Our Top Takeaways from SHRM26

Each year, the national SHRM conference brings together HR professionals from across the nation, from all industries, to learn about the current state of the field. While we saw a re-occurrence of several common themes from last year, a few powerful takeaways made SHRM26 distinctly different. This year, we saw three trends that stood out:

1. A new view on AI: A different view on workforces using AI that was more grounded and pragmatic.
2. Actionable plans for better employee experiences: A focus on creating experiences that fit the context of individual employees’ lives, pay transparency, and effective strategies for improving employee sentiment.
3. An increased emphasis on reliable and personal background screening. HR teams are on the hunt for solutions that don’t overhaul the people element and deliver results they can trust.

A view on AI that reflects reality

Although using AI to increase productivity was still a major topic, the lens felt different this year. SHRM26 focused less on showcasing specialized tools for HR and more on challenging the “more is better " philosophy, focusing on realistic, long-term, and practical ways to use AI, and how to do so without losing focus on people.

In addition to offering a new lens on the use of AI within HR departments, several sessions explored how organizations are adjusting their strategies regarding employees. This year, multiple discussions focused on a deeper, more pragmatic perspective on AI's role in employee activities. We broke these common themes from the event into three main categories:

1. How using AI can create bias and additional legal risks across an organization if left unchecked, and how to address it
2. Conversations on how AI is a tool to boost efficiency across an organization, not a tool to reduce the workforce or replace human minds
3. The challenges employees face when navigating AI, including uncertainty, change fatigue, and productivity expectations, and how HR can guide a healthier pace of work

The overall takeaway on using AI in a corporate setting wasn’t about condemning it, but about grounding organizational perspectives in a more pragmatic view. While many sessions focused on increasing productivity with AI, a mindset that treated AI like a magic wand was absent.

This year’s conference made it abundantly clear that while AI rightfully has a place in the workforce, organizations are starting to rethink how AI can be used to increase productivity sustainably. Without care, unrealistic expectations around AI can damage the overall employee experience.

Actionable plans for better candidate and employee experiences

One of the most consistently discussed themes was improving candidate and employee engagement. The importance of engaging candidates and employees is not waning; it only seems to be accelerating. Much of the growing demand for meaningful connections and workplace health is driven by the influence of Gen Z and Gen Alpha in the workforce. In other words, better candidate and employee experiences are not simply a trend that persists; they've become a necessary part of HR functions to attract top talent among the next generation of corporate employees and future leaders.

Sessions this year have moved far beyond data and consensus that candidate onboarding and employee sentiment are increasingly important, into more nuanced, multifaceted discussions. SHRM26 was full of in-depth on- and off-panel discussions about placing greater focus on detailed action plans to help HR fully address engagement challenges and to bridge the gap between better candidate experiences and momentum after onboarding. Below, we break down our top three takeaways on candidate and employee engagement.

1: Rethinking effective employee experience management

Addressing employee engagement at its root was a recurring topic that broke into a couple of different directions. HR is often responsible for overall retention and employee engagement rates. However, engagement usually comes from sentiment and the overall relationship with direct supervisors and middle management.

At the same time, middle management is often left with much of the responsibility for carrying out an organization’s vision for stronger employee engagement, without the tools or resources needed to do so. This can quickly leave a gap between goals and action in making meaningful changes to employee retention and engagement. Multiple sessions this year revolved around closing the gap in employee engagement initiatives through training and empowering managers with the tools, communication, and insights they need to be a bigger part of an organization’s overall employee engagement strategy.

2: A heightened focus on pay transparency

While most sessions on pay transparency focused on legal compliance, the topic was frequently tied back to improving employee engagement and well-being. By improving clarity around compensation, pay ranges, and decision-making, organizations can help reduce uncertainty and perceptions of inequity that can ultimately lead to disengagement. Pay transparency is becoming more than just a compliance practice to cover bases; it’s an expression of values and fairness that influences how employees feel about and experience work culture.

3: Meaningful individualized employee wellness

Long gone are the days of throwing an office pizza party or getting everyone a gym membership. This year, there were numerous conversations and sessions on tailored wellness plans for employees, based on individual needs, including grief, burnout, mental health, unique life circumstances, and neurodivergent experiences. Sessions focused on dedicating time, resources, and understanding to give employees coming from different walks of life the care they need, so that they can give their best selves to organizations in return.

The search for reliable background screening solutions that don’t lose sight of real human support

From comments and themes during sessions that carried over into conversations throughout the event hall, the need for employee screening solutions that preserve human involvement and service was palpable.

We couldn’t agree more. At Verified Credentials, we believe that true efficiency is more than being quick. Our goal is to provide clients with background checks that are:

• Fast and consistent
• Supported by real people and a 100% U.S.-based team when you need them the most
• Flexible to fit your specific screening needs as times change

Our commitment to supporting HR as times change

As workforce expectations evolve, HR leaders are being asked to balance more competing priorities than ever before: move quickly without sacrificing quality, create better employee experiences without adding administrative burden, and adopt new tech without losing sight of the people behind every hiring decision. It’s not easy, but we are up for the challenge.

At Verified Credentials, we believe that meaningful employee engagement starts before day one. We are dedicated to providing a high-quality employee background check experience for any role that allows HR professionals to screen quickly and efficiently without cutting corners, while creating a positive candidate experience.

As HR continues to change, we remain committed to investing in new technology, partnerships, and services to help HR keep up with demands and hire quickly with confidence, while our 100% U.S.-based team delivers the support needed for employees and businesses to succeed together.

Learn what sets Verified Credentials apart. Chat with our team.