How Embracing Neurodiversity Unlocks Organizational Potential
BY Ade Akin November 06, 2025At From Day One’s Philadelphia conference, Mike Civello, principal, global neurodiversity strategy at RethinkCare, opened his thought leadership spotlight session with: “Hello, I’m Mike Civello. I’m neurodivergent.” Civello stands as proof that neurodivergence isn’t a barrier to leadership. And his experience isn’t unique; a 2024 study found that 32% of senior management, 45% of C-level executives, and 55% of business owners identify as neurodivergent. Companies can no longer afford to ignore this reality. During his session, Civello dismantled outdated views on neurodiversity and made a case for why hiring neurodivergent team members and leaders is essential for retention, innovation, and an organization’s bottom line. He reframes the concept as a widespread aspect of human variation that provides significant organizational value when supported.The Gap in the WorkforceMany companies view neurodiversity primarily through the lens of hiring, focusing on whether and how to include neurodivergent talent in their recruitment efforts. “Around 20 to 30% of your people are neurodivergent” Civello said, citing common diagnoses like autism, ADHD, and dyslexia. “It doesn’t matter if you’ve hired them or not, that’s a third of your population coming and working every day.”Mike Civello of RethinkCare spoke about "Unlocking Your Organization’s Full Potential"Those numbers clash with disability disclosure rates that are typically around 1 to 4%, says Civello. “What’s happening? For a huge group of people, a very small group of people are disclosing. So there’s a big gap.”This gap means that managers are navigating team dynamics without fully understanding the root causes. “The number one reason that neurodivergent talent leaves the workforce is because they have friction with their colleagues and manager, and they’re leaving without even telling you that they were neurodivergent and needed help,” Civello said. On the other hand, the business benefits of neurodivergent talent are undeniable. Civello cites reports from companies like JPMorgan Chase and Microsoft, which have identified neurodivergent talent as showing “exponentially higher rates of productivity, loyalty and innovation” compared to their neurotypical counterparts.It’s clear that supporting neurodiverse talent isn’t just the right thing to do; it’s also great for a company’s bottom line. “It is good for your company,” Civello said. “Every organization that has some level of neurodiversity program has exponential returns financially.”Shifting From a Deficit to a Growth ModelThe traditional perception of neurodivergence as a shortcoming has been a significant barrier to progress. “The traditional view is that something like neurodivergence is some sort of personal tragedy. It doesn’t have to be,” Civello said. Instead, he asks managers and leaders to look at culture holistically, asking, “What could be in someone’s way from being their unique, gifted self?”He recommends integrating support for neurodivergent staff into broader, growth-oriented initiatives that benefit everyone, rather than creating stigmatized “neurodiversity programs.” “Why not label it professional resilience and career pathing? Everybody needs it,” Civello said. This approach helps create a culture where all employees have access to the tools they need to thrive, instead of managers trying to diagnose their teams. “I can’t explain to you why I can handle nine things at once and arrive at the conclusion in a meeting long before everybody else,” he shared. “I don’t know why my brain can redesign your entire benefits plan in two minutes, but I can’t get one slide done for the board meeting on time.” For Civello, the solution to turning his neurodivergence into an asset wasn’t just getting therapy for his comorbid anxiety and depression; it was getting “executive function support” for skills like time management. “Once I got that done, I was a really efficient employee,” he added. A Lifespan Approach to SupportCivello emphasizes that neurodiversity is a lifelong attribute, not something that’s temporary. This reality requires organizations to expand corporate support to include the families of employees. “Neurodiversity doesn’t just happen at work; it happens at home,” he said, noting the immense strain on parents, particularly. The U.S. Surgeon General has declared a parental mental health crisis, which is amplified for caregivers of neurodivergent children.He recommends applying the exact growth-oriented positioning to family support. Instead of asking, “Does your child have a disability?” frame resources around “helping your child reach their full potential.” This more positive and inclusive phrasing increases adoption and reduces stigma.Civello highlights ERGs as a valuable resource for companies seeking to support and empower neurodivergent employees. He has seen a trend of parenting and disability ERGs spinning off dedicated neurodiversity groups. These should be leveraged not just for peer support, but as a “sounding board” for the company. “I learned most of what I’ve done today so far just by listening to most people in the field and asking them what went well for you, and what would you do better?” Civello said. The Impending Generational ShiftThe most compelling call to action for companies to change their perspective around neurodivergence is the generational shift underway. “53% of Gen Z identify as neurodivergent,” Civello said, citing statistics from Deloitte’s 2023 Gen Z and Millennial Survey. Gen Z, along with Millennials and Gen Alpha, will be 80% of the workforce in the next decade, and their expectations will define the workplace. “They watched it on TikTok, and they have expectations of you, and if you can’t deliver, you’re going to be in a world of hurt,” Civello said. Civello closed out his presentation by pointing out that companies are sitting on vast reservoirs of untapped talent. Organizations can “develop high-performing teams by uncovering some of the most gifted people in your organization that simply are just not optimized,” he said. He recommends creating environments where every employee has the chance to be their unique selves. Editor’s note: From Day One thanks our partner, RethinkCare, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
Guiding Employees Through the Formidable Journey of AI Transformation
BY Katie Chambers November 06, 2025We’ve all had the thought: will AI replace us? With all the tempting talk of artificial intelligence’s speed, efficiency, and optimization comes the concern that it will also take away the livelihoods of human workers. But is that trepidation well-founded? The arrival of AI has inspired a mix of excitement and fear among workers, which calls for HR professionals to lead them in an unflinching and transparent way. During a fireside chat at From Day One’s Philadelphia conference, Sean Woodroffe, EVP and chief people, culture & communications officer for Lincoln Financial, shared how he has taken a spirited and confident approach to the transformation. The Role of AI in the Workplace“When you think about AI and HR, for some people, that may not seem a natural synergy, because a lot of people tend to think of it from the perspective of technology. But AI is really about transforming the workforce,” Woodroffe said. He thinks of AI in three ways:It’s changing the way we work.It has the ability to extract efficiencies and could thereby shrink the workforce.It can augment current workflows to make us more efficient. It’s that second point that scares people the most. “People are naturally worried about the impact that AI will have on the workforce in terms of job losses,” Woodroffe said. “Don’t worry about how AI might impact your job. The person that is adopting, leaning into, and embracing AI will always be better off than the person that's not doing it.”Pathways Toward Effective AI AdoptionRather than thinking of AI as a “job eliminator,” suggests moderator Earl Hopkins, arts & culture reporter at The Philadelphia Inquirer, leaders should focus on workforce skill building to help them embrace the tools it offers. “The opportunities for roles to be far more efficient than they were previously is infinite with possibilities,” Woodroffe said. Lincoln Financial has rolled out Microsoft Copilot for all of its employees and followed up with training through an organization called AI Mindset.HR professionals themselves can benefit from AI tools as well. “When you think about the roles that we do from an HR perspective, much of which is providing advice and counsel, much of which is consultative in nature, the ability to effectively use AI to make our roles easy and augment what we do is what we should be thinking about,” Woodroffe said. HR professionals should get familiar and competent with using AI “because we’re the ones that are being relied upon to help coach the organization in terms of adoption.” Earl Hopkins, arts & culture reporter at the Philadelphia Inquirer interviewed Sean Woodroffe of Lincoln Financial Within his own HR work, Woodroffe says he uses AI to help him write job descriptions, prepare for talent acquisition interviews, and research compensation among competitors. He will take a candidate’s resume and their Hogan personality assessment results and ask the large language model (LLM) to prepare him for a 50-minute interview. “What are some behavioral questions I should ask to appreciate whether what the Hogan shows as a gap is at least known and understood by the candidate? If when you look at the job description and you look at the person’s resume, what are some gaps that might appear and what questions should I ask to discern whether those are actually gaps or not?” Education will become increasingly essential as technology continues to rapidly evolve. “I don’t think we have the full capacity now to appreciate what AI would look like even six months from now or a year from now. So, what’s important is that we open our aperture around the possibilities, and as the tools get enhanced, we spend a lot of time learning and embracing it. If you think about it, two or three years ago, we couldn’t fathom where we are today,” Woodroffe said. Installing the Guardrails“A big element within the HR industry is maintaining the human voice and ensuring certain information isn’t spilled out and made public that shouldn’t,” Hopkins said. So, how should HR leaders approach AI implementation in a way that guarantees safety and confidentiality? “It has to be used in an environment that is secure,” Woodroffe said.Another issue is AI “hallucinations,” or the information that LLMs provide that is sometimes completely inaccurate and essentially “imagined” by the program. Woodroffe advises all to be on the lookout for these, and to be detail-oriented and mindful when crafting prompts. “There [are] a lot of things that are unknown, so we have to be careful and thoughtful and make sure that we’re really using it in the right way.”One sticking point is remembering that AI is meant to augment, not replace. “If I wanted to become a molecular biologist tomorrow, there’s no amount of AI that's going to help me do that,” Woodroffe said. “But if I wanted to learn about a new aspect of talent management, AI will help me, because I [already] have a basic, fundamental appreciation for talent management as a practice. So, the point is: expertise still very much matters.” Woodroffe cautions “to be careful not to use AI as Google. We have to almost un-train our minds as to how we typically search for information. When you’re using Google, you might be asking for something specific, but when you’re using AI, you’re looking for reasoning. So, I think of it as sort of a first-year college analyst that I can ask things and [who can] get things done.” Going forward, Woodroffe will aim to hire candidates who are at the very least open to implementing AI in their work. “The burden is really on our shoulders to ensure that the adoption is done in a thoughtful, methodical way,” he said. “So, if you don't have at least curiosity, that’s a problem.” 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, Top Think, and several printed essay collections, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.(Photos by Josh Larson for From Day One)
Unified by Innovation: Tech’s Role in Global Workforce Management
BY Emily McCrary-Ruiz-Esparza November 06, 2025Artificial intelligence may be the most exciting new hire, but it’s not ready to make tighter-knit teams. As companies race to automate recruiting, performance reviews, and even written feedback, some HR leaders are asking a different question: Can technology actually make people feel more connected at work?That question is top of mind for Claude Silver, chief heart officer at global marketing firm VaynerX. Her team is experimenting with AI to generate personalized, quarterly feedback for employees—part of an effort to give people more consistent check-ins with their managers. But she’s yet to find something AI-powered that really facilitates interpersonal relationships. “I really want some AI tools that strengthen human relationships,” she said. “Bottom line: belonging and trust. I want to find a way that AI can help us with the connection moments.”Until AI can do it, companies are finding other ways to use technology to foster interaction, especially as teams become bigger and more global. That was the topic discussion among a panel of HR leaders during From Day One’s October virtual conference on smart strategies for collaborating across borders.At fintech company NCR Atleos, global executive director of talent and learning, Curtis Brooks is using tech to create learning communities where employees exchange leadership lessons and self-reflect. “People are starting to comment, and when one person comments, it creates the space for the next person,” he said. That kind of engagement, while modest, can spark a ripple effect of connection across teams.Too Many Tools, Not Enough ConnectionBut as companies add tools, they risk overwhelming the very people they’re trying to connect. HR tech stacks have grown taller–and unwieldy. Information and data are stored across disparate systems, team communications are fragmented, and unvetted tools can introduce security risks.Emily McCrary-Ruiz-Esparza, journalist and From Day One contributing editor, moderated the session (photo by From Day One)The first test of whether a tool is worth using is whether it creates connection or friction, says Carol Cochran, senior director of HR at BOLD. Cochran recalled a team that relied on a pulse-check tool for frequent feedback. When that platform was retired, the team tried to recreate it on their own, adding so many new questions that it became a miniature engagement survey. “Suddenly it shifted right from being a pulse check useful for line managers to a mini-engagement survey where they were asking questions that, frankly, line managers aren’t in a position to really address,” Cochran said. “That was going to create more friction than connection.”Picking and ChoosingAt Google, global HR leader Jasmine Dolfus uses a four-part rubric to decide whether new tools are worth adding. Step one: assess needs and local compliance requirements. Step two: compare against standardized business criteria to ensure equity and consistency. Step three: make sure the change won’t disrupt or disadvantage other teams or regions. And finally, monitor the impact once the tool is in use.At NCR Atleos, Brooks applies an 80/20 rule. About 80% of technology and processes should be universal to the company, while 20% should be unique to specific teams or geographies. “It’s employee-driven, business-directed, and organizationally enabled,” he said.Cochran says that at BOLD, which recently acquired CareerBuilder and Monster, the challenge has been integration. Each company brought its own HR systems, workflows, tools, and habits. “At least in the beginning, you have to save a lot more than you can cut to keep business continuity,” she said. “There’s so much change hitting people that you don’t want to pull away the tools they need to stay functional and operating–even if it’s just a communication platform, because that’s what they’re used to.”That cautious approach may be what keeps these HR leaders grounded amid all the AI hype. For all the promise of automation, the real opportunity lies in designing systems that strengthen, not replace, human relationships.“We all need to understand AI, to use AI, and to not be afraid of it,” said Silver. “But at the end of the day, when I put my hand on your shoulder and say, ‘I got you,’ AI is not going to do that.”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. She is the host of How to Be Anything, the podcast about people with unusual jobs.(Photo by Jacob Wackerhausen/iStock)
Financial Wellness and the Evolution of Care in the Workplace
BY Christopher O'Keeffe November 05, 2025“When there are problems at home, there are problems at work,” said Patrick Manfroni, director of business development and partnerships at Stream, during a thought leadership spotlight at From Day One’s Philadelphia conference. “Taking that problem into the office or into the workplace is obviously going to have a direct impact on your performance,” he said during the session titled, “Financial Wellness as a Core Benefit.”For decades, employers treated workers’ financial lives as personal territory—a private matter, separate from the office. But as Manfroni says, that separation is vanishing fast. “This is now no longer a nice-to-have perk. This is a must-have,” he said of financial wellness benefits. “It’s addressing [a] structural gap in how employees manage their cash flow every day and every week.”Today’s workplace is defined by shifting expectations, employees seeking not just fair pay but financial stability, access, and care. As companies evolve beyond transactional employment, the relationship between worker and workplace is being redefined around well-being and trust. “The employer is there not just to provide the paycheck,” said Manfroni.An Evolving Standard of WellnessAt its core, Manfroni says, financial wellness is about transforming how pay works, and how it supports people’s lives in real time.“In simplistic form, earned wage access gives employees access to their earned, but not yet paid wages,” he said. “If we’re in the middle of a pay period, today’s Tuesday, say we’re on a bi-weekly pay period, I don’t get paid until this coming Friday. [With earned wage access] I can log into an app and get access and see how much money I’ve earned thus far, and get access to those funds if I need them.”Patrick Manfroni of Stream spoke with Steve Koepp, From Day One co-founder and editor in chief The idea is simple but powerful: replacing rigid pay cycles with flexibility and immediacy. “It is not a loan. These are wages that these people have already earned. It’s a cash-flow solution. It’s not just a financial perk,” he said. That flexibility can have measurable business impact, says Manfroni. “It then increases attendance, retention and productivity. This is a no-cost tool for the employer to offer to their employees.”Upgrading an Antiquated SystemFinancial wellness, as Manfroni describes it, isn’t just about providing emergency cash—it’s about creating sustainable financial health. “It’s like giving somebody medicine, but also providing them with a long-term health care plan for their success,” he said.“At Stream, we not only offer pay, which is the earned wage access component, but we also offer other tools.” These tools include a high yield savings account, budgeting features, and an AI-powered tool where workers can ask financial questions, says Manfroni. In the modern workplace, that kind of support signals a deeper kind of partnership. Employers aren’t just providing income, they’re helping employees use it wisely, build confidence, and recover from financial stress.The Ripple Effect of Relief“We have seen a higher confidence level by the worker when they’re actually able to manage their bills,” Manfroni said. “It’s not only lowering their stress, but it’s also improving their focus and quality of work.”That relief translates into measurable organizational outcomes. “From a turnover perspective, it greatly reduces turnover,” he said. “We’re looking at turnover that’s reduced by around 15 to 25% when financial wellness and earned wage access products are offered.”In his earlier career, Manfroni witnessed the impact firsthand in nursing homes that began offering earned wage access. “We then saw the available shifts being covered, and that was because they were more willing to pick up these shifts, because they could walk out of that day if they wanted to, with access to their wages for that day,” he said. “The coverage was unbelievable.”When employees are less financially burdened, they’re not just showing up, they’re engaged, focused, and connected to their work. “When people are less stressed about their financial position, they come to work happier, they show up consistently, and they’re more engaged,” Manfroni said. “They just have less on their mind to worry about.”Steps Toward Financial InclusionAs industries struggle to attract and retain talent, financial wellness has become a differentiator. “Financial wellness tools and earned wage access specifically has become more of a signal of a progressive employer,” Manfroni said. “Candidates now are asking about this in interviews.”Younger generations, he added, are shaping expectations across the workforce. “For Gen Z and millennials, this is now becoming a baseline expectation, not an exception anymore,” he said. In a labor market defined by volatility and transparency, offering these tools is as much a cultural statement as a financial one. “Employers need to care more about their workers,” Manfroni said. “We need to start showing more care, more financial care, to these individuals, and making sure that we’re supplying them with the appropriate products.”For many employees, financial literacy was never part of their upbringing, it’s a reality that contributes to systemic inequity. “We’re looking at a lot of folks who arguably have not come from households where financial literacy has been ingrained and taught,” Manfroni said. But employers have the opportunity to level the playing field through educational means, he says. As financial wellness moves from trend to expectation, Manfroni predicts a future where earned wage access is as commonplace as direct deposit. “I think it’s just going to be the norm,” he said. Editor’s note: From Day One thanks our partner, Stream, 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 Josh Larson for From Day One)
Inclusive Well-Being Strategies for a Multigenerational Workforce
BY Carrie Snider November 05, 2025A multigenerational workforce requires leaders to understand its diverse needs, life stages, and work environments of employees. At From Day One’s San Francisco conference, leaders shared practical approaches that combine flexibility, technology, and human-centered design to make benefits truly inclusive for everyone.Inclusive benefits are all about recognizing the diverse needs of its workforce, according to Neela Campbell, VP, head of people at Hims & Hers. “Our biggest challenge right now is looking at our demographic,” she said. “We’re fully remote, with people all over different geographies and different ages and life stages, and we’re constantly designing and redesigning the benefits package and offerings that really can meet people where they’re at.”That flexibility is essential in a remote-first environment. Campbell says the company quickly learned the importance of being intentional about how it operates. “Zoom fatigue—we’ve all been affected by it,” she said. “What we learned quickly was about really working to be intentional about the way that we are operating as a remote-first company.” To help employees thrive, Hims & Hers limits unnecessary meetings, promotes asynchronous work, and emphasizes respect for focus time and personal boundaries. “It might sound simple,” she added, “but when you put it in action, it can be very impactful and valuable.”Despite being fully remote, the company still values in-person connection. “We have an incredible employee experience team that works really hard to make sure we’re able to meet and have impactful conversations,” Campbell said. Those face-to-face moments help strengthen relationships and foster collaboration, so when employees return home, they maintain that personal connection.Consider Cognitive Load for All EmployeesSupporting employee well-being in the age of AI starts with recognizing just how much mental strain today’s digital world demands—for employees of any age. “We are sitting at the intersection of one of the greatest technology transformations of all time,” said Kelly McMahon, VP of organizational effectiveness at Equinix. “When you think about what it takes to actually manage AI workloads and the demand on compute power and space and energy—we serve our customers in enterprise and hyperscaler—and that made me feel a little stressed out.”Michal Lev-Ram, contributing editor at Fortune and contributor for CNBC, moderated the discussion Learning new technology can be challenging at times. More than that, though, it’s the constant cognitive switching that comes with it, that affects everyone, she says.McMahon calculated that she sent and received nearly 20,000 Teams messages so far this year. “When we talk about burnout and cognitive load, that’s what we’re talking about,” she said. “You stop thinking about one thing and you start thinking about another.” The endless pings, meetings, and context changes add up—and for many employees, especially working parents, the load can become unsustainable.After hitting a wall herself, McMahon said she had to “take a hard look at my calendar and how and where I was spending my time.” Her lesson for other leaders: boundaries are essential. “Start with preservation of the time. Start with your priorities.”McMahon encourages companies to simplify processes and empower employees to manage their focus. “Simplicity is the ultimate form of sophistication,” she said. “If your calendar is 10 hours back-to-back, you’re probably not going to effectively manage your cognitive load.”Bridging Generations in the WorkplaceAt Keysight Technologies, employees span an incredible age range—from their 20s to their 90s. Older employees have key skills that are hard to find and are looking at the end of their career. Younger employees are just starting. Many have different needs, but most have the same core needs.“It’s about making sure everybody is heard,” said Heather Ostrowski, global senior director of benefits. “We have to design benefits that meet people where they are in life, whether they’re just starting out, raising families, or planning for retirement.”Convincing leadership to invest in a broad spectrum of well-being programs hasn’t always been easy. “You have to show the value,” Ostrowski said. “Executives want to see data that proves these benefits impact productivity, retention, and health outcomes—and we’ve been able to do that.”One standout success has been Keysight’s partnership with Sword Health, a virtual physical therapy platform. “We’ve had amazing feedback about the Sword program,” Ostrowski said. “It’s helped reduce musculoskeletal claims—our second-highest cost area—and saved 29 employees from surgery.” The result? Lower healthcare costs and a 14% increase in productivity.Ostrowski also emphasized the importance of listening and evolving as generational needs shift. “What a 25-year-old values isn’t the same as what a 55-year-old values,” she said. Inclusivity is something a company does intentionally, she added. “It has to start small,” Ostrowski said. “You start by creating acceptance, by making it okay to say, ‘I need a mental health day.’ That’s how trust—and real well-being—takes root.”Simplifying Through ConsolidationAs organizations strive to meet the diverse needs of their employees, many are realizing that managing multiple benefit vendors can create unnecessary complexity. “When we think about benefits, oftentimes we’re actually a replacement of other vendors,” said Megan Burns, lead benefits solutions consultant at Benepass. “What we do from a customizable spending accounts platform is consolidate a budget to one card.”That one card gives employees freedom and flexibility, something the company values because it matters to people. “We work with employers to put parameters around how employees can choose to use those benefit dollars,” Burns said. “Sometimes it’s physical fitness, sometimes it’s emotional health, and oftentimes it’s things like food delivery or groceries.” By consolidating benefits into a single, intuitive platform, Benepass streamlines administration while it increases engagement, as employees are more likely to use benefits that fit their personal lifestyles.While consolidation is more convenient for workers, it also saves money, says Burns. “We work with employers to increase their budget by future cost avoidance,” she said, referring to the financial efficiencies that come from merging multiple wellness, fitness, and reimbursement programs into one system.Blending AI With Human CareAI has joined the workforce, and it’s not necessarily a bad thing. Ellie Smith, senior clinical specialist at Sword Health, emphasized that technology can enhance, not replace, the personal touch of professional care. “The AI clinician is not making any decisions,” she said. “They’re just there to make the experience more fun, gather feedback, and help the PT provide better care.”Sword Health’s digital physical therapy program illustrates how AI can complement human expertise. Patients receive real-time feedback on their movements through a tablet-based system, while PTs monitor and adjust treatment plans based on data collected. “Having those pre- and post-session conversations has been really helpful because it gives me even more information to provide better care,” said Smith. This integration allows employees to manage musculoskeletal health on their own schedules, easing the cognitive load of traditional in-person appointments while maintaining high-quality guidance.The combination of AI and human care also supports long-term health outcomes. Smith noted that programs like Sword’s Move initiative help patients build strength alongside other interventions, such as GLP-1 therapy. “By pairing it with a strength-based program, we help individuals stay strong, prevent injury, and build long-term healthy habits,” she said.Across industries, these hybrid approaches demonstrate a broader principle: technology should simplify and augment human effort rather than overwhelm it. The panelists agreed: inclusive well-being isn’t a one-size-fits-all solution. Leaders must focus on a continuous process of listening, adapting, and integrating tools that simplify and enhance employees’ experiences. From consolidating benefits to blending AI with human care, the common thread is flexibility and personalization. By thoughtfully addressing diverse needs, organizations can create a culture where employees feel supported, empowered, and able to thrive—no matter their age, role, or stage of life.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photos by David Coe for From Day One)
Leading Through Uncertainty: HR’s Role in Navigating Change
BY Ade Akin November 04, 2025Change typically doesn’t come with a roadmap to help navigate around it. It usually shows up like a pulse thunderstorm; it’s fast, messy, and relentless. According to a recent report, 69% of employees trust their employers to navigate changes better than governmental organizations and non-governmental ones.“As an HR professional, there’s a tremendous amount of pressure to deliver on that belief and on that promise,” said Marissa Waldman, founder and CEO at Leaderology during a From Day One webinar. This pressure to guide organizations as they navigate rapid changes was the central theme of the session moderated by Stephen Koepp, co-founder and editor-in-chief of From Day One. The panelists agreed that the role of HR has fundamentally shifted. It has expanded from primarily support duties to now include serving as stewards of organizational culture, helping to build trust during periods of digital transformation, corporate restructuring, and global uncertainty. The Non-Negotiables: Communication and Psychological SafetyCommunication is the most effective tool for managing change. “For me, it’s really about communicating clearly, communicating early, communicating often, and also finding different mediums for communication,” Chantal van der Walt, the SVP of HR at Outokumpu said. She recommends staying consistent with an organization’s core messaging while adapting it for different audiences, from directors to front-line workers. Tanvi Sondhi, the VP of talent and learning at Novelis, shared one lesson she learned the hard way during a recent company restructuring. “The learning that I had is that whenever you’re going through a change, just be direct, sharp, clear, to the point,” she said. “It really works.”Direct communication helps foster psychological safety among employees, which becomes even more essential when things are changing rapidly. Waldman views psychological safety as the direct result of fearless leadership. “When leadership is vulnerable, when the leadership is authentic and transparent, you’re able to maintain a psychologically safe culture,” she said. Leaders should be open to feedback without getting defensive if they don’t get the answers they want, Waldman says. Andres Mendoza, the head of talent and culture for BBVA in the U.S., recommends normalizing struggle to foster psychological safety within companies. “Not being okay is okay,” he added. “We are all overwhelmed at one moment in our career that we take things personally and professionally, and that we care about what we do.” Mendoza says creating channels for managers and employees to express when they aren’t okay is vital for building trust, which helps with retention. The Connective Tissue: Protecting and Empowering Middle ManagementThe pivotal, often painful, role of middle managers was a recurring theme during the conversation. “These mid-level leaders are the shoulders. They are truly the connective tissue for organizations,” Waldman said. “They’re getting strategy from the top. They’re translating it down. They have the relationships. They, in my mind, need to be protected at all costs.”Middle managers are often stuck managing the emotional fallout from unpopular organizational decisions. Many are promoted for their technical proficiency, not their leadership acumen, and are now being “squashed from the top” and “pushed up from the bottom,” as van der Walt described.Panelists spoke about "Leading Through Uncertainty: HR’s Role in Navigating Change" (photo by From Day One)Reema Vaghani, the global VP of learning experience at TaskUs, says companies must now move from merely informing managers about decisions to involving them as architects of change. “We’re giving them the opportunity to be part of this as architects of the change, rather than the responders to the change,” She elaborated when discussing TaskUs’s approach to middle management. Vaghani recommends creating mentorship programs that connect managers with C-suite leaders and providing safe spaces for managers to voice disagreements. “If people are resisting, that’s good,” Waldman added. “That means that there’s trust and they’re speaking.” The response should be, “Thank you. Thank you. This is good. Let’s talk about this.”Navigating the Human Impact of Restructuring and AILarge-scale changes, such as layoffs, can have a profound emotional toll on organizations. Sondhi described observing various reactions to such changes at Novelis, from vocal displeasure to “survivor’s guilt.”Novelis’s mantra for handling such shifts is to listen and offer transparency. The company focuses on first supporting top and middle leaders so they can manage their teams effectively. Their pre-established cultural beliefs, “be open, build trust, say anything, and be authentic," guide their decisions. “Wherever we followed our cultural beliefs, I think we were on track,” Sondhi said. “But wherever we failed to comply with it is where we started struggling.”The rise of AI has also been a force of significant disruption within organizations. Vaghani says TaskUs’s culture promotes learning agility with structured skill-up programs. The goal is to be honest about the future. “Some of these roles are going to go away,” van der Walt said, “but what are the opportunities? What does it create for you, and how can you develop?”The Anchor in the Storm: Cultivating Trust and Self-CareThe panel also addressed how HR leaders can advocate for themselves and their teams when they, too, are feeling the strain. Mendoza says that HR professionals are employees first and need support from their own leaders.Van der Walt notes that being a trustworthy partner to an organization from the beginning makes it easier to navigate complex decisions. “If you have that relationship with the business, you will understand better where they are coming from, and appreciate better why the company needs to maybe do what it needs to do.”Waldman drew a harder line for those who feel powerless to advocate for themselves. “If you are not respected by the business and you are not able to advocate for yourself, maybe you need to exit,” she added. For leaders who stay, the mandate is clear: put on your own oxygen mask first, and then lead with a fearlessly authentic commitment to your people.Editor’s note: From Day One thanks our partner, Leaderology, for sponsoring this webinar. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Christian Horz/iStock)
Maintaining Employee Experience at Scale—Without Losing Personalization
BY Emily McCrary-Ruiz-Esparza November 04, 2025There are two parts to the HR field, says Sarah Rose Hattem: the administrative work of ticking boxes, sending emails, and ensuring compliance, and the creative work of designing better processes, developing a workforce, and improving the employee experience. “That’s the more important work,” she said during a thought leadership spotlight at From Day One’s September virtual conference.Hattem is now a senior solutions consultant at HR tech company Rippling, but she spent her early career in HR. As the first HR hire at a company with just 50 employees, and plans to double headcount in a year, she faced a challenge familiar to many HR teams: doing a lot with very little. Tracking applicants, sending offers, and onboarding dozens of new hires each month quickly became overwhelming. But with Rippling’s platform, which worked like an operating system with its own taxonomy and native apps, “it was really like having an extra set of hands,” she said.Sarah Rose Hattem, senior solutions consultant at Rippling, spoke with journalist Emily McCrary-Ruiz-Esparza during the session (company photo)The paper-pushing side of HR work meant that Hattem, like so many other HR professionals, risked being an admin rather than a strategic contributor. This familiar problem has only grown as companies navigate big changes like layoffs, restructurings to return-to-office mandates, and the arrival of AI “coworkers.” HR teams are managing increasingly complex work while trying to preserve the human side of their role.Much of HR’s daily frustration, Hattem says, comes down to fragmented systems. Most organizations rely on a patchwork of tools that don’t easily communicate–one for payroll, another for benefits, and another still for performance reviews. They’re scattered and disconnected, and that slows the most basic processes. Technology should enhance the human side of HR, not replace it, Hattem says. The “human component” is the one thing she didn’t want to lose. “Does someone feel warm and welcome? Do they feel like we’ve given attention to them on a personal level? That’s really hard to do when you have to do all the other administrative things,” she said. The fix, Hattem argued, isn’t more software, but a smarter system. If employee data such as role, location, or manager could automatically sync across systems, if performance reviews could be connected with payroll, and work anniversaries with PTO balances, then HR teams could spend less time chasing paperwork and more time on what makes the job meaningful: creative problem-solving, process refinement, and building real connections. This, she says, is where HR professionals deserve to work.Editor’s note: From Day One thanks our partner, Rippling, for sponsoring this thought leadership spotlight. 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. She is the host of How to Be Anything, the podcast about people with unusual jobs.(Photo by Jacob Wackerhausen/iStock)
AI as a Corporate Earthquake: How Big Changes Can Make or Break Company Culture
BY Emily McCrary-Ruiz-Esparza November 04, 2025The embedding of AI in business operations represents the most significant disruption to our working lives since the internet, and for the majority of the workforce—who aren’t old enough to remember how the internet upended not only day-to-day work but entire career trajectories—it’s the most tectonic change in their lifetime.In the race to operationalize AI, employers are destabilizing company culture. Long-proven processes are being overturned, responsibilities reorganized, tasks eliminated, knowledge re-oriented, and jobs replaced. What once required a team to accomplish can be done with just one or two people. Some solopreneurs are able to mount wildly profitable companies with no team members at all.As the workplace morphs into something entirely new, leaders must consider the effects on culture. The trouble is that many “companies often have a hard time understanding how quickly their organization changes,” said Miles Overholt, founder and CEO of Strategia Analytics.From Day One contributing editor Emily McCrary-Ruiz-Esparza spoke with Miles Overholt, above, founder and CEO of Strategia, about how to effectively integrate AI into the workplace (company photo)An expert in organizational transformation and change with advanced degrees from the University of Pennsylvania and its Wharton School, Overholt has watched as companies fail to consider the working environment during major overhauls, only to have communication break down, distrust spread, and changes ultimately fail. A company may start a new project, he said, “but by the time you’re into it, the company has already changed and the implementation strategy has to be adjusted.” Initiatives can easily fail unless leaders account for how changes will affect what Overholt calls “organizational DNA,” or the ways an organization interacts with internal and external environments. Organizational DNA is always evolving, but it is especially fragile during major shocks such as mergers, acquisitions, or operational overhauls, including the introduction of AI.To preserve a healthy culture, leaders must know what the company is today, and have a clear picture of what it should be in the future. The Rush to Adopt AI, While Failing to Account for Cultural ChangeMany companies have already gotten ahead of themselves with AI. An analysis found that while major U.S. companies talk often about AI, “other than the ‘fear of missing out,’ few appear to be able to describe how technology is changing their businesses for the better.” This raises the question: If companies can’t clearly state the impact of AI on the business, do they know anything at all about its impact on culture?AI is shocking many companies because leaders failed to consider its effects on mentality, relationships, and behavior of the workforce, said Dave Lopez, Strategia Analytics’ SVP of systems research. “When AI is introduced, employees en masse believe, rightly or wrongly, that they’re out the door. If you’re introducing an AI system and your workforce is now concerned that they are about to be made redundant and lose their job, how does that impact how your organization is functioning?”Without clear communication about purpose, application, and goals, huge operational overhauls create distrust between workers fearful for their job security and leaders frustrated by slow adoption or outright resistance. How workers feel about operationalized AI depends on the industry and the role. Heavily routined industries such as manufacturing are seeing heightened anxiety, says Lopez. While in others, like financial services, “AI is seen more as a tool that can help you better perform your job, but your job is not necessarily at risk.” That’s not to say its effects on culture are smaller, only different.When Change Overlooks DNA, Culture CracksCompanies that fail to consider how AI will disrupt the way an organization interacts with both internal and external environments will face three critical problems.First, a breakdown in communication that engenders distrust can occur. If AI rollouts are framed as efficiency plays without transparency, employees—especially those in highly vulnerable roles like customer service and software engineering—may suspect ulterior motives. Unless your people know where you’re going and why, they won’t follow you there.In a From Day One webinar, Overholt recalled one spectacular breakdown in communication that left leaders and workers at aggressive odds. One of his early clients was a CEO who was certain that a fire on the machine floor was deliberately set and executive cars vandalized by employees. After investigating, Overholt discovered that while workers loved pleasing customers, they hated the work environment. “I’m listening to all these people in pain,” he recalled. “I’m watching supervisors trying to make things better, but they’re caught in the crunch between top management and employees, and nobody’s talking.” This gulf was widened when leadership built an executive parking lot fortified by a wall. Rather than take the time to understand what employees were feeling, the leaders drew battle lines and prepared for a fight.“If you want to understand behavior,” he said, “you have to understand the individual and context that individual happens to be in.”Next comes a disengagement from work.Managers and supervisors are employees’ most crucial point of connection to the company. Gallup found that upwards of 70% of variance in team engagement can be chalked up to the manager alone.If line managers who work directly with rank and file aren’t incorporated in AI rollouts early and eagerly, buy-in from the broader organization will suffer. Engaging managers will prevent leaders from seeing the organization as homogenous and unmoving—they are your key to understanding team dynamics, day-to-day operations, and likely roadblocks. Few leaders truly know why things don’t get done and why changes don’t land. But your managers do.The last problem Overholt sees is changes that don’t stick. Without trust and engagement, work suffers. “Behavior is a function of the person and the environment,” Overholt said. If a company’s culture doesn’t actively support and reward the behaviors it wants to see, meaningful change simply won’t stick.Some leaders are prone to see change as a zero-sum game: It’s good for business or it’s good for employees. But that’s not true, says Frances Almstrom, Strategia’s VP of systems research. “You can do what’s good for your company and what’s good for your people at the same time.” When you do, operations can change, quite successfully.Practical Steps for Preserving Culture Amid AI DisruptionResisting the urge to simply keep up with the Joneses is the first step. While benchmarking your competitors is useful, imitation is not an operational strategy. Success comes from understanding what truly fits your organization’s unique DNA and long-term goals, says Overholt. Before and after any AI rollout, leaders should take stock of how changes affect the organization across four dimensions: strategy, leadership, culture, and execution. By regularly measuring the root causes of underperformance, say, every six months, they can catch small problems before they metastasize into larger ones.Managers play a pivotal role in guiding employees through transitions. Well-prepared leaders don’t just enforce new systems, they help employees understand the changes, address concerns, and model behaviors that reinforce the desired culture.Communication strategies, too, must be thoughtful and nuanced. Employees will perceive AI differently depending on their roles, experiences, and industry context. Effective messaging anticipates these varied perspectives, highlighting both opportunities and challenges so that employees feel part of the process rather than casualties of change.Editor’s note: From Day One thanks our partner, Strategia Analytics, for supporting this sponsor spotlight. 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. She is the host of How to Be Anything, the podcast about people with unusual jobs.(Photo by FG Trade/iStock)
Preparing Managers to Lead in a Complex, Changing Workplace
BY Jessica Swenson November 03, 2025With tightening budgets and growing organizational demands, today’s managers must continuously vacillate between the human aspects of leadership and operational metrics, structure, and productivity. Shifting too far in one direction can make it harder to access the other, causing burnout and impacting the level of support your team receives.“Balancing those two is basically where the art comes in. I think both of them are required, and a lot of what leadership is about is trying to figure out the balance between the two,” said Abhay Gangadharan, global head of workforce architecture and director, future of work at Google. The key, he says, is self-awareness. Notice when you’re operating in one mode or the other, check in with your teams, and adjust to meet their needs.Moderated by Subadhra Sriram, founder of Workforce Observer, panelists at From Day One’s San Francisco conference discussed how leadership development can prepare managers to better handle increasing volumes of responsibility, stress, and change.To understand your organization’s development needs, Juliet Saxe, partner at RHR International, recommends using assessment tools to recognize where managers and management cohorts need more support. “We’ve used assessment as the basis for a lot of what we do, and that creates the jumping point to create programming for leaders at all levels, to help them evolve depending on their support needs.”Classroom Training OpportunitiesRenu Sharma, HP‘s head of learning and skill development, says that by upskilling managers in fundamental leadership as well as functional and technical skills, the company is helping to mitigate the effects of change fatigue on its managers. HP invests in a blended program consisting of boot camp-style training in technical and human skills, cohort-based learning to enable peer-to-peer connections, and AI-driven coaching and role-playing. Panelists spoke on the topic, "Managers Are Overwhelmed. How Leadership Development Can Help Them"Productivity gained from technical upskilling in AI helps leaders to focus on meaningful work and strategic thinking, Sharma says. HP also “designed a manager leadership boot camp so that they can focus on human skills like leading change and navigating uncertainty,” she said. Managers need to shift into skills-first leadership to support broader changes in organizational talent management, says Shaily Rampal, VP of HR and global head of organizational effectiveness for HCLTech. By evaluating what skills are needed to meet both current and future strategic goals, “managers can play a very important role in identifying and bridging these skill gaps by giving continuous coaching to their teams.” Self-reflection and continuous growth are also vital for the managers themselves.Beyond traditional leadership and management topics, resilience and mind-body stress management techniques have a place in these development programs. “I’ve seen folks sitting in boardrooms with their hands under the table trying to do sitting relaxation and steadiness exercises just because the stress is so high,” said Saxe. “You’d be surprised how these techniques and frameworks can be really helpful, even in a business situation.”Gangadharan suggests looking for ways to cultivate antifragility by anticipating and learning from pressure. “Change is not going away,” he said. “The question is, how are we going to adapt to that in the future? You need to create some slack for yourself in order to adapt to change.”Outside the ClassroomOrganizational tools complement classroom training by supporting managers’ needs in real time. Program managers are standard roles already embedded in tech, says Gangadharan; they help bring clarity and ensure on-time, on-budget project delivery. He says that AI tools will enhance these roles through increased efficiency. He has used AI for meeting agendas and note-taking to be more present and empathetic during meetings. Sharma discussed HP’s use of AI to provide personalized, scalable leadership coaching on a smaller budget. “It gets to understand you as a leader and can provide more personalized feedback,” she said. “As we make AI public coaching available to a larger audience, that’s a great tool to have in our managers’ hands without having to spend large budgets.”Tina Gilbert, VP of employer offering at Management Leadership for Tomorrow (MTL), encourages leaders to understand what they need as they search for and scale AI solutions. “Don’t just plug in to a coaching AI because it’s the thing to do; make sure you’re understanding what the root causes are that you’re trying to address, and that you’re trying to overcome. And then second, what is the motivation for your managers to leverage those tools?” Leaders should find ways to engage directly with their teams, peers, and mentors, and then use tools to reinforce their in-person experiences, she says.Another effective tool used by many companies is mentorship programming. HCLTech has a global mentoring program that offers one-on-one mentoring and peer mentoring circles to over 42,000 participants, Rampal shared, which helps managers maintain support networks after specific leadership development programs have ended.Sustaining CultureHow can organizations ensure a sustainable culture while their leaders evolve? “Leaders go first,” said Sharma. “I think a critical part of culture is that the senior leader teams are role modeling for everyone else.” Having a senior leadership team discuss and prioritize its commitment to continuous learning demonstrates its importance for the company’s other people managers.Gilbert believes that the balance between leadership influence and the experience of entry-level staff creates an organization’s culture and impacts managers the most. “It’s the manager in that middle position of understanding all of that lived experience from those who report to them, but then trying to manage that with the expectations of those they report to.”Jessica Swenson is a freelance writer and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by David Coe for From Day One)
Recruiting Rebuilt: How to Streamline Your Hiring Pipeline, Data, and Workflow
BY Emily McCrary-Ruiz-Esparza November 03, 2025Recruiters are busier than ever, though not necessarily more productive. “We’re seeing three times more applications per recruiter today than just a few years ago,” said Meredith Johnson, chief product officer at Greenhouse, during a From Day One webinar on streamlining the hiring process. At small companies, that influx could mean 100 applications for a single job, and at larger companies–thousands.“Today’s job seeker can use AI to mass apply for hundreds of roles in just a few clicks, and they’re customizing their resumes instantly,” she said. Recruiters’ inboxes are flooded with fraudulent, unqualified, or disingenuous applications, “and it’s creating a lot of false signals.”Greenhouse tracked 300 million applications in a single year, which means that there could be 200 times more applications than roles filled in a given quarter. “Recruiters are spending upwards of 80% of their time sifting through this noise,” Johnson said. Meanwhile, the teams doing that work are shrinking. “The average number of recruiters per team has dropped by 24%,” she said, and each recruiter is now handling triple the workload of a few years ago. Sorting candidates, especially at the top of the funnel, is getting harder.Candidates, meanwhile, expect more: faster responses, transparent processes, and personalized communication. In short, Johnson said: “Recruiters are stuck with quite a bit of chaos.”‘From Requisition Takers to Talent Strategists’Johnson says that recruiters can break this cycle not only with automation, but with strategy. For reactive hiring teams, work starts when a role opens. For proactive hiring teams, the work is building the workforce at all times. Johnson wants to help recruiters go from “requisition takers to talent strategists,” continuously building relationships and pipelines.Meredith Johnson, chief product officer at Greenhouse, pictured, spoke with journalist Emily McCrary-Ruiz-Esparza during the webinar (company photo)That requires structure and consistency. Johnson described one client whose hiring process varied wildly–each manager had their own way of evaluating candidates, and no candidate’s experience was like the next. By standardizing the process and criteria, the company created a more equitable and more predictable system. The new structure also allowed recruiters to act as advisors, not just box-tickers.Johnson emphasized that AI isn’t meant to replace recruiters–it will help them work efficiently. The recruiter remains in charge of the process and rubrics, while the tech can handle things like candidate sentiment analysis and flagging potentially fraudulent applications. With smarter tech, recruiters can then prioritize real candidates who express genuine enthusiasm for the role, without removing human judgement or sacrificing the candidate experience.AI makes it easy for good-faith candidates to apply easily, and makes it easier for bad actors to do the same. Greenhouse has found that nearly one percent of resumes contain some kind of trick like inflated skills or falsified experience. One percent may sound like a small figure, but when a company receives 2,000 applications for a single role, those numbers add up.To address this, Johnson pointed to Greenhouse’s partnership with Clear, which allows recruiters to confirm a candidate’s identity at any point in the hiring process they choose. “It’s as simple as taking a selfie photo and uploading the government ID.” As the pressure on recruiters to do more with less continues, the next phase of talent acquisition will depend on how effectively teams can balance automation with human judgment, using AI to find the signal in the noise. “Recruiters are being forced to spend a lot of critical time and energy manually sifting through hundreds or thousands of resumes,” Johnson said. “What they really want to do, and what they’re skilled at, is building relationships with truly qualified talent and moving those candidates through the process.” And that’s what she wants to give them.Editor’s note: From Day One thanks our partner, Greenhouse, 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. She is the host of How to Be Anything, the podcast about people with unusual jobs.(Photo by Pakin Jarerndee/iStock)
Elevating Employee Experience Through Personalized Recognition and Rewards
BY Jennifer Yoshikoshi November 03, 2025A post-pandemic workplace survey found that only four in 10 employees feel respected at work. Researchers suggest that a drop in employee engagement and well-being caused major discontent across the workforce. With positive engagement faltering across companies, leaders are working to implement programs and systems that encourage the recognition of employees through rewards, appreciation notes, and flexible benefits. During a panel discussion at From Day One’s San Francisco conference, leaders shared their methods on effectively recognizing valued employees and elevating their work experience.Representing a Diverse WorkforceFrom Generation Z to Baby Boomers, companies are seeing an increasingly diverse demographic in the workplace and are challenged with adjusting to a wide range of needs. Aon’s 2025 Employee Sentiment Survey found that while benefits such as medical, paid time off, dental and retirement benefits were valued by all employees, the level in which they prioritized them differed across generations. Serafina Miller, senior vice president of Aon’s Northern California Health Solutions Practice, says that Gen Z will value paid time off and work life balance over retirement while Baby Boomers are more likely to focus on life and disability benefits and retirement.Even companies that may have a tight budget are offering ways to reward their staff. In these situations, Miller says that offering flexibility and choice becomes critical. This can be provided through different types of health plans with high, medium and low coverage. In addition to still recognizing the needs of workers, this can drive financial wellness benefits as well, she says.At Prezzee, U.S. Senior Marketing Manager Samara Swenson said the company is “constantly developing different programs that fit different needs that may fit different generations.” The company provides customizable digital gift cards, and its rewards programs allow employees to swap their gift cards for something they need. The company is also able to track what they are exchanging it for, such as groceries or other necessities to understand the budget constraints impacting its workers.Shawna Chen, reporter at Axios, left, moderated the discussion among leadersAllan Brown, vice president of total rewards at Snowflake, acknowledged that the pandemic also changed the power dynamic between employees and company leaders, where the culture of one workplace might appear better than another. For recruiters, he suggested that it could be effective to share with potential candidates that while a company will pay competitively, there is also an awareness for work life balance. “We’re looking for ways to sort of tap into what that person cares about, beyond money,” he said. An Aon study has also found that “hybrid working arrangements actually allow employees to feel the most valued versus being forced to return to work,” Miller said. Remote working from the pandemic has allowed people to find that the ability to work home can be a stress reliever and a way to manage life better. To See and Recognize EmployeesRemote-capable workers forced back on-site reported the largest decline in feeling respected, dropping from 46% to 35% in 2022, according to Gallup. After the pandemic, more employees began to feel overlooked or disrespected in the workforce amid layoffs, lack of recognition, decline in wellness services and restricted work flexibility. Brown of Snowflake, says a stronger focus on manager training is necessary to address the needs of individual employee experiences. “Manager training and the responsibility of managers that they have to guide, mentor, coach and try to see the employee,” are important aspects to acknowledging staff, he said. At Visa, employee recognition starts from day one, said Jennifer Cullen, global head of employee experience and listening. During its onboarding process, employees are introduced to all different systems used within the company as well as its peer-to-peer recognition program. With over 32,000 employees across the world, Visa ensures that “there’s not big differences in the way that folks are recognizing one another,” said Cullen. Prezzee similarly works with companies to create a reward system that encourages employees to recognize their coworkers with points. When a certain amount of points are collected, they can cash it in for a gift card, says Swenson. “This is a small way to make your coworkers and everyone feel seen, make them feel rewarded, make them feel like the work that they’re doing at the workplace is valued,” she said. Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.(Photos by David Coe for From Day One)
How AI is Transforming the Workforce in Real-Time
BY Jessica Swenson November 03, 2025It’s no secret that AI is dramatically transforming the composition of today’s workforce. White-collar job opportunities for new graduates are disappearing at an alarming rate, and managers are overwhelmed by increased responsibilities as companies respond to new AI tools and practices.“Is AI taking jobs? Our answer would be yes, it is taking jobs. The article that we contributed to in Fortune was based on this theory that it’s happening from the bottom up,” said Alex Cwirko-Godycki, VP of strategy and general manager of market data at Pave. Using real-time data recently featured in Fortune magazine, Cwirko-Godycki discussed current trends and the real impact of AI during a thought leadership spotlight at From Day One’s San Francisco conference.In the last two and a half years, the quantity of entry-level employees aged 21 to 25 at public companies has declined from 15% to under 7%, he said—a reduction of nearly 50%. “The reason we think this is happening is that public companies are actually moving much faster to realize AI efficiencies [and] there is more pressure [for them] to show progress on the use of AI.” Company leaders are inclined to push to demonstrate these efficiencies to meet investor expectations.Alex Cwirko-Godycki, VP, Strategy and General Manager, Market Data at Pave, led the thought leadership spotlight As the average worker age increases, the rapid elimination of entry-level roles like sales development reps, marketing associates, or HR associates during this time raises long-term talent pipeline concerns, says Cwirko-Godycki. The raw numbers show a drop of only one-half of one percent—but in a data set of two million employees, that equates to thousands of jobs. “The question then becomes: if you're not hiring entry-level sales development reps, who is your next account executive?”Along with these changes, middle management has an increasing mandate to do more with less. During this two-and-a-half-year period, managers and directors grew their spans of control by as much as 16%, causing Cwirko-Godycki to raise the question: “What is the limit of an overloaded manager?”“There is research that says most people can only really manage six good interpersonal relationships at any given time,” he said. “So, between your family and your work, you're probably past that number. But if you're managing 12 people at work, there's a very low probability you’re going to do a good job managing all of them,” he said. Changes in Workforce ArchitectureAccording to Cwirko-Godycki, jobs with AI or machine learning (ML) in the title have almost doubled in two years, and he and his team are excited to see how these roles will evolve.An emerging trend as companies experiment with AI is the addition of new positions—like prompt engineers and go-to-market engineers—that bridge AI integration with existing business processes. These roles exist across departments like revenue operations, marketing operations, and sales operations.“These are people being deployed into various business functions because technology is becoming so important [and] now everyone's trying to bring AI into everything,” he said. “So, you need engineers on the ground who understand the business process and can connect the dots between the new technology and what you’re trying to achieve.”There is also debate about whether AI engineers and AI researchers will merge with software engineers in the future, or remain a distinct job family with separate functions and their own compensation model.Compensation Trends for AI RolesWith ample media coverage discussing the impact some of these roles have on company budgets, let’s examine the numbers. AI/ML roles comprise one percent of the over two million workers in Pave’s data set, and AI researchers represent 14% of the AI/ML category. Pave’s salary data shows that, besides extreme outliers, base pay for these roles follows consistent, predictable compression and distribution standards. However, Cwirko-Godycki said that equity pay is “much more widely distributed and extremely right-skewed,” and can vary by as much as 7.8X for the top one percent of AI researchers.While a tiny fraction of the workforce commands these premium salaries, he and his team advise clients: “If you’re worried about things like burn rate and managing your compensation budget, and you’re going to spend a ton of money on this talent, you better be really, really sure that you’re hiring the right person before you break the bank.”Editor’s note: From Day One thanks our partner, Pave, for sponsoring this thought leadership spotlight. Jessica Swenson is a freelance writer and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.(Photos by David Coe for From Day One)
From Annual Ritual to Continuous Impact: A Modern Blueprint for Your Employee Survey Strategy
BY Stephanie Reed October 31, 2025The problem with traditional annual engagement surveys, according to Rob Catalano, chief engagement officer and co-founder of WorkTango, is that they are “too infrequent, too isolated, and only [survey] one part of the employee experience.”During a From Day One webinar, Catalano shared that organizations are finding traditional engagement surveys no longer meet the dynamic needs of today’s workforce. This shift requires HR leaders to move beyond static data, foster a culture of continuous listening, and generate actionable insights. He also shared four mindset shifts helping organizations leverage dynamic data from the new surveys.Four Employee Survey and Listening Trends The first trend is the shift to using pulse surveys with continuous and active listening. An active listening model helps organizations conduct deeper analysis on feedback, gather input in advance, develop effective change management strategies, and prioritize employee voice through open-ended discussion, he says. “A lot of organizations are usually starting in that world of, ‘yeah, we do a survey once or twice a year. In some cases, once every three to four years,’” Catalano said. “But the reality is, they understand that that’s not enough data to be agile to navigate through knowing what employees need to be able to get to that success.”Pulse surveys incorporate traditional measurements like engagement or DEI indexes. Then, they use qualitative feedback on programs such as employee recognition. The diagnostics provide comprehensive insight. Employee voice data brings a deeper perspective on such efforts on employee engagement. Leaders then create actionable goals of making better recognition efforts, Catalano says. Active listening also addresses issues that don’t have immediate solutions by providing accountability and vulnerability through open discussions. Shifting to pulse surveys, combining them with annual surveys, and using active listening strategies fuel higher employee engagement, says Catalano. WorkTango’s research shows that 93% of organizations that invest in employee survey software reported positive ROI. Rob Catalano, WorkTango’s Chief Marketing and Strategy Officer, led the webinar (company photo)A second trend is leveraging new technologies. AI and innovative tech can help HR leaders sort and filter through thousands of employee comments, detect bias, and conduct private discussions with employees. Catalano emphasizes that HR must adapt to AI in the workplace because it quickly and efficiently gathers comprehensive data. “It can auto-translate work language. It can ask questions dynamically based on how people are feeling, based on other people in the organization, or how their teams are feeling,” he said. A third trend is the shift toward leader-centered strategies that integrate manager development with employee survey insights. This approach shares feedback directly with managers rather than keeping it siloed within HR, empowering leaders to assess and apply employee data to manage their teams more effectively.Using newly integrated technology, managers can create action plans based on data analysis and employee feedback. “They are your secret weapon when it comes to understanding how employees feel, think, react, and turning that into engagement, retention, and performance,” he said. The fourth and final trend is leveraging data in new ways. With live dashboards and AI, advanced technology can process information faster, more accurately, and in real time while maintaining confidentiality. This creates an opportunity to move from using data in isolation to connecting it directly to business goals, such as mapping employee survey results to innovation, safety, or retention outcomes.Shifting Mindsets to Drive Performance Catalano also shared key mindset shifts that helped the companies he’s worked with achieve stronger performance.One shift is applying consumer principles to talent assessments—providing consistent support and encouraging feedback throughout every stage of an employee’s career. This approach enables employers to use data to build stronger relationships with employees, much like they do with customers.A second shift focuses on inclusive processes: using accessible language, accommodating all reading levels, and engaging employees across every shift to foster a sense of belonging.The third shift is recognizing that progress isn’t linear by identifying life cycle data. Annual surveys alone don’t capture the gradual changes that shape employee experience.Finally, reframing employee data as business data, rather than solely HR data, allows organizations to connect insights directly to business goals. These mindsets help us support the inputs that drive success at every level. “As an HR organization, as a leadership organization, or as a team leader, we can strengthen the factors that lead to success for our teams, our customers, and our shareholders,” he said. Editor's note: From Day One thanks our partner, WorkTango, 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 Iconic Prototype/iStock)
Pregnancy Loss Is One of the Most Overlooked Forms of Grief. It Needs to Be Recognized in the Workplace
BY Lisa Jaffe October 29, 2025When I suffered a miscarriage just 10 weeks into my first pregnancy, I was left to deal with the emotional consequences on my own. I was expected to go right back to work and operate as if nothing had happened. It’s not as if it was a baby, people said. Better it happens now than later, they said. It seemed not just unhelpful, but cruel. An estimated 10% to 30% of pregnancies end in miscarriage. Yet most families face that loss in silence, with little acknowledgment from their communities or workplaces.That silence is starting to break. Empathy, a leading technology company transforming how the world plans for and navigates life’s toughest moments, is expanding its Loss Support product to include a program dedicated to pregnancy and infant loss.“Pregnancy and infant loss are deeply personal and often invisible forms of grief,” said Sophie Ruddock, Empathy’s chief operating officer. “It’s one of the most common experiences employees face, yet it remains largely unrecognized in workplace policies.”Empathy’s latest Grief Tax Report (2025) highlights why this issue matters, not just emotionally but organizationally:54% of those experiencing a loss used their own funds to pay for post-loss costs, even if loved ones had plans in place; out-of-pocket expenses per loss average $12,500.92% of people experiencing loss report health consequences such as panic attacks, weight changes, or anxiety.Out-of-pocket costs average $12,500 per loss.Work disruptions can last more than a year, often leading to absenteeism or resignation.78% of employees who suffer a loss don’t feel supported at work.“Our research shows that employees who experience pregnancy loss report similar concerns, including thoughts of leaving and fears about job security,” Ruddock says. “This is not just an emotional crisis; it is a workplace one.”A New Kind of Support“People were using and finding comfort in our Loss Support platform program to cope with pregnancy losses,” Ruddock says. One HR leader who had used the program after an early miscarriage reported to Empathy that the experience “validated my grief and reminded me I wasn’t alone,” she said. Recognizing this need, Empathy set out to create dedicated resources tailored to this experience.The new Pregnancy and Infant Loss program builds on Empathy’s existing infrastructure of care managers, mindfulness tools, and digital resources. After enrolling, employees receive a personalized care plan, daily guidance to help rebuild structure and confidence, support for workplace communication, and one-on-one sessions with trained care managers.Expert resources were developed in partnership with Jessica Zucker, PhD, a leading psychologist specializing in reproductive and maternal mental health. The program also includes dedicated tools for non-carrying partners, a group often overlooked in traditional bereavement support.“Our approach recognizes that pregnancy loss affects everyone involved,” Ruddock said. “Any parent or parent-to-be has imagined a future that suddenly feels taken away. Each deserves care and space to process that loss.”Compassion Meets TechnologyAt Empathy, technology and human care go hand in hand. As Ruddock explains, technological innovation like AI allows Empathy to deliver “deeply personalized care at scale. Our technology helps tailor each care plan based on the user’s experience, stage of recovery, and expressed needs. It also automates administrative tasks. like paperwork reminders, so our team can focus on what matters most: human connection.” AI, she adds, is a “force multiplier.”Beyond Loss: A Broader MissionThis launch is part of Empathy’s broader effort to support people through major life transitions. The company recently introduced LifeVault, which helps families prepare for the future through estate planning, and Leave Support, a partnership with MetLife designed to help employees on short-term leave return to work with confidence.Sophie Ruddock, Empathy’s chief operating officer (company photo)“Loss is universal,” Ruddock said. “Every employee will experience it, yet few companies are truly prepared. Addressing grief is not only compassionate; it is smart business. It builds loyalty, accelerates return-to-work timelines, and helps people feel seen.”For HR leaders, the takeaway is clear: do not wait for a crisis. “Employees remember how they were treated when life was hardest,” Ruddock said. “Those who show care build trust that lasts far beyond recovery.”Empathy continues to expand its specialized care journeys to support people through all of life’s hardest moments. The goal is simple: to make comprehensive care the new baseline for employee well-being. “Grief is inevitable,” she said, “but disruption does not have to be.”Editor’s note: From Day One thanks our partner, Empathy, for sponsoring this thought leadership spotlight. Empathy is a leading technology company transforming the way people plan for and navigate life’s toughest moments. Serving more than 45 million policyholders across North America with loss support, Empathy currently partners with eight of the top ten U.S. life insurance carriers and handles one in five life insurance claims in the U.S. beyond the payout. With $162 million in funding from top-tier venture firms including Index Ventures, General Catalyst, Adams Street Partners, and other leading funds, as well as strategic investment from global financial institutions and Empathy Alliance partners, Empathy combines cutting-edge innovation with compassion to provide unparalleled support for bereavement, estate management, legacy planning, and more. Recognized by Apple, Google Play, and Fast Company, Empathy is setting the standard for modern family care and workplace benefits. Learn more at empathy.comLisa Jaffe is a Seattle-based writer who specializes in issues about health, wellness, and the healthcare industry. (Featured image by PeopleImages/iStock by Getty Images)
Improving Financial Wellness for Your Employees at a Modest Cost
BY Emily McCrary-Ruiz-Esparza October 28, 2025As inflation squeezes paychecks, student debt looms over graduates, and the cost of childcare keeps climbing, companies are under mounting pressure to help employees make the most of their money. But offering financial wellness programs isn’t just a nice-to-have. Employees now expected it–and it’s a strategic business move. The problem, however, is doing so cost-efficiently.The first challenge is often getting executives, who make six- or seven-figure incomes, to understand the financial plights of salaried, and especially hourly, employees. At MGM Resorts–famous for its gaming, hospitality, and entertainment venues–many leaders are what DJ Rao, the company’s head of total rewards, calls “homegrown.” They started with modest means. “They’ve grown from the front desk upwards into the C-suite. Our leadership appreciates and understands what $400 is,” he said during a recent From Day One webinar about improving employee financial wellness at a modest cost.If your leaders don’t have this kind of appreciation, Rao emphasized that presenting programs as a moral imperative won’t be enough. HR leaders must benchmark against competitors in terms of ROI, reduced absenteeism, and increased productivity. Your leaders are concerned about the business, so translate it into dollars and cents. “It just cannot be, ‘Let’s do this because it’s good.’ You have to show the money.”But how do you know if you’re delivering what your employees really need? Trade-off surveys are a helpful tool. Devin Miller, co-founder and CEO of emergency-savings platform SecureSave, recommends asking employees which benefits they actually want, rather than assuming the standard offerings will work. Expert speakers joined From Day One contributing editor Emily McCrary-Ruiz-Esparza for a conversation on improving employee financial wellness at a modest cost“Everything’s costing more, and you want to add more, but do they really still need all of these things? And which one do they prefer over others?” Miller said. Some employees might prioritize emergency-savings accounts over health savings accounts or other perks entirely. Understanding these preferences ensures programs make a meaningful impact.Financial resources don’t have to be expensive, and some don’t cost a thing. Damilola Akinduro, global head of benefits at the data-center company Equinix, points out that, without extra cash, employees often struggle to save. To help, Equinix helps its workers with tax efficiency and brings in volunteer experts for financial education. “You’d be surprised at how much employees appreciate these things,” she said.First United Bank also leans on its internal resources. They invite specialists from within the bank to host talks about budgeting, and have their 401(k) provider give free seminars, said Christina Escobar, a senior financial well-being specialist at First United. “We really try to leverage our vendors and our internal resources.” These resources are especially helpful for their new grads (they hire 100 to 200 every year), who may have never followed a budget or set up a retirement account.Vendors themselves are evolving to make financial benefits more cost-effective. Dave Kirby, SVP of total rewards at marketing data company Epsilon, noted that platform-style solutions now allow companies to consolidate things like charitable giving, wellness programs, and financial literacy offerings in one place, making it easier to scale benefits efficiently. “There are now vendors that are bringing all this together under one platform,” he said.Over time, employers may need to reevaluate their offerings. “It’s surprising how few employers take the time to go through these programs, ask the hard questions, and pull that money back,” Miller said. Many companies can fund improvements by reallocating underused benefits rather than increasing budgets.Rao warned against chasing wellness trends. “Everyone wants to do something new, but be very careful what you offer your employees,” lest you have to roll it back. He recommends investing fully in a few initiatives and communicating widely—through word of mouth, employee resource groups (ERGs), signage, and internal websites. “Do few things,” Rao said, “but do them well.”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. She is the host of How to Be Anything, the podcast about people with unusual jobs. (Featured photo by LordHenryVoton/iStock by Getty Images)
How AI Innovation Can Unlock a New Era of Benefit Personalization for Employees
BY Stephanie Reed October 23, 2025Recent surveys show that 93% of Gen Z employees use two or more AI tools weekly. Employees use AI to boost productivity, research benefits, strengthen managerial abilities, and build critical leadership skills. In this pivotal digital era, HR professionals have a unique opportunity to shape how AI is applied across industries.“AI is becoming an integral part of your workforce, and it will increasingly be so over the years to come,” said Marthin De Beer, the founder and CEO of BrightPlan during a thought leadership spotlight at From Day One’s San Francisco conference. “So each and every one of us needs a strategy as to how we embrace that and how we implement that,” he said. Beer presented a call-to-action, encouraging HR to “step up” by working with AI to personalize and effectively implement employee development in the session titled, “AI Innovation Unlocks a New Era of Benefit Personalization for Employees.” AI as a People and Tech Opportunity BrightPlan provides organizations with technology, education, and coaching for employee financial wellness. Its revenue quadrupled in 3 years of AI integration, says De Beer. The company uses AI to combine employer compensation and benefit information with individual employees’ financial data. BrightPlan then provides hyper-personalized financial advice. Employees receive advice on spending, budgeting, debt management, investing, retirement planning, estate planning, and more. BrightPlan’s exclusive access to comprehensive data combined with human-driven, empathetic guidance is “key for driving benefits optimization and ensuring the business is making investments in initiatives backed by tangible workforce needs,” De Beer said. The results support the finding that financial wellness is a top benefit concern in the workplace. As employees’ financial wellness scores doubled within 6 months under BrightPlan’s coaching, according to its research, engagement improved by 59% and retention by 30%.HI (human intelligence) and AI (artificial intelligence) must work in tandem. HR leaders play a crucial role in providing training and human oversight to ensure AI output reflects empathy, accuracy, and compliance. “You can literally ask it anything, from ‘can I afford a Ford Mustang’ to ‘my dad just passed away, what should I do? Or what benefits should I select for me?’” As a result, AI coaching can now address about 90% of employee needs, including benefits-related questions.Marthin De Beer, founder and CEO of BrightPlan, led the sessionWhile AI can process static data quickly and efficiently, HR leaders are now being called to the forefront of AI transformation. Their focus will increasingly center on integrating people strategies with technological innovation. Beer notes that AI lacks human social, ethical, and emotional intelligence—making human oversight an essential part of AI training and implementation.“You already own culture, policy, and ethics. You need that for AI. It’s becoming part of your workforce. You already guide how people work. Right now, you can help guide how AI works with them,” he said. The Call-To-ActionModern AI integration undeniably delivers effective, personalized benefits for both clients and employees. It brings continuous innovation that drives productivity and efficiency. As a result, HR’s role is expanding beyond its traditional scope. De Beer emphasizes that a more people-centered approach is essential to enhance personalization, improving both the employee experience and the overall lifecycle. So, how can organizations begin to realize the full potential of this pivotal era in the workforce?First, experiment with AI by taking classes or practicing ChatGPT to create presentations or strategies. The incentive is getting more done than ever before. Next, build a culture of ethical and empowered AI usage. De Beer suggests considering your company’s goals for AI applications and the potential circumstances surrounding them. “Use AI with purpose. Understand the context of what is being asked for when it comes to AI,” he said. Finally, establish clear policies, training, and oversight, covering several crucial aspects. This includes limiting AI hallucinations, using feedback loops to generate code for engineers, producing RFP responses for sales teams, and ensuring HR leaders monitor AI output to provide contextually aware and financially responsible guidance.BrightPlan’s AI coach is reviewed and improved weekly, De Beer says. This ensures that strict guardrails and creativity controls minimize hallucinations. “We've talked about the future of work for a long time. This is the future of work. AI is faster, HI is better, and it will keep getting better as it innovates together.”Editor's note: From Day One thanks our partner, BrightPlan, 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(Photos by David Coe for From Day One)
Taking an Enterprising Approach to Building the Tech Workforce of Tomorrow
BY Ade Akin October 23, 2025For Michael Walters, the solution to the current crisis facing the U.S. semiconductor industry, as it's projected to face a 67,000-worker shortage, is to bet big on AI and apprenticeships.For Walters, the chief human resources officer at Samsung Semiconductor, North America, the projected labor shortage shapes every decision he makes regarding the organization’s future.Walters finds himself at the frontlines of the talent war sparked by the current onshoring boom. He sat down with Stephen Koepp, the editor-in-chief and a co-founder of From Day One, for a fireside chat at From Day One’s San Francisco conference, to discuss a wide range of subjects, from the geopolitics of the new Visa rules to the potential of using AI to improve employee wellness. Building a Workforce from the Ground UpSamsung faces monumental challenges as it moves forward with plans to construct a series of gigafactories in Taylor, Texas, a project that will eventually require about 12,000 employees. Each factory will be the size of ten football fields next to each other, and the site in Taylor has space for nine.“About a third of the workforce that’s in semiconductor is over the age of 55,” Walters noted, highlighting the challenge Samsung faces as it looks to staff its new factories. Walter’s solution is to attack the talent pipeline from every angle. The organization needs a range of professionals, from PhD-level engineers to technicians who will operate advanced robotics. Samsung is partnering up with higher learning institutions, like the University of Texas, to help meet its labor force needs. Both organizations are collaborating to create the first-ever master’s degree in semiconductors. Samsung also teams up with community colleges and trade schools to help develop technical talent, including the creation of apprenticeship programs. “We're big believers in apprenticeship programs,” Walters said as he described a pilot Samsung launched with Cristo Rey San Jose Jesuit High School, where most students are prospective first-generation college attendees. “We have five of those students working side by side with our people, essentially serving as interns or apprentices.” These students spend one full day each week during the school year in these roles, a practice Walters views as a direct investment in the local workforce. The Immigration Policy WhiplashWalters also discussed the mixed messaging coming from Washington, D.C., on its immigration policies. The issue is deeply personal for Samsung, given that a significant portion of its workforce is on Visa sponsorships.“There’s probably nothing more critical to their well-being and to the well-being of their families than this issue,” he said. “In the U.S., 70% of students that are pursuing Master’s or PhDs in electrical engineering are foreign students.”Michael Walters, the CHRO of Samsung Semiconductor, spoke with Steve Koepp, From Day One co-founder and editor-in-chiefWalters says the projected 67,000 worker shortage could worsen as it becomes increasingly complex for these students to study or work in the U.S. He notes that while Samsung having a voice in Washington is essential, its visibility must be carefully managed while dealing with a “transactional” administration.AI’s Promise: From Healthcare to Workforce EfficiencyThe AI boom has been a massive tailwind for Samsung, driving demand for its advanced memory chips. Walters is now exploring practical applications of AI for his HR team. He shared how a partnership with the AI platform Avante is already helping employees. “This is an AI platform that can integrate into our internal systems and customize to the employee,” Walters said. “So when the employee logs on, the platform knows who they are. In a very easy-to-use bot system, you know, if we were here and I threw out my back and I wanted to go see a chiropractor, I could easily, through the bot, be able to see within a one-mile radius, who are the chiropractors who would be in network, out of network, what would be the cost of that, and get that all in real time.”Walters views AI as an essential tool for improving employee efficiency and well-being, despite his frustration with vendors who over-promise and under-deliver. He urges employers to stay focused on the basic needs of their employees, amidst the uncertainty caused by mass layoffs and a changing economic outlook. “I don’t think that some of those employee issues that were prevalent during the pandemic have necessarily gone away,” he said. Questions like “Am I going to be able to keep my job?” and “Will I get that promotion?” are still on the minds of many employees, and mental health remains essential. Walters compared his role in HR to that of a support player in team sports who never scores points but is essential to their team’s success, a lesson he learned during his days as a collegiate rugby player. “We’re enablers. We’re making these things happen,” he said. The role of building the human infrastructure for a complex new world has never been more vital for organizations like Samsung at the heart of technological progress. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by David Coe for From Day One)
Why AI Is Forcing Companies to Rethink What a Job Is
BY Emily McCrary-Ruiz-Esparza October 22, 2025The rapid maturity of AI is changing the question HR leaders ask when they’re talking about jobs. Where leaders once asked, “Who can do this job?,” they’re now asking, “What combination of human and AI can do it best?”This is a natural next revolution of the “skills-based hiring” model that shifted job paradigms away from role descriptions and toward equipping workers with specific capabilities the organization needs. And that goes for AI agents too. One of AI assistant Claude’s new features is actually called “skills.”Headlines make it sound like AI is wiping out jobs by the thousand, but “there’s a lot more at play there,” says Lisa Highfield, the principal director of HR tech and AI at the consulting firm McLean & Company. Some companies are going through typical reorganizations while others are simply responding to market downturns. “We’re not seeing the masses of AI job reduction that a lot of these headlines sometimes indicate.”While displacement is not yet widespread, companies are experimenting with augmenting workers–and sometimes replacing them, yes–with AI. Startups like Artisan and Viven are building “AI coworkers” and “digital twins,” and attracting tens of millions of dollars in venture funding. Yet few are forecasting human irrelevance. Even Artisan CEO Jaspar Carmichael-Jack, whose company is probably best known for its provocative “Stop Hiring Humans” marketing campaign, told TechCrunch that he doesn’t believe AI will replace most human labor. “Human labor becomes more valuable when you have the AI content,” he said. In fact, the company has been hiring all year. It’s more likely that we will see more human-AI partnership in the workplace.How far up the ladder could this go? Hanneke Faber, CEO of global tech manufacturing company Logitech, says that she would entertain the idea of an AI agent joining her board of directors. “We already use [AI agents] in almost every meeting,” Faber told the audience last week at Fortune’s Most Powerful Women conference. “As they evolve—and some of the best agents or assistants that we’ve built actually do things themselves—that comes with a whole bunch of governance things. You have to keep in mind and make sure you really want that bot to take action. But if you don’t have an AI agent in every meeting, you’re missing out on some of the productivity.”Many leaders are putting faith in AI as a productivity booster. A leaked message from a Meta executive told workers that they should be working five times faster, thanks to AI. Even companies just dabbling in automation are using AI to handle repetitive tasks like data entry and reporting, while augmenting others, like analysis and strategy. Employees are reporting time savings. At HR tech company Deputy, employees using AI tools report saving five to ten hours per week. At media company Scripps, 20% of newsroom workers using AI for just one or two hours per day say they save roughly 20 minutes of total work time.Nascent AI practices are not without their problems, of course. Employees are frustrated by the amount of “workslop,” or AI-generated content void of substance, being served up, forcing humans to clean up after the machines. It’s become so common that colleagues are reportedly losing trust in each other. “We think [AI] will reduce our workload,” said Sue Cantrell, a work futurist at Deloitte. “But in reality, many workers are finding it increases their workload. It can also increase feelings of loneliness when they’re working more with AI than with their colleagues.”Yet thanks to AI, workforce planning is becoming more nimble. Cantrell recently met with a company developing a tool that lets managers click a button to see who, or what, has the right skills for a given task. That could mean a full-time employee, a contractor, or even an AI agent. With that data, managers can more accurately forecast headcount, fill roles, and seek out needed skills. HR already has a wealth of information about employees and their skills, and applying some smart AI can help compile skills ontologies and find workers who have them. Highfield believes that, aside from cost efficiency, this is the greatest opportunity AI has afforded so far.Companies are using technology that can deconstruct jobs into skills, then assess workers for skills, and match the two. But this model, so far, breaks down when it comes to work that requires higher-level thinking. Cantrell said that some skills–like creativity, empathy, and strategic thinking–can’t be cleanly parsed from the people who have them, and atomizing such work can kill not only the nuance, but also the joy. “Tasks are the actual activities underneath the job, and skills are the actual capabilities that workers bring,” Cantrell parsed. Not all work can, or should, be chopped into its component parts.In some organizations, the lines between people and technology are blurring at the structural level. Cantrell points to companies, like Moderna and Covisian, that have merged their HR and IT departments. IT’s role is to figure out how to perform work with technology, one leader told her, while HR’s role is to figure out how to perform work with people. Now companies are experimenting with bringing the roles together, though at least one leading HR thinker calls it a “senseless” endeavor. Stay tuned for more on that one.Work performed by both humans and machines, in parallel or in concert, may define the next revolution of business transformation. Think beyond efficiency, Cantrell said. Companies often think of AI as task replacement, but she believes “it’s an opportunity to reinvent the way we’re working.”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. She is the host of How to Be Anything, the podcast about people with unusual jobs.(Featured image by Gremlin/iStock by Getty Images)
Optimizing Productivity and Efficiency in Times of Constraint
BY Emily McCrary-Ruiz-Esparza October 22, 2025As companies face tighter budgets, leaner teams, and pressure to boost productivity, one thing has become clear: Success depends less on scale and more on resourcefulness. The winners aren’t necessarily those with the biggest teams or deepest pockets—but those that can make the most of what they have. That was the takeaway from an executive panel discussion at From Day One’s September virtual conference. Panelists shared how they’re tackling the modern dilemma of how to stay effective when everyone is stretched thin.Balancing Priorities and Capacity“One of the biggest disconnects between leadership’s expectations and employees’ day-to-day is capacity versus priority,” said Joanna Eagan, senior director of people services at Core & Main. “Leaders tend to set ambitious productivity goals with the best intentions, but employees are juggling competing demands, a lot of administrative tasks, and often outdated tools. It can feel like leadership is asking for more without taking anything off their plates.”Ryan Sattler, director of HR tech and intelligence at M&T Bank, agreed that clarity is often a problem. “I don’t think many organizations do a particularly good job at clarifying and articulating where employees should be spending their energy,” he said. It’s easy to keep doing the same things, even when leadership has set new priorities. Leaders, Sattler added, should focus on strategy, removing obstacles and setting direction, rather than dictating day-to-day work.Managing Change From the Inside OutWhen every quarter seems to bring a new system, workflow, or AI automation, change fatigue becomes a real problem. By the time new initiatives reach the frontline, those workers often haven’t been part of the conversation. “We need to focus on listening to our employees and their experiences, reprioritizing low-value work so they can get on board with the pivots being asked of them,” said Eagan.To help new tools catch on, HR tech platform Deputy designates “AI Champions”—enthusiastic early adopters who can model success for their peers. “Instead of having something come from the top down, we’re building excitement and momentum from the middle of the organization and from the bottom up,” said Sejal Daswani, Deputy’s chief people officer.Journalist and From Day One contributing editor, Emily McCrary-Ruiz-Esparza moderated the discussion (photo by From Day One)“Change is difficult for everyone, even if we know it’s going to make our life easier,” added Heather Mannings, executive director and HR business partner at Quest Diagnostics. Her team makes changes with a lot of explanation, and welcomes input from employees on how to make it better—after all, they’re the ones using it.Simplifying Work Through Smart AutomationCore & Main began its automation journey by targeting tedious, error-prone parts of payroll, and ultimately gaining hundreds of hours in productivity. Deputy reports similar benefits: Internal surveys found that AI tools are saving employees five to ten hours per week in writing, messaging, and presentation work.As tools multiply, integration remains a challenge. “I haven’t met a customer or frontline employee yet who says they don’t have enough apps, tools, or systems,” said Dave Nixon, CEO and co-founder of Enablo, an all-in-one communications platform for frontline workforces. The problem is integration. Companies are aspiring to reduce complexity for frontline workers—a single “digital front door” where they can check shifts, report incidents, and get company updates.The next era of productivity isn’t about squeezing more hours out of employees, it’s about removing friction, clarifying priorities, and designing systems that let people focus on work that matters. Whether through automation, better communication, or smarter change management, organizations are finding that efficiency in 2025 doesn’t come from doing more—it comes from doing less, better.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. She is the host of How to Be Anything, the podcast about people with unusual jobs.(Photo by miniseries/iStock)
Humanizing the Employee Experience in a Time of Increased Systems and Decreased Connection
BY Christopher O'Keeffe October 21, 2025Despite an explosion of HR tools and platforms, most employees still feel lost in their own companies. “How many of you feel like your organization makes it simple for employees to find what they need when they need it?” asked Gavin Paczosa, Head of North America at Humand during a thought leadership spotlight at From Day One’s Austin conference. Only a few hands went up.“The way that we work has dramatically evolved,” he said. “But the experience of work—how we engage, connect, and have access to what we need—has not kept up.”Across industries, teams are dispersed across time zones, channels are fragmented, and systems don’t talk to one another. “We’ve added more tools, but not more connection. More systems, but not more clarity,” Paczosa said. “In this mess of systems and logins, it’s easy to forget the most important part of every organization: the people.”Humanizing at ScaleAt the heart of Paczosa’s message is a deceptively simple question: how can companies humanize the employee experience at scale?“To me, humanizing doesn’t mean just adding a wellness app or sending a survey at the end of the month,” he said. “Humanization comes from building systems and cultures where people feel informed, valued, and empowered to act without friction.”That’s why, at Humand, the team focuses on creating what Paczosa calls a digital home for employees. “Because oftentimes we’re not in the office together,” he said. “This has to be a place where people don’t just log in; they belong.” When employees are informed, valued, and empowered, he says, they perform at their best—and stay engaged.Communication, Connection, and CultureTo build that digital home, Paczosa pointed to what he calls the three Cs: communication, connection, and culture.As work becomes increasingly digital, he urged leaders to “meet employees where they actually are,” the spaces where they chat with managers, recognize peers, and collaborate on projects. “When you put engagement first, every HR process follows naturally,” he said. “Policies get read. Training gets completed. Surveys get done on time.”The key isn’t adding yet another platform, but unifying what already exists. Humand’s approach integrates HR systems, learning management tools, and communication channels into one seamless interface. “No workflow should be more than a tap or a click away,” Paczosa said.That simplicity, paired with the use of Humand’s AI assistant, Sami, helps employees find what they need instantly, from pay stubs to compliance training, without hunting through multiple systems, he says. Building for Both Employees and AdminsGavin Paczosa, the Head of North America at Humand, led the thought leadership spotlight The employee experience, Paczosa emphasized, has to work on both ends: for the people using the system and for the HR teams running it. “Many of you have already invested heavily in enterprise systems,” he said. “We’re not going to ask you to rip and replace those. What we do is integrate with them.”The result, he said, is a “win-win”—employees get a single, intuitive access point, while administrators can keep using the tools they already know and trust. The platform’s flexibility allows organizations to turn features on and off as they evolve. “Just like a physical home, your digital home deserves care, attention, and the occasional refresh,” Paczosa said.Paczosa shared a case study of success. When Siemens wanted to create a digital home for its global workforce, Humand helped build a unified system centered on communication, connection, and culture. The results were striking: 98% monthly engagement and 95% workflow completion across a worldwide employee base, he says. With all workflows running through one platform, Siemens’ HR teams could finally see the full picture of the employee experience—“no more guessing, just actionable data,” Paczosa said.The Human Future of WorkFor Paczosa, this evolution is not just technological—it’s deeply human.He compared the workplace to an airport: HR admins are the air traffic controllers, managing complex systems behind the scenes, while employees are the pilots, who need only the essential information in one streamlined dashboard. “It’s not about ripping and replacing your systems,” he said. “It’s about creating the right access point for the people who need it most—your employees.”Editor’s note: From Day One thanks our partner, Humand, 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 Josh Larson for From Day One)