I just returned from the 2025 SHRM Conference, and while I’m glad I went, I left feeling emotionally drained. Beyond the usual post-conference drag, it was a deeper fatigue that comes from seeing a disconnect between HR’s big conversations and what workers truly need.
SHRM is massive: thousands of attendees, hundreds of sessions—and yes, there were sessions actually doing the work, digging into those tough DEI and identity conversations. Those moments reminded us of what’s possible. But they were too few. For most of the conference, the narrative was dominated by AI and compliance. It felt like identity, equity, and actual lived impact were sidelined, and that absence was hard to ignore.
That earned a few noteworthy spotlights: a handful of breakout sessions directly addressed DEI fears and challenges head-on. These were the sessions willing to name power and privilege, to admit the discomfort, and to offer tangible pathways forward. They reminded me why this work matters. But unfortunately, they weren’t the norm, and more often felt like unexpected detours.
Then came the real eyebrow-raiser: SHRM’s 2025 “Ethical Leader of the Year” award went to the CEO of Bank of America. Not a terrible employer per se—but a bank with a history of serious customer harm issues:
- A $250 million settlement in 2023 over junk fees, fake accounts, and data mishandling
- Allegations of discriminatory lending and underinvestment in underserved communities
- $500,000 donated to the Trump–Vance Inaugural Committee—one of many large political contributions, often on both sides of the aisle, that raise serious questions about values and influence
If SHRM truly wanted to spotlight ethical, people-centered leadership, other candidates, like Costco’s CEO, may have been a more authentic fit. This decision felt polished and corporate, reflecting sponsor interests more than community values.
And speaking of optics, SHRM also rebranded its fall Inclusion 2025 conference to “Blueprint 2025 – Compliant. Connected. Competitive”. It’s as if inclusion was repackaged as a strategic checkbox, no longer a compass for personal or cultural transformation.
Then there’s the AI obsession.
Conference energy around AI sounded hopeful: a chance to elevate human intelligence. There were panels on ethical AI, but the bigger trend was a tilt toward efficiency and automation, with surprisingly little focus on how real people, especially those from underrepresented identities, would be affected.
It was almost as if automation was being treated as the cure for HR’s messy human stuff—flexible schedules, pay equity, and values. But swapping humans with machines doesn’t fix systemic issues—it buries them.
So, what’s the take?
- Bright spots were there: brave sessions delivered honest discussions supporting workers and values. They mattered personally and professionally, but they were rare.
- AI and compliance dominated: shaping the conference’s tone, often at the expense of humanity and identity.
- Sponsor-first priorities surfaced: in award choices and branding, signaling whose voices are uplifted, and whose are muted.
We know countless SHRM members genuinely want to advance fairness, inclusion, and belonging. But when the organization’s center of gravity shifts toward sponsors, scale, and optic-friendly narratives, it puts those noble intentions under pressure.
That begs the question: Are we better off investing our energy in SHRM, or in spaces that champion human-centered, equity-first conversations? The bright moments gave me hope, but are they enough?
We’re leaning toward finding and creating spaces that reflect the courage and conviction I saw in those standout sessions. Our work deserves more than the veneer of compliance. It deserves unapologetic humanity.