How All Managers Can Become Leaders in Diversity, Equity, and Inclusion

BY Wanly Chen | December 13, 2023

During her time at Uber, Siran Cao knew she had a problem in her workplace when one of her employees had turned down a promotion twice.

The reason, Cao discovered, was the employee’s need to access government childcare benefits, a commonality that a few other workers shared.

“I can’t tell you the number of conversations I had with employees who turned down a promotion because they would lose access to government childcare benefits. Some of those same people take out loans in the summer because they couldn’t access subsidized summer care,” Cao said. “That's not an equitable workplace.”

Now as co-founder and CEO of Mirza, a comprehensive child care solutions software, Cao takes her experiences from previous companies to help build a more equitable workforce for other companies. In From Day One’s Miami conference, Cao and industry leaders sat in conversation with moderator, Paul Bomberger, veteran South Florida business editor, to discuss diversity, equity, and inclusion (DEI) strategies in their workplace.

Lean into Cultural Conversations

The murder of George Floyd caused an outcry for cultural change within America, and as senior vice president of human resources of Telemundo Enterprises & Latin America at NBCUniversal, Ashaki Rucker knew it was a conversation her leaders needed to tap into.

“People had a lot of emotion, frustration, and questions that they wanted the organization to address from George Floyd’s murder. Our company wanted to ensure that we facilitated a collective and consistent message about how we were viewing DEI and also give people the tools to have effective conversations on topics that are sensitive,” Rucker said.

The panelists discussed “How All Managers Can Become Leaders in Diversity, Equity, and Inclusion” in Miami.

In a continuous learning series called “Meet the Moment,” Rucker says that tapping into difficult cultural conversations can help leaders grow while meeting the needs of the employees.

“Our Meet the Moment sessions are meant to create space for employees to have ongoing conversations about topics that are timely and relevant for the moment,” Rucker said. “The most recent session was about the war in the Middle East. We leaned in heavily to focus on mental health, and provide our employees tools to ensure that they’re taking care of themselves.”

Measure for Success, Not Just Quantity

Following Floyd’s murder, there was a 55% increase in DEI roles. But a recent study showed DEI roles being cut at a higher rate than non-DEI roles, hinting at receding momentum.

From increased employee performance to higher revenue, DEI can offer a strong business value to companies. However, for DEI initiatives to be successful, leaders need to implement an effective strategy that challenges existing work culture, says Stefano Boero, senior vice president of people and culture at technology company, Amadeus IT Group.

“We cannot deny the correlation between diversity and business performance, but some people think that just by increasing the number of diverse employees, the performance or the business is flourishing,” Boero said. “It’s not like that. It takes years and it takes a change in the values or changing the identity of the company.”

Engaging Leadership

In a study by Harvard Business Review, researchers found 97% of HR leaders said their organizations have made changes that improved DEI. However, only 37% of employees agreed that their workplace has made changes to improve DEI.

The stark difference emphasizes not only the importance of leadership buy-in but also the need for a stronger execution of DEI initiatives. To do so, leaders from all levels need to be tapped in, says Zoe Hernandez Wolfe, vice president of talent management and development of healthcare company, Baptist Health.

“At Baptist Health, we want all of our leaders to embrace DEI and we do that by engaging our senior executives from the very top,” Wolfe said. “We found ways to bring in the entire leadership team to embrace DEI, in whatever area they might be passionate about. So if they’re passionate about LGBTQ+ rights or about employees with disabilities, they can hire or mentor those folks.”

While 71% of DEI leaders do believe that leadership is involved in endorsing and advancing DEI initiatives, only 13% of the respondents believe that executive leaders are proactive and visible in those initiatives.

DEI needs to be embedded into the culture and work of leadership to gain greater support, Diane Psaras, executive vice president and chief human resource officer of VITAS Healthcare, said. Psaras highlights the success of a key DEI initiative in her company that leaders participate in.

“We have a dedicated professional as a leader whose efforts are at the forefront of our community engagement within our communities of color, and supporting minority health care professionals as they continue to learn and develop,” Psaras said. “Our leaders go to these engagements to educate and empower those folk and those types of efforts have strengthened our communities, and in turn, our leaders. They’re right in the thick of it, learning firsthand the importance of DEI.”

Wanly Chen is a writer and poet based in New York City.

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The company encourages continuous learning and provides employees with a safe space to experiment and drive innovation.Deka adds that by offering learning opportunities for employees of all levels to grow increases the feeling of trust that is developed within the company. It’s important for people to have authentic conversations with managers to plan out ways to improve and explore options for more opportunities, he says.Velocity Global’s Chief HR Officer Carol MacKinlay ties fulfillment in her organization back to empathy. She points out that it's important to remember that the team is human and leaders must be mindful about ensuring their employees are having the best experience while they’re at work.As companies implement new initiatives, transparency at all levels is necessary, says Sid Nayar, vice president of HR strategy, operations, analytics and talent at Freshworks. He also called for the necessity to have business leaders to own company shifts and transformations so “the onus is also on them to cascade it down.”Subadhra Sriram, Independent Journalist, Workforce Expert, right, moderated the discussion MacKinlay says the company is also investing in the growth and development of employees while they are with them. “There may be people here who have career paths that are outside the company, and that's okay. So we're going to develop you. We’re going to grow you. We’re going to tell you what you’re doing well, we’re going to get you to the next place,” she said.Velocity calls these employees “boomerang employees.” Although they may leave the company, there is an incentive plan to bring them back. Challenges in ManagementFreshworks is the first India-based SaaS company that was started from a small city in India and has grown to be successful. Nayar says that because of the company’s background, many of its first employees came from humble beginnings but since the company completed its initial public offering the leadership has shifted. Now, all senior executives are in the United States.“Our biggest challenge is defining who we are now.” Nayar said. “It was a company that about 10 years ago, was the people who had a chip on their shoulder. They were not tier one at your school. They came from humble backgrounds, built this company and made this a global brand.”Freshworks is currently working on how to develop the sense of belonging and identity for those workers as the company has gone globally successful.Kelly McMahon, vice president of organizational effectiveness at Equinix, says accountability, in a sense of pushing for strategic thinking, is a struggle that the company is currently trying to manage. 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The idea behind this is to give people a chance to have an outlet to report issues in the workplace and push for others around them to improve.McMahon emphasized the need to invest in employee experiences the same way that companies do for customers.“Organizations who do this really well, map the employee life cycle, prospect to alumni, and then within that say, what are the moments that matter and how are we going to invest in repeatable, scalable, predictable experiences for employees that you know are going to meet their needs,” said McMahon.Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.(Photos by David Coe for From Day One)

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How Leaders Can Personalize Employee Recognition and Rewards

While data is a powerful tool for driving engagement, it’s most effective when paired with genuine human connection. Fleur Tang, vice president of human resources in biosciences at BD, highlighted the value of combining analytics with direct employee interactions to create a more complete picture of the workplace experience.“ In order to really understand associates’ needs, one big part is to really get quantitative feedback,” she said during a panel discussion at From Day One’s Silicon Valley conference. “But we are so very big on gemba—meaning that you go to where work happens.” By spending time with employees where they work, managers can uncover insights that surveys alone can’t provide.Employee expectations are shifting rapidly—so how can companies keep up? Has the role of recognition and rewards in the workplace ever been more vital and complex? Tang and four other panelists explored how companies can empower managers to lead with empathy, purpose, and personalization. Moderated by David Thigpen of UC Berkeley, the discussion illuminated the evolving responsibilities of today’s people leaders and offered actionable insights for organizations of all sizes.Recognition efforts, Tang says, must align with company culture and be rooted in purpose. “Let’s be clear about the behaviors we are trying to recognize. That should be absolutely aligned with the culture we are creating for the organization.” It’s not just about the reward—it’s about reinforcing the right behaviors and supporting long-term engagement and retention.Tang also emphasized the growing complexity of middle management. “I think middle-level people managers have the most difficult role nowadays,” she said. These managers must navigate top-down mandates while keeping their teams engaged and productive. That’s why BD has made a conscious effort to support mid-level leaders through initiatives like “second circle meetings,” where leaders one level below the executive team receive direct communication and context from the company president.Purpose, Recognition, and Well-BeingCertainly, effective recognition requires data—but not just from a single point in time, says panelist Florencia Porcaro, senior human resources director at Google.“Data is the guiding principle by which we make decisions,” she said. Google uses a variety of touchpoints—including annual, weekly, and initiative-specific surveys—to track the evolving needs of employees throughout their life cycle. “A single employee may have different needs at different times,” Porcaro noted, emphasizing the importance of understanding those shifts in order to personalize support.The panelists spoke about "Employee Recognition and Rewards: How Managers Can Be Empowered."That personalization takes many forms. 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Top contributors have opportunities to present their work directly to vice presidents in open-floor sessions. “It creates experiences where employees feel seen, valued, and that their work is adding up to something bigger.”That sense of care and intentionality became even more evident during Covid, when Google rapidly mobilized to send Covid tests to employees’ homes. “That speaks loudly about a company thinking about the well-being and needs of a community.”Personalized ManagementWhat does employee recognition and rewards look like at a smaller company? 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Whether it’s closing the affordability gap, personalizing benefits, or empowering middle managers with better tools and support, companies must move beyond one-size-fits-all solutions. By equipping managers to recognize their teams in ways that are timely, meaningful, and aligned with company values, organizations can foster a culture where employees feel truly seen, supported, and inspired to stay.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)

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How Employers Are Strengthening Support for Employee Mental Health and Well-Being

Burnout has become a critical issue in healthcare, especially for providers treating chronic pain. The emotional and physical demands of patient care, combined with mounting workplace stressors, are pushing many to the brink of exhaustion. Experts say the solution lies in a holistic approach—one that recognizes the deep connection between physical pain, mental health, and organizational culture.Across industries, employee mental health remains fragile. In a post-pandemic world where wellness is a top priority, companies are grappling with a key question: how can they offer support that’s truly meaningful?At From Day One’s Silicon Valley conference, a panel of experts explored the evolving landscape of employee mental health and wellness. Moderated by Michal Lev-Ram, contributing editor-at-large at Fortune, the discussion covered the role of technology, personalized wellness initiatives, and global strategies for cultivating well-being at work.“Pain is never just physical,” said panelist Claire Morrow, senior manager, PT consultants at Hinge Health. “It’s influenced by psychological and social factors, and that applies to providers just as much as patients.” Healthcare workers who spend their days managing patients’ pain often struggle with their own, leading to a cycle of stress, fatigue, and burnout.Toxic workplace culture only makes it worse. Studies show that negative workplace relationships can delay pain recovery and contribute to emotional exhaustion, Morrow says. A lack of support from leadership or colleagues can push already overburdened providers to their breaking point.“A healthy work environment isn’t just nice to have—it’s essential for both patient care and provider well-being,” she said. “When providers are burned out, it directly impacts the quality of care they can give.”Thankfully, the rise of telehealth and flexible digital platforms is reshaping healthcare delivery, giving providers more control over their schedules. At Hinge Health, physical therapists can work remotely, reducing the stress of long commutes and rigid clinical hours.“Giving providers flexibility in their work helps prevent burnout and ensures they can keep delivering high-quality care,” she said. As healthcare continues to evolve, industry leaders are pushing for solutions that protect both patients and providers. The fight against burnout isn’t just about reducing stress, but about ensuring the future of quality care.Technology’s Role in Mental Health SolutionsTechnology has its place—it should enhance, not replace, human support. AI-driven tools provide employees with a confidential, accessible entry point to mental health care, especially for those hesitant about traditional therapy. Platforms like Unmind’s AI-powered system guide employees toward self-care and offer a seamless transition to professional support when necessary.Despite advancements, burnout remains high, a result of high-performance cultures that overlook well-being. 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Preventative tools offer real-time support and data-driven insights to address mental health challenges before they escalate.By integrating AI solutions, companies can scale mental health care, reduce costs, and build a resilient workforce. “Digital tools give employees the autonomy to access support on their own terms while ensuring organizations can offer consistent, scalable care,” he said. These tools also help foster a psychologically safe environment, equipping leaders with the resources to prevent burnout and enhance employee well-being.Global Approaches to Wellness As companies adapt post-pandemic, Enphase Energy has focused on helping employees prioritize self-care and family care in a world still adjusting. Panelist Vivian Hung, head of total rewards at Enphase said that “Post-Covid, everyone’s mental head space and self-care prioritization has shifted, and that extends to how they care for their family and how they care for themselves after they leave work.”To accommodate its global workforce, Enphase tailors wellness programs to meet regional and cultural needs. This includes offering fertility health benefits globally while also ensuring inclusivity for employees in different life stages. Executive panelists spoke about "Enhancing Employee Mental Health and Wellness Support" “I don’t have 100% of my workforce thinking about family formation,” Hung said. “So how do I take care of the rest of the population?” The company offers a wide range of benefits to ensure that every employee’s needs are met, irrespective of location.In addition, Enphase maintains a strong focus on work-life balance, particularly through its implementation of blackout meeting periods. They employ a blackout period to be respectful of local time zones. This ensures employees aren’t burdened with after-hours work, promoting true disconnection from work, she says. Financial wellness is another key pillar at Enphase, recognizing that financial stress is a global issue that impacts overall well-being. The company provides educational resources to help employees understand their total compensation, easing financial concerns and strengthening their connection to benefits.Fostering Meaningful ConversationsHuman connection is key to building a supportive work environment. Since each employee’s experience is shaped by their location, culture, and personal circumstances, companies must take a flexible, personalized approach to wellness. In short, panelist JoAnn Taylor, CHRO at Rakuten, says organizations must meet their people where they are. “We try to make sure that we know what’s going on, and we can be agile so we can react quickly to make sure that our employees have the support in place that they can access when they need it in confidentiality,” she said. This adaptability allows companies to offer tailored solutions, ensuring that employees feel understood and supported.While digital wellness tools play a role in wellness programs, the human element is just as crucial. “Having one meaningful conversation a day raises all the good hormones, and that builds your inner strength, so you can be more agile when things start to come at you,” Taylor said. In today’s hybrid work environment, balancing flexibility with meeting business needs is essential. That’s why they introduced Wellness Fridays, where employees get the afternoon off to recharge.As the panelists pointed out, with the right tools and a focus on human connection, companies can create a resilient, engaged workforce capable of thriving in today’s challenging landscape. By embracing flexibility, integrating preventative mental health tools, and fostering personal connections, companies can create a resilient workforce equipped to thrive in today’s dynamic work environment.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)

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