As TM professionals, we carry such an incredible load of emotional labor, compassion and empathy for those we serve at our institutions. How might we put our oxygen masks on first to minimize burnout and find effective strategies for our personal employee engagement? Join executive coach Emili Bennett in this session, structured as a group coaching, to reflect on how to prioritize your wellbeing, minimize burnout, and share strategies with your employees on ways to find greater fulfillment and engagement at work.

Who are the key influencers in your organization? Who are the risk-takers? Is ambiguity feared, or is it embraced? In talent management organizations, the key influencers and risk-takers often sit at the top of the organizational chart. The vast majority of the team fears uncertainty. On the other hand, talent leadership organizations embrace ambiguity in every corner of the organization. People at all levels and functions feel supported and are encouraged to take risks, to exert their influence. We will explore the differences between managing people and leading talent and discuss strategies for building an organizational culture that motivates, inspires and challenges people to lead from where they are.

What can a small shop do to build a culture of retention and referral? Onboard, 'upboard' and Offboard effectively. Seton Hall has implemented a comprehensive, streamlined and centralized divisional HR function with minimal budget, while providing substantial benefit to the team. Come learn how one person with ingenuity and effort can build a program to support candidates, hiring managers and employees through the complete recruitment cycle.

The state of diversity, equity, and inclusion is increasingly coming under attack as numerous individuals, state legislative bills, and well-funded thinktanks work feverishly to dismantle and invoke fear toward any progress. Institutions in some states are being directed to remove the language of diversity within their recruitment materials, and others are experiencing the call for removal of senior level diversity administrators after decades of student advocacy and intentional university commitment. What does this brewing anti-DEIB storm mean for the profession of advancement; how can advancement organizations build capacity to be agile during a contentious time? This session will expose strategic talent management professionals to topics targeting DEIB that may challenge their progress forward. In addition, this session will assist professionals in processing their internal strategy and position while identifying opportunities to stay the course on their DEIB strategic plans and initiatives.

The ideal ratio of Talent Management (TM) staff to staffing headcount varies by organisational need, but the general estimate is two TM staff per 100 employees. Given the current workforce challenges that TM staff are expected to address, TM staff must seek methods that amplify their contributions in the workplace.