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Transforming Your Company from Military-Friendly to Veteran-Ready

At a time of chronic labor shortages, the U.S. has the benefit of a cohort of highly skilled professionals to draw on: the roughly 200,000 service members who exit the armed forces every year. Resources for transitioning service members and veterans are plentiful, so the challenge for many job candidates is navigating what Army veteran Dave Harrison calls the “sea of goodwill.” Employers have to work hard to stand out. Veterans entering the civilian labor force “are so bombarded with information that you can’t assume that they know what you do, or who you are, or what a career path is,” he said.  Harrison, a former soldier in the airborne infantry airborne who is now the executive director of workforce development and government programs at the recruiting firm Fastport, spoke in a From Day One webinar on how employers can transform their organization from military-friendly to veteran-ready, which I moderated. During our conversation, he described the qualities of a veteran-ready workplace and how companies can help transitioning military members launch new careers.Mapping a Civilian PathwayEmployers should the attention of transitioning military members–and their families–by helping them map a new path. Many won’t know the types of jobs available to them on the other side, how their skills translate to new industries, and how to grow a career outside the military. “Being able to articulate a career path is really the key to recruitment. It doesn’t have to be a ladder; it can be a lattice,” Harrison said. He recalled being approached by a veteran at a hiring seminar, who described her skillset and asked for advice on career direction. To Harrison, she sounded like a good match for a career in industrial refrigeration, an industry she had never considered. “[Industrial refrigeration] is a big deal,” Harrison said. “That affects the economy and the food supply. Now you have a job where you are one of the most important people on the planet; you have a certification, and when you get to a third-level certification, you’re earning six figures plus. With those certifications, you can go work anywhere in the world, and you have job security.” People just don’t know what they don’t know, he said. Recruiters can help them find out.Offering Stability in a Time of TransitionVeteran-ready organizations help their former military hires build meaningful connections in their new workplace. “The more connected they feel to something, the quicker they are engaged and become dynamic and very, very purposeful,” Harrison said. He recommended installing a mentoring program for veterans–ideally, one where veterans mentor other veterans. There’s a natural camaraderie, a shared language and a common experience that enables them to build meaningful connections quickly.Dave Harrison, executive director of workforce development and government programs for Fastport (Courtesy photo)Employers can be the stable point during a transitional time. When Harrison returned to civilian life, resources like workplace-mentorship programs just weren’t available, and it’s one of the reasons he has devoted so much time to building them. Without it, veterans and transitioning military members are at risk of being disenfranchised and disconnected. Those first six months are crucial to retention, Harrison said. Without connection and support, your new hire might bail.Those leaving the military will also be sorting out their GI Bill benefits and working with the Department of Veterans Affairs (the VA) to access the resources they need. “When they’re in transition, a lot of these folks will seek VA supportive services, medical services, things like that,” Harrison said. Some will enter civilian life with various levels of disability. Those new hires, especially, will need the time and flexibility to access healthcare providers and mental health services.Reaping the Benefits of Hiring VeteransEmployers willing to make their organizations veteran-ready can take advantage of federal incentives to hire veterans. While participating in training programs under the GI Bill, veterans, as well as some of their family members, can get funding for books and supplies, and some are even eligible for monthly housing allowances. An apprenticeship is one such program, but only if registered with the federal government. Harrison has made a substantial effort to set up registered apprenticeships as a way to provide veterans with job training across all kinds of industries and job types and help them access benefits.Without programs like this, Harrision said, “I couldn’t look them in the eyeballs and say we’re veteran-ready. I thought [apprenticeships] were only for bricklayers and pipe fitters, but it was a path to get the monthly housing allowance GI Bill benefit to veterans we were hiring.”Adding Veteran Strengths to the Civilian WorkforceCorporate recruiters and military veterans don’t always share a language, Harrison said, and this can amount to missed opportunities. Hiring managers may read a veteran’s resume and think the skills don’t match what they need, and veterans may not know how to translate their skills for a non-military job.Though veterans come to the civilian workforce with all kinds of skills, backgrounds, certifications, and experience, employers can expect to find many who excel in people management and logistics, Harrison said.People management in the military is an around-the-clock job. “While deployed, they’re managing 30, 40, 50, or even 60 people, and responsible for them 24 hours a day, seven days a week. They’re responsible for everything,” Harrison said. Others succeed in logistics. “There is nothing in the military without logistics in place. Everybody has to understand what the goal is, what the mission is, what the idea is, what the intent is.”Employers looking for local talent may be wise to tap veteran talent pools. Military folks aren’t intimidated by moving. It’s part and parcel of military life, and the transition to the civilian workforce is an opportunity for the veteran and their family to make a big move. A great employer can be a worthwhile destination.Former military hires typically come in with a special kind of grit, and it serves them well in the workplace, especially in tough moments. “The wonderful thing about most transitioning service members and veterans is you don’t have to tell them that every meal is a feast and every day is a holiday,” said Harrision. “You can look them in the eye and say ‘Today is not going to be good. It’s going to be really bad.’ They will take a lot of damage for you and with you. They’ll jump in the hole with you.”Editor’s note: From Day One thanks our partner, Fastport, who sponsored this webinar. Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the BBC, The Washington Post, Quartz, Fast Company, and Digiday’s Worklife.(Featured photo by Liudmila Chernetska/iStock by Getty Images) 

Emily McCrary-Ruiz-Esparza | December 30, 2023
How Worker Collaboration Can Become More Productive–and Satisfying

“Technology must not get in the way of what we’re doing,” said Snorre Kjesbu, SVP and general manager of WebEx devices at global software firm Cisco. “We should never win the Oscar for main actor. We should win it for best supporting actor.”That technology should be a background act may seem like an unusual statement from someone whose job is to develop world-class collaboration tools, but Kjesbu is clear on the role he believes tech should play in our working lives. “Technology should be there to support whatever is happening in the meeting,” he said. “It should be there to make sure that the people can go about their daily business.” Video conferencing is mission-critical for businesses now, Kjesbu said, which means it has to be both exceptional and invisible. “Ninety-eight percent of meetings will have at least one remote participant, which basically means that every meeting has a remote participant.”In a fireside chat during From Day One’s recent virtual conference on the arc of change in 2024, I spoke with Kjesbu on the place of tech in our working lives, the new role of the office, and the future of remote collaboration.Reaching Distance ZeroProductivity, satisfaction, and success is a matter of building a connection among workers that is as natural as possible. For Kjesbu, the goal is a state he describes as “distance zero,” the feeling of being in the same room, even when the connection is digital.When the tools his team develops are the invisible undergirding to human connections, the job is well-done. “The day when we are not noticed–because it’s just working–that’s when we’re doing the right job. That is what we strive for,” he said. “With every meeting having at least one remote participant, how do we make sure people get the feeling of being in the same place? We call that distance zero.”Magnet, Not MandateDespite the ubiquity of remote work, many employers are itching to fill their offices again, and some have resorted to issuing ultimatums. To attract workers back to the office, Cisco aims for “magnet over magnate.” If the workplace is a worthwhile place to be, people will show up for the right reasons; no requirement needed.There are three ingredients to a magnetic workplace, said Kjesbu. First, people have to come back for the right tasks–ones that require collaboration and creativity, like product design, marketing, or mentoring. Whatever can be done remotely, should be done remotely. Don’t make your staff sit in freeway traffic to review a spreadsheet in an empty conference room.Snorre Kjesbu, SVP and general manager of WebEx devices at CiscoSecond, the office has to offer a great environment. “The venue you go into must offer something more than your home,” Kjesbu said. “A lot of us have comfortable homes and a nice desk where you don’t have to jump in the car to beat traffic, so you must make sure that the venue has the qualities that give you energy. It means that you have the right technology to be able to do that.”And third, you need good coffee. Metaphorical coffee, that is. Kjesbu relishes the serendipity created while waiting in line for coffee at the office–informal moments that turn into conversations about personal lives or challenging work projects. “People will approach me in a way that they will not do if things are scheduled. They will have conversations–maybe about kids or grandchildren or pets–but more often than not, there will be unsolicited discussions about technology, design, and business.”Actual coffee helps too. Cisco has a barista that slings drinks three days a week. Even in Silicon Valley, most people can’t replicate an in-house barista. Collaborating in 2024 and BeyondIn the coming year and beyond, Kjesbu believes that artificial intelligence (AI) will be hugely influential in our remote and hybrid working lives. He and his team are working on new AI-powered projects, including programs that read facial expressions to deduce the tone and sentiment of a meeting. There are digital whiteboard tools for real-time collaboration and features that suppress background noise so effectively that someone could take a video call from a coffee shop, sitting right beside the espresso grinder, and still be heard loud and clear. Other tools will understand the content of meetings. Even if you step away from a video call to sign for a package at the door, the program will capture the most important bits you missed–like notes most relevant to you or action items you’ve been assigned–and feed you a real-time update when you return“I think that what we will see is that AI will have a big impact,” he said. “It will help you improve the meeting by being able to understand context and make sure there is natural conversation.”Kjesbu is fully aware of how companies use video tools for remote work, and he’s under no illusion that Cisco’s products will be the only ones around. Nor is that his goal. The fact is that companies use a variety of tech systems, and their clients and partners do too. For Kjesbu, the goal is interoperability, “[it’s] absolutely essential,” he said. Companies have to move seamlessly among Cisco’s own WebEx as well as Microsoft Teams, Google Meet, Zoom, and more.For HR and people operations, the future of collaboration tools promises greater insight into how, where, and when employees work best. Leaders will better understand how many people attend a meeting, the types of meetings that occur, plus the content, tone, and outcome. This new tech will make it easier to improve, helping employers create an environment that is a magnet for collaboration, not a mandate to sit in an uninspiring office.Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the BBC, The Washington Post, Quartz at Work, Fast Company, and Digiday’s Worklife.(Illustration by Alisa Zahoruiko/iStock by Getty Images)

Emily McCrary-Ruiz-Esparza | December 29, 2023
How a Culture of Well-Being Goes Hand-in-Hand with Greater Productivity

“We want everyone to know that we’re a stigma-free company, one that focuses on openness, acceptance, and understanding about mental health and well-being,” said Courtney White, head of HR for agricultural solutions at the global chemical manufacturer BASF. “Safety and well-being are key priorities that are front and center in our engagement strategy.” So central, in fact, that one way the company protects its workers’ well-being is by giving people permission to just say no: When teams are overworked, when more responsibilities would threaten safety and well-being, then they have the latitude to say so. “We have to help our people leaders and our employees know how to actually say ‘no’ to things in order to know what to say ‘yes’ to,” White said. “So we make sure that everyone has a voice–because while most times you would love to do everything, you just can’t.”Employee well-being was the focus of a panel discussion at From Day One’s December virtual conference on the arc of change in 2024. In the conversation, which I moderated, White and his professional colleagues in people operations and employee engagement shared their philosophies on how companies can keep workers happy and productive in the coming year. Setting the Cultural ToneAttitude matters, and attitude is often set at the top of the organization, said Jane Cha-Lee, the SVP of global talent and culture at the market-research firm Nielsen. “One way that leaders can help create environments of well-being and support is to just show care. It’s so basic, but I think it’s hard to do in practice.”Tell your people managers that it’s good–and expected–to acknowledge tough and uncomfortable circumstances, to be frank about what the managers know and what they don’t know. “In the worst of times is where we like to show the best of us,” Cha-Lee said. “What is it that you can provide so that you remove as many distractions as possible and just allow the employee to focus on their work?”Cha-Lee was clear that managers aren’t the only ones responsible for shouldering the weight of company morale. “It’s also about empowering the employee and to own what it is that they need,” she said.Especially in critical moments–during layoffs and reorganizations, major disruptions and crises–let workers and leaders take mental-health days and set an example for their teams, said Kumud Sharma, the chief people officer at Betterment, which offers employers ways to help workers manage their finances. “It’s OK to say, ‘you take the rest of the day off,’ or ‘the company will take the rest of the day off,’ and not focus on things immediately because something has just happened or a communication has just gone out.”As the dust settles, continue to check in on the well-being of your workers and your leaders. “Do a weekly check-back and a monthly check-back to make sure that there isn’t someone who’s suffering from a decision or a non-decision,” she said. “Provide them access to EAP programs to any other internal programs and solutions that we have.”Leaving the Office Behind When someone is out of the office, work should be left behind, and a culture that supports people in their absence is one in which people are free to care for themselves and their families.Emily McCrary-Ruiz-Esparza moderated the conversation among leaders from GiftCard Partners, Betterment, Nielsen, BASF, and McKesson (photo by From Day One)Chris Coultas, the senior director of performance and engagement at the pharmaceutical-distribution company McKesson, recently took paternity leave and used the time to be present with his growing family. That can happen only when workers can trust their manager and their colleagues to have their back.Teams have to build trust to have confidence that the work will get done when a team member is out, he said. “If I were somewhere where there was an expectation of being ‘on’ even when you’re ‘off,’ paternity leave would have been a lot different. [Instead], I was able to come back energized and pleasantly surprised with how much progress had been made.”Offering the Best ChoicesEven if your company institutes wellness-focused policies and practices and offers a benefits package to match, it’s only effective if workers are confident using what you offer. “Offering the best benefits is not enough. If employees don’t know what they are, they won’t understand how to use them,” said Sharma. Instead of waiting for employees to ask questions, Sharma prefers being proactive. Catch your employees in moments of opportunity, like when they join the company, when they undergo a life change like getting married or having a baby, and when it’s time for open enrollment.“During open enrollment, instead of just sending out the forms and paperwork, we actually bring the providers on-site. We set up sessions for employees to have one-on-one consultations and office hours that continue even through the year,” she said.The panelists unanimously recommended that employers offer their workers a choice in the way they take advantage of their benefits. “What is good for one person isn’t necessarily good for another, and a reward that is meaningful to one person isn’t necessarily meaningful to another,” said Kate Balboni, VP of sales operations at employee-incentive platform GiftCard Partners. “Happier employees equals engaged employees, and engaged employees equals increased productivity, which then positively impacts the bottom line and helps to maintain a positive work culture.”Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the BBC, the Washington Post, Quartz, Fast Company, and Digiday’s Worklife.(Featured photo by Daisy-Daisy/iStock by Getty Images)

Emily McCrary-Ruiz-Esparza | December 29, 2023
What’s Next: Reinventing Yourself and Your Organization

“While all marginalized groups face barriers, women are especially likely to reinvent their careers, and women of color are even more likely to do so. In part, that’s because the workplace has been alarmingly slow to acknowledge the needs of working moms,” renowned journalist and bestselling author Joanne Lipman writes in her new book Next! The Power of Reinvention in Life and Work. Workplaces have an opportunity to better support and engage with all employees–women included–by recognizing the role of personal change and its impact on career development. People are searching for meaningful transformation in their lives and work. For employers, it means they need to know how they can support their workers as they advance in their careers and personal lives. This month, From Day One hosted the webinar “What’s Next: Reinventing Yourself and Your Organization,” a conversation with Lipman about her new book to discover what’s behind this trend and how to reinvent your organization, your teams, and yourself. Fellow speaker Liz Pittinger, VP of global customer success for Stork Club, illuminated how her organization is helping to innovate family-building and reproductive health benefits.Normalizing the Concept of ReinventionLipman was inspired to write the book “when the world shut down” during the pandemic, and she realized there was no roadmap for what was next. “I set forth to look for stories of people who had successfully reinvented themselves, their careers, and their lives; for companies that had successfully made it through major transitions; and to the researchers who study these kinds of things,” Lipman said. But career reinventions aren’t limited to times of global change. Pittinger herself experienced career upheaval first-hand, starting with a transition from a role in the Department of Justice dealing with political economic development to a communications role at a Fortune 100 company following her marriage and move to Atlanta, followed by 15 years as a stay-at-home mom, a breast-cancer battle, a second master’s degree, and a return to the workforce in a flexible remote role. “I want to make sure all women know it's okay to follow your own path. These are all different chapters and our own books,” Pittinger said. “The whole idea of a linear career was so 20th century. It didn’t really happen then, and it’s certainly not happening now,” said moderator Steve Koepp, From Day One’s chief content officer. Through her work at Stork Club, Pittinger helps provide crucial support to employees facing important life transitions. Stork Club, which sponsored the webinar, is a comprehensive, flexible end-to-end family-building solution. It provides inclusive care for all individuals with family-planning benefits. The company supports various pursuits of parenthood, including covering fertility treatment irrespective of an infertility diagnosis, as well as adoption and surrogacy.The Reinvention RoadmapReinvention is not always the “dramatic pivot” as portrayed in popular culture, Koepp noted. But it does usually follow a pattern. Lipman has developed what she calls the Reinvention Roadmap, with four distinct steps:Search: Gathering information that will ultimately lead to your transition (even if you don’t realize it yet). Struggle: “This is where you're sort of leaving your old life behind, haven't figured out the new one yet,” Lipman said. This may feel like you’re stuck, but you’re actually moving forward and growing. Stop: In this phase, you are pulled out of your routine and gain new perspective–this is where transformation truly begins. Solution: With newfound clarity through struggles and change in perspective, you finally land in your new transformed form.Incorporating Inclusive Women’s Healthcare Into HR PolicyAs Lipman notes in her book, personal change has a profound impact on the careers of women. “Women typically leave the workplace when they have a baby or when they hit menopause,” Pittinger said. When women are starting families, they are typically in manager-level positions; during menopause, they are in the C-suite. So Pittinger emphasizes the need to support women in those roles especially as they hit these crucial moments in their lives as part of an organization’s DEI strategy. “At Stork Club, we ensure that we are giving a dedicated care navigator to each of these people, who is uniquely positioned to provide longitudinal care. We’re focusing on supporting the member and making sure they have positive outcomes, and providing additional support for their mental health,” Pittinger said.The speakers, counterclockwise from below left: Author Joanne Lipman, Liz Pittinger of Stork Club, and moderator Steve Koepp of From Day OneIn an increasingly remote working world, it becomes that much more important that employees feel supported rather than isolated. Employee benefit programs like Stork Club, Pittinger says, allows women space to have highly personal (and even embarrassing) conversations with experts outside of their organization, rather than with co-workers or HR colleagues, to get the exact support their need. “What I’m seeing HR teams do is they’re creating a culture of trust. They’re pulling the information from their teams, they’re incorporating that information. And then they’re enhancing this parental leave policies, and they’re creating bereavement policies that also include pregnancy loss,” she said. This also means developing benefits inclusive of all identities and lifestyles, such as fertility benefits that are not contingent on a diagnosis of infertility. Women’s Aptitude for Transformational ChangeLipman notes that studies at Harvard Business School have shown that when women hit their 30s, regardless whether they have children, they begin seeing a widening income gap between themselves and their male peers, as well as fewer promotions. “That said, the research suggests that women are actually better at navigating change and massive disruption,” Lipman said, because their self-identity is less attached to their job title. They find it much easier than men do, Lipman says, to pivot to alternate identities during times of career change, which can only serve to benefit them on their journey. Lipman shares that Prof. Deborah O’Neil at Bowling Green State University has found that women’s career paths are more jagged than men’s. “She calls the last stage of women's careers ‘the reinvention’ because very often as they reach seniority, they are either boxed out by the glass ceiling–they don’t get promotions–or they have careers and are ‘mommy-tracked’ and can’t get the attention to get revved up again,” Lipman said. Forced to reinvent themselves, women will often focus on giving back to others or bringing other women along with them on a greater cause. “Women who are 50+ have so much energy and ambition and they are virtually invisible to employers. We are losing so much incredible talent,” Lipman said. Companies should not be afraid to hire older workers, as in reality they may be even more focused than their younger, child-rearing counterparts. The Impact of Small Moments on Mental Health“We're reading in so many different news sources about how unhappy the American workforce is today,” Pittinger said. Lipman writes about the importance of “weak ties” to boost one’s mood, such as a positive interaction with a barista or doorman. This small attitude shift can have big results. “If you have that boost in mood, that optimism, that growth mindset, you're more likely to be able to solve the business problem or the puzzle that you’re trying to work out,” Pittinger said. Personal experiences can have a profound impact on our outlook, Pittinger says, which is why Stork Club works to make sure members never have to deal with an impersonal call-center approach to service, especially with something as sensitive and emotionally fraught as fertility and reproductive care. “All of our nurses are also certified mental health coaches,” she said. “We have to be supporting people in a very human and empathetic way.” Transformation on an Organizational Level“In personal life, I talk about the ‘expert companion,’ somebody who knows you well but can reflect back to you your strengths, talents, and potential in a way that is objective,” Lipman said. “There is an equivalent version of that in corporations.” Lipman shares that reinventions often come from not from experts but from people in the trenches who understand a company’s product or culture intimately. She notes several examples–including Viagra and the Mr. Clean Magic Eraser–of products that failed for their initial use but were found to fill an entirely different need through discoveries along the way. “Employees, customers, vendors need to be heard,” Lipman said. Employee listening, whether its tied to benefits needs or product innovations, can be key to an organization’s transformation. Editor’s note: From Day One thanks our partner, Stork Club, who sponsored this webinar.Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.(Featured illustration by Wildpixel/iStock by Getty Images)

Katie Chambers | December 21, 2023
If Jobs Have Gotten Worse, You Can Blame Financial Accounting

Organizations today frequently tout that their people are their most important asset. But to financial accounting departments, is that true? Driven by a need to please and prioritize the needs of investors, talent is often put on the back burner. Peter Cappelli, George W. Taylor professor of management at the Wharton School and director of Wharton’s Center for Human Resources, explores this “penny wise and pound foolish” concept in his book, Our Least Important Asset: Why the Relentless Focus on Finance and Accounting Is Bad for Business and Employees.In a fireside chat at From Day One’s December virtual conference, Cappelli made the case that financial accounting, as practiced today, undercuts all the evidence about what works to improve the quality, productivity, and creativity of workers. But why did this happen–and what can be done to reverse the trend?Playing to the ScorecardThe problem with financial accounting departments having a say in hiring and management decisions is that the nature of their work means their priorities are elsewhere. “Financial accounting is the language of investors. It is the scorecard that tells you who’s winning and who’s losing,” Cappelli said. “So you’re playing to the scorecard” if you let balance sheets alone determine your practices.While all companies want to succeed financially, incorporating financial jargon into leadership decisions that involve personnel can muddy the waters. “There are quirks about financial accounting, which set the rules for the language that determines how well you’re doing. This can really disadvantage anything to do with employees in particular, and people in general,” Cappelli said. People management is far more nuanced than, say, generating a budget.Impact on Recruitment and Performance ManagementCappelli developed his interest in this topic as he noticed certain trends while writing a different book about modern HR management. He noticed that many modern organizations he surveyed didn’t necessarily have a traditional hiring system in place, and weren’t tracking the effectiveness of job descriptions, where applicants were coming from, or how exactly they were qualified. “They didn’t do sophisticated tests or anything where they decided that based on your record, it looks like you could do this job,” Cappelli said. “We [the company] may interview you, but we do it really inappropriately. And we're just going with our gut.”He found there was little thought given to tracking the success of the process, only the financial impact. “What do we track? We track cost per hire, and time to fill positions,” Cappelli said. In other words, just the financial factors. “We don’t track quality of hire.”This extends far beyond the hiring process. “You can do the same thing with how we manage performance, performance appraisals, and training.” Cappelli became concerned when he saw how many organizations “worry about cost per hire, not quality of hire.”Employees as AssetsIn speaking with accounting colleagues, Cappelli began to understand why this is the case. Employees can’t be assets to financial accounting departments because from that strict perspective, they are not owned by the company and therefore there is no way to put an accurate dollar amount on human capital. Companies that need to prioritize the needs of investors therefore find themselves with a shifting approach to HR. “Investors who are looking at contemporary companies, where the assets really are human, come away and say, ‘I don’t know anything about the value of this,’” Cappelli said.Andy Serwer, editor at large at Barron’s interviewed Peter Cappelli of the Wharton School during the virtual fireside chat (photo by From Day One)While training might be seen as a theoretical investment in employees, it’s not a literal one. It can’t be tracked. It often ends up on the company budget along with coffee runs and office supplies, Cappelli says, so even the investors who do believe in the value of training programs can’t find them or track them in the bottom line.Focusing on the finances and little else can impact an employee’s security and well-being. Cappelli shares the example that if a company is measuring success on a cost per employee basis, it could instantly prove itself more successful by reducing the talent headcount, changing the ratio in the process.Additionally, organizations that offer unlimited vacation time opposed to a set amount that is owed (and tracked financially), can remove vacation as a liability on the balance sheet–and employees might be more reluctant to take it in an effort to prove their value. Moderator Andy Serwer, editor at large at Barron’s, calls unlimited vacation time “a wolf in sheep’s clothing.” The more organizations see employees and employee benefits as fixed costs, Cappelli says, the more they will work to reduce them.The Greater Impact on EfficiencyWhile all of this may be done in the name of efficiency, that is often not the end result. “The thing that’s maddening about these approaches is that none of this is about efficiency. This is simply moving costs from places where accountants can easily see it to places where they don't easily see it, but it still matters,” Cappelli said.He notes that high employee turnover actually costs money, as it’s expensive and time consuming to replace people, and then takes even more time for their performance to get up to par. But this nuance might be buried in a balance sheet that simply shows a newer employee with a smaller salary replacing the old one. “If you’re concerned about economic efficiency, this is a terrible thing,” Cappelli said. “Accounting is imperfect, particularly with respect to human capital, and it’s leading to these distortions.”Who is doing the hiring has also been impacted. “One of the weirdest things in hiring is that we have gotten rid of recruiters,” Cappelli said. “But recruiters are relatively cheap,” Cappelli said, and more equipped to do the job correctly. Plus, adding on the task of hiring keeps department managers from “doing the important stuff,” yet another unnecessary waste of valuable time and talent. To a CFO, though, Capelli said, “it would look great. You don’t see the cost of hiring badly. You only see the cost of hiring cheaply.”The impact of a squeezed, cost-cutting working environment can be seen in productivity. “Productivity in the U.S. has been flat for the last 15 years,” Cappelli said, as white-collar workers are expected to work longer hours for less pay, leading to diminishing returns. European working models, with more guaranteed vacation time and fewer working hours, are ultimately more productive, he says. “What we are doing is not good for the economy and not good for society,” he said. “It may just be good for the appearance of financial accounting in companies right now, not even in the long term.”But there is hope: Cappelli says there is a proposal in front of the Security Exchange Commission to get companies to be more transparent in their actual investment in human capital, requiring them to disclose turnover rates, investments in training, and the statistics of the workforce. As investors continue to put pressure on financial accounting departments, they will be forced to truly value talent as a critical asset for success.Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.

Katie Chambers | December 21, 2023
What We Can Learn From the Latest Trends in Employee Experience

How do employees feel about AI coworkers? Does remote work make employees more productive? Will frontline workers ever love their jobs again? According to Marcus Wolf, senior employee experience scientist at Qualtrics, the answers to these pressing questions are found in five employee experience trends for 2024.Wolf spoke in a thought leadership spotlight at From Day One’s December Virtual conference, where he offered actionable tips on creating employee experience strategies. His findings are based on Qualtrics’ 2024 Employee Experience Trends Report, which studied responses of 37,000 employees from 32 countries.How Employees View AIThe first trend relates to employees’ evolving relationship with AI. “Employees would rather have AI as an assistant than a manager,” Wolf said. “Organizations will need to pay attention to where the technology feels like it’s an overlord and where it feels like it’s an enrichment for the individual.”The report indicates that most employees preferred AI that they could control and direct. This means there is a lot more acceptance for AI technologies in tasks related to writing, for instance, than for using AI to evaluate performance.Only one demographic, employees with disabilities, reported a greater level of comfort when being interviewed by an AI assistant. Wolf says this is because AI is perceived as offering non-judgmental interactions, which is especially crucial for a group that may have experienced biases in the past.What can organizations learn from these insights? “These findings may really help us understand how to begin to adopt these tools and think of new use cases for them,” Wolf said. “Think of which ones will be a lower effort to adopt and which scenarios may need more due diligence.”The Plight of Frontline WorkersThe second trend relates to frontline workers. “You might have seen some of the commercials in 2020 about how much companies and communities cared about our frontline workers,” Wolf said. “They’re not feeling the love lately, unfortunately.”Employees in customer-facing jobs, or those expected to be on their feet all day, report a lack of recognition, lower satisfaction with rewards, and fewer growth and development opportunities.At the same time, the cost of job switching is low. Combine this with career growth assuming priority and younger populations struggling to afford basic necessities, and companies may find it hard to retain frontline workers in the coming years.The solution? Listen to your people.“A whole population of burned-out people may cause that next viral video for bad customer interaction. And if we don’t know where things are bad, we can’t really prioritize the support,” Wolf said.The Missing Honeymoon PhaseThe third trend indicates that the “new-job honeymoon phase” is on the decline.In the past, fresh employees would rank higher on almost all metrics. But, according to the report, things have changed. Employees with less than six months of tenure have shown the lowest intent to stay at their organization.One reason for this is the deprioritization of onboarding processes. “CHROs are being tasked with other jobs. Processes that were created before the pandemic haven’t really been reviewed or refreshed,” Wolf said. “People get their laptop, but not much else when it comes to onboarding and training.”Austerity measures further reduce training resources and force already overworked employees to learn on the job.In this case, the key to success for organizations lies in thoughtfully redesigning onboarding processes. “Much like when we design with accessibility in mind, we improve the experience for everyone. By considering the onboarding journey, we can sustain and improve experiences for long-tenured employees.”Similarly, an organization that supports its employees with formal and informal development opportunities will see the most success in 2024.Marcus Wolf, Senior XM Scientist, EX, at Qualtrics, presented the thought leadership spotlight (company photo)Employees are Willing to ShareA surprising trend from the report, Wolf says, relates to “passive listening,” or the process of analyzing employee chats, instant messages, emails, group chats, or social media, to identify and close experience gaps.“I would have guessed that no one was ready to really reveal more. As it turns out, I was wrong. People are actually incredibly willing to let their companies use this information, so long as it’s to make their work life better,” Wolf said.As many as 72% of engaged employees said they were ready for their instant messages to be reviewed, and 80% were okay with sharing their emails. And while the numbers weren’t as promising for disengaged employees, Wolf believes they too can be won over.“We can bring people along for this journey as long as we make the benefits clear of what improving their experiences is going to be like and what barriers we’re going to be able to remove for them,” he said.That said, employees draw a clear line when it comes to social media. Organizations must respect this boundary or risk pushing employees to use other channels to maintain their privacy or stop sharing ideas altogether.The In-Office Vs. Remote Work DebateThe report’s final trend for 2024 relates to a question on every organization’s mind: What is the most productive work model moving forward?The report gives us a definite answer, which is the hybrid model. “Those with a blend of experiences, a couple of days in the office and a couple of days remote, are having the highest levels of engagement,” Wolf said.The reasons for this may include a need to socialize or create more pronounced boundaries between work and home. Alternatively, it could boil down to employees finding more purpose–a reason to get up and get dressed for the day.In 2024, organizations that have returned to completely in-office models must show more flexibility to boost employee engagement.“I’ve even seen organizations with warehouse and distribution centers figure out flexible and remote work policies for their employees,” Wolf said.It isn’t just enough to provide the hybrid schedule, however. “We need guidelines for leaders and managers to work with. Having a policy that speaks to flexibility doesn’t have the same impact as when your leaders and managers bring it to life by encouraging employees to take advantage of it,” he said.Wolf left the audience with some crucial advice–he urges leaders to focus on communication and follow through. Show employees that leaders keep the same commitments they expect of employees.Editor’s note: From Day One thanks our partner, Qualtrics, for sponsoring this thought leadership spotlight. Keren's love for words saw her transition from a corporate employee into a freelance writer during the pandemic. After having made her mark as a Top Rated Writer with over 2000 positive reviews in the extremely competitive Upwork space, and having been featured on various magazines and publications, Keren has now moved on to bigger and better with her own digital marketing agency aptly named Epic Owl. When she is not at her desk whipping up compelling narratives and sipping on endless cups of coffee, you can find her curled up with a book, playing with her dog, or pottering about in the garden.

Keren Dinkin | December 21, 2023
5 Secrets From the Top 5% of Strategic HR Leaders

In the recent past, HR was all about compliance, payroll, and benefits, but its fundamental nature now includes capacity planning, employee experience, manager effectiveness, engagement, and much more.However, “Budgets didn’t change, so somehow we’re supposed to do more with less,” said Adam Weber, chief evangelist at 15Five. Weber spoke in a thought leadership spotlight titled “5 Secrets From the Top 5% of Strategic HR Leaders,” during From Day One’s December virtual conference.Although more than 50% of HR teams are now viewed as strategic, only 35% saw increased resources this year, says Weber. “It’s no wonder that you’re dealing with burnout,” he said. “The work that you hope to do is different from the work that you’re actually doing. But it doesn’t have to be this way.”5% of HR leaders have a far more positive experience than everyone else. He shared their five secrets to doing the work of their dreams.Speak the Language of the BusinessToo often, HR “gets stuck in their own silo apart from the rest of the company,” said Weber. That’s why the most effective strategic leaders come from other departments, such as customer success, operations, sales, and even finance.“What’s interesting about these transfers is that from the start, they’re used to understanding a company strategy and then translating their strategy as it relates,” Weber said. “And so, one of the most important things that you can do is mimic the language of the executive team, know every single acronym, and know how the business makes money.”Leaders who want the opportunity to do innovative work also should be able to “rattle off the top three company priorities at any moment,” he added.Use Metrics and Data“One of the things I admire about HR leaders is they often know the issue and understand it intuitively,” he said. “But they can’t seem to get internal buy-in around what that issue is. And when you don’t have data as well, you can end up in this reactive posture, going from fire to fire.”On the other hand, proactive HR leaders build strategies by using data to prioritize their most important work, according to Weber. He said the three things that are central to making this happen are figuring out the data that matters, increasing engagement through motivation, and decreasing avoidable turnover.Have Courage and ConvictionWeber emphasized the importance of showing courage when pitching ideas to senior management.Adam Weber of 15Five led the thought leadership spotlight (company photo)“Fight for a yes, and debate until you understand the no,” he said. Although this idea seems simple, it takes some work.“How often have I seen an HR leader get super excited about something that was a squishy idea?” he said. “They believed in it, but they went to the leadership team with an apathetic pitch. And you know what happens in this scenario? You get rejected.”Instead, effective leaders “speak with confidence and conviction,” Weber said. “Executive teams, in general, are constantly scanning for risk; that’s their job. And if they sense risk, they’re going to avoid the bold initiative at all costs.”Activate Your ManagersPeople in HR tend to “have this superhero tendency,” Weber said. “They try to take on an incredible amount of work on their own shoulders. And this is a large reason that 98% of HR people are burned out.”This is why the best HR managers align the whole organization with them, including the executive team. Some of the best ways for HR leaders to support managers, says Weber, include creating consistent management expectations, providing skill-development resources, and assessing management effectiveness.Share Your ImpactThe final secret to strategic HR success is instilling belief in HR across the company, says Weber.“There are so many good-hearted HR people that don’t sell their work,” he said. “They’re doing amazing things, they take the first four steps. But they fall short on telling others how awesome what they’re doing is.” Weber recommends promoting success stories because “people gravitate to stories.”Finally, HR needs to share its impact through every possible medium, including team meetings and Slack. “This is not just a one-time thing,” he said. “You need to integrate selling your work into every single element of what you do.”Editor’s note: From Day One thanks our partner who supported this thought leadership spotlight, 15Five.Mary Pieper is a freelance reporter based in Mason City, Iowa.

Mary Pieper | December 20, 2023
How Career Growth Can Be a Part of Employee Experience from the Beginning

Today’s workforce is facing a myriad of challenges, from rising education costs, a shift to remote or hybrid environments, and career paths that aren’t clearly defined. It’s becoming more and more the responsibility of leaders to help employees become their best professional selves. As a result, workers are more likely to select an employer willing to invest in their development.Increasingly, workers say they want to grow in their jobs. How are companies designing an experience that provides a variety of career paths and development opportunities? At From Day One’s Miami conference, in a panel titled “How Career Growth Can Be a Part of Employee Experience from the Beginning,” experts discussed the most effective new educational techniques and pathways.Rethinking Traditional Education as an Indicator of TalentThe role of higher education is changing in today's hiring environment. “Enrollment in master’s programs is down,” pointed out moderator Joe Johnson, contributor at WLRN. “It’s incredibly expensive to go to school, sometimes the salaries are not necessarily keeping up, and they’re weighing out their options,” said Amy Turner, talent operations leader and senior director at RSM US.“What's happening is a lot of organizations are having to reevaluate what it takes to be successful in roles,” she said. Companies are taking a hard look at the value of higher education and whether those accredited employees actually bring special skills to the workplace, or if perhaps an alternative talent pool could be just as effective.For Market Leader and EVP at Aon, Brian Bark, who recognizes that perhaps not many college students are dreaming of being insurance professionals, that talent often comes from Aon’s internship program. “I’m interested in helping these kids in college find their way after they graduate, whatever way that is,” Bark said.“Employee growth starts in the interviews: letting them know they’re joining an organization where your entry role is important, but where you end up is more important.” Aon is also finding that four-year degrees are not necessary to many of their roles and has established an apprentice program to bring diverse talent into the workforce. “We’re taking kids who might not have ordinarily made it to college at all, giving them jobs, putting them through a two-year degree program, and then giving them full time employment after college,” Bark said.Training and Development for a New EraHR leaders are looking at professional development as a human-centered customer experience for employees, rather than one-off classes. “I never want to hear the word ‘training’ out of this team’s mouth ever again, we are now a CX practice, and our deliverable just happens to be learning in organizational design,” said Loren Blandon, global head of learning & growth at VMLY&R.“We really put ourselves into the seat of being learning and experience curators, designers, and architects versus trainers,” she said. With this mindset, development becomes more about how to help people grow within the flow of work, rather than through pop-up training sessions.In conversation moderated by Joe Johnson of WLRN, the panelists discussed how they support career growth within their workplace. Jackie Perez, VP, HR and corporate functions at Lennar, says that the company had experienced a turnover rate in the high 90s, until the organization established a three-day in-person orientation at company headquarters in Miami, recognizing that the moment someone joins an organization is a pivotal moment in their career journey. “We want to invest in how we immerse our associates from day one into our culture,” Perez said.“We have large groups, 50+ associates that are all starting the same day, and they go through an experience journey. Our CEO speaks to them, and we take them to our communities, and we create that excitement that’s going to create a lasting effect.” Lennar is looking to expand this pilot program into its other new company learning centers throughout the country.Not all successful employee engagement programs happen in-person, says Toni Banket, global head of TA, workforce development & employee branding strategy at Edwards Vacuum. Banket described her company’s online learning platform, called Coach Hub, which established long-term mentorship and short-term coaching pairings among employees. “The idea is to have someone that you trust whose opinion you value that can guide you through your journey to be successful within the work environment,” Banket said. “Continuous learning is embedded into our DNA.”Part of continuous learning is also recognizing when more seasoned talent might need a refresher or should be shifted to another department where their abilities are more valuable. “If you have an aging skill set, we want to get everything we can out of that employee, while it's still revenue generating,” Turner said.“It’s about having that performance management culture and those courageous conversations internally to talk about an aging skill set and the need to develop something and give them all the tools they need to be successful to embrace that.” These conversations, if handled correctly, can engender company loyalty and longevity rather than alienate older workers.Onboarding for Organizational SuccessIn today’s talent marketplace, onboarding isn’t just a quick sit-down with HR to go over company policy. “Onboarding is about how you bring an individual into the organization and set them up for success in such a way to not only be a contributing member in their job, but of the overall organizational culture,” Turner said.This engagement shouldn’t stop after an employee is no longer considered new. “Sometimes we over-index in creating this amazing experience for folks for those first weeks or the first 30 days,” Blandon says, while longer term talent is left out. “You have to continue to engage your associates at every point,” Perez agreed. It’s important to come up with creative ways to make them feel appreciated and keep them excited about the work.One way VMLY&R accomplished this was through its “Learnfluencers” program, where expert employees deliver and facilitate workshops to others, a boon to both the employee asked to teach as well as an inspiration to those in the audience. “It almost gives them an intern-like experience as existing employees,” Blandon said.Personal Growth for Employee SuccessUltimately, forward-thinking organizations are investing time, resources, and energy into ensuring personal career growth for their employees to drive loyalty, engagement, and organizational success. “We think about that entire employee lifecycle in terms of skill development: the skills you need to be successful in the role you’re in today, the skills you’ll need in a year, the skills you’ll need in three years, the skills you’ll need to get where you’d like to go in your career, and the skills you can take with you [if you leave],” Bark said.“It’s all about finding people that have the right DNA to excel in these roles, and then giving them the tools and experiences and training and, and development opportunities they need to actually get there.” Turner’s motto is “hire for attitude, and train to retain.” Companies should place a higher value on a worker’s ability to learn and grow, and then provide them with the tools and network to achieve.Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.

Katie Chambers | December 19, 2023
The Long-Term Shortage of Talent in the Post-Industrial Age: How Companies Can Respond

In the early industrial age, companies had a hierarchy built around manufacturing and machinery. But now workplaces are organized much differently. Their new priority? The talent. We’ve entered an era where the shortage of workers, obsolescence of skills, and new levels of employee agency will present employers with historic challenges. Most companies are not ready.The new Intelligence Age is a time when skills, employee creativity, information and AI will define our companies. In a recent From Day One webinar about “The Long-Term Shortage of Talent in the Post-Industrial Age: How Companies Can Respond,” speakers explored three strategies for success: rethinking the organization as dynamic rather than static, rethinking management with human-centered leadership, and rethinking HR as no longer an expense center, but rather a function like R&D that must build and invest in the company's people.All told, this means we need to redesign our companies around the person and shift to a new model for work. The time to act is now, experts say.The Changing Power Structure in the Labor MarketThe renowned Josh Bersin, founder & CEO of The Josh Bersin Company, says that with Baby Boomers retiring and declining fertility rates, there will be smaller generations coming forward to replace them. Employers will have a high demand for skilled workers but a much smaller talent pool, he says.“If you look at the supply and demand of workers and the labor force, it’s absolutely different from what we’ve seen in the past,” said Sania Khan, chief economist and head of market insights at Eightfold, an AI-driven talent intelligence platform.This could signal tough times ahead, especially in an age where companies are defined more and more by people and ideas than by machinery and products. “Scarcity of talent is one of the biggest challenges out there for companies,” said moderator Steve Koepp, From Day One’s chief content officer and co-Founder.Bersin notes that his company is getting consistent feedback from employers post-pandemic that they are having trouble sourcing new talent and with the retention of what is “a highly empowered workforce. We have employees saying, ‘I'm going to quietly quit. I'm going to work my wage. I'm going to do what I need to do. I don’t care what you say. You don’t like hybrid work? Tough luck, I’ll go find a job where I can work remotely.”Bersin predicts this is a long-term trend, and companies need to get smarter about finding and keeping their people. This is especially true in industries like healthcare, which is facing a major labor shortage despite a recent BLS report predicting 54% of new jobs will be in healthcare due in part to that same aging population that is decreasing the workforce.A Renewed Focus on Employees and ProductivityWith technology changing rapidly and more and more roles relying on it, companies will need to prioritize upskilling and reskilling opportunities to keep their workforce up-to-date and competitive. “Companies will need to focus on their employees,” Khan said, noting that companies that don’t prioritize training are already experiencing higher employee turnover.Another way to curb turnover is to take a hard look at workplace policies and make sure they are serving employees personally to make the organization more attractive, whether that is through flexible hours, hybrid options, and even AI assistance, Khan says.Bersin’s organization just finished a report on the prevalence of the four-day workweek or work time reduction. “This is becoming a big deal because employees want flexibility. We’re finding that this idea creates job productivity, and forces companies to redesign jobs,” Bersin said. “There are things that we’re going to do that seem unnatural now to deal with this labor shortage. In the future they will be commonplace. That’s just one example.”The recent webinar featured Josh Bersin of the Josh Bersin Company and Sania Khan of Eightfold (photo by From Day One)This changing definition of productivity, a focus on “revenue per employee” rather than hours worked, will also serve working parents well, Khan says, as they manage to get more work done in a shorter period.“Hiring more people isn’t necessarily more productive,” Khan said. Companies will start to measure their success by how efficiently they are utilizing their human resources to generate revenue, a focus on output rather than the size of the team. “The companies that are really good at productivity are good at human resources. They’re good at training, facilitating workshops, redesigning jobs, flattening the corporate hierarchy, changing the role of leaders, and democratizing career development,” Bersin said. “These things that might have felt like ‘nice-to-haves’ ten years ago are becoming critical to becoming productive in this new economy.”Reimagining a Skills-based HierarchyIn the information age, employment has been less about job titles and more about the work, Bersin says, with employees taking on tasks and using their skills for objectives far beyond their stated job description in order to accomplish the mission of the day, week, or month. “These rigid job descriptions, titles, and hierarchies are getting in the way of reorganizing and redesigning the company to be more efficient,” Bersin said. He anticipates an existential change in which the titles of managers and corner office perks will be deprioritized in order to get the work done.In turn, companies will be looking less at what skills prospective employees currently have and instead look at adjacent skills that show an employee has the potential to be upskilled to be the right fit, Khan says. A focus on skills, says Bersin, can also pave the way for automation. Employees can be allowed to utilize the top of their skill set if their lower-level, less skilled tasks can be automated.“If you look at the needs of an organization, you can put employees in specific, goal-centric projects,” Khan said. “Instead of just having you siloed to one department, you can now move around to where you’re needed based on your skills.” This would also allow employees to be well-versed in the whole enterprise, rather than just one area, so both the individual and the organization benefit. And tools like Eightfold can use machine learning to help companies analyze what skill areas are lacking and fill those gaps with talent.How Leaders Can Adapt to the New Workforce“Leaders have to understand this labor shortage existentially and operate in a company where transformation and growth isn’t an episodic thing–it's never-ending,” Bersin said. “The new model of leadership is, ‘can you build a company that can move people around, that can develop people, that can hold people accountable, but also give them the opportunity to move when you need them into a new place?’ Those are different kinds of leadership skills.”And with the hierarchy flattening, workers need to be prepared to sometimes be leaders and other times be more subordinate depending on the current project. “We have to democratize the concept of leadership.” Those with flexibility and an appetite for innovation will be most attractive to potential employers, Khan adds.And in a talent-driven company, HR will become more and more essential, and will be called on to understand a wide variety of skills, roles, and changing corporate models to operate within skills-based planning, Bersin says. Gone are the days where HR will be associated with conflict resolution and complaints. Instead, HR is becoming a forward-thinking, technology, and data-driven career path.Editor’s note: From Day One thanks our partner, Eightfold, for sponsoring this webinar. You can read more from Josh Bersin on the post-industrial age here.Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.

Katie Chambers | December 19, 2023
How to Grow and Engage Talent in the Age of AI

Could the presence of AI pose a challenge to the trend towards value-based company cultures by potentially diminishing the demand for workers?At From Day One’s Miami conference, Greg Pryor the SVP of learning & outcomes at Guild spoke with Drew Holler, CHRO of Lennar to discuss corporate trends and significant changes in HR. Pryor has over three decades of HR experience, where Holler spent two decades in retail and warehouse operations at Walmart before his current position.Despite their contrasting backgrounds, both observe and support a continuous shift in human resources. They’ve observed a greater emphasis on fostering an engaging, employee-centric culture for improved business outcomes.AI as a Tool for ProductivityA report published by Deloitte on human capital trends cites a study revealing that the demand for software and robotics to automate tasks grows by 20% yearly. In 2023, McKinsey & Company published a report on the effects of generative AI in the workforce. It found that frontline workers in lower-wage jobs are 14 times more likely to be forced to change careers.Holler holds a more optimistic outlook on the increasing use of AI. Besides his observation that Walmart gained more employees despite AI, he believes that AI has the potential to sustain the focus on valuing workers and their experiences as a priority in the pursuit of creating and accomplishing business goals.“One thing I would say though, is that the tools that are starting to emerge, especially in our space, can finally get us to the point where administrative work gets completed and we can actually pivot our people onto value-added activities.”Instead of taking away from workers, Holler sees more opportunities to invest in workforce transformation, company culture, and employee management. “I think it can get us to the point as a function where we’re providing real value-added services because a lot of the stuff that we get dragged into can actually go away.”While agreeing that AI radically transforms the process of administrative work, Pryor added another layer to the discussion, referring to Guild’s internal survey showing that more white men used Chat GPT than any other group. While AI is a productive tool in the workforce, workers of all backgrounds should have access to AI training to reap its benefits.Holistic Experience: a Modern HR StrategyHoller’s perspective of AI aligns with his experiences working in companies with cultures that support employee experiences and upward mobility. HR has evolved from traditional talent development strategies to adopting a more comprehensive talent and workforce management approach, with a central focus on enhancing the overall experience of employees and associates.Holler and Pryor spoke in a thought leadership spotlight session titled "Reimagine Your HR Team to Grow and Engage Talent in the Age of AI." Similar to how companies strategize customer service that centers on customer experience from the beginning to the end of the transaction, the employee or associate experience involves navigating workers on a journey of upward mobility by offering them support and resources to help them reach their professional goals.“Instead of just rolling out a talent program that your great talent people have come up with, really take time to listen to your employees,” Holler said. “Create a journey on what you want them to experience and feel and then develop the solutions behind that.”Using AI for administrative work clears a path for teams to restructure their programs to develop more holistic solutions, like employee success teams, career coaching, and other wellness programs. By providing valuable services to workers, there’s a greater capacity for companies to help their employees achieve personal and professional success, says Holler.Reframing Career Well-BeingIn the age of AI and a continuously changing workplace culture, the enduring trend in modern-day business goals and outcomes is to provide valuable worker benefits and professional experiences. By reimagining traditional strategies to cultivate a more meaningful experience, companies are shifting focus from a purely executive perspective to a more inclusive employee perspective.“If you do a really good job of listening to your frontline, not just listening to your leaders, they will tell you what they need. Every single time,” Holler said.Successful companies like Walmart prioritize offering employees a meaningful work experience. Holler recalled Walmart developing programs to help employees obtain college degrees. Lennar, one of the biggest homebuilding companies in America, created a student loan repayment program for employees this year to prioritize the career well-being of their workers.“I think where we get it wrong is when we listen to leaders more than we listen to our people,” Holler continued. “And when you do that too much, you start to develop things that are disconnected from the frontline, and you no longer serve them. Then you start to have turnover and bad experiences.”Holler rounds off the discussion by encouraging leaders to make the connection between better modern-day business outcomes and the personal and professional development of their employees. Achieving sustainable success lies a deeper fulfillment for leaders and workers, he says.“Drew, I want to thank you for your leadership,” Pryor concluded. “Someone who came from the biggest sort of procurement, supply chain delivery in the world, and said: ‘Where am I going to build my career? With all that background? I'm gonna go into people.’”Editor's note: From Day One thanks our partner, Guild, for sponsoring this thought leadership spotlight. Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses. 

Stephanie Reed | December 18, 2023
Cultural Transformation and Meaningful Work: Nurturing a Purpose-Driven Workplace

It’s no secret that happy employees are more productive. 12% more productive than their less-happy colleagues, according to a study cited in Fast Company. They also tend to be more loyal over time. But how do leaders create and foster a work culture that breeds happiness and purpose?“The intent to leave or stay in a job is only one of the things that people are questioning as part of the larger human story we are living,” said Caitlin Duffy, a research director in Gartner’s HR practice. “You could call it the ‘Great Reflection.’ It’s critical to deliver value and purpose.”In a From Day One conference in Los Angeles, industry leaders gathered to discuss how to create a space for happy workers, in a conversation moderated by LA Times reporter Faith Pinho.Maintaining Purpose Amid Internal StrifeNicole Husband, VP of people and culture at Warner Bros. Discovery, has had some experience with internal strife. To manage their work culture, especially during difficult times, they follow five guiding principles: act as one team, create what’s next, empower storytelling, champion inclusion, and dream it, own it. They’re focused on “putting these principles in front of people to the point where they can’t stand it anymore."Additionally, the organization has done a lot of work around acknowledging challenges and change, and providing education on how to lead through it. “Part of that is drawing employees back to why we are actually here,” Husband said.Amy Baker, vice president and people officer of corporate functions at Activision Blizzard, says in her six prior years at Netflix, they saw unprecedented change. In a short time, the company went from around 10 people to 800.“You have some people saying, ‘I feel like we’re growing so fast.’ It’s your work as a leader to be helping these people acclimate to the change that they’re going through by coming into this company,” Baker said. Activision Blizzard just weathered a huge work culture shift over the past year after Microsoft acquired the gaming company. Baker says you have to be super clear about what’s happening next. “You have to operate in that spectrum. I call it like the HR skeleton key, you have to be able to open any door with people,” Baker added.The panelists discussed the topic “Cultural Transformation and Meaningful Work: Nurturing a Purpose-Driven Workplace” at From Day One's recent LA conference. Both Baker and Husband alluded to the fact that they work with extremely dedicated and passionate people. With that passion in mind, Pinho pointed to the individual purpose people bring to the job, a purpose that might not always align with the company’s.“Organizations can be very self-absorbed and selfish. It’s all about their purpose, not about your purpose. But the more you engage in the conversation about what’s important to you, you will find that alignment. The more that organization is going to pour into you, the more that relationship is built,” said Jerrold Coakley, the SVP and chief human resources officer at Stater Bros. Markets.Coakley says it’s about sharing a joint story between the employee and employer that builds a relationship and uncovers what the two can accomplish together. “Normally the misalignment happens when we’re so concentrated on performance. And that’s not what people really care about. We have all these systems in place, and all these consultants make so much money off of us, because they tell us it’s all about performance. No, it’s really about development. People want to know that their leader is helping them get to their personal greatness. So as a leader, if you concentrate on development more than performance, you get the gift of their performance back.”For Octavius Black, co-founder and CEO of MindGym, the purpose value is something attainable by every worker, no matter where they are.“In my experience, everyone wants to feel that they’ve done something that matters. So the question is, how can you help people find the thing they care about come to life at work. And it’s up to our leaders, our managers, and us as HR professionals, to ignite that passion that people have for something and bring it to the workplace,” Black said.Sometimes too much purpose is a bad thing that can lead to burnout. “How can you ensure a healthy work life balance while still driving that mission forward?” Pinho asked.“This whole idea of a healthy work life balance, I just don’t think it exists yet. You are seeking, seeking, seeking–constantly trying to get there,” Husband said. Yet despite her skepticism, she says there are leadership strategies that can mitigate burnout, other than putting the onus on the employee to figure it out on their own. For leaders, they can make sure they are properly staffed, one. And two, leveraging resources to support staff during reorganization, is key.According to Black, company initiatives that try to change the outside behavior of employees, through meditation, yoga, a corporate gym membership, counseling, really only help the workers who intend to engage in those behaviors anyway. He says in studies they’ve done there was no change between the people who’ve been through the programs versus those who had not.A Larger Sense of Purpose for the Community“The trend lines now, with early career professionals and the young people coming in now, the data I’ve seen, both anecdotal and otherwise, shows they want to know that you’re doing something good for the world,” said Matt Stone, senior solutions consultant at Attuned.To do this, Stone says companies have to be clear on what their culture is and how that can translate to the wider community. “It could be days off to volunteer, or it could be if your company does a particular service, getting creative about where they could help.”Coakley parses the difference between words, actions, and where your values are. “Words matter. So, you have to say the words and then follow the words with your actions. Go back and look at your values. If they sound aspirational, they are not values. Rewrite them. Your values are the minimum expectations that you’ll tolerate within your organization,” Coakley said.“So when you come to work with us, you can expect this. That’s going to push your organization forward, investing in those communities and letting your people see it.”Matthew Koheler is a freelance journalist and licensed real estate agent based in Washington, DC. His work has appeared in Greater Greater Washington, The Washington Post, The Southwester, and Walking Cinema, among others.

Matthew Koehler | December 18, 2023
Charting a New Course: How to Nurture Career Growth by Showing Workers What’s Possible

How can a company overcome the challenges posed by Covid and thrive once again? According to Ana Maria Sencovici, the chief talent officer at Royal Caribbean Group, the key lies in revitalizing career growth and development strategies.In conversation with Tom Hudson, senior economics editor and special correspondent for WLRN Public Media, Sencovici says that prioritizing intentionality post-Covid helped the cruise company navigate financial challenges, adapt to ever-evolving employee needs, and emerge stronger as a result.“We have a real constraint, which is our budget. And we need to operate within that,” she said. “So from a talent perspective, it’s prompting us to be essential, intentional, and super creative.”Intentionality centers on replatforming the talent ecosystem and reevaluating the organization’s foundations—its understanding of careers, roles, performance, and more, “with a keen eye toward what matters, what moves the needle in an evidence-based way.”Sencovici spoke at From Day One’s conference in Miami. During a fireside chat titled “How to Nurture Career Growth by Showing Workers What’s Possible,” she outlined a new five-destination program encouraging employees to explore their aspirations, see new possibilities, and launch their career journeys.Hudson and Sencovici spoke in a fireside chat at From Day One's Miami conference. The cruise industry struggled greatly during and after the pandemic. This period was characterized by port closures, financial trouble, and the need to rehire talent on a very limited budget. Now the Royal Caribbean Group has managed to surpass pre-pandemic measures. Sencovici said it began with the organization adopting an employee-centric approach. Through pulse surveys, the organization discovered that career development was the foremost pain point for its employees.“So we started where the employees were and thought, ‘let’s use that as the replatforming vehicle, as the channel and the delivery mechanism for all of this expectation-setting and development,’” she said.The Five-Destination JourneyWhat emerged is the journey of five destinations, a program designed to integrate various elements within the talent ecosystem. The first destination involves questioning how employees think about their careers, encompassing the basics of level-setting and performance.The next takes an employee-centric approach. It asks them to consider what they want. What are their aspirations and goals? The third is where employees think about what’s possible. It encourages them to consider the sea of opportunities available. Questions like, “What are the experiences that can be offered here? What are the skills that you can gain and the skills that will help you thrive, to set that foundation and educate, while at the same time inspire,” are asked, said Sencovici.This builds up to destination four, which invites employees to “chart a course.” Once the goals are set and the opportunities are laid out, what will they do with them? How can the organization give them the tools to achieve their goals?“One of the greatest skill sets to teach is learning how to learn,” Sencovici said. “How do we actually help integrate that from the beginning and teach people that muscle, so that no matter what skill is the next flavor of the month, we’ve invested in you to teach you how to learn.”These initial learning and development-centric steps bring us to the fifth destination: employees taking accountability. This is where feedback mechanisms come into play. It involves educating employees to pull feedback from the system to determine if they’re on track to achieve their goals.Key FindingsConsidering that career development was a pain point found in their pulse survey, Sencovici expected more employees to sign up for the program. However, her team didn’t necessarily get the expected reaction.The lesson she learned from this is to “never under-appreciate the mental bandwidth that is available to employees” who face many organizational demands.Despite the low participation, Sencovici maintained that not making the program compulsory—and offering employees a way to opt in and opt out at any time—is the right approach. “The very reason for putting this forth was to enable an ownership mindset. If we say ‘chart your own course,’ and then we mandate that, people are actually building the muscle of ownership,” she said.The second takeaway she offered to the audience and those tasked with making similar changes is to embrace resistance. “Resistance is always there. So, if you’re going through changes, you’ve got to acknowledge that and understand the benefit of resistance. And then infuse that into all the stuff we already know about change.”Looking AheadThe conversation also touched upon the Royal Caribbean Group’s trifecta proposal: a financial plan announced to shareholders and investors to help the organization recover from Covid losses over the next three years.How does the employee journey feature in this scheme? Despite financial restraints, Sencovici said the company has creatively integrated the career journey into its initiatives on a very limited budget. An example she described is the “Career Concierge,” an interactive video coaching session that takes employees through the five-destination journey. Because the systems are already in place, the organization easily interacts with employees at scale with little added investment.To wrap up the conversation, Sencovici outlined how this plan will evolve in the future. The first year was all about building the spine of the talent ecosystem. The goal for the following years will be to add muscle. The company will continue to provide the platforms, rituals, and habits that put employees in the driver’s seat. The goal is to develop a culture where employees feel empowered enough to invest in themselves.Keren's love for words saw her transition from a corporate employee into a freelance writer during the pandemic. After having made her mark as a Top Rated Writer with over 2000 positive reviews in the extremely competitive Upwork space, and having been featured on various magazines and publications, Keren has now moved on to bigger and better with her own digital marketing agency aptly named Epic Owl. When she is not at her desk whipping up compelling narratives and sipping on endless cups of coffee, you can find her curled up with a book, playing with her dog, or pottering about in the garden. 

Keren Dinkin | December 14, 2023
Could Older Workers Be the Solution to the Labor Shortage?

Where are the workers? The list of occupations suffering critical shortages in the U.S. keeps getting longer: teachers, nurses, bus drivers, social workers, accountants, air-traffic controllers. While the problem is relatively new, it’s becoming a long-term one. “The number of humans available to work is starting to go down,” said HR consultant Josh Bersin in a recent From Day One webinar. “Over the last four years or so, from the pandemic on, we talked to so many companies and heard the same thing over and over again: We don’t have enough people, we don’t have enough skills. We don’t know where to source them.”A major cause of the problem is demographic: the Baby Boom generation is retiring, a trend that sped up during the pandemic, and fertility rates are declining all across the developed world. In 2024, for the first time, Generation Z will represent a larger portion of the workforce than the Baby Boomers.Yet therein lies one of the solutions: persuading older workers to stay in the labor force longer, as well as creating opportunities for younger generations to have longer careers. In February, the Wall Street Journal ran the headline, “Here Comes the 60-Year Career.” The story profiled Millennials setting themselves up for six decades of work comprising multiple career switches, returns to school, detours, and sabbaticals. Millennials and younger generations have no choice but to think differently about their careers, the reporter Carol Hymowitz wrote. “Because they are likely to live healthily into their 90s or longer, they must learn to navigate 60-year careers instead of the traditional 40-year span.”But longer careers punctuated by breaks and reinventions are not just the Millennials’ doing. The Boomers are already experimenting. In 2022, the job website Indeed noted an increase in the number of people “unretiring.” Short of savings or restless in retirement, older workers are increasingly stepping back into jobs they left a few years ago, this time looking for flexible hours, part-time consulting jobs, or even gig work. “We’ve had this model of working from the moment you graduate college or high school until you’re 65,” Sania Khan, chief economist at the talent intelligence platform Eightfold, told From Day One. “Employers are realizing that this is an outdated model.”Though a growing part of the population, older workers have represented a shrinking portion of the workforce, especially during the pandemic. While labor-force participation among Americans aged 15–54 has recovered to pre-pandemic levels, it has not bounced back among those aged 55 and older, much of this due to excess retirements of Baby Boomers.At the same time, the national unemployment rate has been below 4.5% for two years, and employers are struggling to find the workers they need with the skills they need.This leaves employers wondering: how can we encourage workers to stay on the job?In a Tight Labor Market, There Is No Room for Ageism “Necessity is kicking ageism to the curb, pushing businesses to reevaluate hiring strategies and perceptions when it comes to this essential part of any workforce,” reads an Eightfold report. “In a strange twist, the looming labor shortage may be the kick that’s needed to shift the narrative on age and employment. As the supply of workers tightens, organizations are finding themselves in a bind, and they must take a closer look at experienced workers, those with a lifetime of skills and wisdom to offer.”There are 9.5 million open jobs in the U.S., but only 6.5 million unemployed workers, a labor shortage that affects almost every industry in almost every state, according to the U.S. Chamber of Commerce. Companies can’t afford to discriminate, and often-marginalized groups are reaping the benefits.Data: Glassdoor analysis of Census Bureau data. Chart: From Day One adaptation of graphics by Axios and Glassdoor To recruit and retain older members of the workforce, employers are embracing age-inclusion. PNC and Bristol Myers Squibb have added benefits like workplace menopause support and healthcare to match. Fannie Mae and Booking.com now offer grandparent leave so workers can take time away from work to care for new grandchildren. Recruiters are scrubbing age-biased language from their job descriptions. Financial counseling services that include retirement planning are a popular new addition to total rewards. Some employers are offering “flextirement” arrangements that allow retirees to come back part-time or temporarily.Some organizations are actively hiring from older demographics. Especially when the customer base is seniors, it makes sense that the company is staffing seniors as well. One of them is Naborforce, a gig-work platform where seniors can request help from “nabors” for tasks like setting up a computer, getting to the grocery store, or doing the laundry. The average Naborforce client is 83 years old. Almost three-quarters of nabors–the gig workers who power the platform–are 50 or older.“There is a big group of untapped resources–empty nesters and retirees who are not looking for a job, but love the flexibility. They are craving purpose, they want to feel needed, and they’re craving connection,” founder Paige Wilson told From Day One.Not only is the company’s gig workforce predominantly seniors, Wilson is actively recruiting older workers to her staff. In November, Naborforce piloted its first “golden internship” program. Paid interns come into the office 10–12 hours per week to advise on user experience, marketing, messaging, and business operations. The first intern, a former nabor and retired business owner, is in his 70s. “Our target market on all sides of our business are seniors or close to it,” said Wilson. “We are not discarding older people. We are hiring them like crazy,” Wilson said.As Workers Retire, the Skills Gap GrowsAmong companies whose workers skew older, workforce planning is getting tougher. In certain industries and roles, older workers are retiring, but no replacements are on their way.For global logistics company Pitney Bowes, finding young workers with the right skills is getting harder. “Electromechanical [engineering] is a skill set that our service force is very much in need of,” said Andy Gold, the company’s chief HR officer. There are fewer qualified candidates coming out of schools and training programs than there used to be. Younger professionals seem to be more interested in programming the machines than building them, he said.For now, the company is trying to recruit from within, finding workers who are willing to learn the new skills. They’re also talking to older workers about their retirement goals so they can train younger ones before clocking out for good. Gold isn’t the only one wondering where the talent went. In other industries whose workers are long-tenured and have decades of experience, the talent pool is drying up. “For some of the professional service jobs, for example, the qualifications needed are time-intensive,” said Jen Schramm, senior policy advisor at AARP. “[Companies] can look ahead in their workforce planning and see on the horizon that they will have a shortage. In the long-term, they will have to increase the labor pool of people that have the correct certifications or qualifications or licensing. But in the near term, they don’t have time to wait.”Early this year, the Greater Richmond Transit Company, or GRTC, which operates mass transit services in Richmond, Va., experienced a bus-operator shortage (due in part to retirements) so severe that it interrupted normal service and blocked planned expansion projects. According to the Bureau of Labor Statistics, the bus service and urban transit sector has the oldest median worker age–52.4 years–among all industries in the U.S.As of January 2023, the GRTC employed about 230 bus operators; it needed 50 to return to pre-pandemic service and an additional 20 more to expand. The company couldn’t find the talent it needed, so GRTC created its own pool by covering the cost of commercial drivers-license training for new hires.By November, that gap had been closed, with more than 300 full-time operators hired, 27 working on a part-time basis, and 35 more in training. GRTC also sweetened the deal for new hires, who got a signing bonus, and for all operators, who got a 43% pay raise.The Value of Long-Term Knowledge and LoyaltySome employers may not need to cultivate their own talent pools to fill immediate openings. Older workers are a solution to both the skills gap and the labor shortage, said Eightfold’s Khan. “Employers see that they have a skills gap. They know that they have to switch over to a skills-based workforce planning solution in the near future,” she told From Day One. “I think they haven’t started to see older workers as a resource quite yet.”The world is spoiled with a wealth of knowledge represented by an aging workforce. According to the 2020 U.S. Census, the number of people aged 65 and older grew five times faster than the whole U.S. population did in 100 years. In 1920 fewer than one in 20 Americans were 65 or older; as of 2020, it’s one in six. “We should give them a choice,” Khan said. “Those who want to continue working and feel that they’re capable should be able to, and they should be valued as a resource.”Employers opting to fill vacant spots with younger, “cheaper” workers are losing institutional knowledge and wisdom built on decades of experience. Plus, older workers tend to be more loyal to their employers. “We’re going to see a very stark labor supply and demand imbalance very soon as these workers age out of the workforce and retire,” Khan said.The Legacy Stage of One’s CareerIf careers are getting longer and changing shape, with employees embracing career lattices instead of career ladders–could there be new stages too? Andrés Tapia, global strategist for diversity, equity, and inclusion at consultancy Korn Ferry, favors a new segment to working life, a denouement between career and retirement known as the “legacy stage.”In the legacy stage, older professionals on their way to retirement rework their professional contributions with schedules, benefits, and compensation to match. “It will be about mentorship and wisdom,” Tapia said. In exchange for fewer hours, very flexible schedules, and sabbaticals, legacy workers may get lower pay and less decision-making power. “A lot of Boomers feel vigorous and in charge, they want to keep ‘riding the train,’” but some roles do need to be vacated so younger workers can move in and get the experience. “It’s about reciprocal adaptation between generations,” Tapia told From Day One. “Older workers have to stop diminishing the contributions of young workers and younger generations have to be inclusive of older ones.”As workers age, they enjoy passing on their knowledge, said Schramm at AARP. “Companies that are savvy about having a multigenerational workforce, that’s something they leverage, but they do it from both sides”–giving younger workers the opportunity to pass their knowledge to older generations too.“Many people are not ready to retire at age 65, but age discrimination really starts at age 55,” Tapia said. “That’s when people start feeling devalued.” But if we create a legacy phase where decades of knowledge is elevated to its own category, he argues, “rather than coasting by default, you coast by design.”Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One contributing editor who writes about work, the job market, and women’s experiences in the workplace. Her work has appeared in the BBC, The Washington Post, Quartz at Work, Fast Company, and Digiday’s Worklife.   

Emily McCrary-Ruiz-Esparza | December 13, 2023
How All Managers Can Become Leaders in Diversity, Equity, and Inclusion

During her time at Uber, Siran Cao knew she had a problem in her workplace when one of her employees had turned down a promotion twice.The reason, Cao discovered, was the employee’s need to access government childcare benefits, a commonality that a few other workers shared.“I can’t tell you the number of conversations I had with employees who turned down a promotion because they would lose access to government childcare benefits. Some of those same people take out loans in the summer because they couldn’t access subsidized summer care,” Cao said. “That's not an equitable workplace.”Now as co-founder and CEO of Mirza, a comprehensive child care solutions software, Cao takes her experiences from previous companies to help build a more equitable workforce for other companies. In From Day One’s Miami conference, Cao and industry leaders sat in conversation with moderator, Paul Bomberger, veteran South Florida business editor, to discuss diversity, equity, and inclusion (DEI) strategies in their workplace.Lean into Cultural ConversationsThe murder of George Floyd caused an outcry for cultural change within America, and as senior vice president of human resources of Telemundo Enterprises & Latin America at NBCUniversal, Ashaki Rucker knew it was a conversation her leaders needed to tap into.“People had a lot of emotion, frustration, and questions that they wanted the organization to address from George Floyd’s murder. Our company wanted to ensure that we facilitated a collective and consistent message about how we were viewing DEI and also give people the tools to have effective conversations on topics that are sensitive,” Rucker said.The panelists discussed “How All Managers Can Become Leaders in Diversity, Equity, and Inclusion” in Miami.In a continuous learning series called “Meet the Moment,” Rucker says that tapping into difficult cultural conversations can help leaders grow while meeting the needs of the employees.“Our Meet the Moment sessions are meant to create space for employees to have ongoing conversations about topics that are timely and relevant for the moment,” Rucker said. “The most recent session was about the war in the Middle East. We leaned in heavily to focus on mental health, and provide our employees tools to ensure that they’re taking care of themselves.”Measure for Success, Not Just QuantityFollowing Floyd’s murder, there was a 55% increase in DEI roles. But a recent study showed DEI roles being cut at a higher rate than non-DEI roles, hinting at receding momentum.From increased employee performance to higher revenue, DEI can offer a strong business value to companies. However, for DEI initiatives to be successful, leaders need to implement an effective strategy that challenges existing work culture, says Stefano Boero, senior vice president of people and culture at technology company, Amadeus IT Group.“We cannot deny the correlation between diversity and business performance, but some people think that just by increasing the number of diverse employees, the performance or the business is flourishing,” Boero said. “It’s not like that. It takes years and it takes a change in the values or changing the identity of the company.”Engaging LeadershipIn a study by Harvard Business Review, researchers found 97% of HR leaders said their organizations have made changes that improved DEI. However, only 37% of employees agreed that their workplace has made changes to improve DEI.The stark difference emphasizes not only the importance of leadership buy-in but also the need for a stronger execution of DEI initiatives. To do so, leaders from all levels need to be tapped in, says Zoe Hernandez Wolfe, vice president of talent management and development of healthcare company, Baptist Health.“At Baptist Health, we want all of our leaders to embrace DEI and we do that by engaging our senior executives from the very top,” Wolfe said. “We found ways to bring in the entire leadership team to embrace DEI, in whatever area they might be passionate about. So if they’re passionate about LGBTQ+ rights or about employees with disabilities, they can hire or mentor those folks.”While 71% of DEI leaders do believe that leadership is involved in endorsing and advancing DEI initiatives, only 13% of the respondents believe that executive leaders are proactive and visible in those initiatives.DEI needs to be embedded into the culture and work of leadership to gain greater support, Diane Psaras, executive vice president and chief human resource officer of VITAS Healthcare, said. Psaras highlights the success of a key DEI initiative in her company that leaders participate in.“We have a dedicated professional as a leader whose efforts are at the forefront of our community engagement within our communities of color, and supporting minority health care professionals as they continue to learn and develop,” Psaras said. “Our leaders go to these engagements to educate and empower those folk and those types of efforts have strengthened our communities, and in turn, our leaders. They’re right in the thick of it, learning firsthand the importance of DEI.”Wanly Chen is a writer and poet based in New York City.

Wanly Chen | December 13, 2023
Leading With Humanity: What Younger Workers Expect From Their Managers

When Maribel Diz, senior vice president of human resources at Visa, joined the workforce, she recalls being motivated by a desire to climb the corporate ladder, an ambition shared among others in her generation. The fruits of their labor were to be rewarded ostensibly with higher pay and rank.Millennials and Gen Z, however, approach their careers from a slightly different perspective, Diz shared in a fireside chat during From Day One’s Miami conference. Diz sat down with moderator Jane Wooldridge, senior director of journalism sustainability and partnerships at the Miami Herald, to discuss how managers best tailor their leadership styles to courting a multigenerational workforce, particularly young workers.“They’re driven by intrinsic value,” she said. “These employees care about impact. They care about society. They need to have a sense of pride in the company that they work for.”Gen Z, individuals born between 1997 and 2012, represent an increasing share of the workforce. The cohort is forecasted to be 30% of the workforce by 2030, according to the U.S. Bureau of Labor Statistics. Employers focused on high retention rates will need to think about how their employees perceive their role in the company and the extent to which their varying expectations of their managers are being met.Diz’s answer to centering the needs of a multigenerational workforce? Lead with humanity. Authentic LeadershipYoung workers’ trust may not be bought, for example, with a happy hour hosted by their managers, Diz says. But they do want their managers to be stand-up people who will stick up for them when needed.“They’re looking for someone who will have their back, that will give them feedback and coaching,” she said.Providing work-specific guidance signals that employers are invested in their workers’ growth and capability to meet expectations. Still, above all, Diz says beyond work-related agendas, managers should lead with humanity.Maribel Diz of Visa, left, was interviewed by Jane Wooldridge of the Miami Herald, right, during the fireside chat session. She defines this as an authentic relationship-building where employers think of their employees holistically – not just individuals performing a service for the company, but as people with distinct lives.“It starts with asking someone, ‘How are you doing?’” Diz said as an example. “‘How was your weekend?’”Such questions should not be treated as a checklist at the beginning of the meeting or an optional afterthought at the end, rather they represent continuous practices to foster an empathetic workplace.Managers who come across as humble or relatable may also find that employees have more confidence in their leadership. To that end, managers must admit their mistakes and admit when they do not have all the answers. “Always take accountability,” Diz said. After all, everyone is human.The Cost of Losing EmployeesThere’s also a financial benefit to leading with humanity.In a 2022 McKinsey study on generational gaps in the workplace, researchers found that 77% of Gen Z respondents reported actively looking for a new job. Employees may be courted by competitors at any given moment. If they feel that their values and expectations do not align with what their employer is putting forth, they can have a higher incentive to depart prematurely. Loss of talent can be a financial blow to the company.“Do you know how much it costs to hire someone?” Diz said.In the months-long process to recruit, vet, interview, and onboard new hires, companies can rack up costs that range from 50% to 200% of the role’s base salary, according to analysis from research firm Forrester.“If you hire someone and you lose them within six months or even a year because you haven’t fostered that connection with them, you’ve just lost a lot.”She continued, “It doesn’t take much to connect with your people.” Once these relationships have been built across your workforce, a domino effect can occur.“More people would want to sign up and work for you,” Diz said. “If we just pay a little more attention, the reward is just tenfold.”Uwa Ede-Osifo is a writer, journalist, and producer based in Brooklyn, NY. She recently concluded a reporting fellowship at NBC News where she covered national news including youth culture, race, and inequality.

Uwa Ede-Osifo | December 13, 2023
Finding Purpose: The Power and Pathways of Meaningful Work

Six years ago, Ross Stores reopened its first retail establishment in a part of Oakland, California where all the grocery stores and other shops had left. “Everyone laughed,” said Shawn Moore, Ross’s director of diversity, equity and inclusion.However, on opening day, “there was a line out the door,” he told NBC 6 news anchor Constance Jones, who moderated a panel titled “Making Work Meaningful in an Uncertain World.” Moore spoke alongside four other executives at From Day One’s Miami conference.“I felt like a hero. It’s such a simple thing to just be in the space to give people an opportunity to shop and have the same access to goods that anybody else would have.”Ross Stores also partners with charitable organizations nationwide, including local ones where its stores are located. “All our associates can feel really good about it,” Moore said. “The last thing anyone wants to do is work for the evil empire, a company that doesn’t care and is just taking resources out of the community.”What Does Meaningful Work Mean?People spend too much of their time at work for them to not care about why they’re doing it, says Federico Demarin, chief people officer for GroupM’s Latam division. “If you understand why you are doing it, you’re going to be happier,” he said.Research shows that when individuals feel they belong to an organization, they are more productive and more willing to recommend the business as a great place to work, says David Bator, managing director of the Achievers Workforce Institute.“People fundamentally want to know that they matter,” he said.But when it comes to activating an employee in a purpose-driven way, “it’s more complicated because not everyone finds the same meaning in work,” Bator said.Rachel Schneider, the founder and CEO of Canary, said for many people, being able to support themselves and their families is “a purpose for working that’s incredibly valuable.”Another motivating factor is a sense of contributing to an organization’s purpose and being recognized for that contribution, says Schneider. Feeling connected to colleagues can also be meaningful.Ideally, companies should help their employees “feel all versions of purpose,” Schneider said.The idea of an emotional salary, or the emotional gains of working, is good, but “it’s not trading currency. It’s not something you should try to leverage so you don’t have to do other things,” Demarin said.That’s why allowing employees to grow within the organization is crucial, says Moore. “I’m really proud that about 78% of our leaders in stores are internally promoted,” he said.Connecting the Mission to Employee PurposeCompanies that want their employees to find meaning in their work should put that at the beginning of their interactions with potential team members, says Demarin.Many times, a job description is “just a statement. It’s just something that ChatGPT has done,” he said. “How do you connect it with the person’s purpose when they are interviewing? How do you talk about purpose in your onboarding? How do you talk about purpose in your performance management and career development? If you really want to create meaningful jobs, you need to start embedding this idea of why into the whole journey.”The panelists spoke on the subject “Making Work Meaningful in an Uncertain World” in Miami. Abbe Partee, vice president and head of global certified learning for DHL, says the organization has a foundation program it sends each employee to.“They go through it in a day, but they understand how they are connecting people and improving lives,” she said. “They understand how they’re an essential part.”DHL also recently rolled out a supervisory academy for frontline leaders. “They go through a 15 to 18-month program where they focus on a lot of the soft skills around recognition, connection, communication, and more. But my favorite part is that they are focused on developing and training and making their hourly associates into their successors,” Partee said.One of the best ways to help employees connect their purpose to the employer’s mission is through frequent recognition, says Bator.“Our research shows that when someone is recognized in a meaningful way, meaning that it’s personal and specific, it carries great weight for employees,” he said.Paying attention to individual team members’ personalities and desires is essential, says Schneider.  “A big piece of helping people feel connected to the purpose at work is knowing that there’s a lot of different on-ramps to whatever your company’s purpose is,” she said.“If you’re a good manager, you’re going to ask people what their on-ramp is and help them see how they’re accomplishing their own purpose in alignment with the company’s purpose.”Mary Pieper is a freelance reporter based in Mason City, Iowa.

Mary Pieper | December 12, 2023
Creating a Culture of Feedback: Embracing the Discomfort

In either the classroom or the workforce, everyone has received feedback at some point, whether constructive and effective, or unclear and confusing. Those who are in the position to give reviews are often uncomfortable with doing so, which can result in feedback that is ineffective.“People need to know where they stand,” said Willie Jackson, partner and head of growth at ReadySet, a diversity strategy firm. Jackson led a thought leadership spotlight titled “Creating a Culture of Feedback: Embracing the Discomfort,” at From Day One’s recent Miami conference.“There is something that I call the tyranny of niceness that pervades a lot of corporate cultures where we pretend everything is okay, we nod along, we don’t give people critical feedback, and then nobody actually knows where they stand.”Incorporating a human-centered feedback approach can help workers feel more at ease in the workplace. Instead of receiving vague feedback that provides no real clarity on work performance, individuals benefit from open and professional communication, which can make them feel more secure in their roles.How Feedback Can Impact MoraleWillie Jackson, partner and head of growth at ReadySet, led the thought leadership spotlight in Miami. When it comes to feedback, women are more likely to receive criticism not for their work performance, but for their personality and how they make other people feel. Around 76% of women have been told they’re too aggressive in their reviews, whereas only 24% of men received this criticism in an analyzed sample of performance evaluations conducted by The VMware Women’s Leadership Innovation Lab at Stanford University.People of color also experience feedback that is not only less concrete, but also less authentic than that of their peers. Compiling facts and concrete evidence to support feedback is imperative to ensure efficient feedback is given to each individual, no matter their gender and racial identity.Emotional energy plays a large part of how feedback is received. Regardless of how simple the feedback may be, if the individual giving the information is emotionally charged, the person will respond to the energy and not to the content of the conversation. Maintaining a relaxed disposition will help the review stay focused on the topic and not the emotions of the various parties.How to Implement Efficient FeedbackGiving feedback is an unnatural and uncomfortable feeling for most people. It can be a hard conversation, and many find it easier to skate over the real issues than to face them head-on.“Let’s say a direct report of yours sent a deliverable too quickly without it being reviewed, and it didn’t look great. Speed is important, but pausing to focus on quality control before sending can ultimately save us time.” Jackson offered an example of feedback in this situation, “‘Next time, please send me a draft before distributing, and we can talk through it together,’” he said.“What I love about this framing, phrasing and language is that it acknowledges the mistake without dwelling on it,” said Jackson.Jackson and his team at ReadySet have overcome this issue by using a system called FLIF, which stands for felt, liked, improved, and feedback. Before getting into detail about how to improve an outcome, they will go over how they felt, what they liked about the situation, what they would improve for next time, and finally, the feedback.Telling someone, ‘Hey, let’s FLIF this out quickly,’ can help take away the awkwardness of telling someone they need to be given feedback, says Jackson.Harm can also happen when giving feedback. “We also want to be equipped and prepared to repair harm in the event that it occurs,” said Jackson. After giving the person some time, it is essential to reach out to them to see how they are feeling after having digested the information and if they have any feedback for the reviewer. This shows the person their well-being is valued, and will help them avoid feeling that the conversation was punitive in nature.Editor’s note: From Day One thanks our partner, ReadySet, for sponsoring this thought leadership spotlight. Jessica is a diverse writer and crochet enthusiast based out of Upstate New York.

Jessica Manley | December 11, 2023
Developing Diverse Leadership From the Start

“It takes a lot of personal energy and commitment on behalf of a lot of people to make meaningful sustainable change,” said Kimberly Fernandes, VP of learning and organizational development at The Wonderful Company. “Companies that are making strides in an enduring way are doing it slowly and less publicly.” Following the murder of George Floyd, many companies announced diversity, equity, and inclusion initiatives. However, in some cases, those initiatives didn’t last long. “It’s hard to sustain that level of public outrage,” she said. One of the best ways to make lasting changes is to create an organizational culture that allows all employees to see themselves as potential leaders, says Fernandes. She noted that 60% of The Wonderful Company’s employees are Hispanic, but most leaders are white. To change that, the organization is cultivating talent from its frontline workers, whether they are harvesting fruit and nuts or in the company’s production plants. “They are given career pathways to develop into those leadership positions,” Fernandes told reporter Stacy Perman of the Los Angeles Times, during From Day One’s LA conference. Fernandes and four other executives spoke in a panel discussion titled, “Developing Diverse Leadership From the Start.”From the Top DownThe mandate for energetic, inclusive leadership must come from the company’s board of directors and C-Suite to be successful, says Michael Watson, head of customer success, North America at Eightfold.“If it’s lower than that, then you’re just one person away from leaving the organization and everything changing,” he said, noting the average tenure these days is three and a half to four years. That’s why it’s essential to have succession plans not just for business continuity but also for employee resource groups and DEI “so you don’t lose a beat when someone leaves,” Watson said.But what if corporate leadership isn’t setting an agenda for diverse leadership?Watson said he worked for organizations in the past where this was the case, “I used to say to my teams all the time, ‘If we can’t control the culture of everyone in this company, at least we can control the culture in our team and our group.’ Our thought was maybe other people will see that and be inspired to take that on.”Leaning Into Core ValuesThe push for diverse leadership must align with a company’s core values, according to the panelists.“It starts with the culture,” said Marissa Waldman, chief excellence officer of Leaderology. “We’re seeing it in turnover. We’re seeing it in unions and strikes. The employees are demanding companies take a stand. We need the C-suite to step forward and align with the company’s values in a way that isn’t performative.”If a corporation has its values on the wall, employees expect senior leadership to take them seriously, says Waldman. Workers are saying, “This is what we care about. Prove it, or we’re going to hold you accountable,” she said.If company leaders only advocate for diverse leadership to tick a box, “it’s not believable,” said Christina Glennon, head of DEI programs and operations, Levi Strauss & Co.She said the company “has a really strong history of putting people first. So our value of empathy really comes through in our DEI programming, primarily in the way that we expect to captivate the hearts and minds of our leaders.”Darren Chiappetta of Roku spoke to the importance of listening to ERGs.Ways to Develop Diverse LeadershipOver the past couple of years, there’s been an outpouring of development programs and pipelines to assist employees who traditionally have not been in leadership roles, says Darren Chiappetta, global head of employee relations & workforce compliance at Roku.“I spent 20 years at Disney, and the employee resource groups were a part of it,” he said. For example, if Disney were making a movie with characters from an underrepresented group, the ERG would approach employees from that group for their feedback. “It starts them on the path of seeing that their voice really matters,” Chiapetta said.The next step is to meet with employees who have leadership potential and put together a plan for them to achieve their goals, says Watson. “Lay out that roadmap of, ‘How do I get there? What skills am I missing? What courses do I need to take?’” he said.Levi Strauss is proud of its leadership development programs for women and employees of color, says Glennon. “They have often worked three or four times as hard as anyone else just to be treated fairly, so what they encounter in the workplace is different,” she said. “We’ve created accelerator programs to help them overcome some of the invisible barriers that stand in the way of their success.”Organizations must help these emerging leaders “tap into their fearless authenticity so that they can act in alignment and conviction with their values and their purpose,” Waldman said. “And then, most importantly, create psychologically safe spaces so that others can do the same. It’s only then through that empathy, authenticity, understanding and aligning around purpose, that we can ensure that everybody is getting what they need to grow and to be recognized in the organization.”Mary Pieper is a freelance reporter based in Mason City, Iowa.

Mary Pieper | December 11, 2023
How the Benefit of a Trained Doula Can Make Childbirth a Safer and Happier Event

As a Black mother-to-be, Aredella McCain knew that the statistics for African American women giving birth in the U.S. are troubling. In 2021, there were 69.9 deaths per 100,000 births among Black women, up from 37.3 in 2018. Among white women, the maternal death rate was 26.6, up from 14.9. African Americans and members of other marginalized communities are more likely also to suffer from post-partum depression, post-pregnancy complications, and feel that they are unheard during the prenatal and birthing process. They are more likely to have C-sections, low birthweight babies, and preterm babies. What can make a difference is a trained doula: a birthing companion with knowledge of prenatal care, birth, and postnatal care. While not a medical professional–they are not licensed–they can have a profound impact on birth outcomes. According to the Doula Foundation, mothers who have doula assistance are 50% less likely to have a premature baby, 36% less likely to have a low birthweight baby, and 33% more likely to initiate breastfeeding. McCain, of St. Louis, has given birth twice with the help of a doula, the first of which turned out to be a learning experience about how to make the most of the assistance a doula can offer. For her first experience with childbirth, in 2020, McCain worked with a doula employed by the hospital, but McCain feels the team didn’t prepare enough for what was to come. “I should have taken the time to prep and practice with her prior to game day. We would have benefitted from going over what to expect and support measures for both my husband and I outside of the birthing class required by the hospital,” McCain said in an interview. “Everything was so intense, and labor was stalled for hours, resulting in interventions which I know now could have been avoided with mental and physical preparation as well as more hands-on support.”The McCain family welcomes their second child (Family photo)For her second birth, McCain found a birth doula through Stork Club, a family-building and reproductive-health benefit solution. Stork Club extends traditional employer-sponsored benefits to provide access to support, personalized guidance, high-performing medical care, and a network of providers.McCain’s experience improved dramatically. “My second doula was hands-on, months prior to delivery. She visited our home, helped to progress labor, kept me moving, and gave comfort measures when I needed it the most. She also visited postpartum. I felt like my second birth was more rewarding because not only was the experience much quicker, I was not acting or making decisions out of desperation. I felt in control of my body.”The Stork Club doula was willing to learn to accommodate McCain’s wishes. McCain used hypnotic birth practices for both deliveries, but it was a new concept for her Stork Club doula. “She took the time to research and support me in my practice, which made a great difference. The end result was exactly what I hoped for, an unmedicated birth.”The Stork Club Birth Doula Program is designed not just to provide individualized care, but also to be easy to use. The pregnant individual is matched with a primary and back-up birth doula early in the pregnancy to ensure a long-term relationship. They can talk as much as needed via phone, text, or email. By week 37, they have developed a birth plan that meets the individual’s values and preferences. They also discuss what to expect during three, 90-minute visits, so the person giving birth feels prepared and supported. As delivery approaches, the doula is on call 24/7 to be available for in-labor room support, where they will help the person giving birth with breathing techniques and provide emotional support. Following birth, there is a two-hour, post-birth visit where the doula provides coaching on infant feeding, emotional, and physical recovery. Later on, a postpartum visit focuses on coping skills.First-time mom Portia Feeny says she wanted to have a doula present throughout the birthing process to provide the support and guidance that doctors and nurses are too busy to provide. “I also wanted someone that could help me advocate for myself if I was too tired or overwhelmed to follow the plan that I originally wanted,” she said.Feeny, of Greer, S.C., said she wanted a natural childbirth and knew that statistics show doulas lower the chance of surgical interventions. As her delivery stalled, however, the doula helped her try several birthing positions, encouraged periods of rest, and when the decision was made that she needed a C-section, the doula advocated for Feeny and her husband to have a few minutes alone together before going to the OR. She stayed at Feeny’s side throughout the procedure. “She helped me mentally to cope with not having my ideal birth. I had someone there that helped me try everything to push me along until we had literally exhausted all of our options.” Jeni Mayorskaya, Stork Club’s founder and CEOOne of the keys to the positive impact from the Stork Club’s birth doula program is ensuring all the doulas have adequate training, says Jeni Mayorskaya, Stork Club’s founder and CEO. All of Stork Club’s doulas are certified through respected programs. “We coach on consistency of clinical practice,” Mayorskaya said. “We insist they be proactive, supportive, and empathetic. Our doulas don’t just wait for calls, they initiate them.”While ensuring that a company’s benefits actually help its employees and their families is reason enough to have a doula program, there are also returns on the investment for the employer as well. Jesse Remer, a certified birth and postpartum doula and international doula trainer, helped to create the Stork Club doula program. “It is one of the most implementable, economical, and ethical investments a company can implement to make a difference in employee work/life balance, retention, and mental health,” she says. “Doulas are one of the most innovative and evidence-based practices.”By helping to address health inequities, they can be a strong part of a company’s efforts toward diversity, equity, and inclusion (DEI). By improving the mental health of mothers and their partners, doula programs can help to reduce absenteeism, burnout, and turnover. And they can lower healthcare costs, making it a dollar-positive investment. “Over 40 years ago, [the renowned pediatrician] John Kennell said that if a doula were a drug, it would be unethical not to use it,” said Remer. “Expanding a family is a forever commitment, and all the transitions that come with a new baby are deeply impactful. Doulas hold parents’ hands across the perinatal threshold with continuous support. By reducing the more traumatic impacts of childbirth–major abdominal surgery, pre-term labor and perinatal mood and anxiety disorders, for instance–doulas reduce the barriers to the parental recovery required to return to work as productive humans,” Remer said. “Doulas help practicalities of everything from feeding to sleep routines to organization in the 4th trimester. It’s common sense that a person who is happy and healthy and supported will be more productive.” Editor’s Note: From Day One thanks our partner, Stork Club, for supporting this sponsor spotlight.Lisa Jaffe is a freelance writer who lives in Seattle with her son and a very needy rescue dog named Ellie Bee. She enjoys reading, long walks on the beach, and trying to get better at ceramics.(Featured photo: iStock by Getty Images)

Lisa Jaffe | December 11, 2023
To Attract More Talent, Build a Bigger Tent

Get a degree, get the job. That’s been the way of finding careers for a long time. But companies are taking a hard look at how they handle talent acquisition, and they’re realizing it’s time to rethink their time-worn approach. One way is to remove barriers for people who might lack traditional credentials, but have the potential to be a good fit.“We take a skills-based approach,” said Eric Ueno, SVP of HR for Hot Topic. “We found that bachelor's degrees were a barrier for a lot of prospective candidates. So, we look at the skills more than the education itself.”Ueno joined four other panelists on the topic of rethinking talent acquisition at From Day One’s Los Angeles conference.When it comes to attracting the type of talent that would fit well with the Hot Topic brand, Ueno says that every touchpoint reflects the environment the employee would be working in. From picking the right URL to taglines that resonate with the core audience. “The other thing that we do is take a look at innovation in terms of, how do we get people into our hiring process as quickly and easily as possible?” he said. QR codes or text to apply signs at their stores make it easy for potential talent to apply. Then continuing with useful tech, “We have a chatbot that we use that interacts with all of our potential candidates and helps them search out where the job opportunities are.” With an applicant pool of 94,000 qualified candidates in 2022 alone, the chatbot has been huge in terms of productivity. Cast a Wider NetMany industries are hurting for talent, which is why one of the panelists suggested taking a more nontraditional approach. “Look at all the untapped talent in your community that’s being blocked out because of your traditional mindset,” said Rita Stall, senior director of digital operations at Tech Elevator.Actively reaching out to communities of people that companies tend to ignore can grow your business in ways you never thought possible, says Stall. “The neurodiverse, the veterans, the career transitioners, the recently incarcerated folks—there’s lots of workforce programs across the United States, they’re in every state in every community that have tons and tons of really good talent,” she said.The panelists discussed the topic “To Attract More Talent, Build a Bigger Tent” at From Day One's Los Angeles conference. When looking to fill roles, don’t underestimate the value of employees already working at your business. They already know company culture, and even though their current job may be in a different department, the question is, do they have the skills that matter? And can they be trained to do the rest? Because they could be a better fit and a less expensive find. “Certification programs are really a great way to take those learning and development dollars, your in-house dollars, and find the talent within your organization,” Stall added. The average software developer costs $60,000 to find, onboard, and train. Whereas instead, you can invest inside of that talent.”Engage Your EmployeesIt’s one thing to hire an employee, and it’s quite another to retain them. Brian Padilla, VP, HR business partner & production leader for Lionsgate, says they have a unique challenge because the different roles are defined with specific functions. So how can they help their employees feel engaged and valued?“Are they receiving the development that they need? Are they fulfilled? Are they happy in their role?” he said. They may have the employee take on a stretch assignment, perhaps take second lead on a particular project, or shadow another person. It gives them upward movement, he says. Or they can start them on their internal coaching program, mentorship program, or certification program. There are certain skills that can be taught, and others that are hard to find. So focusing on what matters keeps the best talent where they want to be. Traditionally, people would look for work pretty much anywhere. These days, employees want a company and a work environment that aligns with their values. That’s why it’s important to have them front and center. “The employer brand is huge,” he said. Candidates want to get a sense of what the company is all about. “What are the values? Do you live by them? What is your DEI (diversity, equity, and inclusion) philosophy?” Focus on FlexibilityNick Wolny, columnist at Out Magazine, moderated the panel.The nontraditional approach to talent requires flexibility. That means thinking outside the box. Challenging the old way of doing things. Opening new doors.“I think we’re really talking about being agile, in terms of the methods used to onboard and also the way that you look at the people that you’re bringing in. Agility is a big factor,” said Bertha Haro, executive director for NPower, California. But depending on your industry, focus on that competitive advantage. Outsource the skills that are broad and easy to find. “But when you’re talking about industry competitive advantage, then you want to keep it in-house, and you want to have a different pathway toward building that talent capacity,” Haro said.Enhance the positions you already have, she added. “Across the board, all of us, we may be in roles that existed 20 or 40 years ago, but the way we operate is not the same as the way they did.”Grow Business Through PurposeUltimately, companies need to find purpose and bring their employees along with them. And that purpose can and even should evolve over time. In the case of Mattel, purpose started out one way but has turned into something different today. “Business growth is based upon acknowledging that you must find the ways to evolve, find new ways to connect, find new ways to actually grow business through purpose. Doing good work and doing good business are not at odds,” said Mason Williams, global head of DEI at Mattel.Evidence of changing values and focus are showing up in the changing demographics of executive suites, and that’s a good thing, Williams says. “There are more people in executive suites who might have been what you call underrepresented. I think that there’s more of an affinity in certain places where folks say, ‘Hey, you know what, my route might have been more nontraditional than ever.’”Companies need to take stock of how they operate so they can make better decisions. “Who’s in the room when they’re actually trying to change the way or evolve the organization?” Without the inclusion of progressive perspectives, valuable voices may go unheard.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

Carrie Snider | December 11, 2023