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Prioritizing Benefits That Drive Impact for Your Employees: A Successful Case Study

BY Christopher O'Keeffe March 19, 2025

As companies compete for talent with increasingly generous benefits packages, many are discovering a frustrating truth: robust offerings alone don’t guarantee employee satisfaction or utilization.“You can have millions of programs available to your employee population, but if they’re not educated, if they’re not aware, we’re not going to see any value,” said Preeti Nadendla, senior global benefits partner at Marqeta. Nadendla spoke during a From Day One webinar about “Prioritizing Benefits That Drive Impact for Your Employees: A Successful Case Study,” in conversation with Britt Barney, manager of customer success at Northstar.Nadendla’s perspective comes from navigating the complex landscape of global benefits at Marqeta, an Oakland, CA., based financial technology company that provides backend systems for payment card programs. With approximately 850 employees across the U.S., UK, Canada, and Poland, Marqeta exemplifies the challenges faced by growing international companies.When Nadendla joined Marqeta two years ago, she found herself in a scenario familiar to many benefits professionals: excellent offerings that went underutilized because employees simply didn’t understand them. "The sheer volume of benefits information was overwhelming," she recalled. “Employees weren’t utilizing them effectively and didn’t understand the value of what was being offered, which created a lot of frustration,” she said. As the sole benefits professional at the time, Nadendla methodically rebuilt the company’s approach from the ground up. She transformed vendor relationships from transactional to collaborative partnerships, establishing regular meetings and leveraging vendors to help educate employees. Britt Barney of Northstar spoke with Preeti Nadendla of Marqeta during the webinar (photo by From Day One)With open enrollment looming just months after her arrival, Nadendla orchestrated multiple virtual education sessions with partner vendors, created accessible FAQs, and ensured recorded sessions were available across global time zones. The results were immediate–employees began actively engaging with previously underutilized benefits, reducing confusion and frustration while increasing the return on the company's benefits investment.From Theory to Practice: Benefits Strategy in Real MarketsNadendla’s approach to measuring success goes beyond typical utilization metrics to focus on meaningful understanding within employee healthcare networks.“For me, it’s not just utilization but the actual engagement and frequency,” she said. "Working with a mental health benefits partner, we want to track the frequency of interactions. Are they doing only one coaching session, or is there an uptick in therapy sessions? Is it only a certain subset of employees using it and not the entire organization?”This nuanced approach to measurement extends to the company’s cross-border benefits strategy as well. While many companies struggle to provide equitable benefits across different regulatory environments, Nadendla has developed a philosophy where benefits should be “globally competitive but locally relevant.”Northstar, the financial wellness platform, provides personalized guidance to employees through dedicated advisors, helping them navigate their benefits options and broader financial decisions. As Barney of Northstar says, the platform focuses on building relationships. “In my 13 years of working in financial services, there isn’t a single question that doesn’t tie back to money. So from a benefits perspective, we'll talk about budgeting and saving for emergencies, paying down debt and having a family retirement, all of those types of things. But we’ll also talk about which health plan you should choose,” she said. Marqeta and Northstar put Nadendla’s principles to the test when addressing issues within the UK’s pension program. Rather than relying solely on consulting partners, Nadendla sought direct input from Northstar's UK-based financial advisor to understand the employee experience. “I wanted to connect with the advisor and understand, ‘This is what we’re thinking, these are the options available—as an employee, how does this impact me?’” she said.After implementing these changes, she organized an educational session with the advisor which drove significant engagement. The success of this approach informed the company’s recent expansion of financial wellness benefits to Canada, demonstrating how education-driven implementation can succeed across borders.Removing Barriers to Benefits UtilizationTo truly understand what employees need from their benefits packages, Nadendla implemented a more focused approach to gathering feedback.“I personally don’t like the fact that the benefit survey questions are part of a larger survey, and just have a few benefits questions,” she said. “I personally would do an entire benefits survey which is dedicated to benefits.”A more targeted feedback strategy extends to working directly with employee resource groups to understand specific challenges different populations face. The approach has revealed a critical insight: employees often hesitate to use financial wellness programs, such as Northstar, due to privacy concerns.Nadendla addresses this by emphasizing confidentiality in all financial communications. “This is our employees, one on one, conversations with their financial advisors. And we don’t have visibility into it. It’s confidential, and it’s 100% up to them on how much they want to share,” she said. This transparency has significantly increased utilization of financial wellness benefits, particularly among employees who were previously concerned about sharing personal financial information with their employer.Nadendla’s education-first approach proved particularly valuable when adding after-tax contributions to the company’s 401(k) plan offerings. Rather than simply announcing the new feature, they partnered with Northstar to host educational sessions that explained both the mechanics and the long-term financial implications. “We wanted employees to understand how the enhancement could help them, the pros and cons, why someone would do it and why someone wouldn’t,” she said. As Marqeta continues to evolve its benefits strategy, Nadendla remains committed to a holistic approach that addresses physical, mental, emotional, financial, and social well-being. Her focus on staged implementation allows for testing new benefits in specific locations before rolling them out more broadly. “We take a step back and tell our employee population, ‘This is something new we’re rolling out in one location. We’re going to test it and see how it works,’” she said.Nadendla’s education-first approach offers a valuable framework for ensuring these investments actually enrich employees' livelihoods. “Education is the key to a successful benefits program. That's just our philosophy,” she said. Editor’s note: From Day One thanks our partner, Northstar, for sponsoring this webinar. Chris O’Keeffe is a freelance writer with experience across industries. As the founder and creative director of OK Creative: The Language Agency, he has led strategy and storytelling for organizations like MIT, Amazon, and Cirque du Soleil, bringing their stories to life through established and emerging media.(Photo by Prostock-Studio/iStock)

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Encouraging Employees to Be Proactive About Their Mental Health and Well-Being: a Strategic Approach for Companies

BY Ade Akin March 18, 2025

Covid might be old news now, but its impact on mental health lingers in many workplaces. “80% of employees have experienced some sort of stress at work in the last week, but the way we address it is changing,” Jon Shimp, the head of sales at Calm said during a thought leadership spotlight at From Day One’s Salt Lake City conference. Shimp, who has over 20 years of experience in the digital health space, says it’s time for mental health support from employers to evolve from the reactive crisis management approach of the pandemic era to preventative care and personalized solutions.The Mental Health Crisis at WorkThe numbers are staggering: an estimated 20-25% of adults report dealing with mental health conditions annually, according to the National Alliance on Mental Illness (NAMI). While stressors like political shifts and return-to-office policies can exacerbate workplace anxiety, the real problem is how companies respond. Many employers adopted an “everything-at-once” approach during the early days of the pandemic, scrambling to provide mental health resources for employees, says Shimp. “It wasn’t necessarily a strategy; it was a volume play,” he said. Companies now have the opportunity to refine their approach to addressing the mental well-being of their employees by assessing what works, eliminating ineffective policies, and streamlining access to care.From Vendor Fatigue to Smarter CollaborationThe exponential increase in the popularity of digital health solutions has created unintended consequences like vendor fatigue. HR leaders often report feeling overwhelmed by the many options available. “There are over 200 vendors competing for mindshare in the benefits space,” Shimp said.From Day One CEO and co-founder, Nick Baily, interviewed Shimp of CalmOne major shift that’s ongoing is encouraging vendors to collaborate. “A lot of these services are interrelated,” he said. “If they can pass referrals to each other and share data, it leads to better care outcomes.”Companies can better serve employees with a holistic approach instead of segmenting the treatment of physical or mental health disorders. By managing health holistically rather than segmenting conditions like diabetes, hypertension, and mental health, companies can provide employees with a seamless experience.The Mind-Body Connection: A Holistic ApproachOne popular misconception about mental health disorders is that they occur in isolation. Research shows that many mental disorders are linked to chronic health problems. “If you have a chronic condition like diabetes, COPD, or heart failure, you have a 50% likelihood of experiencing depression,” Shimp said. “For those with multiple chronic conditions, that risk jumps to 75%.”Companies are starting to recognize the importance of addressing employee mental and physical health issues together. For example, Calm Health leverages its well-established meditation and sleep tools with clinically validated assessments like the General Anxiety Disorder (GAD) and Patient Health Questionnaire (PHQ) tests, helping to identify employee needs early on and paving the way for targeted interventions. Traditional benefits packages often miss the mark because of a lack of personalization. “Middle-aged men, for example, are historically terrible at engaging with their healthcare benefits,” Shimp said. “They’re not waking up thinking, ‘I should check my benefits page for a therapist.’ But if they start with a sleep story or a focus tool, that’s an entry point into deeper engagement.” Calm Health personalizes recommendations based on every employee’s needs, from managing chronic conditions to helping with stress management. The Importance of Preventative CareCompanies have traditionally focused their efforts on the mental health of employees in crises, often neglecting those who are generally doing well but experience anxiety occasionally, Shimp says. “Preventative care is essential to stop employees from sliding into high-acuity situations,” he said. “Maybe someone is dealing with a bad breakup or grief. Providing them with resources early on can prevent more severe issues down the road.”Employers are now prioritizing investing in tools that help employees deal with everyday stress, protecting their mental health instead of waiting until they’re in a crisis. Leaders will play a vital role in reshaping workplace culture as attitudes toward employee mental health become more proactive and less reactive.“Leaders showing vulnerability is a huge piece of the puzzle,” Shimp said. “Employees need to see that their managers are human too.” Leaders sharing their struggles with team members normalizes conversations about mental health and encourages employees who need help to seek it. One message remains clear as companies refine their approach to employee mental health: personalized, preventative, and holistic solutions are the future of workplace wellness. Employers who embrace this shift aren’t only supporting the well-being of their employees; they’re fostering a healthier, more productive workforce. Editor’s note: From Day One thanks our partner, Calm, for sponsoring this thought leadership spotlight.Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Sean Ryan for From Day One)

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Building Connections, Shaping Culture: Elevating the Employee Experience

BY Stephanie Reed March 14, 2025

“The equation seems to be: happy employees equals higher productivity, efficiency, low turnover, higher retention, and more profit,” said Mihae Ahn, VP of marketing at LineZero.Undoubtedly, the employee experience and the customer experience are interconnected. Organizations with engaged workers perform 147% more effectively than their competitors and see a higher ROI.What is the key to organizations creating happier and highly engaged employees? Communal support, Ahn says. “When we feel connected to others in our lives, we are happier. When we are connected to our colleagues at work, we are happier at work,” she said during a thought leadership spotlight at From Day One’s Washington, D.C. conference. Indeed, Forbes underscores how there is a “highly emotional component” to keeping employees happy and fully engaged. Employees desire to be recognized, heard, respected, supported, and valued. HR leaders recognize the importance of supporting the humane component of organizational success.  Investing in the employee experience is now a top priority, as disengaged employees can threaten a company’s success. In today’s hybrid workplaces, leaders must foster inclusive cultures that support a multigenerational workforce with diverse skill sets.“How do we make sure that our people feel connected, and they feel like they are part of a community where two-way engagement dialogs happen?” Surprisingly, or, perhaps as expected with the rise of AI, technology is a powerful tool to bridge communication, cultural, and skill gaps in modern-day workplaces. Instead of further stripping away humanity in the workplace, newer technology can create more inclusivity and interconnectedness. Companies investing in the digital employee experience, in particular, are also driven to integrate the latest platforms, software, and tools to enhance their competitiveness, says Ahn. A Digital Employee Experience Hub Ahn emphasized that building genuine community support and connections in the workplace is key to enhancing the employee experience. LineZero is an employee experience and change management consulting company that partners with top digital platforms to help clients strengthen internal communication, assess data, and create engaging company cultures.LineZero consultants are adamant about ensuring that the digital employee experience tool they suggest to clients leads to the desired business outcomes and justifies the buy-in. “We have a deep understanding of whatever tool, whatever technology that you propose and present to your business. It has to have a very clear purpose. It should not be redundant. It has to be cost-efficient,” said Ahn.For example, such new technology helps objectively filter employee data, enhances communication, introduces new ways of gathering and providing reviews and feedback via online forums and channels, and helps managers and team leaders directly support employees in their unique professional journeys.Hence, digital employee experience tools are vital for internal communication among frontline, remote, and hybrid workers. Many organizations achieve considerable success using AI-powered digital tools and platforms.Ahn references Workvivo by Zoom as an effective digital employee experience hub. Workvivo integrates engagement by awards, surveys, and employee recognition programs; internal communications using online chat, podcasts, live streams, and smart activity feeds; and employee listening using advanced analytics and data-driven employee insights.The Necessity of Human Connection The necessity of human connection is ancient, Ahn says. Belonging to a group as hunter-gatherers strengthened the likelihood of human survival because of communal support.On the other hand, social isolation lowered a person’s chances of survival because of a fundamental lack of support. Therefore, the body still perceives isolation or ostracization as a threat. The sympathetic nervous system activates under those threats to help us cope with any immediate danger.Today, this weakens decision-making and critical thinking, increases anxiety and depression, and ultimately reduces employee engagement, efficiency, and motivation in the workplace.“Yes, a lack of sense of belonging can create all these negative consequences,” said Ahn. “But when we do a good job creating a sense of belonging, then the many benefits come out of it.”Editor’s note: From Day One thanks our partner, LineZero, 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.(Photo by Justin Feltman for From Day One)

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Empathy Isn't Programmable: Building a Human-Centric Workplace

BY Christopher O'Keeffe March 12, 2025

When Rob Thompson, executive director at Birkman called up a hotel recently, he had a simple request for the concierge named Andrew: directions to self-parking. After following Andrew's instructions only to find the garage closed, Thompson then posed an unexpected question to the concierge, “Andrew, can you love someone more than you love yourself?”“That’s a uniquely human experience,” replied Andrew, confirming Thompson’s suspicions. He was speaking with an artificial intelligence agent so convincing that most callers wouldn’t be able to distinguish it from a human employee.In the rush to adopt artificial intelligence, companies are increasingly blurring the line between AI capability and human understanding. While AI tools demonstrate impressive abilities to analyze data and mimic human interaction, they fundamentally lack the experiential awareness that defines human emotion and feeling. “This is really the introduction of one of your new peers, someone that you may be working with day in and day out,” said Thompson during a thought leadership spotlight at From Day One’s Houston conference. At Birkman, a company specializing in behavioral assessment tools used by Fortune 500 companies to improve team dynamics, Thompson has observed the rapid integration of AI across corporations. He spoke about how we got here, and what we can do to create a more human-centric environment.As AI use increases, Thompson says that leaders must counterbalance this technological revolution by doubling down on human-centered management approaches; a perspective gaining traction among workplace strategists navigating rapid AI transformation. “We have two choices. One is we have to embrace AI, that train has left the station. The other piece is improving the employee experience with AI,” he said. “As my mom used to tell me, ‘Robert, control what you can control.’”There are five key trends reshaping today's workplace: AI tools replacing human interactions; a surge in early retirements following the pandemic; significant workforce shrinkage amid declining birth rates; younger employees prioritizing purpose over paychecks; and companies recognizing that strong cultures drive financial results, says Thompson.This convergence of trends has companies racing to retain talent while balancing technological efficiency with human needs. His approach marks a sharp break from traditional management philosophies that treat employees as data points. “I cringe whenever a leader says to me, ‘We have 10,000 employees, we have to reduce our head count by 500 FTEs,’” he said, referring to full-time equivalents. “They are just a number on the page. That is how a lot of companies view employees,” he said. Birkman’s methodology, says Thompson, takes a holistic view, assessing workers across four dimensions—physical, emotional, spiritual, and intellectual. This "whole person" approach uncovers behavioral patterns, stress responses, and the conditions that enable employees to thrive. He pointed to his own team as an example of complementary behavioral styles working in harmony. One colleague shows care through attentive listening, another through casual banter, and a third by maintaining organizational alignment.Rob Thompson of Birkman International led the thought leadership spoltight titled, "Empowering Tomorrow: Building a Human-Centric Workplace"“World class organizations really slow down and focus on the investment before results. It takes time, money, and effort to really generate the results we’re looking for.” This investment begins with a sincere interest in employees as individuals. For busy executives, taking the time to understand their people might seem inefficient, but Mr. Thompson insists it's essential for building resilient organizations. He advises replacing perfunctory hallway greetings with more meaningful conversations.Thompson’s emphasis on meaningful workplace interactions echoes broader research on psychological safety in organizations. “The ability to speak up and speak your mind without fear of retribution is a huge driver in organizations,” he said. This environment, according to workplace experts, doesn’t just improve culture, it directly enhances organizational performance and financial outcomes.As AI capabilities expand, the most successful organizations may be those that strategically deploy technology while simultaneously deepening human connections. “As you’re building that culture, it’s getting to know the whole person at a different level that’s going to help your organization and your team succeed.” Editor's note: From Day One thanks our partner, Birkman, for sponsoring this thought leadership spotlight. Chris O’Keeffe is a freelance writer with experience across industries. As the founder and creative director of OK Creative: The Language Agency, he has led strategy and storytelling for organizations like MIT, Amazon, and Cirque du Soleil, bringing their stories to life through established and emerging media. (Photos by Annie Mulligan for From Day One)

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Optimizing Hiring: From Obstacles to Effective Solutions

BY Stephanie Reed March 10, 2025

To effectively enhance talent assessments, organizations must first identify any gaps that currently exist or could emerge in the future. Recognizing these gaps sets the stage for exploring external resources that can provide solutions.“We asked questions like, ‘What historical challenges have our stakeholders experienced that we haven’t been able to get exactly right,’” said Generi Wilson, talent acquisition program manager at Greenhouse.“‘What do we want to accomplish in X amount of years, and what's stopping us from achieving them?’” Wilson recalled how Greenhouse approached improving their hiring practices. These fundamental questions helped the organization determine the business need for an interview intelligence tool.At From Day One’s February virtual conference, Wilson led a thought leadership spotlight about “Optimizing Your Hiring Process: From Challenges to Solutions.” Greenhouse is a hiring platform that helps businesses improve their hiring processes. Wilson draws on both client experiences and the organization’s own journey to develop a more structured approach to hiring.Demo Interview Intelligence ToolsAfter pinpointing any gaps or focal points, it’s important to explore external resources created specifically to address those challenges to achieving your business goals, says Wilson.Generi Wilson of Greenhouse led the thought leadership spotlight (company photo)For example, Greenhouse determined it needed ways to cut the length of its interviewing sessions, and it wanted to help their hiring managers make more informed and unbiased decisions.The company noted the growing popularity of business tools using AI to optimize tasks and filter objective data. Leaders at Greenhouse proceeded to schedule demos with different vendors supplying interview intelligence tools. Then they used a rubric to determine which vendors were more aligned with their business goals.The pitch to stakeholders determines a new tool's successful integration. The approval of stakeholders influences how the rest of the organization reap the benefits of those new tools.Discussing the benefits of interview intelligence tools and how to measure their success will be more successful when determining what information segments of your audience find most important. “So for example, what’s top of mind for a senior leadership team member might be different from what’s important for an individual contributor to know,” she said.Integrating New ToolsChange management will help fully integrate the new tools into an organization. Two-way transparency was essential to Greenhouse’s change management: providing support and data to address concerns or misconceptions, says Wilson.“The first step in that process was to identify all of our stakeholders beyond senior leadership, and mapped how they would be impacted,” Wilson said. “Once we understood what would be changing for them, we created robust enablement resources to help our audience perform the new tasks that we were asking them to do.” Available resources include tutorials, FAQs, and live demos.Then, they launched a pilot program to verify the success of the tool before fully integrating it into daily operations. Leaders kept track of the user experience with the chosen tool, BrightHire. Bugs, missing workflows, user sentiment, and usage helped measure its overall impact.After notable improvements, Greenhouse increased the pilot from 2 to 10 roles: the results were that 70% of departments were represented in the hiring teams and 60 interviewers used BrightHire to record their interviews. “By rolling out roles one by one, folks were able to experience BrightHire in a controlled environment, but also share success stories with other people on their teams who haven’t gotten the chance to use it just yet.”A Final Structured Hiring Process Wilson's description of how Greenhouse developed a structured hiring process is particularly insightful because the organization applies the same strategies they recommend to their clients. “This is a huge differentiator for us because it means we get to practice our own mission internally every day,” Wilson said.“Now, structured hiring is at the core of everything that Greenhouse does.”Greenhouse’s structured hiring process begins with defining the role requirements and the skills candidates should possess before a job is posted. It also focuses on building diverse and inclusive talent pipelines, ensuring that all candidates have an equal opportunity to showcase their skills.BrightHire has been instrumental in achieving these outcomes with benefits like generating AI notes for interviewers and providing transcripts of the interview in a question-and-answer format to help interviewers create more objective feedback.Greenhouse found success in improving its hiring processes: feedback from surveys reported that 75% of Greenhouse interviewers confirm BrightHire provides clarity, 90% say it saves time, and 100% recommend using BrightHire, says Wilson. Editor’s note: From Day One thanks our partner, Greenhouse, 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(Photo by Jacob Wackerhausen/iStock)

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Harnessing AI for Human Resources: The Promises and Risks

BY Matthew Koehler March 07, 2025

To some people, generative AI can feel like magic, and perhaps it's meant to be that way. Even the experts who designed it don’t fully understand how neural networks are thinking on their own, which is quite magical. But if Dr. Balaji Padmanabhan could wave a magical wand over our awe of AI, he’d utter a revealing spell. “The beauty of magic is that even magic is not magic. And that’s a perfect metaphor for AI. Under the hood, there is a very specific way in which it works, and it’s extremely important for all of us to understand the capabilities of AI, rather than just walking around thinking it can do anything under the sun.”Padmanabhan, a professor of decision, operations and information technologies at the University of Maryland, led a thought leadership spotlight at From Day One’s Washington, D.C. conference last month. He spoke on the promises and risks of AI and the next frontier in the domain of HR and hiring.In a fundamental shift from earlier approaches, today’s AI represents a dramatic evolution in machine learning, says Padmanabhan. “AI, over the years, has picked problems that demonstrate intelligence.” And while use cases appear similar—chatbots existed 60 years ago and remain prevalent today—the underlying technology has evolved exponentially.Earlier AI relied on “pre-programmed logic,” while modern systems operate through “learning from continuous, massive data streams, as well as new learning paradigms.” The implications are significant. “Potentially, we are at a time when AI can be not just as good as humans, but potentially much better,” creating both “problems as well as concerns” for society.Zeroing in on how AI will outperform humans, Padmanabhan pointed to two broad issues. The first revolves around predictive models using AI and the “edge cases” it applies to.“Predictive models are very good when the future is like the past. So what happens when the future is not like the past? The data that we've trained [AI] on isn't going to be adequate to make those predictions.”You can think about predictability in terms of what physicians do during a majority of their workweek. While most of a doctor's routine work could be automated—perhaps 39 hours of a 40-hour workweek—their true value emerges in those critical moments of specialized judgment.“That 20 minutes or one hour in that 60-hour workweek where they make a decision that's different from what something would have automated is what that person is getting paid for.”This reality shapes how we should approach professional development, and Padmanabhan suggests we "focus on that aspect in our own professions,” specifically, the ability to excel “where the future is not like the past,” he said.Superpowered AI and Where Humans RemainPadmanabhan cast a revealing spell on broad assumptions about AI's superiority by highlighting the disconnect between publicized tests and real-world applications. “Where they show AI is better than humans most of the time doesn’t reflect on-the-ground use cases.” Dr. Balaji Padmanabhan of the University of Maryland led the session on AIHe bases this reality on his experience helping companies implement AI solutions. “When a company is actually using AI within an HR context, or when a hospital is actually using AI to help a doctor make decisions, those situations are not the same as taking an automated exam.”“So take these predictions with a big grain of salt that AI can replace humans.”Another false reality to consider is AI’s reliability. “AI makes mistakes just as humans make mistakes.” And while many organizations have developed robust systems to understand and minimize human error, “most on-the-ground use cases [with AI], it's hard for them to even come up with a number which says what percentage of the time AI is making a mistake.”Despite some areas of concern, Padmanabhan remains optimistic about AI's potential as a personalized workplace tool, or what he refers to as the “superpower” we’ll all have in our pockets. “Regardless of what your job is, whether you're a wealth manager, whether you're an information analyst, whether you're an investment banker, everything that you're doing can be supported by AI in a very significant way, and that’s the superpower in our pockets that we have to try to go towards.”AI Agents and the Next FrontierDespite early missteps in automated hiring, Padmanabhan foresees AI continuing to be more useful and practical in HR. For example, HR vendors now use generative AI to automate specific tasks rather than entire workflows. These targeted applications include resume filtering and automatically preparing initial performance review reports—tasks that previously consumed significant time but can now be completed “in a matter of seconds.”One particularly promising application incorporates nudge theory—a behavioral science concept where subtle, positive interventions guide people toward better choices without removing freedom of choice. AI can deliver these “right pushes at the right time” to enhance employee performance.“Technology can very easily become our friend. That's what I meant when I was saying it’s a superpower in our pockets to help all of us do our jobs much better.”Editor's note: From Day One thanks our partner, the University of Maryland, for sponsoring this thought leadership spotlight. Matthew Koehler is a freelance journalist and licensed real-estate agent based in Washington, DC. His work has appeared in the Washington Post, Greater Greater Washington, The Southwester, and Walking Cinema, among others.(Photos by Justin Feltman for From Day One)

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Beyond Quotas: Increasing Employee Engagement With Your Favorite Function—Sales

BY Jessica Swenson March 06, 2025

“What if I told you that your company already has a massive untapped sales force?” Alexandria Warren, VP of solutions consulting at Velocity Global, launched her thought leadership spotlight From Day One’s Houston conference with this question.Research shows that organizations with revenue-focused cultures experience significant increases in sales productivity, profit margins, employee engagement, and cross-department collaboration. By putting the customer’s experience and the company’s revenue goals at the center of everything, you enable all teams—not just sales—to reimagine the impact of their daily work, creating an environment of empathy, innovation, and retention.Sales teams used to rely on in-office camaraderie to celebrate their wins and commiserate over their losses. Today’s hybrid and remote environments remove that built-in connection. Combine that with a sustained pressure to perform, and you get a sense of isolation that reduces resilience and can lead to burnout. Additionally, companies have historically limited revenue awareness to sales and marketing teams. By expanding this focus across teams and functions, you create safe, collaborative environments where everyone shares both the responsibility and benefits of growth. This is key to building a sales-driven, audible-ready culture that can flexibly shift to meet customer and business needs.Warren shared seven unexpected ways to facilitate this transformation and drive a cross-functional sales focus in your organization, some of which have already been implemented at Velocity Global.First, empower your workforce with sales intelligence from day one. It’s important for people in all phases of the employee lifecycle to understand the customer’s pain points, the solutions that the company provides, and how their role impacts both. They also need visibility to how the company is performing and the influence their work can have on that performance. “Forrester found that when workplaces have a common vocabulary rooted in customer value, and they empower teams with that, they generate 2.4X higher revenue growth and 2X higher profitability growth than [companies] without that alignment,” said Warren.Velocity Global starts this integration as soon as their new hire onboarding program, giving new employees a very early indicator of how they fit into the organization. Team members are also trained to identify paint points and turn everyday conversations into an opportunity for business growth. Additionally, the company hosts quarterly brown-bag lunch events where employees learn about new product use cases, customer case studies, and the impact of their work.Next, teach employees to sell without selling by being good problem-solvers and storytellers. Training an entire workforce to center resolution of the customer’s pain can require a total, yet vital, mindset shift. Business opportunities increase when everyone is accountable for revenue growth and armed with the language, understanding, and ability to have an intelligent conversation about customer pain points and company offerings, says Warren. Alexandria Warren, VP of solutions consulting at Velocity Global, led the thought leadership spotlight “The best lead and the most authentic intro is from a non-salesperson who has the same pain that their friend, colleague, or industry partner has,” Warren said .“Everyone wants to help someone in their network, right?” Providing employees with the skills, knowledge, and language empowers them to elevate a simple conversation into a potential business partnership.Designing cross-functional KPIs and incentive programs is another key point, says Warren. Velocity Global recently implemented a program that requires its R&D and products teams to engage directly with sales partners to identify pain points and increase efficiency within the customer sales process. “When we have mutually aligned goals, we are all working towards the same vision,” she said. Finding ways to link goals and KPIs across teams allows the entire organization to share in the wins and losses of the sales team. Incentive programs like awards and recognition for customer-facing service leads, driving exceptional deal cycles, and making strategic connections help demonstrate the value of everyone’s contributions.Create mutual empathy through job shadowing experiences, says Warren. Customers and prospects give frontline sales teams feedback on products and solutions, an experience which can be challenging to truly understand without seeing it firsthand. Job shadowing programs allow non-sales teams to gain customer-facing sales experience, providing a more robust perspective on the daily work of their sales partners. A 2021 SHRM survey demonstrated that a majority of organizations (89%) with some type of job shadowing program also reported improvements in their employee experience. This expanded visibility provides a more robust perspective on the daily workflow of their partners and how their own role can impact that sales lifecycle, creating relationships based on mutual empathy and trust. It also positions the organization to be more flexible for out-of-scope requests or accelerated project timelines.Next, create a loss library that’s accessible to all teams. A shared resource tied to key performance indicators (KPIs) can encourage cross-team analysis and brainstorming, leading to fresh insights and sales breakthroughs. Bringing in different perspectives strengthens collaboration and innovation.Warren also encourages promoting friendly competition across departments. Fun, low-stakes internal contests can build camaraderie and expose sales teams to new ideas from experts in other business areas, sparking creative approaches to problem-solving. Finally, empower sales staff to turn away work from misaligned clients. Taking on the wrong clients can drain energy and create frustration, while allowing sales teams to focus on high-quality leads fosters engagement, respect, and stronger cross-functional trust.“Imagine the power of a company where everyone plays a role in revenue generation,” she said. “The result is faster growth, more deals, a competitive edge, with [the entire organization] consistently attuned to what the customer needs—and a wholly supported, passionate sales organization to carry the bag.”Editor's note: From Day One thanks our partner, Velocity Global, for sponsoring this thought leadership spotlight. Jessica Swenson is a freelance writer based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by Annie Mulligan for From Day One)

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How AI is Revolutionizing Hiring Decisions by Focusing on Quality Over Quantity

BY Ade Akin March 06, 2025

“We’re in an era where every hire counts,” said Scott Parish, the CEO of Hireguide, a skills-based interview intelligence platform.Parish, a recruitment veteran with deep roots in human resources, organizational psychology, and product strategy, spoke during a thought leadership spotlight at From Day One’s February virtual conference. Parish spoke about how artificial intelligence (AI) is transforming the hiring process from a subjective, error-prone process that relies heavily on interviews to a science-driven strategy focused on the quality of hiring decisions—a metric TA leaders can control.The Shift From “Quality of Hire” to “Quality of Hiring Decisions”For decades, companies measured TA success through the quality of hires, tracking metrics like performance, retention, and promotion rates. This is a flawed approach to talent acquisition, says Parish. “Quality of hire is like asking, ‘Did you win the poker hand?’” he said. “You can’t control luck, but you can control how well you play your cards.”Parish advocates for focusing on the quality of hiring decisions and prioritizing structured interviews, skill-based assessments, and data-driven evaluations. It’s a critical shift at a time when businesses face tighter budget constraints. “The C-suite knows that improving 100 hires can save millions,” he said. “TA leaders need tools to prove their impact.”AI’s Role in Building Structured, Bias-Resistant ProcessesTraditional hiring processes rely heavily on unstructured interviews, which only predict about 4% of the variance in job performance. Applicant tracking systems (ATS) worsen the issue by storing low-relevance, fragmented data. “ATS platforms track candidates but don’t help you decide,” he said. Tools like Hireguide’s Interview Intelligence software are now used to organize unstructured data, transcribe conversations, align responses to skills-based scorecards, and flag biases. “AI isn’t replacing humans, it’s enabling a process where interviewers ask the right questions, capture the right data, and make decisions rooted in evidence.”One insurance company Hireguide previously worked with reported reduced attrition among new sales hires after using AI to identify traits many managers prioritize, like competitiveness, that did not correlate with job success, says Parish. Instead, traits like “closing details” emerged as the accurate predictor—an insight that would have been hidden in messy interview notes without AI. Addressing Bias and Accuracy: Systems Over TrainingAI doesn’t eliminate bias from the hiring process, but it can be used to create systems that mitigate human biases in real-time. Parish cites Harvard Kennedy School professor Iris Bohnet’s research: “Bias training matters, but it’s not enough. You need process guardrails.”Structured interviews, multiple assessors, and skill-based criteria reduce hiring bias by as much as 30 to 40%, according to Bohnet in her book What Works. AI amplifies this by standardizing questions, anonymizing responses, and ensuring consistency. “If everyone’s scored on the same 10 skills, you’re less likely to favor candidates who ‘feel’ like a fit,” Parish said.Practical Steps for TA Leaders to Integrate AI into the Hiring ProcessParish, the CEO and founder of Hireguide, led the virtual discussion While AI has emerged as a promising tool to streamline the recruitment process, Parish  recommends integrating the technology incrementally. “You don’t need a full overhaul,” Parish says. “Start by training interviewers to probe for specific skills—AI can handle the rest.”Start by defining your decision criteria and identifying ten crucial skills for success in the role. Align your interview questions with these criteria to ensure a structured evaluation process. Use AI to generate skill-based interview guides, making interviews more consistent and effective. Instead of relying on handwritten notes, leverage AI to organize transcripts and create scorecards for each candidate. After 100 days, assess how well new hires demonstrate the ten skills identified at the beginning.The Future of Hiring: Predictive Analytics and Merit-Based OutcomesParish says AI will play a more prominent role in the coming years, linking hiring data to performance metrics and creating predictive models that refine hiring criteria. For example, if “problem-solving” scores correlate with 100-day success, that criteria can be given more weight during future interviews. Making AI a part of the hiring process supports programs like diversity, equity, and inclusion (DEI). “Structured processes let you champion DEI and merit [simultaneously],” Parish pointed out. “You’re not lowering the bar—you’re making the bar visible.”Parish concluded the conversation by reminding TA leaders of their broader impact as the hiring process becomes more scientific. “Interviews are the gateway to opportunity. A fair, rigorous process doesn’t just boost retention—it changes lives.” AI is now helping to widen that gateway, making qualified candidates more visible. Editor's note: From Day One thanks our partner, Hireguide, for sponsoring this thought leadership spotlight. Ade Akin is a writer who specializes in the emerging applications of artificial intelligence.(Photo by Parradee Kietsirikul/iStock)

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The $200 Billion Mistake: How Traditional Rewards Programs Miss the Mark

BY Carrie Snider March 04, 2025

While employers collectively invest billions into recognition and rewards programs, only about half of employees feel genuinely appreciated, says Brie Harvey, head of market research, for Achievers Workforce Institute.So, what’s the disconnect between rewards programs and employee appreciation? And more importantly, how can organizations fix it? Harvey spoke on this during a thought leadership spotlight at From Day One’s Atlanta conference. Recognition isn’t just about throwing incentives at employees, Harvey says. It’s about making them feel seen, valued, and motivated. Without the right approach, recognition efforts can feel like empty gestures rather than genuine appreciation.Praise vs. RecognitionAchievers Workforce Institute has spent two decades implementing over 600 recognition programs across some of the world’s largest organizations. Their research has led to a proven framework for what best-in-class programs do differently, which includes achieving the right balance—what they call the “Goldilocks zone” of recognition. Brie Harvey of Achievers led the session on impactful recognition“If the people in your business don’t know how to recognize effectively, it doesn’t matter what tools or technology you have in place, you’re going to be like a salmon swimming upstream until everyone understands there’s a huge difference between praise and recognition,” she said. A key insight is that there’s a crucial difference between praise and recognition. Praise is often vague and fleeting, while effective recognition is specific and meaningful. Employees don’t just want to hear ‘good job,’ rather, they want to know what they did well and why it mattered. Studies from Harvard show the biggest motivator for employees is a sense of progress. Recognizing small wins along the way, not just big milestones, can have a powerful impact on engagement and productivity.“Once people realize how intoxicating it feels to make someone’s day, what ends up happening is leaders get much more visibility into the actual work being done, which presents all these opportunities to offer positive reinforcement of the exact behaviors they want to see more of,” Harvey said.Best Practices for Recognition SuccessHarvey highlighted three essential traits of an effective recognition program:First is frequent and specific recognition. Research indicates that organizations should aim for at least one recognition per employee per month, with some top-performing companies exceeding this benchmark. Meijer, for example, averages over seven recognitions per employee per month, not because of a massive rewards budget, but because of strong recognition habits embedded in the culture.Next, she cites the importance of peer-to-peer and non-monetary recognition. Recognition shouldn't just come from leadership—it should involve colleagues acknowledging one another. Achievers’ research found that organizations that hit at least 50% peer-to-peer recognition see higher engagement levels. Non-monetary recognition also plays a crucial role; even a simple comment on a recognition post can have a lasting emotional impact.Lastly, is the important low-dollar, high-frequency rewards. When monetary rewards are involved, they should complement recognition rather than drive it. The most effective programs use small but meaningful incentives, such as $5 or $10 bonuses, to amplify appreciation without creating a culture of entitlement. Features like Achievers’ “Boost” allow employees to contribute to existing recognitions, creating a powerful ripple effect of appreciation.Real-World Impact of RecognitionThe impact of well-executed recognition programs goes beyond employee satisfaction—it drives measurable business results. Harvey shared several case studies that demonstrated how recognition influences performance:DuPont saw a 68% increase in consecutive safe workdays after implementing a recognition program, saving them over a million dollars.Call centers in India reduced “quick quitting” (where employees leave for lunch and never return) by 14% through targeted recognition of learning milestones.Rogers Telecommunications ran a recognition-based campaign for customer service representatives, leading to a 90% increase in upsells and an 18-point boost in Net Promoter Score (NPS).Beyond business metrics, Harvey shared deeply personal experiences highlighting the lasting emotional impact of meaningful recognition. One of her most memorable recognitions—a digital “love bomb” filled with thoughtful comments—left a lasting imprint on her. She used her recognition points for impactful life experiences, including her wedding expenses and a life-changing trip with her late husband.“The authenticity and the frequency of recognition that transforms the employee experience provide meaning, but personalized rewards can really complement your efforts to make employees feel appreciated,” she said.The Bottom LineTraditional rewards programs often fail because they focus too much on monetary incentives and not enough on meaningful recognition. By prioritizing frequent, specific, and peer-driven appreciation, organizations can create a culture where employees feel valued, not just compensated.Recognition isn’t just a nice-to-have, Harvey says, it’s a strategic necessity. Organizations that get it right don’t just retain employees, they create workplaces where people thrive. The right recognition strategy drives engagement, retention, and business success. Plus, employees don’t just remember it—they carry it with them for years to come.Carrie Snider is a Phoenix-based journalist and marketing copywriter.Editor’s note: From Day One thanks our partner, Achievers, for sponsoring this thought leadership spotlight. (Photos by Dustin Chambers for From Day One)

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Cancer in the Workplace: Prioritizing Access to Comprehensive Care for Employees

BY Jessica Swenson February 27, 2025

With increasing cancer rates and treatment costs across the U.S., employers are seeking ways to neutralize the associated rise in healthcare benefit expenses. Research shows an alarming surge in cancer rates, even in younger people. These elevated rates undoubtedly contribute to the 50% increase in high-cost claims—claims totaling over $1M per patient—employers are seeing. Part of this cost is the expense of injectable cancer therapies. There is plenty of media coverage on concerns around the volume of production and consumption of injectable drugs; it’s also worth noting that seven of the most expensive injectables are cancer treatments.At From Day One’s Atlanta conference Dr. Denise Harnois from the Mayo Clinic discussed a solution that gets patients the comprehensive care they need while potentially reducing employer benefit costs. Employers are turning to centers of excellence as a more efficient and cost-effective way to manage employee care for complex or serious diseases. Drawing from Business Group on Health’s 2025 Employer Health Care Strategy Survey, Dr. Harnois said that “50% of organizations [will be] using centers of excellence [for] cancer care by the end of 2025” and an additional 25% will shift to this model in 2026/2027. One version of this model available to employers and patients is Mayo Clinic’s Complex Care Program. Efficient Pathways to Complex CareThe Mayo Clinic Complex Care Program uses an integrated, patient-centered approach to provide a second opinion and get patients the care they need. It focuses on identifying the right diagnosis, providing the right treatment, and executing that treatment in the right way for the patient. The program offers equitable access regardless of patient location and seeks to remove barriers to treatment by subsidizing travel or co-pay expenses when possible. It is also built with efficiency in mind. Patients are evaluated by three to five specialists, participate in laboratory and diagnostic studies, and leave with a comprehensive treatment plan, all within three to five days.With 11 million patients connected to the program, Mayo has ample data to demonstrate its value. By reviewing the broad health outcomes of 7,000 patients and analyzing the detailed medical records of 516 patients who traveled for care in 2023, Mayo identified a few key statistics that show the impact of bringing together a multidisciplinary, multispecialty care team.They found that 52% of patients referred for second opinions on complex/serious illnesses had a change in diagnosis during their time in the program. Additionally, 85% of these diagnosis changes resulted in a change in treatment. And 57% of treatment changes affected medical therapy only, but up to 25% eliminated surgery recommended by a local healthcare provider.Patient Case StudyDr. Denise Harnois of Mayo Clinic led the thought leadership spotlight (company photo)Dr. Harnois shared a patient story illustrating how the program can benefit patients and employers. A lung cancer survivor experiencing fatigue and shortness of breath was referred to the program through her employer. Her local physician had diagnosed her with a Stage IV recurrence of lung cancer requiring surgical intervention, chemotherapy, and likely radiation therapy.This patient’s evaluation and testing in the Complex Care Program revealed that she was not experiencing symptoms of recurring lung cancer at all—she had a lung infection that could be treated with steroids and antibiotics. This change in her diagnosis and care pathway not only improved the quality of life for the patient and her family but saved her employer and its healthcare plan over $200K for just the first year of the recommended cancer therapy.Mayo’s Complex Care Program reflects the original mission of the Mayo brothers: the needs of the patient come first. Dr. Harnois reiterated this sentiment by saying: “Everything we do at the Mayo Clinic is about putting the patient at the center of everything. It's about focusing solutions and care and hope around what that patient needs and what we're going to be able to offer that patient.”Editor’s note: From Day One thanks our partner, Mayo Clinic, for sponsoring this thought leadership spotlight. Jessica Swenson is a freelance writer based in the Midwest. Learn more about her at jmswensonllc.com.(Featured photo by Dustin Chambers for From Day One)

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4 Must-Have Talent Retention Strategies for 2025

BY Katie Chambers February 20, 2025

Did you know that nearly two thirds of your workforce might be seeking a job elsewhere? A recent study by Achievers Workforce Institute found that 65% of employees have at least one foot out the door. Why? This is, in part, due to the fact that 43% of employees are experiencing at least some burnout, only 28% would recommend their manager to others, and a measly 15% feel their organization does a good job connecting them to colleagues.So, how do you fix it?The last four years have witnessed record levels of resignation and historic labor shortages amid shifting expectations of what work should look like so that it works for employees. In 2025, many organizations will continue to be challenged by economic uncertainty and may not be able to hire their way out of their people problems. At From Day One’s Chicago benefits conference, David Bator, managing director of Achievers Workforce Institute, shared the four must-have research-driven talent strategies that will help engage and retain employees in 2025.Building the Foundation for Talent RetentionBator notes that the buzzwords “engagement” and “experience” are often thrown around by HR. Both are important, but what do they look like in practice? “When I talk about employee engagement, I'm talking about the commitment an employee makes to doing the job that they're paid to do. And by contrast, when I talk about employee experience, I’m referring to the responsibility [of leaders] to create conditions so that folks can be engaged in the first place,” he said. Each is crucial to talent retention.While salary is a piece of the puzzle, Bator says, it’s not enough. Surveyed employees were also greatly swayed by feelings of appreciation, celebration, community, and growth. So, a holistic approach is needed to build a workplace where employees feel empowered and excited to thrive.Here are Bator’s “Four C’s” of talent retention:1.) ConnectionEngaged employees are able to develop and maintain relationships across a diverse network. An Achievers study found that people who say their company supports them in building meaningful friendships at work are 2.4 times more likely to feel a sense of belonging.“Connection is more for a philosophy than it is a series of features,” Bator said. “The fundamental question we need to ask ourselves is, ‘Are we making it easy every single day for our people to access the people, the skills, [and] the resources they need so they can be productive and positive from anywhere?’”David Bator of Achievers led the thought leadership spotlightConnection has a direct impact on an employee’s resilience and adaptability, both of which are critical now in an ever-evolving workplace. A recent Achievers study showed that only 28% of employees felt that they could manage change at work. This was due, in part, to their inability to connect to the organization’s mission, their peers, and their manager, all of which impacts their confidence.To help strengthen the connection between managers and employees, Bator suggests focusing on four key factors of manager effectiveness. First, regular one-on-one meetings provide essential support for employee success. Second, recognizing employees helps them feel valued, and those who receive regular recognition report a stronger connection to their peers. Third, effective coaching offers guidance to help employees improve their performance. Finally, investing in career development supports both personal and professional growth.Leaders can gauge manager success in part, Bator says, by regularly surveying teams to see if they would recommend him or her to others. And, despite recent backlash against DEI initiatives, those too have been proven to strengthen connection. Bator says employees are three times as engaged at companies where recognition efforts integrate diversity and inclusion.2.) Celebration“Frequent recognition has a massive impact on how employees feel about their work,” Bator said. “It's not just about connecting them through frequent recognition to the mission, to their manager, and to their peers, but it’s also about the opportunity to connect them to the behaviors that drive performance. 74% of employees will repeat an action if they are recognized for it.”The effects of recognition are far-reaching, impacting several areas of a worker’s outlook. Bator cited a 2023 research study of more than 5,000 respondents which showed that employees who are recognized weekly are twice as likely to report positive mental and physical well-being; are three times more engaged at work; are five times as likely to feel a strong sense of workplace belonging; and are 10 times more likely to recommend their manager. And these “warm fuzzy feelings” of recognition can be a “protective factor” on business outcomes when it comes to retention, sustainability, and growth, Bator says. 64% of respondents said feeling recognized reduces the desire to job hunt and 73% said it inspires productivity. And when it comes to the bottom line, 54% of employees surveyed remarked that feeling recognized and appreciated reduces the impact of having a salary that is below their expectations.In fact, it’s social recognition, rather than monetary reward, that drives engagement, retention, and productivity, Bator says. While many larger organizations rely on rewards programs, Bator says it’s not the best strategy: “It’s better than nothing, but it’s worse than average.” 71% of employees feel the same people win every year, only half find the rewards to be something of value, and not many are invested in or excited about winning. When asked what they actually want instead, the option with the highest votes was “consistently receiving at least monthly recognition for the impact I’m having in my role,” he said.3.) CompensationFrequent recognition and feelings of belonging increase perceptions of pay. Of course, the ability to adequately house, clothe, and feed oneself is still vital to Maslow’s hierarchy of needs – and all of that requires cash. Offering competitive salaries is well-known to increase the acquisition and retention of high-level talent.When fair compensation is combined with recognition and connection, the results are impactful. More than 70% of employees say being paid market value and being celebrated frequently would strengthen their sense of belonging. But with corporate budgets always tightening, raises are not always possible. Fortunately, Bator says, 52% of employees say feeling meaningfully recognized would outweigh a salary freeze.4.) ChoiceAn Achievers study showed that employees who are asked for feedback four times annually are 50% more engaged and 88% more likely to feel valued. Soliciting comments, critiques, and suggestions is one way to signify that employees are valued and accepted without reservation. The most successful companies, Bator says, promote an inclusive environment where employees feel seen, heard, and respected.This inclusive spirit should infuse every business decision. “The call to action here is to not do more engagement surveys, even though they have utility for the work that we all do, but it's to think about the programs, the products we're trying to take to market, the policies we're rolling out, and where are the opportunities to involve our employees [and] to include them in that conversation,” Bator said.He also notes this does not mean you should just flood your employees with benefits options for health and well-being. They may look good on the surface, but are rarely used. “Participation in those programs hovers somewhere between 21-26%,” Bator said. “So many of the things we build for our people, we build with a supply side focus. Meaning, ‘Here’s all the stuff that's available to you,’ rather than a demand side focus that understands the moments that matter to employees and meets them there. And that’s exactly what choice is all about.”Editor’s note: From Day One thanks our partner, Achievers, for sponsoring this thought leadership spotlight.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 and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.

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Beyond the Paycheck: Investing in Caregiving to Drive Employee Retention and Productivity

BY Tabitha Cabrera February 20, 2025

Recent BCG research finds that childcare benefits deliver returns of up to 425% of their cost for companies across the United States. At From Day One’s January virtual conference, Rachel Peterson, VP of marketing at Upwards, provided insight on sustained care and creating holistic solutions for employees.“How can we ask “why” a few more times to really get ourselves to the heart of what is the holistic need that isn’t being met here? We can do a better job of serving and that will then help [improve] everything from mental and emotional well-being at work, to financial well-being when there’s a steady care system in place,” she said. “When we offer that organizationally, we see employees that are happier, that are healthier, that are more successful. If we care for an employee, they take better care in their day working responsibilities.” Peterson spoke on not only the lack of childcare resources, but the growing need for adult care resources for employees across organizations. A highly impacted demographic of employees are those working nontraditional hours when child care or adult care is not available. “Are we able to offer something to employee populations that creates a sustainable improvement in their lives?”Rachel Peterson of Upwards spoke during the thought leadership spotlight (company photo)“So, we know that over 50% of families in the U.S. live in a child care desert, and that means that there are not adequate care centers to meet the needs of families within an area. In areas that are seeing that desert, there are also 18 plus month wait lists for childcare centers,” said Peterson.According to a 2020 U.S. Chamber of Commerce Foundation study, 58% of working parents reported leaving work because they were unable to find childcare solutions that met their needs. Outside of the lack of childcare resources the cost of childcare leaves families balancing if working outside of the home is feasible. “I remember hearing around the middle of last year, a new report came out that childcare for two children is now more expensive than rent in all 50 states, which is really one of the other things that makes this no longer nice to have, but really a need for employees,” said Peterson. With a lack of available resources and resources that most working families cannot afford, a family care benefit provided for employees could make all the difference when balancing working outside of the home. “We’ve seen 80% reduction in turnover for organizations that do offer this benefit, a 30% reduction in absenteeism and, unsurprisingly, improved employee satisfaction,” she said. Not only do employees feel strain when trying to balance child rearing and a career but many also have an added weight of caring for aging parents. “65% report a negative career impact as a result of not having the support they need in that caregiving and its complex journey right now,” said Peterson. Not only do many employees struggle to find appropriate childcare but they may be caring for aging parents at the same time, navigating insurance, medical resources, and appointments. Rachel proposed a question for all employers, “Keep going down into the ‘whys,’ and oftentimes, what we find is that the central why of what holistic care and holistic benefits mean for an employee population is, what can we offer them that makes them feel valued, safe, secure, and know their families are being taken care of,” she said.“The challenge of work-life balance is without question one of the most significant struggles faced by modern man,” as said by Steven Covey. What’s important for the modern company is listening to the concerns of their employees and shifting to find solutions not only in the workplace but lightening whatever struggles employees face.Editor’s note: From Day One thanks our partner, Upwards, for sponsoring this thought leadership spotlight.Tabitha Cabrera, Esq. is a writer and attorney, who has a series of inclusive children's books, called Spectacular Spectrum Books. (Photo by Visual Generation/iStock)

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Rising Health-Plan Costs and the Role of Centers of Excellence

BY Christopher O'Keeffe February 18, 2025

Cancer treatments now account for the majority of employer healthcare costs, says Dana Baker, senior director at Mayo Clinic’s Complex Care Program. With the rise in high-cost claims and the growing prevalence of cancer treatments, Baker discussed how Mayo Clinic’s Centers of Excellence can help alleviate costs.Beyond rising drug costs, Baker highlighted the impact of high-cost claimants during a thought leadership spotlight at From Day One's Chicago benefits conference. “Employers are experiencing a 50% increase in this, so when we talk about high-cost claimants,” or individuals whose healthcare costs reach over a million dollars annually. More companies are turning toward structured healthcare solutions. Each year, Business Group on Health conducts a major survey covering about 17 million insured lives. Based on the findings, these are the top three solutions for controlling health plan costs, says Baker. Baker notes, “50% of the employers shared that they would have a cancer solution by the end of this year, then another 26% are sharing that they’re implementing in 2026 and 2027.”The Three R’s: Right Diagnosis, Right Treatment, Done RightDana Baker of Mayo Clinic led the session Mayo Clinic’s Centers of Excellence (COEs) follow a strategic model to improve healthcare outcomes. “So when you look at what COEs do, we call them the three R's: right diagnosis, right treatment and done right."Here’s how it breaks down, says Baker. Simplifying access to high-quality care, even if that means literally moving the patient: Baker acknowledges that some may see covering travel as a significant expense. “When you look at the overall expense of covering travel for a patient, when they go through a program like this, they;re only there for three to five days,” Baker said. “It’s under $2,000 for a patient to travel, have a flight there, and have a hotel. So it's actually not as expensive as you think it would be”It’s important to focus on the right employees. “That’s really when you look to your partners on how they are identifying these individuals. Are they doing active outreach to patients that are having complex issues?”Lastly, Baker emphasizes the importance of simplifying the experience. “At Mayo, we’re all under one roof. And what makes that unique is, if anyone’s experienced care there, when you walk in, your labs, your imaging, your pathology, is all done on one campus.”A Real-World Case Study: Molly’s StoryTo illustrate the impact of COEs, Baker shared the case of a patient named Molly. “She was having persistent coughs. This is a case last year, and her local oncologist that treated her before diagnosing her was starting her on aggressive chemotherapy and radiation treatments. However, her employer did offer a Centers of Excellence benefit with Mayo Clinic.”Mayo Clinic reevaluated Molly’s diagnosis and determined she didn’t have cancer—after she had already begun aggressive treatment. By ensuring diagnostic accuracy, COEs help employers avoid costly and unnecessary treatments. One key factor is having the frozen lab on the same floor as the surgical suites, allowing patients to remain under anesthesia while confirming clean margins. This approach reduces the risk of repeat surgeries or incomplete diagnoses, says Baker. “So Molly had an easy fix, antibiotics and a trip home, and she didn’t have cancer.”What Employers Should Look for in a COE ProgramBaker advised employers to carefully evaluate healthcare solutions. “As you look at the marketplace that's out there, it’s saturated with vendors.” Mayo differentiates itself by ensuring equal access to high-quality care.Mayo has been providing care for 160 years, compared to some centers that have only emerged in the past few years. Unlike others, Mayo also delivers the actual care. Cancer remains a top driver of employer healthcare costs. “It’s going to be the number one thing for a while. It used to rotate between cardiovascular health and cancer on the top ones, but now it’s truly riding up there as a top expense.”She emphasized the importance of data-backed healthcare solutions. “The proof is in the data on what the outcomes look like.”Editor’s note: From Day One thanks our partner, Mayo Clinic, for sponsoring this thought leadership spotlight. Chris O’Keeffe is a freelance writer with experience across industries. As the founder and creative director of OK Creative: The Language Agency, he has led strategy and storytelling for organizations like MIT, Amazon, and Cirque du Soleil, bringing their stories to life through established and emerging media.

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Caring Smarter: Why Cost-Effective Caregiver Support Is Good for Business in 2025

BY Stephanie Reed February 10, 2025

“When employers and I are talking about how to define ROI, the question actually starts with you,” said Jess Brown, VP of marketing at Cariloop.“Are you trying to decrease leave claims? Are you trying to decrease retention of working parents in the workforce after they return from leave? Are you trying to be ranked as a number one employer in your segment?” she asked during a thought leadership spotlight at From Day One’s January virtual conference.The inquiry into ROI arises out of employees’ need for effective care benefits as the costs of American employer-sponsored healthcare are expected to increase by 9%. This will cost over $16,000 per employee by 2025.However, Brown urged organizations to consider what is more detrimental to their long-term financial stability and productivity. For example, caregiving employees often take leave to care for their families, but many eventually need time off for their own health. Some are even forced to leave their jobs entirely. This leads to higher costs for organizations, which must recruit, interview, and train new talent—while also facing productivity losses when key employees are absent.Brown emphasized that providing effective caregiver support isn’t just a benefit for employees, it’s a practical, sustainable strategy that helps companies retain talent and manage costs.Effective Caregiver Support Solutions  Effective caregiver support includes predictable and flexible solutions outside of the reimbursement model, which has substantial costs. Brown advised organizations to assess potential benefit providers for reliable models that protect rather than drain their budget. “And when it comes to predictability and flexibility, some bold questions I would ask are, ‘how can you guarantee that we will not face unexpected overages from misuse and fraud?’” Jess Brown, VP of marketing at Cariloop, led the session (company photo)She also encouraged employers to inquire about customizing the parameters around programs based on company goals. “Some employers say, ‘Jess, I want this to be used only during work hours, only for child care, only when regular care isn't available.’ And some employers say, ‘Jess, I just want them to use it because the reason we're implementing this program is just to satisfy a desire and a need for general caregiving support.’” Effective caregiving programs should address employees' rising costs and navigation challenges while ensuring HIPAA compliance. A proactive, sustainable approach involves investing in innovative solutions, including licensed coaches who provide comprehensive caregiving support.Lastly, Brown emphasized that caregiving support has to be integrated into the employee experience. She advised employers to ask providers, “[H]ow they track and record for preventing leave claims for working caregivers and how they measure that on an ongoing basis, and then how they can embed their support overall into the caregiving journey.” How can companies confirm ROI? After identifying their unique goal, what caregiving solution achieves that goal, and gathering the data that aligns with it, they can choose providers who integrate that data into their offers and programs. “So when people come to me and say, ‘Jess, how do you prove the ROI of your caregiving benefit?’ I need to say, ‘First, I need to understand why you want a caregiving benefit.’” Ongoing Care Support Trends Cariloop provides inclusive caregiving benefits, combining expert guidance from Care Coaches, digital tools, and a supportive care provider network to assist caregiving employees.Gathering data from their clients, Cariloop has identified the most significant concerns workers experience in their search for adequate caregiver support benefits.In 2024, one trend observed was that 71% more clients requested consultations with Cariloop to explore health insurance options amidst increasing premiums. Next, 73% of their services were requested to find daily, affordable child care for working parents.  Lastly, many clients requested information on Medicare and Medicaid to help those they cared for gain access to services after pandemic assistance policies ended. “And now we enter 2025. And quite frankly, it's time for change,” Brown spoke about the need to shift trends and invest in more effective solutions in the new year. “The child care, the caregiving problem as a whole is a detriment to the business, a detriment to our employees’ lives. And we need something that is more predictable and affordable and scalable and flexible for our workforce. And that’s what’s happening right now.”Editor's note: From Day One thanks our partner, Cariloop, 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.(Photo by lithiumcloud/iStock)

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Enhancing Productivity and Creating Relationship Breakthroughs Through Your Total Rewards

BY Jessica Swenson February 06, 2025

It’s no secret that employees are key to an organization’s productivity and profitability. Research shows a clear link between engaged, authentic, healthy employees and positive business results. But what can employers do to enhance the employee experience and become a high-performance organization?Ingrid Woolfolk, employee experience lead with WTW, shared insights and next steps in a thought leadership spotlight session about “Creat[ing] Relationship Breakthroughs Through Your Total Rewards” at From Day One’s Chicago benefits conference.WTW helps clients build resilience, inspire their workforces, and optimize performance with data-driven solutions in people, risk, and capital. With over 50 years of insights across industries, they’ve analyzed how employee experience, rewards programs, and company performance are connected.What Makes a Winning Company?To understand what high-performance organizations are doing differently, WTW analyzed results from 16 million surveys completed between 2002 and 2023, including 6 million individual employees from 600 companies in what they call the “post-disruption era” (2019–2023). They compared the employee experience and tracked 9 separate financial metrics across 30 global high-performing companies and 500 average companies.Ingrid L. Woolfolk, the employee experience leader at WTW, led the session Data showed that total rewards are important to employees, even if they don’t use that language. Because of this, it is crucial for companies to understand what employees need and innovate their offerings to fulfill those needs. The three areas that emerged as most important to employees were recognition, growth, and well-being. These three areas also happen to be existing differentiators for global high-performance (GHP) organizations.“Recognition goes beyond traditional monetary rewards,” said Woolfolk. Leading companies prioritize pay equity, transparency, and customized compensation options. They foster loyalty and internal growth by setting clear goals, offering development opportunities, and providing advancement pathways. Comprehensive well-being programs—addressing physical, emotional, social, and financial needs—demonstrate that employees are valued beyond their productivity while removing barriers to engagement.Five Predictions for 2025Based on this research, and requests from existing clients, WTW predicts that companies will pursue the following five focus areas in 2025 to drive performance and elevate their employees’ total rewards experience.Artificial intelligence: Companies are already showing interest in using AI to improve business outcomes and improve the employee experience through enhanced communication, navigation, analytics, and operational efficiency.Spending money where it counts by analyzing employee wants and needs alongside cost and utilization rates to better understand the overall ROI of specific benefits. Subsequent communication campaigns will ensure clear articulation of the total rewards value.Bolstering employee pocketbooks: Woolfolk and team anticipate that companies will seek to improve the affordability of pay and benefits programs, advance employees’ financial acumen and resilience, and enhance retirement offerings. Elevating transparency beyond compliance: Data shows that DEI programs may evolve into broader, more sustainable human capital strategies that promote equity, inclusivity, and pay transparency. These strategies are expected to exceed current compliance standards through new governance models and stakeholder reporting.Double-down on careers by developing career frameworks that align with business goals and support productivity targets while growing and rewarding critical employee skills.Where Can You Start?Woolfolk suggests collaborating with HR and finance partners to assess your current plans. Including the finance team up front can reduce decision-making delays and improve planning. Ensure you have a solid listening strategy so you can collect, analyze, and act upon employee feedback. “Make sure you don’t ask questions that you’re not willing to address,” she said, “because nothing hurts employee morale worse than asking questions and they never hear anything back.”Work with vendors to optimize the design of benefit plans, she says. Take the lead of high-performance organizations by being sensitive to the diverse, evolving needs of your employee populations, including more people in the planning as your organization’s story emerges, and being transparent about what’s next.“Taking action now is really important.” Woolfolk said. Identifying your strengths, weaknesses, and goals is crucial to engaging with the correct partners and building out the rest of your total rewards plan. Any listening strategy or employee survey is not a single event that leads you to high performance. It is a multi-faceted, ongoing exercise, and needs to be blended with a great communication strategy and change management principles.“Combining that change management with that communication strategy is paramount. In order to create the relationship breakthrough, you need that dialogue. You need listening,” said Woolfolk. You need communication that ultimately creates that high-performing employee experience that we all want, to help drive productivity.”Editor's note: From Day One thanks our partner, WTW, for sponsoring this thought leadership spotlight. Jessica Swenson is a freelance writer based in the Midwest. Learn more about her at jmswensonllc.com.

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People-First, Performance-Focused: Linking HR Efforts to Bottom-Line Success

BY Emily McCrary-Ruiz-Esparza January 31, 2025

Despite HR’s new and powerful place in business, many leaders concerned with the bottom line struggle to understand the return on investment for HR’s activities, and many in HR struggle to communicate their value. But bridging human resources to the business isn’t an impossible task; in fact, it’s getting easier thanks to sophisticated HR tech and new access the department has to business leaders and their goals.Ken Matos, the director of marketing insights, and Keren Kozar, senior people and culture officer at HR tech platform HiBob says that the best way to make the connection is with what they call people-first HR.“People coming into the workforce are expecting a leader who genuinely cares about them and genuinely wants to see them be successful in the workplace,” said Kozar in a From Day One webinar on linking HR strategy to the bottom line. “[People-first HR] means that you’re considering your people. They’re not just a number.”“Every single department wants to contribute to a thriving company,” she said, but that may mean different things to different people. “For some, that 100% means the bottom line. For some people, that’s going to mean having an industry-disrupting product, but at the end of the day, happy, engaged employees who feel like they are contributing to an organization that cares about them are going to be the most successful, and that’s how a company is going to thrive.”The Latest and Greatest Business Expense: Artificial IntelligenceCompanies are cutting big checks for artificial intelligence–powered tools and all their promises, and entire organizations are receiving directives from the top: Start using artificial intelligence. But there’s little direction about how to use it, and the tech is still new to many users. Even without detail, departments will be asked to report how it’s improving their work.Ken Matos, Ph.D., the director of market insights at HiBob spoke during the webinar (company photo)Treat AI like a hypothesis to be tested, said Matos. “The first thing is to understand your theory of change for AI.” Identify the problems you believe an AI tool will solve, and “once you have that, you can move on to measurement.” Measure whether people are using it, then track how they’re using it and what they’re producing. “If you know what that chain is supposed to look like, you can pick key places where there are doubts or possibility for failure and focus on measuring those bits. And if the end result is what you’re looking for, then odds are that the whole thing worked.”Linking HR to the Bottom LineIf you want to get business leaders to listen, find out what motivates them. If they want to increase revenue, then it’s your job to identify how people affect revenue with not just what they do, but how they do it.“You can articulate to a leader that you want to get sales revenue up, and here are a bunch of enablers, or obstacles,” Matos said. “My job is to make sure those enablers are maximized. Here’s how and how these obstacles are removed.” With that, those business leaders will start seeing you as an ally, not an admin.And if you’re going to vouch for the efficacy of HR and its work, then you have to speak the language of the business. Kozar once worked for a company where the leader was “100% a numbers guy” who cared only about the balance sheet. “He used to say, ‘HR, you’re so touchy feely.’ And my response would be, ‘people are a measurable metric. They matter. That is a data point. People’s feelings are actually a data point. You need to consider it, just like you would consider absolutely any other analytic that factors into your business decision.’”This can’t end with employee sentiment surveys, though. “We often talk about how to align with leaders and how to communicate with them, but it’s just as important to make sure that HR leaders are speaking to every level of the business,” she said. “So talk to individual contributors, your entry-level folks. The best feedback that I get is from the individual contributors and entry-level people that I’m just sitting with at lunch. That’s how I’m going to synthesize anecdotal feedback and deliver that back to leaders in a way that they’re not going to get through an engagement survey.”Those who chafe against the notion of people-first HR do so because they “don’t realize how feelings change the effectiveness of their business,” said Matos. Think of it this way: How many times have you avoided emails or a project because there’s a person on your team who slows down the work, or is simply a pain to work with?Matos often speaks to business leaders who wonder why it’s their responsibility to motivate the workforce. Maybe you can’t motivate them, he said, but you can certainly demotivate them. “You can strip away their natural desire to do their job, from micromanaging to disrespect to not being communicative. All of these are things under your control.”Editor’s note: From Day One thanks our partner, HiBob, for sponsoring this webinar.Emily McCrary-Ruiz-Esparza is an independent journalist and From Day One contributing editor who writes about business and the world of work. Her work has appeared in the Economist, the BBC, The Washington Post, Inc., and Business Insider, among others. She is the recipient of a Virginia Press Association award for business and financial journalism.(Photo by Jacob Wackerhausen/iStock) 

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Benefits Recap & Forecast: Navigating Alternative Health Plan Choices in 2025

BY Jennifer Yoshikoshi January 27, 2025

On a summer day in 2024, Matt Cook, chief commercial officer of Firefly Health, suddenly felt some pain in his stomach. He reached out to his Firefly care team and scheduled a 15 minute appointment with a nurse practitioner who ordered him to get a CT scan. The results showed Cook had appendicitis and the next day he was scheduled for a surgery. All of this happened within 72 hours of care.Firefly Health is a virtual-first healthcare company that offers an alternative health plan that aims to make it easier for people to get the care they need. During a From Day One webinar, journalist Jenny Sucov spoke with Cook and Erik Sossa, independent advisor and consultant to Firefly and former Vice President of Global Benefits and Wellness at PepsiCo about health plan trends and challenges employers face with the changing landscape for benefits.The Shortfalls of Typical Healthcare BenefitsWhile Sossa was working with PepsiCo., he felt that employers were leaving employees to manage their benefits on their own. “They had to deal with changes in annual enrollment, finding an in network provider, prior authorization and an explanation of benefits,” he said.Despite the value of healthcare benefits, corporations are taking away from the positive employee experience while they themselves are struggling with the cost of providing care for their workers. “Employees oftentimes are facing the brunt of some of those tough decisions in the form of maybe a more restricted plan,” said Cook. “Affordability is such an issue for both the employee and employers themselves.”Coming from the corporate side, Sossa acknowledges that companies struggle with cost sharing and sometimes burden employees with having to educate themselves on healthcare plans while they may not have the time to learn the ins and outs of health insurance.“For an employee who doesn’t navigate healthcare for a living, they serve our companies for a living, that’s a tremendous burden on them to try to navigate through this,” said Sossa. “That’s part of the dynamic and one of the things I’m very excited about with companies like Firefly that are trying to really change that paradigm.”Matt Cook, the chief commercial officer of Firefly Health, spoke during the webinar (company photo)Cook said that one group that launched Firefly’s health plan alongside traditional plans told them that Firefly was “the first plan they ever offered where frontline workers and executives alike chose the same plan.” The concept of healthcare affordability is not just with money, but also time. For busy workers, healthcare is only useful when it can be accessible according to the member’s schedule.What is Alternative Healthcare?Alternative health care is an alternative to “historical medical plans that have been delivered in this country across a consolidated set of health plans that are out there today,” said Cook.Firefly is trying to “rethink” the medical plan experience by taking off the burden that has been placed on employees. Sossa views it as the “next evolution” of healthcare. “It’s an alternative to a broken system but hopefully that alternative becomes more and more of the status quo as we rethink the way healthcare needs to be delivered in this country,” Cook said.The new generation of healthcare that Sossa envisions is one that is affordable, accountable, productive and healthy. Firefly is using industry wide data sets on wellness, prescription drugs and labs to understand the gaps that need to be filled in healthcare.Firefly’s model allows patients to quickly schedule a 15 minute visit and continue the engagement in between visits. The company found that there were more longitudinal engagements with its members that were dealing with chronic conditions, some of which they were seeing two dozen to 100 times a year. In a primary care system, they might be visiting their doctor once a year, said Cook.The company offers both virtual and in person care through local partnerships. Firefly uses a care model that ensures members are consistently met with the same team throughout their journey.Pitching New Programs to StakeholdersChanges in new programs, like healthcare, can be exciting but it has to be approved by company stakeholders in order to be implemented. Sossa said when something new is being pitched, you have to have a “clear understanding of your audience and speak their language.”When talking to the CFO, understand the marketing, investments and advertising aspects. When discussing with human resources, touch on the represented population, labor landscape and contracts. Sossa says stakeholders will be more receptive to ideas that are half-baked, ones that require some brainstorming.“Bring them the idea at a 30% mark, where you have the ability to sonar ping with them, get their influence and get their reaction. But if you have a chance to sonar ping your ideas as you go through, that makes them part of developing the solution, and they are much more receptive to that,” Sossa added.He encourages corporate leaders to “resist the gravitational forces of short term thinking” and consider how something that will be sustainable and will solve issues takes time. Sossa advises his clients to think of themselves as moving into the first year of a three year strategy. “Aim a little higher in your steering,” he said.The Future of HealthcareAlternative healthcare is at an inflection point, but it is still a slow progressing industry as they introduce the concept to the corporate world, says Sossa. Cook added that the inflection comes at a time where provider shortages are only getting worse.“Ultimately, the average person is going to be looking for that accessible, high quality care and I think that moment is coming. We need to bring great quality care to our people, not leave it to them to go and figure out where to find it,” said Cook.More competitors are entering the alternative health care industry and the adoption of it is going to increase in 2025, predicts Sossa. Especially with growing frustrations on the traditional healthcare models and lack of progression to meet members’ needs.Editor’s note: From Day One thanks our partner, Firefly Health, for sponsoring this webinar. Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.(Photo by Phanphen Kaewwannarat/iStock)

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Is It Time to Break Up With Your HR Tech?

BY Carrie Snider January 24, 2025

Looking into new technology always takes time to research and adopt, but organizations should not put it off simply because it’s a lot of work. “There is constant evolution of technology,” said JJ Carpenter, senior account executive at Rippling, a platform designed to streamline HR, IT, and financial processes. “There are different systems out there today that maybe didn’t fit your bill a year ago.”Carpenter spoke about HR tech at From Day One’s November virtual, offering suggestions on how to approach new tech that could potentially make a big impact on how a company functions.Could it be time to shop around for new tech? HR technology should be evaluated regularly—typically every two to three years, though some companies do so annually, Carpenter says—to determine if it still meets organizational needs. Key triggers for evaluation include disconnected or inefficient systems, workarounds or manual data entry, duplicate processes, and the use of multiple unintegrated systems.Rather than sticking with outdated methods, organizations should stay informed about new solutions that may better fit their needs. Technology evolves, and what wasn’t a good fit before might be now. Regularly exploring options ensures HR systems remain effective and efficient. He spoke on what to look for in HR tech. Excerpts:Manual vs. AutomationOne of the most critical considerations is automation, as many HR tasks are still manual, creating inefficiencies and an increased administrative burden. Carpenter suggests evaluating HR tech with these questions: Are processes still paper-based? Do approvals require physical sign-offs? Is duplicate data entry a recurring issue? Can workflows be automated to reduce human intervention?A robust HR tech solution should provide automation that improves efficiency, reduces errors, and maintains an audit trail for tracking and reporting. “You don’t want employees to fall between the cracks,” Carpenter added. “Otherwise, they’ll get online and start looking at other companies. You want to try to retain those employees, that talent.”Organizations should evaluate whether their current system requires excessive manual input and whether automation can streamline transitions, promotions, and other workforce changes. Company BackgroundUnderstanding the history, structure, and direction of an HR tech provider is essential. In addition to evaluating present-day features, it’s important to consider the long-term partnership potential. Key questions to ask include: Is the system natively built, or is it a collection of acquired tools? Do different modules integrate seamlessly, or are they patched together? How often does the provider update and improve its technology? What does the provider’s roadmap look like for the future? JJ Carpenter a senior account executive at Rippling led the thought leadership spotlight (company photo)A well-integrated system helps prevent hidden inefficiencies that could impact long-term usability. Forward-thinking organizations should also assess the provider’s approach to AI development, security, and legal frameworks, including: Are AI-driven features being developed, and how will they impact HR teams? What data security measures are in place for AI functionalities? How does the provider handle contracts, including annual increases and master service agreements (MSAs)?Assessing these factors upfront ensures alignment between the HR tech provider and an organization’s strategic goals, Carpenter says.User-Friendly InterfaceEase of use is a major factor in the success of any HR tech platform. If employees and HR teams struggle to navigate the system, adoption rates will suffer. “Once we have a tool, will people actually use it? The worst thing you can do is invest in a tool you think solves a problem, only to find it creates a whole new one.”A user-friendly system reduces frustration, accelerates onboarding, and ensures employees and administrators can leverage its full capabilities without excessive training. Carpenter suggested not just asking if a function exists—ask the provider to demonstrate it.Test the TechBefore committing to an HR tech solution, it’s important to test it firsthand. Carpenter urged companies to request a sandbox environment to explore features, a demo showcasing real-world scenarios, and opportunities for HR teams to interact with the platform before implementation.“It’s got to be something that’s going to take away your burden, or at least help mitigate it,” he said.Reporting CapabilitiesData-driven decision-making is a cornerstone of effective HR management, and a strong HR tech solution should provide robust reporting capabilities, including customizable reports on workforce trends, compliance tracking for various regulations, easy export options for integration with analytics tools like Tableau or Power BI, and visibility into key HR metrics across multiple locations and entities.Organizations should ensure their HR tech allows them to track performance, generate insights, and make strategic decisions efficiently. “You want to focus on reducing your admin time and increasing your strategy, which boosts productivity,” Carpenter said.Customer Service & Response TimeReliable customer support is crucial when issues arise, as employee hours are valuable, and HR tech should build efficiency—not create more work while users sit on hold. When evaluating HR tech providers, consider Service Level Agreements (SLAs) for response times, Customer Satisfaction (CSAT) scores and user reviews, the availability of self-service options, and dedicated support models, such as pod-based support teams.A provider with strong customer support ensures that technical issues and inquiries are addressed promptly, minimizing disruptions to HR operations.Return on Investment & Management Buy-in“Sometimes other parties need to be involved more than you initially expect. Typically, you might start with an HR evaluation and realize IT needs to be part of the discussion, especially for security concerns,” Carpenter said.Look for tools that provide documentation, ISO and SOC certifications, and transparency around their security measures. These aspects are critical when presenting to leadership or a board.A strong business case for new HR tech should include time savings, as manual tasks consume valuable hours that translate into salary costs; administrative costs, since excessive administrative work reduces strategic focus and profitability; and long-term efficiency, as reducing manual work improves overall productivity and operational effectiveness.To build a persuasive case, outline the problem, the cost of inaction, and the benefits of the new solution. Decision-makers will weigh factors such as implementation time, cost, ROI, and associated risks.Effective evaluation involves a phased approach, system consolidation, and change management to ensure a smooth transition. Testing before implementation is crucial to preventing unforeseen challenges. In the end, making a well-informed decision based on both current and future needs will set an organization up for long-term success. “There is a cost to change,” Carpenter told attendees, “but there’s also a reward if you make the right decision.”Investing in the right solution can drive efficiency, improve compliance, and enhance the employee experience. By focusing on automation, company background, usability, testing, reporting, support, and ROI, organizations can make a smarter, more strategic decision that scales with growth.Editor's note: From Day One thanks our partner, Rippling, for sponsoring this thought leadership spotlight. Carrie Snider is a Phoenix-based journalist and marketing copywriter.

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The Future of Employee Experience: Leveraging Technology To Drive Engagement

BY Mary Jones January 10, 2025

Organizations that lack a technology strategy risk falling behind in addressing employee engagement—one of the most pressing challenges businesses face today. Research from leading firms like Gartner, Gallup, and Forrester reveals alarming trends: 60% of employees report burnout, 80% experience loneliness, and 70% feel disengaged. These factors contribute to a 50% increase in quiet quitting.“We need to drive engagement. We need tools that allow us to recognize each other and foster leadership transparency,” said Jaime McMahon, chief digital officer at LineZero. McMahon spoke during a thought leadership spotlight at From Day One’s December virtual conference.McMahon pointed out four priorities for HR professionals moving into 2025 including:Transforming HR through technology and strategic integrationCreating a future ready workforceFostering a culture of innovation and adaptabilityEnhancing employee experience and engagementHR professionals are prioritizing talent retention, according to a survey by Fuel50. Organizations are increasingly recognizing employees as vital assets to their business rather than replaceable workers. However, the challenge lies in effectively retaining talent. According to Fuel50, only 20% of organizations have systems in place to track employees’ skills and abilities.Creating the framework for data and AI gives organizations the ability to track the ROI of engagement initiatives, detect trends, and make changes as needed faster. “How do we make sure and get access to this type of information so that we can make our workforce effective? At the end of the day, it begins and ends with the data” said McMahon.Driving Change With Data and AIJaime McMahon the chief digital officer at LineZero led the conversation (company photo)Taking advantage of new technologies like AI is smart for business. AI is rearranging old operational habits. The capabilities offer ways for a customized employee onboarding experience, as well as automating routine HR duties. It’s not just about AI, though, says McMahon.Integrating a digital workplace becomes a centerpiece for efficient communication, feedback, and document management.  Employees stay informed on important company business, making them feel included, which in turn creates more engagement. Plus, it enables proactive decisions with real-time analytics.Organizations should avoid focusing solely on building a digital workplace and instead aim to create a comprehensive digital hub. This hub integrates five key components: communications, which facilitate seamless information sharing; engagement, which fosters connection and collaboration; a digital workplace, which provides the tools and infrastructure employees need to work efficiently; analytics and insights, which drive data-informed decision-making; and AI assistance, which enhances productivity and support through intelligent automation.“When I think about what’s going to make an impact today, these all make a dramatic impact,” he said. Companies who are not implementing these digital concepts will likely fall behind their competitors. Looking into the new year, companies who seek to stay ahead must invest in digital hubs, embrace AI, and make employee experience the focal point of their business strategy.Editor’s note: From Day One thanks our partner, LineZero, for sponsoring this thought leadership spotlight.Mary Jones is a freelance writer out of Ohio. Her work is featured in several publications including The Dallas Express, NDash, and The Daily Advocate.(Photo by Parradee Kietsirikul/iStock)

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Using Technology to Prevent Burnout: Modernizing Workplace Mental Health

BY Sydney Brown January 07, 2025

Nearly 2 in 3 workers experience burnout. Most of them do not have easy access to the resources needed to help with mental well-being. Employers are now wondering, “How can we better support our employees?” The answer may lie in our growing technological landscape.Nivati, a company focused on providing better mental health resources for employers and employees alike, is looking to change this reality, says Haeli Harris, director of clinical operations at Nivati. Harris spoke during a thought leadership spotlight titled, “Well-Being: What is it? And What Technology Can We Use to Promote it?” at From Day One’s Miami conference.Clients who come to see her often have an imbalance of some kind. Seeking out and solving that imbalance can be a challenge, says Harris. While 46% of workplace employees report diagnosable mental illnesses, more than half of them will not seek professional treatment, according to a study from the National Library of Medicine.“It’s not always just something wrong with the mind. Sometimes there’s social pieces, career pieces, their environment, the places that they’re in,” she said, “and so we really want to be thinking about all of those different areas.”Using data collected from the Substance Abuse and Mental Health Services Administration, she said, leaders at Nivati have discovered just how being off-balance affects employees’ mental and physical health. Each person is different  in how they manage stressors, says Harris. “Well-being isn’t a one-size-fits-all.”To help workers, employers should first understand barriers to finding therapeutic solutions. Many who do not get treatment cite lack of transportation or availability as well as cost for reasons why they cannot reach the care they need. In the workplace, there is an additional barrier—the stigma around admitting mental health struggles. Some may feel they would rather handle it themselves than go to their employer, says Harris.The Effects of BurnoutBurnout plays a large role in this dynamic. Looking at the numbers, a 2022 Aflac WorkForces report found 59% of workers experience burnout.Haeli Harris of Nivati led the thought leadership spotlight “A lot of people feel pretty hopeless in how we fix this,” said Harris. “We’re trying to encourage people. Let’s not give up. Let’s think of those attitudinal barriers and what we can do in the workplace to help with those.”Burnout does not begin with the mental and physical collapse of a worker. There are stages and signs that burnout is coming. Employees first feel burned out for a variety of reasons, including a sense that their workplace is not concerned with their well-being. While workplaces provide health insurance, there are often other ways to support employees and address feelings of burnout.Employees will start calling out of work, Harris says. They find they can not focus as well, and their productivity starts to decline. They stop practicing self-care, and lack either access to or willingness to see a counselor. Employees will eventually cease discussing their career goals with their employers, as they no longer have the energy to produce high-quality work.Using Technology to HelpStudies have found if employers directly address the importance of well-being, mental health and self-care, the employees are less likely to experience burnout. “We want to encourage people to continuously learn, not just about the things they do at their job, but about mental health, too,” Harris said.Employers can help by increasing access to several pillars of self-care and focusing on supportive leadership. In her own workplace, Harris recommends promoting meditation and mindfulness.Meditation and mindfulness are centuries-old practices that encourage living in the present moment. For many, this could mean spending time in nature. For others, mindfulness could mean practicing yoga and focusing on more physical solutions to stress or anxiety. Many utilize apps, classes, programs and video guides to reach a sense of emotional peace. The concept and positive impact of mindfulness, Harris said, “is clinically proven.”Well-being in the workplace doesn’t stop there. Employers can also offer supportive leadership by way of training directed at managers, who can then be better-equipped to both recognize and help when the early stages of burnout begin in employees. She recommends hosting one training each quarter. The availability of online, remote training means employers can access these much easier and more reliably.An important piece of the puzzle surrounding mental health is physical health. Wellness incentive programs, like providing gym memberships or walking challenges, has a marked positive effect on employees’ connections to their work. Physical exercise helps alleviate feelings of depression, anxiety and stress. Movement and exercise can directly curb those looming feelings of burnout and mental exhaustion in the workplace.Even for mostly remote workplaces, Harris said keeping up on communication apps such as Slack will help employers stay connected to their employees.The Social Aspects of WorkOften a symptom of burnout is an employee feeling underappreciated for their work. It does not have to be that way. Employee recognition and consistent acknowledgement of a workers’ efforts can lift them up and feel more motivated to continue with high-quality work. There are also ways to “use these apps and all the technology that is out there,” she said.Each quarter, Nivati hosts book clubs through their preferred communication app. Apps like Calm or Headspace are popular for workplaces looking to “provide quiet places and then encourage mindfulness practices,” she said.Having employee-focused training is another way to promote these types of self-care techniques. Nivati consults with nutritionists, financial coaches and personal trainers—to name a few—who offer personal development programs. Nivati has an on-demand video library with different types of programs doing just this, she said, which is “a great opportunity for people to go and choose what they want to learn.”“Psychological safety is a big thing that’s been talked about more for companies, and I think it’s important that we do think about how our leaders are showing they have an open door,” Harris said.Editor’s note: From Day One thanks our partner, Nivati, for sponsoring this thought leadership spotlight.Sydney Brown is a freelance journalist from Vancouver, WA. Her work has appeared in The Seattle Times, The Spokesman-Review and The Columbian.