Pathways to Growth: The Role of Learning and Development in Internal Mobility

BY Mary Pieper | August 13, 2024

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The Importance of Family and Wellness Benefits in a Highly Disrupted Industry

Lucy Avsharyan, the vice president of benefits at United Talent Agency, knows firsthand how life’s biggest plot twists, like parenting twins, often overlap with your most pivotal career moments. At From Day One’s April virtual conference, she walked attendees through how UTA has transformed family support benefits into strategic tools for employee attraction, retention, and well-being. Avsharyan traced her journey as an employee back to the moment her twins were born. “During those first years, I was exhausted at work and home,” she said. That personal pinch point catalyzed UTA’s early experiments with gender-neutral parental leave and on-demand backup childcare. What started as a way to make life easier for working parents quickly became a competitive advantage for UTA: “When families are cared for, they can show up as their best selves,” Avsharyan said.While benefits served chiefly as a retention level a decade ago, they’re now non-negotiables for many prospective employees. Many now log into benefits portals with the same enthusiasm that was once reserved for salary benchmarks, she says.Employees Asking Harder Questions“Candidates now come armed with benefits spreadsheets,” said moderator Nicole Smith, editorial audience director at Harvard Business Review. “And they know exactly what they want,” Avsharyan added. “They’re asking, ‘What’s your global parental-leave policy? Do you offer mental-health stipends? How many hours of backup care are included each year?’”These changes in attitudes toward employee benefits inspired a portal overhaul at UTA, complete with personalized dashboards that show accrued leave, dependent care allotment, and wellness stipend balances in real-time. UTA also promoted closer partnerships between benefits, talent, and finance teams. “We needed to move beyond headcount metrics. Talent acquisition wanted enrollment rates. Finance wanted utilization and ROI,” she said. UTA now tracks which offerings drive applications, boost tenure, and reduce unplanned absences by developing a simple data analytics framework.Designing for a Global WorkforceThe conversation turned global when Nicole asked about benefits in the Europe, Middle East, and Africa (EMEA) and Asia-Pacific (APAC) markets. Avsharyan says a one-size-fits-all model doesn’t work in all regions. “In Europe, statutory parental leave can exceed 16 weeks, but mental-health coverage lags. In parts of Asia, it’s the reverse.” Avsharyan said.UTA solves this problem with a modular benefits platform that combines a core U.S.  package (paid leave, backup childcare, and a wellness stipend) with region-specific add-ons, from fertility treatments in the U.K. to financial-wellness workshops in Singapore. Lucy Avsharyan of UTA spoke with Nicole Smith of Harvard Business Review during the fireside chat (photo by From Day One)“That approach lets us maintain equity—everyone gets a baseline of care—while respecting local norms and regulations,” Avsharyan said. Her advice to organizations struggling to find that balance is to “Listen first, then pilot fast.”The Baseline BenefitsMental health continues to be an essential part of a benefits package. “Well-being isn’t a perk, it’s a productivity imperative,” she said. Utilization of wellness benefits rose by 40% after UTA recently added no-cost therapy sessions, virtual mindfulness programs, and emergency financial planning services to its Employee Assistance Program. Job flexibility is also redefining work-life balance. “We trust our agents and creatives to deliver results,” Avsharyan said. “Where and when they work is secondary.” UTA’s hybrid model grants employees “deep-focus days” in the office and fully remote weeks. “Every team defines its norms, when to collaborate in person, when to block off a remote day, so people aren’t guessing,” Avsharyan said. But even with baseline benefits in place, Avsharyan continues to look out for trends and changes in the industry. “We’ll never be ‘done’—our people’s needs evolve too fast,” she said. She envisions next-generation benefits marketplaces, where employees can easily swap stipend dollars among categories, like shifting funds from gym memberships to backup childcare. The guiding principle remains constant: continuous listening. “We survey twice a year, but the real insights come from casual check-ins and manager hurdles,” Avsharyan said. “That feedback loop lets us iterate benefits in near real time, so when the next personal earthquake hits, our people know we’ve got them.”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Jacob Wackerhausen/iStock)

Ade Akin May 20, 2025

Why Focusing on Early Talent Is a Critical Need for All Seasons

Giselle Battley, the head of global emerging talent arrived at Yahoo in 2024, bringing along a background in tech recruiting for what she calls “emerging careers.” Instead of limiting early-career hiring to university pipelines, Battley and her team have reshaped hiring policies to welcome talent from diverse backgrounds and life paths. It’s worked well for Yahoo as Gen Z now represents 45% of its search users. Battley says that many of the brand’s young users are drawn in by its vintage tech appeal, which helps to forge deeper connections with recruits. She spoke about winning over the next generation of talent during a fireside chat at From Day One’s February virtual conference. “The next generation values transparency and authenticity more than any before,” Battley said. Brookings Institution projects that the U.S. will be a “majority-minority” society by 2045. 48% of Gen Zers entering the workforce today identify as nonwhite, which means inclusive hiring practices aren’t just about ethics any longer; they’re essential to attract younger talent. Talent acquisition teams should be ready to have candid conversations about corporate challenges and successes during the recruitment process. “Candidates will ask, ‘What has your company done about XYZ?’” Battley said. “If you can’t answer authentically, you’ll lose them.”Contrary to the myth that Gen Zers despise working in office spaces, research suggests they crave in-person collaboration and mentorships without heavy-handed mandates, says Battley. “They want autonomy to choose when and where they work,” she said.Yahoo’s approach gives employees the flexibility they crave while co-working days are built around team workshops and project sprints. This leads to early-career hires feeling empowered in shaping their work-life balance, which fosters loyalty. Traditional recruiting metrics, like time-to-fill, source value, and pass-through rates, still matter, but that’s not all Battley uses to gauge success. “My personal measure of success for our team is how much value we’re bringing to the business outside of just the talent that we’re bringing,” she said.Building a community is also imperative. Yahoo’s “Intern Alumni Program” aims to cultivate lifelong relationships with interns rather than only offering guaranteed roles post-internship, which isn’t always feasible amid industry-wide hiring slowdowns. “We want our alumni to be ambassadors,” she said. “So, when more roles open, they come back with us top of mind.” It’s a strategic hedge against talent shortages, ensuring a warm recruiting pipeline even in lean years.Battley embraces artificial intelligence and new tools as valuable assets for early talent recruitment. Yahoo partners with Hello Hive to provide candidates with AI-driven résumé coaching, helping potential hires articulate their achievements.Nicole Smith, editorial audience director at Harvard Business Review, interviewed Battley of Yahoo (photo by From Day One)This allows applicants from under-resourced backgrounds to polish their résumés as well as those with professional résumé services. The AI résumé coach also helps non-native English speakers refine their written communications, reinforcing that language support is itself a diversity initiative.But even with the use of AI, foundational skills continue to matter, she says. “Leadership, critical thinking, adaptability; AI can’t replicate those,” she said. She encourages candidates to showcase their campus leadership, part-time work, or volunteer impact achievements during interviews. She says these human attributes differentiate candidates in an increasingly automated selection process.Rethinking Early TalentBattley says one of the reasons why Yahoo’s Global Emerging Talent teams have been successful is the absence of an age or education bias. “Think skills-based recruiting,” she said.Early career doesn’t necessarily mean fresh out of college. It includes candidates transitioning between industries or roles. Broadening the definition of “emerging talent” allows companies to tap into hidden talent pools, enriching teams with diverse perspectives. Two key points stand out for skeptics questioning the ROI of early-career programs: strategic alignment and cost efficiency. Battley recommends first linking talent directly to business objectives, like market expansion, product feedback, and brand engagement, so leadership sees hires as growth drivers, not perks. Secondly, she advises reminding stakeholders that “building” talent early is more cost-effective than “buying” seasoned professionals on the open market. Starting with small pilots can help demonstrate long-term retention rates and cultural benefits. “Don’t limit yourself to traditional hires,” Battley said as the conversation came to its end. “Seek out skills, not just résumés. Prioritize diversity of thought to drive real innovation. And most of all, stay authentic because the talent you attract tomorrow will shape the brand you’ve built for 30 years today.”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Alessandro Biascioli/iStock)

Ade Akin May 12, 2025

Building a Thriving Culture Through Comprehensive Health and Wellness Benefits

Employee wellness isn’t just any one thing, and it should be treated accordingly, says Stacey Olson, the global wellness leader at architecture firm Gensler. It’s intellectual, it’s physical, it’s environment, emotional, and professional—just as a start. So when employers plan for workforce well-being, each deserves attention on its own.Of course, this doesn’t necessarily mean programmatically. HR is wont to think of well-being as a set of programs or apps, says Deborah Olson, who leads well-being strategy at biotech company Genentech. “I think few teams thoroughly examine their culture, their manager training, and the behaviors across their population, and I think even fewer take the opportunity to assess the well-being of their workforce so they know where there are opportunities,” she said during an executive panel conversation at From Day One’s April virtual conference.The leaders on the panel made it clear: HR alone can’t ensure the well-being of thousands of workers, nor should it try. At chemical company BASF, director of total rewards and operations Melissa Tuscano enlists “well-being champions”: a network of employees that care deeply about mental and physical health to be ambassadors for the wellness program, exemplars of care, and sentinels of well-being in whatever department they work in. “Because we’re such a large organization, there’s no way myself or any part of my benefits team can talk to everyone as much as we might want to,” she said.At education tech company BrainPOP, chief people officer Kavita Vora set up “wellness circles,” or therapist-led discussion groups focused on coping strategies related to stressors. Her hope is that employees leave the circles with fewer stressors than when they arrived. She’s been collecting feedback from participants and iterating as she goes.The panel discussion was moderated by journalist and From Day One contributing editor, Emily McCrary-Ruiz-Esparza (photo by From Day One)“For example, our Latinx community requested a meeting based on things that were happening in the news. So we had one, but we also made sure that the therapist facilitating was from the same identity group, so they felt that they really had a safe space and an understanding facilitator,” she said.Consider Access and Care NavigationAt Keysight Technologies, an electronics design firm, benefits director Heather Ostrowski’s strategy is a comprehensive one. The company’s slate of benefits is impressive: Think debt counseling, bereavement care and funeral services, concierge help with childcare and eldercare, postpartum care, menopause care, mental healthcare, and diabetes management, on top of the Cadillac of healthcare plans.Her challenge is navigation. Currently her team is the go-between for wellness vendors and employees, but she wants to hand over the controls to the employees themselves. When workers have autonomy and access, health outcomes improve.Ostrowski has been forging direct relationships between workers and providers with webinars and forums. “We have a calendar where people can see what webinar or what communications are going to be coming out. By reminding people how to get there easier—it’s been helpful for employees to feel supported.”Beware of Burnout Feeling good about work means being recognized for a job well done. Employee recognition is part of the wellness program at BASF, says Tuscano. “When people feel recognized, they are in a good, psychologically safe place. They feel happy, right? They may feel appreciated. This is all part of being well and feeling well.”But the right things must be rewarded, panelists noted. There are many paths to burnout, says Deborah Olson of Genentech. There’s overwork and long hours and lack of autonomy when it comes to decisions or style of working. Workers may edge toward burnout because they care about the work, and employees sometimes recognize and reward bad habits, even inadvertently. “So many times we are saying, ‘thank you for working long hours,’ or ‘thank you for calling in on your vacation,’” Olson said. That, too, is employee recognition. “We have the best intentions, so we should be shifting into recognizing behaviors that we want to see continued.”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 Parradee Kietsirikul/iStock)

Emily McCrary-Ruiz-Esparza May 07, 2025