Enhancing Workplace Culture by Prioritizing Growth and Engagement

BY Jennifer Yoshikoshi | March 11, 2025

Six years ago, BMC Software was hesitant to survey employees and gather their feedback, says Lynn Moffett, vice president of human resources at BMC Software. The company didn’t utilize surveys because it didn’t know what to do with the insights. However, with the arrival of a new CEO, the company embraced a shift in approach.

The new executive team pushed for a workplace that embraced interactions with employees that boosted the company culture. Since then, surveys have been a critical part of evaluating employee needs and driving improvement.

During a panel discussion at From Day One’s Houston conference, executives spoke on how their corporations are enhancing wellness and workplace culture for its employees.

Listening to Employee Feedback

Surveys are serving as a great way for companies to gauge how employees feel about their workplace and pushes the needle to bring change and improvements for the whole corporation. 

BMC Software’s employee survey measured how employees felt about career growth and development and by partnering with a technology vendor, the company was able to analyze the data and develop a sustainable strategy for the company to deploy, says Moffett.

The vendor also helped the company understand how BMC’s initiative compared to other organizations. It found that many others are also focusing on career growth for its employees. BMC aimed to use the surveys to empower managers by giving them access to their own feedback and scores, opening up avenues to hold conversations with their employees, Moffett says. Managers were also trained and supported in having these discussions.

Adrienne Adeshina, global head of learning and development for Ericsson, emphasized that the important part of utilizing surveys is actually taking action.

Richard Robinson, system vice president of employee and labor relations at CommonSpirit Health, added that companies should reflect on whether any changes occurred since the last survey. When creating a survey, it should recognize the current issues at hand.

“I emphasize with the leaders to still check in with employees to see if we moved the needle. And if not, is there something else we should start looking at? Because maybe whatever was drawing the issue at that time may not be driving it anymore,” Robinson said.

Carver Edison is using survey data and connecting it back to an evaluation of how employees are engaging with benefits and financial programs, says Aaron Shapiro, the company’s founder and CEO.

“That actually helps create context around different survey responses so we can help our clients really understand how the two are connected, how employee survey data actually then connects and translates to the decisions people are making,” said Shapiro.

Investing in Employee Development

National University has started a credential-rich pathway initiative which allows students to gain more experience and connections in addition to graduating with a degree.

“No longer are we living this three phase life where you go to school, you have a career and you retire,” said Eric Roe, dean and regional vice president for Texas at National University. “You have this multiphase life where you’re moving in and out of education.”

National University is one of the first education institutions to embed an industry certifications into its degree program, Roe says. The university has embedded the Google project management and data science certificate. It also partners with companies like Amazon and Southwest Airlines and takes its leadership training program and incorporates it into the university’s initiatives.

Nick Baily, CEO and co-founder of From Day One, moderated the session 

Adeshina says Ericsson has created a four-level learning plan for global critical skills that the company has identified that are used in the organization. Employees are then given the opportunity to focus on growing these certain skills through short term projects in collaboration with their leaders. These projects open opportunities to network, work with new people and experience a day in the life of someone doing the job more related to that skill, says Adeshina.

Holistic Wellness: From Finances to Workplace Flexibility 

While many employers want to provide more financial stability for employees through raises, budgets always cause a barrier, says Shapiro.  Financial wellness is a growing topic among corporations as a report from the Federal Reserve shows that “72% of adults are doing at least okay financially,” which is six percent lower than recorded in 2021.

People often look for jobs to make more money, therefore employee retention begins to increase when workers are feeling comfortable with their income and not seeking new employment, says Shapiro. 

In the remote working space, wellness and productivity can either decline or improve with the different initiatives taken by leaders to ensure the workplace culture is still prevalent for remote workers. The National University’s Center for the Advancement of Virtual Organizations recently published a book titled, Winning in the Virtual Workplace, a framework for leaders on how to successfully lead a remote team.

“It really starts with a leader centered in the framework around emotional intelligence,” said Roe.  “You have to really be able to understand that employee and connect with them, but then you surround that with a structure that supports that remote workforce.”

The framework encourages communication through check ins, maintaining accountability and providing positive encouragement. A communication feedback loop has to be developed to keep remote employees engaged, says Roe.

The panelists agreed that what they see drives engagement is stability, flexibility, growth opportunities, and connection.

The Importance of DEI

As some corporations are rolling back on diversity, equity and inclusion efforts, others are still holding onto its initiatives to make sure that the sense of belonging remains a part of the workplace culture. “Ericsson hasn’t rolled back or changed anything. It’s always been a culture of inclusion and belonging, and that continues,” Adeshina said.

Social justice, equity, diversity and inclusion is important for building the next generation of the workforce, says Roe. Supporting DEI helps create a workplace culture where individuals feel valued, respected, and empowered to contribute—an environment that leaders are committed to maintaining.

Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.

(Photos by Annie Mulligan for From Day One)

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Whether it’s a simple “thank you,” a personalized reward, or a leadership-driven initiative, appreciation fosters stronger connections, higher engagement, and a workplace where people want to stay and grow.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Justin Feltman for From Day One)

Carrie Snider March 05, 2025
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