What if C-suite executives encouraged HR managers to become strategic leaders rather than expecting them only to handle day-to-day administrative tasks? What if they recognized that HR drives value, especially when budgets are tight?

The results would be game-changing, said Emily Diaz, the VP of Transform at 15Five. Diaz led a thought leadership spotlight session titled, “The Case for Strategic HR: How to Translate HR Programs Into Business Outcomes for Executive Buy-In” during From Day One’s August virtual conference.

“We know strategic HR has a massive impact, particularly around engagement,” Diaz said. “Engaged teams, it has been discovered, are 23% more profitable and 18% more productive.”

However, HR managers often have trouble selling the idea of strategic HR to company leadership. Diaz, who serves as an advisor for HR leaders, said they want to focus on things that are most important to the entire business. To do this, they need to establish trust with their leadership team, but they tell Diaz that CEOs and other executives won’t give them the time of day. Sometimes, those leaders are even considering cuts to the HR team.

Only 51% of HR leaders surveyed this year said they felt valued by their leadership team, according to HR Dive. And they aren’t just imagining things. Research shows 46% of business leaders see their HR function as being strategic, according to 15Five. However, functions like finance operations and supply chains scored far higher in those perception tests despite how important HR is to companies.

“It’s no wonder that 98% of HR leaders are feeling burnout at a time when they’re being asked to deliver more value than ever before to their organization,” Diaz said.

Proving the Strategic Value of HR

One way HR managers can show they have a role that goes beyond administration is to consider how other company operations that are deemed strategic do this. For example, a CFO can use a P&L or even a cash flow statement to explain exactly how the business is performing to the leadership team.

Emily Diaz of 15Five led the thought leadership spotlight (company photo)

“If you are able to use data and frame your work through the lens of business outcomes, that’s when you're going to get the buy-in from your leadership team,” Diaz said.

Valuable data helps answer crucial questions such as where to invest to increase team performance, which managers are the most effective, and how the team can amplify their efforts. “The right data helps you to take actions that support your business outcomes. It’s data that informs future-facing decisions,” Diaz said.

Rocks, Pebbles, and Sand

Diaz presented a metaphor from Stephen Covey to help HR managers frame their work in a strategic context. The idea is to imagine HR as a jar containing rocks, pebbles, and sand. The sand represents small items on an HR team’s constant to-do list, such as resolving issues with benefits. The pebbles are administrative tasks, smaller chunks of work associated with larger programs. The rocks are outcomes.

Many managers put the sand in first because there is so much of it. But that doesn’t leave any room for the rocks and pebbles. This is a crucial mistake because executive leadership teams care about the rocks (the outcomes). Instead, teams should put the rocks in the jar first and let the pebbles and sand settle around them, Diaz said.

15Five's research shows that the outcomes HR drives for a company are maximizing employee performance, improving employee engagement, and reducing turnover. Suppose an HR team wants to show the C-suite how their department can reduce turnover. In that case, they can point out which of their programs and initiatives, such as training, development, benefits, perks, recruitment, selection, and performance management, help achieve that goal.

This is where data comes into discussions with company leadership. For instance, replacing an employee can cost a business anywhere from 50% to 400% of that worker’s annual salary, according to Diaz.

Empowering Managers to Help

Company managers have an essential role in assisting HR with achieving outcomes. For instance, managers solely determine 70% of the variance and engagement at a company.

“Many HR leaders that we speak to now are starting to empower their managers to do some of the things that were normally the domain of HR,” Diaz said. This includes encouraging managers to have more autonomy with team cadence or performance review conversations.

“I can't tell you the number of times I've heard, ‘I really wish my managers would be more proactive with taking care of these little things, because they’re the ones who really are in the power seat,’” Diaz said. “So, we're seeing that managers are able to take some of it.”

Of course, the managers don’t have the expertise for some tasks, which remain the responsibility of HR compliance and administrative teams. “But, if you have the framing of your outcomes first, you’ll start to see that the things that were normally considered just tactical are going to fall into place,” Diaz said. “You might even find that there is a natural way to execute them with the prioritization of the outcomes in mind.”

Editor’s note: From Day One thanks our partner, 15Five, for sponsoring this thought leadership spotlight.

Mary Pieper is a freelance reporter based in Mason City, Iowa.

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.

How HR Managers Can Become Strategic Leaders

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

The Role of GLP-1s in Employee Benefits

Conversations: The Currency of the Future