Most HR leaders didn’t go into their field because of their love of technology. Their affinity is more about seeing people reach their potential in the workplace. Yet now comes a transformative revolution in which they’d be best advised to embrace both. And do it soon.

It was only a year ago, when OpenAI launched ChatGPT 3.5, that generative AI burst into the public consciousness. Within two months of its release, it had 100 million users, ranking it as the fastest-growing consumer software application in history. Tapping its uncanny cognitive capabilities, people began using it to compose songs, draft emails, plan parties, write software, and conduct myriad experiments.

Yet in the HR world, most professionals have taken a guarded approach, one that could prove detrimental to their businesses given the speed and potential of AI’s transformative impact, according to a global study that surveyed 1,522 professionals in HR and related fields across 62 countries. Conducted by the Institute for Corporate Productivity (i4cp), the study concluded that because of “HR’s purview of workforce capabilities, skills, potentials and deficiencies, this is a strategic miss that needs to change if organizations expect to truly leverage AI,” wrote Kevin Oakes, CEO of i4cp, in his foreword to the report, titled “Is HR Already Behind in the AI Revolution?” His answer to the titular question is yes, followed by a detailed assessment of the situation and recommendations for how HR can take a leading role. (An executive brief is available here.)

As part of the survey, i4cp interviewed HR pleaders, many of whom testified to the benefits that are already apparent for those who have embraced AI early. “As an HR professional if you’re not digging into this space, then you’re already behind. It’ll change the way we do so many things,” said Cameron Hedrick, chief learning officer at Citi.

An executive summary of i4cp’s new report can be obtained here.

In the years since the pandemic, repeated crises have heightened the influence of HR leaders in their organizations. The arrival of generative AI is the next disruption, one in which HR profession could take a leading role at the decision table. “We’ve always said we want HR to be more strategic partners with the business,” said Dalia Kendik, head of digital HR for Thomson Reuters, the news and information giant. “There’s a lot of opportunity for generative AI to improve the employee experience and HR needs to be an advocate for the rest of the organization.”

Approaching Generative AI: Three Organizational Types

Based on its survey, i4cp identified three archetypes to describe how organizations are approaching AI, which it calls the Generative AI Maturity Model:

AI Laggards, where leaders have not communicated clear guidance on usage and have no formal usage policy.

AI Enquirers, where leaders are researching potential uses but are largely in wait-and-see mode. They’ve likely told employees to refrain from using AI until there’s more evidence of how other organizations have used it.

AI Innovators, whose leaders have communicated their support of AI usage and experimentation, and likely have put formal usage parameters in place.

To evaluate these organizations, i4cp described nine AI Innovator practices that every organization should follow if they hope to stay current with the revolution. These practices range from openly communicating about generative AI to reduce fear and uncertainty in the workforce to providing a secure environment for workers to experiment with generative AI. The survey found a striking gap in engagement between AI Innovators, who on average have put into place 77% of those nine practices (or are planning to adopt them), the AI Enquirers, who have embraced just 13%, and the AI Laggards, who are at fewer than 1% of those practices.

The difference can be huge for organizations who take the innovative path, the study forecasts: “AI Innovators lead when implementing these practices compared to others. Their gap-creating lead can be cataclysmic for those lagging in the number of practices they are planning to implement or have implemented.”

How AI Innovators Can Create a Competitive Advantage

Organizations who wait to embrace generative AI will face a huge opportunity cost. Here’s what they’ll miss: “Organizations that are the most advanced in AI applications (the AI Innovators) are more likely to have higher market performance, increased innovation and productivity, and healthier cultures than those that are slow to adopt,” the i4cp report asserts.

To illustrate these points, the report offers several case studies of organizations that have acted quickly to apply generative AI to their processes. Felix Martinez, senior director of talent acquisition at General Electric Appliances, describes how TA leaders at his GE division are using an internal platform similar to ChatGPT to draft individualized recruiting messages to potential candidates. “Best practice is you send 10 emails and get four responses—that’s best in class,” Martinez said. “Our ChatGPT-crafted emails are generating 70% to 90% response rates. Now we’re able to reach individuals in a more compelling way and they’re responding at a higher rate, which affects time-to-fill and quality-of-hire.”

The mandate to be innovative comes from the top, Martinez said. “We’re very fortunate to have a CEO who is leading the way,” he said, speaking of Kevin Nolan, CEO of GE Appliance.

“He gave us a task where anyone could come up with any idea to use AI to solve for business problems. There were 300 submissions. And our CHRO is challenging us in HR—how can we use this and how can we get in front of it? If you don’t learn how it can impact you, you are going to be left behind."

For Leaders, What You Don’t Know Can Hurt You

Besides the risk of missed opportunities, an overly cautious approach to generative AI has other dangers, some of which could strike quickly. In organizations where management have explicitly forbidden employees from using AI for work, 36% are certain their employees are doing so anyway, and another 36% say it is highly likely, according to the i4cp survey.

In such cases, companies can increased the hazard of data leakage. “Exposing company information often happens unintentionally when employees copy and paste proprietary or sensitive data, such as a source code, into publicly available models like ChatGPT,” the reported noted. AI Innovators are more likely than their laggard peers, for example, to have data security and ethics policies, as well as requiring fact-checking and citations when AI is used.

Another risk is bias in the system. “Since generative AI models are trained on content created by humans, it can perpetuate human biases at scale,” the report said. Such bias can not only undermine an organization’s commitment to diversity, equity, and inclusion (DEI), but can also run afoul of the need to comply with new regulations among, local, state, and federal governments about how organizations use AI in candidate selection, hiring, and promotion.

There’s Almost No Area of HR That AI Won’t Change

The list of tasks for which AI can be useful starts with the mundane (searching information, data cleaning) and rises to much more strategic levels. Today, HR professionals in the survey said they’re using generative AI in learning and development (58%), people analytics (57%), talent acquisition (54%), employee experience (46%), and leadership development (45%). Many AI Innovators say they plan to use it next in such areas as workforce planning, succession, labor scheduling, and performance management.

To help organizations be on the forward-looking side of the AI revolution, the report makes four recommendations: Be prepared to lead strategic discussions about the workforce implications of generative AI; proactively prepare HR with the necessary skills for the AI revolution; approach generative AI as a systems enabler, not just a personal productivity tool; and create a change-ready culture.

Already, HR leaders who have taken these steps on the journey start seeing exciting prospects down the road. At Sysco, the world’s largest foodservice distributor, the company expects to use the technology to make end-to-end HR processes more efficient, for example, by matching employees in need of specific skills with internal “gig” opportunities to help them advance.

“Those are huge opportunities for us, and they are just some of the use cases,” said Michael Fischer, Sysco’s VP of global talent management. “You’ve got transactional work, then you’ve got really meaningful work around career development and around colleague development. We know it’s the future and we also know it’s early days. We are going to invest in this. But we want to be very thoughtful about it as we continue because it is changing so fast.”

Editor’s note: From Day One thanks its partner, i4cp, for sponsoring this story. An executive summary of its new report can be obtained here. (Feature illustration by Quoya/iStock by Getty Images)

How to Provide Best-in-Class Menopause Support in the Workplace

Despite it impacting half the population, menopause is rarely discussed. For many women, life-altering symptoms strike just as they’re reaching the peak of their careers, disrupting them at a time when peak performance is critical. Companies must step up and provide support, or they could potentially lose 20% of these women who move to less demanding jobs.MaryAnne Hraba, RVP of employer growth at the Maven Clinic and Dr. Toni Morrissey, OB-GYN at the Maven Clinic spoke about providing best-in-class menopause support during From Day One’s October virtual conference. Jenny Sucov, health and well-being journalist moderated the thought leadership spotlight. Maven is a team of health care advocates across the world who offer personalized care via telehealth. They partner with over 2,000 employers and health plans to bridge the gaps between limited access to care for everything from fertility treatment to pediatric care, including filling the gap in traditional menopause care.Opening the DialogueSeveral years ago, Hraba started experiencing what she now knows is symptoms of perimenopause, including worsening depression and anxiety, low libido, and it became increasingly difficult to sleep. The most cumbersome symptom, especially with regards to showing up for work every day, was brain fog.“I seriously thought that I had something wrong with my brain,” she said. “It just wasn't working anymore, like having a hard time even reacting in conversations.” She had no idea what was going on with her body. “It was just so hard to get through every single day.”She went to see her OB-GYN and explained what was happening, but during the short visit was simply told that is what happens when you get older. No help or relief. Later, Hraba went down a Google rabbit hole, which made things worse. Unfortunately, only about 20% of OBs receive any sort of formal training on menopause, says Sucov.Hraba then turned to Maven for care. She scheduled a virtual appointment with one of their OB-GYNs who was trained in menopause. “I got more out of that 15-minute appointment than anything prior,” Hraba said.Dr. Toni Morrissey and MaryAnne Hraba of Maven Clinic spoke on "How to Provide Best-in-Class Menopause Support in the Workplace" (photo by From Day One)Questions about hormone replacement therapy, supplements, and a clear direction of where to go next were answered. “Finally, I was being seen and being heard, which was the first step.” She also got access to clinically vetted content she could trust, as well as community forums of other women experiencing similar issues. Additionally, she asked Maven for a local doctor who was trained to better help her and was connected with one covered by her insurance.“Fast forward. Now I’m talking to this provider in person. I’m a lot more empowered, a lot more educated, and I’m able to have that two-way conversation,” Hraba said.She still uses the Maven app for resources she doesn’t have access to locally, but when it comes to women’s health, it is going to take more than just one provider to fulfill her needs. “It's still a process. There’s no single magic bullet.” But thankfully, now that she feels better, her life—including her work life—have improved exponentially, she says. Workforce ImpactThe implications of menopause in the workplace are more far-reaching than employers may realize. “Menopause isn't just a personal health journey,” Dr. Morrissey said. “It impacts everybody around them in the workforce.”Untreated symptoms can render even the most resilient individuals less able to manage stress, leading to higher absenteeism and decreased productivity, says Dr. Morrissey. Moreover, menopause often coincides with a pivotal career phase when many women are in or approaching leadership roles. Without adequate support, companies risk losing experienced professionals and stalling diversity progress in senior positions.“Employers who invest in comprehensive menopause support aren’t just doing the right thing for their people, but they're making a smart business decision, and they’re creating a culture that normalizes conversations about menopause and provides meaningful, holistic care,” said Dr. Morrissey. How do women who go through this type of care feel? “They typically will say, now I feel back to myself.”Effective Menopause BenefitsProviding tailored menopause benefits, such as telehealth consultations and educational resources, empowers employees and cultivates a culture that normalizes and supports women's health at all stages. By integrating menopause care into their wellness programs, employers can demonstrate a commitment to their workforce’s well-being, fostering loyalty and positioning themselves as leaders in employee care.Here’s what Dr. Morrissey recommends for employers to make sure is included in menopause coverage:Access to Specialty Care: Employers should provide on-demand, virtual access to a variety of specialists (e.g., GYNs, mental health providers, sex coaches, nutritionists, career and physical support coaches) to address the wide range of menopause symptoms. Global and same-day support empowers employees to manage their health comprehensively.Education and Community Resources: Expert-reviewed resources such as articles, webinars, and community support should be available to educate employees and help them understand and manage symptoms.Personalized Care Plans: Employees need individualized care plans that consider their medical history, lifestyle, and personal circumstances. Concierge support should help them navigate care and connect to specialists and local providers as needed.Addressing menopause in the workplace is no longer optional—it’s a vital aspect of supporting employees’ well-being and fostering an inclusive work environment. As more women reach pivotal stages in their careers while navigating the challenges of menopause, companies that proactively offer comprehensive support can stand out as leaders in employee care. Editor’s note: From Day One thanks our partner, Maven Clinic, for sponsoring this thought leadership spotlight.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

The Role of GLP-1s in Employee Benefits

Companies that offer inclusive care benefits are not only seeing higher retention rates but are also attracting job seekers who prioritize well-being over just a high salary. With obesity on the rise in the U.S., leading to increased rates of cardiovascular disease and Type 2 diabetes, employees are looking for workplaces that support their health holistically, recognizing that inclusive benefits can be life-changing.The prevalence of chronic disease presents a challenge for employers over increasing healthcare costs. 60% of employers expect healthcare costs to surge over the next three years. Yet, it is critical to offer comprehensive care and wellness for higher retention.The American Institute of Certified Public Accountants (AICPA) found that workers would choose a job with benefits over a similar job providing 30% more salary but with no benefits. Consequently, employers also face more competition with other companies that provide more inclusive healthcare benefits.The growing off-label use of GLP-1 drugs, originally approved for treating Type 2 diabetes, has fueled discussions around treatments for cardiometabolic diseases. However, cultural misuse has also associated these drugs with rapid weight loss management.What are the potential risks and benefits associated with including FDA-approved weight loss drugs in care benefits? Is there an ROI of covering weight loss medication?The Reality of CardiodiabesityDeanna Critchley the AVP of Cigna led the sessionDeanna Critchley, area vice president at Cigna, provided insight into the reality of cardiodiabesity management at From Day One’s NYC half-day benefits conference in a thought leadership spotlight.There are several factors to consider when adding FDA-approved weight loss medications such as Wogovy into care benefits. While GLP-1s are automatically covered to treat Type 2 diabetes, weight loss drugs such as Wogovy are considered add-ons or buy-ups, which affects claims costs.Currently, there is no evidence suggesting a decrease in cancer, stroke, heart attack, or other emergency room visits by taking these prescriptions alone.Secondly, drugs such as Ozempic and Wogovy generally have to be taken for an extended period of time, or even a lifetime. People gain back ⅔ of their weight within two years of stopping.Cigna conducted an internal study and found that 66% of people on weight loss medications stopped taking them within 6 months due to rapid weight loss, social pressure, and significant side effects from taking the drugs.This further presents the risk of employers facing increased medical expenditures without guaranteed positive results. It can become unsustainable to find it as pharmacy claims rise. “That’s where we’re still looking at the longevity of this to see if it’s worth you as an employer covering these drugs if they’re not even going to continue taking it.”But if employees are more likely to choose a job that covers weight loss medications, companies face undeniable pressure. “You have to actually consider your benefit philosophy, how you cover it, and what type of population you have,” Critchley said.“Do you use it as talent acquisition? Are your competitors offering that? Do you offer lifestyle management programs and that’s part of your well-being philosophy?” she asked.The benefits of investing in weight loss supplemental coverage, then, lie in having long-term employee populations, the ability and foresight to invest in long-term cost avoidance, and incentivizing customers to enroll in holistic weight management programs.Utilization Management Is KeyCritchley recommended that employers not yet covering weight loss medications should first confirm with their carriers whether utilization management measures are in place. This safeguard helps ensure that GLP-1 drugs are prescribed only to individuals with diabetes.At Cigna, their utilization program confirms clients with Type 2 Diabetes and asks if they would consider taking Metformin, a more affordable and generic prescription drug similar to Ozempic.Cigna Healthcare has developed several solutions, including RxClaimsConnect, which automates claims processing for clients with documented Type 2 diabetes. For self-funded clients offering weight loss coverage, Cigna provides access to EncircleRX, a program equipped with safeguards to ensure the appropriate individuals qualify. Eligible clients must have a BMI of 30, or 32 with two additional co-morbidities. The program also includes a cost cap or a pricing guarantee.More importantly, it includes required enrollment and ongoing engagement with a lifestyle modification program. Nutritional counseling and exercise programs are required management systems in place. This demonstrates the effectiveness of integrated and holistic healthcare as effective and inclusive care benefits.Editor's note: From Day One thanks our partner, Cigna, for sponsoring this thought leadership spotlight. Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.

Conversations: The Currency of the Future

Steve Artnz, CEO of Campfire, poses the question, “what is a conversation to you?” In the digital age, conversations can include verbal communication, texts, phone calls and even interactions with artificial intelligence.During a thought leadership spotlight at From Day One’s October virtual conference, Arntz spoke about the art of conversations to build stronger relationships, productive work environments and inclusive workplaces.Conversations are fundamental to fueling relationships with everyone in your life, but some conversations are harder than others. Arntz presents the audience with a mnemonic to help people focus on the key aspects to a conversation: FLAME for fluid, lively, authentic, meaningful, engaging.Fluidity “creates a mutual understanding and respect,” he said. Liveliness provides the enthusiasm and engagement between people. Authenticity helps build trust and opens up meaningful conversations that strengthen relationships. Engagement is crucial to maintain participation from both sides in the conversation.As conversation tools in the workplace, Arntz focuses on check-ins, asking deep questions and listening generatively.Steve Arntz, CEO of Campfire, led the virtual thought leadership spotlight In a general check-in, you might ask “How are you feeling?” but Arntz suggests posing deeper questions like “What are you feeling? What are your distractions? What are your intentions for our time and space together?” These can serve as more effective starting points for teams to check-in on each other.Starting off with these questions,“will reduce the number of meetings on your calendar” and “increase the path to efficiency in those meetings,” Arntz said.To dive even deeper, ask people why, how and what questions to learn more about their feelings. For example, “why is this situation frustrating you?” or “how does this feeling impact your work right now?” Asking these types of questions will allow the conversation to flow into greater discussions on feelings, thoughts and intentions.Following this tool, Arntz provides four ways to engage in conversations fully: download, which is confirming that people are heard; facts, listening with an open mind and asking questions to gather information; empathy, connecting with experiences and emotions; and creation, which is the act of creating something new together.“When you practice this generative listening with intent to learn from the unknown, to connect with the broader, bigger thing, then you can really build on each other’s insights and create new insights,” Arntz said.Although these questions and conversations can provide deeper connections between managers and employees, an existing feeling of distrust can also hold people back from being honest and vulnerable. Especially when companies are aiming for efficiency and profitability, actions can seem more transactional.“If my manager were to ask me, ‘what are you feeling?’ I might have a hard time really trusting that person actually cares and sometimes it’s because I don’t trust that the organization cares,” said Artnz. “So the manager and organization start to become conflated and they inherit each other’s weaknesses and strengths.”In these cases, it can be helpful to see vulnerability from the manager first. Prior to opening up the conversation on what employees may be feeling, start off by sharing your own thoughts and emotions, creating an environment that welcomes and encourages others to share.These skills can be utilized when holding conversations with people, but with the increased use of AI, it’s important to remember that communicating with robots is much different. “Artificial intelligence does not equal conversational intelligence,” said Arntz.Conversations with AI focus on logic, accuracy and efficiency, lacking the emotion and authenticity that takes place in human interactions. But this is not to say that technology is not useful in bettering conversations.“It’s not robots or humans. It’s robots and humans together. I see a world in which we can stop tripping on each other as much as we are today,” said Arntz. “As we get assistance from these robots…we can have much more impactful and meaningful and creative relationships and that’s a world that I'm really excited about helping to shape and create.”Arntz encourages people to use the conversational tools he discussed in addition to interactions with both robots and humans. Blending the two can help expand their insight on how to engage, create partnerships, and take action with others.Editor's note: From Day One thanks our partner, Campfire, for sponsoring this thought leadership spotlight. Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.

HR Is Already Behind in the AI Revolution. Here’s How to Take the Lead

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