Fostering Connection for Workplace Well-Being and Innovation
BY Carrie Snider March 27, 2025Workplace mental health is in crisis. According to the U.S. Department of Health and Human Services, 76% of U.S. workers report experiencing at least one symptom of a mental health condition, and 84% say their workplace has contributed to their struggles. As such, employees are demanding change—81% say they will seek workplaces that actively support mental well-being in the future.At From Day One’s Houston conference, TV host, producer, and journalist Dee Brown moderated a panel of experts. As she highlighted these statistics, their discussion maintained that to foster well-being and drive innovation, organizations must create environments where employees feel valued, heard, and safe.Building Psychological SafetyPanelist Jonathan Thorp, chief learning officer at Quantum Connections, highlighted that addressing workplace culture requires understanding employees on a deep level. “A lot of people mistake culture as being this single thing, this entity that you can measure and perfect,” he said. “But culture operates on several levels: the values a company aspires to, the actual behaviors and routines in the workplace, and, most importantly, the underlying beliefs of employees.” Companies must actively engage with employees to uncover these beliefs, Thorp says. “You’ve got no way to learn what those underlying beliefs are unless you talk to them, unless you ask them, and unless you actually build a genuine conversation—leaving that person feeling seen and heard.”Panelists spoke about "The Connection Solution: Bringing Workers Together for Well-Being and Innovation"The key to building psychological safety is not just assuming a workplace culture is effective but continuously measuring and reinforcing it. In Google’s Project Aristotle, he says, which sought to determine what makes the most effective teams, they were hoping to find that there was one Ivy League hero demographic that they could hire. “But what they actually found was that psychological safety was the number one factor,” Thorp said.Creating an environment where employees feel safe to speak up, share ideas, and engage meaningfully with leadership isn’t something that happens by chance—it must be intentionally cultivated and maintained. “You have to work at it, and as soon as you have it, even for an instant, you have to work hard to keep it, because it is perishable.”Data-Driven DecisionsSupporting employees, particularly in high-stress environments like behavioral health, is critical. “Charlie Health is uniquely positioned because we’re in the behavioral health space,” said panelist Christine Ko, chief people officer at Charlie Health. “With nearly 90% of our workforce being clinicians who work with high-need clients in crisis, we have to take a much more active approach to preventative care.”This means prioritizing real-time data collection to anticipate and address burnout before it escalates, she says. But Ko acknowledged the complexity of workplace well-being, particularly when multiple challenges overlap. “You have overarching burnout issues in behavioral health, then you add workplace culture challenges—like isolation and lack of connection—and then you layer on a remote, distributed workforce,” she said. “Suddenly, you have a very complex set of issues to solve in a workplace setting.”Charlie Health takes a hands-on approach, integrating traditional Employee Assistance Programs (EAPs) with embedded support in daily workflows. “It’s about teaching our employees to fish,” she added. “We want to give them the tools they need and empower them to use those tools when necessary.”Truly listening requires collecting information, but really analyzing it so they can best use it. “We do quarterly pulse surveys at the organizational level, but that’s just a starting point,” Ko said. “After that, we do deep dives with each team because we have such a diverse workforce—some hourly, some salaried, some in healthcare, some in corporate roles. The needs of each group are different, and we have to understand those unique challenges.”Building trust is essential in making this process successful. “That’s why we’re upfront: We want to hear from you because what you tell us matters. And we’re going to use that information to prioritize initiatives that will have the biggest impact on you.”Sustainable change begins with leadership, says Ko. By investing in leadership training and support, Charlie Health ensures managers are equipped to provide personalized, day-to-day coaching. “If we get leadership right, we can create solutions that truly support our workforce in the long run.”Connection and PurposeLeaders should make sure they are aligning employees with the company’s mission to foster a sense of connection and purpose, says panelist Terry Stringer, head of ethics office, integrity policy and operations at HP Inc. Because of psychological safety challenges employees face, HP implemented a peer-support initiative designed to offer employees a trusted avenue to discuss concerns, which in turn encouraged them to engage more openly and feel safer in their roles. “They should feel comfortable speaking up without fear of repercussions,” Stringer said. HP developed a mental health initiative where executive leaders publicly discussed their personal mental health challenges, sparking meaningful conversations throughout the company. “This openness led to employees seeking resources and HR stepping in to provide more support,” Stringer said. The company also focuses on gathering feedback through various surveys to continuously evaluate the program’s impact and make necessary adjustments. The goal is not just to measure the program’s success, she explained, but to improve the overall work environment and employee experience.It all comes down to balancing the company’s goals with the well-being of employees. “We’re a business, but we care about you as a person. We need you to be well in order for us to succeed,” she said. Use AI to Enhance WellnessAI is one tool that leaders can use to boost connectivity, according to panelist Selena Young, head of HR business partnering at Seadrill. The company uses AI tools to improve wellness among its largely offshore workforce. “Being on a rig for months, disconnected from the world, can be very challenging,” she said. To address this, Seadrill implemented an AI-based platform that provides personalized real-time nudges to employees, encouraging behavior changes that positively impact their mental wellness.The AI tool monitors employee activity, such as time spent on computers and email response times, and tailors its nudges accordingly. This approach complements, rather than replaces, human connection by fostering important conversations and encouraging leaders to think outside the box and engage authentically with employees.Young also stressed the role of leaders in shaping company culture. “Culture is defined by what is supported, rewarded, and tolerated,” she said, pointing out the disconnect when leaders promote wellness initiatives but fail to model the behaviors themselves, like taking time off. She emphasized that true cultural change begins with leaders modeling vulnerability, asking their team members, “What do you need from me?”One of the key challenges Seadrill has tackled is absenteeism, especially when employees struggle with mental health issues but don’t feel comfortable discussing it. To combat the stigma, Seadrill introduced flexible paid time off (PTO) days for mental health, giving employees the freedom to take time off without explanation. This approach encourages employees to prioritize their well-being and ensures they have the trust and support of their leaders.“We as leaders go first,” Young concluded, highlighting the importance of leading by example in creating a culture of wellness and open communication.Complimentary Mental Health ServicesAt SICK Sensor Intelligence, they offer complimentary mental health services—not just to employees but also to their immediate families. This initiative has brought tremendous results, including fewer employee relations events and increased loyalty. “It’s been a really good investment,” said panelist Elise Furlan, president and chief people & legal officer at SICK. Of course, not all of the positive outcomes can be directly attributed to the program, she added, but it’s definitely helped.Despite it being one of the most prevalent health crises in America, mental health is still a taboo topic. That’s why companies must create a workplace culture where mental health is addressed proactively. Effective employee listening tools are also a key part of this strategy. Furlan advocates for anonymous, repeatable, and robust listening platforms to gather employee feedback. “Employee listening is a cornerstone,” she stated, acknowledging the challenges of navigating a post-Covid, socially driven, and artificial society.Furlan’s company has also implemented OKRs (Objectives and Key Results) to track progress and ensure that qualitative issues, such as culture and mental health, are not overlooked. She mentioned that focus groups are often used to deepen the understanding of qualitative topics within the organization.Community within a company is vital for people to feel connected. “I think so much of what we talk about is the isolation issue—the degree of connectivity to the workplace,” she said. Generational differences also affect how people connect. For example, younger employees may prefer texting or digital engagement over traditional in-person events.Companies should not chase after trends but instead build consistency in the resources they offer, she says. “Use your resources to build your brand,” she said, stressing the need for year-over-year presence to build momentum and effectiveness.Fostering a culture of connection, support, and well-being is essential for the health and success of both employees and organizations. As organizations move forward, the message is clear: when organizations prioritize their employees' mental health and well-being, they not only cultivate a supportive environment but also drive innovation, loyalty, and long-term success.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Annie Mulligan for From Day One)
Making Talent Acquisition More Efficient, Inclusive, and Personalized
BY Carrie Snider March 07, 2025Competition for talent is fierce. How can companies rethink their hiring strategies?At From Day One’s Houston conference, panelists shared insights for organizations to better attract and retain the right talent. Moderated by Jennifer Vardeman, director and associate professor at the Jack J. Valenti School of Communication at the University of Houston, the discussion highlighted the future of hiring and what organizations can do to build stronger, more engaged workforces.Harnessing AI for HiringArtificial intelligence is transforming talent acquisition by making the hiring process efficient, says Naga Krishna Kadiyala, associate vice president of HR innovation and analytics at the University of Texas Health Science Center at Houston. “AI is really making hiring faster, smarter, and easier,” he said.One key area where AI has made an impact is structured interviews. Kadiyala’s team recently experimented with AI-powered interview guides. They removed sensitive information from resumes, fed the anonymized data into their enterprise AI tool, and let the system generate personalized interview questions. This approach streamlined the process for the hiring team, who often lack the time to create customized interview questions. Meanwhile, an AI-powered scheduling agent negotiates interview times between candidates and hiring managers, reducing the scheduling process from weeks to days. “Our design principle is to have a frictionless experience, and technology should play a major role in reducing the burden in that process,” he said. By leveraging AI to handle repetitive tasks, the institution has seen an increase in highly qualified candidates applying and more candidates being presented to hiring teams.Looking ahead, Kadiyala advocates for broader AI learning across the workforce. “I’ll say, go bold with AI learning for all,” he said. “At the baseline, there should be training on how to use AI. It helps with future-proofing skills, and also with retention. And I think retention helps in attracting talent.”Look at Your Internal TalentOrganizations often focus on external hiring, but panelist Amber Rabo, vice president of learning and talent development at ABM Industries, encourages companies to tap into their existing workforce. “Look at your current workforce as your talent pool,” she said. While not every organization has sophisticated internal job marketplaces, ABM found success with a simple yet effective approach—sending out a newsletter with newly posted job openings. “It was just putting new jobs being posted into a little newsletter and sending it out to all employees so that they can see what opportunities are available for themselves,” Rabo said. “You never know what’s going to come out of it.”Beyond internal mobility, AI has opened new possibilities for workforce development and candidate engagement at ABM. Rabo’s team of instructional designers embraced AI early on, leveraging innovative tools to enhance training and job readiness. One standout initiative involves using AI-driven realistic job previews to address the high turnover rates in frontline roles.“Our core business is very much around janitorial services and buildings, stadiums, airports—you name it,” she said. “And it’s an extremely high turnover rate oftentimes because there’s not a real understanding of what the job’s going to entail on day one.”To bridge that gap, ABM is developing AI-powered job previews that give candidates an immersive look at what a typical day on the job is like.“It’s amazing to be able to literally depict what it’s like—a day on the job, say, at an airport, doing janitorial work at an Amazon facility, cleaning it up,” Rabo said. Providing candidates with this level of transparency helps set expectations from the start, leading to better retention and a more prepared workforce.Authentically Tell Your StoryEmployer branding is as much about education as it is about attraction. Panelist Holly Strople, global head of talent acquisition at Noble Corporation, understands this challenge firsthand.“I think Noble is a perfect example. Offshore drilling, right? We run into a lot of perceptions about our industry—what we do, how we do it—dangerous, dirty, you know, all these different things,” she said.The executive panelists shared insights on the topic "Making Talent Acquisition More Efficient, Inclusive, and Personalized"One of Noble’s biggest hurdles is simply getting people to recognize the company. “We’ve been around for more than 100 years. We are the only player in the industry that has kept the same name for over 100 years. That’s a beautiful story from an employer branding perspective,” Strople said. “Yet, the fact that we’re headquartered here in Houston and less than half this room has ever heard of us—that’s a challenge we’re up against all the time.”They launched an internship program as an early careers talent program. Now, Strople and her team are revamping their careers page, but she keeps pushing for the human element.“We’re sitting in meetings, talking about our fleet status report and doing profiles on our rigs,” she said. “And I continue to say, ‘Where are the people’s stories? When are we going to fly out to the rigs and interview these people?’”She added: “The only way we’re going to allow you all to envision yourself in our organization is if we show people who look like you, who have the same experiences as you, who come from the same places you do—and then tell their stories.”That authenticity must also extend to the hiring process itself. Details as small as whether a hiring manager keeps their camera on during a virtual interview or whether they’re distracted by their phone can make or break a candidate’s experience. “All of that contributes to whether or not somebody is going to want to come and work for you.”Research Potential Employee PopulationsMany employers struggle with hiring because they rely on outdated recruitment strategies, says panelist Dave Harrison, executive director of workforce development and government relations at Fastport.“The biggest problem most hiring efforts have is bad research and analysis on populations,” Harrison said. “We don’t understand the people we’re going after, and we’re trying to steal the same talent from the same competitors over and over again.” Compounding the challenge, companies are no longer just competing within their own industries, something that changed before Covid. “Hiring was already tough because every industry was competing for the same talent,” Harrison said. “And now, the talent pool and their attitudes have changed.”To attract and retain employees, organizations need to do a better job articulating career paths. Harrison shared how they helped one company do just that. “We helped UPS rebuild their registered apprenticeship program a few years ago. They had amazing jobs, great benefits, but still struggled to find enough people,” he said. “The biggest shift we made? We got them to change how they articulated career paths.”Rather than just listing job openings, UPS started sharing real success stories—employees who started in one position and climbed to VP roles. “We helped them frame it as a lattice, not just a ladder,” Harrison said. “They weren’t guaranteeing outcomes, but they were showing employees that they weren’t stuck in one role forever.”This approach is vital, especially for companies trying to expand into new talent pools. He gave an example of a rail yard near an urban area where not a single high school student from the surrounding schools had ever considered working there. “They completely changed their marketing strategy. Now, students are engaging with them online, and the first thing they’re introduced to is career pathway opportunities—told by people they can relate to.”At Fastport’s annual Veteran Ready Summit in Washington, D.C., they coach employers on effective veteran recruitment and retention strategies. “One of the first things we do is review their online presence. And they’ll show stock photos of some model in a uniform that’s completely unrealistic,” Harrison said. “Anyone who has ever served, even in a different branch, can spot the inaccuracy immediately. And at that point, you’ve lost them.”Instead, Harrison advises companies to be upfront. “You don’t have to know every military occupation code or the phonetic alphabet. Just listen. Veterans will tell you their skill sets—leadership, management, overcoming obstacles, soft skills. The exact skills you need all the time.”Successful hiring is all about building meaningful connections, offering clear career paths, and creating workplaces where employees see a future. By taking a more strategic and inclusive approach to talent acquisition, organizations can position themselves for long-term success in an increasingly competitive market.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by Annie Mulligan for From Day One)
Employee Recognition and Rewards: How Managers Can Be Empowered
BY Carrie Snider March 05, 2025Recognizing employees for their hard work isn’t just about making them feel good, it’s a strategic tool that drives engagement, retention, and workplace culture. But what makes recognition truly meaningful?At From Day One’s Washington, D.C., five panelists explored how managers can be empowered to make recognition personal, timely, and effective. Steve Koepp, co-founder and editor in chief of From Day One, moderated the discussion.When we think about recognition, we often focus on the recipient—how great it will feel for them to be acknowledged. “What we need to remember, and what our data show very clearly, is there’s [also] a benefit to the giver,” said panelist Naomi Dishington, director of consulting and Workhuman. This is why peer-to-peer recognition is so powerful. It creates a ripple effect across an organization, strengthening engagement and shaping culture.“Every time I show up and give a moment or I nominate a fellow worker, I see a benefit,” said Dishington. “I see a boost to my engagement. I want to see what’s going right and call it out,” she said. However, meaningful recognition assumes that managers truly know their people. It requires consistent check-ins, whether weekly, biweekly, or at a set cadence, to understand employees’ preferences, values, and achievements. In a series of reports co-published with Gallup, WorkHuman found that one of the key elements that makes recognition meaningful and impactful is that it’s personalized.Generic awards can miss the mark—or even backfire. “If we don't know our people,” she added, “and we give out a team award and it’s all the same for each one of them, it can almost backfire.” When recognition is tailored, it sends a clear message: You are valued as an individual.‘RICE’ Framework for RecognitionRecognition isn’t just about rewards, it’s about reinforcing behaviors, celebrating achievements, and fostering engagement. That’s where the RICE framework comes in: Rewards, Incentives, Celebrations, and Engagement, according to Julie Gu, vice president of revenue in North America for Prezzee.“If you can make sure that you are rewarding action, then you’re incentivizing behavior. You’re celebrating the moments,” said Gu.The executive panelists spoke about "Employee Recognition and Rewards: How Managers Can Be Empowered"At its core, meaningful recognition has a personal touch. Whether it’s peer-to-peer, manager-to-employee, or colleague-to-colleague, personalization makes recognition more impactful. “The appreciation is what makes you feel good in the moment,” she added. “The personal message is what makes it memorable.”A well-thought-out reward isn’t just about the dollar amount, it’s about the connection behind it. Is it that the company gave an employee $5 towards something they really wanted? Actually, it’s less about the money and more about remembering that your colleagues paid attention to your interests outside of work, says Gu.By integrating the RICE framework and focusing on personal, meaningful recognition, organizations can build stronger, more engaged teams, where people don’t just feel appreciated, but truly seen.Mechanisms for Employee RecognitionLeaders and managers play a crucial role in shaping the workplace. A simple moment of recognition can make a lasting impact. “You are literally shaping someone’s day,” said panelist Boma Anyaogu, vice president of DEI at Compass Group.To make recognition effortless and meaningful, Compass Group has implemented multiple mechanisms, including its Voice of the Customer (VOC) program. “When a customer highlights an employee by name, we make sure that employee sees it,” she said. “We have recognition months so when something goes right, we allow the customer to highlight them. We do kudos, newsletters, and other simple ways to make recognition quick and easy,” Anyaogu said.One of the biggest challenges with traditional recognition programs is timing. Many managers have expressed frustration that recognition can take too long to process, often being saved for the end of a month or quarter. To counter this, Compass Group is shifting toward real-time recognition. “We’re trying to do things where we can capture it in the moment.”Effective Recognition StrategiesPanelist Sunita Braynard, acting head of total rewards at Under Armour, emphasized that recognition doesn’t always have to be monetary. Peer-to-peer recognition, in particular, is a powerful tool because it drives recognition and engagement, making people feel valued for what they do. Whether it’s a small acknowledgment of effort or celebrating moments that matter, recognition should be embedded in daily interactions. Timeliness and specificity are key.“When we say peer-to-peer recognition, we know that it’s more impactful when it’s timely, it’s instant, and it’s specific,” Braynard said. Recognition doesn’t have to be elaborate. Sometimes, a simple message can make all the difference.Companies can structure recognition in various ways, from instant peer-to-peer acknowledgments to more formalized programs. “If the company has a formal recognition program, then you can think about how to assign points to that particular achievement,” Braynard said. While instant appreciation can be as simple as a quick email or a shoutout within a team, larger contributions over time can lead to structured rewards, such as a project-based bonus. “There are multiple ways to do it, but the easiest is to recognize instantly, make it specific, make it meaningful—a heart-to-heart connection that really goes a long way.”Recognition shouldn’t be limited to work-related achievements, she added. Whether celebrating a birthday, a wedding, or the birth of a child, or offering support during a difficult time, recognition fosters a culture of belonging. “It’s about engaging with them so they start feeling that they’re not in it alone—that they’ve got people who have their back.”Diversity in RecognitionAccording to panelist Shabrina Davis, head of diversity learning for AADA talent acquisition at Amazon, flexibility in recognition is essential. “Employees want their leaders to know them and who they are. We shouldn’t have a rigid structure where leadership can’t make changes, adapt, or offer just-in-time recognition.” Instead, companies need to equip leaders with the tools to be adaptable, ensuring they can acknowledge employees in a way that feels personal and meaningful.Listening to employee feedback is another critical component. “Take the surveys and actually listen to the sentiment behind them,” Davis said. “Because if you make a mistake in your recognition system, it backfires.” Recognition should be driven by data and real employee preferences, not just assumptions from leadership.As a global company, Amazon recognizes that effective recognition varies across cultures. “Part of diversity is diversity of thought. The behaviors we reward in America may be very different from the behaviors we reward in China or Germany. A recognition program needs to be localized—we need to reward people where they are succeeding, and that may look different for every person,” said Davis.Beyond performance-based recognition, companies should also support employees in times of crisis. “At the enterprise level, companies can have mechanisms in place to support employees and their families during disasters, whether it’s war, wildfires, or hurricanes,” Davis said. “Giving managers the ability to make those decisions without question shows that you value employees not just for their work or output, but as human beings. That kind of recognition goes a long way in fostering inclusion and belonging.”Employees thrive when they feel valued—not just for their output, but for who they are. 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)
The $200 Billion Mistake: How Traditional Rewards Programs Miss the Mark
BY Carrie Snider March 04, 2025While employers collectively invest billions into recognition and rewards programs, only about half of employees feel genuinely appreciated, says Brie Harvey, head of market research, for Achievers Workforce Institute.So, what’s the disconnect between rewards programs and employee appreciation? And more importantly, how can organizations fix it? Harvey spoke on this during a thought leadership spotlight at From Day One’s Atlanta conference. Recognition isn’t just about throwing incentives at employees, Harvey says. It’s about making them feel seen, valued, and motivated. Without the right approach, recognition efforts can feel like empty gestures rather than genuine appreciation.Praise vs. RecognitionAchievers Workforce Institute has spent two decades implementing over 600 recognition programs across some of the world’s largest organizations. Their research has led to a proven framework for what best-in-class programs do differently, which includes achieving the right balance—what they call the “Goldilocks zone” of recognition. Brie Harvey of Achievers led the session on impactful recognition“If the people in your business don’t know how to recognize effectively, it doesn’t matter what tools or technology you have in place, you’re going to be like a salmon swimming upstream until everyone understands there’s a huge difference between praise and recognition,” she said. A key insight is that there’s a crucial difference between praise and recognition. Praise is often vague and fleeting, while effective recognition is specific and meaningful. Employees don’t just want to hear ‘good job,’ rather, they want to know what they did well and why it mattered. Studies from Harvard show the biggest motivator for employees is a sense of progress. Recognizing small wins along the way, not just big milestones, can have a powerful impact on engagement and productivity.“Once people realize how intoxicating it feels to make someone’s day, what ends up happening is leaders get much more visibility into the actual work being done, which presents all these opportunities to offer positive reinforcement of the exact behaviors they want to see more of,” Harvey said.Best Practices for Recognition SuccessHarvey highlighted three essential traits of an effective recognition program:First is frequent and specific recognition. Research indicates that organizations should aim for at least one recognition per employee per month, with some top-performing companies exceeding this benchmark. Meijer, for example, averages over seven recognitions per employee per month, not because of a massive rewards budget, but because of strong recognition habits embedded in the culture.Next, she cites the importance of peer-to-peer and non-monetary recognition. Recognition shouldn't just come from leadership—it should involve colleagues acknowledging one another. Achievers’ research found that organizations that hit at least 50% peer-to-peer recognition see higher engagement levels. Non-monetary recognition also plays a crucial role; even a simple comment on a recognition post can have a lasting emotional impact.Lastly, is the important low-dollar, high-frequency rewards. When monetary rewards are involved, they should complement recognition rather than drive it. The most effective programs use small but meaningful incentives, such as $5 or $10 bonuses, to amplify appreciation without creating a culture of entitlement. Features like Achievers’ “Boost” allow employees to contribute to existing recognitions, creating a powerful ripple effect of appreciation.Real-World Impact of RecognitionThe impact of well-executed recognition programs goes beyond employee satisfaction—it drives measurable business results. Harvey shared several case studies that demonstrated how recognition influences performance:DuPont saw a 68% increase in consecutive safe workdays after implementing a recognition program, saving them over a million dollars.Call centers in India reduced “quick quitting” (where employees leave for lunch and never return) by 14% through targeted recognition of learning milestones.Rogers Telecommunications ran a recognition-based campaign for customer service representatives, leading to a 90% increase in upsells and an 18-point boost in Net Promoter Score (NPS).Beyond business metrics, Harvey shared deeply personal experiences highlighting the lasting emotional impact of meaningful recognition. One of her most memorable recognitions—a digital “love bomb” filled with thoughtful comments—left a lasting imprint on her. She used her recognition points for impactful life experiences, including her wedding expenses and a life-changing trip with her late husband.“The authenticity and the frequency of recognition that transforms the employee experience provide meaning, but personalized rewards can really complement your efforts to make employees feel appreciated,” she said.The Bottom LineTraditional rewards programs often fail because they focus too much on monetary incentives and not enough on meaningful recognition. By prioritizing frequent, specific, and peer-driven appreciation, organizations can create a culture where employees feel valued, not just compensated.Recognition isn’t just a nice-to-have, Harvey says, it’s a strategic necessity. Organizations that get it right don’t just retain employees, they create workplaces where people thrive. The right recognition strategy drives engagement, retention, and business success. Plus, employees don’t just remember it—they carry it with them for years to come.Carrie Snider is a Phoenix-based journalist and marketing copywriter.Editor’s note: From Day One thanks our partner, Achievers, for sponsoring this thought leadership spotlight. (Photos by Dustin Chambers for From Day One)
Balancing Cost Efficiency With Good Employee Outcomes in Benefits
BY Carrie Snider February 14, 2025If investing in benefits could improve employee retention by 40% in a year, how much would that be worth to your company?That’s what Jon Harold, head of sales and partnership success at SoFi at Work spoke about at From Day One’s Chicago benefits conference. Harold joined three other panelists, who talked about how to offer employee benefits in a cost-effective way. Patricia Garland, adjunct instructor, labor and employment relations at Loyola University, Chicago, and author of 33 Ways Not to Screw Up HR, moderated the session.SoFi at Work, which provides student debt and financial benefits to over 1,000 companies, knows how to get creative. Section 127, in place since 2020, lets companies contribute tax free to employee student loans up to $5,250. About 31% of companies now offer this, Harold says. Prompted by a shortage of healthcare workers, a Tennessee-based health system reached out to SoFi for assistance. “They were having a terrible retention problem with the nurses that they were bringing on,” he said. “Their hypothesis was, these nurses have student loans. Not many other hospitals offer this type of program. Therefore, if we roll out a program where we’re contributing to student debt, and we tier that after years of tenure, that will help with retention.”SoFi at Work helped them come up with a plan by putting it into real numbers. If they’re leaving after a few years, then the benchmark is six to nine months of that employee’s salary. That’s a quantifiable number. “If you’re able to save, let’s say, 100 employees based on that salary and that replacement cost, what would that be?” The cost of the benefit has to make sense within those parameters.Panelists shared best practices for cost-efficiency and utilization in employee benefits There’s more to consider in this scenario, Harold says. Their customer success team evaluated employee engagement, and the impact it had on student loans. “How much does it help paying off their student loan? How much are they saving on principal interest, the qualitative feedback, how it makes them feel?” Then of course, they look at actual retention. In this particular hospital, retention improved by 40% over 12 months, saving the hospital money and offering the nurses help paying their student loans. Harold expressed that benefits must be customized, and sometimes you have to get creative. It's not a one size fits all approach, because everyone has a unique set of problems. “You could be a manufacturing employee who is on the front lines on an hourly salary that is struggling to make ends meet,” Harold said. “Or you could be a lawyer who's working in New York City that has $3,000 a month rent and $1,000 monthly student loan payment. There are different problems to solve.” Flexibility Is KeyMost companies are already doing a ton for their employees, according to panelist Sean Hughley is the director of sales at Forma, a flexible benefits platform. They’ve got wellness programs, offer stipends, and much more. But there’s a snag.“The challenge we run into is typically, there’s less than 30% engagement in those programs, right? So they’re doing a lot, but it’s not actually extremely effective,” he said. Rather than setting a new budget, Hughley says, they can simply repurpose the programs the company has with a more efficient benefit.“It becomes a much easier conversation with your CFO when we’re saying, ‘I can take our programs that are getting 20% engagement, and I can boost them to about 85% engagement without spending a dollar.’” Not to mention that ROI is better with employee engagement, plus the health benefit of the employee who has something they actually want to use.Take a gym stipend, for example. A company may provide $50 a month to its employees towards a gym membership. But if only 20% of your employees go to the gym, they’re missing out on 80% of the employee population. It’s time to get flexible, the panelists agreed. “You can take that same $50, but now you transform that benefit,” Hughley said. “You provide holistic wellness.” Rather than stipulating what they can spend the money on, give them a choice. Gym. Child care. Clothing. Adoption.”It’s a consolidated and simplified way to enable organizations to offer more without the administrative headaches, he added. Plus, who doesn’t love choice?Listen to EmployeesAt Pitney Bowes, there is a diverse workforce, from hourly workers in mail sorting to corporate workers with specialized degrees. Communicating and providing benefits to such a varied group can be challenging, says Nate Nevas, VP, head of benefits and health services.Surveys can be helpful tools, but they decided to go a step further in helping their employees get the most out of their benefits. “For our last open enrollment, we went to a lot of our mail sorting facilities, and we helped people enroll one on one,” Nevas said. “We learned a ton about what’s important to them. For one thing, their employees typically went with the medical plan that has the lowest payroll contribution, regardless of what the plan design is.Pitney Bowes offers a flex vacation package, where employees can essentially buy a week of vacation. For a lower income population, you’d think this wouldn’t interest them, Nevas says. But they were very interested.“They only get about two weeks vacation a year, and a lot of them have family overseas. So, they don’t have enough time to go back home,” he said. “But by buying an extra week’s vacation, that gives them enough time to go back.”Those are things they learned simply by talking one-on-one with their people. You really need to get on the frontlines and keep your ears to the ground, Nevas says. “I think there’s not one way to hear feedback. You have to just constantly keep your ears to the organization and see what’s going on and talk to a lot of different people.”Education Equals EngagementThe Aspen Group is a multi-brand retail healthcare company with 23,000, including high-paid professionals (doctors, veterinarians, dentists) and a large group of hourly employees. Over 60 percent of the employees are women.“Within our largest brand, Aspen Dental, our dentists actually own their own practices. And so that creates its own challenges from the standpoint that we have a multitude of offerings,” said Cory Rose, SVP of people & total rewards.After inheriting an outdated benefits plan, Rose and her team set out to save money while improving the benefits offerings. First, they set up an association so they could become self-insured. They carved out corporate employees into one group, saving millions in 2024 alone.Their big focus now, Rose says, is educating employees. Rather than giving them blanket coverage, what do they really need? Rose heard that employees didn’t think the company offered mental health benefits, when in fact they did. So she made sure to educate the population about it.“We’re constantly looking at plan design, plan cost, and trying to make tradeoffs of what our people need, but also while pushing folks to understand how consumerism of healthcare works,” she said. “What’s interesting is that healthcare folks are usually the least educated about how the healthcare system works.” Rose says that an engaged employee who takes advantage of their health benefits is a healthy employee.“As a healthcare company, we need to take care of our people so they can take care of you. That’s something that we’ve really tried to ingrain into our plans into our programs, making sure that we’re keeping our folks healthy and safe on the front lines, so that they’re able to bring more care to more people.”Since their employee population is on the move all day, they don’t have time to read long emails. Instead, Rose said they offer more accessible texts as a way to educate people in a way that makes more sense to them.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Is It Time to Break Up With Your HR Tech?
BY Carrie Snider January 24, 2025Looking into new technology always takes time to research and adopt, but organizations should not put it off simply because it’s a lot of work. “There is constant evolution of technology,” said JJ Carpenter, senior account executive at Rippling, a platform designed to streamline HR, IT, and financial processes. “There are different systems out there today that maybe didn’t fit your bill a year ago.”Carpenter spoke about HR tech at From Day One’s November virtual, offering suggestions on how to approach new tech that could potentially make a big impact on how a company functions.Could it be time to shop around for new tech? HR technology should be evaluated regularly—typically every two to three years, though some companies do so annually, Carpenter says—to determine if it still meets organizational needs. Key triggers for evaluation include disconnected or inefficient systems, workarounds or manual data entry, duplicate processes, and the use of multiple unintegrated systems.Rather than sticking with outdated methods, organizations should stay informed about new solutions that may better fit their needs. Technology evolves, and what wasn’t a good fit before might be now. Regularly exploring options ensures HR systems remain effective and efficient. He spoke on what to look for in HR tech. Excerpts:Manual vs. AutomationOne of the most critical considerations is automation, as many HR tasks are still manual, creating inefficiencies and an increased administrative burden. Carpenter suggests evaluating HR tech with these questions: Are processes still paper-based? Do approvals require physical sign-offs? Is duplicate data entry a recurring issue? Can workflows be automated to reduce human intervention?A robust HR tech solution should provide automation that improves efficiency, reduces errors, and maintains an audit trail for tracking and reporting. “You don’t want employees to fall between the cracks,” Carpenter added. “Otherwise, they’ll get online and start looking at other companies. You want to try to retain those employees, that talent.”Organizations should evaluate whether their current system requires excessive manual input and whether automation can streamline transitions, promotions, and other workforce changes. Company BackgroundUnderstanding the history, structure, and direction of an HR tech provider is essential. In addition to evaluating present-day features, it’s important to consider the long-term partnership potential. Key questions to ask include: Is the system natively built, or is it a collection of acquired tools? Do different modules integrate seamlessly, or are they patched together? How often does the provider update and improve its technology? What does the provider’s roadmap look like for the future? JJ Carpenter a senior account executive at Rippling led the thought leadership spotlight (company photo)A well-integrated system helps prevent hidden inefficiencies that could impact long-term usability. Forward-thinking organizations should also assess the provider’s approach to AI development, security, and legal frameworks, including: Are AI-driven features being developed, and how will they impact HR teams? What data security measures are in place for AI functionalities? How does the provider handle contracts, including annual increases and master service agreements (MSAs)?Assessing these factors upfront ensures alignment between the HR tech provider and an organization’s strategic goals, Carpenter says.User-Friendly InterfaceEase of use is a major factor in the success of any HR tech platform. If employees and HR teams struggle to navigate the system, adoption rates will suffer. “Once we have a tool, will people actually use it? The worst thing you can do is invest in a tool you think solves a problem, only to find it creates a whole new one.”A user-friendly system reduces frustration, accelerates onboarding, and ensures employees and administrators can leverage its full capabilities without excessive training. Carpenter suggested not just asking if a function exists—ask the provider to demonstrate it.Test the TechBefore committing to an HR tech solution, it’s important to test it firsthand. Carpenter urged companies to request a sandbox environment to explore features, a demo showcasing real-world scenarios, and opportunities for HR teams to interact with the platform before implementation.“It’s got to be something that’s going to take away your burden, or at least help mitigate it,” he said.Reporting CapabilitiesData-driven decision-making is a cornerstone of effective HR management, and a strong HR tech solution should provide robust reporting capabilities, including customizable reports on workforce trends, compliance tracking for various regulations, easy export options for integration with analytics tools like Tableau or Power BI, and visibility into key HR metrics across multiple locations and entities.Organizations should ensure their HR tech allows them to track performance, generate insights, and make strategic decisions efficiently. “You want to focus on reducing your admin time and increasing your strategy, which boosts productivity,” Carpenter said.Customer Service & Response TimeReliable customer support is crucial when issues arise, as employee hours are valuable, and HR tech should build efficiency—not create more work while users sit on hold. When evaluating HR tech providers, consider Service Level Agreements (SLAs) for response times, Customer Satisfaction (CSAT) scores and user reviews, the availability of self-service options, and dedicated support models, such as pod-based support teams.A provider with strong customer support ensures that technical issues and inquiries are addressed promptly, minimizing disruptions to HR operations.Return on Investment & Management Buy-in“Sometimes other parties need to be involved more than you initially expect. Typically, you might start with an HR evaluation and realize IT needs to be part of the discussion, especially for security concerns,” Carpenter said.Look for tools that provide documentation, ISO and SOC certifications, and transparency around their security measures. These aspects are critical when presenting to leadership or a board.A strong business case for new HR tech should include time savings, as manual tasks consume valuable hours that translate into salary costs; administrative costs, since excessive administrative work reduces strategic focus and profitability; and long-term efficiency, as reducing manual work improves overall productivity and operational effectiveness.To build a persuasive case, outline the problem, the cost of inaction, and the benefits of the new solution. Decision-makers will weigh factors such as implementation time, cost, ROI, and associated risks.Effective evaluation involves a phased approach, system consolidation, and change management to ensure a smooth transition. Testing before implementation is crucial to preventing unforeseen challenges. In the end, making a well-informed decision based on both current and future needs will set an organization up for long-term success. “There is a cost to change,” Carpenter told attendees, “but there’s also a reward if you make the right decision.”Investing in the right solution can drive efficiency, improve compliance, and enhance the employee experience. By focusing on automation, company background, usability, testing, reporting, support, and ROI, organizations can make a smarter, more strategic decision that scales with growth.Editor's note: From Day One thanks our partner, Rippling, for sponsoring this thought leadership spotlight. Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Mental Health in the Workplace: Creating an Environment of Care
BY Carrie Snider January 03, 2025Untreated mental health issues cost U.S. businesses over $300 billion annually, but investing in mental health initiatives like EAPs, peer support, and mindfulness programs can significantly reduce costs, boost productivity, and improve employee well-being.In fact, the Harvard Business Review found that peer support programs improve employee mental health outcomes by 35% and of course, they increase feelings of belonging by 40% and companies with mental health incentives experience, says Lydia Dishman, senior editor of growth and engagement at Fast Company, who moderated a session on mental health in the workplace during a From Day One’s webinar.Clearly, there is a lot companies can do to help improve the mental health of its employees. Here’s how the five panelists suggested organizations create environments of care.Trends in Employee CareMore and more, employees are asking employers for needs like financial help, housing issues, food insecurity, as well as mental health, according to panelist Nicole Roger, director of clinical partnerships at Spring Health. “Creating a culture of care really makes sure that we help people and meet them where they’re at,” she said. Unfortunately, many times people have too many hoops to jump through the more help they need. It’s important to pay attention and not let employees fall through the cracks.When employees need mental health care and help paying their electric bill, or help with their next meal, that’s going to affect them as a person and as an employee. Employees are asking for more support, and employers should be ready to answer. “I’m really proud that Spring Health has been able to embed that into our platform. So not only can you see a therapist, but we’ll ask you, hey, are you having trouble paying your electric bill?” Then they can help connect them with services to make that happen, Roger said.Those in HR need to understand that they aren’t the therapists—they just need to know where the therapists are and how to connect employees with what they need. “It’s okay for us as human beings to say, I actually don’t know,” she said. “But you know what? I’m going to help. I’m going to help get you this answer. It just creates that element of authenticity.”Panelists spoke about mental health care in the workplace (photo by From Day One) The first time anyone asks for help can feel extra scary, so Roger suggested removing words like “mental health” so it feels more like a conversation. Instead ask, “How are you feeling physically? Are you stressed out? How’s your sleep?”One thing companies should consider is using vendors who use measurement-based care, so you can track if employees are getting the help they need.Checking In: Are You Okay?The first step can be as simple as asking the question, “Are you okay?” according to panelist Melinda Morimoto, senior benefits director at Genentech. “At the end of the day, our people need to know that we care about them as individuals. So what that looks like for me with my team, we start our staff meetings with a poll. How are you doing mentally? What’s your workload?” The answers will drive the meeting and help them course correct. Because the biggest challenge is leaders looking the other way. But doing nothing doesn’t help the employee that’s struggling.Genentech created a network of 400 mental health champions across the U.S. with the idea of spreading mental health awareness across the organization and reducing stigma. For the entire month of May, they wore “Are You OK?” t-shirts, but people kept wearing them after that. It offered a signal that they were in a safe space—that you can be connected to resources.“I had an employee who lost her mom and her sister and then was struggling with her dependent,” Morimoto said. “I said, ‘well, have you reached out for help and scheduled therapy? It’s free.’” The person responded that things weren’t that bad. “‘Well, how bad does it have to be before you reach out for help?’”Unmet needs can quickly escalate, so it’s vital to keep up-to-date on what employees need. At Genentech, they surveyed their people and found the number one gap was caring for aging parents. They responded to that need by including a caregiver benefit with coaches who did the homework to find options for the aging parent and offer help for the employee. “It gives them back time. It gives them back peace of mind that they're doing the best that they can,” she added.Another thing they’ve done is to embed resource groups within the business. Sometimes, Morimoto says, it’s easier to relate to someone more like you within the employee community. Not only that but making getting mental health access as easy as possible was a priority.“One of the things that we did that was really powerful is we actually put a mental health clinician right by the manufacturing floor with accessibility for drop in.” That way, there was no waiting for help, no searching for help. It was literally a step away. “I am in the moment struggling, and I want help. It’s right in that door.”Meeting Employees Where They AreJudgment-free care is key to good mental health in the workplace, said panelist Melanie Baxter, director of global wellbeing at Alorica.“We have over 140,000 incredible employees internationally, and my job is to make sure they’re cared for,” Baxter said. “I’m their landing pad.” She added that the only way to move forward is to not attach judgment or labels to people. The important part is opening up that dialogue.“I’m seeing this so much more in workplaces where the dialogue is ‘You don’t have to be the solution granter. You don't have to be all things to all people. You just have to be the landing pad or even the starting place.’”Word choice is important so people feel comfortable. In her position, Baxter likes to say, “I noticed” to open up the conversation. “I think if you can say, first I noticed this again, it removes that judgment, it removes that attachment.” It allows true feelings to emerge, she says.She also utilizes the Wellness Wheel approach, which addresses all aspects of well-being, including mental, physical, financial, social, familial, and environmental. It uses data and tools like EAP (employee assistance programs) to address the needs of employees.“When I joined Alorica, I was really gifted with focus groups, and there’s such a culture of transparency,” Baxter said. “I asked in my focus groups, what’s in the way?” Laying the groundwork and building the culture is key to being able to have open conversations. What can be in the way, however, is not having people who look like you or understand you that you can talk to.“What I have found, and what I want to encourage anyone on this call right now, is to be rigorous with your vendors,” she said. “I have found incredible mental health practitioner partners that offer gender affirming mental health care, which was something I never even knew was that hard to track down, and it’s not any more expensive. You just have to ask.” she said. “You’ve got to be willing to ask questions, willing to hear the answers, and then you’ve got to act on the answers.”Addressing Barriers and BiasPanelist DeShawna Manley, national benefits director at PriceWaterHouseCoopers, tries to understand what motivates people. “Understanding not only what someone is good at, but what they want to learn, it helps them to enable their work life to be more fulfilling,” she said.One of her jobs is helping to bridge gaps by involving representatives who employees can relate to, whether based on race, gender, or other factors. “I’ve had HR managers who could not connect, and I’ve asked, ‘Do you mind if I reach out?’ Because sometimes seeing someone on the other side of that screen that looks like you will create that connection,” Manely said. “It’s human for us to have certain comfort levels with certain people.”There’s another type of bias she sees, and that’s unconscious generational bias. It could be older leaders who don’t understand younger workers who think differently. As Manely says, it all starts with awareness. “I’ve had conversations with the more Gen X leaders, and they don’t understand the behavior of the Gen Zer,” As someone on the cusp of Gen X and Millenial, she understood. “Being able to say, I can relate to your perspective. I understand where you’re coming from. I understand that this new generation, this younger generation, they operate differently, their perspective, their needs, are a little different.With that conversation, the light bulb will go off and there is an awareness of unconscious bias that helps everyone move forward.Diversity of care is important, and finding vendors that offer access to what employees need is key. The less barriers to care, the better, she says.Engagement and AuthenticityBenefits means more now than ever, said panelist Christopher Smith, vice president of benefits at Universal Music Group. You have to engage and be authentic in order to help them. You have to leave your desk and talk to people and truly listen.“Get up and talk to some folks. The folks are your stakeholders. They are your clients. If you want to know what somebody wants, sometimes you have to ask. And that, I think, has been the secret to my success as a benefits leader,” Smith said.A big part of listening is then acting on what employees need. Even if that changes over time. “I think there is a lot of stigma behind thinking, I have a job. I'm making X amount of dollars a year, so I shouldn’t have a financial problem. It’s embarrassing to go and talk to somebody about these things, right?” Smith said. But that shouldn’t be the case. Especially when being unable to have these real discussions causes stress. “So I think being able to have real conversations and share a little bit of our humanity can go a long way,” he said.By fostering open conversations, reducing stigma, and meeting employees where they are, companies can create cultures of care that not only improve well-being but also drive engagement, productivity, and retention. The key is listening to employees, acting on their needs, and ensuring access to diverse, judgment-free resources that support every aspect of their lives.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by Mykyta Dolmatov/iStock)
How to Leverage AI to Make Room for the Important Stuff
BY Carrie Snider January 02, 2025With 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.(Photo by metamorworks/iStock)
The ROI of Comprehensive Cancer Care Benefits: A Data-Driven Approach
BY Carrie Snider December 30, 2024What does taking control of cancer look like? For one patient, 43-year-old Kristen, it has meant the world. At her company’s cancer assessment through Color, which offers a comprehensive cancer program with employers, Kristen realized she was late for a mammogram. The Color care team got her an appointment within two weeks.Unfortunately, doctors found an abnormality, and again the care team got Kristen in quickly for the appointment that would indicate she needed a biopsy. The biopsy concluded that she did indeed have breast cancer. Fortunately, they found it at stage one.“We did all this in 52 days, from start to finish,” Joshua Sturm, chief revenue officer at Color said during a thought leadership spotlight at From Day One’s NYC benefits conference.“On average, this takes 155 days in this current system. So, we reduced that time by over 60% and that reduced time is a difference from one stage shift to another,” he said. Looking at these and other data has helped drive how it approached cancer treatment.The speed at which Color can help patients through the process not only helps increase their rate of survival, it also helps employers by saving money through their cancer program investment.Detect EarlyBased on general demographics in the U.S., about 10 to 15% of people are at high risk of cancer, Sturm told listeners at the presentation. Screening is paramount to catch that risk as early as possible so treatment can be started earlier and be less invasive and expensive. But screenings take time and money. “You’ve got to make it simple,” he said. “How are you going to make it simple for your members to follow through on getting screened on cancer? Bring it to their home. Bring it on site. If it’s a screening that isn’t available to be done at home or on site, manage that entire process for them.”Color can help schedule those in weeks rather than months, and they can help patients actually follow through with results, which has become even more of a priority.“The biggest gap right now in cancer screening is not necessarily people getting them done, although that’s a big issue,” Sturm said. “It’s when the abnormal result comes back, the majority of people do not follow through on the next phase, they actually understand if they truly have cancer or not, and suddenly there’s a high cost claimant that comes out of nowhere.” Those things alone can increase ROI and survivor rates. So, detect early, and help patients follow through. Managing TreatmentAt any given time, about 1% of people are actively going through cancer treatment. During this time, the patient is scared. No one knows the final outcome. One thing Color has been focused on is closing gaps between diagnostics and first actionable steps. Having action steps means a lot to patients. “More than 40% of meetings that happen the first time when you go in are not actionable because these diagnostics aren’t done. That means more cost to you, because you’re going to have to go back in again. It’'s a horrible patient experience. And it’s more expensive.”Again, speeding up the process and giving the patient hope are paramount, according to Sturm. Employers should also pay attention to extra costs that come up that aren’t typically covered by medical insurance. Rides to treatment, loved ones taking time off work, and so on. “It's really important to think about that,” he added. Being vigilant about treatment means helping them manage their symptoms, so they can stay out of the ER if possible. Sturm said they found that being available 24/7 for patients to call and write scripts for not only helps them stay on top of their health, but it increases their rate of satisfaction. There’s a big mental health component to this, he says, and really being there for employees means a lot in this critical time. Support SurvivorsSurviving cancer is a huge step, and most typically celebrate that. But what about the days and weeks and even months following? Do employers realize what that employee might be going through?Supporting survivors is key, Sturm said. Start by assessing who on your payroll is a survivor so you know who you need to help support. “These people are just trying to get back to work. They are just trying to live their life like they did before they were an active cancer patient. They are dealing with mental health issues, physical health issues, dietary issues,” he said. Not only that, but cancer survivors have a much higher rate of cancer (recurrence) than those who have never had it.One survivor might have trouble doing any work after 2:00 in the afternoon, so companies need to make sure that patients know how to communicate with their manager or with HR so they can get accommodations.They may also have additional screenings for the next months or years. Taking that burden off them and helping them get through that is something companies can offer, Sturm added. “We’re going to get you back to work and help you understand how to talk to your employer, or we'll talk to your employer on your behalf. We're going to help the team around you to understand what you’ve just gone through. Because it doesn’t end, right? It doesn’t end when you’re a survivor.”In the end, companies need to make sure everyone gets a care plan. “Make sure everyone understands what they need to do physically, mentally, dietary wise, to survive. Make sure they’re following through.” All of this leads to healthier employees and less costs for the company and the patient overall. Using data to better manage cancer has led Color to focus on easier screening, faster diagnosis, following up on treatment, and supporting survivors. With this, they’ve been able to decrease costs and help patients have better outcomes. “We’re very proud of this kind of work that we're doing,” he added. Stories like Kristen’s resonate because most everyone knows someone who has had cancer. They know the fear, the side effects, the waiting. And if Color can help companies alleviate some of that, then they’re doing their job.Editor’s note: From Day One thanks our partner, Color, for sponsoring this thought leadership spotlight.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Creating a Low-Turnover Culture by Investing in People
BY Carrie Snider December 17, 2024No industry has seen the level of shift in the post-pandemic era than healthcare. During a fireside chat at From Day One’s Brooklyn conference, Maxine Carrington, senior vice president and chief people officer at Northwell Health, shared insights into how her organization is tackling these challenges by investing in people. Interviewed by Emily Stewart of Business Insider, Carrington spoke about navigating workforce needs, addressing affordability barriers, and embracing technology to foster a supportive and low-turnover culture.Post-Pandemic ChallengesManaging a workforce with diverse needs is challenging. But add onto that a demanding industry like healthcare and an unprecedented event like Covid, it can be particularly hard to navigate. In response, the organization implemented flexible strategies, including creating collaboration spaces for remote workers, accommodating those who had relocated, and addressing pay equity. It’s important to allow for cultural and operational shifts to evolve naturally while mitigating tensions, says Carrington. The affordability crisis in New York, particularly in retaining essential healthcare workers, is a top concern, says Carrington. “We believe you can find untapped pools of talent out there. You just have to find them and understand the needs,” she said.Maxine Carrington, SVP and chief people officer of Northwell Health, left, spoke with Emily Stewart, senior correspondent at Business Insider Northwell Health has taken innovative steps to address this issue by offering resources, such as establishing crisis support funds, offering in-house training programs, and opening a thrift store for employees and job candidates to have access to affordable work clothing. These efforts aim to reduce barriers to employment and provide immediate support for those in need. “It’s not just health care,” she added. “It’s police, it’s fire, it’s teachers, any critical service in this region. If you want to keep them here, you have to think about affordability.”Supporting WorkersWhile Northwell and other organizations may offer help to its employees, Carrington underscored the need for broader systemic solutions, such as childcare tax credits and housing support, to sustain critical services in the region. To help advocate for change with elected officials, Carrington is drafting an op-ed piece and hopes others can also voice their concerns more widely.Part of investing in people includes maintaining strong relationships with unions while also respecting the needs of non-union employees. “Today, about 28% of our workforce is union represented. We have over 30 labor contracts, so we are always negotiating,” she said. “We try to look across the entire organization and determine what it looks like to be fair.”Northwell focuses on educating unions about evolving care models and technology, Carrington added. Recruitment and retention strategies play a central role in guiding decisions, balancing market-specific needs, and avoiding unnecessary conflict.Embracing AITechnology is a big part of healthcare, and that includes AI. As some are reluctant to the concept, Carrington said they try to address concerns to help employees embrace it more. “One of the first things is for folks to understand they are interacting with AI every single day. They may not know it, but they already are.” In an already overworked industry, Carrington added that AI can help streamline tasks and potentially relieve stress from workers. Northwell Health has introduced tools like a digital HR assistant and an AI governance council, leveraging technology across recruitment, benefits, and clinical areas. The organization’s two-year roadmap for automation focuses on efficiency, ease, and supporting employees through the transition.Getting the Word OutStorytelling is central to fostering connection and showcasing their mission, Carrington says. That’s a big part of getting the word out and showcase what they are doing to invest in people. They wanted people to know that their focus isn’t a transaction of ‘if you’re sick, let’s operate on you,’ she said, but a real focus on improving the health of communities.To do that, Northwell Health has expanded into storytelling with Northwell Studios, producing documentaries and specials Lenox Hill, First Wave, Two Wars, Emergency NYC, One South, and Side by Side. The documentaries serve recruitment, inspire pride, and amplify the healthcare narrative. They also feature initiatives like the Northwell Nurse Choir, which gained national attention through its appearance on America’s Got Talent and a performance at the White House. Investing in people is key to creating a culture of low turnover. By removing barriers to training, addressing affordability challenges, and fostering adaptability through technology, Northwell Health is shaping a supportive, future-focused workplace.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
How Innovative Employers Are Elevating Internal Mobility
BY Carrie Snider December 16, 2024The workforce landscape is constantly evolving, and companies must rethink traditional approaches to talent development. Internal mobility, the ability for employees to transition into new roles within the same organization, has become a vital strategy for addressing skills shortages, fostering employee engagement, and driving long-term retention. A panel of experts shared insights into how businesses can boost internal mobility at From Day One’s Live Austin’s conference, in a session moderated by Kathryn Lundstrom, commerce and sustainability editor of Adweek.Upskilling Current EmployeesHiring new people can’t always happen as quickly as you'd like, and the workforce may not always have the exact skills needed. Panelist Jeannie Steele, head of global talent acquisition at AMD, an AI product company, discussed the importance of internal mobility.“We found ourselves in a situation where we needed to quickly find thousands of engineers, and we couldn’t find them externally. Our leaders decided that if there was a 70% skills match, we would move some of our current employees into those roles,” Steele said. Through this strategy, AMD filled about half of its urgently needed AI positions in less than a month—all with existing employees. The company also focuses on internal development through its Luminary Series, a monthly upskilling program where corporate fellows teach classes to engineers, sharing knowledge and best practices in real time.While internal mobility is key, Steele emphasized the importance of fresh perspectives: “Our leadership team set a goal for 2024 that 40% of our hires this year should be early talent, defined as zero to five years of experience.”Retention, however, remains a challenge. How can organizations keep employees engaged? The answer lies in learning opportunities. “We’ve been using technology to train on AI skills. We’re upskilling our talent through a LinkedIn enterprise package for everyone,” Steele said. Employees can choose their own learning paths, benefiting both the company and the individual.Rethinking EducationCareer paths no longer follow a clear, linear trajectory. How can companies help employees upskill for non-linear careers? Panelist Stephanie Ricks, director of corporate development and technology partnerships at Strategic Education, emphasized the need to rethink education.“Talent acquisition professionals are tasked with creating the link between education and career navigation, and then selling that to potential candidates,” Ricks said.Today, career growth doesn’t follow a straight ladder—it’s more like a rock-climbing wall, shifting sideways as it ascends. Companies can adapt by repurposing an underutilized benefit: education. While tuition assistance is a common benefit, its usage remains low, often hovering around 3%, signaling a need for policy updates. Instead of limiting how employees can use these benefits, companies can broaden their scope.Strategic Education addressed this by developing Workforce Edge, a SaaS platform providing access to everything from GEDs to certifications to PhDs. “Employees can leverage those dollars you give them, empowering them to take learning into their own hands,” Ricks said. Empowering employees in this way not only builds their careers but also fosters loyalty.Panelists spoke about "Creating Opportunity Within: How Employers Are Boosting Internal Mobility" at From Day One's Austin conferenceNon-traditional education platforms also offer flexibility. Traditional course curricula often take months, or years, to be approved, by which time the business’s needs may have already shifted. Companies can help shape learning opportunities tailored to their evolving needs. For example, Ricks helped develop Tech Inspire, a program designed to upskill employees in areas like cybersecurity, generative AI, and other emerging tech fields.“We go out, find the talent, and work with you to shape the curriculum to ensure hard skills are covered,” Ricks said.Improving Mental Health Through LearningContinued education should be seen as a holistic part of employee benefits, according to Emil Kresl, director of learning and development at The University of Texas at Austin.“Research shows that learning can reduce symptoms of depression and fend off dementia,” Kresl said. Employees engaged in learning often report higher levels of happiness and optimism.“There’s something about learning that builds community, and that all ties into health and well-being,” he said. “In the past, learning and development were focused on increasing productivity. Now, we understand that it’s not just about upskilling—it's about supporting mental health. It should be an essential part of the benefits package.”A culture of continuous learning is key to making this approach successful. Without an organizational-wide commitment, employees may not prioritize it. “You want people to be curious and explore, to find out where they can have the greatest impact,” Kresl said. “But you need to make continuous learning a core part of your culture.”While hard skills can be taught, Kresl emphasized that fostering employees’ aptitude for learning and agility is what enables them to thrive.Offering Collaboration and SupportThe shelf life of skills is shorter than ever, making internal mobility crucial. Panelist Tiana Carter, AVP of Human Resources at USAA, emphasized the importance of collaboration and support in fostering long-term employees.“At USAA, we offer free college for both employees and their dependents,” Carter said, noting that generations of families appreciate this opportunity. However, some skills must be developed after college. USAA’s Skills Marketplace initiative offers a solution for their engineering team. “Our tech teams can test and learn new skills in real time, while still in their current roles, so they can transition into new, emerging jobs,” Carter said. “It’s a nice transitional period.”With 25% of USAA’s workforce being military-affiliated, upskilling is a priority, as veterans often experience high turnover in search of long-term careers. USAA recently launched a Military Leadership Development Program, where senior military personnel rotate through various lines of business to explore potential career paths. Plus, they get 18 months of guidance and advocacy to ensure veterans find their home in the organization.Internal mobility is more than just a strategy for addressing skill gaps—it’s an opportunity to empower employees and foster organizational agility. By offering new pathways for growth and development, companies not only adapt to changing workforce demands but also inspire loyalty and innovation in their teams.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Guiding Employee Growth With Inclusive Pathways to Success
BY Carrie Snider November 25, 2024Success in an organization is never a given, and without a clear pathway, it becomes almost unattainable for employees. Creating inclusive pathways for employee growth is a strategic imperative that fosters engagement, trust, and long-term retention. Five panelists spoke on this during From Day One’s LA conference in a conversation moderated by Nick Wolny, columnist for Out Magazine.Leverage Employee Resource GroupsOne way that companies can create inclusive pathways for employee growth and success is to make the most of their ERGs. Panelist Antonio Hairston, VP of recruiting, diversity outreach & early career talent for William Morris Endeavor, says that leaders should join ERGs. That way, leaders can participate, advocate, and promote them. “Over 2,000 members are a part of them, and it’s an authentic way to really build community,” he said. “Four of my team members are either a part of the leadership board or a part of a committee, and so as we think about our conversations and quarterly reviews or semi-monthly reviews, we talk about their personal development, and we talk about ways in which we can stretch them, ways in which we can give them stretch assignments.”This kind of collaboration and skill-building is instrumental in helping employees grow. Taking it a step further, Hairston became a mentor as part of the company’s ERG mentorship program. “It gives me the opportunity to connect with someone outside of my direct team,” he said. “We’re bouncing ideas off of each other, and I get a fresh new perspective from someone far removed from my direct team.”It’s really a win-win for both, with the mentor gaining insight, while the mentee learns from a leader in the company.Create Sharing OpportunitiesAt Chedraui, previously Smart & Final and El Super, where panelist Joseph Tischbern is VP of talent development and engagement, they focus on looking at employees as individuals. “We’re not just going to train you. We’re going to help you find the skills that exist in you, and we’re going to coach you until you believe that you can do whatever’s possible,” he said.Everyone comes to work wanting to be successful, but success may look different depending on each person. In order to feel comfortable to do that, there must be an environment of trust. To do that, companies need to create sharing opportunities.When Chedraui acquired Smart & Final, the company went from 12,000 people to 25,000 overnight. Tischbern said while many of the employees shared some commonalities with regards to Spanish language and culture, they needed to bond as employees and speak a common company language. “We put them in as many learning environments together as we possibly could,” he said. They also focused on developing consistent language. That included putting everyone through the Gallup Strengths Finder and the Seven Habits for Highly Effective People. From that, employees began speaking a common language, which ultimately helped them to trust the environment. One company leader, an immigrant from Iran, shared stories of hardship living in his home country. Soon others began sharing their stories. “Him being so transparent in that learning environment started breaking walls down,” Tischbern said. “Forty leaders in a room started to talk about their experiences. And that started to transform the culture.” Shift to Skills-Based HiringAn inclusive pathway always starts with the first step, and that’s hiring. Panelist Christine White, head of talent acquisition, North America, at Alstom, said they’ve changed how they approach getting people in the door. “We created a matrix for the core skills that we needed for all of our exempt and non-exempt positions,” she said. Still, letting go of traditional ways of focusing on degrees from specific universities can be hard for some leaders. To help change the mindset, shifting to a skills-based hiring model is a constant topic of discussion, White says. One thing they’ve done is put potential hires through tests, and share the results with leadership.The group of leaders spoke on the topic "Creating Inclusive Pathways for Employee Growth and Success"As they continue to share the results, a pattern emerges. It challenges the educational ecosystem and makes them ask the real question—what makes a person ready to work? If a person took the SAT or graduated from a prestigious university, does that automatically make them better? White concluded no. That’s a bias that needed to be challenged. This mindset shift to skills-based hiring has created an inclusive pathway for success. “We've been successful dealing with the education issue. It’s pretty much nearly gone in terms of a four-year degree,” White said. “Without the educational [barrier], we’re having them undergo a few more skill assessments in the pre-screening phase.” And any skills they still need, they teach, allowing for growth and success. Embrace DiversityThe current environment is a collision between DEI and talent development, says panelist Katie Oertli Mooney, managing director at Seramount. No matter what you call anything related to DEI, the focus is diversity, and it’s only going to become more important as time goes on. “Representation matters,” she said. “When we think about the future of work, students and those of younger generations are two times more likely to turn down a job if they don't see diversity in the organization.” Equitable access and opportunities is required so everyone can compete and move forward, Mooney says.Data from EEOC shows a 10 percent increase in new charges, meaning if inclusion isn’t at the center of an organization’s focus, there will be risks organizations would need to manage. Alternatively, leaders can proactively create a diverse workforce. “Having inclusive leaders, involving curriculum of that magnitude, leads to more effective, efficient workplaces,” Mooney said. A culture of belonging reduces attrition risks. Use the Power of AI for Job MatchingLarge corporations especially can find creating inclusive pathways challenging. That’s where AI can prove a useful tool, says panelist Michael Watson, senior director at Eightfold. There, they try to remove bias by not requiring an education and looking more at skills with the help of AI.“Every day I go to work, I’m trying to level that playing field for veterans, for working moms that didn’t have a chance to go to school, dads, everyone across the board that just hasn't gotten a fair chance,” Watson said. Some of his best recruits, he added, were baristas or servers without a formal education but plenty of skills in talking to people and dealing with rejection. “We’ve ingested over a billion and a half career paths. We’ve ingested over a billion roles,” he said. “Because of the size of our dataset, we can see those adjacent skills that you have.”Originally, Watson interviewed for a different position with Eightfold, and they turned him down for that role. But they came back and told him he’d be perfect for a different position—something he never would have considered, but thanks to AI the company matched his skills with what they needed. “Never in a million years did I think I would be running customer success,” he said. “But because we’re using these large data sets, we can see these anomalies, and we can see these patterns, and then we can lay those out for our employees.”By fostering inclusive pathways, companies can unlock the potential of their workforce by emphasizing trust, collaboration, and shared growth. Organizations that prioritize these efforts will not only build stronger communities within but will also drive sustainable success.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
How Your Workforce’s Culture Directly Affects Your Consumer’s Experience
BY Carrie Snider November 22, 2024Build a workplace culture that empowers employees, and in turn, you’ll elevate customer service. That’s the key takeaway from a discussion with Ash Hanson, EVP and chief HR officer of AmeriHealth Caritas. She spoke during a fireside chat at From Day One’s Philadelphia conference. Stephen Koepp, editor in chief and co-founder of From Day One moderated.But how exactly do you build a workplace culture that empowers employees? Hanson offered several main points.Treat Employees Like ShareholdersAs stewards of human capital, HR leaders play a pivotal role in an organization’s success, according to Hanson. The pandemic certainly brought that fact into focus. “When you fully leverage the potential of your human capital, it truly makes a difference between the performance of a company from being good to being great,” she said. At AmeriHealth Caritas, a managed care organization serving Medicaid, Medicare, CHIP, and Health Insurance Marketplace members across 13 states, employees aren’t just fulfilling tasks—they are living the organization’s mission every day. With over 9,000 associates, the company manages care for millions of Americans, often in times of critical need. “Our mission is not just something on paper,” Hanson said. The organization’s structure enables team members to view their work as essential to clients’ well-being, creating a culture in which employees feel accountable and aligned with the company’s goals. This approach connects employees to the organization’s outcomes, inspiring them to perform at their best.As Hanson says, treat your employees like shareholders. Invite them into the conversation. Their quarterly virtual town halls are well attended, and leaders spend time talking about not just what’s happening in the company, but within the competitive marketplace.Ash Hanson, EVP and CHRO of AmeriHealth Caritas, spoke during the fireside chatWhat other discussions would you have with shareholders? A mission statement is one key focus. At healthcare companies like AmeriHealth Caritas, the mission is to help people get care, stay well, and build healthy communities.“We really take care of over 4 million of the most disadvantaged Americans, very often at the time of their most critical need,” Hanson said. “This is an organization where every single employee lives the mission every single day.” That purpose helps drive employee culture, which in turn elevates customer experience. Along with that is ensuring team members have the proper training to get the job done well. While technology is useful, she added, an employee’s expertise and human care can’t be replaced or undervalued. “We spend and invest a lot of time upskilling our associates and making sure that they are ready and prepared to be responsive to member needs.”Finally, being transparent must be woven into everything you do, Hanson says. The more open and honest leaders are, the more open and confident employees can be. Holistic Employee BenefitsThere’s the expected medical and retirement benefits many companies offer. And then there are benefits that look at the whole employee. What do employees need and want? The more companies can offer these to their people, the greater the company culture. Physical needs are important, but leaders should also pay attention to employees’ emotional needs and financial needs. “Coming out of the pandemic, we implemented Lyra because we had a lot of employees talk about how they couldn’t find therapists for either their own needs or for their children,” Hanson said. “We implemented a program which offers 12 free counseling sessions, not just for our employees, but for their families as well.”The company has a state-of-the-art gym on site, but those working elsewhere have access to fitness apps to help them with fitness, plus nutrition and even sleep. A well-rounded, happy employee is better able to show up for work in a way that helps the employee and customers. As far as financial well-being, the company provides education on preparing for the future. Hanson emphasized the impact of authentic employee recognition, stating that recognition is integral to promoting engagement and reducing feelings of isolation. Their social recognition platform allows team members to acknowledge each other’s efforts, creating an authentic culture of support and mutual appreciation. This culture of holistic care and recognition has a direct effect on employee satisfaction and productivity, leading to improved service quality for clients.Balance Conviction with CuriosityOne core HR strategy is balancing conviction with curiosity, Hanson says. HR professionals are often sought after for their expertise, yet cultivating curiosity is essential to inspire innovation and creative problem-solving. Hanson suggested that HR leaders stay curious. “Curiosity opens up opportunities for creative, new ideas. It's a place where inspiration comes from. It's a place where innovation comes from,” she said. And especially as the needs of employees continue to change, HR leaders must continually stay ahead and change with them.By following these points, leaders can start to build a company culture that enhances both employee and customer satisfaction. By treating employees as stakeholders, supporting holistic well-being, and fostering a culture of curiosity, organizations can strengthen their workforce’s commitment to service excellence, benefiting customers in the process.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Boosting Retention and Productivity Through Workforce Agility
BY Carrie Snider November 21, 2024Today’s talent has a lot of choices. Which means companies must build adaptable and agile workforces to drive both retention and productivity. This approach goes beyond standard policies, recognizing the distinct career aspirations and evolving expectations of workers across a diverse range of roles.In a recent panel discussion at From Day One’s Denver’s conference, moderated by Erica Breunlin of the Colorado Sun, industry leaders shared insights into strategies that empower employees, close skills gaps, and foster flexibility. Their insights highlight a shift toward greater workforce transparency, mentorship, and the restructuring of traditional work expectations.In a recent survey of employees at Randstad RiseSmart, they asked: Is it easier for you to find a job within the company or outside the company? Forty-five percent said it was easier to find a job outside the company.“We then asked corporate recruiters the same question,” said panelist Chris Harrington, SVP, sales and customer success at Randstad RiseSmart. “55% of them said from outside the company, like they know the secret’s out.”For many, being a gig or contract worker has become easier and more attractive, he says. And it’s not just IT workers or other similar industries. A Fortune 100 CEO recently told Harrington that when trying to hire a CIO, the candidate asked if they could be a contractor rather than an employee.“Employees and the employers together are realizing that there’s a huge gap,” Harrington said. “Employees have a lot of choices, candidly, and so the choice has really exploded.”When there’s a lot of choice, employees will go where they get the most flexibility. Some will go towards remote work, meaning those who mandate back-to-office days could be shrinking their talent pool. Others will be attracted to career potential within the company.Employers should be very thoughtful about how they approach these types of decisions. Ultimately, it comes down to transparency, he said.Executive panelists spoke about "Boosting Retention and Productivity Through Workforce Agility" at From Day One's Denver conference“I don’t think as employers, we're doing a great job being transparent with our employees around what their own opportunities are, let alone how we go out to the external market and start to market,” Harrington said. “There’s an entire generation of workers that are coming into the workforce looking for a diverse set of experiences. We can do that, and I think we need to get a little bit smarter around it and figure out how to better market it to the employee base.Closing the GapsThere are three distinct gaps with this workforce–a skills gap, an expectations gap, and a visibility gap, says panelist Erick Allen, principal at Cornerstone.“There’s data that says one in three employees don’t feel they have the skills to do the job that they’re currently employed in. Just think about that,” Allen said. There’s a huge opportunity for organizations to close the skills gap by paying attention to those, then offer learning opportunities and mentorship.Second is the expectations gap. In a Cornerstone survey, 49% of employees felt that their employers were doing a poor job at either upskilling or reskilling. “Yet 89% of executives felt they were doing a great job,” he added. That’s a huge gap between employees and leaders that needs to be closed by offering opportunities for upskilling.Third, there is a visibility gap. The hiring process typically involves a narrow set of skills in order to land the job. But what after? What other skills do they have and how can the company best utilize them?“We have done ourselves in disservice with applicant tracking systems in relation to skills visibility,” Allen said. “Once you get someone in, allow them to open up, and you will find out they have skills and abilities and things that they can do far outside of what they did.”Allen says that the Great Resignation of 2023, when 27% of the workforce voluntarily shifted jobs, hasn’t slowed down. Retention relies on closing major gaps and giving workers opportunities and flexibility.MentorshipRetention becomes significantly more challenging in large organizations, where a lack of personalization and difficulty scaling effectively can disengage employees. People don’t want to feel like just another face in the crowd.“Every employee is very unique and individual in the path that they want to pursue,” said panelist Elizabeth Bruns, director of business HR and global business group HR lead of Avanade. “Careers are no longer linear, so the career journey is going to be very much driven by that particular employee.”Not only that, but rapidly evolving technology means careers can change quickly, and companies should offer ways for them to gain skills. At Avanade, they’ve offered a Microsoft certification program that is constantly evolving with new technology. Plus, they developed an AI school so employees could learn more.Perhaps the biggest impact they’ve seen, though, is from a more one-on-one approach: career advisors. “The idea of a career advisor is they’re like your guiding light for your career journey,” she said. A project manager is the day-to-day work focus, but a career advisor is like a mentor for your career goals.“They can help aggregate performance feedback that you may have received, provide you with that developmental feedback, help you identify the specific paths that you might want to pursue from a development learning perspective, or just be a separate party that the person can talk to,” Bruns said.The personalization piece helps drive it home. Because in an organization with thousands, employees are getting the specific direction they need to have confidence in their current role and possible roles to come. Flexibility for the FrontlineWorkers want flexibility, but how does a company accomplish that for the non-remote worker? According to panelist Kristen Baller, head of talent acquisition at DISH Network, more than 60% of the workforce is blue collar, performing jobs that involve physical labor.“I would encourage us to really start to think about how we are talking to our leaders, to think not just about remote work, but flexibility,” she said. “How are we starting to think about the hours? Are we able to start to create shifts that align more with the school schedule, or start to thin through four day four day work weeks?”It becomes more complicated when you’re talking about large organizations with lots of people and factors to consider. As with any job, no matter whether they’re remote or frontline, keeping track of skills is paramount. With the right systems in place, a company can offer upskilling opportunities and ultimately better retain workers who feel valued.“As leaders, we’re responsible for not only keeping track of them, but giving the feedback and helping them understand what skills they’re doing to accomplish their jobs,” she said.Building an agile workforce is a multifaceted process that requires transparency, gap-bridging, personalized mentorship, and flexible thinking across all job types. By tackling these areas, organizations can foster a culture that values both individual career goals and collective success. Adapting to the demands of today’s workforce is essential for driving retention and boosting productivity.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Focusing on Well-Being to Evolve Your Employee Value Proposition
BY Carrie Snider November 19, 2024An employee’s well-being is closely tied to their work environment, and employers must take ownership to support it. “Our job as HR professionals and as leaders is to return them to their loved ones in at least as good a position, if not a better position, than they were when they came to the company,” said Kenneth Smith, vice president of human resources at Vail Resorts.Smith joined four other executive panelists during a session about “Focusing on Well-Being to Evolve Your Employee Value Proposition,” moderated by journalist Cynthia Barnes. Getting the right perspective is everything, Smith says. Leadership must begin by understanding and connecting with team members on a personal level—because well-being is personal. “One of the most critical components of well-being is empathy, and I think that it’s important for us as leaders to understand our people, and that is a pathway to empathy which only comes from really paying attention to them and noticing them,” he said. Only then can employers truly focus on what their people need to succeed as people. Vail Resorts has adopted a core strategy, “Explore, Grow, Belong” to emphasize inclusion and belonging, which in turn fuels employee well-being. They also shifted their hiring approach, focusing less on whether employees ski and more on their skills and contributions. Because at some point, everyone is a beginner skier, Smith says. Psychological SafetyAn employee’s well-being in the workplace begins with psychological safety, says Donald Deas, director, HR business partner at the E.W. Scripps Co.“We have a different group of employees that are coming into the workforce now, and providing some psychological safety for them is critical to how we move them through the process of their personal and professional development,” he said.It all starts with onboarding, which Deas says should focus on fitting individuals into the organization’s culture by identifying what is meaningful to them, which fosters a sense of belonging. A company’s value proposition is part of a holistic package of benefits that attracts and retains employees. Beyond the typical medical and retirement benefits, what else can you offer employees? “We have counseling capabilities free for our employees,” Deas said. “We have different activities that keep them physically in shape,” as health is top of mind, he says.Executive panelists spoke about "Focusing on Well-Being to Evolve Your Employee Value Proposition"He also emphasized the need for processes to address unique employee needs while maintaining a fair approach that respects individual circumstances without confusing fairness with equality. Engagement and PurposeRecently, Discover has started having ASL interpreters at town halls and are looking at how they can bring in more neurodiverse people into the organization. It’s part of a bigger effort to help people feel included and engaged at work, says panelist Jill Coln, vice president of talent management, development and culture at Discover Financial Services.“If people are not engaged in the work that they’re doing, then that just starts to degrade their desire to be at the job, their desire to do well,” she said. Engagement goes hand-in-hand with purpose. When an employee doesn’t feel purpose in their position, it’s hard for them to feel value or well-being in the work community, says Coln.With a possible pending acquisition by Capital One on the horizon, the company has had to work harder to answer the questions on their employee's minds. People have been wondering, “What’s going to happen next, if this company buys us? Am I going to have benefits?” she said. “It’s all about communication, communication, communication.” Even if you don’t know details, Coln added, you can let employees know something is coming soon and that they will be kept in the loop.Since the merger, Discover has introduced programs called “Excelling Throughout Transformation” and “Leading Through Ambiguity” to guide leaders and employees through the changes, helping employees focus on what they can control. It helps keep them engaged and offers purpose, even amid changes. Diversity of Mental HealthFostering a healthy work environment requires a physically safe environment and a psychologically safe environment, says panelist Melissa Doman, organizational psychologist and BetterHelp business advisor. But there is another key, and that includes helping employees develop communication skills so they can feel confident in advocating for themselves. “One of the most pivotal things to employee well-being at work is actually giving people the words and the skills to talk about mental well-being at work,” she said. This helps employees gain confidence in advocating for themselves, and helps employers understand the diversity of mental health among employees. “I think a huge miss [in the workplace,] is when you have things like a Wellness Wednesday or something to bring people together, it does not take into account people’s experiences of mental health,” she said. Emphasizing that mental health should go beyond that, Doman added.She referenced David Rock’s SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness), suggesting it as a framework for employers to understand and meet employees’ motivational needs, ultimately enhancing their sense of purpose.Integrating WellnessPanelist Marisa Carson, vice president of talent management and organizational effectiveness at Elevance Health, agreed that employers should dive deeper in order to help address workers’ mental health.She advocates for ongoing, year-round mental health initiatives beyond designated awareness days, encouraging managers to engage daily with their teams, showing empathy and addressing mental health needs“I would encourage all of you to look at that evergreen culture of mental health at work as something that runs parallel to any other form of professional development,” Carson said. “If it is seen as this optional wellness endeavor, people will treat it as such, and it’ll only come up a couple times a year.”Of course, something is better than nothing. Talking about mental health awareness on World Mental Health Day is great. But when mental health support is integrated into the company culture, it’s more effective. “What about all the other days in the year when life is still happening?” she asked. “There needs to be consistent messaging and consistent training.” It’s an ongoing conversation, not a box to check. It’s integral, not words on a website for new hires to hear about once a year. Rather, offer training once a quarter, or whatever makes sense in your organization,” Carson said. One big piece of integrating wellness is utilizing managers, as they are those who are reaching employees every day. So keep managers trained and sensitive to the needs of their people, and companies will see better employee well-being. In today’s evolving work environment, integrating well-being into an employee value proposition is no longer optional, it’s essential. When well-being becomes an everyday priority, companies don’t just improve retention; they cultivate a more resilient, motivated workforce that’s better prepared to face challenges together. Ultimately, it’s about creating a workplace where employees can thrive personally and professionally, benefiting both the people and the organization as a whole.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
How to Provide Best-in-Class Menopause Support in the Workplace
BY Carrie Snider November 18, 2024Despite 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.
How Inclusive Benefits Can Help Attract and Retain a Diverse Workforce
BY Carrie Snider October 31, 2024In today’s competitive job market, attracting and retaining top talent goes beyond offering standard benefits packages. To build a truly inclusive and diverse workforce, companies must evolve their approach to employee benefits, ensuring they meet the unique needs of various demographics. This was the focus of a recent panel at From Day One’s NYC Benefits Conference, where five panelists shared how inclusive benefits—from financial wellness programs to wellness initiatives—are key to fostering a thriving, diverse workforce. Kelsey Butler, equality reporter at Bloomberg, moderated the session.Regular Benefits AuditsOn a yearly basis leaders at Wolters Kluwer conduct benefits audits. This ensures that what they are doing is working, but it also brings up what they might need more support in. This is at the core of inclusivity and retention—keeping up with what a diverse workforce actually wants. We really saw so much connection between benefits and wellness and DEIB (diversity, equity, inclusion, belonging). So we work hand in hand, and it's very fluid, very integrated,” said Deb Foley, director of DEIB at Wolters Kluwer. One big consideration is being inclusive across generations. As Foley pointed out, this is the first time ever there have been six generations in the workforce together. Each generation faces its own set of challenges. Recently, they introduced a new benefit that will help younger employees who are entering the workforce get a jumpstart on their finances as they start their careers. “For those employees who are currently paying off student loans, they can get matched,” she said. Typically a company match is only for retirement benefits, but now they are applying that to student loans. “This is a huge benefit for our employees, and has been really well received.” And it’s all because they proactively sought the data and responded to what employees needed. “It’s about doing the right thing for our employees, not necessarily because it’s going to check a box or because it’s going to make us look good. It’s about doing the right thing,” Foley said.Kelsey Butler, equality reporter at Bloomberg, right, moderated the executive panel discussion At the same time, it’s also important to notice things employees need that they aren’t necessarily asking for. At Wolters Kluwer, they’ve realized the importance of wellness so employees can have a good quality of life. “We have really amped up our whole wellness,” said Foley. “We rolled out a Wellness Week [and we use our] employee networks. We have several of them as well to actually share their stories.” The focus on wellness, along with sharing stories, has been a great motivator for employees in their own journeys all while promoting inclusivity among workers. Employee Business NetworksWith 50,000 employees, most of them frontline workers, Quest Diagnostics works to meet the needs of a diverse population. They’ve launched 11 Employee Business Networks (EBNs) to meet employees where they are and promote wellness and diversity.These EBNs cater to various groups, with thousands of employees involved nationwide. The result? Inclusivity and retention. “Our employees want to talk to each other,” said Gillian Plummer, director of employee health and wellness at Quest Diagnostics. “I’ve had employees laughing, crying, venting, and it just personalizes that experience and includes that employee within the company and conversation. It’s been a really big success for us over the last year and a half.”As for making the most of benefits, Quest is also focusing on preventative care, launching its Blueprint for Wellness that screens over 100 biomarkers and offers a health risk assessment for employees. The data gathered helps the company know what to offer that will best help employee populations. “Our highest costs at Quest are oncology and type two diabetes. So that is something we’re focused on. How do we change behavior in chronic conditions and use data to inform that?” she asked. Many times, employees don’t even realize the benefits offered, so companies must keep them informed.Quest recently held a Health and Wellness Summit, with input from executives, middle management, and frontline workers to select wellness programs. They invited eleven wellness organizations to headquarters to identify which benefits to offer employees. Interestingly, of all the offerings, employees overwhelmingly chose Weight Watchers. “This was so fascinating,” Plummer said. “We have a 63% engagement rate for Weight Watchers. Our population's 80% female, and that right there was missing at Quest.”Attracting and Retaining with BenefitsAs life continues to get more expensive, employees are asking their employers to do more. Benefits are more important than ever. In fact, 38% of employees would consider moving to another job for better benefits, says Corrinne Hobbs, general manager and VP of employer market organization at Ovia Health. The other consideration is that younger generations especially care about sustainability. “They want to work for companies that align with their values. And we’re seeing a lot of that with millennials and beyond. They’re choosing their employers based on that, but then also on different policies, like parental leave, FFB (fertility and family building benefits), and flexible work schedules,” she said.Companies should always have those core benefits that cover most populations, but they should also look outside the norms, especially as people and families are changing. Fertility, adoption, surrogacy, all the ways people want to grow their families should be considered. Beyond that, Hobbs pointed out the importance of workplace support once the baby comes. “What do your return to work policies look like? Are they equitable? Are you offering flexible work options? Parental leave?” she added. The act of embedding those inclusive benefits offer results: 30% decrease in absenteeism and a 35% increase in productivity, Hobbs says. “But then also, when you have people who can bring their full selves to work, and you have diverse populations. Pew Research reported that there’s a 30% increase in innovation. So if you really want to drive your companies forward, it’s important to embed this,” said Hobbs. In addition to employee benefits, companies should pay attention to dependents. What do they need? Do they know their coverage? What else could help them? This is a big part of attracting and retaining employees, Hobbs says. Looking at Financial WellnessWhen thinking of company benefits, typically physical health is the main focus. But more and more, financial wellness is becoming a big part of what employees want in their benefits package. Which is where Northstar, a financial wellness platform for employees, comes in. Britt Barney, the company’s manager of client success says that their financial planners get asked this a lot: is this benefit something that really benefits employees?Recently, they’ve been seeing a desire for housing discounts as a benefit, often structured as preferred rates. “A preferred rate is amazing, but it does not matter if you can’t afford the house.” Northstar helps employees understand what they might need and how they can achieve their goals through financial education. An open feedback loop is key. Constantly taking note of what people are asking about helps companies know where they should place their focus. One of their biggest challenges is the stigma with “financial planning” especially in diverse communities who may associate it predominantly with the white and rich. Barney reiterated that financial planning is customizable and is helpful for everyone. “Everybody needs it; it doesn’t matter if you have $30 or $30 million, you need some guidance,” she said. At the same time, they want to make sure the diverse world is reflected in their workforce, so people will feel comfortable with their financial planner. New Approaches to Traditional CoverageLast year, Greystar rolled out several enhancements to its parental benefits, focusing on inclusion of a diverse population. “We introduced a gender neutral, paid-parental leave policy,” said Anitha Dhanwada, managing director of global total rewards at Greystar. “Regardless of whether you’re the birthing parent or non-birthing parent, if you end up in a situation where you are the primary caregiver to that child, then you are eligible for the full 16 weeks of paid parental leave.”The company’s expanding benefits have also reached outside medical coverage and into something many employees wanted help with—housing. “Being in the real estate property management space, one of the best ways that we thought we can actually help employees be able to improve their affordability was to be able to provide a discount to the folks who are working on site at our properties.” That includes a 40% discount for employees working on site, and a 20% discount for those living at a different property than the one they manage.”“That’s been received very well across the board, and has actually improved our attrition numbers incredibly well,” she said. It’s another example of listening to employees and delivering the benefits they truly want and need.As the workforce continues to diversify, so too must the benefits that companies offer. By proactively assessing employee needs and incorporating inclusive programs—whether it’s financial planning, wellness initiatives, or flexible parental leave—businesses can not only attract but also retain a diverse array of talent. Ultimately, the integration of inclusive benefits is more than a strategy for talent management; it’s a commitment to creating a workplace where everyone feels valued, supported, and empowered to succeed.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Investing in Employees: A Key to Resilience in Challenging Times
BY Carrie Snider October 29, 2024Investing in employees is not just a good practice—it’s a necessity, particularly in challenging times. Companies must prioritize their people across all facets, from recruitment and retention to leadership development. When the going gets tough, the best organizations focus even more intently on their workforce, knowing that their success is deeply intertwined with the well-being of their employees. This was the core message shared by a diverse panel of industry leaders at the From Day One’s September virtual conference. Moderated by independent journalist Jenny Sucov, the discussion explored the various strategies companies are employing to put their people first in today’s uncertain environment.Recruiting in Rural AreasMarvin, premium manufacturer of custom windows and doors, is based in Warroad, Minnesota, with over 17 locations across the U.S. and Canada. They’ve struggled to find enough workers in smaller communities, so they took a different approach.Panelist Renee Rice, senior director of communications and culture at Marvin, says to address the problem, they implemented the Path North program. They work with staffing agencies to bring in employees from Puerto Rico and different areas of Florida. “It definitely has been a successful program for us,” Rice said. “We've hired over 150 employees at a couple of our major northern plants. Some of them have come on their own. A lot of them have come with their families, and they’re truly becoming a part of the community so that they want to stay with Marvin for the long term.”Marvin also worked with local schools to help them prepare for an influx of students, and with with local grocery stores to make sure there is a variety of foods depending on the population coming in. By fostering a sense of belonging, Marvin ensures these employees are more likely to stay with the company long-term.Their key to success comes down to providing stability, a sense of security, and community, says Rice. Companies can’t think of culture as separate from business, she says. Culture is in the service of the business. Not only that, but it’s not static. Organizations should expect culture to shift, especially as business and people change. She suggested that companies ask themselves the following: “Where is the business headed? But then also how might our culture need to evolve to best enable and. best support that business strategy and that business direction?” It takes a lot of research but it’s important to keep your eye on it to truly understand your company culture. Employee EngagementDocuSign recently underwent a rebranding effort, evolving from a company known primarily for electronic signatures to an intelligent agreement management firm. But it wasn’t only about what the company offered customers—it also involved an internal cultural alignment. Panelist Iesha Berry, VP, chief talent and diversity officer at DocuSign, says that they engaged with employees so they could be an important part of the rebranding journey. To support this cultural shift, DocuSign has implemented several initiatives focused on employee engagement. One key effort is the creation of a talent brand video that offers a day in the life perspective at the company, including insights from leadership and employees worldwide.The panelists spoke on the topic, "People First: The Crucial Role of Investing in Employees in Challenging Times," during the virtual conference (photo by From Day One)“We created a video that highlights DocuSign with a global view, including a message from our CEO and our president of growth, but also including employees from around the world talking about their roles [day-to-day],” Berry said. The initiative aims to attract and engage new talent, focused on increasing diversity and accelerating career development. One very successful employee engagement initiative was a company-wide hackathon, designed to foster cross-functional collaboration and innovation. The event involved over 550 employees from around the world put into teams from different functions to help develop different types of thought leadership and foster a differentiated employee experience. “Through the hackathon, we had 110 projects,” she said. “The goal was to bring our values to life, particularly our innovation value, our simplicity value, our trust and unity value, and, of course, our customer focus value. And as a result, we had 30 plus teams and winners from around the world that were recognized for their efforts to deliver hacks that will ultimately be assessed for particular potentiality of getting a patent.”The CEO was thrilled with what our employees were able to deliver, Berry says. Beyond the hacks, the shared vision and engagement was everything. Employee RetentionChedraui encompasses three grocery chains: Smart & Final, El Super, and Fiesta. Joe Tischbern, VP of talent development and engagement at Chedraui U.S.A., says recruitment isn’t the issue. With 25,000 across its grocery stores, the issue is retaining talent. “It’s not hard at an entry level to get a lot of people to apply for jobs. My very unique career path is that I went from cashier a lot of years ago, I won’t say how, long ago, to vice president today. And one of the things we try to do is help people find themselves,” he said.Some who start at entry level in college may not initially think it will be a long-term gig. But then there are others who wonder if there are opportunities if they stay. Can they move up? How? So they’ve created career paths so employees can better see how to get there. “We do it very intentionally,” Tischbern said. The results have been promising. “While we might have very high turnover at entry level, we have much lower turnover once people get to, let’s say, full time status, and then move toward management, very low turnover, because people can see the career path for them.” The company went through a lot of changes in the past several years, following the purchase of El Super and Fiesta. Each of the three grocery store chains had unique ways of doing things, and they had to come together into one corporate office. “The interesting moment was when we all moved into the office together, and we had to look at each other and say, Okay, how are we going to go to work?” There wasn’t a lot of trust at first, which was understandable. So they implemented a learning program so they could all learn together.“What we found was that as people learn together, their walls start to come down.” They also involved store leaders and developing core values. Turns out, they all mostly wanted the same things. But to have that ownership and trust was invaluable. On the corporate side, one of the companies was used to having a lot of meetings, but another one had hardly any. So they had to look at the reasoning behind them. Do we need them all? Or are there any key collaborations we’re missing?“Now they’ve found a happy medium. And I think that was one of the, one of the beautiful moments that we saw as we came together.”Leadership DevelopmentThinkHuman is a leadership development organization, including cohort-based programs and executive coaching for senior leadership. Founder and CEO Meredith Haberfeld says they have the opportunity not only to hear their own employee challenges, but also facets of what clients are facing. “We are hearing much more from the collective employee voice, the desire for security. If you imagine the pendulum swing, there are times where it's a growth economy,” she said. In times like those, people are thinking about their next job opportunity. But the pendulum has swung the other way. “Right now, it is much more of a mode of, how do I ensure that the company is secure and my job is secure, and that I'm doing the right things to have an important place here over time?”Along with that, employees want transparency. They want employers that are honest about the state of the business and the work. Employees always want a sense of community inside the workplace, and focusing on managers and leaders can help to make that happen. They must intentionally focus on creating that sense of community within the organization, she says.“People leaders are really coming to understand they have to create that interconnectivity within their teams and cross functionally. That really strengthens the fabric for people to feel like, oh, I have a place here that I can feel inside this community.Since the pandemic, ThinkHuman saw a lot of investment in frontline managers who were the core of the teams, so companies needed to equip them with proper training and the tools to be the leaders they needed to be. A few years past the pandemic, that has shifted somewhat. Now, there has also been a push on investment in senior leaders, rather than frontline managers. “I think with the global uncertainty and election year, we’re seeing a lot of more conservative approach to how people are running their business and employees wanting security and transparency.” That’s good, she says, but companies should not forget about their managers. Leadership development at all levels is key, as it trickles down to employees and helps put them first. Carrie Snider is a Phoenix-based journalist and marketing copywriter.
How Beacon Health System Launched a Dedicated Substance-Use Management Program for Their Employees
BY Carrie Snider September 11, 2024In a typical 10,000-person organization, around 4,000 employees are affected by substance use disorder, yet only 120 receive treatment. This gap is why Yusuf Sherwani founded Pelago, the world’s first technology-enabled digital clinic for substance use management.At a recent From Day One Webinar, Sherwani discussed his new approach to substance abuse treatment that’s been gaining traction among organizations. Eric Long from Beacon Health System, which offers Pelago to its employees, shared how they’ve implemented the program at their organization.Pelago is a single provider offering complete treatment for substance use disorders for adults and teens, from prevention through treatment. Each member receives care from a multidisciplinary team via telehealth, providing counseling, prescriptions, and tools for recovery. “We cover over four and a half million lives across hundreds of large employers,” Sherwani said. “We’re still at the tip of the impact we hope to have.” With 40 million Americans affected by untreated substance use disorder, Pelago aims to break down barriers, starting with stigma and hopefully ending with a patient who is healthier and has an improved quality of life because of treatment.Beating the Stigma of Substance AbuseYusuf Sherwani is the CEO and Co-Founder of Pelago (company photo)Back in medical school, Sherwani witnessed the devastating impact of substance abuse both personally and professionally. “It was completely out of the blue,” he said. At the same time, during an internship at a psychiatric ward, he saw how reactive and limited frontline support was. “We often reach out to people only when the going gets incredibly tough.”Stigma surrounding substance abuse often causes people to stay quiet, especially in the medical industry. As an ambulatory pharmacist at Beacon Health, Long’s patient population includes healthcare providers, a group particularly affected by this stigma. “People say, ‘You know better,’” Long said. “It makes it very difficult to treat properly.”The high stress of healthcare jobs and easier access to substances can lead to disaster. Healthcare workers are 10-15% more likely to misuse substances, Long says, with 14-20% of registered nurses and 10% of physicians affected by substance abuse at some point in their careers. “It’s very difficult to come forward and say that you have a substance use disorder when you’re in healthcare,” Long said. Pelago’s anonymous services make it easier for employees to seek help early, which supports better outcomes.“When I refer Pelago to a patient, I don’t know if they follow through. I just know they have the resource,” Long said. He often gives them a card with a QR code for Pelago as a possible solution for themselves or a loved one. Pelago also sends emails, and word-of-mouth from those in the program has been very effective. Because Pelago is digital, patients can tailor treatment to fit their schedules, a game-changer for healthcare workers who can’t always see a provider during regular hours.Multiple addictions are common among those with substance use disorders, says Long. For example, 70% of workers with alcohol use disorder also struggle with tobacco addiction, and 35% of workers with opioid use disorder are also addicted to alcohol.“Tobacco cessation is the least stigmatized addiction,” Long said, “and often the easiest way to start a conversation.” By addressing tobacco use, healthcare providers can often uncover other addictions and help patients seek broader treatment.Healthcare Costs and SavingsSubstance abuse disorder can lead to increased ER visits, liver issues, safety hazards, and cancer. Early treatment is key to preventing the long-term complications of substance use disorder, and quick intervention means healthier employees and cost savings for the organization.When it’s all said and done, Pelago pays for itself by helping patients get treatment for substance abuse, resulting in better overall health and wellness, says Sherwani. Beyond the numbers, patients have shared testimonials about Pelago’s impact. Helping employees with substance use disorders also improves their overall health. Many people with substance use disorders also have other chronic conditions, such as diabetes, hypertension, or osteoarthritis. Once substance abuse enters the picture, these chronic conditions often go unchecked, leading to worsening health outcomes over time.“There’s enormous overlap between mental health, particularly serious mental illness, and substance use disorders,” Sherwani said. Untreated substance use disorders double the number of workdays missed compared to those in treatment. Getting someone into treatment can reverse many negative consequences.Sherwani says that around 95% of Pelago members are seeing a provider for their substance use disorder for the first time. This speaks to the stigma and access problem–people who aren’t seeking care on their own are responding effectively when treatment is made available to them. “They weren’t going to rehab, they weren’t going to help patient care, this wasn’t something that their primary care physician was really treating,” Sherwani said. Once they could get access to treatment through Pelago, they responded well.Pelago also coordinates with Employee Assistance Programs (EAPs) and mental health programs already in place, addressing the comorbidities often present with substance use disorders. This collaboration revolutionizes access to treatment for the 97% of people with substance use disorders who are not seeking care on their own.As a physician-led organization, Pelago has invested in peer-reviewed studies showing that the outcomes of their digital clinic are at least as good as face-to-face support and more than two and a half times better than traditional addiction treatment. For example, Pelago has achieved a 52% success rate at four weeks for tobacco cessation, with a 44% success rate at 12 months. For opioid use disorder, Pelago has seen a 67% success rate for complete abstinence within 90 days.That’s hopefully just the beginning, Sherwani says. With more organizations working with Pelago, the future looks hopeful—not just for those struggling with substance use disorder, but for the companies that support them. By continuing to break down barriers, tackle stigma, and provide accessible, effective care, Pelago is poised to make a lasting difference in the lives of millions.Editor's note: From Day One thanks our partner, Pelago, for sponsoring this webinar.Carrie Snider is a Phoenix-based journalist and marketing copywriter.
Leveraging New Technology to Gain Insight into Workforce Engagement
BY Carrie Snider August 26, 2024Depending on who you ask, AI could either be a threat or a miracle. Regardless of your stance, the reality lies in its application: AI is an evolving tool that, when leveraged effectively, can offer powerful insight into your workforce, ultimately driving decision-making and strategic planning. Patrick Hyland, organizational psychologist and strategic advisor at Remesh, an AI-powered employee listening platform, says there’s potential for real transformation from AI within employee research. However, as savvy as the new tech is, people should have a healthy dose of skepticism to see where the potential pitfalls lie.Hyland and other leaders spoke about AI and innovative technology during an executive panel at From Day One’s August virtual conference. Lydia Dishman of Fast Company moderated the discussion. “I really need to experiment with the technology,” said Hyland. “I need to try it, verify it, and suss out the strengths of the technology, and how that squares up with my traditional methods to figure out where the synergistic point is,” he said. The ultimate test is whether the technology benefits both employees and the organization. If it does, the next step is scaling it. “AI is taking this overwhelming amount of data and turning it into employee-led suggestions for progress,” Hyland said. For this to work, organizations must build trust, ensuring employees know who will see survey results and how the data will be used. “If you don’t have that psychological safety, no one will participate fully.”Turning Automation into ActionTapping into the strengths of AI is key, panelists acknowledged. Chris Coultas, Ph.D., senior director, employee performance and engagement at McKesson, says the organization of more than 50,000 relies on regular surveys to offer insight into how to help employee engagement.AI can handle the vast amount of data, developing survey questions, automating administration, and identifying patterns. “The biggest value is in understanding and acting on the data that you get,” Coultas said. AI can integrate data streams and provide actionable insights, helping leaders take effective actions.“With AI you almost have your own engagement coach,” he said. It can help build an engagement calendar with actionable steps, keeping the momentum going between surveys.The panelists spoke about "Leveraging New Technology to Gain Insight into Workforce Engagement" (photo by From Day One)The data and automation of the AI tool is only truly leveraged effectively if those actions are indeed taken, but communicating this is part of the equation. “You should be going back to your team and saying, ‘This is what I think you’re saying. This is what I’m hearing so far. Did I get that right?’” Then you can work together to develop those actionable steps together, he says. Taking a Customized ApproachAnother key to leveraging AI to increase engagement is customizing content, says Rebecca Warren, director of talent centered transformation at Eightfold. “When we use tech to understand what people want, [like] where they’re at and what they need, we’re developing that culture of continuous learning. So it becomes proactive instead of reactive. We’re not serving things up to people and saying, ‘take this training.’” This kind of customization helps meet each individual where they are and elevates them, making employees feel seen and increasing engagement.AI can also help potential hires be seen. It can detect bias, write more inclusive job descriptions, and help recruiters look more at skills. “Tech can also help open up that pipeline, making that a wider reach, getting the information out to more people, and also helping people share it more easily,” said Warren. AI can then be used to collect and analyze data on the diversity of the pipeline. “So, it’s using tech to collect and analyze that data and then help organizations identify areas where they may need or want to improve,” she said. Ethical AI UseFrom data collection, to analysis, to implementation, organizations should be cautious and ensure they’re using AI and new technology ethically. “We have to be cautious to not weaponize the feedback or allow leaders who might not agree with the feedback to become frustrated,” said panelist Sarah Waltman, VP, global talent management and organizational development at Dentsply Sirona.Something AI can’t do for leaders is show empathy and understanding, even if they don’t agree with it. Along with that is transparency. Leaders should share the purpose of new tech and tie it to business priorities to ensure employee buy-in.“You have to share with your organization ‘the what and the why’ of the new tech way before it actually shows up and tie it to business priorities,” she said. Establishing clear ROI expectations and maintaining an open conversation about new tech are crucial. “I am 100% for tech. But I think that the human loop needs to stay connected for that context, for that continuity, for the folks to feel like it’s ethically done. So that human loop and letting people feel listened to and heard, to me, kind of puts that cherry on the top,” said Waltman. By effectively leveraging AI while maintaining a human-centered approach, organizations can enhance workforce engagement and drive meaningful progress.Carrie Snider is a Phoenix-based journalist and marketing copywriter.