Making Healthcare Work: Small Changes to Your Benefits Strategy That Deliver Big Impact
BY Stephanie Reed April 29, 2025“It’s very clear that employees aren’t just demanding better benefits, but they’re demanding a better experience from health care,” said Katie Blakemore, the director of events at Accolade.Post-pandemic, the prevailing reality is that thriving organizations offer comprehensive benefits. Yet, changes in healthcare spending challenge sustainability. The costs have reached an all-time high in 13 years, increasing by 8%. What tools, principles, and methods can pave the way to solutions with significant impact? Can benefits leaders find quality care while avoiding excessive costs projected to reach an increase of 9-10% in 2026? During a From Day One webinar, leaders from Accolade came together to share actionable tactics that address these key challenges. “What members, we believe, want most is simplicity and clarity,” said Kristen Bruzek, the senior vice president of service delivery at Accolade. Accolade, a healthcare solutions organization combining technology and care advocacy by physician-led teams, has refined modern care navigation. This effective strategy avoids complex delays and unnecessary spending, she says.AI is transforming healthcare navigation by revealing data patterns, reducing friction, and getting the right resources to employees faster—helping organizations spot gaps, predict risks, and improve outcomes. Ava, Accolade’s virtual assistant, answers questions, checks benefits, identifies local providers, and confirms basic claims, the speakers shared. The organization has seen a 6% increase in member satisfaction by engaging with Ava. Further, Accolade’s more complex AI-driven health engine picks up on at-risk members to deliver more urgent and personalized care team outreach. To demonstrate this process, consider a member flagged for diabetes or an issue concerning their mental health. The system alert will help care advocates immediately direct that member to the right primary care provider or behavioral clinician. By spotting at-risk employees as early as possible using data-driven insights, employers can avoid unnecessary costs and adverse health events for employees.Personalization and Human Connection Combining data-driven insights with hyper-personalization leads to greater employee engagement and utilization outcomes.Accolade introduces the virtual assistant as a quick self-service tool and provides more personalized onboarding via multiple channels to help members learn about their care options. Multiple channels let employers meet employees where they are. Members can engage with personalized support by several means: phone calls, video calls, or asynchronous messaging.Human connectivity holistically encapsulates and addresses concerns using a hyper-personalized approach. For example, Ava can pick up on specific details or keywords during a chat with a member that indicates they are physically or mentally at risk. Emotionally challenging and complex feedback alerts the system of that member’s position, says Bruzek. The virtual assistant then flags the member and coordinates a meeting with a nurse on their care team for more personalized guidance.Ferega spoke with Accolade colleagues on innovation in healthcare benefits (company photo)“We can recognize that and get them to an advocate or a nurse right away through the voice channel or digital if the member prefers to stay there,” said Liz Ferega, senior vice president of customer success. The human element remains essential alongside technology. HR leaders identify the most effective tools, channels, and benefits programs—and they’re the ones who can validate real-world impact, like fewer ER visits or improved chronic care. Only a human can truly judge whether a tool is both intuitive and educational, and HR leaders are best positioned to ensure AI reflects the user’s perspective accurately.“The care is higher quality from the start and being able to help a member get to that is critical. With that being said, the human connection will still be a core part of everything that we do,” said Ferega. Editor’s note: From Day One thanks our partner, Accolade, for sponsoring this webinar.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 LALAKA/Shutterstock)
Optimizing Executive Leadership During Unprecedented Times
BY Christopher O'Keeffe April 28, 2025Companies are moving away from sink-or-swim onboarding for new CEOs and turning to strategic coaching with clear, measurable returns. As businesses face unprecedented challenges, from supply chain disruptions to talent shortages, providing support to bolster strong executive leadership has never been more critical. Leaving many organizations to find that traditional approaches to developing senior leaders are insufficient for today's complex business landscape.Leaders examined this shift through a compelling case study during a From Day One webinar about “Optimizing Executive Leadership During Unprecedented Times.” Sandra Davis, chair and founder of MDA Leadership, a 43-year-old firm specializing in executive development, shared insights into mentoring Holly Cooper, the recent CEO of Altumint, a public safety solutions provider. The firm brought in MDA during a critical growth phase for Cooper, helping accelerate her effectiveness as she integrated into her CEO role. Aldon Severson, MDA's director of client development, moderated the compelling discussion, highlighting how executive coaching has evolved from a remedial intervention to a strategic investment that accelerates leadership performance.The Three-Phase ApproachMDA Leadership’s coaching framework consists of three phases: awaken, align, and accelerate. The approach begins by establishing a relationship and building chemistry to understand both the leader and the organizational context. “The whole awakened phase was both about learning about Holly and about others' expectations” said Davis. This initial discovery process helps executives quickly understand what others need from them without relying on trial and error.In the “align” phase, the executive crafts specific goals based on business objectives and stakeholder feedback. The final “accelerate” phase focuses on execution and measuring results. This structured approach distinguishes professional coaching from casual mentoring, providing accountability and measurable outcomes that justify investment.Assessment as a Strategic ToolWhen Cooper stepped into the CEO role after serving as COO, she faced the challenge of building the right executive team to support rapid growth. MDA’s understanding in leadership assessment became central to her hiring strategy. “The individuals we brought in, after going through an assessment, were much higher-qualified candidates for the positions we were looking for than those we hired without any type of assessment,” Cooper said. She noted that middle managers hired without such assessments had significantly higher turnover rates, with most leaving within 12 months.Holly Cooper spoke with Sandra Davis and Aldon Severson of MDA Leadership (photo by From Day One)According to Davis, MDA’s candidate assessments are increasingly sophisticated, customized to specific roles rather than using a dated one-size-fits-all approach. Beyond hiring, Cooper also used assessments to evaluate existing talent, particularly longtime employees who had grown with the company since its founding.Navigating Board RelationshipsOne of the most challenging aspects for new CEOs is managing relationships with the board of directors. This dynamic requires different skills than executives typically develop on their way up the corporate ladder.Executives accustomed to having a single boss often find the transition to reporting to a full board, with diverse perspectives to be jarring. Cooper described this as one of her biggest unexpected challenges: “Having a board full of different people, personalities and their needs, is one of the biggest challenges…what are they going to ask for next and will I even get this thing done before they ask for the next piece?”Davis advises resilience in these moments, “Some of it’s about standing firm in what you know to be true and is needed for the organization. You and your team know the most about what’s needed to make this happen successfully.”Speed vs. DevelopmentTransparency around leadership development creates a culture focused on growth and positive change. Cooper emphasized the importance of being open about the coaching process: “Here was the key about being an open executive, letting my team know that I wanted the coaching to be the best version of myself for them so that I could serve them in the appropriate manner.”While fostering development takes time, business realities demand that executives get up to speed quickly. This creates tension between development and immediate performance demonstrating why executive coaching has become increasingly valuable.“Don’t forget about speed,” Davis advised. “Often people might take six months to figure things out. I think in many cases, we don’t have that luxury because who you have around you and who you surround yourself with, and their capabilities and trust and confidence have a whole lot to do with how well you perform.” Providing structured support accelerates a CEO’s understanding while delivering tangible results.As organizations continue to navigate complex challenges, executive coaching has evolved from a professional perk to an essential component of leadership strategy. Not only improving executive performance but also creating more resilient organizations capable of real time adaptation to an ever-changing business landscape. “Five years ago, it used to be ‘we don’t have time for anybody to develop. Let’s just find a really good person and put them in place,’” Davis said. “That’s really changed quite a bit now. There’s far more emphasis on the leadership development side and having the power of that behind a successful business.”Editor’s note: From Day One thanks our partner, MDA Leadership, 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 jacoblund/iStock)
The Action Catalyst: Unleashing the Power of Workforce Data
BY Ade Akin April 25, 2025Renya Spak did exactly what most of us do the last time she opened an email addressed “Dear valued customer.” She hit the delete button immediately. Spak, the chief growth officer at Well, used that familiar annoyance to illustrate a simple truth during a thought leadership spotlight at From Day One’s Seattle conference. Generic messaging won’t cut it if you want real employee engagement, she says.From Generic Emails to Magic Nudges“Ugh,” Spak exclaimed, recalling the last time she received a generic promotional email. “As a loyal subscriber, you may be interested in our latest generic promotion that has absolutely nothing to do with your preferences. Click here to learn more.”Spak then contrasted that experience with a hyper-personalized offer she once received from a running-shoe retailer. “Hey, Renya, we saw you’ve been buying running gear… want first dibs before they sell out?” That led to a click and purchase. AI-powered personalization has emerged as a powerful tool in the marketing world, but organizations have been slow to adopt its use when interacting with employees. “It’s painful to imagine that benefits and well‑being still feel like dial‑up in a 5G environment,” Spak said.A Three‑Step Framework for PersonalizationSpak laid out a simple framework to personalize employee benefits in ways that encourage engagement:The first step is leveraging people analytics. You already have the dashboards, the models, the culture,” Spak told the crowd. From pay‑equity studies to performance‑prediction algorithms, HR and people analytics teams have amassed data that makes it easy to treat employees as individuals rather than anonymous line items.Next, foster cross-functional collaboration. Employee benefits, HR, and analytics should be merged. This might mean partnering with your wellness vendor to create parental-leave policies for grandparents or exploring pet-care stipends, modern perks that meet real employee needs.Then deliver precision nudges. Spak says the hardest part of personalizing employee benefits isn’t building the programs, it’s driving sustained engagement. “When employees actually use those benefits, productivity improves, retention increases, and costs go down,” Spak said.Data‑Driven Personalization PilotsSpak shared three real-world pilots from Well’s customers to drive her points:Healthy-food coupons via Instacart Health, was the first example. Well identified employees who were likely to have limited access to healthy food choices by combining ZIP-code analysis with biometric data and claims. Employees who engaged with health coaches through their benefits packages earned coupons for fresh groceries delivered through Instacart Health. Participation soared because the solution and incentive met an urgent, personal need. Another example was from a logistics firm with a large Spanish-speaking workforce. They noticed low engagement when outreach was delivered solely in English or Spanish. A breakthrough emerged with a Spanglish version, which was received as more authentic and human. “We saw 2.5 times higher engagement in Spanglish,” Spak said, “because we spoke to them in their language—both literally and culturally.”Lastly, a healthcare provider struggling with 100% annual turnover among its phlebotomists and rising non-urgent visits needed a solution. Well combined clinical insights and opinions on telehealth, with claims data to identify clinicians who were open to virtual care and ideal times to reach them. The information was used to deploy personalized messages to team members, highlighting the convenience of telehealth and providing direct connections to familiar providers. Early engagement metrics exceeded expectations with a significant uptick in scheduled virtual visits and a drop in avoidable ER usage. These pilot programs underscore a compelling statistic: 93% of employees consider the ability to customize their benefits a must-have or nice-to-have; 72% say personalization increases loyalty, while 40% say it boosts job satisfaction, according to a recent MetLife study. It all depends on getting the right message to the right person, at the right time, in the right tone, with the right incentive.The Importance of TrustTrust is the foundation that allows organizations to turn workplace data into personalized engagement. Spak reminded attendees that while HR teams fret over data privacy, employees rarely raise concerns. In contrast, every Request for Proposal (RFP) process brings data‑governance questions. “People will share their data if it’s used for their benefit,” Spak said, echoing a recent Deloitte finding that 90% of workers feel the same.The data and technology needed to personalize employee engagement at scale are already available. The challenge is cultural—building cross‑team partnerships, establishing governance, promoting engagement, and moving beyond one‑size‑fits‑all communications. The payoff is significant and measurable for those willing to adapt: stronger employee engagement, healthier behaviors, and measurable results, says Spak.Editor’s note: From Day One thanks our partner, Well, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Josh Larson for From Day One)
The Future of Work: AI, Skills, & What Leaders Need to Know
BY Christopher O'Keeffe April 24, 2025As artificial intelligence transforms the workplace, a common concern is emerging among businesses: What skills will define employee success in an AI-driven future? With many companies still unsure how to fully leverage AI, a sense of FOMO, or fear of missing out, is setting in, says Tigran Sloyan CEO of CodeSignal.Sloyan spoke about innovation happening at CodeSignal, an AI focused technical assessment and skills development platform, during a thought leadership spotlight at From Day One’s Silicon Valley conference. “AI is not just a buzz and not just a hype,” Sloyan said. “I strongly believe that AI is one of those transformative technologies, similar to what personal computers did, similar to what the Internet did.”CodeSignal has positioned itself at the intersection of AI advancement and workforce development offering solutions to a world reveling in a technological revolution. The company's platform enables organizations to evaluate current capabilities and build the skills needed for an everchanging AI-integrated workplace.Three Tiers of AI CompetencyRather than pursuing a one-size-fits-all approach to AI skills, Sloyan advocates for understanding the three distinct categories of AI competency that allow for successful integration of its tools.The first and most broadly applicable is simple AI literacy: understanding what AI can do and how to use it in daily work. “This requires pretty much no technical skill or competency,” Sloyan said.The second tier involves integrating AI into existing systems by connecting APIs and implementing new tools to existing operations. While more technical, these skills don’t require deep AI expertise.Only the third category, building and training AI models, demands specialized technical knowledge. Sloyan highlights that many companies often make a strategic error by over emphasizing the importance of this category. With many organizations spending disproportionate resources competing for a small pool of talent rather than focusing on widespread AI literacy, “Hiring AI engineers in today’s market is close to impossible,” Sloyan said. “Upskilling is really the only way to close that skills gap.”From Managing People to Managing AIThe human touch remains essential, especially within leadership roles that will evolve as AI becomes increasingly prevalent in the workplace. Sloyan rejects the notion held by many, that management skills would become obsolete in an AI centric workplace. Instead arguing that directing AI systems will demand many of the same skills needed to lead teams of employees.Sloyan spoke with Brenna Lenoir, SVP of CodeSignal, during the thought leadership spotlight“As a great manager, you bring intelligent people onto your team, you become more effective and you can accomplish more together,” he said. “If you have 50 AI agents working for you, you essentially become a manager of those AIs, but you still need what makes great managers great, which is understanding what the job is.”This perspective challenges the notion that AI will simply replace human work. Instead, Sloyan envisions a future where human expertise becomes even more valuable when amplified through directed AI agents.“Only managers that understand how to do the job themselves, even if they’re not going to have to do it themselves, can know how to ask the right questions, how to ask the right probing questions, as well as evaluate what they got back,” he said.The Future of Technical SkillsRethinking traditional approaches to technical roles with the lens of an AI competent workforce opens unprecedented possibilities for rapid growth within any given company. Sloyan says that AI will transform rather than eliminate the value of technical skills, creating accessibility to capabilities once reserved for specialists. “Three years ago, knowing how to write a simple SQL query would not produce much value,” he said, referring to a database programming language. “Today, if you understand just a little bit about writing a simple query, you can ask AI the right questions and get data within minutes that used to take a highly proficient engineer an hour to produce.”This dynamic creates what Sloyan calls an “exponential increase” in the value of technical knowledge; company-wide modest competence with AI tools can dramatically enhance productivity.For business leaders navigating this workforce transformation, the message is clear: rather than focusing on building expensive learning models or exclusively competing for scarce AI engineering talent, prioritize building a foundation of AI literacy across your organization. In the AI economy, companies with a focus on understanding the technology broadly may prove more valuable than those with a singular or hyper specific approach. Editor’s note: From Day One thanks our partner, CodeSignal, 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.
The New Era of Workplace Giving: Meeting Donors Where They Are
BY Christopher O'Keeffe April 21, 2025While 94% of major corporations offer charitable giving programs, only about one in five employees participate in them. The lack of employee engagement programs often leaves corporations without a seamless solution for integrating charitable acts into daily workplace activitiesThis “generosity gap,” as philanthropy experts call it, represents billions in potential charitable dollars left on the table. This reveals a fundamental disconnect between corporate giving structures and employee expectations in today’s socially conscious global landscape.“Today’s workforce expects technology experiences to mirror what they encounter in their personal lives," said Sam Caplan, VP of social impact at Submittable during a From Day One webinar. “When a company’s giving program feels disconnected from their values, or when it’s just hard to navigate or engage with, we know that they’re much less likely to participate.” Submittable solves the long-standing problem of revolutionizing outdated technology and approaches that treat charitable giving as a separate, often cumbersome activity rather than a seamless extension of everyday work life, says Caplan.“When we force donors into unfamiliar paradigms, and then we kind of scratch our heads afterwards to say, why are we struggling with engagement? It’s because we’re forcing them to do things outside of their normal flow of life,” said Chris Battles, principal product manager at Submittable.New workplace giving technologies are making charitable contributions as simple as tapping a phone or clicking a button. Submittable’s platform lets employees accumulate donation funds through recognition programs, wellness challenges, or personal contributions, then easily direct those funds to causes they care about, all without leaving their workflow, the speakers shared. This especially matters in cases where timeliness matters, like during natural disasters, says Madison Silver, senior product marketer at Submittable.Small Acts of Generosity Build Company CultureThe business case for modernizing these programs extends beyond philanthropy. Companies report that well-designed giving programs boost employee satisfaction and retention, particularly among younger workers who increasingly expect employers to provide platforms that support personal social impact goals. In a global economy where talent acquisition remains challenging, the competitive advantage of charitable modernization becomes paramount to bottom line success.Industry leaders emphasize several key principles for successful program modernization. First, personalize the experience by offering flexible giving options that align with employees’ values and lifestyles. Next, remove friction by making giving as easy as buying coffee or sending money to a friend. Then, integrate giving with existing programs, connecting it to rewards, recognition, and other HR initiatives. Enable giving in the moment by providing tools that allow employees to contribute whenever they’re inspired. Finally, celebrate small contributions, recognizing that even modest donations can have a meaningful impact.“We’re turning everyday moments into opportunities for impact, and in doing so, we’re not just recognizing employees, we’re empowering them to become philanthropists,” Caplan said.As the boundaries between work and personal life continue to blur, particularly in hybrid work environments, companies that successfully integrate giving opportunities into the daily experience of employees are finding that generosity doesn’t need to be taught, it simply needs to be enabled.The most innovative organizations are shifting from treating charitable giving as a separate initiative to embedding it into the everyday work experience. This transformation aims to close the long-standing generosity gap that has challenged corporate philanthropy leaders for years.Editor’s note: From Day One thanks our partner, Submittable, 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 Ruslana Chub/iStock)
What Trump’s Immigration Agenda Means for Employers
BY Katie Chambers April 16, 2025Do you and your team have a plan in place if ICE shows up at your office looking for one of your employees? It’s a shocking thought, but something that HR must now consider in our new normal.The new Trump Administration 2.0 is moving aggressively on new immigration policies, including significant changes to the immigration process. Yet we have plenty of experience from his first term to help guide us toward adapting to the new era.During a recent From Day One webinar, attorneys Matthew Hellrung and Matthew Meltzer, co-Founders and managing partners of Meltzer Hellrung Immigration Solutions, discussed what they see as the most likely immediate adjustments, as well as later developments, and the steps you can take now to ensure compliance and minimize disruptions to your immigration program moving forward.They offered an insightful and practical guide to how employers can adapt and anticipate the myriad changes to U.S. immigration policy to ensure access to a global talent pool.The State of ImmigrationPrior to the start of the new Trump administration, U.S. Citizen and Immigration Services (USCIS), had a 4% denial rate, U.S. Department of State (DOS) had a 20% denial rate, and Immigration and Customs Enforcement (ICE) was largely focused on arresting undocumented immigrants with criminal convictions or pending charges.“I-9 enforcement was focusing on employers that didn’t use E-Verify and employers that were suspected to have people who might not have work authorization, businesses that have historically unauthorized workers, like car washes, factories, or slaughterhouses,” Meltzer said.Actions Affecting Lawful Immigration PathwaysUnder the new administration, lawful entry into the U.S. has become even more difficult. Refugee entry, including pending applications, has been suspended indefinitely pending a 90-day review and report, stranding 22,000 previously approved refugees. And there is a directive heightening the already very high identification standards such that current unsettled approvals may be denied. This is a particular challenge for those coming from countries that don’t have as rigorous and standardized an ID system as the U.S., Hellrung says. Matthew Hellrung (pictured), led the webinar along with Matthew Meltzer (company photo)Asylum seekers, those who arrive at the U.S. border claiming a credible fear of persecution in their home country, unlike refugees who wait in their home country for approval, are also facing challenges. “Via the Constitution and the various immigration laws, CBP is required to accept those individuals to document who they are, to potentially interview them for their asylum claims, and then release them into the United States with a court date to plead their case for the asylum benefit that they’ve applied for at the border. As soon as Trump took office, essentially all asylum applications that were in process were halted,” Hellrung said. Reports indicate CBP no longer honors asylum claims at any U.S. Border, and the “CBP one app” asylum interview system was terminated a few days into the new administration, canceling 30,000 appointments. Humanitarian programs and parole, which are generally granted by executive order, are no longer available for Cuban, Haitian, Ukrainian, Venezuelan, Nicaraguan nationals seeking entry. Trump also ended Biden’s green card program reuniting families separated from children (enacted in response to the first Trump administration), and ICE is now allowed to invalidate anyone’s parole immediately. Temporary Protected Status (TPS) has been partially rescinded for over 800,000 people. “[TPS] is temporary permission that allows folks coming from war torn countries, famine, and natural disasters to enter the United States for temporary period of time,” Hellrung said. “There are a lot of folks employed as Venezuelans [and Ukrainians] in TPS status. They do have the authorization to work. They pass the I-9 process.” He says the administration is likely to rescind most or all TPS designations in the next 18 months, impacting 14 nationalities. DOS has also made it harder for visas to be renewed abroad via Dropbox. And some moves have happened as political retaliation, such as the canceling of hundreds of Colombian visas after the country complained about deportees, and the looming threat of canceling F-1 student visas for supposed Hamas sympathizers, often conflated with those simply supporting Palestinian rights. Hellrung says some of the more extreme measures may not come to pass, including the executive order attempting to end birthright citizenship. “It’s pretty clear in the Constitution that birthright citizenship is a right. We don’t think this is going anywhere.” But he warns to expect continued ICE harassment and arrests of green card holders and U.S. citizens as the officers work to meet their arrest quotas. Actions Affecting Undocumented ImmigrantsWhile most employers are less concerned about the actions affecting those who are in the U.S. illegally, “it can still have a significant impact if you are a supermarket or a place where people congregate publicly–a food bank, a health clinic.” Even if your employees are here legally, your clientele may not be, and ICE will often make their arrests at public gathering spots for easy access. ICE noncriminal arrests have increased tenfold, and ICE is now empowered to remove someone from the country immediately without due process.Meltzer advises employers to stay prepared regardless of their direct workforce or customer base. “I always remind all of my clients that you don’t know who your employees’ families are,” he said. “You can have people who work for you who are U.S. citizens, who are married to undocumented workers. You can have people who are U.S. citizens who are the children of undocumented people. The stress here is real for workforces, regardless of whether they’re not undocumented.”One of the biggest changes is that DOS has been ordered to create a registration process for all non-U.S. citizens and failure to register would be a criminal offense. Meltzer notes that this law has actually been on the books since the 1940’s but was never truly implemented until now. Immigration enforcement is taking top priority, as workers from other agencies like the IRS, DEA, FBI, and Homeland Security are being taken off of other criminal enforcement to focus on immigration instead. Most of these provisions against undocumented immigrants, Hellrung says, have lawsuits against them pending in the federal courts. What to Expect NextGoing forward, Hellrung warns employers to expect travel bans in over a dozen countries, while others will be expected to improve their security and information sharing so their citizens can still be allowed to travel to the U.S. plus delayed consular processing for visas. Employers may be impacted by increased barriers to immigration benefits, including higher income requirements for permanent residency and an increase in filing fees for humanitarian, family, and employment-based visas. There may also be termination of work authorizations for asylum applicants, parolees, and H-4, L-2, E-3D, and J-2 dependent authorizations.“You should know who these people are inside of your workforce and identify them because they are at risk of losing work authorization,” Hellrung said. “It would be a good idea to sponsor that person in the [visa] lottery if they qualify.” Plus, there may be termination of TPS designations and all humanitarian parole, affecting about 1.5 to 2 million immigrants in the U.S. with work authorizations. And a rise in inquiries, audits, and denials across all family and employment-based filings. Trump has mentioned a substantive change in the H-1B lottery system, making it more merit-based, but what that means exactly has yet to be determined. Currently, Hellrung’s clients are already experiencing increased site visits from USCIS and ICE, auditing I-9s, checking on H-1B and L-1 workers, or doing worksite raids for specific individuals. They also anticipate increased immigration coordination and enforcement by federal, state, and local law enforcement, since the “mass influx” designation allows the deputization of state and local agents. How to Stay PreparedIn the face of this daunting information, there are a few concrete ways Meltzer and Hellrung suggest employers can stay prepared: Centralize your company’s I-9 and immigration data. Adopt a system that allows for safe storage and quick reporting and adopt E-Verify or E-Verify+ if appropriate. Review your I-9 completion, storage, and audit procedures. A spot audit might be useful to understand your overall financial risk.File everything you can file now! This includes work authorization extensions, before the possible expiration. Initiate green card cases as long-term solutions and ask vendors to prioritize the fastest options, including EB-1, EB-2 NIW, and EB-2EA. And sponsor workers for the H-1B lottery if you can. Create a site visit protocol plan. Who will receive a government agent? Where will you put them? Do you know your employer rights? The latter, the ICE site visit, is the most daunting for many employers. Gather as much information as possible, including names, agencies, and badges. Know which parts of your business are considered public and which are considered private, which impacts whether a warrant is needed. Be ready to supply paperwork when asked. Meltzer advises to keep your cool “and don’t assume the government is going to do everything right.”Editor’s note: From Day One thanks our partner, Meltzer Hellrung , for sponsoring this webinar. Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.(Photo by AnnaStills/iStock)
Leading Transformation When There’s No Playbook
BY Jessica Swenson April 15, 2025As companies continue to introduce change initiatives borne from both internal and external sources, it becomes more vital for leaders to have the ability to navigate teams through uncertainty while sustaining engagement and connection.“When we talk about transformation where there is no playbook, the previous rules about leadership and management and what you do, don’t apply,” said Carl Sanders-Edwards, CEO and co-founder of Adeption, during a thought leadership spotlight at From Day One’s Silicon Valley conference.Since the inception of desktop computing and its transition to the cloud environment, we have lived through multiple shifts in computing power and how work gets done. With the emergence of AI, we are in a new era of possibility that is again profoundly impacting jobs and workflow. Companies are leaning toward using AI to solve technical challenges and leaving more nuanced work for humans.Technical vs. Adaptive ChallengesTechnical challenges with teachable processes, a defined path, and known solutions are a bit clearer, but novel, or adaptive, challenges often haven’t been done before and have no known solution. The problem and the solution may be intertwined and need to be separated before progress is made; experimentation and learning will likely be required from everyone involved. A significant percentage of change efforts fail, Edwards says, because organizations treat adaptive challenges the same way they treat technical challenges. “One of the greatest things we can give the leaders and the people that we serve in our field is letting them know about the distinction between these two things, and there are different approaches for different types of challenges,” he said.Edwards acknowledges that success isn’t as linear as we may think; it isn’t as simple as taking data in, responding with action, and receiving a result. There is a hidden step between data receipt and response where the data is filtered through our mindset and influences emotion, which in turn influences our response. “We see the world as we are, not it as it is. And we're always projecting ourselves onto the world,” he said. Harnessing these unconscious mindsets is one key to effectively managing and resolving an adaptive challenge. This type of challenge appears resistant to teachable techniques because we are using prior experience and knowledge to solve something that is completely new. However, the overarching, high-level suggestions that come from our unconscious mindsets can help teams to progress on adaptive challenges.Carl Sanders Edwards, CEO and co-founder of Adeption, led the thought leadership spotlight Citing the example of a Silicon Valley company experiencing a decline in sales, Edwards outlined a few mindsets that might be helpful in that type of adaptive situation. A product expert mindset might focus solely on product perfection and attempt to make the product better. An achiever mindset may set goals and enforce attainment, promote training, or recommend more sales people. A transformative mindset may introduce new systems, while a marketing awareness mindset would avoid negative market impact by changing the product’s pricing model from subscription to consumption-based.Identify, Refine, and Apply Unconscious MindsetsWhen we have experiences, we create stories (good or bad) and those stories become a part of our unconscious mindset. By adding deliberate reflection and speaking with another person about it, says Edwards, we can refine that story to heighten our awareness, accelerating the ability to create and access these mindsets for future problem-solving.This is the origin of Adeption’s B3 leadership development methodology, which promotes habit-based learning in the flow of work. During his session, Edwards invited audience members to consider a challenge of their own through this lens and think about anything they might be able to do differently once the session ended:Be conscious. Reflect and make sense of the current situation you’re in. What’s important? What’s working? What isn’t?Be curious. Gain inspiration from other perspectives, ideas, and tools. Can any of the concepts learned today help with your challenge?Be better. Deliberately experiment with new ways of leading in response to what currently matters, learning from success and failure.Over 80,000 people have used this methodology to plan 500,000+ deliberate actions. Leadership struggles were reduced by 54%, 360° scores were impacted (others noticed an increased ability to empathize), and this method appears to accelerate progress on resolving adaptive challenges.It is helpful for people to understand their own unconscious mindsets and grow their range, Edwards says. Assessments are available for individuals to identify their predominant mindset, including an Adeption assessment that also allows users to “try on” other mindsets. People have seen new things that seemed to be hiding in plain sight after trying alternative mindsets.Edwards notes that the skill to develop skills is very important for future leaders. He said “I also think that the disruption that we’re facing now is not a doom and gloom situation. It’s actually a once-in-a-generation opportunity to create the type of leadership we need in this world.”Editor’s note: From Day One thanks our partner, Adeption, 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 David Coe for From Day One)
How Generative AI is Reshaping Workforce Upskilling
BY Ade Akin April 14, 2025Zac Rule’s daughter is just one example of how online learning can make a difference. She didn’t land a competitive marketing internship at a tech company based on her university credentials alone, it was the skills she gained from a Meta digital marketing certificate on Coursera that set her apart from the competition.“She talked about what she learned in that course, and it really differentiated her,” said Rule, Coursera’s VP of global enterprise sales, alliances and channels account. Rule spoke with Alexandra Urban, senior solutions consultant at Coursera during a thought leadership spotlight at From Day One’s Silicon Valley conference. Rule’s anecdote underscores a broader trend as artificial intelligence (AI) transforms industry workflows: Professionals who upskill strategically have a critical competitive edge as organizations race to keep up. Coursera is at the forefront of this global shift, with 168 million learners from anywhere. The speakers shared insights on how AI disrupts jobs, increases demand for new skills, and reshapes corporate learning strategies. Gen AI tools like ChatGPT have grown tremendously, reaching over 100 million users less than two months after launch. “Technology is advancing at an ever-increasing rate,” Rule noted, emphasizing that while AI will disrupt some roles, it’s more likely to augment productivity than replace humans outright. For example, humans working with AI enjoy an 11% productivity boost according to research from Accenture. The economic incentives are clear, and the demand for AI-related roles has surged, per Lightcast data. Employers offer premium salaries for expertise in fields like prompt engineering and machine learning. Coursera’s Gen AI course enrollments have skyrocketed, driven by people seeking these high-value skills. Technical Expertise Meets Human-centered LearningAccording to the World Economic Forum, AI literacy, analytical thinking, and leadership are the top skills to have in the AI era. However, mastery in any of these areas requires more than technical know-how. Zac Rule, VP Global Enterprise Sales, Alliances and Channels Account at Coursera (pictured), spoke along with Alexandra Urban, Senior Solutions Consultant, Coursera (featured photo)“Nothing of impact gets done unless you work effectively cross-functionally,” Rule said. For example, a marketer who uses Gen AI tools must also translate results into business value for stakeholders.Coursera launched its Gen AI Academy to address this reality, offering role-specific training for executives, engineers, and non-technical teams. “Legal, finance, and HR professionals are already experimenting with AI tools,” Urban said. “We’re creating unified upskilling strategies tailored to their workflows.”Coursera Coach: Personalized Tutoring at ScaleOne of Coursera's most innovative tools is Coursera Coach, an AI-powered tutor embedded in courses on its platform. Unlike generic chatbots, Coursera Coach draws from in-house expert-created content, provides practice exercises, and explains concepts in various languages. Since its 2024 rollout, Coach has assisted over a million learners, with 89% reporting high satisfaction with its capabilities. Coursera Coach is narrowing gaps for traditionally underserved groups like: Women are 11% more likely to use Coach because of increased “psychological safety” when asking questions. Engagement rates are 40% higher with early-career learners. Learners with college degrees show higher completion rates with Coach. “Learners using Coach are 9.5% more likely to pass quizzes on their first attempt,” Urban said. “And they move through content faster, critical for working professionals.”Coursera also uses AI tools to grade assignments and peer reviews. AI graders are surprisingly stricter than humans, with average scores dropping from 88% when graded by humans to 72% with AI. “Learners assessed by AI submit more attempts to pass,” Urban added. “It increases rigor and completion rates by delivering faster, detailed feedback.”Coursera’s Course Builder curates AI-powered programs, combining courses from universities like Stanford and companies like Google for corporate clients. “It reduces manual effort for L&D teams,” Urban said, “while generating new assessments aligned to business goals.”The Path Forward: AI as a Collaborative ForceRule reflected on his early career at Silicon Graphics, a predecessor of today’s GPU giants, highlighting how organizations that adapt quickly emerge as winners during technological waves. “Upskilling isn’t just about avoiding disruption,” Rule said. “It’s about unlocking new ways to engage customers and redefine industries.”Coursera aims to democratize access to these opportunities by providing tools like Coach and its Gen AI Academy. AI literacy is no longer optional—it’s the currency of the future. Editor’s note: From Day One thanks our partner, Coursera, for sponsoring this thought leadership spotlight. Ade Akin specializes in the emerging applications of artificial intelligence.(Photos by David Coe for From Day One)
Student Debt in 2025: Essential Benefits for Recruiting and Retaining Top Talent
BY Tabitha Cabrera April 03, 2025The student debt landscape has undergone rapid change in the past four years, with new repayment options, proposed forgiveness programs and further shifts anticipated under the new presidential administration. According to BestColleges, public college tuition increased an average of 5% a year between 2001 and 2021. During a From Day One webinar, Jon Harold, head of sales and partnership success at SoFi at Work, shared the big picture of student loans, the student debt crisis, and how that’s affecting employees. SoFi at Work is a division of SoFi, a company known for pioneering student loan refinancing and being a one stop shop for your financial needs. “Student loans are now at $1.7 trillion, a crisis in the United States, with over about 25% of Americans holding student debt,” said Harold, making the topic especially pertinent. As the workforce not only accumulates more student debt for degrees and advanced degrees, student debt programs can have a large factor in which position to take. “62% of private sector employees indicate that student debt influences their job decision,” said Harold. Additionally, “56% of employees spend three or more hours a week thinking about their finances, including student debt, and then, 36% of employees with student debt are less likely to remain with their employer than those without student debt, meaning if you have student loans, there’s not some sort of benefit, you’re less likely to stay if you don’t have student debt,” he said.The workforce is not unfamiliar with student debt associated with higher paying salaries within industries but even with the enticement of higher paying salaries through education student debt often becomes a great concern when seeking employment and staying within an organization. Employer Help With Student DebtHarold outlines four things employers can do to support their employees with student debt. The first is education, “giving employees access to guides, articles, webinars, with areas for them to ask questions.” The landscape of student loans is consistently changing, and employers can provide updates to their employees to keep them informed about the rapid changes in the student loan policies. Harold of SoFi spoke with journalist Emily McCrary-Ruiz-Esparza (photo by From Day One)Second is advice, and third is navigating student debt, Harold says. Providing counseling around student debt, such as talking to a student loan specialist. Sometimes the most impactful conversations are those that provide a variety of answers to a hard pressed question, like ‘What should I do with my student loans? Which payment plan is right for me?’ The fourth step is refinancing. Saving money whenever possible, whether by refinancing your student loans, consolidating them, or securing better terms, is essential.Often student loan borrowers are released into the workforce not fully understanding the options in front of them regarding payment plans, reimbursement, and loan forgiveness, employers can bridge the gap by providing resources to their employees. Offering Student Loan BenefitsLooking at the objectives of the company can provide the answer to these questions, says Harold. “We can help you evaluate student debt within your workforce, and then based on that you know, what are your objectives?” Companies can look at if they are having trouble recruiting a specific population or retaining a specific population, or do you want to just offer broader financial or student debt and financial well-being benefits. The percentage of companies offering student loan repayment benefits has doubled, jumping from 17% to 34% by the end of 2023, according to research. Currently, employers can offer up to $5,250 combined in tax-free student loan repayment and tuition assistance per employee through 2025, with the Consolidated Appropriations Act. Student loan repayment can create a strategic advantage that helps strengthen employee loyalty. The amount of changes in student loan repayment options, changes in the governmental role, rising cost in education, and gravity of stress related to finances provides an avenue for employers to harness benefits for employees that center around the mounting financial concerns including student loan payments. “Student debt is worsening and employees need help now. The government is incentivizing employer action and reducing support directly to borrowers” Harold said, encouraging employers to take action. “Companies that are offering student debt benefits gain an advantage in recruitment and retention–and SoFi makes it simple,” he said.Editor's note: From Day One thanks our partner, SoFi, for sponsoring this webinar. Tabitha Cabrera, Esq. is a writer and attorney, who has a series of inclusive children's books, called Spectacular Spectrum Books.(Photo by Inna Kot/iStock)
How High-Trust Teams Future-Proof Organizations
BY Ade Akin April 02, 2025In an era of relentless innovation and constant disruption, building trust within teams isn’t just a soft skill for organizations; it’s a strategic imperative. Zach Smith, the chief activation officer at Activate 180, led participants through a thought-provoking exercise at From Day One’s March virtual conference, asking them to cross their arms “naturally” and “unnaturally” to underscore a fundamental truth about human behavior: Our brains are wired to resist change. The exercise’s goal was to remind the audience they would always revert to how they usually crossed their arms, regardless of how many times he made them do it unnaturally. “We naturally revert to what’s familiar—it’s the mere exposure effect,” Smith said. “But in a world where change is exponential, clinging to defaults can stifle growth.”Smith discussed how organizations can tackle this natural resistance to change by fostering high-trust environments as workplaces face unprecedented disruptions.The Neuroscience Behind our Resistance to ChangeHumans see change through a primal lens. It’s either a threat or an opportunity. “Our ancestors survived by treating unfamiliar shifts—new predators, scarce resources—as threats,” Smith said. “Today, that same instinct triggers survival mode in workplaces, limiting innovation.”Zach Smith, the chief activation officer + co-founder of Activate 180, led the thought leadership spotlight (company photo)This neurological preference to stick to the familiar often leads to suboptimal decision-making, from clinging to outdated practices to avoiding transformative technologies. Being resistant to change is not a viable strategy for organizations in today’s competitive landscape that’s regularly being disrupted by new technologies. Futurist Ray Kurzweil, whom Smith cited, famously predicted that the 21st century would bring 20,000 years of progress. Kurzweil’s predictions have been startlingly accurate from smartphones to artificial intelligence. “If we’ve seen this much upheaval since 2000, imagine the next decade,” Smith said. “Leaders must rewire teams to see change as an opportunity—not a threat.”The High Cost of Low TrustGallup’s 2024 data paints a grim picture as employee engagement hit an 11-year low, with more than 50% of workers eyeing new roles. Smith says that low trust within organizations is responsible for this lack of engagement. “When trust is lacking, communication breaks down. Silos form. People disengage or leave,” Smith said.In contrast, high-trust teams are considerably better at adapting to change. Dr. Paul J. Zak’s study of thousands of organizations found that high-trust teams:Have 76% higher engagementAre 50% more productiveAre 88% more likely to recommend their workplacePractical Steps ForwardZach’s insights weren’t just theoretical; he provided actionable strategies for leaders looking to transform their organization’s culture. First, introduce new processes and ideas slowly. Run low-stake experiments regularly that allow team members to familiarize themselves with new processes and ideas gradually. “Just as you can learn a new way to cross your arms, you can learn new ways to work together,” Smith advised.Another important component is promoting transparency. Share successes and challenges candidly with team members, inviting input and fostering an environment where constructive dialogue flourishes. Smith says this openness helps to reduce the stress and anxiety caused by uncertainty. “Trust isn’t abstract—it’s a competency,” Smith said. “It’s the ‘savings account’ you build through consistency. Withdrawals—like broken promises—cost more than deposits.”During the conversation, Smith drew an unexpected analogy from nature to highlight the importance of high trust in organizations, explaining how Canadian geese use a “V” formation when flying to share leadership and reduce fatigue. The V formation creates drag as it pierces through the air, leading to the goose at the head of the formation doing the most work while the geese at the tails do the least. This allows the birds to cover much longer distances than they could travel if the group stopped when the leader was tired. “The front goose does the heaviest lifting, then rotates back to recover. It’s shared responsibility in action,” Smith said. Teams that emulate this model—where trust enables collaboration—achieve an “amplification effect,” outpacing competitors.For Smith, systematic coaching is the key to developing a similar level of cooperation. “Trust isn’t just HR’s job. It requires intentional, organization-wide habits—like empowering employees to voice concerns without fear,” he added.Building trust in an organization starts with small, consistent actions. Clarify expectations to reduce ambiguity. Delegate meaningful responsibilities to demonstrate confidence in team members’ abilities, and acknowledge everyone’s contributions to reinforce their value.“Trust transforms employees from transactional workers to invested partners,” Smith said. In high-trust cultures, teams navigate change collaboratively, viewing challenges as shared missions rather than threats.In Smith’s closing remarks, Kurzweil’s optimism about humanity’s adaptability resonated: “Curiosity and resilience will define successful organizations. Leaders who prioritize trust aren’t just preparing for the future, they’re shaping it.”Editor’s note: From Day One thanks our partner, Activate 180, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by PeopleImages/iStock)
Modernizing Your Hourly-Worker Hiring Strategy for the TikTok Generation
BY Emily McCrary-Ruiz-Esparza March 31, 2025Twenty-five-year-olds aren’t the only members of the TikTok generation, says Pete Sanidas, head of enterprise at JobGet. “We’re talking about the portion of the population that has become accustomed to and dependent on the algorithm on the ‘For You’ page. It’s the idea that my individual interests, experiences, behaviors, and intentions are delivering me the content that I want to consume.”Get into the groove of a good algorithm and boom, “all of a sudden you have a new hobby, you have a new interest, you made a new purchase that you weren’t planning to make. That’s the TikTok generation,” he said during a From Day One webinar about “Modernizing Your Hourly-Worker Hiring Strategy for the TikTok Generation.”Social media platforms have mastered the art of engaging users with content they never knew they wanted. Why can’t employers do the same thing? That’s what Sanidas is trying to do with JobGet, a job search app for hourly employees.For years, job boards have given job seekers the same starting point: two blank search bars for job title and location. But job seekers seldom fill out that second field, Sanidas says. Because they don’t want to be limited. They’d rather explore what’s available. He believes they’d rather find a good algorithm.If you know about their experience, their day-to-day life, their responsibilities, their compensation needs, and the locations where they want to work, “you can very much match the right kinds of jobs to the job seekers by pushing them to the ‘For You’ page, as opposed to having them come to a blank box and just say, ‘show me what you got.’”Everyone Recruiter’s Least Favorite Problem: Finding Quality Over Quantity Employers are prone to stigmatizing hourly workers, said Sanidas. He often hears companies complain about the old stereotype of quantity over quality. But once you start probing, you may find that a recruiter’s measure of “quality” is simply whether the candidate responds to the recruiter’s first outreach. He said that what those companies fail to consider is their part in the exchange.Pete Sanidas of JobGet led the webinar (company photo)“That becomes a mirror test,” he said. “Look in the mirror. What kind of experience have you provided for those candidates prior to you reaching out to them? Have you let days or weeks go by? Did you ask them to jump through a lot of redundant hoops?”Candidates are most likely to drop out between application and first outreach from the employer, “particularly in large-scale environments that are working with a large amount of technology and have some pretty cumbersome or mature processes.” It’s typically because that job seeker has found a company that was quicker to respond–and refused to subject them to unnecessary technological hurdles.“Outreach is something more than the automated acknowledgement of application received,” he said. It’s actually contact from a recruiter asking to schedule a phone screening or a call with the hiring manager. Fix that leaky pipe and get quality applicants in front of hiring managers as quickly as possible. Understanding the Hourly WorkforceSomething Sanidas has learned in 25 years of talent acquisition is that young young does not equal inexperienced. “The oldest Gen Zers are 27 years old. By definition, if they’re in the hourly or everyday worker category, they could have 10 plus years of work experience.” And when it comes to most hourly roles, like warehousing, retail, and hospitality, experience starts to compound at two to three years. An employee with a decade of experience is invaluable. Across jobs in the hourly work space, there are some specialized roles, but the overwhelming majority require the same core skills: communication, interpersonal skills, and the ability to use internal operating systems (like point-of-sale or inventory management software). Finding the right candidates isn’t so much about skills as it is about whether the opportunity fits the needs of the worker: Is it commutable? Does it pay enough? Does it fit with their schedule? Compensation and location are consistently the most important factors for everyday workers, he said. “Quality candidates appreciate being able to find those matches very quickly and easily,” yet employers don’t always make that information available or ensure it’s accurate.Some employers try to hide from the less-than-ideal parts of their open roles, but “we’re living in a world where it’s harder and harder to hide. So let’s just be real with ourselves.” If you’re not offering the best compensation in your area, don’t omit or inflate it in the job description. And put the actual location of the job, not a zip code or metro area. A five-mile commute in Richmond, Virginia, may be comfortable. A five-mile commute in Los Angeles may not.“Get your non-starters front and center,” he said. Those might be reliable transportation or two years of experience with a unique skill. “Get the big, hairy uglies that you know about your opportunity out there.” Put them in knockout questions so job seekers can move on, and so can you.Ask yourself, “Am I making this easy for qualified talent to easily get connected with my hiring managers and vice versa? Is it easy for my hiring managers to quickly get in front of the quality talent, because in the hourly space, that’s the evaluation you want taking place as quickly as possible.”Keep job descriptions brief and easy to read. Use bullet points and lists. Don’t clog it up with exhaustive boilerplate about the company. “It’s hard to tell the difference between one job description and the next, because really, what you’re looking at is that tiny little slice in the middle that differentiates.”And follow the right metrics. “Cost per click, cost per apply–those are vanity metrics. I can deliver you a really great cost per apply of unqualified candidates that never end up as hires, and that’s not doing your business any good.” Cost per hire is a better starting point, he said. “The most advanced organizations solving for this are going even further and creating their own equations around cost per candidate acquired that we retained over a period of time. If you continue to have really high turnover because of your talent attraction strategy, you’re just making more work for yourself tomorrow.”Editor’s note: From Day One thanks our partner, JobGet, 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 jakkapant turasen/iStock)
Enhancing The Employee Experience With Innovative Technology
BY Matthew Koehler March 28, 2025Some say high turnover is simply the cost of doing business, and for many industries, that will always be the case. But the numbers tell a different story. Disengaged workers cost the world economy $8.8 trillion in lost productivity, according to a 2023 report from Gallup.“A number like this shows that the opportunity cost of not investing in the employee experience fully outweighs the investment that you would make. 8.9 trillion dollars [is] 10% of the world’s economy. That’s a staggering number to think about,” said Josh Parente, the director of sales at LineZero. Parente spoke about the cost of employee disengagement, and how to re-engage them during a thought leadership spotlight at From Day One’s Salt Lake City conference.Doing Employee Engagement WellLineZero is passionate about the employee experience: “We live our values of ‘People Matter.’” “We focus on building and enhancing the employee experience through technology,” said Parente. LineZero has a long-term partnership with Meta’s Workplace and current partnership with Workvivo, and they’ve taken that experience to new organizations they work with. “Our objective when we work with a lot of our partners is to act as an extension of their organizations. We work with our partners to help them build and deploy their employee experience through technology.”Parente says they start with an employee’s experience from day one, “not just throughout maturity.” They focus on that starting point and “continue to push that positive momentum throughout the lifecycle [of the employee].” HR professionals and leaders should think about how connected their employees are to the mission and whether or not they're “excited and inspired” to clock in every day.During an impromptu survey with the audience, Parente sussed out a few key items that highlighted the lack of employee engagement and what companies are doing about it. Building trust turned out to be the number one challenge attendees were facing in their organizations. Email was how they were dealing with it. And, budget was one thing they'd increase to mitigate disengaged employees, if a “genie” was available. “Investing in the employee experience leads to 43% less turnover, an 81% reduction in absenteeism and a 20% increase in productivity. So if we’re looking at the budget and we’re looking at the opportunity cost, not investing far outweighs the cost of actually making the investment.”Slide from Parente's presentation, highlighting statistics shared When asked whether the above statistics shocked anyone, not a single hand went up. “80% of employees feel lonely. 3 out of 5 are burnt out. These are statistics that clearly articulate that we are facing a massive problem when it comes to the labor market today. So the question is, what are we going to do about it?”Looking back at the Great Resignation of 2022, the data paints a clear picture. Many boomers took early retirement, while millennials left their jobs in droves. But one statistic stood out to Parente. “Of the millennials that turned over during the 2022 Great Resignation, 47% of them were high performers.” That’s a big deal. “High performers outperform the average employee at a rate of four to one, and they make up about 15% of your organization.”If companies want to build strong cultures and retain top talent, they need to invest in the employee experience—especially for those high performers because they will help drive the employee experience and "push the [company] culture forward." Millennials, on average, change jobs every two to three years, meaning another wave of turnover is coming. “There’s a good opportunity here for us to start diving into ways to stop this mass turnover, especially with our high performers,” Parente said.Parente shared another chart inspired by Simon Sinek’s work with Navy SEALs. The takeaway? “The high performance, low trust person—this is a toxic team member. Even though they’re driving high performance, they would sooner select somebody that has low performance, high trust over somebody who has high performance, [low] trust.”Parente's slide on the relationship between trust and performance Take that to heart: The most elite teams prioritize trust over raw talent.Encouraging the Entrepreneur to be an IntrapreneurAccording to a chief people officer at a major enterprise Parente and LineZero works with, “Within the U.S. economy, [that company] [does] a really good job of inspiring and encouraging entrepreneurship,” the officer said. But when companies invest in employee experience, they don’t just keep workers—they create “intrapreneurs,” employees who think like entrepreneurs but stay within the company.The key is investing in high-trust employees.“Those high trust categories are those intrapreneurs that you want to encourage within your organization,” Parente said. “Those are the 15% that you want to continue to keep and continue to encourage to be part of the culture.” The solution Parente says is better technology. Right now, organizations juggle multiple platforms—productivity suites, HR systems, endless apps—but they don’t talk to each other. “What if we had one? One that connected everybody, our cultures, our productivity tools, and our HR systems? The truth is, we have that at our fingertips today.”Yet, many companies still rely on outdated communication methods. “Email is still number one." But mass emails with critical company updates? They get buried. “I don’t know if you guys read them, but they usually fall to the bottom of my inbox.”Parente says we all need to move in a different direction. “Legacy and top down communications [are] something that showed hierarchy. It showed clear efficiency, but it's not effective. It’s not inspiring, it’s not empowering our employees and our team members to go out and be entrepreneurs for the business.”As organizations look to the future, the way they communicate and engage employees must evolve. Creating an environment where employees feel encouraged, not overlooked, when sharing ideas is (or should be) the future. “If we’re not evolving and moving our organization forward, those statistics are going to stay at 60% of burnout. They’re going to stay at 80% of loneliness,” Parente said. “I don’t know about you, but if I go into work and I know that 80% of my coworkers feel lonely. That’s not an inspiring thing. We're not inspiring change. We're not inspiring communication and collaboration. We’re just staying the same.”Editor's note: From Day One thanks our partner, LineZero, 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.(Photo by Sean Ryan for From Day One)
Prioritizing Benefits That Drive Impact for Your Employees: A Successful Case Study
BY Christopher O'Keeffe March 19, 2025As 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)
Encouraging Employees to Be Proactive About Their Mental Health and Well-Being: a Strategic Approach for Companies
BY Ade Akin March 18, 2025Covid 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)
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)
Empathy Isn't Programmable: Building a Human-Centric Workplace
BY Christopher O'Keeffe March 12, 2025When 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)
Optimizing Hiring: From Obstacles to Effective Solutions
BY Stephanie Reed March 10, 2025To 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)
Harnessing AI for Human Resources: The Promises and Risks
BY Matthew Koehler March 07, 2025To 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)
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)
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)