Overcome Stubborns

Making Flexibility a Core Value, From Hybrid Work to Career Growth

When Deanna Jones, now chief human resources officer at Baker Hughes, began her career at the energy and technology company, the rig workers would typically work 28 days on an oil and gas platform and then have 28 days off.“Early in your career, the ability to take a month and go skiing or travel the world when you’re not actually at work can actually be something that’s very engaging, but I do think it is very difficult,” Jones told moderator Paul Pavlou, the Dean of the C.T. Bauer College of Business at the University of Houston, during From Day One’s Houston Conference.Although having 28 consecutive days off gave rig workers a lot of freedom, they didn’t have much flexibility during their time on a platform, says Jones.“So, one of the things that we’ve been investing in is a lot of automation and the ability to be in a situation where we can operate a lot of the things that are on the platform, but not actually being physically in those spaces, but in the offices,” she said, noting this is allowing Baker Hughes to “provide a different type of flexibility out into the future.”During the pandemic, the company automated a number of drilling services.“It’s amazing to see those leaps in terms of technology adoption, when you have to go through that and then realize you can do work differently,” Jones said. “I think the pandemic allowed us to really think about the art of the possible as it related to flexibility.”Deanna Jones of Baker Hughes was interviewed by Paul Pavlou of the C.T. Bauer College of BusinessEmployers must be flexible in all aspects to attract the best and brightest minds, says Jones. “If we’re not willing to be flexible in the way that we think about work, how are we ever going to attract and retain the workforce of the future?” she said.Stamping Your Skills PassportFlexibility in the workplace helps employees to transition from the work they are currently doing to what their jobs will involve down the road. For example, “How do I take someone who understands technology from one perspective in oil and gas and take them into something like carbon capture and storage or geothermal?” she said.The key is to determine what transferable skills an employee has and which ones they need to develop, according to Jones. Instead of an individual getting a degree and using that knowledge throughout their career, they begin thinking of their skill set as a passport to a continuous learning journey, she says.One of Jones’ mentees who plans to work in human resources did a rotation in sales and commercial. He found it daunting at first, but then realized, “Wow, I use a lot of skills in HR that actually apply in that sales environment.”Embracing Inclusion is Key to Attracting EmployeesFlexibility goes together with inclusion, another critical core value for companies, when it comes to making the workplace more welcoming to the broadest possible pool of talent.“Employee resource groups are a way for us to create communities of like-minded people across the organization for them to come together from whatever background they are from and be able to provide insights to the organization around ways we could change or adapt so we become more open and inclusive to those various groups,” she said.For example, members of the employee resource group for parents can give corporate leadership feedback on the work schedules and employee benefits that work best for them.For a global company like Baker Hughes, it’s important to have a multicultural employee resource group that can provide insight into what makes sense for different regions of the world, Jones says.The integration of inclusion and technology to create a more flexible working environment is going to be absolutely incredible in terms of unlocking human performance over the next 20 to 30 years. “I have said to people recently that I wish I was starting my career at this moment,” she said.Mary Pieper is a freelance writer based in Mason City, Iowa.

BY Mary Pieper | March 14, 2024
Overcome Stubborns
By Katie Chambers | March 04, 2024

DEI Will Endure, But Corporate Advocates Will Need to Reframe Their Approach

The recent headlines say it all:“Inside the anti-DEI crusade” (The New York Times)“DEI efforts are under siege” (CNN)“DEI is under attack” (Harvard Business Review)With initiatives toward diversity, equity, and inclusion enduring a backlash on several fronts, advocates would be well-advised to rethink their goals, strategies, and messaging. If there’s still a strong business and moral case for DEI, what approaches will work better in the current climate of culture wars, corporate austerity, and legal challenges? Experts on a panel at From Day One’s February virtual conference discussed the path forward.While the headlines make the struggle seem dire, panelist Sue Schmidlkofer, global director of diversity and inclusion at UPS, says not to be alarmed. “There are cycles to this kind of work,” she said. “It’s not going away, and it’s part of the foundation for organizations large and small.” Much of the controversy, she says, comes down to the proper framing and education about the initiatives.William Rolack, chief inclusion & diversity officer for management at Kroll, agrees that the added scrutiny around DEI comes down to a lack of understanding or “misplacement” of its role within the broader corporate conversation. “DEI is not a policy. It is a philosophy,” he said. “We influence policy for equity. We don’t write policy.”“There has been an ebb and flow for DEI, as a term, and certainly as a perceived discipline. In many cases, it's been politicized and weaponized,” agreed Lauren Guthrie, VP of global talent and inclusion, diversity, equity at VF Corporation. “But I personally believe that it is an essential set of concepts, skills, and capabilities that are necessary in our culture for an organization to be successful.”Taking a Global Perspective“We are a consumer-serving organization. And for us to do that work effectively and authentically, and to connect with our consumers around the world, we have to embrace and uphold the tenets of what it means to serve those who are different than ourselves,” Guthrie said. Her organization upholds “integrity, growth mindset, and consumer centricity” as three of its core company values. This infuses the philosophy of DEI into every level of the business – from hiring and establishing a leadership competency model to building an environment of psychological safety for employees, decision-making, consumer support, and beyond.Schmidlkofer says that UPS’s DEI initiatives grew from the company’s global reach, dating back to the 1960s as the company began to reach outside of the United States to what is now over 220 countries and territories. “You're going to reflect the fabric of those communities,” she said.The group of DEI leaders discussed the topic “DEI Will Endure, But Corporate Advocates Will Need to Reframe Their Approach” during the virtual conference (photo by From Day One) “I love how you say, ‘We need to look like our customers.’ I think that will embed diversity into your efforts automatically,” said moderator Nicole Smith, editorial audience director at Harvard Business Review. Having DEI ingrained into the company’s culture allows UPS to operate from a position of strength, she says, so that any new initiatives become a natural extension of its past track record and don’t seem performative.This long term commitment to inclusion can feel more natural and nuanced to potential critics. Gus Viano, VP of global diversity, equity & inclusion at Brink's, says that organizations that only started DEI departments as a response to the murder of George Floyd and the subsequent Black Lives Matter movement, face far more pushback than those that have been incorporating it into strategy for much longer.DEI in Your Business StrategyFor Brink’s, Viano says, DEI is tied to ESG (environmental, social, and governance). “We have to report it to investors as part of our sustainability report,” he said. Guthrie agrees that DEI can have “dollar and cent impact” that can make it easier to make the case for its importance within an organization.“We’re looking to maximize not only the productivity of our workforce, but their ability to live the corporate values in an authentic way,” she said, which in turn can impact benchmarks like retention, attrition, and engagement. Rolack warns that sometimes corporations can get so caught up in compliance and education on DEI, that they miss the economic value, “the understanding that everything that DEI touches has a financial formula.”Looking at consumers from a DEI perspective can also expand customer reach and therefore increase profits. Guthrie notes that inclusive philosophy can come through in marketing efforts, product websites, and advocacy initiatives. “We’re always thinking about this holistically through the lens of associate, consumer, and community. And through each one of those filters, there is a set of metrics that we can use to hold ourselves accountable, and also demonstrate a very palpable return on investment for the work that we're doing in this space,” she said.Mitigating the “Threat Level”Viano emphasized the importance of collaborating with the legal department to ensure that any statements or policies are just and defensible. Schmidlkofer encourages all organizations to do a legal audit of their current DEI practices, especially in the wake of the recent Supreme Court ruling on affirmative action, to ensure they are still being intentional as well as legally compliant.Schmidlkofer also reiterates the need for better awareness about what DEI really means to help decrease the feelings of threat and anxiety around the issue – and making it not just about race, gender, and compulsory unconscious bias training. “We all know how terrible it feels to be excluded. So let’s focus more on bringing people together so that the business performs better,” she said. These “courageous conversations,” as she calls them, take time and patience.When DEI is under attack, employees from diverse groups may feel under attack by extension. “I advise the leaders of the company to speak openly about it, and to be very specific about the position of the company as it supports diversity and inclusion, making sure that employees not only feel safer and that there is a sense of sustainability with regard to the DEI, but also that leaders are committed to the work,” Viano said.Incorporating DEI into employee systems also means ensuring people are not excluded, which can lead to resentment and the feeling of being under threat. “White males are sometimes left out of systems that may only have [identity-based] employee networks, but may not have an intersectionality network,” Rolack said. This nuanced approach to inclusion is crucial to cultivating allyship.Moving the Work ForwardEstablishing DEI as a philosophy that all employees feel ownership over is key to moving the dial forward. It starts with leadership embedding the philosophy, and then creating accountabilities for other employees too. “It needs to have a clear functional owner within the construct of the organization to drive that work,” Guthrie said.“Through programs, processes, and ways of working, the evidence needs to be palpable. Getting tactical about the clear actions, which then can allow an organization to speak transparently about progress or lack thereof, is really where the ownership lies.” Crucially, organizations must choose a path that makes the most sense for its own structure and needs. “There’s so much opportunity to lean into this platform in an authentic and an effective way for your organization.”Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.

Overcome Stubborns
By Wanly Chen | March 05, 2024

How DEI Must Evolve: Highlighting the Challenges and Opportunities

In the past year, big corporations like Target and Bud Light both faced backlash for their DEI initiatives, and states like Texas and Florida have even implemented bans to curb the expansion of DEI in higher education. DEI is facing a tough challenge in the nation.The pushback isn’t a surprise to Y-Vonne Hutchinson, CEO of diversity and inclusion product and services firm, ReadySet.“We’re seeing backsliding in those areas of DEI but I always tell people not to be surprised when that happens,” said Hutchinson. “We tend to think of progress as a linear advancement when in reality, it’s more of a push-pull and we have to be prepared for that resistance.”In a conversation with From Day One’s co-founder Steve Koepp, Hutchinson discussed the current challenges and opportunities in DEI, and how companies can continue to progress.Relabeling DEI While Remembering the Core ValuesDespite recent backlash, company leaders are still committed to DEI initiatives. Some leaders have audited their initiatives to ensure no legal risks, while others have rebranded and continued their initiatives more discreetly. When rebranding DEI initiatives, Hutchinson reminds company leaders to stay focused on the core of the problem.“Relabeling is helpful but I think that we have to be careful and we have to still call things what they are,” Hutchinson said. “Language like belonging, inclusion, accessibility is great but I get nervous when companies steer clear of naming some of the very foundational issues that they’re trying to solve because it makes it harder for them to do so. For example, racism still exists but if you rename racism then you have to figure out how to solve those problems without creating a perception that you’re being unfair to other groups.”Utilizing DEI as a Tool to Problem SolveIn the workplace, being diverse, equitable, and inclusive were long problems before the recent attention DEI had received. Hutchinson points to meritocracy as a key example of the clash of diversity and equitability.Y-Vonne Hutchinson of ReadySet was interviewed in the thought leadership spotlight (photo by From Day One)“Meritocracy has never existed when it comes to working in a company. Most people come into organizations through things like referrals and most people’s networks are homogenous,” Hutchinson said. “Even if we were to strip away traditional DEI programs, we would not revert to a meritocracy. Instead, we would be deeply entrenched in those hiring problems that were already there and have fewer tools to solve them.”To be effective in DEI efforts, leaders need to first identify the problem they want to solve, Hutchinson says. “DEI is a toolkit meant to address specific, deeply entrenched problems, and it's evolving,” Hutchinson said. “When we think about the future of DEI, focus on the problem first and specifically name some of these issues that organizations are going to have to deal with, no matter what happens in the DEI space.”Acknowledging Long-Term Effects of the Pandemic on the WorkforceThe pandemic did more than drastically change the style of working; it also left lingering effects that directly impacted workers’ health.In a study on workers’ claims and the impact of Long Covid, researchers found nearly 18% of claimants with long Covid were unable to return to work for over one year, with most claimants under 60 years of age.“We’re seeing people who are sick more often, more instances of chronic illness, more instances of disability,” Hutchinson said. “Traditionally, our tools that were relying on our old school tools, such as sick days, but over time it is not going to serve us. We’re gonna see more labor shortages, more attrition, lower productivity and I think that’s going to have a real impact on our bottom lines.”Leaders must be able to recognize the impact long Covid has on their workforce and be willing to take measures to protect and include those that are directly affected, Hutchinson says.“The best thing that companies can do now is critically think about accessibility and disability inclusion, and how they're going to make those accommodations for their workforce.”Editor's note: From Day One thanks our partner, ReadySet, for sponsoring this thought leadership spotlight. Wanly Chen is a writer and poet based in New York City.

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The From Day One Newsletter is a monthly roundup of articles, features, and editorials on innovative ways for companies to forge stronger relationships with their employees, customers, and communities.

Overcome Stubborns
By Katie Chambers | March 13, 2024

People First: The Crucial Role of Investing in Employees in Challenging Times

Gen-Z is the fastest growing generation in the workforce, and they are drawn to companies that invest in the causes that matter most to them. “I love seeing businesses that are purpose-driven and are aligning their work around some amazing causes,” said Ben Sampson, chief evangelist, social impact and employee engagement at WizeHive on an executive panel discussion at From Day One’s Houston conference.More and more, employees are seeing participation in community service programs as a major job perk. “Getting the opportunity to support nonprofits that align with the mission of the company is really special, and something that I was really proud to do,” Sampson said.By prioritizing investments in their workforce, organizations establish a foundation for sustained success, even amid periods of corporate austerity. The panel of leaders discussed questions like, what are the most inventive and budget-friendly ways to invest in your people, from innovative benefits, recognition, workshops, mentorship, and more.Investing in Employees During Challenging TimesTrisha Conley, EVP of people and culture at LyondellBasell, says her company’s Value Enhancement Program, which invests capital in employees to become problem solvers within their own organization. This investment in ideas has a big impact. “Culture change, they say, typically takes five to seven years. In less than a year, we have seen 20,000 people jump on board, because they’re so excited that people are listening to their ideas,” she said.Education and professional development are crucial investments, even during times of financial strain. “We are going to spend money on it. If we don’t, people are leaving,” Conley said. “Especially post-Covid, it’s a retention mechanism.” Organizations don’t necessarily need to rely on external vendors for education; many leaders will welcome and enjoy the opportunity to teach, and it can happen organically internally rather than incur an outside cost.Hewlett Packard Enterprise (HPE) provides not only internal academies but has also partnered with outside universities to provide upskilling opportunities for its employees, says Sadie Bell, VP of people systems and automation at HPE. In addition, the company uses its benefits program to ensure “we give people the value that they need.” That includes six months paid parental leave for all parents (birthing or not) and cultivating women’s leadership opportunities through mentorship and development.Reassuring Employees During Periods of AusterityIt’s imperative for companies to provide employees with information during times of financial strain or uncertainty. “Reassurance is not codeword for lying,” said Jenna Sneed, U.S. growth leader, HR & compensation consulting at Gallagher. “It’s demystifying what we actually know is and can be reasonably true.” She suggests thinking of scared employees as people lost in a boat out at sea in the night. “Your sole job is to give them a lighthouse – not just [showing] that it exists, but a defined lighthouse that when we reach it at this point in time, we will know we have arrived on solid ground.” This means adjusting “the horizon” to changing times. For example, during Covid, “visions of the future” had to be tackled in 90-day chunks rather than five-year plans. Leaders with “front row access” to information need to be the ones to create anchor points for the rest of the team.The panelists discussed the topic “People First: The Crucial Role of Investing in Employees in Challenging Times” at From Day One's Houston conference Kristi Pittman, VP, HR at Daikin Comfort Technologies North America shares that Daikin creates not only five-year plans to tackle global challenges, but also annual company wide goals with bulleted action plans to share with its group of nearly 200 companies – so all employees and departments can turn to the same guiding principles during times of challenge. “That helps our leaders understand more about Daikin’s planning and what their part of it is, and they can take that down to their team so that there is no fear,” she said.Sustainable Career Paths Through TechnologyPittman explains that Daikin’s corporate culture is rooted in the Japanese tradition that one will work at the same company his or her entire life. In order to make that lifelong career path at Daikin attainable, the company has a robust electronic performance management system that invites conversations between employees and leaders, sets the standard for optimal performances, and provides training and development for further growth, she says. “This technology can tie training to career pathing to performance management. It creates a one-stop-shop for career development in general,” she said. “Those are investments in terms of technology, time, and development that we are very passionate about.”Technology can build careers, but its rapid development is also threatening the workforce. “There’s a huge fear out there that artificial intelligence is going to come in and sweep away jobs,” Bell said. HPE prioritizes education on AI to allay those fears, she says, to demonstrate to employees and consumers the responsible and ethical ways it uses AI and re-assure them that it will not be used to “spoof” or replace human intuition and intelligence in the workplace.“One of the powers of AI that we’re seeing being mass adopted is taking large qualitative datasets, summarizing them, and producing insights at your fingertips” Sneed said. She says that HR managers can harness this power to collect data, but then need to use their own human “facilitative leadership” to put that data to work to better the organization. Sampson adds that AI can even help increase employee volunteer engagement numbers (which hover at around 17%) by analyzing employees’ skills, schedules, and locations to help match them with volunteer opportunities that are right for their availability and skillset.Engagement Through Community Service“Workers increasingly want companies to invest in social issues and causes that matter to them,” said moderator Amanda Drane, Reporter at The Houston Chronicle. Engaged employees are 13.8% more productive and stay with the company longer, Sampson says. Therefore, investing in employee volunteer opportunities “is a huge cost savings in regards to recruitment and training of staff,” Sampson said. “Gen Z, which is becoming one of the largest workforces in the U.S., deeply cares about having those opportunities and how it aligns to a brand.”Having service shine through on two levels, both through company wide initiatives and individual employee opportunities, is integral to that alignment and fostering company pride. Sampson notes Campbells Soups’ programs with community food banks as a prime example of building a culture of care.Kindness, ultimately, is what employees themselves are looking for in a workplace and what will keep them committed and successful in their roles. “We care about our people,” Bell said about HPE. “We want to see them thrive, and people that are thriving are living, they’re working, and they’re innovating at the top of their game. This is why it’s so important, no matter where the cycle is, to always stay on the upside with people.”Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Honeysuckle Magazine, and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, and CBS New York.

Overcome Stubborns
By Matthew Koehler | March 11, 2024

​​Using Structured Hiring to Make the Process Smoother at Every Stage

Hiring isn’t an exact science, but it should be. “If you can quickly, predictably bring on the best talent you can solve most business problems. That's basically the best weapon you can have in business," said President and Co-founder of Greenhouse, Jon Stross, in a recent From Day One webinar.Stross would know. He was once tasked with hiring local editors for Baby Center (a site that reaches over 32 million users per month) in 20 different countries. To do so efficiently and successfully, he and his team perfected a process by which they could “find people, interview them, test their skills and local language, then hire, onboard, and manage them.”“Hiring is so critical to the success of the business. And yet, [companies] are showing up so poorly in the hiring process. And we said if we could solve that, if we could help companies become great at hiring.”The interview process in most instances can be messy. Interviewers go in with a résumé and general idea of what they are subjectively looking for but no consistent outline of the ideal employee that fits a certain role. Stross says this often leads to duplicative and biased interview questions and bad candidate experiences.For structured hiring, Stross says, “the idea that you come up with a shared understanding of what it would take to succeed in this role? What are the characteristics of somebody who will succeed in this role?”“So you say, okay, we’re going to test these three skills and this one interview, we’re going to test these three behaviors. And so you’re able to come up with a consistent process that every candidate goes through,” Stross said. The idea is to create a consistent, transparent process that the interviewer can repeat with each candidate, and one that the candidate also understands.To achieve a more ideal hiring experience within the structured hiring model, Greenhouse, Stross's platform, achieves synchronicity between the hiring manager and recruiter by getting them to think about the role they’re filling – job requirements, metrics by which to measure them, people in the company who are already succeeding in the role, and more. Next they develop a "scorecard" to test the candidates capabilities, then structure the stages they'll put the candidates through to test various skills and attributes.Jon Stross of Greenhouse was interviewed by journalist Kelly Bourdet on the topic of structured hiring Session moderator Kelly Bourdet, founder of Apparata Media and the former managing editor of CNN Business, pointed out the established culture of hiring and interviewing and how there is some difficulty in navigating that mindset.“You might have some leader who’s been hiring for 20 years, or somebody who says, 'I have X-ray vision, I can just tell if somebody's good,'” Stross said. To overcome this, they point out the often inordinate amount of time companies spend on recruiting and ask them to spend a little more. “If you’re going to ask for all of your interviewer’s time, asking them to step away from what they’re normally doing, the least you can do is help prepare them.”He says there’s always resistance to new ideas amongst management but other managers in other departments might be open to it. “Start with the people who go, 'Yeah, this totally makes sense to me,' and you work with them.” Once management sees the benefit, others tend to fall in line.The other thing that usually helps is when seasoned interviewers see that structured hiring actually makes their job easier. “It’s going to give me exactly what questions to ask? I don’t have to think at all” I can just spend my time focusing on the candidate and not thinking of the next questions?" Stross said.Though it sounds like a broken record to point out that the professional world is changing, and AI is driving a lot of that change, it remains true. The roles we’re looking for today may last only five years, so the skills and attributes a company is looking for are more along the lines of adaptability – someone who can “roll with the punches.”Structured hiring can play an important role in shaping the hiring process away from what Stross calls "diffuse, amorphous interviews where people just ask questions about personal tastes." He points to use cases with ChatGPT and other AI, where there are obvious cases, non obvious (but profound) cases, and some "dicey" ones. Given that ChatGPT is adept at writing content, it can be used to write job descriptions, interview questions, and scorecard attributes.On the bias concern, Stross alludes to the legislation happening in New York and Europe, “You need to be transparent about how you’re making decisions. And the answer is I don’t know, the machine told us. That’s not gonna go over. It's not a great answer, right.”Stross says that for the most part, when bias slips in it’s not intentional. When making decisions without any sort of criteria, “it’s much easier for the bias to slip in.”Stross highlights the fact that Greenhouse started with a few hundred employees and now has 10,000, and went from one office to being all over the world. And everywhere you go, he says people invent their own process for everything.Hiring and managing an office are no different. “What we find is that without structured hiring, things can get messy quickly. And when you get international, each country invents their own thing. Now, obviously, you’re always going to have something unique about each country.” He says that even within Greenhouse their local offices are going to have cultures that are unique to where they are, but there are core values found in every office.“There is a lot of bedrock that we want to be the same across each place. And so one of the secrets of structured interviewing is that it’s a way to tell your internal employees what you’re all about. What are the values that we care about? You can inculcate the company values in the hiring process.”Editor's note: From Day One thanks our partner, Greenhouse, for sponsoring this webinar.Matthew Koehler is a freelance journalist and licensed real estate agent based in Washington, DC. His work has appeared in Greater Greater Washington, The Washington Post, The Southwester, and Walking Cinema, among others.

Overcome Stubborns
By Keren Dinkin | March 01, 2024

Building a Data-Driven DEI Program in Today’s Landscape

DEI has been making the headlines, which can be largely be attributed to the Supreme Court decision on higher education, which ruled that race can no longer be used as a component of how selections are made for college admissions.How does this apply in the context of employers’ DEI programs?  What should organizations do to try and solidify their programs?  Cheryl Boyer, director of diversity and inclusion services at Berkshire Associates, spoke about the ways to do this at From Day One’s February virtual conference.First, your DEI program should be aligned with your business priorities and objectives. Also, inclusion should be a priority. Programs and initiatives should be driven by (or at least assessed) by the data, she says. And those programs, including the data, should be reviewed annually to ensure they're meeting the organization's goals.Cheryl Boyer of Berkshire Associates led the thought leadership spotlight alongside colleague Thomas Carnahan (company photo)So, what does it mean to really look at your data? First, look at your current representation and demographics from an intersectional lens. Other items that you would have in your employee database that you could look at are age, levels within the organization, geography, and individuals with disabilities. You can also collect information on your LGBTQ+ community.  All of these help assess where you are.You should also look at the entire employee lifecycle, such as recruitment strategies, hiring, performance and talent management, mentoring programs, development opportunities, promotion, and even engagement. All of these factors can help you find gaps and areas for improvement.Thomas Carnahan, manager of compensation services at Berkshire Associates, says that it’s important to consider the interrelationships of data. “Make sure that you're not treating every one of these data gathering processes as standalone,” said Carnahan.This is because a lot of the engagement information you can get from employees and customers is really telling when you look at the differences by race, gender, different demographic groups, organizational level, and more.If you’re not doing this, you’re missing an opportunity to draw characteristics and lines between aspects of your data. Performance ratings, for example, are associated with your engagement and your promotions. It’s essential to ask questions like “Do you feel comfortable raising your hand and pointing out mistakes?” and “Do you feel comfortable bringing concerns to your team to your supervisor?”“We know, from broad research on engagement surveys, that there are groups of people that feel marginalized in businesses and that they feel that they are not heard,” Carnahan said. “People tend to feel that way when they don’t match in some way, demographically with their manager.” When you look at the data and the connections in the data, you see a drastic drop off of highly qualified people not applying for promotions or providing important input or impact — because they don't feel comfortable.Building a strong, sensible DEI program hinges on data, as data can speak volumes about interrelationships between race, gender, and economics, and how the interplay of these factors impacts the workplace.Editor's note: From Day One thanks our partner, Berkshire Associates, for sponsoring this thought leadership spotlight.Keren's love for words saw her transition from a corporate employee into a freelance writer during the pandemic. When she is not at her desk whipping up compelling narratives and sipping on endless cups of coffee, you can find her curled up with a book, playing with her dog, or pottering about in the garden. 

Overcome Stubborns
By Wanly Chen | February 29, 2024

Taking the Long View Toward Progress in Workplace Diversity

“Things get hard when they’re working, but that doesn’t mean we let up,” said Loren Hudson, senior vice president and chief diversity officer of Comcast Cable. “Right now is our time to remain committed to supporting our teammates and communities because we have all learned that DEI is a key part of how we win talent, business space, and how we make an impact in the communities where we live and work.” DEI initiatives across the country are being politically scrutinized, resulting in bans and rollbacks in colleges and companies. Yet in the midst of it all, Hudson remains steadfast in her stance in supporting DEI.In a fireside chat at From Day One’s February virtual conference, with Sharon Epperson, senior personal finance correspondent at CNBC, NBCUniversal, Hudson discussed the current world of DEI and how companies can maintain their progress in driving change.Placing DEI at the CoreA CNBC survey found that nearly 80% of survey respondents wanted to work for a company that valued DEI issues, showing the importance of DEI to employees and job seekers alike.DEI initiatives extend far beyond just the workplace, Hudson said. “[DEI] touches so many aspects of our lives, from personal to professional, to our business to our community,” Hudson said. “At the heart of what is important, DEI practices, initiatives, mindset and focus are good for the business, people leadership, employee experience, and community activism.”Leaders can often assess the success of DEI initiatives and programs against business value and employee experience, Hudson says. However, leaders who lead DEI initiatives with intentionality can be more fruitful in the long term.“When I look at businesses who are focusing intentionally on this space, their most senior leaders have said, “This is important to us as leaders, as a business and as a community partner,” Hudson said. “Many organizations that can say that they were successful in this space are because it connects back to what the organization stands for.”Driving Equity Beyond the WorkplaceDuring the pandemic, Hudson realized there was a sudden need for internet access by community members who traditionally did not have regular access.Sharon Epperson, right, interviewed Loren Hudson, left, at From Day One's February virtual conference on the topic of Getting to the Next Stage of Diversity and Belonging (photo by From Day One)As a leader of a telecommunications company, Hudson knew her role was more than just driving change and equity in the workplace, it also meant driving change in the communities they served.By partnering with community organizations, Hudson and her team at Comcast were able to provide free Wi-Fi centers and resources for the communities. “We provided broadband while other partners provided the site and lunch or breakfast,” Hudson said.The success of these sites wouldn’t have come together if community members hadn’t raised their concerns, Hudson says.“Without partners telling us what the people are whispering or loudly saying, we wouldn't necessarily know all of the things we may know,” Hudson said. “So, talking to partners who are closest to the community members is key because they provide us perspective and provide insights to what their community or their members are saying.”Embracing Outside PerspectivesBy encouraging a growth mindset for employees, leaders can help cultivate a more inclusive work environment. This can aid the progress of DEI as team members are more committed to learning and growing. To help foster a growth mindset in teams, Hudson recommends actively looking for outside perspectives.“I bring other CEOs and their teams in, and we share what we’re doing, what keeps us up at night, and what’s going well. We can play off each other and do joint things to have greater impact, and that’s important across whatever line of business we’re doing,” Hudson said. “It’s creating this space for new fresh perspectives by inviting people from different backgrounds to come in and share those perspectives. That’s how we learn and grow and innovate.”Wanly Chen is a writer and poet based in New York City.

Overcome Stubborns
By Mary Pieper | February 28, 2024

Empowering People With Eating Disorders to Recover at Home

Eating disorders affect nearly one in 10 Americans, and 10,200 deaths each year are the direct result of one of these illnesses. However, the United States has a shortage of experts providing treatment, says Dr. Erin Parks, co-founder and chief clinical officer of Equip, a 100% virtual eating disorder treatment program. “I think it’s generous to say that there’s even 5,000 outpatient specialists,” Parks told Lauren Burkavage, senior director of the strategic partnerships team at Accolade, during a From Day One webinar. Another key issue in eating disorder treatment is it requires a multidisciplinary approach to be effective, says Parks. “It’s hard to put together a team because it often takes both medical and mental health professionals to help someone recover,” she said. Equip not only provides a five-person team for each patient, but also lets them recover in their own home. “We think it’s important to be at work, to be at school, to be at soccer practice, to be in their book club, because those are the reasons we recover,” Parks said. “We wanted to make sure treatment was being delivered at home around your schedule instead of having to give up on life to get better.”From an employer’s perspective, Equip results in reduced absenteeism because an employee who is either dealing with an eating disorder themselves or has a child dealing with one doesn’t have to “take them to appointments or travel to a residential treatment center, which many times aren’t closely located to where people live,” Burkavage said.Other Equip AdvantagesThere are four different kinds of treatment for eating disorders: a residential treatment center (RTC), where patients live full-time for a month or more; partial hospitalization (PHP), where the individual stays in a hospital for six to nine hours a day for five to seven days a week; intensive outpatient treatment (IOP), which lasts three hours a day for three to five days a week; and outpatient treatment, which is what Equip provides in a virtual setting.“Right now, about 85% of our patients meet criteria to go to IOP, PHP or residential, but choose to use Equip instead,” she said. One reason is a patient’s insurance might cover care at a residential treatment center, but when they go home, they can’t find a PHP, IOP, or even an outpatient provider.“That really contributes to the fact that 50% of patients usually relapse within a year of treatment, and it’s because treatment doesn’t last that long, just a couple of months,” Parks said. But in the Equip system, “a lot of our patients stay with us for a full year, really getting them to a solid place and giving them more than just a foundation,” she said. “They can see their life without an eating disorder by the time they leave.”Provider Diversity and Peer MentorsThe webinar featured Erin Parks, co-founder and chief clinical officer of Equip (company photo) One thing that prevents people from seeking treatment for eating disorders is the stereotype that they only affect thin, white teenage girls or young women, says Parks. “But the truth is eating disorders don’t discriminate,” she said. “At Equip, we’ve had patients as young as 5, and we’ve had adults in their 70s. Up to 40% of people who suffer are male. It affects all races and ethnicities equally, and it affects people at all areas of the socio-economic spectrum. And probably the most surprising thing is people with eating disorders come in all shapes and sizes.”Seniors, males, and people of color tend to want a provider that has a similar lived experience as they do, says Parks. In addition, someone who is transgender or gender non-conforming is four to five times more likely to develop an eating disorder than someone who is cisgender, Parks says. “It’s less safe for them to get treatment when they don’t have providers who understand the intersection between their gender identity and their eating disorder,” she said. This is why Equip is dedicated to increasing the diversity of its providers. The organization also has peer mentors, who are employees who have recovered from an eating disorder themselves. “Our patients really love working with their peer mentors because they have a shared identity.” Peer mentors “help to increase motivation, build a life worth living, and figure out why you want to recover from your eating disorder.” Editor's note: From Day One thanks our partner, Accolade, for sponsoring this thought leadership spotlight. Mary Pieper is a freelancer reporter based in Mason City, Iowa.

Overcome Stubborns
By Carrie Snider | February 27, 2024

Lifestyle Spending Accounts: Offering Employees a Flexible Benefits Choice

It’s not always about dollars and cents, but about what you can do with them. That’s the takeaway that flexible benefits company Forma has found working with 280 companies across the globe.Megan Burns, benefits strategy team lead at Forma, spoke to these findings at a From Day One Webinar titled “How Lifestyle Spending Accounts (LSAs) Revitalize Benefits for the Most Employee.” As a newer benefit in the industry, Lifestyle Spending Accounts (LSAs) are growing. Fast. The biggest reasons?“The power in these programs is employee flexibility and choice,” Burns said. “Since employees can choose how to spend their money, there’s always something valuable for every employee to use those dollars on, and then no one is left out.”A Changing MarketplaceIt’s no surprise that the cost of employee benefits increases year after year. So benefits leaders need to ensure their dollars are working efficiently without compromising the quality of benefits. Employees are already feeling the pinch financially, Burns says, as the cost of living keeps going up.“This type of stress is impacting both workplace productivity, and also makes employees more likely to explore alternative positions outside of your organization, directly impacting your overall retention,” she said.Traditionally, lifestyle benefits solutions relied on a confusing point system, leading to low engagement and low appreciation. Meanwhile, it takes more work for the admin to run these programs. Enter LSAs: this new way of looking at benefits can be a win-win for companies in more ways than one.An LSA, which can be called by many names, is a customizable spending account that the employer designs and sets up, then the employee decides how to spend those funds within the parameters. LSAs look different from company to company, depending on their goals.Megan Burns, benefits strategy team lead at Forma, led the webinar (company photo)Empowering EmployeesSupporting employee wellness is one common way of structuring an LSA, Burns told the audience. You as the employer set the pillars and budget with specific parameters. For example, a company could allot $50 per month for each employee as part of their LSA.“Once that’s set in place, the employee then gets to decide how to spend that $50. Within those program parameters, those pillars, they may choose to spend that $50 on a local gym membership, or purchasing a bicycle or running shoes because they like to be outdoors.”But it doesn’t have to stop there. Employers could set up parameters for financial wellness, caregiving support, or other benefits that could help support employee wellness. Forma can help companies set it up and offer employees a debit card to a discounted store with 250 vendors, making each dollar go further.Dollars are only debited from the company if they are used by the employee, and Burns said a majority of employees don’t always use 100 percent of what’s allotted to them. Not only that, but there is cost savings thanks to lower call volume and admin time required. For one company, Forma was able to save them $500,000 in the first six months, partially because they could use the Forma platform and offload their expensive benefits software.“We worked cross functionally across a number of different teams to realize what that amount would look like. For this particular client, they did choose to reimburse for gym, home office expenses like internet, cell phone, and other wellness items.”Gaining PopularityEmployers and employees have both benefited from this program, which is why Burns said LSAs continue to grow. In fact, 70% of employers are currently considering adding a lifestyle spending account. A projected 13% of companies will have them in place by 2024 and 43% by the end of 2025.“Employers are more diverse and dispersed than ever before. There’s five different generations in the workforce, and the most efficient way to meet their unique needs is to provide them with choice and give them benefit dollars that they can then use towards what matters most to them.” That’s why LSAs also translate well across global populations, since they are customizable and can adapt needs country by country.According to a Radford analysis, employees ranked their 401k match as the most appreciated and valued benefit program, with LSA as a close second. It’s interesting to note, too, that employees actually ranked less dollars given to them and an LSA as high as having higher value than more dollars put into a program that's specifically designed with strict parameters and less choice, Burns explained.In Forma’s recent benchmark report of 200 companies with 450,000 members as of December 2023, the broad all-inclusive LSA is the most popular. One likely reason is that it helps companies reach their DEI goals.“They want to lean into that flexibility of choice where everyone gets the same dollar value, the same dollar amount, and then they get to choose on how to spend that money,” Burns said.One account some companies have set up is medical travel. Especially for those who are in underserved areas and require medical services in another area, employees can get reimbursed for travel costs associated with medical procedures. Education repayment and other development reimbursement is also high on the list of LSAs for companies, as are home office reimbursements, rewards and recognition, caregiving, and even meal delivery service. The opportunities are endless.Editor’s note: From Day One thanks our partner, Forma, for sponsoring this webinar.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

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