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Employee experience has traditionally been designed around standardised journeys: the same onboarding, communications, support processes and workplace experiences delivered to broad employee populations. But the moments that matter rarely occur in the same way for everyone. A new manager taking responsibility for a team, a parent returning from leave, an employee considering an internal move or someone struggling to resolve a pay issue may encounter the same organisation but require fundamentally different experiences.

AI and agents create the possibility of moving from journey-level personalisation to moment-level relevance. By combining employee context, organisational knowledge, preferences and real-time signals, organisations can anticipate needs, adapt communications, recommend the right action and increasingly coordinate tasks across HR, IT, workplace and business systems. The opportunity is not simply to make self-service faster, but to make the organisation respond differently according to who the employee is, what they are trying to achieve and what is happening around them.

That creates a new set of choices for Employee Experience leaders. Hyper-personalisation can become surveillance if context is used without appropriate boundaries; proactive support can become unwanted intervention; and agentic experiences can create new fragmentation if different functions deploy them independently. This panel will examine how organisations can use AI and agents to make the moments that matter more personal, anticipatory and effective while preserving employee agency, trust and equitable access.
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Discussion points:‍
• How to move from standard employee journeys to personalised moments: identifying where individual context materially changes what an employee needs, and determining which moments warrant AI-enabled anticipation, adaptation or action.
• How to orchestrate AI and agents around the employee rather than the technology stack: connecting HR, IT, communications, workplace services and organisational knowledge so employees receive a coherent experience without needing to understand which function or system owns the task.
• How to establish the boundaries of hyper-personalisation: deciding what employee data and signals agents should be permitted to use, when proactive intervention becomes intrusive, where human involvement remains essential, and how to measure whether personalisation is improving trust, effort, inclusion and outcomes.

AI is erasing the traditional boundary between people strategy and technology strategy. Decisions about platforms, data access, identity, cyber risk and enterprise architecture now directly affect employee experience, workforce design, skills and organisational trust. Informal cooperation between HR and IT will therefore be insufficient for the scale of transformation ahead.

This panel will explore how CIOs and CHROs can create shared decision rights, investment priorities, data standards and measures of success. Without a formal partnership, organisations risk building parallel AI ecosystems, creating inconsistent employee experiences and leaving critical questions about privacy, accountability and adoption unresolved. A stronger alliance gives the enterprise one roadmap connecting technology architecture with the human changes required to produce value.
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Discussion points:‍
• How to divide and share responsibility for AI architecture, work redesign, governance and adoption.
• How to create a joint roadmap connecting HR platforms, enterprise data, security and workforce priorities.
• How CIOs and CHROs can report value through shared technology, productivity, adoption and trust measures.

Traditional HCM platforms were designed to store employee records and execute predictable processes. The next architecture must support intelligent systems that interpret intent, move between platforms, initiate work and make recommendations or decisions. HR leaders must determine where the core HCM platform ends, where specialist applications begin and which layer will govern agents operating across them.

Without a clear architecture, organisations risk agent sprawl, duplicated automation, insecure permissions, inconsistent data and deeper vendor lock-in. The objective is not necessarily to replace the existing technology stack, but to create a governed path from systems of record to systems of action. This panel will help HR leaders evaluate platform strategies, interoperability and the controls required before autonomous technology becomes embedded throughout HR operations.
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Discussion points:‍
• How to define the role of the core HCM platform within an agentic HR ecosystem.
• How to decide what to build, buy, integrate, consolidate or retire.
• How to govern agent identity, permissions, data provenance, monitoring and accountability.

As AI changes how work is performed, organisations must reconsider what contribution they value and reward. Measures based primarily on activity, volume or individual output can become increasingly misleading when AI absorbs routine execution. Human judgement, collaboration, creativity, coaching, learning and responsible decision-making will become more important, but these contributions are often less visible in conventional performance and reward systems.

Recognition provides a real-time view of the behaviours, relationships and contributions that employees value across the organisation. Used responsibly, this information can strengthen culture, identify emerging skills and inform a more complete view of performance. Organisations that fail to modernise rewards may reinforce outdated work, create perceived unfairness and weaken motivation. Closing the summit with this discussion reinforces the central message that greater use of AI must be accompanied by a clearer and more intentional valuation of human contribution.
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Discussion points:‍
• How to redefine performance and value as human and AI contributions become increasingly interdependent.
• How recognition data can reveal collaboration, capability, culture and previously unseen contribution.
• How to align recognition, performance, pay and career opportunity around the behaviours required for the intelligent workforce.

Most organisations hold extensive information about employees and candidates, yet still struggle to answer fundamental questions about capability. They cannot consistently see which skills people possess, which adjacent roles they could perform, who is ready for greater responsibility or where external talent may be required. Talent intelligence can connect internal and external data to create a more forward-looking view of skills, potential and readiness.

The risk is replacing fragmented human decisions with an opaque algorithm that employees and managers do not trust. Used well, talent intelligence can improve hiring, succession, workforce planning, internal mobility and development while surfacing overlooked talent. Used poorly, it can reinforce historic patterns or create a false sense of precision. This session will focus on turning talent data into explainable, responsible and actionable enterprise decisions.
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Discussion points:‍
• How to create a dynamic view of skills, potential, career adjacency and workforce readiness.
• How to connect talent intelligence with hiring, development, succession and workforce planning decisions.
• How to establish transparency, validation and human oversight for AI-generated talent recommendations.

Employees are experiencing the psychological effects of continuous change, increased performance pressure and uncertainty about how AI will affect their work. At the same time, AI may help people navigate care, find relevant support and receive assistance earlier. The opportunity is to move beyond a reactive EAP model towards more accessible, personalised and continuous mental health support.

Mental healthcare is also an area in which poor AI design can cause significant harm. Employees may fear surveillance, automated judgement or inappropriate employer access to sensitive information. Generic tools may fail to recognise clinical risk or escalate someone to human support. This session will examine where AI can safely enhance mental healthcare, where clinical professionals must remain responsible and how organisations can support employees through AI transformation without compromising trust.
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Discussion points:‍
• Which mental health and care-navigation use cases are appropriate for AI and which are not.
• How to establish clinical escalation, privacy, data separation and responsible-use standards.
• How to connect access and utilisation with clinical, workforce and business outcomes.

AI is changing the economics and division of labour between internal recruiting teams, RPO providers, staffing partners and technology platforms. Activities previously outsourced because they required significant human capacity may now be automated, while new needs are emerging around data, integration, change, specialist expertise and agent supervision. Talent leaders must decide which capabilities are strategically differentiating and which are better delivered through an external ecosystem.

Without a clear sourcing model, organisations may outsource fragmented activity while retaining the underlying complexity and risk. They can also lose control of candidate relationships, data and institutional hiring intelligence. This session will explore how to build an elastic talent delivery model in which internal teams, partners and AI are accountable for shared outcomes rather than disconnected process stages.

Discussion points:‍
• How to determine which recruiting capabilities should remain internal, be outsourced or be automated.
• How to redesign RPO commercial models around outcomes, quality, flexibility and value.
• How to protect candidate ownership, data continuity, employer brand and decision accountability.

The CHRO’s responsibilities increasingly extend beyond the traditional HR function into work design, enterprise AI adoption, productivity, technology, culture and organisational transformation. Titles such as Chief Work Officer, Chief People and Technology Officer, Chief HR and Agent Officer, and Chief AI and HR Transformation Officer signal a wider debate about where these responsibilities should sit and what authority the role needs.
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Changing a title without redesigning the mandate, team or decision rights will merely create role overload. Conversely, failing to expand the role may allow technology, operations or strategy functions to assume responsibility for decisions with profound workforce consequences. This conversation will examine what should genuinely be added to the CHRO portfolio, what should remain shared, and how organisations can build the leadership capability and succession pipelines required for the next generation of people executives.
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Discussion points:‍
• Which enterprise responsibilities are increasingly moving towards the CHRO and which should remain shared.
• What emerging people-executive titles reveal about changing organisational priorities.
• How to redesign the CHRO leadership team, capability profile and board relationship around the expanded mandate.