{"id":14675,"date":"2026-06-22T06:02:30","date_gmt":"2026-06-22T11:02:30","guid":{"rendered":"https:\/\/www.brightmine.com\/us\/?post_type=resources&p=14675"},"modified":"2026-06-22T08:41:36","modified_gmt":"2026-06-22T13:41:36","slug":"shrm-2026-3-key-takeaways","status":"publish","type":"resources","link":"https:\/\/www.brightmine.com\/us\/resources\/hr-compliance\/shrm-2026-3-key-takeaways\/","title":{"rendered":"SHRM 2026: 3 Key Takeaways"},"content":{"rendered":"\n
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by Emily Scace, JD<\/strong>, Brightmine Senior Legal Editor<\/p>\n<\/div>\n\n\n\n

SHRM 26, the annual conference of the Society for Human Resource Management (SHRM), brought together HR professionals from around the world for insights and networking. In educational sessions, keynote speeches and on the expo floor, a few themes carried throughout the conference.<\/p>\n\n\n\n

AI is here, but human judgment is more important than ever.<\/h2>\n\n\n\n

With dozens of educational sessions focusing on artificial intelligence \u2013 its risks, its disruption potential, its benefits, how to leverage it and more \u2013 there was no escaping the fact that AI is dominating conversations<\/a> about the present and future of work. But in session after session, thought leaders urged HR professionals to remember the human side of the equation. AI may create efficiencies and streamline certain work tasks, but it does not alter the fundamentals of working with and managing human beings.<\/p>\n\n\n\n

Core HR skills like having difficult conversations, upskilling managers, and communicating effectively and compassionately are not made obsolete by the rise of AI. They are more critical than ever. HR professionals who invest in and leverage those skills to lead through AI transformations and disruptions<\/a> will position both themselves and their organizations to succeed.<\/p>\n\n\n\n

Pay transparency continues to be top of mind.<\/h2>\n\n\n\n

With pay transparency laws<\/a> now on the books in 17 US states and counting \u2013 not to mention developments in the EU and around the world \u2013 the number of organizations that can afford to neglect pay transparency is shrinking fast. Compliance obligations are increasingly complex and nuanced, and baseline expectations are evolving across the employee lifecycle.<\/p>\n\n\n\n

As pay transparency increasingly becomes the norm, employers\u2019 pay practices are coming under the microscope. Pay equity<\/a> audits, external benchmarking and internal salary architectures have all taken on added importance and urgency as employers face added pressure to be able to explain and defend their compensation, both at a broad strategic level and in more granular terms as it applies to individual employees. To that end, employers need reliable, accurate timely data to inform their pay decisions. And while there are a variety of tools and approaches available, the basic principles of fair pay \u2013 compensating employees based on objective, business-relevant criteria and having a strategy to identify and fix unjustified pay disparities \u2013 have not changed.<\/p>\n\n\n\n

Times of uncertainty call for leadership and flexibility.<\/h2>\n\n\n\n

There is a steady undercurrent of uncertainty across multiple fronts, from AI disruptions to economic anxiety to geopolitical developments. Employers facing these headwinds may be tempted to act reactively and seek short-term fixes that will ultimately weaken their organizations over the long term. But HR professionals that can pivot quickly and act as strong partners in guiding strategic decision-making can help keep the focus on the big picture and demonstrate their value to the organizations they serve. New York Times <\/em>bestselling author Simon Sinek and SHRM President and CEO Johnny C. Taylor, Jr., both urged HR professionals not to sugar-coat difficulties that may lie ahead, but to lead with honesty, courage and transparency.<\/p>\n<\/div>\n\n\n\n

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