The Power of Personalization in Workplace Well-Being

BY Carrie Snider | November 13, 2025

Workplace well-being starts with a simple but powerful idea, according to Larry Baider, VP of talent management, leadership & learning at AmeriHealth Caritas: it’s helping people flourish. “When we come to work, we’re not leaving parts of ourselves at home,” he said. 

“If people are going to flourish, we need to create infrastructures and mechanisms to help them do that, and it’s really our responsibility if we want to help them be successful,” he said during an executive panel discussion about personalizing well-being at From Day One’s Philadelphia conference. 

That philosophy has guided AmeriHealth Caritas in developing a holistic approach to employee well-being. Through partnership, the company worked to expand mental health support and launched Parallel, a new program offering assistance for caregivers, recognizing that employees often juggle caring for children, parents, and themselves. 

Baider also highlighted the importance of human connection, noting the company’s formal mentoring program and thriving associate resource groups, including those for veterans and emerging leaders. Flourishing also means growth and alignment, he says. 

AmeriHealth Caritas has reimagined its talent development to be skills-based, encouraging employees to learn, apply, and reflect on new skills. Leaders have modernized performance management by reducing ratings and focusing instead on connecting people better to the organization’s priorities through cascading goals.

Personalization plays a crucial role in all of this, says Baider. Through AI-driven engagement surveys and adaptive learning tools, the company gains insight into individual and group needs. “It’s really about taking an ongoing, evolutionary approach to what you offer employees,” he said. 

Comprehensive, Personalized Care

As a physical therapist, John Grossman, clinical specialist at Sword Health, understands how truly unique individuals are. “No two people are the same,” he said. “They both could have back pain. We treat them completely differently.” That belief drives Sword Health’s mission to create technology-enabled, customized care that meets individuals where they are.

Sword Health focuses on musculoskeletal (MSK) health, one of the top drivers of healthcare costs in the U.S., accounting for more than $400 billion annually. Their goal, Grossman says, is to help employers contain costs while improving employee well-being. The company’s virtual care model has proven highly effective, showing a 3.2:1 ROI, a 70% decrease in surgery intent, and a 64% reduction in depression. “It’s important that you partner with strategic partners that are able to show you that and justify that,” he said.

Ximena Conde, reporter for the Philadelphia Inquirer, moderated the discussion 

Technology plays a critical role in delivering this personalized experience. Sword’s AI clinician, Phoenix, offers pre- and post-session, bi-directional communication with the members when they’re at home, while real-time biofeedback ensures that users perform exercises correctly. Physical therapists then use this data to “adjust, tailor, and modify a program for a member as they go through it,” Grossman added.

Sword’s platform also accounts for each individual’s unique needs. “Someone who is a desk worker, someone who is in a warehouse—they’re going to need two different programs,” Grossman noted. “We’ve created programs that take into account the member’s goals, work demands, hobbies, and condition.” This helps to ensure that every participant receives the right support to reach their goals.

Supporting Modern Family and Financial Needs

Today’s employees are looking for more than just a paycheck and a 401(k), panelists agreed. As Kendra Griffith, employee health & benefits client executive at Marsh McLennan Agency,  says, “It’s no longer that kind of traditional paycheck and a 401(k)—that’s not the holistic financial need of the employee.” With more dual-income households than ever before, employers are being called to support the full spectrum of their workers’ financial and family responsibilities.

Griffith highlighted paid leave as one of the most meaningful ways companies can make a difference. “I’d be remiss if I didn’t mention paid leave: paid leave for maternity, paternity, caregiving situations, adoption,” she said. “When employees feel financially supported to grow their families, they’re going to be more motivated to return to work and feel engaged through their employer.”

Childcare has also become a critical focus area. Griffith described the cost of childcare in the U.S. as at a crisis, noting that employees are often forced to choose between their careers and family needs. Forward-thinking organizations are addressing this by offering childcare subsidies, on-site daycare, emergency care options, or even lifestyle accounts to help cover dependent care and other family-related expenses.

These benefits do much to strengthen retention and engagement. As Griffith put it, “There are all these ways to impact the financial well-being of families that work for your organizations and contribute to your organizations.” 

Personalized Financial Support

Similarly, at New York Life, personalization is built into the company’s financial well-being strategy. “This is an area where personalization matters deeply,” said Catherine DaGrossa, corporate VP of HR. Recognizing that employees’ financial needs vary across life stages, the company takes a multi-layered approach to provide meaningful, flexible options.

One of the standout programs is New York Life’s student loan repayment benefit. Employees can earn $170 a month, up to $10,200 with no waiting period, DaGrossa says. This initiative directly helps relieve financial stress for employees managing educational debt while encouraging long-term financial stability. To complement this, New York Life offers one-on-one financial counseling to help them clarify their financial goals and develop confidence. Together, these benefits have made a measurable impact, with more than $14 million has been distributed through the student loan program alone.

Beyond immediate support, New York Life invests in long-term educational and financial growth. Programs like tuition reimbursement, academic advising, and expanded group benefit solutions—covering critical care, accident, and hospital indemnity insurance—allow employees to make choices that fit their personal and family circumstances.

The key, DaGrossa says, is intentional design. “One of the human truths is that employees want choice. Start with listening and then build it with inclusivity in mind.” By aligning financial benefits with individual goals, New York Life empowers employees to feel more secure, supported, and in control of their futures.

Flexibility and Employee Connection

Creating a culture of well-being starts with meeting employees where they are—literally and figuratively. At NFI Industries, flexibility and connection are central to that mission. “We’re a 24/7 organization,” said Melissa Winkelman, SVP of HR at the company. “So flexibility looks different for us. It’s about giving employees more control over their time, even in a nonstop environment.”

To achieve that, NFI has adopted mobile technology that allows employees to request time off, trade shifts, and manage their schedules from their phones. “For our frontline workers, that’s been huge,” Winkelman said. “They can make adjustments on the go, which helps reduce stress and improve work-life balance.” The ability to manage schedules digitally also minimizes administrative bottlenecks and improves communication between managers and employees.

Connection is another cornerstone of NFI’s well-being strategy. Through employee resource groups (ERGs) and peer networks, the company fosters inclusion, builds trust, and strengthens engagement. “We rely on our ERGs not just for cultural connection, but also for communicating wellness initiatives,” Winkelman said. “They help us reach people who might not check email every day but still need access to the same information.”

These efforts are paired with listening tools like engagement surveys and stay interviews to ensure the company remains responsive. “We want to understand what our people value and what’s missing,” Winkelman said. By integrating flexibility, communication, and feedback, NFI creates a workplace where employees feel seen, supported, and connected, no matter their role or location.

The panelists agreed that there is power in personalization. Companies are realizing that personalization isn’t a trend, rather it’s very much needed for workplace well-being. Whether through customized health programs, flexible scheduling, or targeted financial support, companies that listen to their employees and design benefits that reflect their unique needs see stronger engagement, higher retention, and greater overall satisfaction. 

Carrie Snider is a Phoenix-based journalist and marketing copywriter.

(Photos by Josh Larson for From Day One)

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