The Power of Personalization in Workplace Well-Being
BY Carrie Snider November 13, 2025Workplace 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 CareAs 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 NeedsToday’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 SupportSimilarly, 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 ConnectionCreating 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)
Strategies for Effective Global Workforce Collaboration
BY Carrie Snider November 13, 2025In today’s global economy, collaboration is measured by an organization’s ability to bridge borders. As companies expand across continents, effective global workforce collaboration has become both a business necessity and a competitive advantage.At From Day One’s October virtual conference, HR leaders from global organizations shared the lessons they’ve learned leading diverse, distributed teams—offering a roadmap for turning global complexity into global strength. For global organizations, the success of an international assignment often hinges less on logistics and more on people. Ranjith Menon, senior VP of corporate HR at HGS, says that one of the most overlooked factors in global mobility is the well-being of the employee’s family. “The number one predictor for a failure of such an international assignment, according to me, is also the spouse or the partner’s adjustment in the country,” he said. “Most of the time we need to keep in mind that it’s a dual-career challenge.”While HR teams often focus on visas, compliance, and tax equalization, Menon believes the key to long-term success lies in supporting the full family experience. Employees may face isolation, culture shock, or challenges accessing healthcare and education for their children—factors that can quickly erode engagement. “No matter how much cross-cultural training or other support we provide to spouses and children, there is still a challenge that needs to happen,” he says. Creating “a home away from home” becomes essential for retaining both the talent and their commitment.Subadhra Sriram, founder of Workforce Observer, moderated the discussion among leaders (photo by From Day One)Repatriation, also known as the return home, is an equally critical phase that requires careful planning. Too often, employees worry they’ll be “out of sight, out of mind,” unsure how their new skills will be applied. “Our job doesn’t stop at sending someone successfully and helping them assimilate in the foreign country,” Menon says. “It also involves bringing them back successfully and making sure all those experiences are properly utilized in the home country organization.”At HGS, that process starts early. Employees are paired with a mentor in their home country who stays in touch during the assignment, ensuring a smooth reintegration that brings both global insight and renewed engagement to the team. Building Psychological Safety Across CulturesFor global teams to thrive, collaboration depends not only on structure and technology but on trust—something that can look very different across regions and cultures. Jennifer Cone, director of process, experience & analytics for talent acquisition at Intel, says the key is listening deeply and responding with cultural sensitivity. “We overcome psychological safety challenges by not just listening, but hearing and reacting to what employees in each of the regions are saying,” she said. “What feels like growth and opportunity in one culture can feel very different in another.”At Intel, the emphasis is on creating practices that foster inclusion and mutual respect, regardless of geography. Cone observed that after the pandemic pushed teams to remote work, many initially faced “meeting overload.” But over time, teams discovered better rhythms of communication. “It’s more about the practices—the cadence and regularity that builds trust,” she said. “You have to create predictability in how people connect.”Part of that trust comes from designing structures that support global employees. Cone advised organizations in the audience to be thoughtful and intentional about their org design. When expanding internationally, it helps to co-locate at least two employees together, rather than leaving a single person to work alone across borders. “Two people in a location have more of a sense of connection and belonging,” she said.She also emphasized that compliance and transparency are foundational to safety. “Compliance should be built into the process and tools, not treated as an add-on,” she said. By integrating global standards with local flexibility, Intel creates consistency without sacrificing regional authenticity.Ultimately, Cone believes psychological safety is a discipline. “It’s about creating the space where people can bring their full selves to work,” she said, “and know that their perspectives, no matter where they sit in the world, are valued.”Leveraging Technology and Local ExpertiseAs global workforces become increasingly distributed, organizations must bridge not only time zones but also cultural and regulatory divides. Roberta Richards, HR director at Netcracker Technology, oversees HR strategy for more than 12,000 employees working on telecommunications software projects worldwide. What makes the company unique is that many of the employee teams are sitting at customer sites in different countries, rather than centralized in one office, Richards says. This decentralized model demands both technological agility and cultural intelligence.Technology plays a vital role in keeping these far-flung teams connected. “We have different WebEx IM chats, multiple group chats, and tools to send messages to entire teams or the entire company,” she said. The organization has also leaned on Zoom recordings and AI-powered transcription to make global communication more inclusive. “I think people are still trying to figure out how to adopt AI as a tool in their company,” she said, “but it’s going to be a major influence in how we collaborate moving forward.”Still, even the most advanced technology can’t replace local knowledge. When Netcracker enters a new country, Richards said the company relies on in-country partners to navigate compliance and cultural nuances. “It’s okay to rely on local experts,” she emphasized. “They’re going to know the law inside and out, what confidentiality covenants you can include in contracts, and so on.”Ultimately, success comes from balancing global consistency with local adaptability. “We have multiple cultures working on projects in new countries that no one’s ever worked in before,” she said. “So trying to determine those cross-cultural collaborations between the teams and communication is essential.” By pairing smart technology with trusted local expertise, Netcracker builds stronger, more resilient global teams.As global workforces continue to evolve, one truth remains: collaboration begins with connection. Whether that connection comes from helping an employee’s family adjust abroad, building psychological safety across cultures, or combining digital tools with local expertise, the heart of collaboration is understanding.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by VectorMine/Shutterstock)
Inclusive Well-Being Strategies for a Multigenerational Workforce
BY Carrie Snider November 05, 2025A multigenerational workforce requires leaders to understand its diverse needs, life stages, and work environments of employees. At From Day One’s San Francisco conference, leaders shared practical approaches that combine flexibility, technology, and human-centered design to make benefits truly inclusive for everyone.Inclusive benefits are all about recognizing the diverse needs of its workforce, according to Neela Campbell, VP, head of people at Hims & Hers. “Our biggest challenge right now is looking at our demographic,” she said. “We’re fully remote, with people all over different geographies and different ages and life stages, and we’re constantly designing and redesigning the benefits package and offerings that really can meet people where they’re at.”That flexibility is essential in a remote-first environment. Campbell says the company quickly learned the importance of being intentional about how it operates. “Zoom fatigue—we’ve all been affected by it,” she said. “What we learned quickly was about really working to be intentional about the way that we are operating as a remote-first company.” To help employees thrive, Hims & Hers limits unnecessary meetings, promotes asynchronous work, and emphasizes respect for focus time and personal boundaries. “It might sound simple,” she added, “but when you put it in action, it can be very impactful and valuable.”Despite being fully remote, the company still values in-person connection. “We have an incredible employee experience team that works really hard to make sure we’re able to meet and have impactful conversations,” Campbell said. Those face-to-face moments help strengthen relationships and foster collaboration, so when employees return home, they maintain that personal connection.Consider Cognitive Load for All EmployeesSupporting employee well-being in the age of AI starts with recognizing just how much mental strain today’s digital world demands—for employees of any age. “We are sitting at the intersection of one of the greatest technology transformations of all time,” said Kelly McMahon, VP of organizational effectiveness at Equinix. “When you think about what it takes to actually manage AI workloads and the demand on compute power and space and energy—we serve our customers in enterprise and hyperscaler—and that made me feel a little stressed out.”Michal Lev-Ram, contributing editor at Fortune and contributor for CNBC, moderated the discussion Learning new technology can be challenging at times. More than that, though, it’s the constant cognitive switching that comes with it, that affects everyone, she says.McMahon calculated that she sent and received nearly 20,000 Teams messages so far this year. “When we talk about burnout and cognitive load, that’s what we’re talking about,” she said. “You stop thinking about one thing and you start thinking about another.” The endless pings, meetings, and context changes add up—and for many employees, especially working parents, the load can become unsustainable.After hitting a wall herself, McMahon said she had to “take a hard look at my calendar and how and where I was spending my time.” Her lesson for other leaders: boundaries are essential. “Start with preservation of the time. Start with your priorities.”McMahon encourages companies to simplify processes and empower employees to manage their focus. “Simplicity is the ultimate form of sophistication,” she said. “If your calendar is 10 hours back-to-back, you’re probably not going to effectively manage your cognitive load.”Bridging Generations in the WorkplaceAt Keysight Technologies, employees span an incredible age range—from their 20s to their 90s. Older employees have key skills that are hard to find and are looking at the end of their career. Younger employees are just starting. Many have different needs, but most have the same core needs.“It’s about making sure everybody is heard,” said Heather Ostrowski, global senior director of benefits. “We have to design benefits that meet people where they are in life, whether they’re just starting out, raising families, or planning for retirement.”Convincing leadership to invest in a broad spectrum of well-being programs hasn’t always been easy. “You have to show the value,” Ostrowski said. “Executives want to see data that proves these benefits impact productivity, retention, and health outcomes—and we’ve been able to do that.”One standout success has been Keysight’s partnership with Sword Health, a virtual physical therapy platform. “We’ve had amazing feedback about the Sword program,” Ostrowski said. “It’s helped reduce musculoskeletal claims—our second-highest cost area—and saved 29 employees from surgery.” The result? Lower healthcare costs and a 14% increase in productivity.Ostrowski also emphasized the importance of listening and evolving as generational needs shift. “What a 25-year-old values isn’t the same as what a 55-year-old values,” she said. Inclusivity is something a company does intentionally, she added. “It has to start small,” Ostrowski said. “You start by creating acceptance, by making it okay to say, ‘I need a mental health day.’ That’s how trust—and real well-being—takes root.”Simplifying Through ConsolidationAs organizations strive to meet the diverse needs of their employees, many are realizing that managing multiple benefit vendors can create unnecessary complexity. “When we think about benefits, oftentimes we’re actually a replacement of other vendors,” said Megan Burns, lead benefits solutions consultant at Benepass. “What we do from a customizable spending accounts platform is consolidate a budget to one card.”That one card gives employees freedom and flexibility, something the company values because it matters to people. “We work with employers to put parameters around how employees can choose to use those benefit dollars,” Burns said. “Sometimes it’s physical fitness, sometimes it’s emotional health, and oftentimes it’s things like food delivery or groceries.” By consolidating benefits into a single, intuitive platform, Benepass streamlines administration while it increases engagement, as employees are more likely to use benefits that fit their personal lifestyles.While consolidation is more convenient for workers, it also saves money, says Burns. “We work with employers to increase their budget by future cost avoidance,” she said, referring to the financial efficiencies that come from merging multiple wellness, fitness, and reimbursement programs into one system.Blending AI With Human CareAI has joined the workforce, and it’s not necessarily a bad thing. Ellie Smith, senior clinical specialist at Sword Health, emphasized that technology can enhance, not replace, the personal touch of professional care. “The AI clinician is not making any decisions,” she said. “They’re just there to make the experience more fun, gather feedback, and help the PT provide better care.”Sword Health’s digital physical therapy program illustrates how AI can complement human expertise. Patients receive real-time feedback on their movements through a tablet-based system, while PTs monitor and adjust treatment plans based on data collected. “Having those pre- and post-session conversations has been really helpful because it gives me even more information to provide better care,” said Smith. This integration allows employees to manage musculoskeletal health on their own schedules, easing the cognitive load of traditional in-person appointments while maintaining high-quality guidance.The combination of AI and human care also supports long-term health outcomes. Smith noted that programs like Sword’s Move initiative help patients build strength alongside other interventions, such as GLP-1 therapy. “By pairing it with a strength-based program, we help individuals stay strong, prevent injury, and build long-term healthy habits,” she said.Across industries, these hybrid approaches demonstrate a broader principle: technology should simplify and augment human effort rather than overwhelm it. The panelists agreed: inclusive well-being isn’t a one-size-fits-all solution. Leaders must focus on a continuous process of listening, adapting, and integrating tools that simplify and enhance employees’ experiences. From consolidating benefits to blending AI with human care, the common thread is flexibility and personalization. By thoughtfully addressing diverse needs, organizations can create a culture where employees feel supported, empowered, and able to thrive—no matter their age, role, or stage of life.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)
Turning Employee Experience into a Recruitment and Retention Strategy
BY Carrie Snider October 20, 2025Employees today face constant change, and organizations feel the pressure to adapt. Traditional approaches to hiring, onboarding, and development are no longer enough to help them keep up. Companies must think strategically about employee experience as a driver of recruitment and retention.At From Day One’s Austin conference, panelists explored how organizations can create meaningful experiences that help employees feel valued, connected, and empowered. Moderated by Kelsey Bradshaw, editor of City Cast Austin, they discussed topics from personalized onboarding and continuous feedback to flexible learning programs and inclusive culture.Redesigning the Employee JourneyWhen panelist David Atkinson joined TriHealth as senior vice president and chief people and culture officer, he faced a major challenge. “We had about 8% of our open positions representing about 8% of our total employee count,” he said. “We had 36 and a half percent new hire turnover.” With more than 1,200 open roles, Atkinson realized the problem wasn’t just hiring. Rather, it was the employee experience from the very start.“Employee experience starts before they even get to the door,” he said. TriHealth reworked its hiring and onboarding process to build connections early. Candidates received personal messages from future teammates, a designated ambassador, and a sense of belonging before day one. Orientation paired new hires with ambassadors and career coaches.Kelsey Bradshaw, editor at City Cast Austin, moderated the panel discussion Atkinson also introduced a framework addressing the “emotional journey” every new employee experiences, including “excitement, doubt, learning, and mastery. Rather than avoiding doubt, TriHealth helped employees work through it. By moving onboarding surveys to the two-week mark and investing more in early days, TriHealth reduced new-hire turnover from 36.5% to under 25% in 18 months—transforming onboarding into a human-centered journey.Turning Listening into ActionAt UnitedHealth Group, employee experience begins with listening—but it doesn’t end there. According to panelist Stephanie Murphy, vice president of people experience: “You don’t understand what’s broken, where there needs to be improvement, or where there are strengths, until you talk and have those conversations—and not just a survey.” With more than 400,000 employees across the organization, her team gathers continuous insights via surveys, internal forums, and passive listening on external platforms.To make feedback constant and inclusive, the company launched its “Always On” program. “Even in a pharmacy with one pharmacist and two techs, there’s a QR code in the break room where people can go scan and share feedback at any point in time,” Murphy said. Employees can speak up whenever they have something to say, not just during formal review cycles.Listening only matters if it leads to change, she added. UnitedHealth sends monthly updates to “close the loop” with employees, sharing actions taken in response to input. The company also crowdsources solutions. “You told us that you really hate this return to office thing,” Murphy said. “Give us solutions to make it better for you.” By putting feedback into employees’ hands, UnitedHealth transforms listening into a shared, ongoing process of improvement and innovation.Continuous Feedback Beyond SurveysPanelist William Soares, vice president of global HR operations at Circana, agreed. “Engagement surveys are only really relevant for about a quarter after you take them,” he said. Besides asking for continuous feedback, the manner of feedback needs to go beyond surveys. Real-time insights require ongoing conversations, roundtables, and virtual check-ins.Being transparent and managing expectations is key, he added. Leaders should communicate what can be addressed immediately versus what must wait. Being open about hearing concerns and how they can’t be implanted at the moment is something employees appreciate, says Soares.Relationship-focused onboarding is another priority. New hires face overwhelming amounts of information, and Soares cautions against expecting instant mastery. “The worst thing you can do is have your new hire drink from a fire hose of what it is that they’re going to have to accomplish,” he said. Instead, he encourages leaders to help employees learn “the WHO” before the “what.”Finally, storytelling reinforces impact. Showing employees where change started, what was implemented, and how it improved outcomes reinforces that their voices matter. Learner-First Approach to TrainingAt Wise, learning and development is built around a learner-first philosophy, recognizing that employees absorb information in different ways. Panelist Joe Phillips, global head of learning and development, shared that learning styles is more important than considering demographics. That’s why Wise offers multiple ways for employees to engage, including reading, watching, listening, and interactive experiences, allowing individuals to choose what works best for them.Phillips emphasized bridging the gap between how employees learn at home and in the workplace. “We want to help people learn. We just want to help bridge the gap, make it feel more familiar to the way they learn at home,” he said. For example, subject matter experts stream short, interactive lessons, and compliance training offers multiple formats, creating a flexible and engaging environment.Wise also experiments with creative incentives to encourage ongoing learning. Employees are recognized through experiential rewards such as lunch with executives, opportunities to work in different offices, or public acknowledgment. Phillips noted, “If the results are what the results are, if we’re hitting the learning objectives that we set out, who cares how we get there? We should be putting people first in that regard.” By focusing on the learner, providing options, and making training relevant.Belonging and Being SeenAt PayPal, panelist Emily Johns emphasized that a positive employee experience fosters a sense of belonging and recognition. “Every time I have positive memories,” she said, “I feel like I belong, and I feel seen.” The opposite is also true—when someone isn’t included, they don’t feel like they belong, and they feel the negative impact.Johns emphasized the importance of responding effectively after listening to employees. “People have shared, they felt listened to, and then nothing happens,” she said. “That feedback loop is so important.” Employees need to see that their input leads to meaningful action, even if immediate change isn’t possible.Creating an environment where employees feel seen also involves everyday interactions. Johns reflects on negative experiences: “When I was talked over, or when I said an idea and somebody then took credit for the idea.” Such moments can undermine connection, while small gestures of acknowledgment foster inclusion and trust.For PayPal, the goal is clear: design experiences where every employee knows they are a valued part of the team. By listening, responding, and cultivating inclusion, the company ensures that employees are seen and they can contribute fully.Employee experience is a continuous, strategic effort spanning every stage of the employee journey. By listening and responding thoughtfully, prioritizing relational connections, offering learning that meets diverse needs, and fostering belonging, organizations create environments where employees thrive.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Josh Larson for From Day One)
Culture by Design: Making Connection and Recognition Real for Frontline Teams
BY Carrie Snider September 29, 2025When was the last time someone genuinely recognized your work—where you felt seen, valued, and reminded that your contributions matter? That question, posed by Dave Nixon, co-founder and CEO of Enablo, set the stage during the From Day One webinar on recognition and connection. Nixon spoke with Heather Halliday, customer success manager at Flip, to explore how leaders can make recognition more real, especially for frontline teams. These deskless workers make up roughly 80% of the global workforce: retail associates, healthcare professionals, hotel staff, bank tellers, and many others who keep businesses running. Yet too often, they feel isolated from leadership and disconnected from the company culture. Recognition isn’t just a nice-to-have for them, it’s essential.While recognizing people is simply the right thing to do, it also has a measurable return on investment, says Nixon. “When people are disengaged, a lot more incidents happen,” he said. “They’re 18% less productive, 50% more safety incidents occur, and turnover costs climb.” Meanwhile, when employees feel valued and heard, the results are dramatic: up to 50% fewer safety incidents, 37% higher productivity, and voluntary turnover rates that improve significantly. As Nixon put it, recognition drives a “20x return on investment.”Focus on Daily RecognitionLeaders have many opportunities to recognize their people, but daily recognition is the foundation, says Nixon. Unlike formal awards or quarterly celebrations, daily recognition builds habits, strengthens trust, and reinforces culture in real time.Dave Nixon, the co-founder and CEO of Enablo, led the webinar (company photo)“It’s less formal. Sometimes there’s no monetary value,” Nixon said. “It’s just the simple things done consistently.” While quarterly or annual awards have their place, it’s the frequent, everyday acknowledgments that make the biggest impact.So how can organizations design recognition programs that actually work—especially for frontline employees? Nixon shared three key design principles:First, make it accessible. Recognition should be available where employees already are. “It needs to be in the flow of work, in the tools they already use,” Nixon said. For frontline workers, that often means mobile access during breaks, when checking shifts, or reviewing pay stubs. Recognition can’t sit in a silo—it needs to live in the everyday workflow.Second, make it visible. From the first day on the job, employees should see recognition in action, linked to company values. “When someone accesses the platform, they should immediately get a sense for the culture and what’s important to the company,” Nixon said.And lastly, make it timely. Recognition loses power if it’s delayed. “The magic happens when you celebrate the moment in real time,” Nixon noted. Frequent, immediate acknowledgment keeps the momentum going.Too often, companies roll out recognition platforms that end up unused, stuck on separate apps or hidden behind clunky systems. “Only a fraction of people log in,” Nixon said. “It just sits out there in a silo.” The key is integration: recognition should be intuitive, seamless, and part of the same space where employees already collaborate.Recognition in Action: Lessons from the FrontlineEffective recognition reinforces culture, builds connection between employees and leadership, and directly impacts retention and safety, says Halliday. In her role, Halliday helps companies bring recognition to life for frontline employees, emphasizing that successful programs should follow the design principles Nixon outlined: accessibility, visibility, and timeliness. Flip’s platform integrates these principles into daily workflows, giving employees space to collaborate, connect, and celebrate one another, whether in chats, channels, or automated “Flip Flows.”Halliday shared two reminders for building recognition programs: don’t overwhelm employees; and don’t overwhelm yourself. Tailor streams so recognition feels relevant, and starts small. To illustrate, Halliday offered a few customer examples.First, a European retail chain with 50,000 employees launched a campaign called Together. Staff wrote recognition notes for colleagues on branded cards, posted them on a breakroom board, then snapped photos to share in Flip’s digital channel. Each shout-out doubled as an entry into a raffle, making recognition both visible and fun, she says. Another example was a company looking to reimagine their ‘Employee of the Month’ initiative. Shout-outs were submitted in a dedicated digital channel, and leadership selected winners based on content and variety of nominations. The result was an inclusive program that celebrated many employees, not just the usual few.Bringing Recognition to LifeNixon demonstrated Flip’s platform, showing how it could be white-labeled for a fictitious “Big Box Co” retailer. Frontline employees could access recognition with just one tap, select a colleague, tie the recognition to a company value, and write a personal message. Branding could be customized with logos, GIFs, or even photos, creating a personalized and engaging experience.Once submitted, recognition appears in a dedicated Shout Outs channel. The recognized employee receives a notification, and coworkers can react with likes, comments, and encouragement. “That’s the dopamine hit we talk about,” Nixon said. “That feel-good moment.”Posts don’t clutter the main news feed, which remains reserved for essential company updates. Instead, they live in their own space, allowing employees to engage without distraction. Leaders can tailor visibility based on team, department, or location, Nixon says. Celebrating MilestonesMilestones are key opportunities to celebrate employees in ways that feel personal and meaningful. Years of service can be spotlighted in dedicated channels, paired with thoughtful gifts like flowers or wine, often presented by a senior leader. “It’s such a simple, straightforward thing,” Halliday noted, “but it makes all the difference in whether someone goes home feeling unseen or celebrated.”Retirement provides another meaningful opportunity. One memorable example: a retiree’s high-visibility work jacket was signed by teammates and shared in a farewell post, turning an everyday item into a cherished keepsake.Recognition can also celebrate personal milestones, including weddings, new homes, or births. Halliday highlighted a unique use case: self-recognition via a Winning Channel. Examples included a colleague securing a visa, someone hosting an art show, and Halliday herself sharing that her dog won a local drag competition.Community celebrations can also be recognized. Halliday described campaigns around Thanksgiving, Pride Month, or International Women’s Day, noting one example where employees were given orchids to mark International Women’s Day. “That’s the kind of recognition that stays with you even after you leave the job,” she said.Embedding Recognition Into CultureRecognition should be embedded into the culture by design. “We’ve got to make it so easy, take away the friction, remove the barriers,” Nixon said. Templates and ready-to-use cards allow leaders to recognize quickly and often, building positive habits that last.Equipping managers and champions to lead by example is equally important. Recognition from the top cascades across teams, and digital tools allow those acknowledgments to happen in the moment, reinforcing the values that matter most.Finally, the real power comes from the data. Every recognition post contributes to a stream of real-time cultural insights that surveys cannot capture. Leaders can see which values resonate, where recognition is thriving, or lagging, and uncover hidden influencers. When combined with operational metrics like turnover, safety, or sales, this cultural data proves what many already know instinctively: recognition drives results.Editor’s note: From Day One thanks our partner, Enablo, for sponsoring this webinar. Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by Jacob Wackerhausen/iStock)
Building Agility Through Skills-Based Learning and Development
BY Carrie Snider August 28, 2025Agility begins with a learning culture that values skills over titles. That shift requires both structure and flexibility, says Courtney White, head of HR, agricultural solutions, North America, at BASF.“We really tried to put out more resources and do more education sessions,” he said, “skills maps versus things that are hard coded to roles, because the organization is changing also at a fairly rapid rate. And so we need to have flexibility in the system.” Flexibility means meeting employees where they are and focusing on capabilities rather than rigid checklists. When someone asks, What can I do next? White reframed the conversation. “The first shift is, let’s step back and talk beyond the title. What does it represent for you?” he asked. “How do we get into the skills you currently have and those you want to build? The reality is, that’s what unlocks new career paths. That’s what supports internal mobility, and that also helps talent align to business needs,” he said during an executive panel discussion at From Day One’s August virtual conference. This skills-first mindset is especially critical as new technologies, particularly AI, reshape work faster than job descriptions can keep up. For White, success comes from creating clarity before adding tools: map existing skills, identify gaps, and align development to strategy. The goal is to build for relevance, not readiness, ensuring employees stay adaptable no matter how roles evolve.Data-Driven UpskillingFor Sukhmani Grewal, solutions architect at SHL, building organizational agility begins with evidence. “We are an organization that believes in objective assessment data. We drink our own champagne—using data to understand not only individual skills, strengths, and gaps, but also patterns across the organization,” she said. That philosophy is embedded in practice. At SHL’s annual commercial kickoff, every team member completed a sales competency and readiness assessment. The goal was not only to highlight individual growth areas, but also to reveal collective skill trends. This continuous feedback loop allows SHL to focus learning where it matters most and create targeted programs that drive results.But for Grewal, data-driven upskilling is all about empowering people. “The sweet spot is a balance where employees own their growth, while the organization supports them through structured approaches,” she said. With clear visibility into their skills and transferable capabilities, employees can explore career paths beyond traditional promotions. Lateral or “zigzag” moves often open broader opportunities.Looking ahead, SHL’s science team, which is backed by more than 300 IO psychologists, is researching the skills most critical for an AI-enabled workplace. Capabilities like critical thinking and learning agility prepare employees to adapt, ensuring organizations stay future-ready.Career Growth MindsetPreparing employees for long-term success requires more than just technical skills, according to panelist Shannon Fuller, VP of talent solutions at Blue Cross and Blue Shield of Illinois, Montana, New Mexico, Oklahoma & Texas. True success requires a strategic mindset. “Fast moves bring you slow problems,” he said. “The move that you’re making now is not for the next promotion, it's for two promotions ahead.” By encouraging employees to think beyond immediate steps, Fuller believes organizations can foster energy, engagement, and a focus on long-term growth.This perspective also shapes how Blue Cross and Blue Shield approaches development. While credentials like degrees remain important, Fuller emphasizes the underlying skills acquired.Tania Rahman, the social media director at Fast Company, moderated the discussion (photo by From Day One) Eventually, “we’re going to be looking at, what did you actually learn in college? Not that you actually got the degree, but what are the skills underneath the degree that you actually learned?” To support this, his team is creating interactive career maps that outline skills gained over time and highlight multiple potential career paths.Fuller also urges embracing technology as a growth opportunity. “AI will soon be on a job description for a skill that you have to have to work,” he said. Just as employees adapted to social media and the internet, learning AI skills now increases value today and in the future.Finally, cultivating a career growth mindset means fostering psychological safety. “Encourage people to fail,” Fuller said. “Praise them that they failed and that they got back up… It’ll create a culture where people want to learn, fail, and grow.”AI Adoption & EducationWorkforce education is complicated by scale and structure. For Alexandra Bautista, SVP of employee experience at Harvard Services Group, that is certainly the case.“We have 10,000 employees. Out of the 10,000, about 9,200 are field employees,” she said. Many work in decentralized locations, such as building basements with limited internet access, requiring a multifaceted approach. “It’s not a one-size-fits-all approach here, some of them have to be paper trainings, others are QR codes, classroom sessions, or even considering equipment like iPads in the field. The philosophy of ‘meet them where they’re at’ is really what’s working best for us.”The same philosophy guides Harvard’s AI rollout. Leaders piloted ChatGPT before expanding its use, learning that balance is key. “This is used as a tool to make your job easier, to kick start certain things,” Bautista says. To address employee concerns, her team emphasizes education: “Employees are saying, is my job going to go away?” she said. “This is a supplemental tool, not one that will replace you.”Safety and efficacy are ensured through partnerships with L&D and IT teams, with training required before access to the platform. Looking ahead, Bautista highlighted the importance of early skill development: “They need to arrive with some of those skills,” she said. “Partnership with colleges and high schools is so important to the future of skilling and the future of the workforce.” Her approach blends realism with trust. Hire the right people, she says, and empower them. “They will create much better programs when you entrust them with that knowledge.”Building agility is critical for organizations seeking to remain competitive. Through data-driven assessments, interactive career maps, and thoughtful AI adoption, companies can prioritize relevance, adaptability, and long-term growth. Skills-based development empowers employees, unlocks career potential, supports internal mobility, and ensures the workforce is prepared not just for today, but for the challenges and opportunities of tomorrow.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by FatCamera/iStock)
Innovating With Your Benefits Offerings at a Time of Rising Costs
BY Carrie Snider July 30, 2025Costs are rising, but that doesn’t mean benefits have to suffer. You just have to be innovative. That’s the takeaway from a fireside chat at From Day One’s July virtual conference.Featured speaker Marina Vassilev, the VP and head of total rewards and performance for North America at Schneider Electric, shared how the company has shifted its focus to offer more targeted benefits to its global population of 150,000 employees. Karl Ahlrichs, HR columnist and consultant, moderated the discussion. Vassilev acknowledged that her job title is quite unique, but added that having employee performance and total rewards in the same space offers unique possibilities. “It is typically an area that is managed by the talent colleagues. It has given us some great opportunities and insights into how managers and employees can be supported with development and performance management discussions, and how we can plug in our benefits and increase utilization as part of the talent development cycle,” she said. But the cost of benefits continues to be a barrier. Especially in the past five years, there have been significant fluctuations. Like many companies, since the pandemic they’ve experienced ups and downs. “And we continue to see rising medical and pharmacy costs today, primarily driven by high-cost claimants, GLP-1 medications and emerging gene therapies.” Despite these cost pressures, Schneider Electric is looking for ways to provide a competitive offer to attract and retain top talent. “We’re trying to balance the cost between some of our design changes that we’re implementing with employees, with how we work with vendors, and how we negotiate to ensure that we’re delivering ROI and cost savings.”Marina Vassilev of Schneider Electric was interviewed by journalist Karl Ahlrichs (photo by From Day One)One of the most popular innovations to emerge from the pandemic era at Schneider Electric is the Recharge Break, a self-funded sabbatical program introduced in 2021. “It started as a way to encourage people to take time off when they really needed it,” Vassilev said. “Now, it’s a well-loved benefit that helps us manage both employee well-being and business demand.”Here’s how it works: Over a minimum of three years, employees can contribute to a Recharge Break fund. Once their balance hits a certain threshold, they can take six to 12 weeks off with pay drawn from their own contributions, she says. The benefit has not only been embraced internally—it’s gained attention externally too, with viral Instagram posts celebrating the program. And now, Schneider is exploring ways to make it even more flexible. Ideas include allowing employees to use the time in smaller chunks or pairing it with PTO for shorter, more frequent breaks.Another area of innovation at Schneider Electric has been employee well-being, though, as Vassilev pointed out, progress doesn’t always come easily. “In the last few years, we’ve hosted a lot of digital events,” she said. “We started with a Well-Being Week in North America, which eventually evolved into Well-Being Check-In Months. There was strong vendor participation, educational sessions, and even rewards for employees who got involved.”While the initiative generated positive buzz, the impact wasn’t quite what the company hoped for. Preventive screening rates under the medical plan increased, but only by 1 to 2%, short of Schneider’s goal of 5% or more.Now, as more employees return to the office two to three days a week, Schneider is shifting back to in-person engagement. That includes partnering with on-site teams to promote healthy food options, encourage physical activity, and bring vendors in for enrollment fairs and face-to-face information sessions. “We lost that communication channel during the pandemic,” Vassilev said. “And even after, we didn’t get the ROI from virtual options. But now our offices are full again, and it’s time to re-engage in a more hands-on way.”Benefits are tailored to meet employees where they are in life and in their careers, says Vassilev. That approach, paired with targeted communication, is key to higher engagement and satisfaction. “When you have a robust benefits offer and you communicate it differently to specific employee populations,” Vassilev said, “you’re targeting the benefit in the way that they’re going to use it—you get very positive feedback.”For example, Schneider expanded its backup care through Care.com to include not only children but also adult dependents and pets. “We’re seeing different employee groups react to it differently,” she noted. “We communicate it in a targeted way, and we have significantly increased our utilization.”Financial well-being benefits are also segmented by need. Late-career employees get access to Certified Financial Planners through Schneider’s 401(k) provider, while early-career and blue-collar employees use a vendor better suited to one-time financial questions. “Sometimes we need to be willing, as benefits professionals, to acknowledge that different vendors are going to target different employee segments, and that’s the right solution.”One of the company’s most impactful tools is its Total Rewards Survey, introduced last year to measure employee sentiment on compensation and benefits. According to Vassilev, the results often provide more clarity than traditional benchmarking alone.The company uses employee input to determine where to invest. “There will be some benefits where we offer a better package. In other areas, we are not as strong, and we cannot be strong on all of our benefits. So we leverage the employee voice to decide where we’re going to invest.”This strategy has real impact. For example, when Canadian employees indicated dissatisfaction with the massage therapy benefit, even though market data didn’t flag a concern, the company made changes. “It’s worth investing because we’re going to address the employee sentiment.” The survey also allows for deeper analysis. “We were able to see results by high performance and high potential,” she said. Newer employees tend to view benefits more favorably than tenured ones, likely due to comparisons with previous employers. Generational differences also emerged, reinforcing the need for flexible, responsive benefits that evolve with the workforce.Ultimately, the company’s approach reflects a shift toward more personalized, data-informed decision-making.“Employees react positively when they see us make enhancements based on their feedback,” Vassilev said. With insights from across geographies, demographics, and performance levels, the company continues to shape benefits and compensation to support both its people and its business goals.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by NicoElNino/iStock)
How HR Leaders Can Leverage AI to Make Their Work More Effective and Fulfilling
BY Carrie Snider July 17, 2025HR’s journey with AI is a real thrill ride, full of excitement about its potential to transform work but also tinged with anxiety about moving too fast or too slow. Finding the right pace is a delicate balance with every twist and turn bringing both opportunity and risk. At the From Day One’s Manhattan conference, industry experts discussed how AI is already shaping HR workflows, and how leaders can harness its power thoughtfully and effectively.For many HR leaders, AI is part of the daily workflow. But integration doesn’t equate to the end of experimentation. “We’re far along in using it, but there’s definitely a lot of experimentation to figure out how far we can push it,” said panelist Courtney McMahon, head of global people analytics at Colgate-Palmolive.At Colgate-Palmolive, employees across the company have access to Gemini, Google’s AI tool. Adoption is high and cross-functional, with active conversations happening every day, says McMahon. “We’re a Google shop, so Gemini right now is the hot thing, and we’re talking about it on a company-wide chat every day,” she said. This regular exchange allows teams to share how they’re using the tool, what’s working, and where it still falls short.Still, McMahon emphasized the need for caution. “This is changing every day, right? We see different articles about what’s going on with AI every day,” she said. That pace of change requires thoughtful oversight. For example, when Gemini is used to summarize employee survey comments, it often pulls from only the first few hundred responses. Without the right prompting, deeper insights may be missed.“You have to keep iterating on the prompt in order to get it to look at more and more comments,” McMahon said. With the right approach, AI can enhance the work, while still requiring human judgment.Watch for AI Security and Policy As organizations adopt AI tools more broadly, balancing innovation with security is proving to be a complex task. Panelist Anita Jivani, global head of innovation at Avanade, highlighted a growing concern: employees using generative AI tools like Gemini or Perplexity on their personal devices when corporate guidelines feel too restrictive. “There’s a huge security risk with the guidelines and policies,” she said. “What we’re seeing in the market is the guidelines need to be structured in such a way that they’re encouraged to be used, but not so tight that what I call the black market of AI is being used.”The panel was moderated by Sage Lazzaro, technology writer and editorWhen access is limited or unclear, employees may turn to their private browsers to get around internal controls, posing serious risks to data privacy and organizational trust. The challenge, according to Jivani, is designing governance that enables use without driving it underground. “You actually don’t want people to then go into personal devices to do things from a security play,” she said.HR leaders must strike the right balance between freedom and control. Guidelines should be specific enough to protect sensitive data while still encouraging experimentation within safe boundaries. “How do you encourage it while making sure there’s guidelines, while making sure everything’s on the computer, on the company’s cloud?” she asked. “Really way, way harder to do in practice.”HR Must Advocate for People Amid ChangeAs AI adoption accelerates, HR leaders have a critical role to play in implementing new technologies and in protecting the people impacted by them. Panelist Annalyn Jacob, EVP of talent analytics and HR operations at IPG, emphasized the growing tension between innovation and humanity. “The business is seeing this as an opportunity to cut costs and save money,” she said. “That knee-jerk reaction is starting to accelerate.”Jacob warned that without thoughtful intervention, organizations risk leaving people behind in the pursuit of efficiency. “As AI reshapes industries and eliminates certain roles, especially entry-level jobs in areas like marketing and media, HR must help define new pathways for workforce development.HR’s voice matters now more than ever. As Jacob pointed out, we may be witnessing a shift as disruptive as the industrial revolution, and the choices made today will shape the future of work for years to come. “I think as HR professionals, it’s important for us that when we are in the rooms, when these conversations are happening, that we are able to help bring in that context,” Jacob said.Human-Crafted Input Remains CriticalAs AI tools become more integrated into performance management and employee recognition, it’s tempting to let automation take the lead. But panelist Omar Pradhan, employee engagement and HR technology strategist at Workhuman, cautions against relying too heavily on generative AI for content that should reflect genuine human insight.“We originally were thinking about creating some sort of a writer’s block tool,” Pradhan said, referring to a tool that could generate recognition or performance review comments. “But then we kind of backed away from that as a company, because we knew that on the back end that those descriptors, those adjectives, those things might not be actual behaviors.”Instead, Workhuman is investing in tools that support rather than replace human input. Their approach encourages authenticity and specificity by coaching users to reflect more deeply. “Almost like you’re creating a password on a website. It’s a little progress bar of ‘keep building into it, lean into that, you’re almost there,’” Pradhan said. This attention to quality matters when those comments are later used to surface talent, assess team fit, or identify potential leaders. AI is only as good as the data it’s trained on. “If a recognition message was written by AI 50% or more,” Pradhan said, “it might not map to a skills profile” in a meaningful or accurate way.In an era when data drives so many talent decisions, preserving the human voice, especially in moments of recognition or performance feedback, is essential.What of Entry-Level Employees?Already, AI is actively transforming how companies assess and hire entry-level technical talent. Panelist Catherine Hill, VP of marketing at CoderPad, says that AI is deeply embedded in their product to help employers identify the very best engineers right from the start. “We help companies to assess technical talent and to really help with hiring the very, very best engineers,” she said. This integration allows hiring teams to streamline what has traditionally been a time-consuming process, making it easier to evaluate candidates’ real-world skills through interactive coding challenges rather than relying solely on resumes or interviews. There’s a natural synergy between AI and talent assessment platforms, Hill says.As AI tools continue to evolve, they are setting new standards for entry-level hiring. Instead of relying solely on traditional qualifications, companies now leverage AI-powered assessments to gauge candidates’ problem-solving abilities and adaptability in real time. This shift is reshaping expectations for new graduates and junior engineers entering the workforce, who must be prepared to demonstrate their skills through AI-driven platforms.As they view how engineers use the platform, that gives recruiters insight into candidates’ actual capabilities rather than just theoretical knowledge, says Hill. The result is a more meritocratic, data-driven hiring process that better matches candidates to roles where they can thrive. Ultimately, AI is not replacing entry-level jobs, Hill says. Rather, it is redefining how talent is discovered and evaluated, ensuring the workforce of tomorrow is prepared for the demands of an increasingly digital world.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Hason Castell for From Day One)
Gen Z on the Rise: Responding to the Needs of Emerging Talent
BY Carrie Snider July 15, 2025Gen Z isn’t just joining the workforce, they’re reshaping it. As the first digital-native generation to enter the workforce in large numbers, Gen Z is bringing new expectations and challenging long-standing workplace norms. Their arrival has prompted employers to rethink how they recruit, train, and retain early-career talent. While often described as ambitious and purpose-driven, Gen Z workers also face professional gaps due to pandemic-era disruptions and a rapidly evolving job market. At From Day One’s Chicago conference, a panel of leaders shared how they meet Gen Z’s evolving needs. John Pletz, senior reporter at Crain’s Chicago Business moderated the discussion titled, “Gen Z on the Rise: Responding to the Needs of Emerging Talent.”For Gen Z employees, hard work matters, but outcomes still count. That’s the message from leadership consultant Jahnavi Brenner, CEO and founder of Vivid Leader. She referenced a talk by organizational psychologist Adam Grant, where a Gen Z student described working hard on a paper but only receiving a C. Grant responded by explaining that both effort and results matter—you are rewarded not just for trying, but for what you achieve.“It’s not just the effort, it’s also the outcome, and giving recognition for both. [That] can help bridge that divide,” she said. Most Gen Z workers understand that results matter but benefit from more communication that connects their work to the company’s broader goals, she says. She also emphasized the importance of skill-building, particularly around business acumen and communication. “We have to close the gap on the skills they need,” she said. Mentorship, peer learning, and structured feedback, rather than just promotions, can go a long way. “It doesn’t have to be so expensive,” she said. Promotions are still valued, but they’re not the only way to make employees feel appreciated, especially for Gen Z. “At the end of the day, we’re all human beings,” said Shelly Cluff, senior consultant at Workhuman. “We need to be told, ‘I see you. I appreciate you.’”Cluff noted a shift in expectations. “Gen Z really [wants] to be promoted and move super fast,” she said. “That’s not always available, so we have to be more creative.” Spot bonuses, peer recognition, or even a thoughtful thank you’s can help meet that need.She encourages leaders to “democratize recognition,” making it available at every level. “It gives people more opportunities to be recognized without having to receive that promotion.” Recognition, she says, also supports long-term growth. “Even if you’re not at that promotional step, you understand the repeatable behaviors that get you there.”Competency-Based Development for AllAt ACCO Brands, growth isn’t defined by generation, says John Hine VP of global talent and organization effectiveness. The company’s development model is based on skill needs, not age. “We’re not putting kids at the kids’ table. We’re including everybody,” he said. Rather than separate tracks for Gen Z, ACCO combines employees with similar learning needs. “Just because I am an awkward engineer that happens to be a Boomer doesn’t mean that I don’t need that skill,” Hine said. This blended approach fosters learning and supports limited resources. “Those dollars are very sweet,” he said. Panelists shared insights on supporting their Gen Z workforce Honest conversations also matter. “The real target is being honest, so they know what the realities are,” Hine said. And even if people leave, “Don’t forget about us. We’d love to have you back.”Gen Z Brings Speed, But Needs Skill BuildingNikki Slowinski, EVP of talent experience and development at Publicis, sees promise and pressure. “They’ve learned how to get things really fast, which is great,” she said. “They’ve learned how to work smarter, not harder.” But Gen Z still needs help building foundational skills.To meet this need, Publicis launched Ignite, a two-and-a-half-day kickoff program for early-career hires, focused on communication, time management, and business acumen. “We used to wait, but that’s when Ignite came to fruition,” she said. “The goal is to get them to greater impact quicker.”Retention remains a challenge. But building understanding early helps, she says. “They need the recognition, but they also need to understand that promotions don’t just come because we work hard.”Make Purpose Visible to Attract Gen ZBala Swaminathan, global head of talent management and leadership at PPG, knows his company, which is focused on paints, coatings, and sealants, competes with flashier brands. So, to engage Gen Z, he focuses on purpose. “It’s not like you sit there with a bucket and stir paint,” he said. “We paint all the F-15 and F-35 jets, so there’s a lot of fun stuff that happens.”PPG’s 12-week internship program, “Primers,” offers exposure to different departments, from R&D to sales, and builds transferable skills. “Even if they never come back, they develop skills useful to society as they move on,” he said. Recognition matters, too. But not just promotions. “Recognition could be a title, a job, an experience, or money,” he said. And investing in development shouldn’t be seen as a cost. “If you view this as a cost, it’s easy to cut. If you view this as an investment, then you already predict some level of return.”Finally, he encouraged thoughtful navigation of today’s cultural dynamics. “It’s a balancing game,” Bala said. “We don’t want to go down a path of permanence that comes back to bite us later.”The panelists agreed: organizations need to be intentional. But that doesn’t mean catering to every preference or creating generational silos. Many of the best strategies, like competency-based learning and cross-generational mentorship, benefit everyone. As the workplace evolves, those who lead with empathy, transparency, and purpose will be best positioned to attract and retain the next generation of talent.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Tim Hiatt for From Day One)
Meaningful Recognition: Empowering Managers to Elevate Employees
BY Carrie Snider June 25, 2025As the modern workforce stretches across five generations, employee recognition must adapt accordingly. “Boomers expected to maybe work for one to two companies,” said Guy Westermeyer, founder of Westcomm. “Fast forward to the youngest generation, and we’re hearing about 25 companies.” That shift has transformed employee expectations—recognition must be personal, timely, and authentic.Westermeyer, whose agency supports HR teams in employee communications, says that meaningful recognition can’t be limited to a once-a-year training or an annual holiday message. “We can’t just do this during February, and then again by Thanksgiving. We’ve got to do this year-round,” he said during an executive panel discussion at From Day One’s Minneapolis conference. One of the most powerful strategies? Specificity. “If I know that dad wants to buy a zoo membership, are there ways to reward that person with buying that zoo membership?” Westermeyer suggested. Personalized gestures show employees they’re truly seen, and that managers are listening.Recognition shouldn’t just be top-down, he says. “We need to create ways for peers to give each other thanks and praise,” he said. At Westcomm, that includes a “love bomb” Slack channel, where team members can post spontaneous shout-outs. For bigger wins, he suggests curating those shout-outs into a newsletter or email roundup to help remote or hybrid workers relive the moment.Developing Everyday AppreciationAt UnitedHealth Group, panelist Lukas Mudra believes everyday appreciation is the heart of meaningful recognition. As VP of people, inclusion, and culture, Mudra sees firsthand how authenticity and small, personalized gestures can shape workplace culture more than elaborate programs. “You have to pay people, right?” he said. “That’s table stakes. But beyond that, people want to be seen—for who they are and what matters to them.”Megan Thompson, special correspondent at PBS News Hour, moderated the panel discussion about "Employee Recognition and Rewards: How Managers Can Be Empowered"Appreciation doesn’t have to be over-engineered, he says. “If you pause and truly take time to listen to your people, it’s a lot easier to align recognition that is meaningful and that matters to that person,” he said. Something as simple as acknowledging a new father for balancing work and home life can leave a lasting impact. “Those are the moments that people reflect on and that build that sense of loyalty to the organization.”In a virtual world, leaders need to be intentional. “Even if they physically need to put it in their calendar to say, ‘I need time to consider what’s happening in my employees’ lives,’” Mudra said. Whether it’s a public “shoutout,” a private thank-you email, or a stretch assignment, the key is knowing what recognition each person values.Mudra also highlighted the role of employee resource groups (ERGs) and internal platforms. “It’s not direct recognition in the traditional sense, but it’s incredible to see the engagement when people share life milestones and personal wins,” he said. “It brings humanity back into the workplace.”Embedding Recognition into Company CultureAt Xcel Energy, recognition is core to culture, not just compensation. Panelist Yen Ly explained that the company is redefining its employee value proposition, with employee experience standing alongside customer satisfaction and organizational performance.“It’s not just about pay,” Ly said. “It’s about showing appreciation—especially from leaders to employees.” Recognition should feel natural and integrated into everyday work, not like an extra task.Ly, VP of total rewards, admitted that even as a leader, she’s working on pausing to celebrate small wins. “There are always 101 things to do, but it’s important to stop and say, ‘Great job,’ even for the little things.”Xcel uses a company-wide recognition platform, but Yen noted that cultural adoption still has room to grow. She’s exploring ways to simplify the process—like integrating thank you emails with the platform for easier, more visible recognition.She also pointed out a missed opportunity in how leaders assign stretch projects. “Sometimes I give someone extra responsibility because I see their potential,” she said, “but I forget to say that’s why. That clarity matters.”Hybrid work makes intentional recognition even more critical. “It’s easier to recognize people you see daily,” Ly noted. Leaders must be mindful of proximity bias and strive for inclusive recognition across all work settings.To track impact, Xcel uses engagement surveys, but Yen stressed the importance of digging into employee comments and following up. “Even if you think you’re showing appreciation, it might not land the way you expect,” she said. “Don’t assume—ask.”Connected Recognition MomentsAt Allina Health, culture and recognition go hand in hand. Panelist Jen Bailey, VP of total rewards and HR shared services, shared how the organization recently launched a new “Compass” outlining its vision, mission, and values—and used it to update formal recognition programs. “We aligned our platforms to reflect our values,” she said. “When you see compassion or teamwork, share it.”Allina celebrates “All Together Better Month,” a time for employee appreciation and storytelling. A private Facebook page helps employees across 12 hospitals and 70 clinics connect, celebrate wins, and recognize each other’s work. LinkedIn is also used for professional recognition.Leadership modeling plays a key role. “Recognition grows when leaders are seen doing it,” Bailey said. “It creates a culture where people feel valued and want to stay.”Personalization is essential. “Ask your employees how they like to be recognized,” she said. “Some want public praise. Others don’t. Tailor your approach.”In hybrid environments, recognition must be intentional. “You don’t have hallway conversations anymore,” Bailey said. “Use IMs, emails, or team chats—just make it visible.”Allina tracks recognition impact through KPIs like turnover and engagement. “We’ve reduced first-year turnover significantly, thanks to stronger onboarding and manager support,” she said.Finally, Bailey emphasized managing change with care. “When programs evolve or sunset, explain the why and offer new tools to keep appreciation alive. Recognition should never just disappear.” Recognition is the heartbeat of thriving workplaces. When managers genuinely appreciate their employees, they build stronger cultures and lasting loyalty.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Travis Johansen for From Day One)
Employee Mental Health and Financial Wellness: How Managers Can Be Empowered
BY Carrie Snider June 17, 2025Burnout, debt, disconnection: today’s workforce is carrying more than just job responsibilities. And when these pressures surface, it’s managers who are expected to respond first—and best.At From Day One’s NYC half-day benefits conference, a panel of experts tackled a pressing question: How can companies better equip their managers to support employees holistically? From emotional intelligence to creative financial wellness tools, the conversation revealed why empowering managers may be the smartest investment a company can make.Mental Health First AidEquipping managers with the tools to support employee mental health and financial wellness may be one of the most powerful moves a company can make, says panelist Sean Masterman, VP of global employer sales at Calm.“Managers are the frontline of employee experience,” Masterman said. “Training them in mental health first aid helps create a ripple effect across the organization. It starts to normalize conversations around mental health and builds psychological safety.”One effective starting point for those conversations? Sleep.“Sleep is the number one reason people come to Calm,” Masterman said. “It’s a non-threatening entry point into broader discussions around mental health, and it helps reduce the stigma.”Masterman also emphasized the connection between financial wellness and mental health, noting that financial stress is a top contributor to poor sleep and overall well-being. “We’re not just talking about financial literacy,” he said. “We’re talking about helping people understand their relationship with money—how it affects them emotionally and mentally.”Engagement with mental health resources can vary across generations, and Calm is developing content to reflect that. “Gen Z is deeply impacted by financial insecurity,” Masterman said. “That’s why we’re creating content that speaks to people at different life stages and helps them feel seen.”Stretching Budgets to Support EmployeesEmployers today are eager to support their workforce’s financial wellness, but many face significant budget constraints and market volatility. “Companies are desperately trying to solve this problem,” said panelist Aaron Shapiro, founder of Carver Edison, a financial wellness company. “They see the data. They know how important financial wellness is, but there’s a lack of tools. Budgets are fixed, and especially over the past couple months, there’s more pressure than ever to become more efficient, increase earnings for shareholders, [and] more volatility in the market.”This tension creates a tricky balancing act for businesses. Many financial wellness programs offer value to employees, but at a cost that directly impacts the company’s budget. The panel discussion was moderated by Tania Rahman, social media director at Fast Company“For every dollar of value that’s typically delivered to employees through some financial wellness programs, it’s typically $1 of expense for the company,” Shapiro said. “So you launch a program, things are going well, but then the market shifts, budgets get tightened, and you have to figure out a way to make money go further.”Despite these challenges, innovative solutions can break this zero-sum cycle. “If we can help companies break out of that cycle, it unlocks a whole new level of possibilities and really gives companies an incredibly unfair advantage, not just from a retention perspective, but also in being able to play offense when the world is playing defense,” he said.One example is Carver Edison’s product, Cashless Participation, which helps employees boost their income without increasing company costs. “Over 87% of employees that use Cashless Participation say that it’s a more valuable financial benefit than some of the others being offered at their company,” Shapiro said. “It not only helps free up disposable income for those employees but gives them a whole new level of flexibility when it comes to managing all of the other financial priorities they have in their lives.”By tailoring financial wellness programs to fit both employee needs and company realities, organizations can better support their teams—even when budgets are tight.Emotional Intelligence in ManagementA key challenge for many organizations today is ensuring managers possess a high level of emotional intelligence (EQ) to effectively support their teams. Panelist Allison Roberts, senior director of HR at Interpublic Group, emphasized that true engagement goes beyond just overseeing work. “They need to have a high level of EQ managers, and what it looks like is truly engaging with your employees and showing them that you do care about them, not just about their work, but about them as a person,” she said.Roberts noted that emotional intelligence is often overlooked when promoting employees into management roles. This gap can lead to managers who lack the necessary skills to provide meaningful support, especially in today’s increasingly complex workplace.To address this, IPG has invested in education and training. Their learning and development team has been doing a lot over the last few years on EQ training for managers to help with understanding different dynamics. Specifically, a wide variety of generations in the workplace together, she added. This kind of training not only equips managers to better relate to diverse teams but also fosters an environment where employees feel truly supported.Roberts also highlighted the importance of leaders modeling emotional intelligence themselves. “For leaders, it’s about modeling desired behavior, and we get them engaged, then the employees will see and they’ll engage more. And a little bit of self-disclosure as well helps with opening those doors for employees to feel a little bit more comfortable engaging.”Holistic Approach to Employee Well-BeingEspecially in sectors like healthcare, supporting employees requires more than just traditional benefits. Panelist Lindsey Garito, AVP of total rewards at Montefiore Health System, talked about the importance of addressing well-being from a holistic perspective. “Financial health and financial well-being isn’t just about finances. It affects our physical health, our mental health,” she said. This interconnectedness means organizations must consider all aspects of an employee’s life when designing support systems.Garito also shared a powerful reminder: “The workplace is not a car wash. It’s not a place where you enter the doors and you’re suddenly cleansed of everything that’s going on in your life.” This insight underscores the reality that employees bring their whole selves to work, carrying personal challenges alongside their professional responsibilities. For healthcare workers, this can be especially demanding given the nature of their roles.To address these needs, Montefiore’s team focuses on proactive communication and accessible resources. They educate employees and managers and HR partners about available tools, Garito said, “making sure that they’re fully equipped to understand all of what we offer.” This approach helps ensure that support is consistent and reaches all levels of the organization.During Financial Literacy Month, Montefiore took extra steps to engage employees with a variety of workshops and on-site fairs, providing “face to face time with employees” that helps break down barriers to accessing benefits. “We get a lot of direct feedback from the employees about what they need and what they’re looking for, and then that helps inform our strategy,” Garito said.Supporting employee mental health and financial wellness is no longer optional—it is a strategic imperative for organizations committed to thriving in today’s dynamic world. By investing in manager training, fostering emotional intelligence, and implementing creative financial wellness solutions, companies can build a culture of psychological safety and holistic well-being. As these approaches take hold, managers become powerful catalysts for change, enabling employees to bring their whole selves to work and navigate life’s challenges with greater confidence. Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Hason Castell for From Day One)
The New Era of Hiring: How to Make it Personal, Equitable, and Fast
BY Carrie Snider June 12, 2025From transforming passive talent pools into engaged communities, to using AI as a smart assistant, this new wave of recruitment puts people first while turbocharging efficiency. Today’s hiring leaders are reimagining recruitment as a strategic, personalized, and inclusive journey. At From Day One’s NYC half-day TA conference, panelists shared how they’re harnessing technology, data, and genuine human connection to rewrite the rules of hiring. Here’s what industry insiders are saying about creating hiring experiences that truly work for candidates and employers.From Talent Pools to Talent CommunitiesWhen it comes to sourcing strategies, Jessica Malachowski, VP of direct sourcing and strategic talent acquisition resources at Atrium, sees a clear difference between traditional talent pools and emerging talent communities. And for her, it’s not just semantics—it’s strategy.“If you think about the words itself, a talent pool versus a talent community—a community is where you belong,” Malachowski said. “There’s a level of engagement that happens because you feel like you belong.”That sense of belonging is what drives the effectiveness of talent communities. Rather than collecting resumes for future openings, talent communities are about building meaningful relationships with candidates over time. It’s an active process, one that involves branding, communication, and providing ongoing value. “Maybe they get a newsletter. Maybe there’s some marketing engagement that you’re giving to them,” she said. “It’s truly about building that relationship and ensuring that you’ve got quality people that are part of that community, that are truly on the ready.”This evolution in approach requires TA leaders to think more strategically—and to have a seat at the table. “If we can align our goals with the business goals, they’ll reserve us a spot at the table,” she said. Preparedness is key. When recruiters invest in two-way relationships with talent, they’re more likely to have qualified, interested candidates ready when roles open. It’s a shift that’s making sourcing more personalized, inclusive, and ultimately, more effective.Embracing Data-Driven Hiring to Support Candidates and Recruiters AlikeKim Stevens, director of talent acquisition at Employ, knows firsthand how challenging today’s hiring landscape is—for both recruiters and candidates. “There’s a ton of people that are in the job market, and in comparison to the jobs, the candidate pool is exponentially higher,” she said. “Recruiters need something to help automate communications to candidates.”This imbalance has sparked a greater reliance on data and AI to bring efficiency and empathy into the hiring process. Stevens herself was a job seeker for nearly a year before joining Employ, and that experience informs how she approaches her work. “It was defeating. You’re kind of viewed as just a piece of paper,” she said. “It’s not a recruiter’s fault, it’s just the landscape right now.”Kelly Bourdet, the founder of Apparata Media, far left, moderated the discussion At Employ, which owns platforms like Lever, Jobvite, and JazzHR, Stevens is helping shape how technology can drive more intentional, inclusive hiring. With the recent acquisition of Pillar AI, Employ is adding tools that not only transcribe interviews but also help deliver feedback and better match candidates to roles. But data is only powerful when it’s used well. Stevens emphasized the importance of reviewing candidate source data to track diversity metrics and refine outreach strategies. Ultimately, the role of AI and data not just as a way to fill roles faster, but as a means to support people, says Stevens. “Our audience is overwhelmed,” she said. “We just need to be there to support, coach, and guide.”Skill-Matching Technology New York Life is harnessing AI-powered skill-matching tools to enhance the recruiting process for both candidates and hiring teams. With more than 100,000 applicants for just 1,400 positions last year, Glenn Padewski, head of experienced hiring and executive search, understands the scale of the challenge—and the opportunity. “It’s easier to get into Harvard than it might be to get a job at New York Life based on those numbers,” he joked.To address this imbalance, Padewski’s team implemented skill-matching technology designed to elevate the experience across the board. “On the candidate side, they drag and drop their resume into the system, which then aligns them with other jobs in the organization that may be a fit,” he said.. “So not only are they seeing that one job they were initially attracted to, now they’re seeing other potential matches.” This broadens opportunities for candidates while creating a more personalized application journey.The tool also empowers recruiters by prioritizing candidates based on how closely their skills and attributes align with open roles. “This allows our recruiters to spend time with the candidates who are most closely aligned to that job description,” Padewski said. “They're stopping right at our applicant tracking system and seeing who's qualified.”Hiring managers also benefit, with streamlined tools to review and disposition candidates directly. “They can thumbs-up or thumbs-down right within the tool, triggering the recruiter to move them through the process or send a rejection email, providing immediate feedback.”The result? Faster interview scheduling, smarter hiring decisions, and a better experience for everyone involved. “We’re seeing now, from the time we’re interested in interviewing a candidate to the time they interview, it’s less than four days,” he said. Balancing Data With Storytelling Cassandre Joseph, global head of talent acquisition for R&D at Novartis, emphasizes the evolving role of technology in recruiting, especially the growing influence of AI, and the critical need to blend data with human storytelling. “There’s no more burying your head in the sand as it relates to AI,” she said. “At some point, everyone in talent acquisition needs to get started somewhere.” Joseph acknowledges that while the pace varies by organization, the first step is essential.Yet, she cautions against blind adoption of technology. “I get tons of emails about new AI tools promising to solve all our problems. But we know our companies and how they operate, and not every technology is the right technology for you.” Her advice is clear: organizations must be laser-focused on what works and cut loose what doesn’t—quickly. “If you don’t, you waste time and energy integrating a tool that actually doesn’t fit your company.”Joseph emphasized the indispensable role of the human element alongside AI. “It’s no longer enough to just look at resumes or ask basic questions. You have to understand what hiring managers truly want and align that with candidate evaluation.” She highlights that human connection and cultural fit, assessing values and behaviors, remain central: “Those questions about values and behaviors are going to be very important as we bring in technology.”Data alone doesn’t tell the full story. “If I tell you we fill roles in 40 days, and someone else says 60 days, so what? Is it quality versus quantity? Filling quickly doesn’t always mean better hires. That’s where storytelling comes in.” Talent acquisition professionals must bridge the gap by combining data insights with narrative to truly understand and communicate hiring success.AI as a Strategic ToolSteve Lavner, SVP of talent acquisition at Edelman, says AI is not a replacement, but a powerful assistant in the recruitment process. “AI is our assistant. I’m actually able to talk to AI and have the conversation about a particular search or candidate and get meaningful information back,” he said. This conversational interaction with AI tools opens new doors for recruiters to gather insights and speed up their workflows without losing the human touch.Lavner emphasizes the importance of transparency in managing candidate relationships alongside AI. “As long as we tell candidates this is part of a pipeline, and they understand that we want to get to know them, maybe not now, but maybe in five years, it creates trust and keeps the communication open.” This approach not only respects candidates but also builds ongoing connections in competitive fields, like financial communications, where knowing the right people matters.Despite the exciting possibilities, Lavner cautioned against ignoring the risks and biases AI can introduce. “We have to be aware that there could be bias in AI. The human part is crucial here. We must ensure diverse slates and keep pushing for diverse hires.” He separates diversity and inclusion from politics, focusing instead on tangible outcomes: “Sameness is not good. We want a diverse group. That’s what we do, and that’s what we have to keep doing.”Lavner called for vigilance: “The law of unintended consequences comes to mind. We have to stay diligent and keep this human, because unexpected issues will come up.” In his view, AI is a strategic tool that, when combined with skilled human recruiters, can transform talent acquisition, helping to identify the right candidates while maintaining the essential human connection at the heart of recruitment.As the talent acquisition landscape continues to transform, success hinges on blending innovative technology with authentic human engagement. By fostering inclusive talent communities, embracing data with purpose, and using AI as a strategic assistant rather than a replacement, organizations can create recruitment processes that are not only efficient but truly candidate-centric.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Hason Castell for From Day One)
Building a Culture of Learning That Promotes Reskilling
BY Carrie Snider May 30, 2025The need for continuous skill development is essential for survival and growth in today’s world. Reskilling employees to meet evolving demands is no longer a one-off training initiative but a core part of cultivating a thriving corporate culture of learning. At From Day One’s Dallas conference, industry experts gathered to explore how organizations can embed reskilling into their core. Embedding reskilling into a corporate culture starts by reframing how organizations view talent—through the lens of skills. Kymberly Kuebler, VP of talent at Aimbridge Hospitality, shared how her company is shifting toward a skills-based workforce, beginning with redefining leadership.“One of the key competencies [for leaders] is ‘develop talent,’” Kuebler said. “That’s an expectation we set for all of our leaders.” But setting expectations isn’t enough. Aimbridge provides managers with practical tools to translate expectations into action. “We have an apprentice program to learn how to be a general manager of a hotel,” she said. “Part of the expectation is that their leader has a guide about how to check in with them, so we’re giving the managers the questions to ask so they can facilitate that learning along the way.”Kuebler stressed the importance of application over theory, citing the enduring 70-20-10 learning model where 70% of development happens on the job. Without embedding application, learning won’t stick.Technology also plays a pivotal role, she says. Aimbridge used AI to analyze and rewrite job descriptions based on top skills, accelerating what would have taken months into weeks. Their approach turns skills-based strategy from buzzword to business imperative. “What hasn’t changed is that 70-20-10 model, and 70% is application. If you’re not building that into how people are learning, then they’re not really learning.”Cross-Functional Alignment is KeyCreating a culture of continuous learning and mobility demands alignment across functions. Melanie Stave, SVP, career development & mobility practice leader, at LHH, emphasized that HR, talent acquisition, recruiting, learning and development, and organizational development must be synchronized. “They all need to know what everybody’s doing, so that the talent management process is defined from the top, and they have a plan,” Stave said.Clear communication, especially with managers, is vital. Managers are often the “lost population” in talent strategies, lacking visibility into their teams’ skills or clarity on mobility opportunities. Stave urged organizations to provide managers with better support to drive development effectively.Christine Perez, editor at D CEO Magazine, moderated the discussion Transparent communication helps alleviate employee fears around technology-driven change. Rather than a cold, impersonal process, mobility should feel like a “white glove service” that keeps the human element front and center.With alignment, organizations foster a culture where employees feel safe to express their career aspirations openly. It creates a culture where people don’t fear looking for a new job, instead they love it, but also love growth, she says. Retention Tied to Internal MobilityRetention isn’t about perks; it’s about purpose. Arthur Lucien, VP of learning and development for the Expert Engineer Program at JPMorgan Chase, highlighted internal mobility as a key retention driver often overlooked in today’s talent wars.“There’s this fantasy that if you’re good at what you do, someone will find you and give you what you’re looking for,” Lucien said. “That doesn’t always happen.”JPMorgan Chase targets mid-level performers who want to grow but are often neglected. “Your mid performer, the person who’s good but wants to be great, they get left behind all the time,” he said. Losing these employees means losing potential top talent.Lucien warned of the “deployment cliff,” employees earn new skills but managers are unprepared to help them apply those skills. Partnering with managers to provide tools, time, and transparency is crucial to avoid losing talent after development.Tracking Individual Development Plans (IDPs) is also key. “If we don’t know what people are working on, we’re on the clock until they leave,” he said. Leverage AI as a Tool for EfficiencyMike Sample, head of global strategic L&D at JLL, described how curiosity led him into AI and transformed his role. “I didn’t know what AI was,” he admitted. “I tend to be a late adopter. So I decided that I would learn a little bit about AI. I learned what a large language model was, and that helped me out a lot.”Sample sees AI not as a threat but a tool to create “white space,” freeing up time from mundane tasks to focus on creative, meaningful work.“Look at what you do, and then see what AI can help you do,” he said. “Some of the fear just comes from the unknown. But what if I could show you a way to save time doing something you don’t even like doing?”All that said, efficiency isn’t only automation; it’s engagement. Sample stressed listening to employees and encouraging a learning culture based on inquiry. “Never tell what you can ask,” he said. “When people feel engaged, they learn more.”AI doesn’t replace human skills like problem solving, critical thinking, and collaboration, he added. His advice for organizations? Start small, be consistent, and lead by example: “Learn the thing you know least about. Say out loud that you’re a little bit afraid of it. Go for it—and then teach someone else.”Learning as a Strategic ImperativeFor Molly McKinstry, VP of sales, North America, at Udemy, education is essential. “Learning is not a box check exercise,” she said. “It is a strategic, incredibly fundamental part of high performing, durable organizations that directly connects to business outcomes.”This starts with trust. Employees want to know their company invests in their future, not just their productivity. “If we are investing in their own skill development, I can't think of a more omnipresent way to show that trust,” McKinstry said.Learning must be personal, ongoing, and data-driven. It should be tailored to where employees are on their skill journeys and happen continuously—not just quarterly. Analytics should measure ROI through retention, mobility, innovation, and engagement.Digital access is vital. “People want to be able to learn when they want to learn, how they want to learn, where they want to learn,” she said. This empowers employees and addresses leadership’s gap in managing emerging technologies.“55% of employees do not believe their leaders are ready to bring Gen AI in a really intentional and strategic way,” McKinstry noted. Leaders must learn alongside their teams, foster vulnerability, and make learning fun.Reskilling requires a strategic, organization-wide mindset that incorporates skills-based development, aligned leadership, empowered managers, and smart use of technology. Companies that embed reskilling into their culture will retain talent, foster growth, and maintain competitive advantage in today’s evolving marketplace.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Steve Bither for From Day One)
Supporting Women’s Health Through Every Life Stage
BY Carrie Snider May 29, 2025Being a woman today often feels like balancing on a tightrope—juggling career, health, family, and societal expectations, all while navigating life's complex transitions. As women face these challenges, it’s up to companies to offer tailored healthcare and support that evolves with them at every stage.During From Day One’s April virtual conference, expert panelists shared how their organizations are supporting women’s health through every life stage in a session moderated by Megan Ulu-Lani Boyanton, reporter at the Denver Post.Traditional healthcare often falls short in supporting women through every stage of life. Kathleen Davin, director of people operations at Maven Clinic, the largest virtual clinic for women’s and family health, sees the difference a more personalized approach can make. “We talk a lot about really taking a one-size-fits-one approach to employee benefits and not a one size fits all,” she said.After a high-risk pregnancy, Davin returned from parental leave with a renewed appreciation for holistic support. Living with type 1 diabetes, she used Maven to meet monthly with diabetes educators and accessed lactation consultants and sleep specialists during postpartum. Through Maven’s internal Wallet program, she was reimbursed for costs traditional plans often ignore—like a wearable breast pump and acupuncture. “I didn’t have the stress of figuring all these things out with a new baby at home,” she said.This tailored approach highlights a broader shift in benefit design. “It’s not just about checking the box on ‘Yep, we offer these benefits.’ It’s really thinking about delivering care that is supporting employees in as many of their moments of need that are very different and complex,” Davin said.That includes supporting midlife transitions like menopause. Despite affecting half the workforce, only 22% of employers offer menopause support. “It’s a super stigmatized stage of life,” said Davin. “But it also leads to a lot of impact on engagement and productivity in the workplace.” Maven provides 24/7 access to specialized providers, community support, and clinically vetted content—giving employees trusted care and connection.Personal and Professional BalancePhyllis Stewart Pires, associate VP of employee support programs & services at Stanford University, brings a deeply personal perspective to the conversation around integrating career and caregiving. “I had three different pregnancy experiences, three different postpartum experiences,” she said. “I leveraged my part-time, extended leave, and gradual return. I’ve used all forms of childcare over the course of almost 30 years of parenting.” Her story of caring for her children while navigating elder care for her parents, all while continuing to build her career illustrates the often-invisible complexity many employees carry.That experience has shaped not only her leadership style, but the programs she advocates for. At Stanford, Stewart Pires has led the development of a holistic well-being approach, one that addresses physical, mental, financial, and career health throughout an employee’s time at the university. “We’ve created something we call Babble Back, after the baby bonding leave ends,” she said. “It brings together a cohort of people coming back from leave and gives them a safe place to navigate those early challenges.” The program offers resources ranging from childcare guidance to having conversations with managers about breastfeeding.Supporting employees through those intersections of work and life requires cultural change. “First and foremost,” she said, “it’s thinking about whether you have a culture in which people feel they can be vulnerable.” From Fertility to MenopauseFor Neha Yadav, director of total rewards at Weight Watchers, supporting women’s mental health means embracing their entire journey, from fertility to menopause, with a workplace culture rooted in care, flexibility, and proactive communication.Panelists shared insights on the topic "Supporting Women’s Health Through Every Life Stage" (photo by From Day One)“The entire spectrum of women in the work environment has changed,” Yadav said. “We’ve taken on more responsibilities, but we haven’t let go of any. It’s important to create an atmosphere where you feel safe, welcomed, and understood.”Yadav emphasized that support needs to be both cultural and practical. When her newborn was flagged for additional medical testing shortly after birth, the response from her team left a lasting impact. “I was in pain, emotionally and physically drained, and panicking,” she said. “But my team said, ‘If you need more time or access to benefits, we’ll help you.’ That’s the kind of support that builds retention.”Education around available benefits—before a crisis hits—is another critical component. “You can’t send a new mom a link and expect her to research while she’s in crisis,” she said. “Organizations need to push information out ahead of time, so employees are empowered when they need it most.”At WW, that proactive approach includes incentives for prenatal care, support for fertility and adoption, and even pet insurance. The company also offers community-based resources, including internal groups where new parents can connect and share. “A peer support network, trained managers, and benefit options tailored to different phases of life—these all matter,” Yadav said. Life Stage Support ProgramsFor GHD’s Global Benefits Manager Katy Bellmore, their mission to meet its people where they are is personal. “After I first had my children, I wanted to do it all,” Bellmore said. “I didn’t ask for flexibility at work, and that’s my biggest regret. I wish I had behaved differently.” Her experience now informs the way GHD supports employees, especially when it comes to life transitions like parenting, caregiving, or midlife health changes. To address these needs, GHD launched its Life Stages initiative, an effort driven by employee feedback. “People wanted more personalized support that reflects where they are in their life,” Bellmore explained. “Whether that’s starting a family, managing a chronic condition, or navigating something like menopause.”One example is GHD’s expanded midlife health and wellness stage, which includes menopause support through virtual care platforms like Maven. “We’re creating a space for open conversations, reducing the stigma, and normalizing this stage of life,” she said. Maven bridges gaps by offering virtual coaching and care navigation, she added. Education plays a key role. Employees are also given tips on how to talk to managers about their needs—from eldercare responsibilities to navigating childcare options.Ultimately, the goal is to create “a culture of support and awareness, where our employees feel seen, heard, and understood—no matter what stage they’re in.”Supporting women’s health throughout every life stage is about cultivating a culture of care, flexibility, and understanding. As companies listen to women’s needs and embrace individualized support, they ensure better health outcomes, higher retention, and a thriving workforce.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by Paperkites/iStock)
Culture That’s Real: Translating Company Values into Everyday Reality
BY Carrie Snider May 19, 2025What makes a company culture stick? It's simple enough to create a set of values, hang them on a wall, or tout them on a careers page. But how do you turn those ideals into lived experiences—something employees feel in their day-to-day interactions, not just during onboarding?That was the focus of a panel at From Day One’s Dallas conference, where experts explored how to turn company values into everyday practices. The discussion, titled “Culture That’s Real: Translating Company Values Into Everyday Reality,” was moderated by Will Maddox, senior editor at D CEO Magazine.When Jim D’Amico became VP of talent acquisition at Caliber Collision, the largest collision repair operator in the country with over 30,000 employees, he knew culture couldn’t be an afterthought. But he soon learned culture doesn’t change just because leadership says it should.“I thought I could set it and forget it,” D’Amico said. “I empowered my team to make decisions, even make mistakes, but didn’t account for the historic culture of the company. Changing culture takes effort. It’s not a quick turn, it’s a lot of work to right the ship.”Real alignment begins with what D’Amico calls a company’s “true north”—a clear mission and vision that resonates at every level. “Is it something the CEO just said on a whim, or is it something we can all align with and feel?” he asked. “Once everyone believes in that mission, it’s simply saying, ‘Great, follow me.’”Culture, he says, must be lived and felt. “People don’t want to be told. They want to be sold. And they want to see it in action.” When employees buy into company values, it shows in every customer interaction. When they don’t, leaders must act with intention.Embed Values into Daily SystemsCulture must be part of day-to-day systems, says Prisca Anuolam, VP of HR at Entegris. Early in her career, she saw how mergers often focused on structure, systems, and reporting lines, while sidelining culture. “We quickly learned you can’t just look at typical HR metrics,” she said. “We had to flip it—to put culture at the forefront.”That shift began with cultural assessments to understand how both acquiring and acquired companies worked. The goal wasn’t to enforce uniformity, but to help teams recognize differences and collaborate more effectively.When interviewing for her current role, Anuolam used culture as her litmus test. She researched Entegris’ values and paid close attention during interviews. “I gave myself 60 days to see how people are leading,” she said. “It’s coming from the top and the bottom.”Panelists shared insights on the topic "Culture That’s Real: Translating Company Values into Everyday Reality"Now, she works to bake culture into systems like talent management and organizational design. “If it’s not part of the employee experience, it might as well be a poster on the wall,” she said.She encourages managers to apply values in practical ways. When a new leader asked if he could use the company’s leadership profile in Excel to assess his team, she said yes—and co-created a tool he could use, which later became a potential best practice. “People should be empowered to translate values into their day-to-day.”Empathy Is Key to ChangeRebecca Degner, AVP of HR at Genpact, says that culture change is about learning, not fixing failure. “I don’t think we’ve had failure,” she said. “There’s always just learning lessons.”At a company focused on outsourcing and acquisitions, integrating diverse cultures is a constant challenge. Each team, generation, and leader brings different expectations and requires a unique approach. That complexity grew with Genpact’s recent CEO transition. After more than a decade under the previous leader, the new CEO needed to reintroduce vision and goals.“Culture is a lifelong change,” Degner said. “As we evolve, as humans and as technology changes, we have to keep changing.” For HR, the first step is aligning internal communication with that evolving vision.Not everyone will be on board with every change, she says. “We just have to make sure they’re on board overall.”Communication is critical, especially in a digital-first, hybrid world. “We have to communicate multiple times, multiple ways,” she said. With more than 150,000 employees globally, Genpact uses everything from bulletin boards to town halls with donuts and coffee to reach workers without email access. Empower Leaders as Culture CommunicatorsOne of Cyntosha Ervin-Drewry’s biggest lessons came from a failed acquisition. At a previous company with 52,000 employees, she was involved in acquiring a 100-person startup. While the larger company saw it as an exciting opportunity, the startup didn’t share that perspective.“We thought, how exciting for them to join our big company. They saw it very differently,” she said. The result was years of turnover and disengagement. “The lesson: think about culture during due diligence.”Now VP of HR at Flowserve, Ervin-Drewry works to shape culture proactively. As the company evolves into a higher-performance environment, it’s trying not to lose what makes it special—like kindness and helpfulness.But that niceness can sometimes hinder growth, especially around feedback. She’s helping employees reframe feedback as a form of care. “That constructive feedback is nice too—you’re helping people get better. You’re making our team stronger.”To drive culture, her team equips leaders with tools and messaging. “We do posters, emails, town halls,” she said. “But what’s most impactful is focusing energy on leaders cascading the message.”Leaders can translate corporate goals into context that makes sense, whether for a CFO or a shop-floor technician. “They become an army of communicators,” she said, “and the value is they can shape the message for their teams.”Authenticity and Inclusivity MatterAuthenticity is essential and should not be forced, says Hari Date, senior solutions consultant at Workhuman and professor of HR and business management. Recognition that is immediate and specific to what someone did has far more impact than generic praise.Inclusivity is also key. Recognition should include peer-to-peer moments—not just manager-to-employee. “Make sure everyone has a voice,” Date said. “Let peers recognize peers: ‘I saw you. You amazed me. You did great work.’” This reduces bias and builds belonging.Feeling seen and valued resonates across generations. Date teaches both traditional and returning students and sees the same priorities: “Will I be respected? Will I be valued? Will I be heard? Leaders who foster environments where people can bring their whole selves to work are better equipped to attract and retain talent.Ultimately, authenticity and inclusivity are cultural commitments. “Get it off the walls, get it out of the handbooks, bring it front and center in their lives,” Date said. That means making space for every voice and modeling the values your organization stands for.Ultimately, culture can’t be built in a day or by HR alone. It takes time, empathy, and leaders who live the values they promote. As the panelists made clear, culture transformation happens in small moments—in check-ins, coaching conversations, and how people feel when they walk through the door.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Steve Bither for From Day One)
Shaping Benefits to Be Competitive Everywhere in the World
BY Carrie Snider April 30, 2025Benefits used to be pretty cut and dry, but the modern workforce has realized something about themselves. They want a holistic approach that touches every part of their well-being.“You really have to give employees a plethora and a full program of benefits,” said Diane Young, head of global benefits at Teradata. Young spoke during a fireside chat at From Day One’s Boston half-day benefits conference, interviewed by Callum Borchers, Wall Street Journal columnist on careers and work lives.These offerings should include physical, emotional, and social needs. Not only that, but each person is unique in what they need in each of those areas. “You could have somebody that you’re hiring who’s 21 years old or who’s 63 years old. What’s important to one person is going to be very different for somebody else,” she said. Benefits like well-being days, flexible time off, and birthday holidays are also ways to make employees feel valued and excited about joining a company, says Young. “It’s really meeting everybody where they are in their career and their stage of life.”Where You Work MattersOne thing the pandemic did was propel virtual and hybrid work into overdrive. The result? Much of the workforce now prefers virtual work. As such, flexible work arrangements are no longer just “nice to have”—they’re becoming a major competitive advantage.Diane Young, head of global benefits at Teradata, was interviewed“The best bang for the buck right now is definitely virtual work,” Young said. “If you’re giving the company and the employees the opportunity to work virtually, you can really hire the best talent. You’re not stuck to one location.” Especially for a company looking to compete worldwide, it’s a huge benefit.While many companies are pushing employees to return to the office, those that continue to offer virtual options stand out to potential employees. “For those companies that say you can work virtually flexibly, anywhere you want, it’s going to be a huge differentiator.” Still, there can be benefits from in-person, so she suggested that companies make sure they work around that to include the benefit of mentorship.“When you’re young in your career, it’s sometimes nice to have somebody sitting right next to you,” Young said. “You really have to have an open door if you’re working virtually.”Minimum Global Standards With operations in more than three dozen countries, Teradata uses global minimum standards to ensure consistency and fairness across markets.“A global minimum standard is basically saying, what do we stand for as a company, and what’s the minimum that we want to give to all employees?” Young said. “It is a guiding light. It helps us design benefits. It helps me say yes to benefits—and it also helps me say no.”One example is life insurance, which can vary wildly across the globe. Young said they used to offer life insurance benefits based on the country. But it can be complicated and inconsistent with that approach. “Let’s have a level playing field,” she said.Young highlighted the importance of balancing local regulations and competitive expectations while holding to company values: “I keep saying we’re one company—a whole employee in one company.”Culture Is Crucial for BenefitsEven the best-designed benefits package can fail without a strong, supportive culture behind it. Teradata has an unlimited paid time off policy, but it takes nurturing for that to work. “We have a culture of trust at our company, and because of that, we trust our employees. We trust them to take their time and not abuse it,” Young said. One key to it working? Leadership plays a key role. “If you see everybody working 60 hours a week and nobody’s taking a vacation, it’s not going to work.” Culture also matters when it comes to personal, meaningful benefits like pet bereavement leave. Even with unlimited PTO, recognizing a pet’s death explicitly in policy sends a message of empathy and care—qualities increasingly important to workers. They also offer the day off for an employee’s birthday.As Young emphasized, “It’s about designing benefits for the whole employee—and creating a place where people want to stay and grow.”Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Rick Friedman for From Day One)
How Leaders Can Personalize Employee Recognition and Rewards
BY Carrie Snider April 24, 2025While data is a powerful tool for driving engagement, it’s most effective when paired with genuine human connection. Fleur Tang, vice president of human resources in biosciences at BD, highlighted the value of combining analytics with direct employee interactions to create a more complete picture of the workplace experience.“ In order to really understand associates’ needs, one big part is to really get quantitative feedback,” she said during a panel discussion at From Day One’s Silicon Valley conference. “But we are so very big on gemba—meaning that you go to where work happens.” By spending time with employees where they work, managers can uncover insights that surveys alone can’t provide.Employee expectations are shifting rapidly—so how can companies keep up? Has the role of recognition and rewards in the workplace ever been more vital and complex? Tang and four other panelists explored how companies can empower managers to lead with empathy, purpose, and personalization. Moderated by David Thigpen of UC Berkeley, the discussion illuminated the evolving responsibilities of today’s people leaders and offered actionable insights for organizations of all sizes.Recognition efforts, Tang says, must align with company culture and be rooted in purpose. “Let’s be clear about the behaviors we are trying to recognize. That should be absolutely aligned with the culture we are creating for the organization.” It’s not just about the reward—it’s about reinforcing the right behaviors and supporting long-term engagement and retention.Tang also emphasized the growing complexity of middle management. “I think middle-level people managers have the most difficult role nowadays,” she said. These managers must navigate top-down mandates while keeping their teams engaged and productive. That’s why BD has made a conscious effort to support mid-level leaders through initiatives like “second circle meetings,” where leaders one level below the executive team receive direct communication and context from the company president.Purpose, Recognition, and Well-BeingCertainly, effective recognition requires data—but not just from a single point in time, says panelist Florencia Porcaro, senior human resources director at Google.“Data is the guiding principle by which we make decisions,” she said. Google uses a variety of touchpoints—including annual, weekly, and initiative-specific surveys—to track the evolving needs of employees throughout their life cycle. “A single employee may have different needs at different times,” Porcaro noted, emphasizing the importance of understanding those shifts in order to personalize support.The panelists spoke about "Employee Recognition and Rewards: How Managers Can Be Empowered."That personalization takes many forms. For instance, Google’s annual benefits selection period allows employees to reassess their priorities and choose options that best match their current life stage. “It’s a moment to figure out what’s changing in my life, what I value more now,” Porcaro said. The company also offers funding to help make those choices more accessible, empowering employees to tailor their benefits in a way that supports well-being and engagement.Today’s managers face unprecedented challenges, from geopolitical shifts to navigating the AI era, all while being expected to coach, support, and scale teams effectively. Despite the growing demands, Porcaro noted that employees increasingly seek more than just monetary rewards—they want growth, fulfillment, and visibility.“We do things like design recognition programs tied to organizational OKRs,” she said. Top contributors have opportunities to present their work directly to vice presidents in open-floor sessions. “It creates experiences where employees feel seen, valued, and that their work is adding up to something bigger.”That sense of care and intentionality became even more evident during Covid, when Google rapidly mobilized to send Covid tests to employees’ homes. “That speaks loudly about a company thinking about the well-being and needs of a community.”Personalized ManagementWhat does employee recognition and rewards look like at a smaller company? Panelist Abhishek Budhraja, talent business partner (engineering) at Groq, says the company’s approach is to rely heavily on managers to meet each person’s unique needs.“Most people join startups because they believe in the mission—so the real magic happens when we align individual preferences, learning goals, and personal needs with the company’s direction,” he said.Budhraja emphasized the importance of recognizing employees as multi-faceted. “Take me—I’m a millennial, but also a parent and an immigrant. You can’t just look at one label and assume it tells the whole story. That’s why it’s in a company’s best interest to offer autonomy and flexibility, guided by empathetic managers who help individuals find what works best for them.”While tools and offerings have evolved, the fundamentals of good management remain the same. “Empathy, perceptiveness, and helping people feel connected to a greater purpose are still core,” he said. “Those are timeless.”He’s also seen how people’s choices can surprise you. “I’ve had employees turn down promotions because they weren’t right for their life stage. Or at Uber, we’d give two types of offers—one with more equity, one with more cash—and you couldn’t predict what people would choose. That’s why understanding where someone is coming from—and giving them a choice—is so critical.”The Affordability GapOne of the most persistent—and often misunderstood—challenges in employee benefits is the affordability gap: employees want to engage in benefit programs but simply can’t afford to participate.Panelist Aaron Shapiro, founder of Carver Edison, sees this gap firsthand in his work with companies of all sizes, from biotech startups to Fortune 500 firms.“A lot of times, lower-income employees get written off as not being interested in programs because they’re focused on other issues,” he said. “What we found in our data says that is not true at all.” Shapiro says participation drops when payroll deductions make programs inaccessible to those who need them most.This affordability barrier has a direct impact on retention. Many employees are seeking only modest increases in pay, but without support, even small gaps can lead to turnover.“Seventy-eight percent of people looking for a new job right now are primarily interested in just making more money,” Shapiro said, citing recent Federal Reserve data. “The answer was basically a 10% raise on average.” While that increase may not seem significant on an individual level, it adds up quickly for employers—and makes the case for more creative compensation strategies.Carver Edison addresses this gap through its product, Cashless Participation, which allows employees at public companies to join stock plans without upfront payroll deductions.“Last year that delivered about a seven-and-a-half percent raise to the average employee using our product,” Shapiro shared. “And what we found is that not only did 18-month retention rates go up by about 50%, but also click-through rates on simple things like emails were up 500%.” That kind of impact on both financial wellness and engagement shows what’s possible when companies think beyond the traditional benefits model.Customizing BenefitsAs companies work to improve employee engagement and retention, one truth remains clear: there is no one-size-fits-all solution. Customization is key.Panelist Jeff Hermosillo, northern California health solutions practice leader at Aon, emphasized that understanding employee needs starts with asking the right questions—and then placing the answers in context.“You survey, and you get as much information as you can,” he said. “But then you benchmark. Maybe you’re a tech company and want to know how you stack up. What your employees say matters, but context, comparing across companies or industries, helps you make sense of everything.”Aon’s employee sentiment study sheds light on generational preferences. “We tallied information across four generations and asked, ‘What are the most valued benefits?’” he said/ “Gen Z put health insurance first, followed by work-life balance, time off, career development, and retirement. Baby boomers, on the other hand, ranked retirement highest—and work-life balance came in fifth.”While preferences may differ, Hermosillo says there’s usually a shared core of value. “Even though baby boomers ranked health care third, they still care about it,” he said. “So you look to optimize the areas of common ground, then ideally provide some customization so people can choose what matters at their stage in life.”That personalization also extends to how rewards and recognition are delivered. “It’s like throwing a party—someone’s not going to like the meal or the venue,” Hermosillo said. “It’s the same thing with recognition programs. People have different preferences, and that’s okay. The key is understanding who you’re working with and having some flexibility.”Among the panelists, one thing was clear: the most effective recognition and rewards strategies are rooted in flexibility, empathy, and a deep understanding of employee needs. Whether it’s closing the affordability gap, personalizing benefits, or empowering middle managers with better tools and support, companies must move beyond one-size-fits-all solutions. By equipping managers to recognize their teams in ways that are timely, meaningful, and aligned with company values, organizations can foster a culture where employees feel truly seen, supported, and inspired to stay.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)
How Employers Are Strengthening Support for Employee Mental Health and Well-Being
BY Carrie Snider April 16, 2025Burnout has become a critical issue in healthcare, especially for providers treating chronic pain. The emotional and physical demands of patient care, combined with mounting workplace stressors, are pushing many to the brink of exhaustion. Experts say the solution lies in a holistic approach—one that recognizes the deep connection between physical pain, mental health, and organizational culture.Across industries, employee mental health remains fragile. In a post-pandemic world where wellness is a top priority, companies are grappling with a key question: how can they offer support that’s truly meaningful?At From Day One’s Silicon Valley conference, a panel of experts explored the evolving landscape of employee mental health and wellness. Moderated by Michal Lev-Ram, contributing editor-at-large at Fortune, the discussion covered the role of technology, personalized wellness initiatives, and global strategies for cultivating well-being at work.“Pain is never just physical,” said panelist Claire Morrow, senior manager, PT consultants at Hinge Health. “It’s influenced by psychological and social factors, and that applies to providers just as much as patients.” Healthcare workers who spend their days managing patients’ pain often struggle with their own, leading to a cycle of stress, fatigue, and burnout.Toxic workplace culture only makes it worse. Studies show that negative workplace relationships can delay pain recovery and contribute to emotional exhaustion, Morrow says. A lack of support from leadership or colleagues can push already overburdened providers to their breaking point.“A healthy work environment isn’t just nice to have—it’s essential for both patient care and provider well-being,” she said. “When providers are burned out, it directly impacts the quality of care they can give.”Thankfully, the rise of telehealth and flexible digital platforms is reshaping healthcare delivery, giving providers more control over their schedules. At Hinge Health, physical therapists can work remotely, reducing the stress of long commutes and rigid clinical hours.“Giving providers flexibility in their work helps prevent burnout and ensures they can keep delivering high-quality care,” she said. As healthcare continues to evolve, industry leaders are pushing for solutions that protect both patients and providers. The fight against burnout isn’t just about reducing stress, but about ensuring the future of quality care.Technology’s Role in Mental Health SolutionsTechnology has its place—it should enhance, not replace, human support. AI-driven tools provide employees with a confidential, accessible entry point to mental health care, especially for those hesitant about traditional therapy. Platforms like Unmind’s AI-powered system guide employees toward self-care and offer a seamless transition to professional support when necessary.Despite advancements, burnout remains high, a result of high-performance cultures that overlook well-being. Advanced analytics allow companies to measure burnout’s impact on productivity and healthcare costs, demonstrating mental health as a business priority. “The business case for mental health is clearer than ever,” said panelist Matt Jackson, GM, VP of Americas at Unmind. “When companies invest in prevention, they see reduced absenteeism, increased engagement, and ultimately, better business outcomes.”The U.S. healthcare system prioritizes treatment over prevention, but employers can lead the shift toward proactive mental health strategies. “The future of workplace mental health isn’t about reacting to problems—it’s about using technology to prevent them before they start,” Jackson said. Preventative tools offer real-time support and data-driven insights to address mental health challenges before they escalate.By integrating AI solutions, companies can scale mental health care, reduce costs, and build a resilient workforce. “Digital tools give employees the autonomy to access support on their own terms while ensuring organizations can offer consistent, scalable care,” he said. These tools also help foster a psychologically safe environment, equipping leaders with the resources to prevent burnout and enhance employee well-being.Global Approaches to Wellness As companies adapt post-pandemic, Enphase Energy has focused on helping employees prioritize self-care and family care in a world still adjusting. Panelist Vivian Hung, head of total rewards at Enphase said that “Post-Covid, everyone’s mental head space and self-care prioritization has shifted, and that extends to how they care for their family and how they care for themselves after they leave work.”To accommodate its global workforce, Enphase tailors wellness programs to meet regional and cultural needs. This includes offering fertility health benefits globally while also ensuring inclusivity for employees in different life stages. Executive panelists spoke about "Enhancing Employee Mental Health and Wellness Support" “I don’t have 100% of my workforce thinking about family formation,” Hung said. “So how do I take care of the rest of the population?” The company offers a wide range of benefits to ensure that every employee’s needs are met, irrespective of location.In addition, Enphase maintains a strong focus on work-life balance, particularly through its implementation of blackout meeting periods. They employ a blackout period to be respectful of local time zones. This ensures employees aren’t burdened with after-hours work, promoting true disconnection from work, she says. Financial wellness is another key pillar at Enphase, recognizing that financial stress is a global issue that impacts overall well-being. The company provides educational resources to help employees understand their total compensation, easing financial concerns and strengthening their connection to benefits.Fostering Meaningful ConversationsHuman connection is key to building a supportive work environment. Since each employee’s experience is shaped by their location, culture, and personal circumstances, companies must take a flexible, personalized approach to wellness. In short, panelist JoAnn Taylor, CHRO at Rakuten, says organizations must meet their people where they are. “We try to make sure that we know what’s going on, and we can be agile so we can react quickly to make sure that our employees have the support in place that they can access when they need it in confidentiality,” she said. This adaptability allows companies to offer tailored solutions, ensuring that employees feel understood and supported.While digital wellness tools play a role in wellness programs, the human element is just as crucial. “Having one meaningful conversation a day raises all the good hormones, and that builds your inner strength, so you can be more agile when things start to come at you,” Taylor said. In today’s hybrid work environment, balancing flexibility with meeting business needs is essential. That’s why they introduced Wellness Fridays, where employees get the afternoon off to recharge.As the panelists pointed out, with the right tools and a focus on human connection, companies can create a resilient, engaged workforce capable of thriving in today’s challenging landscape. By embracing flexibility, integrating preventative mental health tools, and fostering personal connections, companies can create a resilient workforce equipped to thrive in today’s dynamic work environment.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)
Enhancing Efficiency, Inclusivity, and Personalization: How AI is Transforming Talent Acquisition
BY Carrie Snider April 02, 2025Hiring the right talent has never been more challenging—or more crucial. Organizations must be efficient, but not to the detriment of it becoming a transaction. While AI is helping companies transform recruitment, how can they harness its power without letting the process become robotic?At From Day One’s Salt Lake City conference, a panel of experts discussed how to achieve a human-tech balance. Moderated by Melanie Jones, editor in chief of Utah Business, the conversation explored AI’s role in recruiting, the skills gap in today’s workforce, and strategies for creating a more efficient, engaging hiring experience.Artificial intelligence may be streamlining high-volume hiring by automating sourcing, scheduling, and selection processes. However, the key to success lies in balancing AI’s efficiency with the human touch that ensures a personalized candidate experience.“For us, AI helps with sourcing and scheduling, particularly for entry-level and high-volume hiring,” said panelist Danielle McCaffrey, senior director of talent acquisition at Alorica. AI can minimize front-end work to help them narrow down candidate pools while also making sure that they don’t miss any of them, she says. But what of recruiters?Rather than replacing recruiters, AI is shifting their roles. Since automation takes over repetitive tasks, recruiters can focus on higher-value activities such as interviewing, networking, and refining candidate assessments. “In high-volume recruiting, we tend to get too transactional, but AI helps us move beyond that to create more meaningful conversations with candidates,” McCaffrey said.For companies looking to implement AI, McCaffrey suggested first conducting a time and motion study to assess which tasks are truly repeatable and suitable for automation. “That can give you a good starting point,” she said, reinforcing the need to approach AI integration strategically while keeping the human element at the core of hiring decisions.Future Workforce and AdaptabilityWith technology shaping the workforce, adaptability is key, says Breanna Johnson, recruiting team lead at Zions Bancorporation. “The first implementers of technology are going to be the people coming out of high school and college,” Johnson said. As this young workforce applies for entry-level roles, the landscape will continue to shift. “Just like customer service phone positions were once the standard, and now chat support has grown, new roles will emerge. We need employees who are flexible and leaders with vision to direct those paths.”Despite AI’s advantages, there’s a growing skills gap in the workforce, says Johnson. “We’re seeing a lack of communication skills, especially among individuals who completed their education remotely during Covid. Many recruiters and organizations have noted this as a significant issue, particularly for roles requiring customer interaction. We may need to adjust our training to focus on customer service and communication.”Panelists shared insights on the topic "Making Talent Acquisition More Efficient, Inclusive, and Personalized"That’s why recruiters at Zions Bancorporation are continuously upskilling. “Our team has been attending seminars and lectures to enhance their knowledge,” Johnson said. “We want our recruiters to take the reins of AI technology, not just replace parts of their work but use it to create real value for hiring managers and candidates. In the next three to five years, as AI becomes even more prevalent, our team needs to be prepared.”Everyone has to start someone with the adoption of new technology, says Johnson. “Everyone right now is in the early stages of AI exploration. Even if you feel behind, researching and implementing AI today is the next best step. Look at your core recruiting components—whether it’s Workday, Taleo, or another system—and ensure any new tools integrate well. Vendors may promise the stars and moon, but will it actually work with your system?”Holistic Hiring ApproachThe key to making talent acquisition better is to look at it holistically, said panelist Jay Hart, global head of talent management at Varex Imaging Corporation. “We want to use technology to simplify some of those easily repeatable tasks, maybe the lower value-add activities, but we still need to use human judgment to evaluate and make decisions,” he said. This balance allows companies to leverage technology to improve efficiencies without losing the crucial insight that human evaluation provides.The key is to use technology for the right reasons, and to never let it replace human judgment. “I can’t rely on the way we used to do it, where a recruiter screens a resume, hands it to a hiring manager, who spends 30 seconds on the resume... I’ve got to have skills assessments, a personality profile, and a structured interview process with an unbiased ranking system.” This ensures that each candidate is thoroughly evaluated, minimizing the risk of overlooking potential talent due to a lack of personalization or bias. With this approach, companies can spend time on what’s really important. Enhancing Candidate ExperienceImproving the candidate experience is essential to attracting and retaining top talent, says panelist Julie Cox, senior director of talent acquisition and global mobility at Lamb Weston. So whatever tech you’re looking at possibly implementing, make sure it enhances the experience, she says. Lamb Weston uses several tools, including a CRM tool to streamline candidate sourcing. This automation simplifies the search process, allowing teams to focus on higher-value tasks, like engaging with candidates personally, Cox says.Lamb Weston has shifted its approach to employee feedback by moving away from infrequent surveys to “pulsing” surveys that are quick and easy to answer. What they’ve discovered is that the younger workforce craves professional development—specifically feedback. Responding to this call can help engage the workforce.Microlearning is another innovative approach that the company promotes to enhance employee development. “We were able to say, we want to do two to three-minute microlearning modules,” Cox said. This approach fosters quick learning and offers employees easy access to reference materials.Cox’s team also revamped the company’s career site to make the application process smoother for candidates. “We added 18 additional pages that provide the candidate with a lot of self-service tools. We worked really hard to make sure the candidate could quickly and easily apply to a job at Lamb Weston.” This focus on simplicity and accessibility is key to improving the overall candidate experience.Strategic and Flexible RecruitingPanelist Erin Kap, director of talent acquisition at Intermountain Health, is focusing on enhancing the skills of the recruiting teams post-Covid. “I think we’ve all come out of Covid and what that did for recruiting teams. It was go, go, go at a breakneck pace, trying to fill things and trying to get them back to just the human experience.”AI can help with processes, but it can’t judge character and behavior. To make this transition smooth, the team has initiated a “huge upskilling project” to support their recruiters in continuously developing their skills. At the same time, it’s important to trial and error your way through your methods.“We’ve had experiences where we’ve implemented tools that didn’t work and candidates were averse to so we saw, like, large drop off rates, and that was important for us to be able to recognize and get rid of what’s not serving your business, like what she’s saying. If it’s not serving you, then get rid of it and figure something else out.”As companies utilize AI more and more, Kap suggested they take recruiters along the way. That way, they can be part of the implementation and better adapt to how things are changing. To foster engagement, Kap’s team has worked on creating personalized development plans for recruiters. “We sat down as a team, knowing what we’re implementing, what we’ve already done, said, like, what are really those major skills of the future, and why are they so important? And then we’ve evaluated our team to say they’re doing the evaluation too, to see, like, where am I really at? And creating development plans around that.”By strategically integrating AI, continuously upskilling recruiters, and prioritizing the candidate experience, companies can create a hiring process that is both efficient and deeply personal. Flexibility is key. And in the end, successful talent acquisition isn’t just about filling roles—it’s about building strong, engaged teams for the future.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Sean Ryan for From Day One)
Fostering Connection for Workplace Well-Being and Innovation
BY Carrie Snider March 27, 2025Workplace mental health is in crisis. According to the U.S. Department of Health and Human Services, 76% of U.S. workers report experiencing at least one symptom of a mental health condition, and 84% say their workplace has contributed to their struggles. As such, employees are demanding change—81% say they will seek workplaces that actively support mental well-being in the future.At From Day One’s Houston conference, TV host, producer, and journalist Dee Brown moderated a panel of experts. As she highlighted these statistics, their discussion maintained that to foster well-being and drive innovation, organizations must create environments where employees feel valued, heard, and safe.Building Psychological SafetyPanelist Jonathan Thorp, chief learning officer at Quantum Connections, highlighted that addressing workplace culture requires understanding employees on a deep level. “A lot of people mistake culture as being this single thing, this entity that you can measure and perfect,” he said. “But culture operates on several levels: the values a company aspires to, the actual behaviors and routines in the workplace, and, most importantly, the underlying beliefs of employees.” Companies must actively engage with employees to uncover these beliefs, Thorp says. “You’ve got no way to learn what those underlying beliefs are unless you talk to them, unless you ask them, and unless you actually build a genuine conversation—leaving that person feeling seen and heard.”Panelists spoke about "The Connection Solution: Bringing Workers Together for Well-Being and Innovation"The key to building psychological safety is not just assuming a workplace culture is effective but continuously measuring and reinforcing it. In Google’s Project Aristotle, he says, which sought to determine what makes the most effective teams, they were hoping to find that there was one Ivy League hero demographic that they could hire. “But what they actually found was that psychological safety was the number one factor,” Thorp said.Creating an environment where employees feel safe to speak up, share ideas, and engage meaningfully with leadership isn’t something that happens by chance—it must be intentionally cultivated and maintained. “You have to work at it, and as soon as you have it, even for an instant, you have to work hard to keep it, because it is perishable.”Data-Driven DecisionsSupporting employees, particularly in high-stress environments like behavioral health, is critical. “Charlie Health is uniquely positioned because we’re in the behavioral health space,” said panelist Christine Ko, chief people officer at Charlie Health. “With nearly 90% of our workforce being clinicians who work with high-need clients in crisis, we have to take a much more active approach to preventative care.”This means prioritizing real-time data collection to anticipate and address burnout before it escalates, she says. But Ko acknowledged the complexity of workplace well-being, particularly when multiple challenges overlap. “You have overarching burnout issues in behavioral health, then you add workplace culture challenges—like isolation and lack of connection—and then you layer on a remote, distributed workforce,” she said. “Suddenly, you have a very complex set of issues to solve in a workplace setting.”Charlie Health takes a hands-on approach, integrating traditional Employee Assistance Programs (EAPs) with embedded support in daily workflows. “It’s about teaching our employees to fish,” she added. “We want to give them the tools they need and empower them to use those tools when necessary.”Truly listening requires collecting information, but really analyzing it so they can best use it. “We do quarterly pulse surveys at the organizational level, but that’s just a starting point,” Ko said. “After that, we do deep dives with each team because we have such a diverse workforce—some hourly, some salaried, some in healthcare, some in corporate roles. The needs of each group are different, and we have to understand those unique challenges.”Building trust is essential in making this process successful. “That’s why we’re upfront: We want to hear from you because what you tell us matters. And we’re going to use that information to prioritize initiatives that will have the biggest impact on you.”Sustainable change begins with leadership, says Ko. By investing in leadership training and support, Charlie Health ensures managers are equipped to provide personalized, day-to-day coaching. “If we get leadership right, we can create solutions that truly support our workforce in the long run.”Connection and PurposeLeaders should make sure they are aligning employees with the company’s mission to foster a sense of connection and purpose, says panelist Terry Stringer, head of ethics office, integrity policy and operations at HP Inc. Because of psychological safety challenges employees face, HP implemented a peer-support initiative designed to offer employees a trusted avenue to discuss concerns, which in turn encouraged them to engage more openly and feel safer in their roles. “They should feel comfortable speaking up without fear of repercussions,” Stringer said. HP developed a mental health initiative where executive leaders publicly discussed their personal mental health challenges, sparking meaningful conversations throughout the company. “This openness led to employees seeking resources and HR stepping in to provide more support,” Stringer said. The company also focuses on gathering feedback through various surveys to continuously evaluate the program’s impact and make necessary adjustments. The goal is not just to measure the program’s success, she explained, but to improve the overall work environment and employee experience.It all comes down to balancing the company’s goals with the well-being of employees. “We’re a business, but we care about you as a person. We need you to be well in order for us to succeed,” she said. Use AI to Enhance WellnessAI is one tool that leaders can use to boost connectivity, according to panelist Selena Young, head of HR business partnering at Seadrill. The company uses AI tools to improve wellness among its largely offshore workforce. “Being on a rig for months, disconnected from the world, can be very challenging,” she said. To address this, Seadrill implemented an AI-based platform that provides personalized real-time nudges to employees, encouraging behavior changes that positively impact their mental wellness.The AI tool monitors employee activity, such as time spent on computers and email response times, and tailors its nudges accordingly. This approach complements, rather than replaces, human connection by fostering important conversations and encouraging leaders to think outside the box and engage authentically with employees.Young also stressed the role of leaders in shaping company culture. “Culture is defined by what is supported, rewarded, and tolerated,” she said, pointing out the disconnect when leaders promote wellness initiatives but fail to model the behaviors themselves, like taking time off. She emphasized that true cultural change begins with leaders modeling vulnerability, asking their team members, “What do you need from me?”One of the key challenges Seadrill has tackled is absenteeism, especially when employees struggle with mental health issues but don’t feel comfortable discussing it. To combat the stigma, Seadrill introduced flexible paid time off (PTO) days for mental health, giving employees the freedom to take time off without explanation. This approach encourages employees to prioritize their well-being and ensures they have the trust and support of their leaders.“We as leaders go first,” Young concluded, highlighting the importance of leading by example in creating a culture of wellness and open communication.Complimentary Mental Health ServicesAt SICK Sensor Intelligence, they offer complimentary mental health services—not just to employees but also to their immediate families. This initiative has brought tremendous results, including fewer employee relations events and increased loyalty. “It’s been a really good investment,” said panelist Elise Furlan, president and chief people & legal officer at SICK. Of course, not all of the positive outcomes can be directly attributed to the program, she added, but it’s definitely helped.Despite it being one of the most prevalent health crises in America, mental health is still a taboo topic. That’s why companies must create a workplace culture where mental health is addressed proactively. Effective employee listening tools are also a key part of this strategy. Furlan advocates for anonymous, repeatable, and robust listening platforms to gather employee feedback. “Employee listening is a cornerstone,” she stated, acknowledging the challenges of navigating a post-Covid, socially driven, and artificial society.Furlan’s company has also implemented OKRs (Objectives and Key Results) to track progress and ensure that qualitative issues, such as culture and mental health, are not overlooked. She mentioned that focus groups are often used to deepen the understanding of qualitative topics within the organization.Community within a company is vital for people to feel connected. “I think so much of what we talk about is the isolation issue—the degree of connectivity to the workplace,” she said. Generational differences also affect how people connect. For example, younger employees may prefer texting or digital engagement over traditional in-person events.Companies should not chase after trends but instead build consistency in the resources they offer, she says. “Use your resources to build your brand,” she said, stressing the need for year-over-year presence to build momentum and effectiveness.Fostering a culture of connection, support, and well-being is essential for the health and success of both employees and organizations. As organizations move forward, the message is clear: when organizations prioritize their employees' mental health and well-being, they not only cultivate a supportive environment but also drive innovation, loyalty, and long-term success.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Annie Mulligan for From Day One)