At the tool manufacturer Stanley Black & Decker, working parents who left their jobs temporarily during the pandemic have been welcomed back through a returnship program designed in response to America’s child-care crisis. Kate Perry-Jones, a VP in charge of global HR transformation for the company, declares the pilot project to be a big success. “We assigned them buddies, we did part-time schedules. We had about an 80% return rate from the folks that went through that program that turned into full-time hires,” she said.

Layoff, furloughs, and shifting workplace expectations have thrown many careers off track. This is especially true for working parents and caregivers, whose lives are further complicated by responsibilities at home. Women in particular suffered the blow: Two and a half million have left the U.S. workforce as a result of the pandemic, creating gashes in the labor landscape.

Now, power is shifting. Because the current demand for employees is far greater than the supply, workers have the upper hand, and they’re using that advantage to change the workplace to support their needs. Employers are having to reconfigure policies and operations if they’re going to bring workers back–or keep them from leaving.

Perry-Jones spoke on a panel of experts focused on getting jobs and careers back on track, part of From Day One’s August virtual conference, “Learning From a Crisis About What Working Parents Need.” One of the biggest challenges in helping parents maintain career momentum is simply keeping them in the office (virtually or otherwise) or on the manufacturing floor. Michael Rothman, co-founder and CEO of digital parenting magazine Fatherly, who moderated the conversation, began by asking what has worked: “What has been the most impactful policy, benefit or cultural practice you have implemented since Covid-19?”

Perry-Jones said backup childcare, tutoring and schoolwork help, plus concierge services for things like pet care and food delivery, were most popular among workers. Jackie Butler, VP of human resources at Marriott Vacations Worldwide, said the company expanded sick leave to 80 hours for all associates to care for family, to get tested for Covid-19, or to get vaccinated.

Ultimately, the new career-supporting culture has been about flexibility. “What I recognized was that the parents want a choice,” said Jennifer Lavoie, director of employee wellbeing at Piedmont Healthcare, a not-for-profit healthcare network based in Georgia. “So we were able and fortunate to stand up many different options for our parents to help care for the children, not only when the schools shut down abruptly, but also through the virtual learning as of last year.”

Employers need to give parents a reason to continue their careers in their organizations. Doing so is often a matter of continuing the accommodations that made work possible during the last year. The pandemic is not over, and now we know more about what it takes to keep everyone safe while still keeping the economy moving.

Fanaye Taye, VP of HR at the financial-services company Synchrony Financial, said the company has offered its employees “the flexibility to work from home based on this environment, and we will be continuing that indefinitely. That really allows parents to mold their schedule around their needs.”

Marriott’s Butler said all call-center employees at the company have been working from home during the last year and will continue to do so permanently, marking a change in corporate attitude. “I don't think prior to Covid, this is something that the organization would have strongly considered.”

In the past, hourly shift workers have had little to no flexibility when it comes to hours and work schedules, but that’s changing as demand for this workforce segment grows. “We've done a lot of creative things around shift work and shift incentives, as well as flexibility and holiday, so we could try to retain the population we have,” said Perry-Jones of Stanley Black & Decker. Those incentives include breaks for parents who need to pick up or drop off kids during a shift, an accommodation virtually unheard-of for hourly workers before the pandemic.

“We're doing everything we can to try to mitigate [attrition],” she said. We currently have about 1,200 open hourly jobs across the globe, so we're continuing to grow, and we're trying to keep up not only with the attrition, but also the demand for the future.”

Natalie Mayslich, general manager of consumer and enterprise at Care.com, an online marketplace for caregivers, said her organization had decided to merge the spirt of flexibility with a standard of equity. “We will be a remote-equal company moving forward. We're spending a lot of time thinking about from a cultural standpoint, how do we make it equitable, fair and meaningful to our employees,” she said.

Panelists reached this consensus: If employers are going to help parents keep their jobs and careers on track, they’ll have to make empathic decisions.

Mayslich said this is an essential part of conversations she has had with Care.com’s corporate partners. “Attrition is probably in the top two or three concerns that we hear from our employer partners who are coming to us looking for help. The reality is, without care, people can't work. They can't focus. They leave jobs for more empathetic and supportive organizations,” she said.

She called this an HR awakening. “We've seen a fundamental shift in our employer partners. They're truly accounting for the whole person. It's no longer just about the worker and their capacity to contribute in that way, so as a result, we've seen our client base expand, and we've seen them expand the benefits that they're offering to include benefits that address wherever, however, and whenever their employees work.”

Emily McCrary-Ruiz-Esparza is a writer, editor, and content strategist based in Richmond, Va.

Empowering Your Team: How Innovative Companies Put New HR Technology to Work

Ask your nearest HR leader how many pitches they’ve gotten this week from tech vendors promising to make their jobs easier. It’s likely that your company has already shelled out serious money thanks to some of those promises, and all they’ve really gotten is another portal to manage.There’s a lot of noise in the HR tech sector, said Ardie Sameti, senior director of AI and automation at healthcare tech platform Accolade. The overload of tech tools workers are made to use at work is costing businesses time and money, and generating a lot of frustration. “Don’t get caught up in innovation, although that’s a super attractive and sexy thing. Look for practicality,” he explained during From Day One’s November virtual on how the most innovative companies are using new HR tech.Before you even evaluate a new tool or product, identify the problem it’s going to solve. You’ll be in a far better position to shop for HR tech that might actually help. Then, commit to rigorous testing. “There are a lot of free pilots out there that you can use to really measure the impact of what you’re looking at,” explained Sameti. Accolade has a sophisticated in-house process that pulls stakeholders from across the business. “Engineering, product, our HR team: Everybody’s very much involved, and we test assumptions in a very controlled manner.”When vetting new tools, senior director of HR at Sony Interactive Entertainment Ritu Shrivastav asks two questions: First, “what is the lift for the people managers?” And second, “where in the talent journey does this help me?”How HR Is Adopting Artificial IntelligenceAs long as you’re adopting new tools for specific business reasons, there are plenty of possibilities to get excited about. Within the media and entertainment industry, “there’s a leadership-advocated intentional focus on adoption of AI,” said Shrivastav at Sony, where they’ve created a bespoke artificial intelligence training program for engineers.Panelists spoke about "Empowering Your Team: How Innovative Companies Put New HR Technology to Work" (photo by From Day One)Of course, she’s quick to acknowledge reticence toward AI and its job-replacing potential. “Keep in mind that technical leaders have carefully curated their careers over several years,” Shrivastav said. “Yes, change is hard, but enhancements are loved and enhancements are easy, so keep in mind that AI is an enabler. It actually enhances your productivity and takes away a lot of that repetitive work.” Once you can get early adopters excited about the potential and evangelizing, that enthusiasm spreads.Geeta Mahindroo, global VP for finance, HR, and GBS technology at The Estée Lauder Companies, is optimistic about the potential of AI to help employees seamlessly operate the myriad different platforms that exist. “In our personal lives, we have information at our fingertips, but when we go into an organization, we have to navigate so many places to get to the information we need,” she said. Mahindroo is working on a plan to access it all more seamlessly, or what she’s calling “the employee Siri.” By prioritizing experience, she says, “we can say we treat our employees just like our customers.”Using Tech to Adapt to New Working ModelsAs career trajectories take new shapes and evolve from job-based work to skills-based work, U.S. Bank is using HR tech to help employees plan their unique future with the company. “It’s important for employees to have the tools they need to have visibility into what’s out there,” said the company’s head of employee engagement Veronika Lantseva. “What are the different roles that could be a potential next step for me, whether lateral or upward, and what are the skills for those roles? And how do I acquire them?”At Estée Lauder, Mahindroo enlisted a team of tech-savvy interns to update an old employee onboarding process. The team collected feedback from employees across the organization and at all levels, from “interns joining the company for a few weeks to people in mid-career and people who’ve been there a long time.” In just six weeks, the interns had built a prototype.Their thoroughness “gave me a lot of confidence to say, ‘if we were to take this approach and bring that insight and deploy it, it would have much better adoption within the organization because it factors in the insights from everybody,” Mahindroo explained. It was energizing for the interns and the leadership team as well, she said, “to learn how different generations think about technology, how they thought about enabling it–and how fast.”To Ensure ROI, Hold Vendors AccountableOf course, being successful requires a pragmatic, and even ruthless, commitment to numbers. Jeff Williams, CEO of benefits administrator Aptia, encouraged HR leaders to hold their vendors accountable to their pitches. “Many times I talk to clients who just don’t know where they’re at relative to their original assumptions,” he said. “Being a strategic HR leader requires us to talk in real economic terms, and not as much in narrative, to get our fellow executives invested,” he said. “And anyone who’s actually tracking their case on an ongoing basis and revisiting their ROI: They’re in the top decile of heavy HR tech implementation.”Measure your outcomes unflinchingly, and if there’s some tool collecting dust on a shelf, use it or get rid of it,” Williams said. “Drive toward success-based outcomes, not only getting the thing installed, but getting up to the adoption levels that they committed to and they were helping you with your business case.”HR leaders must be active tech evangelists, said Sony’s Shrivasta. A lot of leaders talk about why they’ve adopted some tool, “but very few can showcase in their behaviors, embracing it and using it and holding their [direct reports] accountable to saying, all right, we’re going to embrace this as well.”Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the Economist, the BBC, The Washington Post, Inc., Quartz, Business Insider, Fast Company, and Digiday’s Worklife.

Hope for Cynics: How to Replace a Lack of Trust With “Hopeful Skepticism”

“I wrote this book because I needed it,” said renowned psychologist and author, Jamil Zaki, Ph.D. about his latest book, Hope for Cynics: The Surprising Science of Human Goodness. “I’ve been studying the science of kindness and empathy and connection for 20 years, and oftentimes people assume that must mean that I walk around blissed out by human goodness constantly. But the secret is that this entire time, I’ve tended towards cynicism,” Zaki said during a fireside chat at From Day One’s December virtual conference.In life and in work, cynicism is making us sick, but Zaki offers a cure. While cynicism is an understandable response to injustice and inequality, in many cases it is misplaced. Dozens of studies find that people fail to realize how kind, generous, and open-minded others really are. Dr. Zaki imparts the secret for beating back cynicism: “hopeful skepticism”–thinking critically about people and our problems while honoring and encouraging our strengths.“We are living through a quiet but devastating epidemic of cynicism,” Zaki told session moderator, Megan Ulu-Lani Boyanton, reporter at the Denver Post. In 1972, about half of Americans believed most people could be trusted. By 2018, only a third believed the same. He cites the financial collapse of 2008 as a time when our faith in institutions plummeted. “We are living in a trust deficit. When trust is depressed, cynicism rises. Cynicism is poisonous for our mental health, our physical health, relationships, our communities, including our businesses and organizations and our culture.”But not all hope is lost, cynicism is often just a mistake or a bias. “When you pay closer attention to the data, people tend to be more generous, trustworthy, open minded and kind than we realize,” Zaki said. That’s where his “hopeful skepticism” comes in—“acknowledging that oftentimes our bias means we underestimate each other and by connecting more with the data and with people in general, we can rebuild our sense of faith in each other and use that to fight for a future that more of us want.”Hopeful Skepticism in ActionThe difference between cynicism and skepticism is key. “Skeptics withhold their judgment and look for evidence,” Zaki said. And while optimism, in assuming a positive outcome, can lead to complacency, hope instead can inspire action. “Hope is the belief that things could improve, but that we don’t know that… the future is uncertain, and in that uncertainty, our actions matter.” Therefore, hopeful skeptics are data-driven and withhold assumptions, while knowing that people and situations can surprise us in a positive way.Jamil Zaki, Ph.D., Director of the Stanford Neuroscience Lab and Author, “Hope for Cynics: The Surprising Science of Human Goodness” was interviewed by Megan Ulu-Lani Boyanton, Reporter, the Denver Post (photo by From Day One)At work, cynicism can be lethal, says Ulu-Lani Boyanton. “[There is] a heavy price for mistrust in a corporate environment.” The data shows that cynics are less likely to rise to positions of leadership, have poor morale, perform worse, and are less loyal to organizations. Cynicism spreads easily and having too many cynics at an organization can lead to a collapse of collaboration, innovation, and productivity. “Why take a risk if the person next to you would prefer to see you fail?” Zaki said. “Leaders need to be quite intentional about fostering trust and cooperation, because without that, our tendency is to focus more on the negative.”Political and social polarization can also breed cynicism. “Americans have lost contact with folks who are different from them. We no longer rub shoulders with people who are politically different from us. We’ve sorted so that we interact less with real folks we disagree with. So how do we know who they are?” Zaki said. We rely on media depictions for that information, and often it’s inaccurate. “We conjure up a version of people we disagree with that is quite frightening and quite wrong. And we miss out on the common ground.”This extends to workplace disagreements and divisions. “People stop talking with one another. They start to exaggerate the negative qualities of the other side. They start to think a ‘win’ on the other side is a ‘loss’ on their own. We focus so heavily on what separates us that we lose sight of all the things we have in common,” Zaki said. To solve this within the workplace, Zaki says, bring both sides together and have them list all the things they agree on and disagree on. They will be shocked at how the agreements outweigh the disagreements.Seeing Each Other More ClearlyIt’s incumbent on HR to help team members move past their own biases and internal disagreements. When Zaki surveys employees, he always finds that the vast majority want collaboration and trust to be at the center of their work, and that they also don’t realize that other folks want it too. “If you’re a leader, one way to fight cynicism is not to lie to people, but to tell them the truth and to show them the truth in as quantitative and specific a way as you can,” Zaki said.One way organizations can inspire collaboration, creativity, and trust, Zaki said, is by “rewarding people for not just their individual performance, but how they showed up for their colleagues.” Mission-driven companies like Patagonia or Cotopaxi, that are not only focused on product development but also “advancing a philosophy of caring, not just for ourselves, but for the planet” all speak to Zaki’s tenets of hopeful skepticism.He encourages organizations to invest in developing “soft skills,” or what he calls “human skills,” so that employees can get better at understanding themselves and others and communicate more effectively. Empathy and emotional intelligence are vital to success.Humans suffer from a negativity bias as part of an evolutionary response to physical threats. Noticing that knee jerk response within oneself is key to moving past it. “Being a hopeful skeptic can open us to incredible numbers of social opportunities, whether that’s pleasant conversations with strangers, bridging differences with people we disagree with, building relationships, friendships, collaborations, parenting more effectively, and building more trusting communities. And in all these cases, the steps are simple,” Zaki said. “I’m much more positive and hopeful since researching cynicism, because I realized how much of it is just an error, and that’s true in our politics, in our organizations, but just in our everyday lives as well. Hope is not naïve, it’s not privileged, it’s not toxic. It’s an adaptive and adaptable response to the best data that we have. We can fight for that better future together by seeing it more clearly.”Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.

How to Leverage AI to Make Room for the Important Stuff

With 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.

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