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)
Making Talent Acquisition More Efficient, Inclusive, and Personalized
BY Carrie Snider March 07, 2025Competition for talent is fierce. How can companies rethink their hiring strategies?At From Day One’s Houston conference, panelists shared insights for organizations to better attract and retain the right talent. Moderated by Jennifer Vardeman, director and associate professor at the Jack J. Valenti School of Communication at the University of Houston, the discussion highlighted the future of hiring and what organizations can do to build stronger, more engaged workforces.Harnessing AI for HiringArtificial intelligence is transforming talent acquisition by making the hiring process efficient, says Naga Krishna Kadiyala, associate vice president of HR innovation and analytics at the University of Texas Health Science Center at Houston. “AI is really making hiring faster, smarter, and easier,” he said.One key area where AI has made an impact is structured interviews. Kadiyala’s team recently experimented with AI-powered interview guides. They removed sensitive information from resumes, fed the anonymized data into their enterprise AI tool, and let the system generate personalized interview questions. This approach streamlined the process for the hiring team, who often lack the time to create customized interview questions. Meanwhile, an AI-powered scheduling agent negotiates interview times between candidates and hiring managers, reducing the scheduling process from weeks to days. “Our design principle is to have a frictionless experience, and technology should play a major role in reducing the burden in that process,” he said. By leveraging AI to handle repetitive tasks, the institution has seen an increase in highly qualified candidates applying and more candidates being presented to hiring teams.Looking ahead, Kadiyala advocates for broader AI learning across the workforce. “I’ll say, go bold with AI learning for all,” he said. “At the baseline, there should be training on how to use AI. It helps with future-proofing skills, and also with retention. And I think retention helps in attracting talent.”Look at Your Internal TalentOrganizations often focus on external hiring, but panelist Amber Rabo, vice president of learning and talent development at ABM Industries, encourages companies to tap into their existing workforce. “Look at your current workforce as your talent pool,” she said. While not every organization has sophisticated internal job marketplaces, ABM found success with a simple yet effective approach—sending out a newsletter with newly posted job openings. “It was just putting new jobs being posted into a little newsletter and sending it out to all employees so that they can see what opportunities are available for themselves,” Rabo said. “You never know what’s going to come out of it.”Beyond internal mobility, AI has opened new possibilities for workforce development and candidate engagement at ABM. Rabo’s team of instructional designers embraced AI early on, leveraging innovative tools to enhance training and job readiness. One standout initiative involves using AI-driven realistic job previews to address the high turnover rates in frontline roles.“Our core business is very much around janitorial services and buildings, stadiums, airports—you name it,” she said. “And it’s an extremely high turnover rate oftentimes because there’s not a real understanding of what the job’s going to entail on day one.”To bridge that gap, ABM is developing AI-powered job previews that give candidates an immersive look at what a typical day on the job is like.“It’s amazing to be able to literally depict what it’s like—a day on the job, say, at an airport, doing janitorial work at an Amazon facility, cleaning it up,” Rabo said. Providing candidates with this level of transparency helps set expectations from the start, leading to better retention and a more prepared workforce.Authentically Tell Your StoryEmployer branding is as much about education as it is about attraction. Panelist Holly Strople, global head of talent acquisition at Noble Corporation, understands this challenge firsthand.“I think Noble is a perfect example. Offshore drilling, right? We run into a lot of perceptions about our industry—what we do, how we do it—dangerous, dirty, you know, all these different things,” she said.The executive panelists shared insights on the topic "Making Talent Acquisition More Efficient, Inclusive, and Personalized"One of Noble’s biggest hurdles is simply getting people to recognize the company. “We’ve been around for more than 100 years. We are the only player in the industry that has kept the same name for over 100 years. That’s a beautiful story from an employer branding perspective,” Strople said. “Yet, the fact that we’re headquartered here in Houston and less than half this room has ever heard of us—that’s a challenge we’re up against all the time.”They launched an internship program as an early careers talent program. Now, Strople and her team are revamping their careers page, but she keeps pushing for the human element.“We’re sitting in meetings, talking about our fleet status report and doing profiles on our rigs,” she said. “And I continue to say, ‘Where are the people’s stories? When are we going to fly out to the rigs and interview these people?’”She added: “The only way we’re going to allow you all to envision yourself in our organization is if we show people who look like you, who have the same experiences as you, who come from the same places you do—and then tell their stories.”That authenticity must also extend to the hiring process itself. Details as small as whether a hiring manager keeps their camera on during a virtual interview or whether they’re distracted by their phone can make or break a candidate’s experience. “All of that contributes to whether or not somebody is going to want to come and work for you.”Research Potential Employee PopulationsMany employers struggle with hiring because they rely on outdated recruitment strategies, says panelist Dave Harrison, executive director of workforce development and government relations at Fastport.“The biggest problem most hiring efforts have is bad research and analysis on populations,” Harrison said. “We don’t understand the people we’re going after, and we’re trying to steal the same talent from the same competitors over and over again.” Compounding the challenge, companies are no longer just competing within their own industries, something that changed before Covid. “Hiring was already tough because every industry was competing for the same talent,” Harrison said. “And now, the talent pool and their attitudes have changed.”To attract and retain employees, organizations need to do a better job articulating career paths. Harrison shared how they helped one company do just that. “We helped UPS rebuild their registered apprenticeship program a few years ago. They had amazing jobs, great benefits, but still struggled to find enough people,” he said. “The biggest shift we made? We got them to change how they articulated career paths.”Rather than just listing job openings, UPS started sharing real success stories—employees who started in one position and climbed to VP roles. “We helped them frame it as a lattice, not just a ladder,” Harrison said. “They weren’t guaranteeing outcomes, but they were showing employees that they weren’t stuck in one role forever.”This approach is vital, especially for companies trying to expand into new talent pools. He gave an example of a rail yard near an urban area where not a single high school student from the surrounding schools had ever considered working there. “They completely changed their marketing strategy. Now, students are engaging with them online, and the first thing they’re introduced to is career pathway opportunities—told by people they can relate to.”At Fastport’s annual Veteran Ready Summit in Washington, D.C., they coach employers on effective veteran recruitment and retention strategies. “One of the first things we do is review their online presence. And they’ll show stock photos of some model in a uniform that’s completely unrealistic,” Harrison said. “Anyone who has ever served, even in a different branch, can spot the inaccuracy immediately. And at that point, you’ve lost them.”Instead, Harrison advises companies to be upfront. “You don’t have to know every military occupation code or the phonetic alphabet. Just listen. Veterans will tell you their skill sets—leadership, management, overcoming obstacles, soft skills. The exact skills you need all the time.”Successful hiring is all about building meaningful connections, offering clear career paths, and creating workplaces where employees see a future. By taking a more strategic and inclusive approach to talent acquisition, organizations can position themselves for long-term success in an increasingly competitive market.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Annie Mulligan for From Day One)
Employee Recognition and Rewards: How Managers Can Be Empowered
BY Carrie Snider March 05, 2025Recognizing employees for their hard work isn’t just about making them feel good, it’s a strategic tool that drives engagement, retention, and workplace culture. But what makes recognition truly meaningful?At From Day One’s Washington, D.C., five panelists explored how managers can be empowered to make recognition personal, timely, and effective. Steve Koepp, co-founder and editor in chief of From Day One, moderated the discussion.When we think about recognition, we often focus on the recipient—how great it will feel for them to be acknowledged. “What we need to remember, and what our data show very clearly, is there’s [also] a benefit to the giver,” said panelist Naomi Dishington, director of consulting and Workhuman. This is why peer-to-peer recognition is so powerful. It creates a ripple effect across an organization, strengthening engagement and shaping culture.“Every time I show up and give a moment or I nominate a fellow worker, I see a benefit,” said Dishington. “I see a boost to my engagement. I want to see what’s going right and call it out,” she said. However, meaningful recognition assumes that managers truly know their people. It requires consistent check-ins, whether weekly, biweekly, or at a set cadence, to understand employees’ preferences, values, and achievements. In a series of reports co-published with Gallup, WorkHuman found that one of the key elements that makes recognition meaningful and impactful is that it’s personalized.Generic awards can miss the mark—or even backfire. “If we don't know our people,” she added, “and we give out a team award and it’s all the same for each one of them, it can almost backfire.” When recognition is tailored, it sends a clear message: You are valued as an individual.‘RICE’ Framework for RecognitionRecognition isn’t just about rewards, it’s about reinforcing behaviors, celebrating achievements, and fostering engagement. That’s where the RICE framework comes in: Rewards, Incentives, Celebrations, and Engagement, according to Julie Gu, vice president of revenue in North America for Prezzee.“If you can make sure that you are rewarding action, then you’re incentivizing behavior. You’re celebrating the moments,” said Gu.The executive panelists spoke about "Employee Recognition and Rewards: How Managers Can Be Empowered"At its core, meaningful recognition has a personal touch. Whether it’s peer-to-peer, manager-to-employee, or colleague-to-colleague, personalization makes recognition more impactful. “The appreciation is what makes you feel good in the moment,” she added. “The personal message is what makes it memorable.”A well-thought-out reward isn’t just about the dollar amount, it’s about the connection behind it. Is it that the company gave an employee $5 towards something they really wanted? Actually, it’s less about the money and more about remembering that your colleagues paid attention to your interests outside of work, says Gu.By integrating the RICE framework and focusing on personal, meaningful recognition, organizations can build stronger, more engaged teams, where people don’t just feel appreciated, but truly seen.Mechanisms for Employee RecognitionLeaders and managers play a crucial role in shaping the workplace. A simple moment of recognition can make a lasting impact. “You are literally shaping someone’s day,” said panelist Boma Anyaogu, vice president of DEI at Compass Group.To make recognition effortless and meaningful, Compass Group has implemented multiple mechanisms, including its Voice of the Customer (VOC) program. “When a customer highlights an employee by name, we make sure that employee sees it,” she said. “We have recognition months so when something goes right, we allow the customer to highlight them. We do kudos, newsletters, and other simple ways to make recognition quick and easy,” Anyaogu said.One of the biggest challenges with traditional recognition programs is timing. Many managers have expressed frustration that recognition can take too long to process, often being saved for the end of a month or quarter. To counter this, Compass Group is shifting toward real-time recognition. “We’re trying to do things where we can capture it in the moment.”Effective Recognition StrategiesPanelist Sunita Braynard, acting head of total rewards at Under Armour, emphasized that recognition doesn’t always have to be monetary. Peer-to-peer recognition, in particular, is a powerful tool because it drives recognition and engagement, making people feel valued for what they do. Whether it’s a small acknowledgment of effort or celebrating moments that matter, recognition should be embedded in daily interactions. Timeliness and specificity are key.“When we say peer-to-peer recognition, we know that it’s more impactful when it’s timely, it’s instant, and it’s specific,” Braynard said. Recognition doesn’t have to be elaborate. Sometimes, a simple message can make all the difference.Companies can structure recognition in various ways, from instant peer-to-peer acknowledgments to more formalized programs. “If the company has a formal recognition program, then you can think about how to assign points to that particular achievement,” Braynard said. While instant appreciation can be as simple as a quick email or a shoutout within a team, larger contributions over time can lead to structured rewards, such as a project-based bonus. “There are multiple ways to do it, but the easiest is to recognize instantly, make it specific, make it meaningful—a heart-to-heart connection that really goes a long way.”Recognition shouldn’t be limited to work-related achievements, she added. Whether celebrating a birthday, a wedding, or the birth of a child, or offering support during a difficult time, recognition fosters a culture of belonging. “It’s about engaging with them so they start feeling that they’re not in it alone—that they’ve got people who have their back.”Diversity in RecognitionAccording to panelist Shabrina Davis, head of diversity learning for AADA talent acquisition at Amazon, flexibility in recognition is essential. “Employees want their leaders to know them and who they are. We shouldn’t have a rigid structure where leadership can’t make changes, adapt, or offer just-in-time recognition.” Instead, companies need to equip leaders with the tools to be adaptable, ensuring they can acknowledge employees in a way that feels personal and meaningful.Listening to employee feedback is another critical component. “Take the surveys and actually listen to the sentiment behind them,” Davis said. “Because if you make a mistake in your recognition system, it backfires.” Recognition should be driven by data and real employee preferences, not just assumptions from leadership.As a global company, Amazon recognizes that effective recognition varies across cultures. “Part of diversity is diversity of thought. The behaviors we reward in America may be very different from the behaviors we reward in China or Germany. A recognition program needs to be localized—we need to reward people where they are succeeding, and that may look different for every person,” said Davis.Beyond performance-based recognition, companies should also support employees in times of crisis. “At the enterprise level, companies can have mechanisms in place to support employees and their families during disasters, whether it’s war, wildfires, or hurricanes,” Davis said. “Giving managers the ability to make those decisions without question shows that you value employees not just for their work or output, but as human beings. That kind of recognition goes a long way in fostering inclusion and belonging.”Employees thrive when they feel valued—not just for their output, but for who they are. Whether it’s a simple “thank you,” a personalized reward, or a leadership-driven initiative, appreciation fosters stronger connections, higher engagement, and a workplace where people want to stay and grow.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Justin Feltman for From Day One)
The $200 Billion Mistake: How Traditional Rewards Programs Miss the Mark
BY Carrie Snider March 04, 2025While employers collectively invest billions into recognition and rewards programs, only about half of employees feel genuinely appreciated, says Brie Harvey, head of market research, for Achievers Workforce Institute.So, what’s the disconnect between rewards programs and employee appreciation? And more importantly, how can organizations fix it? Harvey spoke on this during a thought leadership spotlight at From Day One’s Atlanta conference. Recognition isn’t just about throwing incentives at employees, Harvey says. It’s about making them feel seen, valued, and motivated. Without the right approach, recognition efforts can feel like empty gestures rather than genuine appreciation.Praise vs. RecognitionAchievers Workforce Institute has spent two decades implementing over 600 recognition programs across some of the world’s largest organizations. Their research has led to a proven framework for what best-in-class programs do differently, which includes achieving the right balance—what they call the “Goldilocks zone” of recognition. Brie Harvey of Achievers led the session on impactful recognition“If the people in your business don’t know how to recognize effectively, it doesn’t matter what tools or technology you have in place, you’re going to be like a salmon swimming upstream until everyone understands there’s a huge difference between praise and recognition,” she said. A key insight is that there’s a crucial difference between praise and recognition. Praise is often vague and fleeting, while effective recognition is specific and meaningful. Employees don’t just want to hear ‘good job,’ rather, they want to know what they did well and why it mattered. Studies from Harvard show the biggest motivator for employees is a sense of progress. Recognizing small wins along the way, not just big milestones, can have a powerful impact on engagement and productivity.“Once people realize how intoxicating it feels to make someone’s day, what ends up happening is leaders get much more visibility into the actual work being done, which presents all these opportunities to offer positive reinforcement of the exact behaviors they want to see more of,” Harvey said.Best Practices for Recognition SuccessHarvey highlighted three essential traits of an effective recognition program:First is frequent and specific recognition. Research indicates that organizations should aim for at least one recognition per employee per month, with some top-performing companies exceeding this benchmark. Meijer, for example, averages over seven recognitions per employee per month, not because of a massive rewards budget, but because of strong recognition habits embedded in the culture.Next, she cites the importance of peer-to-peer and non-monetary recognition. Recognition shouldn't just come from leadership—it should involve colleagues acknowledging one another. Achievers’ research found that organizations that hit at least 50% peer-to-peer recognition see higher engagement levels. Non-monetary recognition also plays a crucial role; even a simple comment on a recognition post can have a lasting emotional impact.Lastly, is the important low-dollar, high-frequency rewards. When monetary rewards are involved, they should complement recognition rather than drive it. The most effective programs use small but meaningful incentives, such as $5 or $10 bonuses, to amplify appreciation without creating a culture of entitlement. Features like Achievers’ “Boost” allow employees to contribute to existing recognitions, creating a powerful ripple effect of appreciation.Real-World Impact of RecognitionThe impact of well-executed recognition programs goes beyond employee satisfaction—it drives measurable business results. Harvey shared several case studies that demonstrated how recognition influences performance:DuPont saw a 68% increase in consecutive safe workdays after implementing a recognition program, saving them over a million dollars.Call centers in India reduced “quick quitting” (where employees leave for lunch and never return) by 14% through targeted recognition of learning milestones.Rogers Telecommunications ran a recognition-based campaign for customer service representatives, leading to a 90% increase in upsells and an 18-point boost in Net Promoter Score (NPS).Beyond business metrics, Harvey shared deeply personal experiences highlighting the lasting emotional impact of meaningful recognition. One of her most memorable recognitions—a digital “love bomb” filled with thoughtful comments—left a lasting imprint on her. She used her recognition points for impactful life experiences, including her wedding expenses and a life-changing trip with her late husband.“The authenticity and the frequency of recognition that transforms the employee experience provide meaning, but personalized rewards can really complement your efforts to make employees feel appreciated,” she said.The Bottom LineTraditional rewards programs often fail because they focus too much on monetary incentives and not enough on meaningful recognition. By prioritizing frequent, specific, and peer-driven appreciation, organizations can create a culture where employees feel valued, not just compensated.Recognition isn’t just a nice-to-have, Harvey says, it’s a strategic necessity. Organizations that get it right don’t just retain employees, they create workplaces where people thrive. The right recognition strategy drives engagement, retention, and business success. Plus, employees don’t just remember it—they carry it with them for years to come.Carrie Snider is a Phoenix-based journalist and marketing copywriter.Editor’s note: From Day One thanks our partner, Achievers, for sponsoring this thought leadership spotlight. (Photos by Dustin Chambers for From Day One)
Balancing Cost Efficiency With Good Employee Outcomes in Benefits
BY Carrie Snider February 14, 2025If investing in benefits could improve employee retention by 40% in a year, how much would that be worth to your company?That’s what Jon Harold, head of sales and partnership success at SoFi at Work spoke about at From Day One’s Chicago benefits conference. Harold joined three other panelists, who talked about how to offer employee benefits in a cost-effective way. Patricia Garland, adjunct instructor, labor and employment relations at Loyola University, Chicago, and author of 33 Ways Not to Screw Up HR, moderated the session.SoFi at Work, which provides student debt and financial benefits to over 1,000 companies, knows how to get creative. Section 127, in place since 2020, lets companies contribute tax free to employee student loans up to $5,250. About 31% of companies now offer this, Harold says. Prompted by a shortage of healthcare workers, a Tennessee-based health system reached out to SoFi for assistance. “They were having a terrible retention problem with the nurses that they were bringing on,” he said. “Their hypothesis was, these nurses have student loans. Not many other hospitals offer this type of program. Therefore, if we roll out a program where we’re contributing to student debt, and we tier that after years of tenure, that will help with retention.”SoFi at Work helped them come up with a plan by putting it into real numbers. If they’re leaving after a few years, then the benchmark is six to nine months of that employee’s salary. That’s a quantifiable number. “If you’re able to save, let’s say, 100 employees based on that salary and that replacement cost, what would that be?” The cost of the benefit has to make sense within those parameters.Panelists shared best practices for cost-efficiency and utilization in employee benefits There’s more to consider in this scenario, Harold says. Their customer success team evaluated employee engagement, and the impact it had on student loans. “How much does it help paying off their student loan? How much are they saving on principal interest, the qualitative feedback, how it makes them feel?” Then of course, they look at actual retention. In this particular hospital, retention improved by 40% over 12 months, saving the hospital money and offering the nurses help paying their student loans. Harold expressed that benefits must be customized, and sometimes you have to get creative. It's not a one size fits all approach, because everyone has a unique set of problems. “You could be a manufacturing employee who is on the front lines on an hourly salary that is struggling to make ends meet,” Harold said. “Or you could be a lawyer who's working in New York City that has $3,000 a month rent and $1,000 monthly student loan payment. There are different problems to solve.” Flexibility Is KeyMost companies are already doing a ton for their employees, according to panelist Sean Hughley is the director of sales at Forma, a flexible benefits platform. They’ve got wellness programs, offer stipends, and much more. But there’s a snag.“The challenge we run into is typically, there’s less than 30% engagement in those programs, right? So they’re doing a lot, but it’s not actually extremely effective,” he said. Rather than setting a new budget, Hughley says, they can simply repurpose the programs the company has with a more efficient benefit.“It becomes a much easier conversation with your CFO when we’re saying, ‘I can take our programs that are getting 20% engagement, and I can boost them to about 85% engagement without spending a dollar.’” Not to mention that ROI is better with employee engagement, plus the health benefit of the employee who has something they actually want to use.Take a gym stipend, for example. A company may provide $50 a month to its employees towards a gym membership. But if only 20% of your employees go to the gym, they’re missing out on 80% of the employee population. It’s time to get flexible, the panelists agreed. “You can take that same $50, but now you transform that benefit,” Hughley said. “You provide holistic wellness.” Rather than stipulating what they can spend the money on, give them a choice. Gym. Child care. Clothing. Adoption.”It’s a consolidated and simplified way to enable organizations to offer more without the administrative headaches, he added. Plus, who doesn’t love choice?Listen to EmployeesAt Pitney Bowes, there is a diverse workforce, from hourly workers in mail sorting to corporate workers with specialized degrees. Communicating and providing benefits to such a varied group can be challenging, says Nate Nevas, VP, head of benefits and health services.Surveys can be helpful tools, but they decided to go a step further in helping their employees get the most out of their benefits. “For our last open enrollment, we went to a lot of our mail sorting facilities, and we helped people enroll one on one,” Nevas said. “We learned a ton about what’s important to them. For one thing, their employees typically went with the medical plan that has the lowest payroll contribution, regardless of what the plan design is.Pitney Bowes offers a flex vacation package, where employees can essentially buy a week of vacation. For a lower income population, you’d think this wouldn’t interest them, Nevas says. But they were very interested.“They only get about two weeks vacation a year, and a lot of them have family overseas. So, they don’t have enough time to go back home,” he said. “But by buying an extra week’s vacation, that gives them enough time to go back.”Those are things they learned simply by talking one-on-one with their people. You really need to get on the frontlines and keep your ears to the ground, Nevas says. “I think there’s not one way to hear feedback. You have to just constantly keep your ears to the organization and see what’s going on and talk to a lot of different people.”Education Equals EngagementThe Aspen Group is a multi-brand retail healthcare company with 23,000, including high-paid professionals (doctors, veterinarians, dentists) and a large group of hourly employees. Over 60 percent of the employees are women.“Within our largest brand, Aspen Dental, our dentists actually own their own practices. And so that creates its own challenges from the standpoint that we have a multitude of offerings,” said Cory Rose, SVP of people & total rewards.After inheriting an outdated benefits plan, Rose and her team set out to save money while improving the benefits offerings. First, they set up an association so they could become self-insured. They carved out corporate employees into one group, saving millions in 2024 alone.Their big focus now, Rose says, is educating employees. Rather than giving them blanket coverage, what do they really need? Rose heard that employees didn’t think the company offered mental health benefits, when in fact they did. So she made sure to educate the population about it.“We’re constantly looking at plan design, plan cost, and trying to make tradeoffs of what our people need, but also while pushing folks to understand how consumerism of healthcare works,” she said. “What’s interesting is that healthcare folks are usually the least educated about how the healthcare system works.” Rose says that an engaged employee who takes advantage of their health benefits is a healthy employee.“As a healthcare company, we need to take care of our people so they can take care of you. That’s something that we’ve really tried to ingrain into our plans into our programs, making sure that we’re keeping our folks healthy and safe on the front lines, so that they’re able to bring more care to more people.”Since their employee population is on the move all day, they don’t have time to read long emails. Instead, Rose said they offer more accessible texts as a way to educate people in a way that makes more sense to them.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Is It Time to Break Up With Your HR Tech?
BY Carrie Snider January 24, 2025Looking into new technology always takes time to research and adopt, but organizations should not put it off simply because it’s a lot of work. “There is constant evolution of technology,” said JJ Carpenter, senior account executive at Rippling, a platform designed to streamline HR, IT, and financial processes. “There are different systems out there today that maybe didn’t fit your bill a year ago.”Carpenter spoke about HR tech at From Day One’s November virtual, offering suggestions on how to approach new tech that could potentially make a big impact on how a company functions.Could it be time to shop around for new tech? HR technology should be evaluated regularly—typically every two to three years, though some companies do so annually, Carpenter says—to determine if it still meets organizational needs. Key triggers for evaluation include disconnected or inefficient systems, workarounds or manual data entry, duplicate processes, and the use of multiple unintegrated systems.Rather than sticking with outdated methods, organizations should stay informed about new solutions that may better fit their needs. Technology evolves, and what wasn’t a good fit before might be now. Regularly exploring options ensures HR systems remain effective and efficient. He spoke on what to look for in HR tech. Excerpts:Manual vs. AutomationOne of the most critical considerations is automation, as many HR tasks are still manual, creating inefficiencies and an increased administrative burden. Carpenter suggests evaluating HR tech with these questions: Are processes still paper-based? Do approvals require physical sign-offs? Is duplicate data entry a recurring issue? Can workflows be automated to reduce human intervention?A robust HR tech solution should provide automation that improves efficiency, reduces errors, and maintains an audit trail for tracking and reporting. “You don’t want employees to fall between the cracks,” Carpenter added. “Otherwise, they’ll get online and start looking at other companies. You want to try to retain those employees, that talent.”Organizations should evaluate whether their current system requires excessive manual input and whether automation can streamline transitions, promotions, and other workforce changes. Company BackgroundUnderstanding the history, structure, and direction of an HR tech provider is essential. In addition to evaluating present-day features, it’s important to consider the long-term partnership potential. Key questions to ask include: Is the system natively built, or is it a collection of acquired tools? Do different modules integrate seamlessly, or are they patched together? How often does the provider update and improve its technology? What does the provider’s roadmap look like for the future? JJ Carpenter a senior account executive at Rippling led the thought leadership spotlight (company photo)A well-integrated system helps prevent hidden inefficiencies that could impact long-term usability. Forward-thinking organizations should also assess the provider’s approach to AI development, security, and legal frameworks, including: Are AI-driven features being developed, and how will they impact HR teams? What data security measures are in place for AI functionalities? How does the provider handle contracts, including annual increases and master service agreements (MSAs)?Assessing these factors upfront ensures alignment between the HR tech provider and an organization’s strategic goals, Carpenter says.User-Friendly InterfaceEase of use is a major factor in the success of any HR tech platform. If employees and HR teams struggle to navigate the system, adoption rates will suffer. “Once we have a tool, will people actually use it? The worst thing you can do is invest in a tool you think solves a problem, only to find it creates a whole new one.”A user-friendly system reduces frustration, accelerates onboarding, and ensures employees and administrators can leverage its full capabilities without excessive training. Carpenter suggested not just asking if a function exists—ask the provider to demonstrate it.Test the TechBefore committing to an HR tech solution, it’s important to test it firsthand. Carpenter urged companies to request a sandbox environment to explore features, a demo showcasing real-world scenarios, and opportunities for HR teams to interact with the platform before implementation.“It’s got to be something that’s going to take away your burden, or at least help mitigate it,” he said.Reporting CapabilitiesData-driven decision-making is a cornerstone of effective HR management, and a strong HR tech solution should provide robust reporting capabilities, including customizable reports on workforce trends, compliance tracking for various regulations, easy export options for integration with analytics tools like Tableau or Power BI, and visibility into key HR metrics across multiple locations and entities.Organizations should ensure their HR tech allows them to track performance, generate insights, and make strategic decisions efficiently. “You want to focus on reducing your admin time and increasing your strategy, which boosts productivity,” Carpenter said.Customer Service & Response TimeReliable customer support is crucial when issues arise, as employee hours are valuable, and HR tech should build efficiency—not create more work while users sit on hold. When evaluating HR tech providers, consider Service Level Agreements (SLAs) for response times, Customer Satisfaction (CSAT) scores and user reviews, the availability of self-service options, and dedicated support models, such as pod-based support teams.A provider with strong customer support ensures that technical issues and inquiries are addressed promptly, minimizing disruptions to HR operations.Return on Investment & Management Buy-in“Sometimes other parties need to be involved more than you initially expect. Typically, you might start with an HR evaluation and realize IT needs to be part of the discussion, especially for security concerns,” Carpenter said.Look for tools that provide documentation, ISO and SOC certifications, and transparency around their security measures. These aspects are critical when presenting to leadership or a board.A strong business case for new HR tech should include time savings, as manual tasks consume valuable hours that translate into salary costs; administrative costs, since excessive administrative work reduces strategic focus and profitability; and long-term efficiency, as reducing manual work improves overall productivity and operational effectiveness.To build a persuasive case, outline the problem, the cost of inaction, and the benefits of the new solution. Decision-makers will weigh factors such as implementation time, cost, ROI, and associated risks.Effective evaluation involves a phased approach, system consolidation, and change management to ensure a smooth transition. Testing before implementation is crucial to preventing unforeseen challenges. In the end, making a well-informed decision based on both current and future needs will set an organization up for long-term success. “There is a cost to change,” Carpenter told attendees, “but there’s also a reward if you make the right decision.”Investing in the right solution can drive efficiency, improve compliance, and enhance the employee experience. By focusing on automation, company background, usability, testing, reporting, support, and ROI, organizations can make a smarter, more strategic decision that scales with growth.Editor's note: From Day One thanks our partner, Rippling, for sponsoring this thought leadership spotlight. Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Mental Health in the Workplace: Creating an Environment of Care
BY Carrie Snider January 03, 2025Untreated mental health issues cost U.S. businesses over $300 billion annually, but investing in mental health initiatives like EAPs, peer support, and mindfulness programs can significantly reduce costs, boost productivity, and improve employee well-being.In fact, the Harvard Business Review found that peer support programs improve employee mental health outcomes by 35% and of course, they increase feelings of belonging by 40% and companies with mental health incentives experience, says Lydia Dishman, senior editor of growth and engagement at Fast Company, who moderated a session on mental health in the workplace during a From Day One’s webinar.Clearly, there is a lot companies can do to help improve the mental health of its employees. Here’s how the five panelists suggested organizations create environments of care.Trends in Employee CareMore and more, employees are asking employers for needs like financial help, housing issues, food insecurity, as well as mental health, according to panelist Nicole Roger, director of clinical partnerships at Spring Health. “Creating a culture of care really makes sure that we help people and meet them where they’re at,” she said. Unfortunately, many times people have too many hoops to jump through the more help they need. It’s important to pay attention and not let employees fall through the cracks.When employees need mental health care and help paying their electric bill, or help with their next meal, that’s going to affect them as a person and as an employee. Employees are asking for more support, and employers should be ready to answer. “I’m really proud that Spring Health has been able to embed that into our platform. So not only can you see a therapist, but we’ll ask you, hey, are you having trouble paying your electric bill?” Then they can help connect them with services to make that happen, Roger said.Those in HR need to understand that they aren’t the therapists—they just need to know where the therapists are and how to connect employees with what they need. “It’s okay for us as human beings to say, I actually don’t know,” she said. “But you know what? I’m going to help. I’m going to help get you this answer. It just creates that element of authenticity.”Panelists spoke about mental health care in the workplace (photo by From Day One) The first time anyone asks for help can feel extra scary, so Roger suggested removing words like “mental health” so it feels more like a conversation. Instead ask, “How are you feeling physically? Are you stressed out? How’s your sleep?”One thing companies should consider is using vendors who use measurement-based care, so you can track if employees are getting the help they need.Checking In: Are You Okay?The first step can be as simple as asking the question, “Are you okay?” according to panelist Melinda Morimoto, senior benefits director at Genentech. “At the end of the day, our people need to know that we care about them as individuals. So what that looks like for me with my team, we start our staff meetings with a poll. How are you doing mentally? What’s your workload?” The answers will drive the meeting and help them course correct. Because the biggest challenge is leaders looking the other way. But doing nothing doesn’t help the employee that’s struggling.Genentech created a network of 400 mental health champions across the U.S. with the idea of spreading mental health awareness across the organization and reducing stigma. For the entire month of May, they wore “Are You OK?” t-shirts, but people kept wearing them after that. It offered a signal that they were in a safe space—that you can be connected to resources.“I had an employee who lost her mom and her sister and then was struggling with her dependent,” Morimoto said. “I said, ‘well, have you reached out for help and scheduled therapy? It’s free.’” The person responded that things weren’t that bad. “‘Well, how bad does it have to be before you reach out for help?’”Unmet needs can quickly escalate, so it’s vital to keep up-to-date on what employees need. At Genentech, they surveyed their people and found the number one gap was caring for aging parents. They responded to that need by including a caregiver benefit with coaches who did the homework to find options for the aging parent and offer help for the employee. “It gives them back time. It gives them back peace of mind that they're doing the best that they can,” she added.Another thing they’ve done is to embed resource groups within the business. Sometimes, Morimoto says, it’s easier to relate to someone more like you within the employee community. Not only that but making getting mental health access as easy as possible was a priority.“One of the things that we did that was really powerful is we actually put a mental health clinician right by the manufacturing floor with accessibility for drop in.” That way, there was no waiting for help, no searching for help. It was literally a step away. “I am in the moment struggling, and I want help. It’s right in that door.”Meeting Employees Where They AreJudgment-free care is key to good mental health in the workplace, said panelist Melanie Baxter, director of global wellbeing at Alorica.“We have over 140,000 incredible employees internationally, and my job is to make sure they’re cared for,” Baxter said. “I’m their landing pad.” She added that the only way to move forward is to not attach judgment or labels to people. The important part is opening up that dialogue.“I’m seeing this so much more in workplaces where the dialogue is ‘You don’t have to be the solution granter. You don't have to be all things to all people. You just have to be the landing pad or even the starting place.’”Word choice is important so people feel comfortable. In her position, Baxter likes to say, “I noticed” to open up the conversation. “I think if you can say, first I noticed this again, it removes that judgment, it removes that attachment.” It allows true feelings to emerge, she says.She also utilizes the Wellness Wheel approach, which addresses all aspects of well-being, including mental, physical, financial, social, familial, and environmental. It uses data and tools like EAP (employee assistance programs) to address the needs of employees.“When I joined Alorica, I was really gifted with focus groups, and there’s such a culture of transparency,” Baxter said. “I asked in my focus groups, what’s in the way?” Laying the groundwork and building the culture is key to being able to have open conversations. What can be in the way, however, is not having people who look like you or understand you that you can talk to.“What I have found, and what I want to encourage anyone on this call right now, is to be rigorous with your vendors,” she said. “I have found incredible mental health practitioner partners that offer gender affirming mental health care, which was something I never even knew was that hard to track down, and it’s not any more expensive. You just have to ask.” she said. “You’ve got to be willing to ask questions, willing to hear the answers, and then you’ve got to act on the answers.”Addressing Barriers and BiasPanelist DeShawna Manley, national benefits director at PriceWaterHouseCoopers, tries to understand what motivates people. “Understanding not only what someone is good at, but what they want to learn, it helps them to enable their work life to be more fulfilling,” she said.One of her jobs is helping to bridge gaps by involving representatives who employees can relate to, whether based on race, gender, or other factors. “I’ve had HR managers who could not connect, and I’ve asked, ‘Do you mind if I reach out?’ Because sometimes seeing someone on the other side of that screen that looks like you will create that connection,” Manely said. “It’s human for us to have certain comfort levels with certain people.”There’s another type of bias she sees, and that’s unconscious generational bias. It could be older leaders who don’t understand younger workers who think differently. As Manely says, it all starts with awareness. “I’ve had conversations with the more Gen X leaders, and they don’t understand the behavior of the Gen Zer,” As someone on the cusp of Gen X and Millenial, she understood. “Being able to say, I can relate to your perspective. I understand where you’re coming from. I understand that this new generation, this younger generation, they operate differently, their perspective, their needs, are a little different.With that conversation, the light bulb will go off and there is an awareness of unconscious bias that helps everyone move forward.Diversity of care is important, and finding vendors that offer access to what employees need is key. The less barriers to care, the better, she says.Engagement and AuthenticityBenefits means more now than ever, said panelist Christopher Smith, vice president of benefits at Universal Music Group. You have to engage and be authentic in order to help them. You have to leave your desk and talk to people and truly listen.“Get up and talk to some folks. The folks are your stakeholders. They are your clients. If you want to know what somebody wants, sometimes you have to ask. And that, I think, has been the secret to my success as a benefits leader,” Smith said.A big part of listening is then acting on what employees need. Even if that changes over time. “I think there is a lot of stigma behind thinking, I have a job. I'm making X amount of dollars a year, so I shouldn’t have a financial problem. It’s embarrassing to go and talk to somebody about these things, right?” Smith said. But that shouldn’t be the case. Especially when being unable to have these real discussions causes stress. “So I think being able to have real conversations and share a little bit of our humanity can go a long way,” he said.By fostering open conversations, reducing stigma, and meeting employees where they are, companies can create cultures of care that not only improve well-being but also drive engagement, productivity, and retention. The key is listening to employees, acting on their needs, and ensuring access to diverse, judgment-free resources that support every aspect of their lives.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by Mykyta Dolmatov/iStock)
How to Leverage AI to Make Room for the Important Stuff
BY Carrie Snider January 02, 2025With HR technology revolutionizing how organizations operate, companies that embrace innovative tools can boost employee engagement, streamline processes, and strengthen their bottom line. At From Day One’s November virtual conference, Sonya Echols, vice president of HR at Comcast, shared her insights on HR technology in a fireside chat moderated by Denver Post reporter Megan Ulu-Lani Boyanton.Echols highlighted strategies for integrating technology that elevates HR from a traditional administrative role to a strategic business partner. “There are just so many choices that people have today,” Echols said. “And really trying to differentiate ourselves is something that we continue to focus on.”At Comcast, the focus on employee development informs their approach to technology: first, choose the right tools, then integrate them effectively. “Making sure that we have a robust learning and management system that meets the needs of our teammates is key,” Echols said. Choosing the Right TechnologyThere are three critical factors to consider when introducing HR technology to an organization, says Echols:Return on Investment (ROI): Investing in HR technology should bring significant value to the organization. "There’s so many things out there that seem exciting, and we all get distracted by the shiny new thing,” Echols said. “But if we’re going to really invest in HR technology, we need to make sure that it’s going to pass the sniff test around ROI.” Organizations must assess whether a new tool will truly enhance operations and deliver measurable benefits.Must-Have vs. Nice-to-Have: HR teams must prioritize essential tools over optional ones. “There are things that we as HR really, really need to be investing in, and then there’s things that are nice to have,” Echols said. By focusing on must-haves, organizations can free up time and resources for high-impact work. The goal is to choose technology that allows HR to concentrate on strategic tasks rather than administrative processes.Buy or Build?: Deciding whether to purchase or develop HR technology in-house is a crucial step. Echols encouraged companies to weigh the pros and cons of each approach. “When you think about buying HR technology off the shelf, you need to ask yourself, ‘Is this going to be customizable at all, or can I configure this at all?’ Even that could be a little bit costly,” she said. Organizations must also consider whether they have the technical expertise to manage custom solutions.Additionally, Echols stressed the importance of asking the right questions when evaluating technology vendors. “As soon as we deploy this, is it going to be outdated? Is there a newer version coming out? When are there upgrades that we will automatically be able to get from this vendor?” Understanding these dynamics is essential for making informed decisions and avoiding unnecessary expenses.Sonya Echols of Comcast, right, spoke with Megan Ulu-Lani Boyanton of the Denver Post (photo by From Day One)By focusing on ROI, prioritizing must-have solutions, and carefully evaluating the decision to buy or build, organizations can ensure their HR technology investments are effective and future-proof.Thoughtful Integration Is KeyHaving the technology is one thing—integrating is something entirely different. Companies must approach integrating new technologies of any kind as thoughtfully as possible, starting with trust.A culture of trust is imperative. Echols says this should be developed constantly over time. When it comes to building trust during integrating a new technology, open communication is crucial. “Your communication cadence with your folks is also going to be important in building that trust,” Echols said. If you’re not open with employees, people are going to be afraid to ask questions. “But if you let people know, ‘Hey, this is where we’re going, and here’s how we’re going to get there,’ people are receptive to that.”Echols also highlighted the importance of involving end-users early in the process. “Getting more of the users involved sooner is probably the biggest lesson learned,” she said. “Having the people who are going to use it day in and day out get their hands on it as quickly as possible is key.”Interactive training programs, tailored to different user groups, help ease the transition. Additionally, limiting workarounds ensures employees adopt the technology rather than bypassing it. “The number one thing that helps folks adopt new tools is to limit the workarounds,” Echols said. “If people have no choice but to use it, and you show them the way and gently nudge them, they’ll get there.”Change management plays a critical role in integration. Organizations must understand potential resistance points, communicate frequently, and show employees how the technology will improve their work lives. By treating the rollout like a marketing campaign—tailored to address user pain points—companies can foster a smoother adoption process.Helping Employees Take OwnershipOne great feature of modern HR tools is that they allow employees to take ownership of their experiences, creating room for HR teams to focus on strategic initiatives.“When we think about HR technology, most people think about a human capital management system, right? We use Workday here at Comcast,” Echols said. “It has helped us in HR a lot by empowering our employees, both business leaders and non-people leaders, to own their experience. They can go in, they can look at their information at any time.” Instead of HR personally handling every employee request, technology enables individuals to access information themselves. This evolution is reshaping how HR is perceived within companies. “I think a lot of technology is moving toward self-service versus the white-glove service that we in HR typically provide,” said Echols. “Now that is shifting and evolving so folks can self-serve and allow HR to really be seen as business leaders who happen to sit in HR seats.”By empowering employees with self-service tools, prioritizing strategic technology investments, and focusing on seamless integration, companies can elevate their HR functions from administrative to transformational. Companies should approach HR tech adoption thoughtfully by focusing on ROI, scalability, and trust-building to unlock its full potential.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by metamorworks/iStock)
The ROI of Comprehensive Cancer Care Benefits: A Data-Driven Approach
BY Carrie Snider December 30, 2024What does taking control of cancer look like? For one patient, 43-year-old Kristen, it has meant the world. At her company’s cancer assessment through Color, which offers a comprehensive cancer program with employers, Kristen realized she was late for a mammogram. The Color care team got her an appointment within two weeks.Unfortunately, doctors found an abnormality, and again the care team got Kristen in quickly for the appointment that would indicate she needed a biopsy. The biopsy concluded that she did indeed have breast cancer. Fortunately, they found it at stage one.“We did all this in 52 days, from start to finish,” Joshua Sturm, chief revenue officer at Color said during a thought leadership spotlight at From Day One’s NYC benefits conference.“On average, this takes 155 days in this current system. So, we reduced that time by over 60% and that reduced time is a difference from one stage shift to another,” he said. Looking at these and other data has helped drive how it approached cancer treatment.The speed at which Color can help patients through the process not only helps increase their rate of survival, it also helps employers by saving money through their cancer program investment.Detect EarlyBased on general demographics in the U.S., about 10 to 15% of people are at high risk of cancer, Sturm told listeners at the presentation. Screening is paramount to catch that risk as early as possible so treatment can be started earlier and be less invasive and expensive. But screenings take time and money. “You’ve got to make it simple,” he said. “How are you going to make it simple for your members to follow through on getting screened on cancer? Bring it to their home. Bring it on site. If it’s a screening that isn’t available to be done at home or on site, manage that entire process for them.”Color can help schedule those in weeks rather than months, and they can help patients actually follow through with results, which has become even more of a priority.“The biggest gap right now in cancer screening is not necessarily people getting them done, although that’s a big issue,” Sturm said. “It’s when the abnormal result comes back, the majority of people do not follow through on the next phase, they actually understand if they truly have cancer or not, and suddenly there’s a high cost claimant that comes out of nowhere.” Those things alone can increase ROI and survivor rates. So, detect early, and help patients follow through. Managing TreatmentAt any given time, about 1% of people are actively going through cancer treatment. During this time, the patient is scared. No one knows the final outcome. One thing Color has been focused on is closing gaps between diagnostics and first actionable steps. Having action steps means a lot to patients. “More than 40% of meetings that happen the first time when you go in are not actionable because these diagnostics aren’t done. That means more cost to you, because you’re going to have to go back in again. It’'s a horrible patient experience. And it’s more expensive.”Again, speeding up the process and giving the patient hope are paramount, according to Sturm. Employers should also pay attention to extra costs that come up that aren’t typically covered by medical insurance. Rides to treatment, loved ones taking time off work, and so on. “It's really important to think about that,” he added. Being vigilant about treatment means helping them manage their symptoms, so they can stay out of the ER if possible. Sturm said they found that being available 24/7 for patients to call and write scripts for not only helps them stay on top of their health, but it increases their rate of satisfaction. There’s a big mental health component to this, he says, and really being there for employees means a lot in this critical time. Support SurvivorsSurviving cancer is a huge step, and most typically celebrate that. But what about the days and weeks and even months following? Do employers realize what that employee might be going through?Supporting survivors is key, Sturm said. Start by assessing who on your payroll is a survivor so you know who you need to help support. “These people are just trying to get back to work. They are just trying to live their life like they did before they were an active cancer patient. They are dealing with mental health issues, physical health issues, dietary issues,” he said. Not only that, but cancer survivors have a much higher rate of cancer (recurrence) than those who have never had it.One survivor might have trouble doing any work after 2:00 in the afternoon, so companies need to make sure that patients know how to communicate with their manager or with HR so they can get accommodations.They may also have additional screenings for the next months or years. Taking that burden off them and helping them get through that is something companies can offer, Sturm added. “We’re going to get you back to work and help you understand how to talk to your employer, or we'll talk to your employer on your behalf. We're going to help the team around you to understand what you’ve just gone through. Because it doesn’t end, right? It doesn’t end when you’re a survivor.”In the end, companies need to make sure everyone gets a care plan. “Make sure everyone understands what they need to do physically, mentally, dietary wise, to survive. Make sure they’re following through.” All of this leads to healthier employees and less costs for the company and the patient overall. Using data to better manage cancer has led Color to focus on easier screening, faster diagnosis, following up on treatment, and supporting survivors. With this, they’ve been able to decrease costs and help patients have better outcomes. “We’re very proud of this kind of work that we're doing,” he added. Stories like Kristen’s resonate because most everyone knows someone who has had cancer. They know the fear, the side effects, the waiting. And if Color can help companies alleviate some of that, then they’re doing their job.Editor’s note: From Day One thanks our partner, Color, for sponsoring this thought leadership spotlight.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Creating a Low-Turnover Culture by Investing in People
BY Carrie Snider December 17, 2024No industry has seen the level of shift in the post-pandemic era than healthcare. During a fireside chat at From Day One’s Brooklyn conference, Maxine Carrington, senior vice president and chief people officer at Northwell Health, shared insights into how her organization is tackling these challenges by investing in people. Interviewed by Emily Stewart of Business Insider, Carrington spoke about navigating workforce needs, addressing affordability barriers, and embracing technology to foster a supportive and low-turnover culture.Post-Pandemic ChallengesManaging a workforce with diverse needs is challenging. But add onto that a demanding industry like healthcare and an unprecedented event like Covid, it can be particularly hard to navigate. In response, the organization implemented flexible strategies, including creating collaboration spaces for remote workers, accommodating those who had relocated, and addressing pay equity. It’s important to allow for cultural and operational shifts to evolve naturally while mitigating tensions, says Carrington. The affordability crisis in New York, particularly in retaining essential healthcare workers, is a top concern, says Carrington. “We believe you can find untapped pools of talent out there. You just have to find them and understand the needs,” she said.Maxine Carrington, SVP and chief people officer of Northwell Health, left, spoke with Emily Stewart, senior correspondent at Business Insider Northwell Health has taken innovative steps to address this issue by offering resources, such as establishing crisis support funds, offering in-house training programs, and opening a thrift store for employees and job candidates to have access to affordable work clothing. These efforts aim to reduce barriers to employment and provide immediate support for those in need. “It’s not just health care,” she added. “It’s police, it’s fire, it’s teachers, any critical service in this region. If you want to keep them here, you have to think about affordability.”Supporting WorkersWhile Northwell and other organizations may offer help to its employees, Carrington underscored the need for broader systemic solutions, such as childcare tax credits and housing support, to sustain critical services in the region. To help advocate for change with elected officials, Carrington is drafting an op-ed piece and hopes others can also voice their concerns more widely.Part of investing in people includes maintaining strong relationships with unions while also respecting the needs of non-union employees. “Today, about 28% of our workforce is union represented. We have over 30 labor contracts, so we are always negotiating,” she said. “We try to look across the entire organization and determine what it looks like to be fair.”Northwell focuses on educating unions about evolving care models and technology, Carrington added. Recruitment and retention strategies play a central role in guiding decisions, balancing market-specific needs, and avoiding unnecessary conflict.Embracing AITechnology is a big part of healthcare, and that includes AI. As some are reluctant to the concept, Carrington said they try to address concerns to help employees embrace it more. “One of the first things is for folks to understand they are interacting with AI every single day. They may not know it, but they already are.” In an already overworked industry, Carrington added that AI can help streamline tasks and potentially relieve stress from workers. Northwell Health has introduced tools like a digital HR assistant and an AI governance council, leveraging technology across recruitment, benefits, and clinical areas. The organization’s two-year roadmap for automation focuses on efficiency, ease, and supporting employees through the transition.Getting the Word OutStorytelling is central to fostering connection and showcasing their mission, Carrington says. That’s a big part of getting the word out and showcase what they are doing to invest in people. They wanted people to know that their focus isn’t a transaction of ‘if you’re sick, let’s operate on you,’ she said, but a real focus on improving the health of communities.To do that, Northwell Health has expanded into storytelling with Northwell Studios, producing documentaries and specials Lenox Hill, First Wave, Two Wars, Emergency NYC, One South, and Side by Side. The documentaries serve recruitment, inspire pride, and amplify the healthcare narrative. They also feature initiatives like the Northwell Nurse Choir, which gained national attention through its appearance on America’s Got Talent and a performance at the White House. Investing in people is key to creating a culture of low turnover. By removing barriers to training, addressing affordability challenges, and fostering adaptability through technology, Northwell Health is shaping a supportive, future-focused workplace.Carrie Snider is a Phoenix-based journalist and marketing copywriter.