How to Bond With Your Workers Through Social Impact

BY Alexis Hauk | March 31, 2022

Long before the creation of the office, PowerPoint slides and whiteboards, humans have sought to express the meaning of their pursuits and surroundings. Those cave paintings created thousands of years ago, after all, celebrated scenes from the business of hunting and gathering. Now, in modern times, the workplace remains a place where people want to feel purpose and express truth in their lives.

As ever, employees want to do more than show up and earn a paycheck. They’re looking for a way to contribute meaningfully. This fact came fully into focus during the Covid-19 pandemic and the Great Resignation. And it touches on something that researcher and author Brené Brown calls “operationalizing your values.”

Rick Kearney, the chief operating officer at Rise Against Hunger, knows a thing or two about that kind of purpose-driven work. His nonprofit carries out its mission to provide nourishment and support to communities facing food crises worldwide. The group helps about 2.8 million people every year through international relief efforts in areas like Mali and Zimbabwe, and more recently with Ukrainian refugees.

Kearney, who spoke on a panel of experts on “Recruiting and Retaining Workers Through Social Impact” at From Day One’s recent Atlanta conference, has seen the positive results of plugging staff and volunteers into the soul-satiating work of helping others–but high morale doesn’t just come from impressive stats. Rather, what drives the people who work at Rise Against Hunger, Kearney said, is “something that they can take from their heart to their head, from passion to purpose, to feel that their efforts resulted in something significant.” In other words: Tangible results from tangible actions that an individual can track and connect with.

Of course, you don’t need to work at a nonprofit to feel good about what you do. Whether you’re leading a Fortune 500 company, launching a foundation, or simply looking for ways to do more than merely clock in and out, social impact in the working world takes many forms. The panel discussion, which I moderated, produced some rules of thumb to keep in mind.

Matching Why You Care with What You Do

Julia Levy, the head of global talent acquisition at CommScope, joined the communications-technology company in 2019, right as the company was rolling out its refreshed mission and values statements. Those took on a new urgency during the pandemic, she said, as the company ramped up its mission to “connect the unconnected,” when everything, from schools to meetings, had gone virtual.

Cummings said her company sought to address food insecurity and homelessness

Likewise, when Ayanna Cummings, Ph.D., joined Compass Group in 2020 as director of diversity, equity, inclusion, and justice, she immediately spearheaded an effort to identify, through polls and discussions with employees, which social-impact partners they most wanted to focus on.

Food and housing seemed like a good fit, given that Compass is one of the largest hospitality and food-service companies in the world, Cummings said. “We would be remiss if we didn’t acknowledge that we have the capacity to do something with respect to food insecurity and homelessness. So, we added that to the list of places to reach out to and try to partner with.”

As it turned out, these kinds of organizations were swamped with donation and volunteer requests already. So Compass pivoted its outreach and worked to support majority-BIPOC organizations in Seattle, Atlanta, Charlotte, Reno, and more–staying very much in the center of where the company and its employees’ priorities stood.

Lynette Bell, president of the Truist Foundation, the charitable arm of the Charlotte-based banking company, said the company created a matching-gift program for employees, agreeing to meet every dollar the staff contributed to a nonprofit of their choosing. This program resulted in $1.2 million in matched donations last year alone.

Putting Away the Parachute

One of the best ways to help a community? Listen to them.

That’s what Bell has found works best. It’s also the most effective way to ensure that the effort sustains long-term. To that end, Bell said that Truist has hosted listening sessions with community-based organizations and nonprofits to gain insight into their needs. "Whether we were in Baltimore, Miami or Macon, we got to hear directly [and] meet them where they are versus coming in like, ‘Hey, we have a great idea how to fix this.’”

That phenomenon of organizations swooping in to make some surface-level changes, then just as quickly exiting the scene, is often called “parachuting,” and it’s not an effective way to make a difference, Bell said.

Addressing Racial Inequity

In 2020, Corporate America made vast commitments in the wake of George Floyd’s murder to reduce racial and social inequities. However, in 2021, news organizations including Fortune reported that of the $50 billion pledged to racial justice by U.S. corporations, almost none of that promised funding had materialized. So when it comes to anti-racism work and addressing longstanding inequities, it’s vital that companies instill trust by turning their promises into concrete actions.

Bell said that her foundation looked at how to “embed racial equity into our process” from the start of the grant-application process to the perspectives of decision-makers. One way that has manifested, especially during the pandemic, is through investment in small businesses, which are “the cornerstone of our country,” she said, but also in the gravest danger of shuttering during the pandemic. “We wanted to look at who’s impacted by that. It was mostly BIPOC businesses. Our foundation has leaned into addressing those issues.”

On the HR and talent-acquisition side, CommScope’s Levy said she has spent time with her team examining and addressing unconscious biases among hiring managers and investing in making the hiring process more equitable. They’ve identified and changed potential barriers to entry, such as GPA or higher-education requirements, but it’s still a learning process. “We are not always going to get it right, but we’re always going to try and do better,” she said.

“We put the big goals out there,” said Bell, “knowing that we’re tackling large ecosystems that have been in place for a long time that need to have some disruption. We ask really hard questions of our grantees, like, 'How diversified is your board? How diverse is the team that’s going to support you?' I think it takes those small things to look at all ecosystems internally, including the one you work for, and go, ‘What is it today that needs to be disassembled?’”

Taking It Piece by Piece

Meaningful social impact requires a long attention span on an organization’s part. Vivian Greentree, Ph.D., senior vice president and head of global corporate citizenship and president of the Fiserv Cares Foundation at Fiserv, put it this way: “When you’re trying to lean into something that doesn’t exist yet, or you’re trying to create something or collaborate, it’s always going to be a little uncomfortable. That’s where a lot of us are a lot of the time. So, learning not to pause and not to quit. Think big, act small, move quick.”

Alexis Hauk is an Atlanta-based journalist whose work has appeared in a wide variety of publications including TIME, the Atlantic, Mental Floss, Washington City Paper, and the Atlanta Journal-Constitution.

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How Employers Are Strengthening Support for Employee Mental Health and Well-Being

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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. 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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)

Carrie Snider April 16, 2025

The Debate Over RTO and WFH: What the Research Really Shows

Despite headlines over the last year touting the full RTO of major corporations like J.P. Morgan Chase and Amazon, Nicholas Bloom the foremost expert on remote work and professor of economics at Stanford University, says the RTO trend seems to have already passed. Citing a recent study of more than 1,000 companies, he said “we asked them about their return to office plans, looking ahead a year, and 85% of them said they have no plans to change.”“The big data I’ve seen suggests there is not a major return to the office. I don’t think there’s going to be much major change outside of the government sector,” said Bloom. Some companies have been tying bonuses to office attendance to incentivize employees to come in, which Bloom finds ineffective. “There are only so many dollars you can give [an employee] for a bonus,” he said. “If you start to take away some of that from performance and put it onto days in the office, you’re just giving her less bonus for performance. 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Change Is Hard. What HR Leaders Can Do to Make it Easier and More Successful

One of the most significant and foundational opportunities HR leaders have is to empower frontline and middle managers through scalable tools, resources, and information, says Steve Arntz of Campfire. Leaders at this level may not have influenced the decision-making, but they do need to be able to effectively articulate the plans and guide team members through the process. “Middle managers are often the ones delivering the change, but they’re not the ones who have to make the decision,” said Arntz. “So what tools and resources can we give them to help them have honest, consistent conversations?”Change initiatives can leave employees feeling frustrated and overwhelmed. A cross-industry executive panel at From Day One’s Salt Lake City conference discussed how HR leaders can help streamline change in their organizations and improve the employee experience. 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Clear alignment with their goals will position you as an asset and illustrate your investment in the company. The ability to bring forward an authentic perspective from frontline employees can help build credibility. By proving with data that you have a purpose in that space, and use your strengths to influence and drive success. To advocate for business partners and frontline teams in the C-suite, it is also vital for HR to build trust with those teams, says Beck. Simply spending time with your partners to understand their daily workflow and the impacts of change can help build relationships and demonstrate that you’re there to help them thrive, says Cazier. It’s important for listeners to have hard conversations that support individuals and help align them with the organization’s strategic direction. The panelists also agreed on the importance of building a culture of accountability. Rather than employees first hearing about a change from HR, Harper likes to see leaders champion changes before rollout. Arntz urges people not to let business partners “hide behind HR.” They should communicate expectations to their team members and work through the performance management process before any handoff to HR.Relationships can also be leveraged to encourage bottom-up change. “Don’t wait for the C-suite to come to you,” said Beck. “Advocate for your team from the start—you’re a part of every change that happens in the organization.”Panelists spoke about leading through change at From Day One's SLC conference Cazier emphasized encouraging senior leaders to take an iterative approach to shaping change strategies: “Stress test it with team members. Run it by them. Get their feedback,” he said.Another opportunity lies in reviewing performance management processes, said Arntz. “Your performance management process sits at the center of all of it,” he said. “We take that for granted. We teach some behaviors and reward completely different ones—and that creates a system with no safety.”Change Management vs. Transition ManagementBeck takes a proactive approach to making change better for everyone around him. One key step is reframing “change management” as “transition management.” “Change is about the event—flip a switch, it happens. But people are not the same way,” he said. “Transition management is about navigating the ebb and flow of people’s feelings during a transition.”Change has a collective impact, but senior leaders do not always have the capacity to look at change from an individual perspective, says Arntz. Recognizing and leveraging team member strengths can help orient the rest of the team. In these situations, Arntz identifies and empowers results-oriented, relationship-oriented, and process-oriented people to support their team members during the appropriate phases of change.Harper recommends implementing feedback loops and modeling a solutions-oriented approach. “If you have feedback loops in place, knowing how to correlate that data to what matters to the executive suite is really important,” she said.Navigating Unpopular MandatesHR leaders also have a role to play in return-to-office mandates. “If the decision is based on real estate commitments, don’t pretend it’s for productivity,” said Arntz. “Just be authentic with your message.”Similarly, leaders must communicate clearly about emerging technologies like AI. “AI can’t take judgment from us—it needs us to operate it,” said Arntz. Harper added: “HR is in a unique position to prepare organizations to use AI in a way that enables our workforce, rather than replaces it.”Beck encourages a practical, human-centered approach: “Let AI do the good things, so we can focus on the best things,” he said. Meanwhile, Cazier noted that AI implementation presents an opportunity for HR to support not just tools, but people: “There’s plenty for us to do—not just help write emails or generate e-learnings, but also to help people navigate the changes hitting their world.”Jessica Swenson is a freelance writer based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by Sean Ryan for From Day One)

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