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Live Conference Recap BY Grace Turney | February 25, 2026

Employer Listening With Intent: From Feedback to Follow Through

Around 2009, a few years into his career at CarMax, Craig Cronheim had a habit he now describes with a mix of nostalgia and self-awareness. After visiting a store, he’d board a plane home to Richmond with a mental list of every question and suggestion he’d heard from associates that day, and he’d stay up working to resolve each one. “I thought I was the feedback loop,” he said. It worked, for a while. But as his responsibilities grew, Cronheim learned something that has shaped CarMax’s entire approach to employee listening: personal accountability can only scale so far. The infrastructure has to carry the weight.Cronheim, SVP and chief HR officer at CarMax, shared that progression during a fireside chat during From Day One’s Washington, D.C. conference. Moderated by journalist Krissah Thompson, the conversation explored how CarMax has built a disciplined, trust-generating feedback system across a workforce of more than 28,000 associates.Cronheim was careful to make an important distinction: “Listening is the beginning, but not the end,” he said. At CarMax, the process follows three steps: understand, act, and close the loop. Each stage matters, but the third is where trust is either built or broken.“You can collect the feedback. You can actually do something with it. But if your teams don’t know what you’re doing with it, and they don’t know why, you’re really missing out,” Cronheim said. “They’re not going to trust you, because they’re going to see some action, but they’re not going to be able to connect the dots.”A Well-Oiled Feedback MachineTwice a year, CarMax surveys every associate, says Cronheim. The response rate hovers around 90% – a figure Thompson found remarkable for an organization its size. Cronheim credits the consistency of follow-through, rather than traditional incentives. “What we incentivize with is taking action on the feedback,” he said. After each survey cycle, two tracks run in parallel. Managers at all CarMax locations receive their team’s results and are required to submit an action plan. An astounding 87% did so in the most recent cycle, he says. Meanwhile, centralized HR home office teams receive aggregated feedback sorted by topic and develop their enterprise-wide action plan. The whole picture is then packaged into an all-associate communication CarMax calls “Your Feedback in Action,” which outlines major themes of associate feedback, and what the company is doing to respond to it. CarMax has also begun using AI to analyze open-ended survey comments, helping teams identify sentiment patterns across thousands of responses. Cronheim noted the company is deliberate about boundaries: “We’re using AI on feedback that’s already been offered. We’re not using broader AI sensing tools to understand what our teams are doing or saying unless they’re giving us that feedback directly.”Maintaining the Routine in Rough PatchesThompson, who referenced her own experience navigating difficult workforce decisions during her time at the Washington Post, asked how CarMax keeps its feedback commitments when times get hard. Cronheim didn’t sidestep the question. “We’re in a tough stretch right now,” he said, noting the company is between CEOs and has had a couple of difficult sales quarters. “We have a survey going out on March 16, and we will run the same exact play that we do when times are good.” Craig Cronheim, CHRO at CarMax, spoke about "Employer Listening With Intent: From Feedback to Follow Through" at the D.C. conferenceThat consistency, he says, is precisely what protects trust. When the company can’t deliver on what associates ask for, it says so, and explains why. “At least acknowledging that, and saying, ‘You told us this, we can’t do that right now, here’s why, but here’s what we will do’ – that helps build trust even when you’re not able to deliver on the immediate request.”Feedback That Changed the CompanyOne of the clearest examples of the system working came from the shop floor. Store associates had long complained about the time-consuming daily process of scanning inventory—sometimes as many as 400 to 500 cars, and often in extreme weather conditions. CarMax heard the feedback, spent several years researching solutions, and ultimately implemented a GPS-based system that handles real-time inventory tracking automatically. “It’s been one of the most popular things we’ve done in my nearly 19 years at the company,” Cronheim said.The approach to storytelling around that change mattered just as much as the technology itself. Cronheim now uses specific associate suggestions as teaching moments, naming the person and idea when sharing updates with broader groups. “I’m signaling to a much larger audience: we want feedback, we listen to feedback, and we take action,” he said. “That gives a broader group a sense of how important it is, and how it’s the expectation of every last leader.”Other feedback-driven changes at CarMax include the introduction of parental leave, revisions to time-and-attendance policies, and updated uniform guidelines. The expectations employees bring to surveys have shifted too. “It used to be primarily about pay or schedule,” Cronheim said. Increasingly, associates want to know how the organization will support them through personal and community struggles, which has been the impetus for CarMax to expand its benefits and equip managers for a more complex role.For leaders looking to start somewhere, Cronheim’s advice was simple: audit your own listening. “If you’re not actively asking your team, your customers, and your fellow leaders how you and your function can be doing more and better, you’re missing an opportunity.”Grace Turney is a St. Louis-based writer, artist, and former librarian. See more of her work at graceturney17.wixsite.com/mysite.(Photos by Josh Larson for From Day One)

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Live Conference Recap BY Jessica Swenson | February 24, 2026

From Recruiting to Communication: How HR Leaders Can Leverage AI to Transform Their Work

“Automation has disrupted work for decades,” said Elise Furlan, president and chief people & legal officer, North America, for SICK Sensor Intelligence. However, with the rapid advent of AI tools in the modern workplace, she says companies need to be aware of them to avoid obsolescence.How can HR leaders engage with these technologies and use them to shift focus to higher-value tasks? That was the topic of an executive panel moderated by former KHOU-TV news anchor Shern-Min Chow at From Day One’s Houston conference.Furlan says that AI transforms the workplace by freeing people from tedious and dangerous tasks—though it can, and likely will, cause turnover.Good employers will pivot and help elevate their employees through structured development opportunities, but employees also have to engage in the process. “In my opinion, humans are brilliant and sensitive and creative and will not be replaced by AI. But if your job is highly redundant or administrative, you have to upskill, and you have to own it,” she said. Erinn McMahon, VP of career transition & mobility at LHH, also thinks that individuals need to own their career advancement, with mobility and upskilling support from their employers. Throughout the employee’s lifecycle, she says, companies need to “give them the opportunity to learn new skills, to be able to take what they’ve done and maybe pivot it into something new that will be valuable to the organization.” While AI-powered robots may reduce issues inherent to human workers in manufacturing, Chris DeVault, VP of HR for Daikin Comfort Technologies, doesn’t believe that they can match human nimbleness and discernment. Employers have a social imperative to “eliminate repetitive jobs and get [employees] to the point where they are doing things that are far more rewarding,” he said. Governance ProtocolsJill Zhang, global head of total rewards for SLB, spoke about the company’s very deliberate approach to AI adoption, which focuses on protecting employee and client data. All AI tools are pre-trained models connected only to approved data sources and trained on internal databases.“We want to increase AI literacy across the organization. But we are also quite intentional about doing this responsibly and ethically. So right now, we rely on enterprise-approved tools that are deployed within controlled internal environments for people to use as efficiency tools,” she said. Journalist Shern-Min Chow moderated the session about "How HR Leaders Can Leverage AI to Make Their Work More Effective and Fulfilling"Echoing the need for proactive AI policies and governance, Lynn Moffett, VP of HR at BMC, cautions that without approved tools, employees may use external tools like ChatGPT. “You need to have your policies in place, and you should also be providing the tools to your employees to be able to utilize your AI,” she said. “It is really important that companies help guide it in the way that they want for that governance structure to hold true.”Recruiting and Hiring Moffett’s team uses AI for candidate sourcing, assessment, and interview scheduling. She also partnered with BMC’s IT team to build an in-house tool that detects AI-generated resume content. “It helps with ensuring we’ve got additional authenticity and consistency,” she said.If a candidate’s resume is flagged for high AI usage, managers can query the company’s interview question banks to help them dig deeper into the candidate’s experience or request guidance on customized interview structures. Using these question banks, Moffett says, allows the company to “know that we’ve got our consistent corporate principles being applied, in terms of our overall leveling from a job perspective.”Daikin’s new cloud-based ATS easily integrates with AI tools to analyze and process a high volume of resumes, says DeVault, and AI-driven bot interviews are increasingly realistic. However, his staffing teams are not concerned about job loss due to these systems.“This is just the gateway to get the right people to them, so that they can get the right people to the hiring managers. And it’s really simplified their day.”Internal CommunicationCompanies use AI tools to streamline internal communication as well, such as analyzing employee survey comments and translating team-to-team language.“Using AI to help filter and sort through and understand comments, especially when you’ve got a lot of comments coming at you, is a wonderful use of the tool,” said Moffett. HR business partners at BMC use AI search tools to analyze thousands of survey comments, enabling them to better support their partner teams.With employees across more than 100 countries, Daikin’s use of AI translation tools has transformed internal communications, DeVault says. Not only have these tools helped teams communicate meaningfully, but they have also boosted frontline engagement by allowing Daikin’s interpretation team to “go on the shop floor and actually work hand-in-hand with folks versus sitting on endless [video] calls.” The Future of WorkDeVault says “We are in a machine learning era, and we have to be better than the machine.” He tries to ensure that his team is upskilled and ready for the next challenge, aided in part by Daikin’s continuous internal development programs and advanced skills training. “There are things that will never be able to be done by machines, even from a machine logic perspective. And for those employees that have an interest, there is an infinite amount of training that we're giving them every day.”While we don’t yet know precisely how workplaces will change and what the jobs of the future will be, McMahon says it’s essential to promote curiosity and confidence while offering psychological safety. She urges leaders to “create an environment where people are curious enough to want to try something new and feel strong enough about their capabilities to try new things.” Jessica Swenson is a freelance writer and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by Josh Larson for From Day One)

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What Our Attendees are Saying

Jordan Baker(Attendee) profile picture

“The panels were phenomenal. The breakout sessions were incredibly insightful. I got the opportunity to speak with countless HR leaders who are dedicated to improving people’s lives. I walked away feeling excited about my own future in the business world, knowing that many of today’s people leaders are striving for a more diverse, engaged, and inclusive workforce.”

– Jordan Baker, Emplify
Desiree Booker(Attendee) profile picture

“Thank you, From Day One, for such an important conversation on diversity and inclusion, employee engagement and social impact.”

– Desiree Booker, ColorVizion Lab
Kim Vu(Attendee) profile picture

“Timely and much needed convo about the importance of removing the stigma and providing accessible mental health resources for all employees.”

– Kim Vu, Remitly
Florangela Davila(Attendee) profile picture

“Great discussion about leadership, accountability, transparency and equity. Thanks for having me, From Day One.”

– Florangela Davila, KNKX 88.5 FM
Cory Hewett(Attendee) profile picture

“De-stigmatizing mental health illnesses, engaging stakeholders, arriving at mutually defined definitions for equity, and preventing burnout—these are important topics that I’m delighted are being discussed at the From Day One conference.”

– Cory Hewett, Gimme Vending Inc.
Trisha Stezzi(Attendee) profile picture

“Thank you for bringing speakers and influencers into one space so we can all continue our work scaling up the impact we make in our organizations and in the world!”

– Trisha Stezzi, Significance LLC
Vivian Greentree(Attendee) profile picture

“From Day One provided a full day of phenomenal learning opportunities and best practices in creating & nurturing corporate values while building purposeful relationships with employees, clients, & communities.”

– Vivian Greentree, Fiserv
Chip Maxwell(Attendee) profile picture

“We always enjoy and are impressed by your events, and this was no exception.”

– Chip Maxwell, Emplify
Katy Romero(Attendee) profile picture

“We really enjoyed the event yesterday— such an engaged group of attendees and the content was excellent. I'm feeling great about our decision to partner with FD1 this year.”

– Katy Romero, One Medical
Kayleen Perkins(Attendee) profile picture

“The From Day One Conference in Seattle was filled with people who want to make a positive impact in their company, and build an inclusive culture around diversity and inclusion. Thank you to all the panelists and speakers for sharing their expertise and insights. I'm looking forward to next year's event!”

– Kayleen Perkins, Seattle Children's
Michaela Ayers(Attendee) profile picture

“I had the pleasure of attending From Day One. My favorite session, Getting Bias Out of Our Systems, was such a powerful conversation between local thought leaders.”

– Michaela Ayers, Nourish Events
Sarah J. Rodehorst(Attendee) profile picture

“Inspiring speakers and powerful conversations. Loved meeting so many talented people driving change in their organizations. Thank you From Day One! I look forward to next year’s event!”

– Sarah J. Rodehorst, ePerkz
Angela Prater(Attendee) profile picture

“I had the distinct pleasure of attending From Day One Seattle. The Getting Bias Out of Our Systems discussion was inspirational and eye-opening.”

– Angela Prater, Confluence Health
Joel Stupka(Attendee) profile picture

“From Day One did an amazing job of providing an exceptional experience for both the attendees and vendors. I mean, we had whale sharks and giant manta rays gracefully swimming by on the other side of the hall from our booth!”

– Joel Stupka, SkillCycle
Alexis Hauk(Attendee) profile picture

“Last week I had the honor of moderating a panel on healthy work environments at the From Day One conference in Atlanta. I was so inspired by what these experts had to say about the timely and important topics of mental health in the workplace and the value of nurturing a culture of psychological safety.”

– Alexis Hauk, Emory University