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Live Conference Recap BY Jessica Swenson | June 15, 2026

Recognizing and Retaining a Distributed Workforce

Tangible recognition of the unique needs employees face on a daily basis is a key to engagement and retention, says Heidi DeSautel, managing director of client delivery at Growth Operators. This can show up as schedule flexibility, location flexibility, and customized benefit programs that enable employees to fulfill familial responsibilities and improve their quality of life in meaningful ways.“We see a lot of generational differences on our team. We really try to be intentional, to meet them where they are, and provide them with support that they value as recognition in our workforce.” she said. “Just really understanding and valuing where they’re at and being intentional about providing that for them, so that they can support our clients the best they can.”Methods to engage and recognize distributed employees were discussed by a panel of leaders at From Day One’s Minneapolis conference. The panel was moderated by Colleen Flaherty Manchester, professor of work and organizations and director of the center for HR and labor studies for Carlson School of Management. Elissa Beach, director of HR for WCG, saw her company embrace fully remote work after the pandemic, including a significant reduction in office space. WCG maintained its strong connections by establishing a cross-functional, multi-level project team that gathered data through employee research, focus groups, and surveys to inform a new strategy and playbook that help teams stay connected.The playbook helps employees and managers identify potential team activities based on time allotments, financial budgets, and specific target categories like communication, collaboration, connection, or community. “We were ultimately recognized for this particular playbook in the remote work excellence category, but we continue to evolve it and add to it over time, and it's been something that all of our employees continue to use daily,” Beach said.The group of leaders spoke about "Recognizing and Retaining a Distributed Workforce" on stage in Minneapolis Other organizations intentionally create connection opportunities through planned in-person and group events. Sherrie Kronforst, VP of HR for Thrivent, discussed the summits, meetings, virtual events, and collaborative technology that her organization uses to maintain strong intercompany relationships. Thrivent also offers a virtual recognition program through a platform called Pathfinders, and provides every employee an annual recognition budget each year. “Anybody can recognize anybody,” Kronforst said, “and every employee gets a budget every year, so they can [give] a social recognition, or a points-based recognition.”Beach acknowledges that employees want to be seen by their broader work community and not just their boss. By shifting employee recognition more heavily to Microsoft Teams channels, she says that WCG has seen broadened engagement and amplified social connection between teams. This helps take the onus off of managers as a single source of recognition and employee celebration. The continuous change and uncertainty in today’s workplace, especially regarding AI and job security, creates a clear need to build and sustain employee resilience. Acknowledging employee fears, creating supportive cultures, and encouraging peer support in collaborative spaces are some simple ways that employers can help teams to build that resilience, says DeSautel. In addition to virtual connection points like Slack, DeSautel says, she sees clients create geographical hubs that enable employees to get together in person. “They try and get them together in person a couple times a year, so that they are able to meet each other and create that personal relationship. I think that’s one of the things that helps employees the most with resilience.”Supporting a healthcare workforce that spans a variety of patient-facing facilities with varying roles, scopes of work, and computer access results in a completely different set of needs. Jen Bailey, VP of total rewards and HR shared services at Allina Health, spoke about the multi-faceted approach Allina takes to equip its leaders to recognize employees in real time. This model includes everything from digital social recognition platforms to in-person leader huddles, group conversations, monetary and non-monetary recognition, and care-on-the-spot acknowledgements.“It’s a really unique blend of trying to provide the leaders with the tools that they need and being able to meet the employees where they're at, so it's always evolving,” Bailey said.To position employees for recognition through development and advancement opportunities, some organizations are focusing on leadership competencies, talent pipeline maximization, and elevated performance appraisal systems. “We’re really looking at that senior leadership group to be the folks who are leading us into the future,” said Kronforst, “so we have recently reset expectations for leaders; we’ve created executive level competencies.”Through this refined performance management program, Thrivent’s leaders are better positioned for the proactive problem-solving and accelerated decision-making that will eliminate bottlenecks and maintain momentum on strategic organizational initiatives. Leaders are also expected to not only reach their goals, but reach them in a way that aligns with the company’s culture and values. “It’s not just the what, but the how,” said Kronforst. “So, making sure that we’re connecting the dots, [looking at] what are we developing and how are we rewarding and recognizing the right behaviors.”Increasing shortages of healthcare workers has caused Bailey and team to think creatively about how to maintain a strong talent pipeline. Allina has built apprentice programs for hard-to-fill clinical positions, creating internal mobility for existing Allina employees while opening up entry-level positions and career advancement options for external candidates.Employees are encouraged to explore new roles within system clinics, hospitals, and specialty sites before Allina seeks external hires. “Making sure that we’re leveraging our internal talent before we go to the external market has been another big piece of that internal growth and recognition,” said Bailey. “So, investing in who and how is going to fill those roles for us, then leveraging that internal talent. How do we ensure that we’re providing those growth opportunities?”For those external hires it does make, Allina launched a new program to improve the experience for first-year employees, which includes an in-house wellbeing navigation program designed in partnership with mental health physicians and EAP partners. Confidential navigators help employees locate and connect with the appropriate resources for their needs. The American Hospital Association has recognized this initiative, says Bailey, and the program’s growth is increasingly driven by word-of-mouth rather than internal marketing efforts, demonstrating the value derived by employees.She framed employee well-being support as a crucial element of HR: “from the retention standpoint, what can we offer as an employee that is unique and special for them, so that they can not only care for the community but for themselves.”Jessica Swenson is a freelance writer, content strategist, and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by Josh Larson for From Day One)

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Feature BY Erin Behrens | June 09, 2026

Meet the AI Natives Who Don’t Want to Be

Just because they’re good at it, doesn’t mean they like it. Growing up with algorithmic feeds and AI-generated content, Gen Z is one of the most AI-fluent generations, but increasingly, they’re the most skeptical of it. It’s a paradox playing out in the workplace, on social media, and even on the stages of this year’s commencement ceremonies, where VIP-speaker references to the promise of AI were met with choruses of boos.Many employers have assumed that because Gen Z grew up alongside these tools, they’re both comfortable and confident using them in professional settings. But the reality is far more complicated, and to understand how Gen Z is actually navigating this moment, From Day One went straight to the source.A Label That Might Not FitFirst, the roots of the label. An AI native “refers to something—usually a product, company or workflow—that was designed from the ground up with AI as a core component, not bolted on later as a mere feature,” according to an IBM explainer. In some cases, Gen Z has been given this title simply due to the timeline of AI’s emergence in the workforce and education. Having been early adopters in terms of their age, they’re generally not getting into a deeper commitment. According to a Gallup poll, “Gen Z’s use of generative AI in everyday life has been largely stable since March 2025. About half (51%) of 14 to 29 year olds continue to say they use AI either daily (22%) or weekly (29%), while 11% report using it monthly, 20% every few months, and 19% say they never use it.” But use doesn’t necessarily equate to trust or excitement. “In most of these cases, Gen Z-ers have become increasingly skeptical, increasingly negative—from a place where even last year, they weren’t particularly positive about it,” Zach Hrynowski, a senior education researcher for Gallup, told the New York Times.Rocki Rockingham, chief HR officer at GE Appliances, notices that younger employees aren’t more trusting of AI than their older counterparts, but on the other hand, they are “more willing to take chances. To try new things, to do things differently,” she said at From Day One’s Miami conference. It’s a distinction worth making at a time when Gen Z’s feelings about the new technology grow more complicated. The Pipeline ProblemRecruiters and hiring managers are increasingly flagging AI fluency as a core qualification in the workforce. It’s no longer a differentiator, but table stakes. An ominous new corporate cliché has even been propagated: AI won’t take your job, but someone who knows how to use it will. Postings that once listed tools like Google Suite and Canva are now leading with ChatGPT and prompt engineering. The message to Gen Z candidates is clear: you were born into this, so you should know it.The expectation of AI fluency creates uneven ground for those early in their careers who may not have hands-on experience with the technology, widening the gap between candidates before they’ve even had a chance to compete. Dani Monaghan, the SVP of global talent enablement at Expedia Group, worries about the access. “If you’re not taught AI at school or in university, and you don’t have the means to access technology, I think the gap is bigger than it will ever be before,” she said at From Day One’s Seattle conference. It’s a gap that’s leaving members of Gen Z increasingly wary. One member of Gen Z, Alec Gautier, a graduate of Marist University’s class of 2023 and now a retention specialist at Saatva, says his attitude toward AI “is one of skepticism.” At root is his distrust of its creators. “I am not inherently opposed to the idea of generative AI, but its current architects and proprietors have, to put it lightly, dubious motives,” he said. This skepticism seems to be a trend, with 14% of Gen Z reporting a decline in excitement in AI since 2025, and 48% believing the risks in the workforce outweigh the benefits, according to Gallup data. Even if Gen Z realizes that AI will have to be part of their working lives, they don’t like the side effects and don’t want to wear the label.Their Role in Leading AI ResistanceWhile Gen Z is being cast as the face of AI prodigy in the workplace, they are also the ones leading the resistance against it, or at least, being the loudest about their unease with it. At graduation ceremonies this spring across the U.S., many graduates hooted at distinguished commencement speakers who spoke of AI, including former Google CEO Eric Schmidt at the University of Arizona. He acknowledged that graduates feared “that the future has already been written, that the machines are coming, that the jobs are evaporating, that the climate is breaking, that politics are fractured, and that you are inheriting a mess that you did not create.” But he told them, essentially, that if they don’t like it, they should just fix it. Alvarado, records management specialist at the Jefferson County Clerk's Office in Watertown, NY, shared her thoughts on the AI boom (photo courtesy of Alvarado)Indeed, students, new graduates, and those early in their careers are experiencing existential concerns about AI’s ethics and its impact on their life and work. They worry about how it affects our ability to connect and be creative, and also the mere amount of “slop” being brought into the world. “AI is just being used way too commonly across all fields, including art, music, fashion, writing, anything that takes a little bit of creativity or brainpower,” Hailey Alvarado, a St. Lawrence University class of 2022 alumna, told From Day One. “When we have an automated intelligence that is programmed to affirm everything we say to it, there is no actual intelligence. It’s just a robot designed to agree with us,” she said.Gen Z also worries about their ability to find early-career roles at a time when entry-level jobs are being stripped away. “Companies are citing A.I. as the reason for mass layoffs; according to the Alliance for Secure A.I., there have been almost 120,000 A.I.-linked job losses in the United States just since last year. Recent college graduates are facing a brutal job market as entry-level positions disappear and A.I. renders the application process inhumanly opaque,” according to the New York Times. And those fortunate enough to get jobs may be arriving just in time to find that “AI is unraveling the social fabric of work,” as Aki Ito, chief correspondent at Business Insider, reported last month. Perhaps most importantly, the generation fears the technology’s environmental impact as its ubiquitous data centers gobble up resources and spew pollution. Having grown up in a world marked by environmental disasters and an escalating climate crisis, Gen Z has long been associated with sustainability activism, and their skepticism of AI is no exception. “While I do have some personal and professional concerns about AI, they are wholly secondary compared to my environmental concerns about the technology,” said Gautier. “The environmental implications of AI I find deeply troubling. The proliferation of data centers and the damage they’ve already done to local ecosystems, public spaces, and fresh-water sources in vulnerable communities is extremely distressing,” he said. The Future of Connection, Creativity, and WorkNo generation can be reduced to a single trait or defining point, but when a crowd of graduates erupts in unanimous boos when their supposed role models mention AI, it’s hard to dismiss it as anything other than a distress signal. Whether it’s a trend, a backlash, or something more lasting, one thing is clear: Gen Z’s relationship with AI is far more portentous than the “AI native” label suggests.The frustration for many isn’t just about the technology itself, but also about what gets lost when we rush to adopt it. Said Alvarado: “We need more true, genuine connections, more creative expression, more critical thinking. Not less. Not from a robot.”Erin Behrens is an associate editor at From Day One.(Featured photo by PeopleImages/iStock)

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What Our Attendees are Saying

Jordan Baker(Attendee) profile picture

“The panels were phenomenal. The breakout sessions were incredibly insightful. I got the opportunity to speak with countless HR leaders who are dedicated to improving people’s lives. I walked away feeling excited about my own future in the business world, knowing that many of today’s people leaders are striving for a more diverse, engaged, and inclusive workforce.”

– Jordan Baker, Emplify
Desiree Booker(Attendee) profile picture

“Thank you, From Day One, for such an important conversation on diversity and inclusion, employee engagement and social impact.”

– Desiree Booker, ColorVizion Lab
Kim Vu(Attendee) profile picture

“Timely and much needed convo about the importance of removing the stigma and providing accessible mental health resources for all employees.”

– Kim Vu, Remitly
Florangela Davila(Attendee) profile picture

“Great discussion about leadership, accountability, transparency and equity. Thanks for having me, From Day One.”

– Florangela Davila, KNKX 88.5 FM
Cory Hewett(Attendee) profile picture

“De-stigmatizing mental health illnesses, engaging stakeholders, arriving at mutually defined definitions for equity, and preventing burnout—these are important topics that I’m delighted are being discussed at the From Day One conference.”

– Cory Hewett, Gimme Vending Inc.
Trisha Stezzi(Attendee) profile picture

“Thank you for bringing speakers and influencers into one space so we can all continue our work scaling up the impact we make in our organizations and in the world!”

– Trisha Stezzi, Significance LLC
Vivian Greentree(Attendee) profile picture

“From Day One provided a full day of phenomenal learning opportunities and best practices in creating & nurturing corporate values while building purposeful relationships with employees, clients, & communities.”

– Vivian Greentree, Fiserv
Chip Maxwell(Attendee) profile picture

“We always enjoy and are impressed by your events, and this was no exception.”

– Chip Maxwell, Emplify
Katy Romero(Attendee) profile picture

“We really enjoyed the event yesterday— such an engaged group of attendees and the content was excellent. I'm feeling great about our decision to partner with FD1 this year.”

– Katy Romero, One Medical
Kayleen Perkins(Attendee) profile picture

“The From Day One Conference in Seattle was filled with people who want to make a positive impact in their company, and build an inclusive culture around diversity and inclusion. Thank you to all the panelists and speakers for sharing their expertise and insights. I'm looking forward to next year's event!”

– Kayleen Perkins, Seattle Children's
Michaela Ayers(Attendee) profile picture

“I had the pleasure of attending From Day One. My favorite session, Getting Bias Out of Our Systems, was such a powerful conversation between local thought leaders.”

– Michaela Ayers, Nourish Events
Sarah J. Rodehorst(Attendee) profile picture

“Inspiring speakers and powerful conversations. Loved meeting so many talented people driving change in their organizations. Thank you From Day One! I look forward to next year’s event!”

– Sarah J. Rodehorst, ePerkz
Angela Prater(Attendee) profile picture

“I had the distinct pleasure of attending From Day One Seattle. The Getting Bias Out of Our Systems discussion was inspirational and eye-opening.”

– Angela Prater, Confluence Health
Joel Stupka(Attendee) profile picture

“From Day One did an amazing job of providing an exceptional experience for both the attendees and vendors. I mean, we had whale sharks and giant manta rays gracefully swimming by on the other side of the hall from our booth!”

– Joel Stupka, SkillCycle
Alexis Hauk(Attendee) profile picture

“Last week I had the honor of moderating a panel on healthy work environments at the From Day One conference in Atlanta. I was so inspired by what these experts had to say about the timely and important topics of mental health in the workplace and the value of nurturing a culture of psychological safety.”

– Alexis Hauk, Emory University