organizations’ strategic planning and people strategy.
• HR is a promising option for professionals over 40: The AIHR State of HR Report shows most people move into HR as a second, third, or even fourth job, indicating that getting into HR later in one’s career is a common, feasible option.    
• Develop transferable skills: Working in HR helps develop transferable HR skills you can use in other jobs and industries. Examples include communication, active listening, commercial awareness, and tech-savvy.

Did you know?

According to a OECD report, voluntary job changes in mid- and later career stages can help increase salary and job satisfaction. The AARP Global Employee Survey also found that over 50% of workers who changed jobs voluntarily experienced improvements in mental health and work flexibility.

Challenges to overcome when switching careers in your 40s and 50s

Here are some challenges to prepare yourself for if you intend to switch careers later in life:

• Lack of direct HR experience: 92% of HR professionals transitioned into HR from a different job (many from admin or non-business roles), creating a need to upskill in strategy, process, and business.
• Building a professional network: Finding and connecting with HR professionals from other organizations is important for an HR newbie, as is joining an HR community to exchange ideas and learn from peers.    
• Demonstrating past experience relevance: Depending on your previous role and industry, proving the relevance of your professional experience to your future HR role can be challenging.  
• Keeping up with HR tech and trends: Staying on top of the latest HR technology trends — a must for anyone in HR — can be somewhat overwhelming for someone switching careers.
• Possible ageism: While workplace ageism can affect all generations, it’s usually more common among older workers — especially those changing careers or starting new jobs in their 40s or 50s.

How to successfully start an HR career at 40+: 5 steps

Switching careers in your 40s can seem daunting. You’ve likely already established your career and network, might have a family to care for, and have financial obligations to fulfill. With careful preparation, however, switching careers can make you happier and more successful. Here are some steps to consider when preparing for a career change into HR at 40+:

Step 1: Self-assessment and goal-setting

Start by speaking to experienced HR professionals. This could be an HR team member at your current company, a former co-worker, or someone you know who works at the type of company or industry you’re eyeing. They can tell you what it’s really like to work in HR and manage your expectations.

Next, determine your motivations for considering this career change, and assess if they’re valid. This is important because the reasons people start an HR career and what they like about the job often don’t reflect reality. If you still want to get into HR, define your ideal HR role and specialization (e.g., recruitment, L&D, or C&B), and the kind of company you want to join.

After this, set realistic timelines and goals for your career transition. What’s realistic and what’s not depends on your circumstances — relevant factors include your current employment status, the relevance of your professional experience and skills, and the type of role you’re seeking.

Step 2: Develop foundational HR knowledge and skills

A good place to begin learning about an HR professional’s required skills, knowledge, and abilities is AIHR’s HR Competency Model. You can also check out AIHR’s HR certifications, which cover a broad, well-rounded range of HR skills and competencies to set you up for success in an HR career.

You can also consider engaging a mentor who can provide valuable guidance, advice, and support. Their experience can help you prepare for your career change and supplement any HR training or course you decide to take. Additionally, you can benefit from books, webinars, industry publications, and online courses — some of which are affordable or even free.

Step 3: Gain relevant HR experience

If you’re preparing for your midlife career change while still in your current role and company, any relevant HR experience you can gain will not be hands-on. Still, there are some things you can consider, such as attending (online) HR meetups, networking, and shadowing HR professionals.

Many HR communities organize regular meetups. Contact a chapter near you, tell them you’re changing careers, and ask them if you can join their next meetup. And while building your new professional network, be sure to ask HR professionals about their respective roles and industries. This should give you a clearer picture of what to expect.

At the same time, if you have a good relationship with your current manager and HR team, you might be able to shadow someone from HR for a couple of days to better understand the profession.

HR career tip

HR conferences can be a great place to learn about the latest trends in Human Resources, hear from industry experts, and meet with (future) peers. Attending one, in-person or online, might be something to consider when preparing for your career change.

Step 4: Tailor your résumé and cover letter 

Switching careers requires tailoring your résumé and cover letter. Highlight relevant previous experience and transferable skills, such as communication, problem-solving, decision-making, negotiation, resilience, and emotional intelligence. Relevant prior experience can come from administrative roles, supervisory positions, or customer experience.

Aside from listing relevant transferable skills and previous experience, explain briefly how you applied these in practice. For example, you could state: “As a manager of a team of six customer service representatives, I constantly sought and offered solutions that resulted in customer satisfaction, and accommodated my team’s needs wherever possible.”

Step 5: Prepare well for interviews

Thorough interview preparation is key, regardless of the specific HR position you’re considering. Familiarize yourself with the role’s requirements, so you can demonstrate how you’ll be able to meet them if you get the job. Be aware of both your strengths and weaknesses — you can use them to your advantage by tailoring them to the role and company culture.

Additionally, learn about the company’s history and culture; this shows you’re truly interested in the job and have done your research. You can also practice answering common types of interview questions and prepare questions you’d like to ask about the job and company.

Here are some types of general and HR-focused interview questions you can prepare to answer:

• Screening interview questions
• Cultural fit interview questions
• Conflict interview questions
• Recruiter interview questions

Checklist: Assess your readiness for starting an HR career at 40+

Use the checklist and questions below to help you assess your readiness for starting an HR career in your 40s and beyond:

Understand your motivations

Why do you want to start a career in HR?

• ✔ I want to make a strategic impact
• ✔ I find the job outlook and career growth options attractive
• ✔ I want to contribute to a great employee experience
• ✔ It fits my previous experience and skills well.

What career goals do you have within HR?

• ✔ I want to be an HR Generalist for a small, family-owned business
• ✔ I want to work in a fast-growing scale-up
• ✔ I want to be part of the DEIB team in a large corporate organization. 

Evaluate transferable skills

What transferable skills do I have?

• ✔ Communication
• ✔ Resilience
• ✔ Emotional intelligence
• ✔ Problem-solving
• ✔ Decision-making
• ✔ Project management
• ✔ Negotiation
• ✔ Data analysis.

You can use a simple table like the one below to determine which HR-specific and common transferable skills you have:

What training and skills do I need to start a career in HR?

• ✔ HR competency framework: Use an HR competency model to identify key HR knowledge areas and skills to develop.
• ✔ Type of training: Assess relevant training options (e.g., AIHR’s Full Academy Access, or any relevant HR certifications).
• ✔ Practical experience: Consider shadowing an HR professional, finding a mentor active in HR, or joining an HR meetup, etc.

You can also use AIHR’s HR Career Map to plan your HR journey:

What are the relevant financial considerations?

• ✔ Overview of current situation: List what comes in and goes out to help decide how to remain financially stable for the transition to an HR career.
• ✔ Necessary adjustments: Find out how and how much to budget while preparing for and starting a new career in HR.  
• ✔ Earning potential in HR: Use AIHR’s salary guide to determine long-term earning potential in HR to inform what to aim for during salary negotiations.

Next steps

Starting a career in HR at 40 can be a good move if you approach it with clarity and a skills-first mindset. Your previous experience can help you understand people, solve problems, and work across teams. The key is learning the HR skills that support the role you want, from recruitment and HR operations to people analytics, L&D, or employee relations.

Start by mapping where you are now and where you want to go next. AIHR’s HR Career Map can help you explore HR roles, compare career paths, and identify the skills you need to build for your next move. From there, focused learning can turn your career change into a clear, practical plan.

The post Career in HR at 40+: What To Know Before You Proceed appeared first on AIHR.

Whether you’re a student, a career changer, or an HR professional ready to advance professionally, this guide gives you a clear picture of what it takes to land and grow in an HR role this year. It also covers how AIHR’s certificate programs can help you build the future HR skills employers are actively hiring for.

Contents
What are HR job requirements?
Entry-level HR job requirements
How to get into HR
Preparing for a career in HR: 5 tips
AIHR certificate programs to take

What are HR job requirements?

HR job requirements refer to all the qualifications, skills, behaviors, and experiences employers look for when hiring HR professionals. They vary depending on the job level, industry, and company size, with larger organizations potentially having more specialized expectations. They typically include: 

• Formal education (usually a degree in Human Resources, Business Administration, or a similar field) 
• Soft skills (communication, decision-making, discretion, etc.)  
• Relevant technical abilities (e.g., HRIS or payroll).

This article discusses each category in more detail in the sections below. Certificate programs like AIHR’s HR Generalist or Digital HR 2.0 can help fill the gap if you lack one or more of these HR skills.

Entry-level HR job requirements

If you want to embark on an HR career path, the proper foundational knowledge and competencies are indispensable. Here’s an example of what entry-level HR job requirements may look like: 

Education

• High school diploma (minimum)
• An Associate’s or Bachelor’s degree in Human Resources, Business Administration, or Business Psychology.

Skills

• Strong communication and organizational skills 
• Familiarity with workplace laws, regulations, and standard HR software (e.g., HRIS, ATS, Excel, etc.).

Relevant experience

• HR internships 
• Experience working in an administrative or customer service role.  

Examples of entry-level HR jobs

Here are some examples of entry-level HR roles you can apply for if you meet the above job requirements:

HR Assistant

A Human Resources Assistant provides support across different HR functions and manages administrative tasks. Common HR Assistant responsibilities include: 

• Maintaining employee records
• Assisting with payroll and recruitment processes
• Handling administrative tasks
• Working closely with HR managers and other HR professionals to support HR initiatives.

Educational, skill, and other requirements: 

• A Bachelor’s or Associate degree in HRM, Business Administration, or a related field. 
• Attention to detail
• Strong communication, time management, organizational, and technical skills 
• Relevant previous experience (e.g., as an executive or administrative assistant).

HR Coordinator

A Human Resources Coordinator facilitates an organization’s key HR programs and functions. Their work focuses on improving HR processes, practices, and policies. Typical HR Coordinator responsibilities include: 

• Conducting audits and generating reports on existing HR processes
• Providing recommendations to HR management based on the findings of these audits and reports
• Providing support in areas such as performance management, comp and ben, and onboarding.

Educational, skill, and other requirements:

• A Bachelor’s degree in HR or a related field
• A minimum of one to two years of relevant working experience (e.g., as an administrator or coordinator)
• Experience working with HRIS databases and HR (payroll) software.

Recruiting Assistant

A Recruiting Assistant’s job is to support the hiring team with its recruiting and onboarding activities to ensure a smooth recruitment process for both candidates and the hiring team. Common Recruiting Assistant responsibilities include:

• Maintaining an up-to-date applicant database
• Assisting candidates throughout the recruitment process
• Screening candidates and reviewing applications. 

Educational, skill, and other requirements:

• Strong listening skills 
• Familiarity with applicant tracking systems (ATS)
• Excellent communication skills (written and verbal)
• High degree of discretion 
• Previous experience as a recruiter or in a similar role.

Onboarding Specialist

An Onboarding Specialist ensures a smooth transition from candidate to employee and a soft landing in the organization for new hires. Typical onboarding specialist responsibilities include: 

• Creating and updating employee resources
• Processing paperwork
• Answering company-related questions 
• Introducing new hires to their teams.

Educational, skill, and other requirements:

• A degree in HR, communications, psychology, or business administration, or a good certification program such as AIHR’s Strategic Talent Acquisition Certificate Program.  
• Strong interpersonal and communication skills 
• Problem-solving skills
• Organizational and planning skills 
• Familiarity with (onboarding) software
• Relevant experience from internships or other entry-level HR positions 

Payroll Administrator

A Payroll Administrator (or Payroll Clerk) works closely with other HR professionals and the IT department to manage the payroll process and ensure timely and correct salary payment. Common payroll clerk responsibilities are: 

• Preparing monthly payroll reports 
• Ensuring the company complies with the latest payroll regulations
• Managing all issues related to payroll activities (e.g., calculating overtime, wages, bonuses, etc.).

Educational, skill, and other requirements:

• Certification in payroll administration or bookkeeping
• Great attention to detail
• Strong decision-making, data entry, and communication skills 
• Discretion and confidentiality, especially regarding employee records 
• Ability to work in a time-sensitive environment with strict deadlines.

Benefits Administrator

A junior-level Benefits Administrator supports their company’s development, implementation, and maintenance of benefits plans and employee benefits administration. Typical Benefits Administrator responsibilities are:

• Ensuring compliance with regulatory requirements
• Analyzing benefit data and administering employee benefit programs 
• Addressing benefit queries and conducting benefit orientations 
• Managing accurate employee records.

Educational, skill, and other requirements:

• A Bachelor’s degree in HR, Business Administration, or a related field
• Strong analytical, communication, and problem-solving skills
• Previous experience in benefits administration or a similar role.

How to get into HR

Depending on your starting point, there are various pathways into HR. We explain these pathways below:

For fresh graduates

Fresh graduates can apply for some of the entry-level HR positions mentioned in the previous section. Depending on the organization’s specific requirements for its entry-level HR roles, you may need a college degree in HR, Business Psychology, or Communications. One or more HR internships, in addition to your educational qualifications, can also boost your chances.

For people transitioning from another industry

Depending on your previous experience, you might be able to pursue an entry-level, mid-level, or senior HR position if you’re transitioning into HR from a different industry. The specific job requirements will depend on the role you’re applying for. However, if you’ve held roles in admin, customer service, or operations, you’d likely have gained some relevant experience.

For people transitioning from other HR roles

If you’re moving from one HR role to another, consider upskilling through one of AIHR’s certificate programs to accelerate the transition and develop the core skills you’ll need to excel in your new role.

You could also use job rotation to learn more about and prepare for HR roles you’re targeting, as it will give you practical exposure to different HR functions. This option is useful especially if you’re targeting a large organization, since they often look for HR professionals with both specialist skills and broad business understanding.

HR tip

AI is quickly changing the way we work, and HR professionals must have the skills to use AI confidently, accurately and ethically to boost the HR function. To build the AI skills required to future-proof your HR career, check out our AI for HR certificate program.

Preparing for a career in HR: 5 tips

Here are five helpful tips for anyone considering a career in HR or aiming to transition from one HR role to another:

Tip 1: Network

Build or extend your network of HR professionals. You can do this on platforms like LinkedIn, but also by joining one or more of the many great HR communities, like the AIHR community. A strong network can help you learn about different HR paths, stay close to industry developments, and hear about opportunities earlier.

Tip 2: Gain experience

There are various ways to gain relevant experience, including internships, admin roles, volunteer work, job rotation, mentorships, and more. Choose what suits you best; this could be a combination of more than one way to gain experience. Even small, practical experiences can help you build confidence and show employers you understand how HR works in practice.

Tip 3: Develop transferable (soft) skills

Transferable skills such as communication, problem-solving, discretion, empathy, and resilience are valuable not just in HR, so developing them will come in handy for future career changes. These skills matter because HR roles often involve working with people, handling sensitive issues, and supporting decision-making across the business.

Tip 4: Stay informed

An involved and engaged HR professional stays up to date in their field. Try to stay on top of HR trends, laws, and (technological) innovations to ensure you can add greater value to prospective employers. This will also help you speak more confidently in interviews, and show prospective employers you understand the challenges shaping the HR profession.

Tip 5: Earn certifications

Consider taking one or more certifications to prepare for your future HR role. Reputable HR certification providers include AIHR, HRCI, and SHRM. AIHR’s self-paced programs, for instance, are ideal for working learners or career changers. Certifications can strengthen your profile by showing employers you’re serious about building relevant, up-to-date HR knowledge.

AIHR certificate programs to take

Here are some useful AIHR certificate programs you can take to help you meet the HR job requirements mentioned in this article:

• HR Generalist Certificate Program: This program is designed to teach you how to engage with employees throughout the seven stages of the employee life cycle. 
• Talent Management and Succession Planning: Learn how to support employee growth and align people strategies with business goals with this certificate program.
• Diversity, Equity, Inclusion & Belonging: This program teaches you how to spot and minimize bias to make HR practices fairer and more inclusive. 
• Digital HR 2.0: Through this program, you’ll be able to build skills related to data-driven decision-making, HR tech, and digital transformation. 
• Sourcing & Recruitment: This program teaches practical skills in attracting, sourcing, screening, and hiring talent, as well as building a strong employer brand and using recruitment analytics.
• People Analytics: With this program, you’ll learn to collect, analyze, and interpret HR data to enable evidence-based decision-making and to effectively communicate insights to stakeholders.

You can explore the full AIHR course offering here to choose a certificate program that aligns with your current skill set and career goals.

Next steps

Wherever you are professionally, and depending on the HR job requirements of the job you want, you can start preparing yourself right away. As a first step, create a simple timeline spanning a couple of weeks (or months) and commit to one specific, manageable action per week. Your timeline may look something like this: 

• Week 1: Join at least one professional HR community.
• Week 2: Reflect on possible knowledge or skill gaps, and how to close those.
• Week 3: Explore AIHR’s certificate programs.
• Week 4: Choose one area to focus on and start learning.  

 Of course, the exact steps you take may differ, but that doesn’t matter. What matters is that you take action and start moving towards your ideal HR position while developing yourself along the way. 

The post HR Job Requirements: What You Need To Know in 2026 appeared first on AIHR.

In this guide, you’ll find stay interview questions to ask employees, a simple stay interview template in PDF format, practical guidance on how to conduct stay interviews, and answers to common questions.

Contents
What is a stay interview?
Stay interviews vs. exit interviews
Stay interview questions to ask employees
Stay interview questions template
How to conduct a stay interview
FAQ

What is a stay interview?

A stay interview is a conversation between an employee and their manager or HR that helps employers understand what is working well and what might cause that employee to leave. It typically involves a set of prepared questions about the employee’s experience, motivation, and overall satisfaction at work.

Despite the name, a stay interview is not simply about persuading employees to remain with the company. Its main purpose is to gather honest feedback, identify potential issues early, and improve employee engagement and retention over time.

As more organizations look for proactive ways to retain top talent, stay interviews have become an increasingly useful tool for strengthening the employee experience.

Stay interviews vs. exit interviews

While both stay interviews and exit interviews help employers gather employee feedback, they happen at different stages and serve different purposes. The comparison below shows how each one fits into your broader retention and employee listening strategy.

Stay interview questions to ask employees

The right stay interview questions help you uncover why employees stay, what may cause them to leave, and what changes would improve their experience.

To help you run more focused and productive conversations, we’ve grouped these questions into clear themes HR can act on and use in real stay interviews.

• Job satisfaction
• Manager support
• Growth and development
• Recognition and motivation
• Work environment and flexibility
• Retention risks
• Workplace technology

Some stay interview questions may fit into more than one category, while others may not be relevant for every role or team. Use these questions as a guide, not a script, and choose the ones that best fit the employee’s role, context, and situation.

Stay interview questions about job satisfaction

1. What do you look forward to most when you come to work every day?

Answers here can vary widely. For some, their favorite part may be working with their colleagues, while for others, it may be the projects they’re involved in or the autonomy they have in their role.

Over time, however, as you gather more data, you may start to spot patterns.

If, for instance, you find that many employees say they most enjoy meaningful work or strong team relationships, you can build on those strengths and even reflect them in your employer branding.

2. What do you dread about work every day?

The same idea applies here, but in reverse. This question helps you identify recurring frustrations in the employee experience.

Once you spot a pattern, it’s probably time to take action. If several employees mention the same pain point, such as unclear priorities, unnecessary admin tasks, or frequent interruptions, that gives you a concrete place to start improving the role.

3. What is the best part of your job, and how can we incorporate more of this into your role?

People naturally enjoy different aspects of their work. Some may value solving complex problems, while others may enjoy collaborating with colleagues or helping customers.

As you collect more answers, you’ll likely see certain themes come up again and again.

You can use this information to give employees more of what they enjoy where possible, which can improve both job satisfaction and engagement.

4. What part of your job would you cut out straight away if you could?

This question helps uncover parts of the role that feel frustrating, repetitive, or unnecessary.

As you gather more data, you may begin to detect trends here, too. That can help you identify which tasks, processes, or responsibilities are affecting the employee experience and may need redesigning, simplifying, or removal.

5. What would make your job even more satisfying?

There are always ways to improve how work feels day to day. This question helps you find out where to start.

Some employees may want more autonomy, others may want more variety, and others may need clearer priorities or better support. Once you begin seeing similar answers, it becomes easier to decide which improvements could have the biggest impact.

Stay interview questions about manager support

6. Do you feel you’re getting clear goals and objectives?

This tells you something about the way people are managed. If employees consistently answer this with a yes, you can assume managers are setting expectations clearly.

If not, this needs to be addressed. Having clear goals and objectives helps employees understand what is expected of them and how their work contributes to the company’s broader goals.

7. What can your manager do more or less of?

Managers have a significant impact on the way people experience work. Therefore, the information coming from this question can be extremely valuable in improving the employee experience.

For employees to answer honestly, however, they need to feel psychologically safe and trust that their feedback will be received constructively and without repercussions.

8. How do you prefer to receive feedback for your work?

Different people have different preferences when it comes to feedback. Some may appreciate feedback in the moment, while others prefer a more structured conversation.

Understanding these preferences can help managers give feedback in a way that feels supportive and useful, thereby improving both performance and engagement.

Stay interview questions about growth and development

9. Which of your talents and strengths are you not using in your current role?

This question can give you valuable insight into where an employee may want to go next in their career.

Some people may feel they have skills they rarely get to use, while others may want more opportunities to stretch themselves. Knowing this can help you create more meaningful development opportunities and support internal mobility.

10. How do you prefer to be challenged or stretched in your role?

Employees don’t all want to grow in the same way. Some may enjoy taking on new projects, while others may want more responsibility, exposure to different teams, or opportunities to lead.

By understanding how someone likes to be challenged, managers can create growth opportunities that feel motivating rather than overwhelming.

11. What do you think of the learning and development opportunities that are available to you?

If you want people to stay with you in the long run, it’s essential to give them opportunities for professional and career growth.

To make sure you can offer them what they actually need, it’s important to ask this question. Over time, you may begin to see where your learning and development offering is meeting expectations and where there may be gaps.

Stay interview questions about recognition and motivation

12. Do you feel valued and recognized in the company?

Put simply, if your company is good at making people feel valued and giving them the recognition they deserve, this will have a positive impact on engagement and productivity.

On the other hand, a lack of appreciation can push people to look elsewhere. That alone makes this an important question to include in your stay interview.

13. How would you like to be recognized for the work you do?

Even if you already have an employee recognition program in place, there may still be ways to make it more meaningful or more personal.

Different employees value different forms of recognition. Some may appreciate public praise, while others may prefer a private thank-you or new opportunities as a reward for strong work.

14. Can you share an example of a time you felt especially proud of your contribution to the team or company?

Asking employees to share a specific moment when they felt proud of their work can help you understand what kinds of contributions feel most meaningful to them.

This insight can help managers assign work more thoughtfully and recognize achievements in ways that reinforce what motivates each person.

Stay interview questions about work environment and flexibility

15. What would make your work environment more enjoyable or productive?

By asking directly about the work environment, you create an opportunity for employees to point out practical changes that could improve their day-to-day experience.

Sometimes the issue is simple, like fewer interruptions, better equipment, or more time for focused work. These small changes can make a noticeable difference in both satisfaction and productivity.

16. Are you satisfied with our current work-from-home policy? If not, what do you think we need to change?

By asking employees how they feel about your work-from-home policy, you can identify what is working and what may need to change.

This is especially relevant in hybrid and remote settings, where flexibility can directly impact employee engagement, productivity, and work-life balance.

17. How do you feel about the balance between your work and personal life, and is there anything we can do to support a healthier balance?

Addressing work-life balance shows employees that you care about their wellbeing outside of work, too.

It can also lead to useful conversations about workload, flexibility, boundaries, and support. If certain concerns recur, they may point to a broader issue that needs attention.

18. What’s one policy or rule you believe is outdated or unnecessary, and how do you think it should be changed?

This question encourages employees to share their perspective on the policies and rules that shape their everyday work.

It can help you uncover practices that no longer make sense or that create unnecessary friction. In some cases, changing or removing an outdated policy may be a relatively simple way to improve the employee experience.

19. How well do you think our company culture supports your mental health and wellbeing?

With growing awareness of the importance of mental health and employee wellbeing, this question can help you understand whether employees experience the culture as supportive.

It may also reveal where improvements are needed, whether that relates to workload, leadership behavior, flexibility, or the support resources available to employees.

Stay interview questions about retention risks

20. When was the last time you thought about leaving the company?

A top performer who considered leaving the company yesterday may need more immediate attention than someone who last considered leaving a year ago.

This question helps you understand how urgent the retention risk may be and whether follow-up action is needed quickly.

21. What situation made you think of leaving?

This question gives you employee-specific insight. Some people may think of leaving because they no longer find their work challenging. Others may do so because they feel underpaid or undervalued.

Knowing what triggered that reaction can help you create a more satisfying employee experience for that person.

22. What would tempt you to leave the company?

While this question may sound similar to the previous one, there is a clear difference between the two.

A situation that prompts someone to consider leaving is often driven by internal factors, such as their role, manager, workload, or the company’s direction.

A temptation to leave, on the other hand, often comes from outside the company, such as a higher-paying offer, a relocation opportunity, or the chance to start a business. Understanding that difference helps you see what you can influence and what you may simply need to prepare for.

23. What would make you want to build your career here long term?

This question helps you understand what employees believe would make the biggest difference to their future with the company.

Some may point to career growth, better recognition, more flexibility, stronger leadership, or improved compensation. Over time, patterns in these answers can show you which changes are most likely to strengthen retention and where your organization may need to focus its efforts.

Stay interview questions about workplace technology

24. Do you have enough tools and resources to do your job properly? If not, what is missing?

Whether people feel equipped to do their jobs directly affects both their experience and their performance.

Therefore, the answers to this question can help you identify where better systems, tools, or resources are needed to better support employees.

25. How satisfied are you with the tools you use to communicate with your colleagues when working remotely? (Video calls, chat systems, shared docs, etc.)

The tools employees use to stay connected with one another need to work smoothly to support effective collaboration.

If these tools are clunky, unreliable, or difficult to use, this can quickly affect teamwork, productivity, and the overall employee experience, especially in hybrid or remote teams.

26. What software or tool should we stop using right away?

Most employees can quickly think of a system or tool they would rather not use at all.

If it is something they only need once or twice a year, the impact may be limited. But if it is a system they use regularly, it can have a clear negative effect on their employee experience. If the same tool keeps coming up, it may be time to consider other options.

27. Which workplace tool helps you the most in your day-to-day work, and why?

This question helps you understand which tools employees find genuinely useful and what makes them effective.

Over time, recurring answers can reveal what best supports productivity and collaboration, helping guide future technology decisions.

28. Is there any technology or digital process that makes your job harder than it needs to be?

Sometimes the problem is not a lack of tools, but a process or system that creates extra steps, confusion, or unnecessary admin work.

This question can help uncover hidden friction in daily workflows and point to areas where simplifying technology could improve the employee experience.

Closing stay interview questions

29. Is there anything else you’d like to add or discuss that we haven’t covered today?

This open-ended question gives employees a final opportunity to bring up any issues, ideas, or feedback they feel have not yet been addressed.

It also helps ensure they leave the interview feeling fully heard.

30. Thank you for your honesty and openness today. How can we make these conversations more effective or comfortable for you in the future?

Thanking employees for their honesty and openness shows that you value both their input and their time.

Asking how the conversation itself could be improved also demonstrates a commitment to continuous improvement and can help make future stay interviews more effective and more comfortable for employees.

Stay interview questions template

This stay interview questions template in PDF organizes key questions by category, making it easier for managers and HR teams to prepare for stay interviews and choose the most relevant questions.

How to conduct a stay interview

If you want stay interviews to lead to useful insights and real action, you need a clear process. While HR usually owns the initiative, managers often conduct the interviews because they have the closest working relationship with employees.

Here’s how to run stay interviews effectively:

1. Start with the right group of employees: You don’t need to begin with the whole organization. Start small and focus on employees whose feedback will be especially valuable, such as long-tenured employees, high performers, and high-potential (HiPo) employees. This helps you test your approach and gather useful insights before expanding the process.
2. Set the right timing and cadence: Stay interviews should be a regular activity, not a one-time exercise. For many organizations, once a year is a good starting point. Avoid interviewing employees who have only recently joined, since they may still be settling in. It’s also best to keep stay interviews separate from performance reviews, so the conversation feels open and focused on retention rather than evaluation.
3. Decide who will conduct the interview: In many cases, the employee’s manager is the best person to lead the stay interview because they often have the strongest working relationship with that employee. However, managers may need brief training on how to ask open questions, listen actively, and respond to feedback in a constructive way.
4. Prepare a consistent interview format: Create a stay interview template with a clear structure and a set of core questions. This helps ensure every employee is asked the same key questions and makes it easier to compare feedback across teams. A consistent format also gives managers more confidence going into the conversation.
5. Ask the right stay interview questions: The quality of the interview depends on the questions you ask. Focus on what encourages employees to stay, what may cause them to leave, and what changes would improve their experience. Relevant, open-ended questions will help you gather more honest and useful feedback.
6. Document and review the feedback: Store all responses in one central place, whether that’s a shared document, spreadsheet, or talent management system. Before ending the conversation, the manager should summarize the employee’s key points to avoid misunderstandings. Once the interviews are complete, HR can review the feedback for common themes and trends.
7. Take action on what you learn: This is what gives stay interviews real value. If employees repeatedly raise concerns about recognition, workload, flexibility, or career growth, those patterns should inform your next steps. When employees see that their feedback leads to visible improvements, they’re more likely to trust the process and stay engaged.

Wrapping up

Stay interviews can help you spot disengagement early by showing what employees value, where they feel frustrated, and what may influence their decision to stay or leave. When you act on that feedback, you can improve retention, strengthen engagement, and create a better employee experience.

If you want to improve employee engagement and run core HR processes more effectively, AIHR’s HR Generalist Certificate Program is a practical next step. It gives you the tools to manage the employee life cycle with greater structure, from recruitment and onboarding to performance, rewards, and engagement.

FAQ

The post 30 Best Stay Interview Questions To Ask Employees [Free Template] appeared first on AIHR.

In this article, we’ve gathered seventeen Employee Appreciation Day ideas that HR professionals can use as inspiration for their initiatives on this special day and all year around.

Contents
What is Employee Appreciation Day?
When is Employee Appreciation Day?
17 Employee Appreciation Day ideas
Employee Appreciation Day message examples
FAQ

What is Employee Appreciation Day?

Employee Appreciation Day (EAD) takes place annually on the first Friday of March. The idea is for employers to recognize and thank their employees and show them their appreciation.  

Employee Appreciation Day was invented by Dr. Bob Nelson in 1995, initially to market his book ‘1001 Ways to Reward Employees.’ 

Together with his publishing company, he made sure that the holiday appeared prominently on workplace calendars. This was a successful strategy; the book sold over 2 million copies and was translated into over 25 languages.

When is Employee Appreciation Day?

In 2026, Employee Appreciation Day is on Friday, March 6. 

As mentioned above, Employee Appreciation Day takes place on the first Friday of March. Here’s an overview of the dates on which EAD will be celebrated in the next few years:

Ideally, though, organizations show their appreciation for their employees all year round. This is why some companies have an employee recognition program and organize their own Employee Appreciation Day or events at different times throughout the year.

15 Employee Appreciation Day ideas

How your company celebrates Employee Appreciation Day should reflect your unique culture and values.

If your organization prides itself on teamwork and collaboration, group activities or team-building events might be the ideal way to show appreciation. Providing a platform for employee-led projects or creative showcases would be more fitting for a company that values innovation and creativity.

The key is to celebrate in a way that not only resonates with your employees but also reinforces the fundamental principles and ethos of the organization.

Let’s take a look at Employee Appreciation Day ideas your organization can consider. Some of them are great for in-office or workplace celebrations; others work well when people are remote.

1. Make employee appreciation part of your organization’s DNA

As mentioned a couple of times before, recognizing and appreciating your employees should be an inextricable part of your organization’s culture. 

If this isn’t the case yet, for example, because you’re in a start-up or because of other priorities, this year’s Employee Appreciation Day can be the perfect time to start creating a culture where employee appreciation is part of people’s everyday experience at work. 

2. Ask your employees what they appreciate

Employee Appreciation Day is about saying thank you to your employees. Therefore, asking them what they would like to see or get from their employer on this particular day makes sense.

Rather than HR departments coming up with tons of different ideas and giving everyone in the organization the same gift card, thank you note, or coffee mug, asking employees what they want is a token of appreciation in itself.  

3. Create an employee spotlight program

An employee spotlight is an opportunity for your employees to share their unique stories and get recognition for their performance.

Benefits of implementing an employee spotlight program include the fact that it i) recognizes people, ii) builds a culture of appreciation, and iii) fosters connections among employees.

4. Host an employee award ceremony

What better way to recognize people’s performance and say thank you than by organizing an employee award ceremony on Employee Appreciation Day? 

The ceremony can be held in the office or workplace while making it accessible to those working remotely by simply inviting them to an online meeting. 

5. Give managers an Employee Appreciation Day budget 

If the financial resources are there, giving managers an Employee Appreciation Day budget can be an excellent idea. It kills several proverbial birds with one stone:

• The fact that you reserved a budget shows people that you care and appreciate them.
• It allows managers and their teams to come up with a way to celebrate EAD that suits them best, supporting team bonding. 
• It gives managers and teams the autonomy to decide how they want to commemorate and spend Employee Appreciation Day.

6. Give employees a paid birthday off

This is a typical example of doing things throughout the year that show people that the organization they work for cares about them and appreciates them. 

It’s also something that probably no one has any objection against or doesn’t appreciate, and it is something very personal – people’s birthday – that at the same time happens to everyone, which makes it innately inclusive.

7. Offer employees a subscription to a wellness app of their choice 

Offering employees a subscription to a wellness app of their choice is not only a token of appreciation but can also be part of the organization’s total well-being approach.

To make it easier for people to choose which app they would like to subscribe to, HR teams can put together a list featuring apps in various categories, such as:

• Fitness apps
• Mental health apps
• Meditation apps 
• Yoga apps
• Menstruation tracker apps.

8. Gift personalized fortune cookies

This is an idea that can take various forms. The most straightforward option is to have ready-made fortune cookies with a personalized message, or a thank you note inside for all employees.

Another option can be to suggest this as a fun team activity on Employee Appreciation Day or to ‘let employees be the author of their own dessert destiny’ and gift them a DIY fortune cookie kit.  

9. Organize a gratitude exchange

You can adapt the concept of secret gift exchanges like Secret Santa to show gratitude to your employees.

The idea is that everyone receives the name of a colleague (there are tools you can use for this) and that on Employee Appreciation Day, they send this person a personalized message of appreciation. 

This can be an excellent activity for managers to do with their teams rather than a company-wide event simply because team members know each other better, and it is difficult to say anything meaningful to people you don’t know. 

10. Create a “Pass It Forward” recognition program

In a similar way to the gratitude exchange, this initiative creates a continuous cycle of appreciation within the company. It starts with one employee being recognized for their contributions, and then they “pass it forward” by recognizing a colleague of their choice. Over time, this builds a culture of gratitude, strengthens team bonds, and ensures that appreciation doesn’t come only from leadership but from peers as well.

11. Spin the wheel

This Employee Appreciation Day idea involves having a big spinning wheel in the workplace that employees can spin. Doing so allows them to win prizes determined by which segment the wheel lands on. As each segment offers a different prize, there is always a chance to win something.

Prizes can be physical gifts or, as we did at AIHR, experiences like a dinner for two in a unique location or an indoor skydive. What you include depends on your budget.

12. Buy employees a lottery ticket 

A relatively low-budget but usually much-appreciated Employee Appreciation Day idea is to buy employees a lottery ticket. It marks the occasion which, if your organization already has a culture of employee appreciation, can be enough. 

13. Throw a celebratory event 

If your organization has all of its employees working in the same location, or if various locations have their own budgets for these kinds of things, hosting an event like a concert or a comedy show can be a great way to celebrate Employee Appreciation Day.

Don’t forget the option to offer an option to join remotely if you have telecommuting employees.

14. Say thank you 

If there is only one thing you do on this year’s Employee Appreciation Day, let it be saying a heartfelt ‘Thank you’ to your employees one way or another. 

As we’ve seen in this article, there are a million ways to do this, but as long as it is sincere, the rest doesn’t matter all that much. You can simply write ‘Thank you, I appreciate you’ on a Post-It note and leave that at people’s desks, or encourage managers to do so.

15. Organize a “Choose Your Own Perk” Day

This Employee Appreciation Day idea lets employees pick a small but meaningful perk that suits their preferences. Options could include leaving an hour early, a free coffee of their choice, or a relaxed dress code for the day. By giving employees control over their reward, you create a fun and engaging way to show appreciation while allowing them to choose what matters most to them.

16. Offer employees a gift card of their choice

While gift cards might not be the most original present, many people are happy that they can decide for themselves what they want to get from their favorite store and appreciate the gesture. 

In that regard, offering employees a gift card is an excellent way to mark the occasion. But again, this only works if your organization has created an environment where employee recognition is already commonplace. 

17. Ask for feedback 

If, from an HR perspective, your organization has built a culture of recognition and appreciation, Employee Appreciation Day may be a good time to ask your employees what they think. 

How do they look at initiatives such as your peer recognition program or quarterly employee award events? Do they feel appreciated in their everyday work experience? What do they believe could be improved? 

Employee Appreciation Day message examples

Besides recognizing their employees with small gifts, events, or tokens of appreciation, companies often share messages on their communication channels, such as Linkedin.

Below are four Employee Appreciation Day message examples that can inspire your own appreciation posts.

1. Deluxe

This LinkedIn post from multidisciplinary service provider Deluxe shows the power of simplicity:

• A straightforward thank you to their employees
• A collection of pictures from the people working at the company, and
• The mention that they appreciate their employees today and every day.

When the latter truly is the case, this message is all you need on EAD. 

2. Ferring Australia

What’s nice about Ferring’s employee appreciation day message is that rather than posting something on the ‘official’ Employee Appreciation Day, they choose to celebrate their employees at a different time. 

In fact, they decided to do so after what seems to have been a long and busy period for their employees. This in itself demonstrates the organization’s commitment to recognition and appreciation throughout the year.

3. DoubleTree by Hilton Atlantic Beach Oceanfront Hotel 

Another great example comes from a DoubleTree by Hilton Hotel. Here, too, the message is straightforward and demonstrates that at this DoubleTree, they have what they call Random Employee Appreciation Days, which indicates a culture of appreciation. 

4. Ironhorse Funding LLC

Instead of celebrating Employee Appreciation Day, they decided to give it a little twist and had what looks like a great Employee Appreciation Night at one of the offices of Ironhorse Funding LLC. 

HR tip

If you’re looking for inspiration, be it for Employee Appreciation Day messages or gift ideas, type #EmployeeAppreciationDay in the LinkedIn search bar, and you’ll get lots of results.

Key takeaway

It’s cliché but true: every day should be employee appreciation day. If this isn’t the case yet in your organization, use some of the ideas listed in this article to start building that culture of recognition and appreciation. Happy Employee Appreciation Day! 

FAQ

The post Employee Appreciation Day 2026: 17 Ways To Celebrate Your Employees appeared first on AIHR.

What is Data Literacy in HR, and why is it so important? What are typical examples of Data Literacy and behaviors of data-literate HR professionals, and how can you become one? Let’s dive in.

Contents
What is HR Data Literacy?
Data Literacy within AIHR’s T-Shaped HR Competency Model
What does Data Literacy look like in practice for HR professionals?
Why you need to develop Data Literacy
How you can develop Data Literacy
How HR leaders can upskill their teams in Data Literacy

What is HR Data Literacy?

Data literacy for HR refers to the ability to analyze, interpret, communicate, and apply data-driven insights to inform people decisions, improve outcomes, and demonstrate measurable business impact. 

Data-literate HR professionals think critically about what the data shows them, draw relevant information from that data, and know how to apply the appropriate data to specific purposes. 

The Data Literacy competency, as defined by AIHR, consists of five distinct dimensions that are core to every HR professional’s data skill set. These are:

• Data Stewardship
• Analytical Application 
• Ethical Data Use 
• Data Translation
• Evidence-Based Practice.

Let’s break these down.

Data Stewardship

This dimension concentrates on maintaining the accuracy, reliability, and completeness of data across its lifecycle. Adhering to legal, ethical, and organizational standards for data collection, use, and storage, and taking ownership of the quality and appropriate use of data in HR decision-making are important elements here. 

Analytical Application

Data Literacy revolves around knowing how to apply structured thinking and analytical techniques to generate insights from data. This includes integrating multiple data points to develop clear, evidence-based perspectives and drawing logical conclusions. 

Ethical Data Use

HR professionals play a critical role in assessing data credibility and identifying and mitigating bias in data, interpretation, and decision-making. They balance innovation with ethical responsibility and compliance in all data practices.  

Data Translation

A key part of Data Literacy for HR involves the ability to translate data into clear, compelling, and actionable insights. This includes presenting data in accessible formats, connecting data findings to business and people outcomes, and tailoring the message, tone, and details to different audiences.  

Evidence-Based Practice

This dimension is about integrating data-driven insights into HR and business decisions. It emphasizes the use of metrics and analytics to demonstrate HR’s impact on performance and results. Promoting a data-driven culture across the organization is also an important element here.

Data Literacy within AIHR’s T-Shaped HR Competency Model

Data Literacy is one of the six core HR competencies in AIHR’s T-Shaped HR Competency Model. The remaining five are:

1. Business Acumen
2. Digital Agility
3. AI Fluency 
4. People Advocacy
5. Execution Excellence.

The T-Shaped HR Competency Model by AIHR defines the competencies HR professionals need to perform effectively and create business impact, both now and in the future. It combines breadth across six core HR competencies with deeper expertise in one or more functional areas.

What does Data Literacy look like in practice for HR professionals?

HR professionals with robust Data Literacy know how data-driven HR can elevate their work, how to apply it thoughtfully, and help others in the organization build their own Data Literacy. They are also better equipped to collaborate with other data-driven functions within their organization. An HR professional with strong Data Literacy will display behaviors such as these:

Identifying trends, combining data, and drawing conclusions

Data-literate HR professionals analyze data to identify trends, patterns, and basic correlations. They know how to combine multiple data points and interpret HR and business data to explain and predict outcomes. Data Literacy also means using data to come to conclusions and communicating findings that are relevant to the business.

Demonstrating HR’s contribution with data and promoting a data-driven culture

A data-literate HR professional sets strategic metrics to understand how their department is contributing to the rest of the organization and how successful it is in executing the HR strategy.

They apply evidence to improve HR and business practices and use data to support HR recommendations. These professionals track and explain how HR data is linked to business outcomes using metrics and analytics. Finally, they encourage peers to base recommendations on data and evidence, and promote a data-driven culture across the organization.

Ensuring data integrity, governance, and accountability

Maintaining and reviewing the accuracy, reliability, and completeness of data is a key behavior of data-literate HR professionals. They implement controls and validation processes to ensure high data quality.

HR practitioners with strong Data Literacy adhere to legal, ethical, and organizational standards for data collection, use, and storage, and follow data governance policies to manage and protect sensitive information. Finally, they acknowledge responsibility for the quality and appropriate use of data in HR decision-making.

Promoting and demonstrating ethical data use

An HR professional with good Data Literacy reviews data sources for accuracy and reliability before use. They also know how to identify and mitigate bias in data, interpretation, and decision-making, and apply ethical judgment, considering ethics, innovation, and risk to make balanced decisions. 

Visualizing data and telling meaningful data stories

HR professionals with well-developed Data Literacy know how to present data in an accessible, accurate format that clarifies the data for a specific audience. They communicate insights through meaningful narratives using examples that connect data to outcomes. These professionals are also able to adapt the message, detail, and tone to engage and influence different audiences.

Data Literacy in action: A real-life example

Sunstate Equipment Company, a provider of equipment and tool rentals for construction and industrial clients, began examining the connection between workforce trends and business performance. The HR team identified a pattern: with high turnover and increasing overtime, the company’s ability to service customers dropped, directly affecting revenue.

By implementing a people and workforce analytics platform, HR uncovered clear correlations between declining staffing levels, rising overtime, and lower equipment utilization. These insights allowed the team to present evidence-based recommendations and support leadership in taking targeted action to improve retention and stabilize operations.

As a result, Sunstate reduced turnover by 50% and lowered overtime by 10%. By applying data to guide action, HR moved from reporting workforce metrics to influencing measurable business outcomes.

Why you need to develop Data Literacy

As HR digital transformation continues in many organizations, there is an abundance of data generated from digital processes. HR professionals, therefore, need to be able to filter what is relevant (and what isn’t) from this deluge of information. 

Here’s why you should focus on developing Data Literacy:

• Use metrics and analytics to demonstrate HR’s contribution to performance and results
• Identify trends and patterns that explain workforce or business dynamics
• Visualize and simplify data and translate them into meaningful stories
• Make evidence-based decisions to mitigate risks and improve the quality of HR service delivery
• Adhere to legal, ethical, and organizational standards for data collection, use, and storage
• Achieve operational efficiency and create business impact through the HR value chain
• Maintain data accountability and ensure an appropriate use of data in HR decision-making
• Help increase the productivity and profit of the organization while staying competitive
• Build transparency and trust by promoting an ethical, fair, inclusive, and responsible use of people and business data
• Encourage evidence-based thinking across the organization
• Find and create new opportunities and explore different ways to solve problems
• Future-proof your HR career by gaining skills that remain relevant and make you stand out from those who linger in the traditional approach to HR.

How you can develop Data Literacy

Developing Data Literacy is about fostering the curiosity, confidence, and critical thinking required to work with data in an efficient, measurable, and understandable way. While some organizations are making Data Literacy a priority for their HR staff, many people will likely be on their own to cultivate it. Here are six practical ways to build this core competency:

1. Familiarize yourself with data-driven working

Although it’s not necessary to have advanced math or tech skills, you should be proactive and adopt a data-friendly mindset. Instead of being intimidated by data, embrace the idea that learning this set of valuable skills will help you do your job better and make you a more future-ready HR practitioner.

Find the type of Data Literacy instruction that works for you. If your company offers training, even if it’s initially been developed for another function, take advantage of it; you can probably find ways to view it through the eyes of HR.

Another option is independent training through a self-paced, online course on, for instance, People Data and Business Insights or People Analytics. Practical examples can help you understand the concepts, and then you can put the knowledge and skills into practice. 

2. Partner with your HR data analyst or data teams to find relevant data

Connect with a data specialist like an HR Analyst within your organization (if there is one, if not, look for a data expert in another department) and ask them your questions. Take advantage of their proficiency and learn how you can leverage data to make decisions and improve processes. 

Internal knowledge exchange sessions are an excellent way to enhance your data and analytics abilities. These can be quite simple. For example, hold an informal ‘lunch-and-learn’ session focused on a specific data-related skill. You and other HR staffers can learn something new, and the data specialists will see how their expertise relates to key HR functions. This can encourage cohesion and collaboration. 

Working together, you can find relevant data about certain areas, such as: 

• Skills gaps within the organization
• Predicting the attrition rate
• The success of an employee referral program.

3. Learn how to work with data by strengthening your Excel skills

Knowing the foundational HR formulas and functions will help you analyze data faster and make better decisions. If you’re comfortable using a spreadsheet program like Excel, you’ll feel like you have (more) control of your data.

Excel can be very useful for storing, organizing, and analyzing data. You can also perform calculations, print reports, and create charts. Both technical and non-technical departments throughout organizations often use this program to this day.

4. Bring data to your next meeting

Presenting what you know in an understandable manner is part of becoming data-literate. Once you have a grasp on some data that fits within the scope of your role, don’t waste it. Put actionable data to work for you by sharing it with your team and other decision-makers. 

When you have enough Data Literacy to understand how relevant the data is, you can pass it on to others. You will be able to explain your thoughts and give the factual basis for whatever conclusion you’ve come to.

For instance, if you’re having a meeting on next quarter’s recruitment strategy, why not bring data on time to fill and yield ratio to plan better?

5. Experiment, explore, and ask questions

Growing your literacy is a continuous, hands-on process. Experiment with (new) analytics tools, explore the behaviors of data-literate HR practitioners, such as assessing data credibility and promoting a data-driven culture (among others), and keep asking questions.

Asking many questions is a significant part of your ongoing Data Literacy development. You need to get comfortable being vulnerable enough to seek help from those who are more knowledgeable. If you don’t understand something, reach out to people from your data team or the people analytics team. If you don’t have these in your company, seek out help from (online) people analytics communities.

Try not to pursue only a simple response. Instead, ask for the behind-the-scenes information to find out why something is done in a certain way. 

6. Get certified

Taking one or more HR courses on data and analytics can be a great way to upskill and become a driver of evidence-based thinking and accountability across HR and the broader organization. It will give you the confidence to work with HR data through a business-first lens, teach you how to demonstrate HR’s impact, and position yourself as a data-driven business partner leaders can rely on.

How HR leaders can upskill their teams in Data Literacy

For HR leaders, building Data Literacy across their teams should focus on the same three main aspects as for building Digital Agility and AI Fluency, namely: confident adoption, creating the right conditions for learning, and experimentation. Here’s how you can start forging Data Literacy in your team today:

• Identify the team’s biggest gaps in terms of Data Literacy and prioritize building those competencies: Start by assessing your HR team’s current level of Data Literacy using AIHR’s T-Shaped HR Assessment and identify and prioritize various specific areas for improvement.  
• Upskill your team through structured learning: Enroll your team in our AIHR for Business platform to provide them with structured, targeted upskilling and on-demand support. If you want to supercharge the team’s learning and Data Literacy, consider opting for the AIHR People Analytics Bootcamp, a 1 to 6-month high-impact program tailored specifically to your team’s pace and priorities.
• Identify your team’s data champions: Look for data enthusiasts who are proficient with data and already using analytics tools. Encourage them to share their knowledge with other team members to help improve the overall level of Data Literacy across the team.
• Lead by example: As an HR leader who is data-literate, you need to walk the talk; use data to demonstrate impact to the team, present it in an understandable way, and share your learnings and challenges. 
• Make Data Literacy an integral part of performance and learning: Treat Data Literacy as a strategic priority and embed it into how your team works on a daily basis. Include it in development conversations and team priorities, and set clear expectations around responsible data practices and the level of Data Literacy the team is working towards.
• Connect Data Literacy and AI: AI and LLMs (Large Language Models) are lowering the barriers to Data Literacy, making analytics skills more easily accessible to every HR professional. It’s up to HR leaders to connect the two and equip their teams to use both data and AI effectively.   
• Enable collaboration across teams and build data confidence: Create opportunities for more frequent cooperation with other departments to share best practices and learnings, and build data confidence. Marketing teams are often quite advanced in their use of data and analytics, so they could be a good department to start with.
• Encourage experimentation: Set aside regular time in the team’s calendar to explore data and analytics tools. Encourage team members to also experiment individually or in small groups, testing new approaches and reflecting on how insights can improve decisions and outcomes.

To sum up

Data is a vital component of the modern-day HR function. Developing Data Literacy helps HR professionals become truly strategic and contribute to business goals. Going forward, being data-driven is not just a desirable skill; it’s a core HR competency that involves not only the ability to understand data but also to apply it and translate it into actions.

The post Data Literacy: An Essential Competency for HR Professionals appeared first on AIHR.

If HR professionals want to excel in their jobs going forward, they need strong Digital Agility. That means not just understanding new tools, but being able to adopt them quickly, use them effectively in daily work, and translate technology into better decisions and outcomes for the business.

Let’s take a look at what exactly Digital Agility for HR entails, why it is important, what it looks like in practice, and how can HR practitioners develop this competency.

Contents
What is Digital Agility in HR?
Digital Agility within AIHR’s T-Shaped HR Competency Model
What does Digital Agility look like in practice for HR professionals?
Why you need to develop Digital Agility
How you can develop Digital Agility
How HR leaders can upskill their teams in Digital Agility

What is Digital Agility in HR?

Digital Agility in HR refers to the ability to leverage digital tools and mindsets to increase efficiency, collaboration, and readiness for continuous transformation. Put simply, it is about knowing what, when, where, and how to use technology for impact. This competency positions HR professionals and teams as the proactive enablers of digital capability, inclusion, and scalability across the organization.

The Digital Agility competency consists of five distinct dimensions that are key components of every HR professional’s digital skill set. These are: 

1. Digital Awareness
2. Technology Use
3. Digital Security & Ethics
4. Digital Collaboration
5. Digital Readiness and Capability Building

Let’s break this down.

Digital Awareness

Digital Agility starts with an understanding of the various digital trends and the ability to anticipate their impact on people, strategy, and work. Continuous learning and experimentation to keep pace with digital change and improve ways of working are important elements here.

Technology Use

This dimension focuses on applying HR technologies effectively and connecting tools and workflows to improve efficiency, process quality, and scalability. It emphasizes using technology to create seamless HR experiences across functions.

Digital Security & Ethics

HR professionals play an essential role in ensuring a safe and responsible use of technology to protect data, people, and systems. They embed ethical principles such as fairness and transparency into technology use and build trust in digital systems.

Digital Collaboration

Digital Agility in HR also involves the ability to use digital platforms to collaborate effectively, foster inclusivity, and extend impact. This dimension focuses on promoting inclusive access to technology and using digital ecosystems to support cross-functional and external collaboration.

Digital Readiness and Capability Building

This dimension is about building the organizational readiness for change, confidence, and capability to adopt, scale, and sustain digital transformation.

Digital Agility within AIHR’s T-Shaped HR Competency Model

Digital Agility is one of the six core HR competencies in AIHR’s T-Shaped HR Competency Model. The remaining five are:

• Business Acumen
• Data Literacy
• AI Fluency
• People Advocacy
• Execution Excellence

AIHR’s T-Shaped HR Competency Model outlines the competencies HR professionals need to perform effectively now and in the future and create business impact. It combines breadth across six core HR competencies with deeper expertise in one or more functional areas.

Digital Agility vs. AI Fluency

Even though there is some overlap between Digital Agility and AI Fluency, they are two distinct competencies in AIHR’s T-Shaped HR Competency Model.

Digital Agility also involves the awareness and utilization of other HR technologies and, as such, has a broader scope than AI Fluency. Think, for example, of the implementation of general workflow automations using HRIS platforms or applying HR technology tools within the context of day-to-day HR processes. Other examples include using Digital Agility to build a self-service functionality for line managers across all HR processes or using digital collaboration tools between HR teams to drive effectiveness.  

AI Fluency, on the other hand, focuses specifically on the awareness of AI, adopting it safely and ethically, knowing where to use it, and driving its impact over time. At AIHR, we consider it a separate competency given its importance and relevance, taking into account the risks if HR practitioners do not have these competencies going forward.

What does Digital Agility look like in practice for HR professionals?

HR professionals with robust Digital Agility know where various HR tools and technology can elevate their work, how to apply it thoughtfully, and help others in the organization build their own Digital Agility. These are some of the behaviors that demonstrate strong Digital Agility:

Using and applying HR technology and assessing digital impact

These HR professionals use the right tools for the job, and they understand what the tools can and can not do. They conduct various experiments to drive new digital HR solutions forward within the team and the organization, and always pilot tools before rolling them out company-wide.

Digitally agile HR practitioners clearly communicate why a new tool is being trialed, how they intend to use it, and who employees can turn to with questions or concerns. They also critically evaluate how new technologies impact organizational strategies, processes, and workforce needs.

Staying current with trends and identifying opportunities in everyday work

HR practitioners with robust Digital Agility are up to date on the latest technological innovations and tech trends, and, what’s more important, they are also able to gauge how these impact the organization and leverage digital opportunities where possible.   

They spot use cases like summarizing feedback surveys, streamlining the onboarding process, or nudge-based technology to improve employee engagement and productivity. Finally, digitally agile HR professionals proactively explore where technology can support their goals and experiment with tools that can enhance their everyday work.

Promoting ethical and transparent use of technology 

Digitally agile HR professionals are aware of the importance of data security and know how to protect sensitive information. They have a strong focus on the ethics of using and working with employee (and other) data, ensuring a responsible and secure use of technology. In combination with transparent communication towards employees, this builds trust with the workforce.

Championing digital adoption and building digital readiness

An HR professional with strong Digital Agility understands the strategic value of digital tools in transforming HR and achieving business outcomes. They adopt these tools to boost both personal and team efficiency and support peers in using digital tools effectively.

Digitally agile HR practitioners also help the organization become digitally ready by strengthening digital mindsets, skills, and systems. They participate in digital upskilling initiatives and coach others to grow their confidence when using technology. 

For example, Henkel, a multinational chemical and consumer goods company, partnered with Accenture to digitally upskill over 10,000 managers. They identified where the skills gaps were through a digital capabilities assessment and designed targeted learning programs to bridge these gaps.

Collaborating across digital platforms and promoting digital inclusion

Digital Agility extends beyond using tools within the HR team. It involves working effectively with managers, employees, and external partners through digital platforms such as collaboration tools, HR systems, and self-service portals. Digitally agile HR professionals test whether tools are accessible across locations, job types, and levels of digital confidence, and adjust processes to prevent technology from excluding parts of the workforce.

For example, they would ensure that frontline employees without laptops can access HR information through mobile-friendly systems or shared kiosks, translate digital communications for multilingual workforces, and simplify onboarding platforms so they are usable for both office-based and shift workers.

Why you need to develop Digital Agility

As HR digital transformation increasingly becomes a continuous process of adopting new technologies, redesigning workflows, and embedding digital-first thinking into all aspects of workforce management, Digital Agility has become an essential competency for building a future-ready HR career and department.

Here’s why you should focus on developing Digital Agility:

• Future-proof your HR career by expanding your skill set as technology continues to advance
• Contribute to the continuous optimization of HR service delivery
• Improve HR productivity, organizational effectiveness, and impact by improving daily workflows and streamlining tasks
• Build trust by applying HR technology in ways that are ethical, fair, and inclusive across people processes
• Encourage experimentation and innovation through confident and informed adoption of emerging technologies
• Implement new technology effectively and build a digital-first culture
• Position HR as a strategic partner in organizational (HR) digital transformation
• Build a culture of adoption by enabling HR to role-model Digital Agility and support others in building confidence and capabilities
• Boost personal effectiveness
• Align HR tech applications with business goals, ensuring technology amplifies people and performance outcomes
• Reduce risk by embedding clear governance into how HR technology supports workforce data and decision-making.

How you can develop Digital Agility

Developing Digital Agility is about building the curiosity, confidence, and critical thinking required to work with technology in an efficient, meaningful way. Growing this competency is a continuous, hands-on process. Here are practical ways you can build your Digital Agility:

1. Familiarize and focus

If you haven’t done so yet, get familiar with the various digital tools and technology already used in HR today. Start getting a solid understanding of the basics and how technology contributes to your organization’s operations. This includes (among other things) HRIS, talent acquisition software like applicant tracking systems (ATS), cloud technology, and performance management software.

Ask your tech-savvy colleagues to show you how certain platforms work and what’s possible to do with them. Benchmark your current knowledge and skills and identify areas for growth so you know what to focus on first.

2. Experiment and explore with intent

Experimenting is a big part of any innovation culture, but it should be intentional. Block time regularly to test new tools and reflect on how they could enhance your work. Explore how you can leverage technology across the employee life cycle to further increase efficiency, quality, and productivity.

New tools launch every day, but not every tool deserves your attention. Be selective and evaluate each option critically: What problem does it solve? Does it fit your existing processes? What are the risks? If you manage others, create space for your team to propose and test ideas while maintaining clear criteria for what gets adopted.

Digital Agility is not about trying every technology out there; it’s about learning what truly adds value and confidently deciding what does not.

3. Collaborate and learn

Talk to colleagues in departments like Marketing, IT, or Data to understand how they are using digital tools and technology. This cross-functional insight can inspire you and spark new ideas for HR. What’s more, collaborating with other departments can help you roll out digital initiatives faster and more effectively. 

4. Work on your change management skills

As technology continues to evolve, so do tools and processes in the workplace. People, however, often feel resistant to change. In fact, one in seven employees refuses to use new tools, and 39% identify as reluctant users. This is why HR leaders must know how to manage organizational transformation strategically and minimize disruption for employees.

To be successful in managing change, HR professionals should work on developing change management skills, such as (among others):

• Communication 
• Adaptability
• Problem-solving and decision-making
• Collaboration 
• Leadership.

5. Get certified and stay current

Taking one or more digital HR courses can be a great way to upskill and become a driver of digital HR transformation at your organization. It will help you leverage technology to make HR more effective, enable you to create a digital strategy, and provide employees with the tools that help them to be happy and successful at their jobs. For instance, AIHR’s Digital HR 2.0 Certificate Program provides a comprehensive learning journey that results in a digital certificate that validates your expertise in the field.

To stay current on the latest HR tech trends and developments, subscribe to specialized newsletters, consume and engage with industry content (like the AIHR blog), join an HR community that resonates, and follow HR thought leaders and tech influencers on platforms like LinkedIn. Some of the notable people worth following include:

• Erik van Vulpen – Founder of AIHR
• Ryan Wong – CEO & Founder at Visier
• Meghan M. Biro – Founder of TalentCulture and Host of #WorkTrends Podcast

How HR leaders can upskill their teams in Digital Agility

For HR leaders, building Digital Agility across their teams should focus on three main aspects: confident adoption, creating the right conditions for learning, and experimentation. Here’s how you can start fostering Digital Agility in your team today:

• Determine where your team’s biggest gaps are and fill those: Start by evaluating where your team stands today. You can use AIHR’s T-Shaped HR Assessment to evaluate capability across the core competencies, including Digital Agility. It’s also a good idea to conduct a structured skills gap analysis to pinpoint specific areas that need development. This helps you focus your upskilling efforts where they will have the greatest impact.
• Provide structured upskilling: Get your team AIHR’s Team License to provide them with structured, targeted upskilling in digital HR and on-demand support. 
• Identify digital advocates within your team: Look for team members who are comfortable navigating HR systems, collaboration platforms, and digital workflows. Support them in helping others adopt and use technology effectively. These advocates can play a key role in strengthening overall digital readiness across the team.
• Strengthen cross-team collaboration: Create stronger cooperation with other departments to share (learning) experiences, best practices, and insights.   
• Embed Digital Agility into everyday performance: Treat Digital Agility as a core part of how your team works. Set clear expectations around effective use of HR systems, digital collaboration, and responsible data practices in performance goals and development conversations to continuously strengthen Digital Agility across the team.
• Create opportunities for experimentation with HR technology: Regularly carve out moments in the team’s calendar to experiment with new tools and encourage people to set some time aside to do this individually – or in pairs, if they prefer – as well.  

To sum up

Digital HR is increasingly embedded in the way companies deliver value, operate, and make decisions. If HR professionals want to create the impact that organizations expect of them today and in the future, they need to become digitally agile sooner rather than later.

But beyond giving organizations what they are looking for, Digital Agility is a competency that every future-ready HR professional should want to have in their personal toolkit, as it is indispensable in today’s work environment and will give you a (big) competitive advantage when applying for a job or getting a promotion.

The post Digital Agility for HR Professionals: All You Need To Know appeared first on AIHR.

Beyond that, however, podcasts are a great way to broaden your horizons. They can help you expand your HR skills, teach you something new about recruitment and talent management, or take you on an episode-long journey into the future of work.  The best part is that it doesn’t cost you a single cent. 

To help you save time and find a podcast you’ll love, we’ve listed 21 of our favorite HR podcasts you should subscribe to right away. Bear in mind that this list isn’t exhaustive and that the podcasts below are listed in no particular order.

Contents
People Managing People
HR Superstars
The CHRO Mindset
HR Dialogues
#WorkTrends
DriveThru HR
The Employer Branding Podcast
HR Coffee Time 
Workology
HR Works
HBR IdeaCast
The Chad & Cheese Podcast 
Nine to Thrive HR
Everybody Hates HR
Future Ready Leadership with Jacob Morgan
The HR Uprising Podcast
Recruiting Future
The HR L&D Podcast
Eat Sleep Work Repeat
A Better HR Business
HR Leaders

1. People Managing People

People Managing People is a podcast that addresses the challenges of today’s work environment, such as high turnover, burnout, and employee disengagement, which impact both businesses and workplace culture. David Rice, an experienced journalist and HR writer with expertise in HR technology, DEI, employee experience, and talent management, hosts the show.

Format: Each 25- to 40-minute episode features real-life examples and stories from a diverse group of guests, including best-selling authors, founders, and organizational culture leaders.

Where to listen: The People Managing People website, Apple Podcasts, Spotify, and YouTube.

2. HR Superstars

HR Superstars is a podcast from 15Five that connects listeners with respected strategic people leaders who share valuable, actionable insights. 15Five’s VP of People, Karina Young, hosts the podcast and talks to some of the world’s leading innovators in the HR/People Ops space, willing to share their expert insights.

Format: Episodes are around 30 to 40 minutes long each and feature topics like how to have difficult conversations while maintaining empathy and how to make DEIB a part of your organization’s cultural DNA.

Where to listen: Apple Podcasts and YouTube.

3. The CHRO Mindset

The CHRO Mindset is a podcast by HR software and payroll SaaS company HROne that aims to help listeners rethink their approach to HR, and lead with a future-ready CHRO approach. The podcast features conversations with experienced global CHROs who share practical lessons, real career stories, and what it takes to lead HR at the board level.

Format: Each episode is approximately 40 minutes long and designed as a focused deep dive that ends with bite-sized takeaways and real-life career stories from global CHROs.

Where to listen: Apple Podcasts, Audible, Spotify, and YouTube.

4. HR Dialogues

In the HR Dialogues podcast, AIHR’s Chief HR Scientist, Dr. Dieter Veldsman, interviews experts on HR, HR technology, HR leadership, and more. This podcast is an excellent resource to learn about emerging HR topics like AI-based coaching, frontline employee experience, and shifting from a career ladder to a career lattice.

Format: Each podcast episode is usually between 30 and 50 minutes long, and offers a variety of insightful discussions and real-life examples you won’t find anywhere else.

Where to listen: Apple Podcasts, Spotify, and YouTube.

5. #WorkTrends

Hosted by the HR thought leader Meghan M. Biro, the #WorkTrends podcast features interviews with leading HR practitioners, experts, and HR tech vendors. Additionally, you can participate in live chats on X (formerly Twitter), which encourage interactive discussions on various work-related topics.

Format: In each 15- to 20-minute interview-based episode, a guest provides expert insights into diverse topics, such as the voice of the employee, hybrid work, rewards, and generative AI.

Where to listen: The TalentCulture website, Apple Podcasts, and Spotify.

HR tip

Keep one go-to resource you can return to when priorities shift. The HR Business Partner Resource Library is a free PDF that brings together practical guidance on strategic HR, people analytics, employee experience, communication, and the future of work in one place.

6. DriveThru HR

DriveThruHR dives into HR topics like technology, recruiting, talent management, leadership, organizational culture, and strategic HR. Hosted by experienced HR professionals Michael VanDervort and Robin Schooling, the show offers engaging and sometimes irreverent discussions with guests, providing valuable insights for HR practitioners.

Format: Each episode lasts about 30 minutes and features informal conversations between the hosts and guests on current HR issues and trends, making complex HR topics accessible and engaging for listeners.

Where to listen: Apple Podcasts, Podbean, Spotify, and WRKdefined.

You can also listen directly through the DriveThruHR website.

7. The Employer Branding Podcast

The Employer Branding Podcast focuses on building an employer brand and using your company image in talent attraction and recruiting. Host Jörgen Sundberg asks international employer brand leaders, rebels, and innovators for their favorite tips and tricks. Companies featured range from challenger brands with momentum to leading companies like Unilever and Walmart.

Format: Episodes range from 20 to 45 minutes long, and are presented in an easy-to-follow Q&A format.

Where to listen: Apple Podcasts, Spotify, SoundCloud, and the Link Humans website.   

8. HR Coffee Time

HR Coffee Time is a podcast hosted by career coach Fay Wallis. Fay used to work in HR and has coached many HR professionals, and her expertise and experience in this area clearly enrich the content of the podcast. What’s more, it’s ranked among the top 2% of the world’s 3.3 million podcasts by Listen Notes.

Format: The podcast consists of solo episodes and guest episodes. The latter features other experts and coaches who share their ideas on how to have a successful HR career without burning out.

Where to listen: Episodes are available on Apple Podcasts, Spotify, and YouTube.

9. Workology

The Workology podcast is the go-to HR podcast for the disruptive workplace, and HR leaders tired of the status quo. Host Jessica Miller-Merrell sits down with guests to discuss trends, tools, and case studies for business leaders. Topics include ‘The benefits of executive coaching in HR’, ‘Creating a Leadership Empathy Mindset’, and ‘Improving Your Workplace Communication’.

Format: Bite-sized, 25-minute episodes that cover mostly HR content, but also include less predictable topics like ‘Why autonomous vehicles are inclusive’.

Where to listen: The Workology website, Apple Podcasts, Spotify, and YouTube.

10. HR Works

The HR Works podcast by HR Daily Advisor is a great resource for those in the HR and recruiting fields, providing practical, actionable, and inspiring advice. The podcast features guests from various backgrounds to share their experiences in HR-related matters like employee experience, leadership development, and professional growth.

Format: In each 20- to 35-minute episode, the hosts ask thoughtful questions of their guests, who provide unique perspectives on the challenges and opportunities of the HR profession.

Where to listen: The HR Daily Advisor website, Apple Podcasts, iHeart, Muck Rack, Podchaser, SoundCloud, and Spotify.

11. HBR IdeaCast

Hosted by Alison Beard and Adi Ignatius, HBR IdeaCast doesn’t focus exclusively on HR, but can still be relevant to HR professionals. This business and management podcast by Harvard Business Review features insights into HR-related areas like hiring, recruitment, employee motivation, engagement and retention, team-building, workplace innovation, and hybrid work.

Format: Weekly episodes cover a wide range of topics, ranging from how a rival improves performance to tips on how to fix your hiring process, and everything in between.

Where to listen: The HBR website, Apple Podcasts, and Spotify. 

12. The Chad & Cheese Podcast

Dubbed “HR’s most dangerous podcast”, The Chad & Cheese Podcast is hosted by Chad Sowash and Joel Cheesman, who are “here to punch the recruiting industry right where it hurts”. The podcast uses tough questions and potentially controversial opinions to impart useful information on the field of Human Resources

Format: Each episode is around an hour long, covering topics like recruiting, talent management, and workforce economics. These are supplemented by The Shred, a short weekly roundup of what’s making headlines in the world of employment.

Where to listen: The Chad & Cheese website, Apple Podcasts, Spotify, and YouTube. 

13. Nine to Thrive HR

In the Nine to Thrive HR podcast by HCI, host Cindi Koetzle interviews HR professionals from Fortune 1000 companies, and other HR experts on a broad range of topics related to human capital. If you’re looking to learn directly from seasoned HR practitioners, this podcast from the Human Capital Institute is a great resource.

Format: The podcast episodes are about half an hour long and cover topics such as mental health, DEIB, change management, growth mindset, and more.

Where to listen: Apple Podcasts, Listen Notes, Muck Rack, Podchaser, Soundcloud, and Spotify.

14. Everybody Hates HR

If you’re looking for a fresh, less conventional take on HR topics, Everybody Hates HR is the perfect podcast for you. Hosts Lola and Velisa, who describe it as “an HR podcast with some seasoning”, discuss their listeners’ HR-related dilemmas, cover the latest news on employee rights, and tell their own humorous — and sometimes unbelievable — HR stories.

Format: Each episode is around 40 to 50 minutes long, with some featuring guests and all focusing on practical, relatable work-related content for the masses.

Where to listen: Apple Podcasts, Podchaser, Spotify, and YouTube.

15. Future Ready Leadership with Jacob Morgan

Future Ready Leadership with Jacob Morgan is a podcast hosted by five-time best-selling author and futurist Jacob Morgan. He has in-depth discussions on the future of work with prominent guests, including CEOs from Best Buy, Netflix, Hyatt, and GE, as well as leading thinkers like Seth Godin, Dan Pink, Yuval Harari, and Marshall Goldsmith.

Format: Each half- to one-hour episode explores a new topic and features a special guest who offers the insights, strategies, and tools you need to become a future-ready leader.

Where to listen: Apple Podcasts, iHeart, Spotify, and TuneIn.

16. The HR Uprising Podcast

Business psychologist, HR change agent, speaker, and coach Lucinda Carney hosts The HR Uprising Podcast. The show has two types of episides — In Focus, in which Carney takes an in-depth look into specialist topics; and the Conversations With series, in which she interviews experts and professionals in the HR/L&D field.

Format: In episodes that last somewhere between 25 and 45 minutes each, Lucinda explores HR ‘hot’ topics like succession planning, imposter syndrome, mental health, and culture change. 

Where to listen: Amazon Music, Apple Podcasts, Audible, Spotify, TuneIn, and YouTube. 

17. Recruiting Future

Recruiting Future explores the evolving TA landscape using insightful interviews with transformational TA practitioners and forward-thinking experts. This podcast is useful for anyone involved in hiring, as it provides the insights you need to help shape the future of talent acquisition in your organization.

Format: Each episode, Alder interviews thought leaders who are changing the hiring industry, covering topics such as AI, recruiting automation and marketing, employer branding, skills-based hiring, candidate experience, DEIB, internal mobility, and TA team transformations.

Where to listen: The Recruiting Future website, Apple Podcasts, Spotify, and YouTube.

18. The HR L&D Podcast

Hosted by Nick Day, The HR L&D Podcast is focused on helping HR and learning and development professionals get the best out of their workforce. It offers advice, guidance, and best practice initiatives to help develop the skills and capabilities that can equip HR professionals to drive business performance. 

Format: Each 40- to 60-minute episode features advice from HR and L&D industry leaders on a range of subjects, including content curation, leadership practices, OD, recruitment, and strategy.

Where to listen: Amazon Music, Apple Podcasts, SoundCloud, and YouTube. 

19. Eat Sleep Work Repeat

Eat Sleep Work Repeat revolves around the question of how we can fix work or ‘make work better’ — a topic that should interest HR leaders and professionals. Its host is Bruce Daisley, who formerly ran Twitter’s business in Europe, and wrote Eat Sleep Work Repeat: 30 Hacks for Bringing Joy to Your Job.

Format: In each 40- to 60-minute episode, Daisley chats with psychologists, scientists, and other experts about how to improve our jobs.

Where to listen: The Eat Sleep Work Repeat website, Apple Podcasts, and Spotify.

20. A Better HR Business

A Better HR Business is an HR and marketing podcast that explores how consultants and tech firms within the Human Resources space grow their businesses, as well as how they help employers bring the best out of their employees. Host Ben Geoghegan speaks to HR expert guests on HR topics like rewards and benefits, employee relations, DEIB, and L&D.

Format: Episodes can be as short as nine minutes or as long as 50 minutes, and many have featured guests from HR tech companies.

Where to listen: Apple Podcasts, PodBean, and Spotify.

21. HR Leaders

The HR Leaders podcast features insights from top Chief People Officers, CHROs, and leading HR expert on strategies and trends shaping the future of Human Resources. Host Christopher Rainey speaks to guests for their expert advice, real-world experiences, the latest trends in HR, and modern workplace strategies to enrich HR leaders and professionals.

Format: Episodes range from just 15 minutes to an hour, and cover topics like people management, leadership challenges, and transformative HR innovations.

Where to listen: The HR Leaders website, Apple Podcasts, Spotify, and YouTube.

To sum up

HR podcasts are one of the fastest ways to keep your skills sharp without adding another meeting to your calendar. Use this list as your shortlist: pick a few shows that match your role today, then add one that stretches you into where you want to go next — whether it’s stronger leadership, smarter people analytics, better employee experience, or more confident change management.

Next, make it practical. Choose three podcasts, subscribe, and commit to one episode a week for the next month. Take one idea from each episode and apply it immediately to updating a process, testing a new approach in a one-on-one, or bringing a fresh point of view into your next leadership conversation. If you do this consistently, you won’t just stay current in 2026; you’ll lead the work.

The post 21 HR Podcasts You Should Subscribe To Right Away [2026 Edition] appeared first on AIHR.

This article takes a closer look at pay equity, covering why it matters, relevant laws and legal considerations, how to conduct a pay equity analysis, common pitfalls to avoid, and best practices. Let’s get started.

Contents
What is pay equity?
Why is pay equity important?
Pay equity laws and compliance considerations
Pay equity vs. pay equality
Pay equity examples
How to conduct a pay equity analysis
Best pay equity software
Common challenges and mistakes in pay equity efforts
Best practices for building and maintaining pay equity
FAQ

What is pay equity?

Pay equity is the principle of paying employees in similar or equivalent roles the same amount. It is often described as equal pay for work of equal value. This recognizes that different jobs can be considered equal when they require comparable levels of effort, skills, responsibility, and contribution to the organization.

For example, if a company employs male warehouse operatives and female clerical assistants, and those roles are assessed as being of equal value, they should be paid the same. Differences in pay are only justified when they are based on legitimate, job-related factors such as experience, qualifications, skills, or performance.

Why is pay equity important?

Let’s take a closer look at why pay equity matters and how it influences fairness, trust, and long-term outcomes within organizations.

• Builds trust and engagement: When employees see that pay decisions are based on role value, skills, and performance rather than bias, it helps build trust and increases engagement.
• Improves pay decision consistency: A focus on pay equity encourages organizations to use clear, consistent criteria when setting and adjusting pay. This reduces ad hoc decisions and enables managers to explain pay outcomes with greater confidence.
• Promotes inclusion: Actively working toward pay equity signals that you value the contributions of everyone in the organization and support a culture of inclusion and belonging.
• Supports long-term retention: Employees who believe they are paid fairly compared to others in similar or equivalent roles are more likely to stay, helping reduce turnover and associated hiring costs.
• Reduces legal and compliance risk: Pay equity legislation exists worldwide and prohibits employers from discriminating in compensation based on personal characteristics, such as gender, race, or age. Complying with relevant equal pay and pay transparency requirements therefore reduces legal and compliance risks.
• Attracts candidates and strengthens employer brand: Organizations recognized for their fair and transparent pay practices have a competitive advantage in the talent market. They are more likely to attract a broader and more diverse pool of candidates, which in turn supports a stronger employer brand.

Pay equity laws and compliance considerations

Pay equity laws vary widely by jurisdiction, and compliance is a moving target for HR teams. States and localities have adopted a range of measures that go beyond federal requirements, so staying informed and proactive is essential if you want to avoid legal risk.

In the U.S., all 50 states and the District of Columbia prohibit pay discrimination on the basis of sex under their own versions of equal pay or anti-discrimination laws, consistent with the federal Equal Pay Act of 1963. However, the specific language of these laws and their enforcement can vary significantly from state to state. Some states also expand protections to other characteristics like race, age, or disability.

On top of traditional pay equity statutes, many states have introduced related rules that can affect how pay decisions are made and documented. These include:

• Salary history bans: Laws in numerous states and cities now prohibit employers from inquiring about applicants’ past pay, intended to prevent past inequities from perpetuating.
• Pay transparency requirements: A growing number of states require employers to disclose salary ranges in job postings or at specific points during the hiring process. For example, California, Colorado, Connecticut, Illinois, and Massachusetts have enacted laws that mandate salary range disclosure and related transparency measures.
• Reporting obligations: Some jurisdictions, including California, require larger employers to submit pay data reports to state agencies to help regulators spot patterns of inequity.

Because these laws change often and differ by location, it’s important for HR to:

1. Map applicable laws to every location where employees work, or candidates are recruited. Compliance may be triggered even if the employee works remotely from a state with specific requirements.
2. Review pay practices and documentation regularly to ensure that decisions around pay, raises, and promotions align with both federal and local rules.
3. Train hiring managers on salary history bans and transparency requirements so they avoid unlawful questions or omissions during recruitment.
4. Consult legal counsel before rolling out or updating compensation policies, as non-compliance can result in fines, penalties, and litigation risk.

Always double-check the most recent legal resources or consult your legal team before acting; statutes and regulations are frequently updated, and staying current is essential for responsible pay equity management.

Pay equity vs. pay equality

While the terms “pay equity” and “pay equality” are sometimes used interchangeably, they are not the same thing. Pay equity refers to the principle that different roles should receive similar pay, provided that both jobs require the same level of effort, responsibility, and skills. Think, for example, of a female nurse and a male technician. If both jobs are of equal value in terms of skills and responsibility, they should receive comparable pay, even if the roles themselves are different.

Pay equality, on the other hand, refers to the principle that jobs with the same responsibilities should receive the same salary. For example, two engineers on the same team with the same responsibilities, tasks, and title should receive the same remuneration. In this sense, pay equality focuses on ensuring consistency within identical roles.

Pay equity focuses on ensuring fairness across different roles that are comparable in terms of effort, responsibility, and skill level. It aims to correct systemic salary gaps tied to immutable traits like age, disability, ethnicity, gender, and other protected characteristics. To achieve pay equity, organizations employ methods such as job evaluation and compensation analysis to compare roles of equal value and address unjustified pay gaps.

Pay equality ensures that employees in identical roles receive identical pay. Its goal is to ensure that people who perform the same work receive the same salary. To establish pay equality, companies ensure they consistently apply pay scales to identical job titles and functions.

Pay equity supports an organization’s overall DEIB efforts, while pay equality ensures fairness in like-for-like job comparisons and helps prevent discrimination in specific roles. It’s important that HR professionals understand the differences between pay equity and pay equality, as addressing only one of these can leave a significant issue and a group of potentially unequally or unfairly compensated employees unaddressed.

Pay equity examples

Let’s explore some real-life pay equity examples from various companies.

Example 1: Coty

Global beauty company Coty operates in more than 125 countries and specializes in color cosmetics, fragrances, and skincare. The organization has strong female representation across its board, executive committee, and broader leadership population.

Coty reports a gender pay equity gap of 5% or less across all management categories, with an overall average gender pay gap of under 4%. The company aims to maintain an overall gap below 5% for employees in comparable roles with similar performance by 2030. One way it supports this goal is by embedding gender pay equity analysis into its performance and reward approach.

Example 2: Salesforce

Rather than treating pay equity as a one-off exercise, Salesforce has embedded it into its ongoing compensation practices. The company regularly analyzes pay across comparable roles to identify and address unexplained differences, factoring in job-related elements such as role, location, and experience. Over time, this analysis has expanded to include equity awards, as well as pay differences by gender globally and by race and ethnicity in the U.S.

By integrating pay equity reviews into its annual compensation processes, Salesforce seeks to promote consistency and fairness across the employee life cycle, from hiring and promotions to pay adjustments. This example shows how organizations can move beyond basic compliance and turn pay equity into a repeatable, structured practice.

Example 3: Starbucks

Starbucks has been committed to achieving 100% gender pay equity since 2009. The company reports that it has reached and maintained this goal for partners of all genders and races performing similar work in the U.S., and it continues to work toward achieving the same level of equity for partners globally.

One thing Starbucks did to support this effort was to eliminate questions about candidates’ salary history, helping prevent existing pay inequities from being carried over into new hires. Instead, the company uses job-related factors such as skills, experience, and, in some cases, education to determine a narrow starting salary range for each role.

Example 4: Adobe

Adobe’s journey toward fair pay began with clearly defining what pay parity meant within the organization. To enable accurate and meaningful comparisons, the company launched a job architecture initiative, creating and refining job families and levels as needed and realigning employees to roles that best reflected their work.

Once jobs were consistently mapped, Adobe began conducting annual reviews and making pay adjustments where necessary. The company also equips managers with training and resources to help reduce unconscious bias during the annual review cycle. Adobe continues to regularly reassess its approach to ensure pay parity is maintained across its global offices.

How to conduct a pay equity analysis

If you want to provide equitable compensation to your employees, a pay equity analysis (PEA) can be a great tool to understand whether (and where) pay disparities currently exist. Below is a simplified overview of what a pay equity analysis process typically involves.

1. Clarify your goals and secure buy-in

Start by clearly defining the purpose of your analysis. This could include addressing pay inequality among employees, reducing legal risk, or responding to expectations from shareholders or other stakeholders. Being clear about your objective from the outset will help determine both the scope of the analysis and the data you need to collect.

Once your goal is defined, you will be better positioned to explain the value of a PEA to senior leadership and secure their support. Because pay equity analysis requires time, resources, and cross-functional collaboration, leadership buy-in is essential for the process to move forward effectively.

2. Assess your current pay practices and policies

The next step is to review your existing pay practices and policies. This includes examining how compensation and benefits are structured across the organization and identifying any obvious inconsistencies or gaps.

For example, consider whether there are differences across locations if your organization operates in multiple countries or states, how compensation and benefits packages are designed, and whether current policies support fair pay across gender and ethnicity. A high-level review at this stage helps identify areas that may require further analysis later on.

3. Decide what “comparable work” means in your organization

In the U.S., “comparable work” is generally defined in state law as work performed under similar conditions and requiring similar levels of skill, effort, and responsibility. However, definitions and legal expectations can vary by location.

Identifying which employees perform comparable work is a critical step in the PEA process. This often means looking beyond job titles and focusing on the actual duties, responsibilities, and value of each role to ensure comparisons are meaningful and legally defensible.

4. Collect relevant data

The larger the employee population and the more relevant variables you include, the more reliable the results of a pay equity analysis will be. Much of the required data can usually be sourced from HRIS or payroll systems.

Some of the data you can collect for your analysis include salary information, such as base pay, bonuses, and variable compensation; position information, like job title, level, and team; and employee or contract information, including gender, age, working hours, and seniority. Throughout this step, it’s important to handle employee data carefully and protect confidentiality.

5. Identify and analyze pay differences within your company

Once the data is collected, you can begin identifying pay differences across comparable roles and employee groups. Many organizations involve external advisors or rely on internal data analytics and Compensation & Benefits Specialists to support this part of the process.

Although the analysis itself can be complex, the objective is straightforward: to determine whether pay differences can be explained by legitimate, job-related factors or whether they indicate potential inequities that need to be addressed.

6. Interpret the data

After completing the analysis, the next step is to interpret the results. This involves assessing which conclusions can be drawn with confidence and where additional factors may be influencing pay outcomes. For example, if the analysis focused primarily on base pay, it may be useful to review other compensation elements such as bonuses or equity awards.

Interpreting the data carefully helps distinguish between surface-level differences and deeper structural issues within the organization.

7. Share the results and take action

The final step is to share the findings with relevant stakeholders and take action where needed. This may include making pay adjustments, revisiting existing policies, or refining the process for making pay decisions.

Communicating outcomes more broadly also matters. Letting employees know that pay equity is being actively reviewed and addressed helps build trust and reinforces the organization’s commitment to fair pay.

HR tip

Start small if a full pay equity analysis feels overwhelming. Even reviewing pay consistency within one department or job family can surface useful insights and help build momentum for broader pay equity efforts.

Best pay equity software

Pay equity software helps organizations proactively identify, monitor, and address pay disparities across demographic groups. These tools support fairer compensation decisions while also helping employers stay compliant with evolving pay equity and pay transparency requirements.

Here are a few examples of commonly used pay equity solutions:

Common challenges and mistakes in pay equity efforts

As with any new initiative, working toward pay equity comes with potential pitfalls. Below are some of the most common challenges and mistakes organizations encounter.

• Relying on incomplete or messy data: A pay equity analysis is only as reliable as the data behind it. Missing or inaccurate information related to job levels, performance, location, or tenure can lead to misleading conclusions and cause certain pay gaps to go unnoticed.
• Using inconsistent job structures: Clear and consistent job structures help remove ambiguity around how roles are valued and compensated. In contrast, unstandardized job titles, levels, or responsibilities make meaningful comparisons difficult and can contribute to unintended pay inequities.
• Overcorrecting without a clear rationale: Making pay adjustments without clearly defined criteria or documentation can create new inconsistencies and raise fairness concerns. Any corrections should be tied to transparent, job-related factors and supported by data.   
• Treating pay equity as a one-time exercise: Roles, responsibilities, and labor markets evolve over time, as do pay equity and transparency regulations. Pay equity, therefore, requires ongoing monitoring and regular review, rather than a one-off analysis.
• Not accounting for local regulation: As discussed earlier, pay equity requirements can vary significantly by location. There is no single approach that works everywhere. Organizations operating across multiple regions need to account for local laws and regulations to remain compliant and avoid unnecessary risk.
• Failing to document decisions: Without proper documentation, it becomes difficult to explain or defend pay decisions later, particularly in the event of audits or legal scrutiny. Clear records help demonstrate that actions taken were thoughtful, consistent, and compliant.

Did you know?

Many organizations publish gender pay gap reports that include detailed breakdowns and action plans. Ryanair’s Gender Pay Gap Report, for example, shows how its workforce is distributed across roles, with women representing 60% of cabin crew but only 5% of pilots, and explains how this imbalance affects overall pay gap figures.

Best practices for building and maintaining pay equity

Now that we have covered common pitfalls, let’s look at what organizations can do to build and sustain pay equity. Below are several best practices to keep in mind.

• Start with a solid job architecture: Clearly define roles, levels, and career paths before analyzing pay. Consistent job structures make it easier to compare roles fairly and to explain pay decisions in a clear, defensible way.
• Clean and validate your data: Before running any analysis, review compensation, performance, tenure, location, and demographic data. Address gaps or inconsistencies early to avoid inaccurate results or misleading conclusions later on.
• Create a compensation philosophy: Your compensation philosophy outlines your organization’s core beliefs about pay, including how fairness, equity, and transparency are approached. It serves as a foundation for all compensation-related policies, processes, and decisions.
• Approach pay equity as an ongoing process: Regular pay equity audits help organizations proactively identify and address disparities as roles, markets, and regulations evolve. Ongoing review also helps ensure policies remain aligned with legal requirements and internal standards.
• Train managers on pay equity principles: Managers play a direct role in hiring, promotions, and pay decisions. Providing them with guidance and training on pay equity helps ensure decisions are applied consistently and reduces the risk of bias at key decision points.
• Communicate transparently: Be open about your compensation philosophy, pay equity goals, and progress to date. Clear communication helps manage expectations, builds trust, and reinforces the organization’s commitment to fair pay.

Next steps

Ensuring pay equity goes beyond meeting local legal requirements. It also involves offering fair compensation to employees and supporting attraction and retention efforts. If your organization has not yet started a pay equity initiative, now is a good time to begin. Move forward thoughtfully and consult internal or external experts to ensure your pay equity efforts remain compliant and effective.

FAQ

The post Pay Equity: What HR Professionals Need to Know in 2026 appeared first on AIHR.

This article will unpack various AI skills for HR professionals, why they matter, and what they look like in an HR context. It will also discuss AI fluency, technical and durable AI skills HR professionals should have, and how to prioritize which skills to develop first.

Contents
What are AI skills in HR?
AI Fluency: A core HR competency
12 crucial AI skills for HR professionals
3 steps to prioritize AI skills to develop in HR
FAQ

What are AI skills in HR?

In the context of HR, AI skills refer to both the technical and human aspects of working with artificial intelligence in HR. Technical AI skills enable HR practitioners to apply, configure, and govern AI tools and technologies in their everyday work. Alongside these sit a set of longer-lasting skills that shape how HR professionals think, decide, and lead when working with AI systems. At AIHR, we refer to these as durable AI skills.

Put simply, durable skills shape how HR professionals approach AI, while technical skills enable them to put AI into practice.

For example, introducing an AI-enabled hiring workflow requires technical skills such as applying AI tools, designing AI-powered solutions, and using prompts effectively to generate reliable outputs. It also calls for durable skills such as AI literacy, ethical judgment, experimentation, and advocacy to guide responsible use, manage risks, and build confidence in AI across the organization.

The continuously rising demand for HR workers with AI skills makes such skills increasingly important for HR professionals and their careers. Having HR teams skilled in AI is also vital for organizations — this would not only help speed up AI adoption in Human Resources, but across the entire business as well.

AI Fluency: A core HR competency

HR AI skills form part of the broader core HR competency of AI Fluency, which combines knowledge, skills, and behaviors required to work effectively with artificial intelligence. It’s the ability to work confidently and thoughtfully with AI, and to effectively apply, interpret, and oversee artificial intelligence to achieve organizational goals. 

AI Fluency enables HR practitioners and teams to ensure ethical and effective AI use, understand where AI adds value, and develop the mindset and skills needed to guide responsible adoption across the organization.

AI Fluency is one of the six core competencies in AIHR’s T-Shaped HR Competency Model. This competency model defines what HR professionals need to be effective and impactful in their roles.

It emphasizes the importance of building a broad foundation across core HR Competencies (the horizontal bar of the T), supported by deeper expertise in one or more Functional Areas (the vertical bar of the T), enabling HR professionals to deliver value across the organization.

The other five core competencies that form a common baseline for all HR practitioners are:

• Business Acumen
• Data Literacy
• Digital Agility
• People Advocacy
• Execution Excellence.

12 essential AI skills for HR professionals

Below are 12 key AI skills that comprise the broader AI Fluency competency for HR professionals, and are part of the T-Shaped HR Competency Model. They fall into two main categories — technical and durable skills:

Technical skills

Technical AI skills entail the ability to apply, configure, and govern AI-enabled HR tools and technologies in practice. They include:

1. AI tool application

This refers to the ability to operate AI-enabled tools and features using structured workflows, feedback loops, and data inputs to achieve efficiency, accuracy, and scalability in HR tasks.

What it looks like in practice:

• Using generative AI to write job descriptions
• Deploying HR chatbots to answer candidate questions 24/7
• Using AI in performance management.

Why it matters: Knowing how to operate AI-enabled tools brings a variety of benefits, including increased productivity and efficiency, reduced costs, and more structured processes.

How to develop it: This skill is probably the easiest to learn from a colleague or peer who is currently using the tool(s) in question. They can transfer their insights and knowledge to you. If no one is available, try reaching out to the tool’s company for more information.

2. Prompt engineering

Prompt engineering is the ability to give AI tools clear, structured, and context-rich instructions, so they generate accurate, relevant, and responsible outputs.

What it looks like in practice:

• Drafting job descriptions
• Summarizing interview notes
• Creating learning content
• Analyzing employee feedback.

Why it matters: Strong prompt engineering leads to more consistent, higher-quality AI outputs that require fewer rewrites, preventing you from having to spend unnecessary time or effort on revisions.

How to develop it: The best way to do so is through hands-on use. You can start by experimenting with prompts on low-risk tasks, comparing different prompt structures, and noting which inputs produce clearer, more inclusive outputs.

3. AI solution design

AI solution design is the process of identifying HR or business challenges and co-designing AI-enabled solutions to tackle these challenges. This demands an understanding of data inputs, model fit, and process requirements.

What it looks like in practice: Take, for instance, the issue of a long time to hire. To solve this problem, an HR team designs a simple HR chatbot that provides 24/7 candidate support, schedules interviews, handles FAQs, and more. This eventually shortens their company’s time to hire drastically.

Why it matters: Mastering even the basics of AI solution design can enable you to address pressing HR challenges and help build practical outcomes that add value to the business.

How to develop it: Focus on aspects such as data literacy, a technical understanding of AI tools, and human-centered design-thinking. Your learning journey will likely involve a mix of formal training and practical application.

4. Algorithmic matching

For HR professionals and recruiters, algorithmic matching involves understanding the mechanisms of the technology that intelligently pairs candidates (or employees) with jobs, opportunities, and training. This could, for example, mean defining the criteria for the algorithm (e.g., values or skills) and interpreting the results.

What it looks like in practice:

• Connecting existing employees to development opportunities, projects, or job openings
• Matching candidates to vacancies based on skills and culture fit.

Why it matters: Understanding how algorithmic matching works and using these tools in HR leads to more efficient and data-driven decision-making. This drives productivity and results, and reduces the risk of bias.

How to develop it: This skill requires some basic knowledge about bias mitigation, data ethics, and AI tools, which you can get from blogs, articles, (free) webinars, and videos. You can then learn how a particular AI-driven tool works from a colleague who already uses it. If you’re in the process of buying a new tool, direct your questions to the vendor.

5. Digital HR governance

Digital HR governance is the strategic framework that defines how an organization uses digital technologies in HR. As a skill, it refers to the ability to build this framework, set policies, maintain strategic oversight, align digital technology use with business goals, and ensure legal compliance.

What it looks like in practice:

• Data security protocols
• Clear policies for the use of (AI-driven) technology
• Oversight councils.

Why it matters: Solid digital HR governance ensures the compliant, consistent, and ethical use of digital technologies, such as AI, analytics, and cloud platforms.

How to develop it: Use a combination of formal and practical learning. The formal side involves legal and compliance, as well as skills like business acumen and data literacy. The practical side can include mentorships and (volunteering for) various digital HR projects.

6. AI governance

AI governance is the strategic framework that defines how a company applies AI technology to its HR function. As a skill, it refers to the ability to set clear policies, identify potential risks, and maintain oversight over the process of AI-related decision-making and monitoring.

What it looks like in practice: A good example of AI governance in HR would be the HR team leading training programs to educate other teams on what ethical AI use entails in its everyday operations.

Why it matters: Done well, AI governance clarifies how HR makes decisions, where accountability lies, and what’s permissible. This removes uncertainty and friction from the process.

How to develop it: Master the formal aspect (i.e., laws and regulations on AI and data use), and skills like business acumen and data literacy. You’ll also need to gain practical experience by learning from peers, joining HR AI projects, or finding a mentor.

HR tip

A great way to elevate your prompting skills is by taking our AIHR Gen AI Prompt Design for HR mini course. It will help you master Gen AI prompt techniques, and teach you how to apply them immediately in just a couple of hours.

Durable skills

Durable skills for HR remain valuable and relevant even when job requirements, tools, and technologies change. They guide how HR professionals think, decide, and lead when working with AI systems. In the context of the AI fluency competency, these skills include:

7. AI literacy

AI literacy is the ability to understand AI’s purpose, capabilities, and limitations. It also involves using knowledge of key concepts, data dependencies, and HR use cases to enable informed, responsible application.

What it looks like in practice:

• HR practitioners detecting bias in a tool’s output
• Knowing which tool to use best for analytics, summarizing, or content generation.

Why it matters: With AI influencing hiring, performance, and employee support, knowing the basics helps you reduce bias, protect data, and meet legal expectations. You’ll also be able to use AI to improve efficiency without harming trust or culture.

How to develop it: Combine taking a course — like AIHR’s Artificial Intelligence for HR Certificate Program — with practical experience and hands-on learning from other HR practitioners, as well as from IT.

8. AI collaboration

AI collaboration is the ability to work effectively with various AI systems using critical thinking, empathy, and contextual judgment. This helps achieve balanced, value-adding outcomes in which AI supports and complements human expertise.

What it looks like in practice: A well-known example is the use of preselection software that applies predictive analytics to calculate a candidate’s likelihood to succeed in a role. The outcomes allow HR and hiring managers to make data-driven decisions and enhance their decision-making process.

Why it matters: Working effectively with AI tools can speed up routine tasks, improve decision support, and free time for people-focused work. It also helps you set clear boundaries, validate outputs, and keep humans accountable.

How to develop it: Use a combination of regular (if not continuous) experimentation, hands-on training, perhaps from peers, and more formal training on ethical AI and data literacy.

9. Ethical AI practices

Ethical AI practices involve applying fairness, inclusivity, and ethical reasoning to AI implementation. They also entail using organizational values and people-centered principles to achieve responsible, equitable AI use.

What it looks like in practice:

• Recognizing bias in the use of AI in job descriptions and recruitment
• Applying inclusion, fairness, and transparency principles when using AI in areas like performance management and succession planning.

Why it matters: AI-driven decisions can affect careers, pay, and wellbeing. Applying ethical standards helps ensure fairness, protect privacy, and explain decisions clearly. This reduces legal, reputational, and cultural risks while maintaining employee trust.

How to develop it: Learning how HR AI tools use data and where they can fail, then apply a consistent checklist (including fairness, privacy, and transparency) by auditing one HR process for AI risks, testing outputs for bias or errors, and documenting decisions.

10. AI advocacy

AI advocacy is the ability to promote and model effective AI use through communication, peer learning, and knowledge-sharing to build greater confidence and capability across teams.

What it looks like in practice:

• HR is talking about the latest or upcoming AI initiatives in the organization’s internal newsletter
• Celebrating the launch of a new tool in a dedicated AI Slack channel
• A regular ask-me-anything hour where employees can share their questions or concerns about (upcoming) AI initiatives with HR.

Why it matters: HR can shape how AI is adopted across the business. It helps ensure AI improves work while protecting fairness, privacy, transparency, and employee trust.

How to develop it: You first need to upskill with foundational AI skills for HR professionals (e.g., AI literacy and ethical AI use), then role-model the desired use of AI in the organization by sharing insights and supporting others. 

11. AI experimentation

AI experimentation is the willingness to explore, test, and refine AI approaches with curiosity, feedback, and reflection to enable continuous improvement and innovation.

What it looks like in practice:

• An individual HR professional exploring new AI tools
• The entire HR department is testing a particular AI tool during a bi-weekly ‘AI power hour.’
• Staff attending a vendor webinar about their AI-driven HR tool, etc. 

Why it matters: It turns AI from hype into measurable improvements. Small, low-risk tests help you learn what works, check quality and fairness, build confidence, and avoid costly rollouts that don’t deliver.

How to develop it: Opt for consistent exploration and curiosity. Block some time in your calendar every week to experiment with an AI tool that interests you, or that your company is thinking of purchasing. If accountability works better for you, pair up with an HR colleague so you can keep each other on schedule and exchange helpful tips.

12. AI leadership

AI leadership  is the capacity to shape and guide AI strategies using business insight, foresight, and influence to effectively align AI initiatives and organizational goals.

What it looks like in practice:

• HR leading strategic initiatives that define and evolve the organization’s AI vision and responsible adoption roadmap
• The HR team actively promotes AI experimentation, confidence, and learning across the entire company.

Why it matters: Strong AI leadership aligns AI use with business goals and people priorities, builds the right skills, and sets governance so decisions stay fair, transparent, and human-led. It also drives change in a way that employees trust, reducing confusion, resistance, and compliance risk.

How to develop it: You’ll need to gain hands-on experience, master AI fluency, and develop skills like strategic thinking and change management. As such, you’d benefit most from a combination of formal training, work experience, and mentorships.

Before deciding which AI skills to focus on first, it helps to see how AI is used in day-to-day HR work. Our AI in HR Cheat Sheet Collection includes 10 short, practical guides covering AI strategy, governance, and hands-on use cases, including ready-made ChatGPT prompts for common HR tasks.

3 steps to prioritize AI skills to develop in HR

The AI fluency competency consists of many different AI skills for HR professionals. But where do you start? Here are three steps to help you prioritize what skills to develop (first). 

Step 1: Identify what’s most important right now

To determine what your role and team need the most at this point, you must ask and find answers to the following questions:

• What are the organization’s priorities right now, and what type of HR support will it need?
• What priorities or problems does my team focus on at the moment?
• Are there any AI skills for which I’ve been relying on others and I’d like to develop myself?
• Where do I want my HR career to go?

Step 2: Pick one or two skills to focus on

Depending on the answers to the questions above, you probably have a list of skills you want (or need) to develop. Choose one or two to start with. If your to-do list includes both technical and durable AI skills, you could pick one from each category to work on first.

Step 3: Integrate your new skills into your everyday work

Learning new skills is just one part of the equation. To make your investment in upskilling worthwhile, those skills must become an integral part of your personal tool kit that you use daily. Here’s an example of how you can do this: 

• Identify an upcoming project where you can apply your newly learned skills. Ideally, you’d have done this before determining which skills to develop
• Set a small goal for yourself (e.g., run one AI-driven performance review experiment)
• Ask for feedback from a colleague or peer with experience in this specific area
• Share what you’ve learned with your team and peers
• Look for ways to scale the approach team-wide, or to mentor others
• Revisit your progress and start learning another AI skill on your list.

To sum up

AI skills are quickly becoming a baseline expectation for modern HR, not just a niche advantage. Building AI fluency through the right mix of technical and durable skills helps you use AI confidently, embed it into HR workflows, and keep decisions fair, transparent, and human-led. This, in turn, allows you to deliver better outcomes without increasing risk.

The best approach is to start small and be deliberate: choose one or two skills that align with your current priorities, practice them in real work, and measure their impact. Over time, you’ll build both breadth and depth in line with the T-shaped model — moving from simply using AI tools to shaping responsible adoption across HR and the wider business.

FAQ

The post 12 Must-Have AI Skills for HR Professionals: A Comprehensive Guide appeared first on AIHR.

Luckily, we’ve compiled a list of HR conferences that have caught our attention for next year. The good news is that many offer virtual options, and some are even available for free. With that in mind, why not select a few that align with your goals and professional interests?

In our chronological list, we break down the price, location, whether it’s in-person or virtual, where it’s located, and why you should attend.

If you’re unsure which conferences will bring the most value, the AIHR HR Career Map can help. It shows common HR career paths and the skills needed at each stage, making it easier to choose events that support your next step.

Contents
January
February
March
April
May
June
July
August
September
October
November
December

January

Cannexus26 | January 26-28

Format: In-person and virtual options

Location: Rogers Centre, Ottawa, Canada

Cost: Register to learn more about ticket prices.

Why attend? Celebrating 20 years of Canada’s largest bilingual career and workforce development conference, Cannexus26 will cover current, crucial HR-related topics like employability, engagement, career development and counseling, and cultural curiosity and responsiveness. There will also be a pre-conference workshop on January 25 that includes a national Indigenous Skills and Employment Training (ISET) gathering.

Visit the conference page for more information and to register.

From Day One: Navigating the AI Revolution | January 27

Format: In-person

Location: The Georgia Aquarium, Atlanta, GA, U.S.

Cost: Tickets cost $427.60 (general admission) or $1,999 (service provider) each.

Why attend? Focusing on the theme Navigating the AI Revolution: How HR Leaders Can Make Technology Empowering, this one-day conference will impart practical, peer-led insights on using AI responsibly to improve work and HR outcomes. The agenda will cover real problems HR is tackling now, like burnout and retention, rising benefits costs, recognition and culture, and leading change without breaking trust.

Visit the conference page for more information and to register.

February

Talent Acquisition Week | February 2-5

Format: In-person

Location: Hyatt Regency Mission Bay, San Diego, CA, U.S.

Cost: Ticket prices start at $1,695 each (third early bird).

Why attend? As a long-standing conference, Talent Acquisition Week is the place to be for TA professionals and HR leaders. Attendees can look forward to engaging sessions, case studies, panel discussions, and more. Expect expert insights on relevant topics like employer brand and EVP transformation, modernizing talent attraction and EX, practical AI applications in TA, and tools for real-time talent sourcing.

Visit the conference page for more information and to register.

World HRD Congress | February 16-18

Format: In-person

Location: Taj Lands End, Mumbai, India 

Cost: Email secretariat@worldhrdcongress.com or use their online registration form to learn more about registration and fees.

Why attend? This year’s theme focuses on the Future of Work and how HR must pay attention to employee health and wellness, technological changes, and employer branding to future-proof itself. With multiple events to take place over the course of the conference, attendees will be able to learn and hear from more than 60 peers and experts from a wide range of globally renowned organizations.

Visit the conference page for more information and to register.

People Analytics World Conference | February 25-26

Format: In-person

Location: Zurich, Switzerland

Cost: Tickets cost CHF695 each.

Why attend? Organized by an international community of professionals, industry leaders, and technology developers dedicated to people analytics, this year’s event will focus on the theme of Driving Productivity and Workforce Optimization with People Data and AI. Conference objectives include strengthening strategic workforce decision-making, demonstrating AI’s productivity impact, and building a scalable people data foundation.

Visit the conference page for more information and to register.

March

HRcoreLAB’s 14th Summit| March 11-12

Format: In-person

Location: Porta Fira Hotel, Barcelona, Spain

Cost: Early bird tickets cost €1,072.50 each, and regular tickets cost €1,650 each; all tickets are subject to a 21% VAT.

Why attend? The HRcoreLAB Summit features the best speakers from leading organizations at study presentations, fireside chats, interactive sessions, workshops, and panel discussions. This year’s conference will explore how humans and AI systems can collaborate synergistically, leveraging the strengths of each to achieve better outcomes.

Visit the conference page for more information and to register.

UNLEASH America | March 17-19

Format: In person

Location: Caesars Forum, Las Vegas, NV, U.S.

Cost: Tickets cost $2,995 each for a general attendee pass.

Why attend? Join other HR professionals from around the world and learn from inspirational keynote speakers who will discuss AI, talent strategy, and the future of work. Day one features three UNLEASH Summits (Talent, CHRO, and AI), and you’ll also be able to explore cutting-edge WorkTech, meet the teams behind the tools, and kickstart your 2026 strategy with solutions that are built to deliver.

Visit the conference page for more information and to register.

Transform US | March 23-25

Format: In-person

Location: Wynn Hotel, Las Vegas, NV, U.S.

Cost: All-access conference passes cost $1,695 each for early bird purchases, and $2,795 each at retail price.

Why attend? This three-day conference promises to unite “the world’s most forward-thinking leaders to reimagine the future of people + work”. It will offer hands-on learning, group discussions, and expert speakers, as well as plenty of networking opportunities with people leaders, entrepreneurs, investors, and talent partners from around the world.

Visit the conference page for more information and to register.

HR Vision London | March 25-26

Format: In-person

Location: Courthouse Hotel Shoreditch, London, U.K.

Cost: Tickets cost £1,499 (early bird) or £2,499 each (regular tickets).

Why attend? HR leaders from around the world will gather at HR Vision London to explore how the latest advancements in HR technology can empower people and drive business growth. Attendees can look forward to learning about the latest HR analytics, best HR practices, and leadership insights, as well as networking with peers and industry experts.

Visit the conference page for more information and to register.

i4cp’s Next Practices Now Conference | March 30-April 2

Format: In-person and virtual options

Location: Fairmont Scottsdale Princess, Scottsdale, AZ, U.S.

Cost: Member tickets are $4,095 each for in-person and $1,295 for virtual; for non-members, tickets are $4,595 and $1,795 each, respectively.

Why attend? This year’s conference will dissect future-ready organizations, as well as the HR strategies and practices that drive them. It will also cover important current topics like HR’s use of AI and the rise of agentic AI, the future of work & HR organizational models, navigating anti-DEI challenges, and organizational culture change. You’ll also be able to network with top HR executives in a vendor-free environment.

Visit the conference page for more information and to register.

April

HR Tech Europe | April 22-23

Format: In-person

Location: RAI Amsterdam Convention Centre, Amsterdam, The Netherlands

Cost: Tickets start at €230 each; there are also a number of free tickets for HR leaders (see if you qualify here).

Why attend? HR Tech Europe is the region’s leading HR innovation event. It focuses on medium to large enterprises across industries and is committed to driving HR success through innovative technology. Designed for enterprises across all industries, the event is dedicated to its key mission of driving HR success through cutting-edge technology.

Visit the conference page for more information and to register.

WorkHuman Live | April 27-30

Format: In-person

Location: Gaylord Palms Orlando, Orlando, FL, U.S.

Cost: Ticket prices start at $1,117 per person for teams of five or more, and $1,595 for single general admission. Small groups of two to four can enjoy a discount.

Why attend? This conference brings together HR leaders, top researchers, and thought leaders for insights into sharpening HR skills in compensation and benefits, performance management, employee engagement, learning and development, people analytics, and DEIB. You’ll have access to workshops for structured, hands-on learning, Skills Labs for fast, practical upskilling, and big picture keynotes and panels.

Visit the conference page for more information and to register.

HCI Spark HR 2026 | April 28-30

Format: In-person and virtual options

Location: St. Pete Beach, FL, U.S.

Cost: Tickets cost $1,795 each between January 1 and March 15, and $1,995 afterwards.

Why attend? This HR conference covers timely topics like HR leadership and strategy, customer service, retention, the multi-generational workforce, AI in HR, and hybrid work culture. You’ll gain valuable insights into best practices for keeping remote workers engaged and productive, fostering intergenerational collaboration, and using AI and DEIB initiatives to personalize and enhance employee interactions.

Visit the conference page for more information and to register.

HR Technologies UK | April 29-30

Format: In-person

Location: ExCeL London, London, U.K.

Cost: Register your interest to receive updates on ticket prices.

Why attend? HR Technologies UK gives you the chance to meet the technology providers behind anything from full-service HCM systems to small, specific tools on the exhibition floor. You can also gain fresh insights from industry leaders in keynote speeches and seminars. Additionally, you can attend Learning Technologies, Europe’s leading workplace learning event, which will be co-located with HR Technologies UK. 

Visit the conference page for more information and to register.

May

HR Tech Asia 2026 | May 4-7

Format: In-person

Location: Suntec Singapore Convention & Exhibition Centre, Singapore

Cost: Tickets start at S$40 for a two-day HR personnel Expo Pass (register by January 31).

Why attend? An established HR conference, HR Tech Asia expects thousands of attendees whose main goal is to learn about the latest HR tech and how it can bring their organizations into the future. This conference offers HR professionals of any caliber the opportunity to refine their skills and learn alongside each other. 

Visit the conference page for more information and to register.

CPHR HR Conference & Expo 2026 (British Columbia & Yukon) | May 5-6

Format: In-person

Location: Vancouver Convention Centre, Vancouver, BC, Canada

Cost: Tickets cost $699 each for students or retired members, $1,199 for members, and $1,594 for non-members (register by February 17).

Why attend? This HR conference is focused on topics surrounding harmony, reconciliation, DEIB, reducing divisiveness, building a high-performing culture, and overcoming barriers to innovation in the workplace. You’ll get to network with hundreds of peers and fellow HR professionals, access the session recordings on-demand to earn more CPD hours and visit Canada’s largest HR Expo featuring the latest products and services.

Visit the conference page for more information and to register.

ATD26 | May 17-20

Format: In-person and virtual options

Location: Los Angeles, CA, U.S.

Cost: Tickets cost $595 (virtual) and $2,095 (in-person) for members, and $795 (virtual) and $2,495 (in-person) for non-members.

Why attend? ATD26 will cover multiple learning tracks, including future readiness, instructional design, talent strategy and management, and leadership and management development. You’ll benefit from the expertise of thousands of HR professionals worldwide, make new connections with industry peers, and hear from industry thought leaders and illustrious keynotes.

Visit the conference page for more information and to register.

Engage Employee Summit 2026 | May 20-21

Format: In-person

Location: Evolution London, London, U.K.

Cost: Register your interest to receive updates on ticket prices.

Why attend? Now in its 11th year, this HR conference hosts a variety of presentations and roundtable sessions. Its comprehensive agenda is packed with case studies from the world’s largest brands and insights from top experts in employee engagement. This year’s speakers represent globally renowned organizations like Google, Nestlé, Gymshark, ASOS, easyJet, Coca-Cola, Starbucks ,and many more.

Visit the conference page for more information and to register.

June 

HRcoreNORDIC | June 3-4

Format: In-person 

Location: Copenhagen Marriott Hotel, Copenhagen, Denmark

Cost: Ticket prices range from €597.50 (early bird) to €2,950 (vendor/consultant/freelance) each.

Why attend? This HR conference focuses on using Scandinavian best practices to define the future of work. You can expect in-depth looks into a broad range of HR-related subjects from over 30 expert speakers and more than 200 HR professionals representing over 30 countries. You’ll also have access to than 15 case studies from Scandinavian organizations, and workshops and panel discussions on the most pressing topics.

Visit the conference page for more information and to register.

HR Vision Amsterdam | June 3-4

Format: In-person

Location: Amsterdam, Netherlands

Cost: Tickets cost €1,499 (early bird) and €2,499 (regular tickets) each.

Why attend? HR Vision Amsterdam aims to deliver inspiration, and funnel ideas and strategic solutions to those shaping the HR landscape. It consistently provides top-level networking and a year-round platform for sharing new insights on the critical HR challenges. This year’s three conference streams include timely topics like modern leadership and L&D strategies and future TA strategies.

Visit the conference page for more information and to register.

CIPD Festival of Work | June 10-11

Format: In-person

Location: ExCeL London, London, U.K.

Cost: Register your interest to get updates on ticket prices.

Why attend: The CIPD Festival of Work will help you stay ahead of what’s changing in people management through practical sessions, real case studies, and expert speakers. It also allows you to connect with peers, solution providers, and thought leaders, and take back ideas you can apply immediately to improve hiring, performance, retention, and productivity.

Visit the conference page for more information and to register.

SHRM Annual Conference and Expo 2026 (SHRM26) | June 16-19

Format: In-person and virtual options

Location: Orange County Convention Center, Orlando, FL, U.S.

Cost: Ticket prices start from $2,195 (virtual) and $2,395 (in-person) for members, and $2,595 (virtual) and $2,795 (in-person) for non-members.

Why attend? SHRM offers four days of interactive sessions, panels, seminars, and networking opportunities. This year, SHRM will feature over 375 sessions to choose from, and match attendees who have similar roles and interests via AI-powered recommendations. You’ll also gain insight into AI breakthroughs, evolving regulations, and real-world strategies for navigating a rapidly changing workforce.

Visit the conference page for more information and to register.

TALENTpro Expofestival | June 17-18

Format: In-person and virtual options

Location: Zenith, Munich, Germany

Cost: Ticket prices range from $48 to $189.

Why attend? The TALENTpro Expo Festival will feature over 60 professional lectures and best practice examples in the areas of HR innovations, digital recruiting, content marketing, storytelling, applicant personas, and learning technologies, as well as nearly 80 exhibitors. You’ll be able to learn from a variety of peers and experts, including AIHR’s Chief Scientist (HR and OD), Dr Dieter Veldsman.

Visit the conference page for more information and to register.

Learn more about AIHR’s Subject Matter experts

Dr Dieter Veldsman, AIHR’s Chief HR Scientist, is a globally recognized expert in HR and organizational psychology and an established thought leader in strategic HR, OD, and the future of work. He has co-authored various books, including Work for Humans: Building Sustainable Employee Experience Strategies.

Read what our experts are saying on Leading HR.

July

28th Annual SIOPSA Conference | July 20-24

Format: Virtual (July 20-21) and in-person (July 22-24)

Location: CSIR International Convention Centre, Pretoria, South Africa

Cost: TBA

Why attend? The Society for Industrial & Organisational Psychology South Africa (SIOPSA) will hold this year’s annual conference with the theme Human + AI: Designing Positive Organizations through Augmented Intelligence, Inclusion, and Wellbeing. It promises to address the question: How can we design organizations where augmented intelligence supports human wellbeing, inclusion, and purpose? The event will also feature abstracts by AIHR’s Dr Dieter Veldsman and Lead SME Dr Marna van der Merwe.

Visit the conference page for more info and to register.

Learn more about AIHR’s Subject Matter experts

Dr Marna van der Merwe, AIHR’s Research & Insights Lead, is an expert in the future of work, HR impact, strategic talent management, career management, EX, and HR skills. Along with Dr Dieter Veldsman, she co-authored Work for Humans: Building Sustainable Employee Experience Strategies.

Read what our experts are saying on Leading HR.

ICAP 2026 | July 21-25

Format: In-person

Location: Firenza Fiera Congress and Exhibition in Center, Florence, Italy

Cost: Ticket prices range from €100 to €1,000.

Why attend? The 31st International Congress of Applied Psychology (ICAP) promises to offer exciting opportunities to learn, exchange ideas, and advance the science and practice of applied psychology. You’ll learn the latest applied psychology research on work, wellbeing, behavior, and decision-making, as well as evidence-based practices you can use to improve people outcomes at work. AIHR’s Dr Dieter Veldsman and Lead SME Dr Marna van der Merwe will be among the event’s esteemed speakers.

Visit the conference page for more info and to register.

August

AHRI National Convention & Exhibition 2026 | August 4-6

Format: In-person

Location: Brisbane Convention & Exhibition Centre, Brisbane, Australia

Cost: TBA

Why attend? The AHRI (Australian HR Institute) National Convention & Exhibition is the top annual event for Australia’s HR professionals. It brings together HR practitioners, business leaders, and industry experts to discuss and explore the latest trends, challenges, and advancements in HR. This year’s theme will be I AM HR, Hear Me Roar; you can subscribe to get updates on this and other AHRI events.

Visit the conference page for more info and to register.

HR Florida Conference & Expo 2026| August 30-September 2

Format: In-person and virtual options

Location: Gaylord Palms Resort & Convention Center, Kissimmee, FL, U.S.

Cost: Conference pass prices range from $125 to $1,149 each.

Why attend? The HR Florida State Council, a state affiliate of SHRM, will present its 48th annual conference under the theme Making Waves: Ordinary People Doing Extraordinary Things. One of the largest HR conferences in the southern U.S., it’s attracted over 2,000 HR professionals and vendors from all over the world. You can network with industry peers and even have the opportunity to earn maximum credits for both the HRCI and SHRM Competencies Certifications.

Visit the conference page for more info and to register.

September

Future of Work USA | September 15-16

Format: In-person

Location: Dallas, TX, U.S.

Cost: Conference pass prices range from $560 to $1,600 each.

Why attend? Future of Work USA is touted as “America’s leading and most influential gathering for HR, people, employee experience, talent, and L&D leaders shaping the future of work. Attendees can get practical strategies from senior leaders on leading change, improving employee experience, and building future-ready skills and leadership in the age of AI.

Visit the conference page for more info and to register.

October

Gartner HR Symposium/Xpo | October 6-8

Format: In-person 

Location: ExCeL London, London, UK

Cost: Tickets cost €3,400 (public sector price), €3,850 (early bird price), and €4,400 (standard price). All ticket prices are subject to VAT.

Why attend? This HR conference is an excellent event for CHROs and HR leadership teams. With great success in recent years, breaking through and helping foster innovation, Gartner aims to help CHROs learn new ways to shape their role and the HR function. This year’s event will also cover priorities like building AI into your HR function and workforce strategy, redefining skills success for TA, and forward planning for external volatility.

Visit the conference page for more info and to register.

UNLEASH World 2026 | October 20-22

Format: In-person

Location: Paris Convention Centre, Paris, France

Cost: Register your interest to receive updates on ticket prices.

Why attend? UNLEASH World is one of the world’s most influential HR conferences. It focuses on how the latest HR technology can revolutionize the world of work and features interactivity, connection, discovery, and entertainment. Additionally, the exhibition is now offering HR, recruitment, and learning professionals the opportunity to attend as exhibition visitors — free of charge.

Visit the conference page for more info and to register.

HR Tech Las Vegas | October 20-22

Format: In-person and virtual options

Location: Mandalay Bay Convention Center, Las Vegas, NV, U.S.

Cost: TBA

Why attend? For over 25 years, HR Tech has offered quality education and the chance to grow your network by connecting with thousands of like-minded peers and industry experts. You’ll gain invaluable insights from top industry experts and senior HR executives from leading organizations, and get exclusive looks into market trends and the future of work.

Visit the conference page for more info and to register.

November

HR Vision London | November 17-18

Format: In-person

Location: Courthouse Hotel Shoreditch, London, U.K.

Cost: Tickets cost £1,499 (early bird) or £2,499 each (regular tickets).

Why attend? This conference features two days of thought-provoking discussions on the future of work, including the latest trends in HR, talent management, and leadership. You’ll also learn how HR analytics and HR tech are revolutionizing people management practices, and even gain exclusive access to a year-round network of HR professionals to connect with.

Visit the conference page for more info and to register.

December

Employee Well-Being | December 7-9

Format: In person

Location: Signia by Hilton Orlando, Orlando, FL, U.S.

Cost: Register your interest to get updates on ticket prices.

Why attend? At this conference, you can examine the complex causes for the decline in workforce well-being, as well as emotional, physical, and financial solutions that will lead to a happier, more productive workforce. Through keynotes, panels, interactive exercises, networking, and case studies, you’ll learn to make smarter and better investments in well-being strategies, practices, and programs.

Visit the conference page for more info and to register.

Over to you

HR conferences, whether virtual or in-person, are an excellent way to learn about best practices in your area of HR, explore how HR can make a tangible business impact, and connect with other HR professionals to share your experiences and develop new ideas.

Enjoy the HR conferences of 2026!

The post 33 Top HR Conferences To Attend in 2026 appeared first on AIHR.