If AI Starts Replacing Entry-Level Jobs, How Will Future Leaders Get Started?
BY Emily McCrary-Ruiz-Esparza September 17, 2025As AI expands across business operations, will the jobs of young workers be among the first to go? If that happens, how will the future leaders of tomorrow enter the talent pipeline? Those are questions that have many HR leaders worried. Headlines warn that AI will damage, or already has damaged, the first rung on the corporate ladder, where young workers start their careers and occupy an important and useful position in corporate hierarchy. Though the full effects of AI on the labor market remain to be seen, some employers are already rethinking their workforce strategies.With AI revolutionizing the most fundamental parts of work, employers must decide whether to regard AI as a substitute for early-career workers or as a tool to accelerate their growth. “If you are a head of HR and you are not jumping up and down and saying, ‘Hey, this is going to impact our culture and our business and our people, and me and my team need to be a part of it,’ then you’re not doing your job,” said Dan Kaplan, managing director of the chief HR officer practice at executive search firm ZRG.Kaplan, who has more than a decade of experience advising CHROs, believes most HR leaders do understand the moment. But he says not enough attention is being paid to the early-career stage, since managerial succession is built on solid entry-level talent.How Much Is AI to Blame?The working world in 2025 is looking grim to many early-career workers, especially for those with college degrees. It’s been a year of layoffs, hiring freezes, and ominous predictions about the obsolescence of entry-level roles under the weight of AI. Salesforce eliminated 4,000 customer-support roles this year, and CEO Mark Benioff told podcaster Logan Bartlett that with AI, he simply doesn’t need as many people. Anthropic’s CEO Dario Amodei told Axios in May that AI could wipe out half of entry-level jobs. Yet so far, there’s little hard evidence that AI is displacing young workers en masse. “A lot of this is just related to the fact that the labor market has shifted back to a low-hiring, low-firing labor market,” said Joseph Briggs, senior economist at Goldman Sachs, on the firm’s Exchanges podcast. While it’s true that, across many sectors, college graduates are having trouble finding work, “the relationship that the anecdotes have to AI is often a little bit overstated,” he added.Briggs did note some evidence of impact in tech industries, where unemployment among young workers is slightly higher than in other sectors. A working paper from researchers at Stanford University also suggests that widespread adoption of generative AI contributed to a 13% decline in the relative employment of early-career workers in sectors like tech and customer support.Whether AI alone will trigger widespread unemployment among young people remains unclear. Still, companies in key industries are bringing in fewer entry-level hires in 2025. And with large-scale retirements looming, the question becomes: How are they filling the leadership pipeline?Avanade Leans Into Early-Career TalentAt the IT professional-services company Avanade, Paul Phillips isn’t cutting entry-level hires—he’s reaching further upstream. The company targets college sophomores and juniors for internships, training them early so that graduates arrive ready-made for full-time roles.In professional services, it’s imperative that talent is qualified as early as possible, so that their work can be chargeable to clients. Phillips, who is the company’s global head of HR, talent acquisition, and onboarding, likes to know that when he makes a hire, it’s clear right away where that person will fit in the organization. Since expanding the internship program two years ago, Avanade converts roughly 80% of its interns into full-time employees.For those young workers, “the ability to learn, unlearn, and relearn is going to be key,” Phillips said. “We have a number of academies that we’ve spun up across Avanade where we bring in talent from non-traditional backgrounds and non-tech backgrounds, or we bring people working in sectors that we do see becoming commoditized in the near term and retrain them on the new set of skills.”In other sectors, where companies might have an older workforce, the retirement of baby boomers has created a knowledge drain. For process industry companies, which includes everything from metals and mining to paper and packaging, retirements are an acute problem and recruiting the next generation is a challenge. In such cases, AI can be a talent attractor, with employers positioning themselves as places where workers can use the latest tools and tech with less toil. In fact, a study by Boston Consulting Group and MIT found that when employees see the value of AI, they feel “more competent in their roles, more autonomous in their actions, and more connected to their work, colleagues, partners, and customers.”AI’s Short-Term Gain and Long-Term ImplicationsBusiness Insider reported that professional-services giant PwC is scaling back on hiring entry-level talent by nearly one-third over the next few years, citing “the rapid pace of technological change.” More broadly, BI has reported in May that AI could reshape consulting at every level of the business.If companies do rely too heavily on AI instead of young talent, “it is going to be short-term gain and massive long-term implications,” ZRG’s Kaplan warned. “If we find ourselves losing out at the entry level, it’s going to have a compounding effect, and it’s going to ultimately affect leadership pipelines.”Some employers are betting big on the opposite approach. “We’re helping a ton of clients think through AI investment and bring AI experts across their portfolio,” Kaplan said. Law, consulting, and private equity firms are doubling down on entry-level hiring. They see today’s graduates as a rare asset: digitally native, agile, and curious about technology. “Private equity tends to really see trends. They see trends and they understand.”Some leaders in the tech industry share this philosophy. Amazon Web Services CEO Matt Garman called replacing junior workers with AI “one of the dumbest things I’ve ever heard,” arguing that this segment is the “least expensive” and “the most leaned into your AI tools.”Publicis, the global ad and PR company, launched a program to help jump-start these junior workers by building foundational skills. Called Ignite, the two-and-a-half-day kickoff program for early-career hires focuses on communication, time management, and business acumen. “We used to wait, but that’s when Ignite came to fruition. The goal is to get them to greater impact quicker,” said Nikki Slowinski, the Publicis group’s EVP of talent experience and development, at a From Day One conference.Without young workers, corporate culture will suffer. “You want that youthful excitement that typically comes from having new college grads and young professionals starting their career,” Kaplan said. “They socialize, they go out, they’re the ones who show up to the office baseball game and the office run in Central Park. If you don’t have that, it will erode your culture.”Augmentation, Not Replacement Trent Cotton, head of talent acquisition insights at iCIMS, told From Day One that while he can’t directly link fewer entry-level hires to AI, the trend does reflect a broader workforce-planning shift. Employers are asking where new hires are essential, and where AI can augment existing teams.Because AI is boosting individual productivity, some companies are consolidating roles and rethinking headcount. They’re asking whether they really need as many full-time employees, focusing instead on where those roles add the most value.Cotton believes the future is in augmentation, not replacement. AI is going to supercharge the young worker, he says. It normally takes 90 days to ramp up a new employee, but with AI, an employer can help an entry-level worker apply their education and start contributing right away. “I mean, AI can help them almost from day one.”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 FG Trade Latin/iStock by Getty Images)
From Budget to Breakthrough: How Logitech Is Personalizing Benefits at Scale
BY Ade Akin September 16, 2025Julia McCarrel inherited a benefits system that included more than 30 different vendors when she stepped into her role as the head of benefits for the Americas and global programs at Logitech. New hires, herself included, were inundated with a confusing array of nearly a dozen benefit cards. The solution her team settled on was relatively simple: consolidate, standardize, and give people money they can spend on the things that matter to them. McCarrel shared how she transformed Logitech’s benefits landscape alongside Kathleen Harris, a solutions consultant at Forma during a From Day One webinar. The conversation titled “From Budget to Breakthrough: How Logitech is Personalizing Benefits at Scale” unpacked why lifestyle spending accounts (LSAs) are gaining popularity across industries and offered a blueprint for other HR leaders looking to personalize benefits programs for their organizations in impactful ways. Building the Business Case for PersonalizationLogitech initially launched its wellness LSA in 2021 to support over 5,000 employees across 43 countries during the pandemic. The company also sought to address inconsistencies in its offerings, such as gym subsidies that were only available in certain countries. “LSAs are an employer-funded spending account, so you’ll hear [them called] spending account, customizable account, personal benefit. [There are] all types of ways in which people describe LSAs,” said Harris. “There are a number of words that we use interchangeably, but in the end, they’re really spending accounts that are funded by the employer and used by the employee.” LSAs allow employers to define eligibility and policy, while employees choose how to spend their stipend via a store, a card, or claims. McCarrel says the main challenge she faced was that the program was designed to be manually managed through a Human Resources Information System (HRIS) system. “In six months, [our team] had received 761 tickets from employees,” she said. This administrative drag was the key to building a business case for change. McCarrel calls the move to a dedicated LSA platform a strategic investment in talent retention, productivity, and operational efficiency. The Power of Starting NarrowJulia McCarrel, the Head of Benefits for Americas & Global Programs at Logitech spoke about partnering with Forma (company photo)Logitech started transforming its benefits program with a tight focus on physical health because that’s where the data pointed. The initial goal was equality, since employees in some countries had gym subsidies, while others had limited options, says McCarrel. “We were really trying to just provide equity across the company for that access to physical health and well-being,” she said.That commitment paid off. Logitech reported a 12% increase in benefits utilization and a 7% increase in spend after moving the program to Forma, as employees used their stipend for athletic shoes, gym memberships, smart watches, and more. McCarrel advises companies looking to personalize benefits packages to avoid eliminating all existing programs at once. “I would definitely recommend starting narrow and then building out,” she said. “The last thing you want to do is build out too much, and then you have to start taking things away.”Logitech’s global wellness LSA started with a focus on physical health, which was a direct evolution of the gym subsidies its previous benefits package offered. This clear focus made the program manageable and aligned it with specific business objectives regarding preventative care and employee health, says McCarrel. Measurable Impact on Culture and OperationsThe quantitative results were crystal clear: its well-being LSA saw 88% utilization, tuition reimbursement utilization rose 150% after moving to the Forma platform, and the adoption/surrogacy program went from zero claims to its first active users.Qualitatively speaking, Logitech’s move to personalize its benefits program was a resounding success that helped boost employee engagement and satisfaction. Its positive impact was also clear in direct employee feedback. McCarrel quotes one employee who stated, “The wellness reimbursement is super simple to use,” and that it provided them “the freedom to find the health resources that work best for me.” This feedback is a core part of the return on investment for McCarrel. “If you look at that utilization at 88%, you can’t take that away,” she said. Editor’s note: From Day One thanks our partner, Forma, for sponsoring this webinar. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by RealPeopleGroup/iStock)
What Unusual Jobs Taught Me About Hiring, Retention, and the Talent You’re Overlooking
BY Emily McCrary-Ruiz-Esparza September 09, 2025Paddy Fanning never set out to become one of the best sheepdog trainers in the world. He was a cowboy working on a Canadian cattle ranch when he came across an old book on horsemanship that described the magical give-and-take between humans and animals. Back in Ireland, as he worked to recover from a drinking problem, he put those lessons into practice with a border collie on his father’s sheep farm, and, in the process, discovered a new sense of purpose.Twenty years later, Paddy has represented Ireland in international herding dog competitions and earned a reputation as one of the finest trainers alive. “I’m probably still a bit unemployable,” he told me, laughing. “You hear my job there, and I don’t really have one. And yet we do okay. Dogs have given me all that. I just feel glad with the way the whole deal turned out.”For the last six years, I’ve been writing about work. How people get their jobs and how they lose them, the relationship between employer and the employed, and how all of us find meaning in our work. I frequently meet people who are unhappy with their careers. But I noticed something: People who have unconventional jobs often are happy with their work.So I started searching for the people who have jobs they don’t tell you about in school, roles that don’t show up on job boards: the death doulas, sheepdog trainers, puppeteers, and Foley artists of the world. And I made a podcast about it, called How to Be Anything.Each episode tells the story of someone with an unusual job, and after interviewing 15 of them, I realized their lessons aren’t only for people whose careers take them off the beaten path. Their wisdom and experiences are relevant for anyone working today–including those in corporate America. Some of my findings: Self-Determination Is a Powerful Retention ToolFrom Day One contributing editor and journalist Emily McCrary-Ruiz-Esparza takes you inside the world of unique and unexpected jobs in her podcastAlmost everyone I spoke with chose their job intentionally. Sometimes it took years (or decades) to find, but in the end they carved out space to do work they found meaningful. That self-determination is a powerful reason they stay.Puppetry artist Heidi Rugg built a career by weaving together all the art forms she loves, and her work became stronger once she focused on the environmental themes that deeply matter to her. On the TV Show Dimension 20, lorekeeper (kind of like a script supervisor) Skye Smith designed their own system for tracking the plot, a process they owned from start to finish. For Smith, the real satisfaction comes from being taken seriously. “If I have opinions, I get to say them and they get taken into consideration, which I think is a huge blessing, especially as someone who's young and I didn’t finish college,” Smith told me.And when veterinarian Cindy Otto worked at Ground Zero after 9/11, she saw firsthand the need for better medical care for search-and-rescue dogs. Backed by the University of Pennsylvania, she launched an entire research program to address it, and now is on the leading edge of working-dog science. When workers have the freedom to pursue ideas that matter personally to them, they’re far more likely to stick around.Everyone Needs to See the Fruits of Their LaborWork feels meaningful when you can see its impact.Forensic artist Melissa Cooper has seen her sketches lead directly to the capture of violent criminals, and she draws joy from knowing she’s giving power and a voice to survivors. Gavin Cox, a research scientist who works a mile underground searching for dark matter, described the satisfaction of spending a month designing a procedure to safely move liquified xenon gas, a high-stakes task that required precision and patience. “That’s when I feel proud of my work,” he told me.Employees don’t need a dramatic story to feel accomplished, but they do need to see that the outcomes of their contributions matter.I asked veterinarian Cindy Otto what she thinks of her career now that retirement is in sight. She told me that at a recent veterinary symposium, a presenter asked the crowd for a show of hands: Who had been affected by the Penn Vet Working Dog Center and the work they’ve done? Every single person in the room raised their hand. “I think about it a lot,” she told me. “I’ve made a difference. I’ve made an impact,” she said. Excellence Requires Freedom to FailNo one starts out as an award-winning sheepdog trainer or an award-winning Foley artist. You start as lousy, and then you become okay, and then you become good–and then you become great.That’s why the famous Jack Welch mentality of routinely cutting lowest performers (a practice now back in vogue in 2025) is so damaging. It sends a message to your employees that stumbling is a punishable offense, and eliminates the top performers of the future.Organizations that want innovation have to accept that employees will struggle, or even fail, on their way to mastery.Careers Are Built on Soft SkillsBrendon King has been climbing 500-foot cell towers for more than a decade. The hardest part isn’t fixing the electronics, it’s staying calm when the steel tower sways like a noodle in the wind. Patience, composure, and a little bit of thrill-seeking keep him safe. The technical skills, like repairing fiber optic cables and network switches, those are things he learned on the job. But the best part? “It’s a constant adventure, no matter how you look at it,” he said. “I’ve been in places where people have lived there their entire lives and they’ve never once seen the view that I get to see. It’s amazing.”Similarly, Erin Bishop spent two decades in market research before becoming a death doula. You might be surprised that running a focus group translates quite well to conducting community discussions about death and dying. “Having a career that helps me be a better person in the world—I never thought I would have that in my life,” she told me.Too often, employers seek out candidates who have direct experience, and miss out on remarkably talented people with unconventional career paths.Work Should Be EnjoyableBusiness leaders love to talk about purpose and meaning. They want employees to connect to the company mission, touting its ability to increase engagement and retention. It’s true, and there’s evidence to back it up. But purpose alone isn’t enough.The people I spoke with not only find meaning in their unconventional jobs, but enjoy them in the moment. An employee may love working at a company that saves lives with medical equipment or helps people afford homes. But if the day-to-day is tedious, they won’t stay. Meaning is important, but fun doesn’t get enough credit.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 courtesy of forensic artist Melissa Cooper)
The HR Metrics That Matter: Defining ROI in a People-First Culture
BY Emily McCrary-Ruiz-Esparza September 08, 2025In the rush to adopt the latest AI tools and maximize efficiency and output, employers may be overlooking the one factor that gives them a competitive edge: people.“It’s the unpredictable, varied creativity of humans that actually allows one business to leapfrog over another,” said Ken Matos, director of market insights at HR analytics platform HiBob, during a From Day One webinar. “When you’re people-first, you’re really looking for ways to get the right people to advance your business strategy most effectively.”Kenneth Matos of HiBob spoke during the webinar (company photo)A “people-first” culture, as Matos describes it, is one grounded in the belief that it’s people, not processes, not technology, that makes a business successful. That means designing the right roles for the organization, then ensuring the right people are in those roles. When employees feel well-matched, supported, and recognized, Matos says, “you get increases in creativity, novel ideas, and their ability to adapt and learn. That’s really valuable when you’re in a growth phase.”Flashpoint, a cyber threat intelligence platform, learned this firsthand. Several years ago, the company enjoyed a hiring surge. Headcount was growing at a steady clip and business was booming. But Lane McFarland, Flashpoint’s senior director of talent management, eventually hit pause. He began to question whether the pace of hiring was tracking closely enough with the company’s long-term goals.“We have a very complex and unique organization,” McFarland said. Flashpoint employs threat intelligence analysts from “three-letter” agencies like the CIA and FBI, vulnerability analysts who adopt criminal personas to draw out hackers, as well as accountants, HR partners, and other corporate staff. Each group brings its own professional culture and expectations about the working environment. “We want to make sure that we are matching both what we need and what they need,” said McFarland. “We don’t want to get to a point where it’s not a fit because it’s our fault.”So, McFarland redefined how Flashpoint approaches hiring, beginning with clear expectations. Job descriptions now outline outcome milestones for the first 30, 60, and 90 days, and checkpoints take place accordingly. Those check-ins aren’t just about evaluating employees, they’re also about ensuring the company is delivering on its side of the relationship.The company’s needs change, just as employees’ needs do–McFarland knows that. And rarely is someone so mismatched to a role that it can’t work. If a new hire lacks a requisite skill, McFarland can help them get it. If the role isn’t the right fit, he encourages pivots. Sometimes even outside the company.For some leaders, “people-first” suggests benefits packages and sentiment surveys, but Matos and McFarland encourage HR leaders to think deeper. “I always recommend HR leaders expand the scope of what they think of as well-being,” McFarland said. For him, it’s about whether employees feel fulfilled, valued, and recognized.Matos puts it this way: “What is a reasonable amount of work to give people before things break down? In an ideal world, we would say, ‘let’s measure their well-being. If their well-being goes down, that’s too much work. That’s not an ROI conversation. That’s an ethical conversation.”“Engagement is a symptom,” McFarland said. “We need to understand what’s the underlying problem, how we can impact that from an HR perspective, and whether we can expand our view of what HR leaders actually have the power to shape across the business.”Editor’s note: From Day One thanks our partner, HiBob, 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 courtneyk/iStock)
Skills That Stick: From Good Managers to Great Teams
BY Stephanie Reed September 05, 2025When managers check out, so do their teams. A recent Gallup’s survey found employee engagement fell to 21% in 2025, down from 23%, as manager engagement slipped from 30% to 27%.Meanwhile, effective managers create engaged teams that build skills, boost productivity, and show up more consistently. Comprehensive training programs can raise manager well-being, cutting disengagement down and driving stronger performance.During a thought leadership spotlight at From Day One’s August virtual conference, Priscila Bala, CEO of LifeLabs Learning shared research and tools behind turning good managers into great teams through skills-based, people-centered learning. Fostering a skill-resilient workplace means encouraging continuous skill development, focusing on practical behaviors rather than abstract theories to make learning stick, and using a skills taxonomy to provide visibility, a common language, and consistent assessment across the organization, says Bala.“First, we know that now there’s a big market shift towards prioritizing skills over degrees or tenure,” said Bala. “Whether it is to the latest software and technology or to ensuring that you can then apply all of these people skills to a next level of execution is going to be ever more critical.”This process involves identifying high-leverage skills and turning them into lasting behaviors. LifeLabs Learning, known for its leadership training, supports managers through monthly workshops where ideas and behaviors are shared, then reinforced as teams practice them together in a collaborative setting.Priscila Bala, CEO of LifeLabs Learning, led the thought leadership spotlight (company photo)Workplace learning becomes a shared experience, where managers apply their skills while teams build on that knowledge and uncover their own strengths. Bala emphasizes Tipping Point Skills, such as time management, adaptability, and conflict resolution, that drive productivity and profitability. Training programs blend theory with practice, ensuring these behaviors become second nature.“It’s one thing for me to simulate, in the peace, quiet, and safety of my private space, and it is another to actually be able to perform and support in a space that is communal and social,” Bala said. Lastly, a well-defined skills taxonomy helps managers give effective, constructive feedback by linking the skill being developed to a concrete business outcome, such as launching a new campaign or shortening sales cycles. Improving communication by avoiding vague words, and instead, using observable examples further reinforces pragmatic learning.What aids in making these in-demand skills stick is connecting to behavior and habits that prevent workers from slipping back into old practices. LifeLabs has over 100 behavioral and support tools, says Bala. It offers custom workshops, one-on-one program consulting, and a user-friendly platform that applies cognitive psychology, organizational design, and behavioral economics to practical program management.What Skills Matter, and Why? In 2024, 50% of the workforce completed training, reskilling, or upskilling as part of L&D initiatives compared to 41% in 2023. Continuous learning is in increasing demand, reports the World Economic Forum.Technical skills in AI and other newer technologies continue to rise in demand in the modern workforce. “The reality is that, while I wholeheartedly believe that it’s not necessary that AI is going to take people's jobs away, people with AI [skills and knowledge] will take people’s jobs away,” Bala said. “And I think that the ability to really use all of these tools effectively is really going to differentiate.”Soft skills like communication, teamwork, and emotional intelligence are transferable between jobs and industries, and will also continue to be in demand. Without a doubt, managers have their work cut out for them. Many feel under-resourced and uncertain about how to give constructive feedback during training, reskilling, or upskilling. Yet as Bala observes, managers are multipliers—role models who guide their teams through inevitable workplace changes. Supporting them with a communal learning environment ensures both managers and their teams are equipped to achieve business objectives.Editor's note: From Day One thanks our partner, LifeLabs Learning, for sponsoring this thought leadership spotlight. Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.(Photo by Vadym Pastukh/iStock)
From Day One to Year One: Building Cultures of Support Through Transitions in Organizations
BY Katie Chambers September 04, 2025After five months of interviews, Shveta Miglani, Ph.D., was all-in for her new dream job. She moved her entire family to a new city, where she began working for “one of the best companies in the world” and immediately felt otherwise. “Within the first two weeks, [I was] thinking, ‘Oh my goodness, what did I do? What did I sign up for?” she said during a fireside chat at From Day One’s August virtual conference. She began questioning herself, thinking she was the problem. But she later came to understand she was not alone. As an organizational designer and people manager, she has seen firsthand how companies struggle to onboard new employees, provide helpful feedback, and offer opportunities for growth. Periods of transition in organizations can test even the strongest cultures, especially for employees stepping into new roles or adapting to change. Miglani’s new book, Navigate Your Career: Strategies for Success in New Roles and Promotions, is rooted in her Ph.D. research uncovering why certain employees succeed when transitioning in an organization, while others in the same role do not. She shares how leaders can build supportive environments that help employees succeed from day one through year one and beyond.Creating a Successful Onboarding ProcessNew talent generally comes from one of two pools: recent college graduates or mid-to-senior-level professionals transitioning over from other organizations. Most leaders, Miglani says, are competent in giving new hires a general overview of company culture, but struggle when it comes to offering more personalized insight. “We miss a chance to help these folks: to say, ‘Here are some additional tips that you can work on and create your own map of success,’” she said. New employees should approach their role with a strong understanding of how to best utilize their time. Miglani realizes this is where the problem with her dream job was: “I was in an organization where I was unable to find myself, and a lot of it had to do [with the fact that] I waited for the organization to tell me, rather than taking more responsibility for my role,” she said. In contrast, when she worked at Salesforce, she was immediately given opportunities that allowed her to prioritize better. “They knew how important it is to volunteer and to create networking opportunities,” she said, so the company offered a full-day session that allowed employees to connect with each other, engage with the organization, and serve their wider community in the process. That is not to say that employees should rely on their leaders alone to provide step-by-step guidance. “In my experience at a large organization, folks would come to me as a manager and say, ‘What are the elders on the top floor thinking about planning for me?’ Well, I said, ‘They’re not. They have other issues. You really need to be an agent in your own career,’” said moderator Steve Koepp, co-founder and editor in chief at From Day One. “I think companies should remind people that it’s not being uppity to be asking about what you could do next.” This tone can be set right during the onboarding process, ultimately encouraging ambition, creating an environment of psychological safety where employees can ask questions, and reminding them that their career is ultimately what they make of it. Many organizations prioritize the first 100 days as a measure of success, wherein HR leaders feel pressured to justify their new hire. “I would caution teams, especially HR leaders, to not do that,” Miglani said. “I learned through my research [that] companies like Amazon tell their team members, new hires, or newly promoted people, ‘You have a year to prove yourself,’ which I think is amazing, because then they’re saying, ‘It’s not short-term goals. We want you here for the long term, which means investing in that one year with you is important for us.’” Giving employees time to make an impact and encouraging their growth can foster a sense of belonging. Modern employees crave engagement with company culture. “Try to create programs or opportunities where peers get a chance to welcome their new hire or their new manager,” Miglani said. This is especially important for employees in a remote or hybrid environment, for whom these opportunities might not pop up organically.Providing Actionable FeedbackGiving feedback can feel awkward for managers and intimidating for employees, but it’s essential for smooth transitions and a growth-oriented culture. Miglani encourages employees to proactively ask for feedback when it’s not offered, to avoid misdirected development. She recalls an employee who completed a six-month communication course, only to learn afterward that their manager thought they were already strong in communication and should have focused on negotiation skills instead.Shveta Miglani shared insights from her new book, Navigate Your Career during the fireside chat (photo by From Day One)Structured, accessible feedback can help curtail problems before they get out of hand. “A good example [is] a car. You wouldn’t know what’s wrong in the car if you didn’t have a dashboard, if you didn’t have an indication that your fuel is running low or you need to do this, so that helps you to take actions,” Miglani said. “Similarly, an organization can provide better tools to leaders and employees to help them gauge and align themselves to the big goal.” Creating a structure for upskilling is one way employers can help keep their teams nimble in an ever-evolving market – especially since the goal should be to retain them for internal growth. “Why? Because they have tribal knowledge. They understand the company culture. And if you go out to hire people, it’ll actually cost you the same or more in many cases. So, it’s better to hold on to the talent you have,” Miglani said.Sharing data with leaders, such as career-mapping and skills gap studies, can help encourage CEO buy-in. Employers might consider investing in AI tools that can gather and measure this data and even contribute to succession planning strategies. Part of Miglani’s research involved studying how different groups in the animal kingdom assimilate new members into their groups. The best example? Meerkats.“One of the coolest things they do is job shadowing. They have [younger meerkats] follow the older meerkats, and they see how they hunt, how they protect themselves,” Miglani said. Meerkats also take turns looking out for each other, giving each other opportunities to rest, care for babies, and grow older. This culture of care, respect, and learning can easily translate to the modern workplace. “It is a skill that we all have,” Miglani said. “We just have to dial it up a little bit and be more intentional about it.”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.(Photo by wenich-mit/iStock)
The Untapped Power of Caregiving Benefits: Unlocking Productivity and Retention
BY Emily McCrary-Ruiz-Esparza September 03, 2025As the cost of childcare and eldercare increases and U.S. workforce shrinks, “it’s going to be ever more important that those who have caregiving responsibilities, who need to or wish to stay in the workforce, have the support they need,” said Phyllis Stewart Pires, the AVP of employee support programs at Stanford University.Childcare and eldercare are increasingly out of reach for many households: Not only is care often cost-prohibitive, it’s not always available. There are often long waitlists for care centers and some rural areas may have no options at all. Companies are increasingly aware that the need for childcare support was not just a circumstance of the pandemic, but a workforce issue with consequences for employee productivity, retention, and equity.Caregiving spans from the highchair to the rocking chair, says Dave Jacobs, co-CEO of caregiver support platform Homethrive. “It doesn’t discriminate based on education or socio-economic means. Even if you have the will and knowledge to be able to find the support you need, it’s becoming more expensive, and most of it is private pay,” he said during a From Day One webinar on caregiving benefits. Without support, the stress of taking care of family members encroaches on employee well-being and productivity. The result is distracted employees, or worse: preventable attrition.Caregiver dropout affects the whole talent pipeline. “As people are offered opportunities to move from, say, individual contributor to manager, manager to director, director to VP, sometimes they will decline those opportunities if they have a really stable caregiving situation and don’t want to disrupt that,” Jacobs said. Some are forced out of the workforce entirely. “It’s not only about losing opportunities, it’s also about losing the dream job or sometimes just losing everything.” Caregiving is not only a matter of health and wellness, it’s a matter of equitable opportunities for everyone,” said Arturo Arteaga, senior director of total rewards at VCA Animal Hospitals. Panelists spoke about "The Untapped Power of Caregiving Benefits: Unlocking Productivity and Retention" during the webinar (photo by From Day One)Forward-thinking employers are experimenting with a range of support. At Stanford, on-site childcare centers provide access to care and create jobs in the community, many of which were wiped out by the pandemic. Pires sees the potential for public-private partnerships to fill gaps in care. At VCA, where 80% of employees work on-site, Arteaga has introduced backup care.Some employers are building networks of vetted providers in communities where employees live, said Jacobs, offering subsidies for regular care, keeping backup care options available, and making schedules flexible when possible. At international law firm Sheppard Mullin, senior HR director Thomas Adrian is focused on gender equity, as the burden on caregiving falls primarily on women. “Because of the partnership model, we really want to maintain that gender equality between male and female,” he said, so employees are afforded as much paid time off as needed. The firm also defines caregiving broadly. “We won’t define the word family. If you live with your brother and he needs help, or his child needs help, we’re going to extend it to them. If you are concerned about someone you define as family, it’s going to come back and affect your work.”Flexibility is paramount, says Erin Fitzsimmons, the global head of talent attraction at TE Connectivity. One of her U.S.-based colleagues works with teams in China, and after putting her kids to bed, takes calls with her overseas colleagues. Fitzsimmons herself relied on the flexibility last year when she returned from parental leave. Unable to travel, she took overseas calls remotely while her team made the trip. “Being a global company, not everyone is on your typical 9-to-5. It all comes back to culture,” she said. Communication is paramount. Adrian at Sheppard Mullin makes sure caregiving benefits are automatically highlighted in any conversation about leave. Fitzsimmons created comprehensive benefits packets detailing when and how leave is available, and Arteaga stresses consistency: “Not once a year or twice a year. Constant,” he said. Some benefits don’t matter much until you need them–often right away. When that happens, employees need information close at hand. Employers investing in caregiving, from last-minute backup help to community infrastructure are not only helping their own employees, they’re protecting the future of the business.Editor’s note: From Day One thanks our partner, Homethrive, 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 AleksandarNakic/iStock)
Supporting Financial Wellness Beyond the 401(k): Why Financial Stress Is a Workplace Matter
BY Emily McCrary-Ruiz-Esparza September 02, 2025A common misconception among employers is that high earners are financially stable. But as Mamie Wheaton, director of financial planning at LearnLux, points out, that isn’t always the case. “High income doesn’t necessarily equal peace of mind. Financial stress at any income level can lead to burnout, disengagement, and even turnover,” she said.Another common misconception: thinking that offering a 401(k) checks the box on financial wellness. In reality, employees are juggling far more immediate concerns, like credit card debt, student loans, or childcare costs. “If someone can’t manage today’s financial stressors, retirement planning is often the last thing on their mind,” Wheaton said.She and her colleague Jane Lund, who leads regional sales at LearnLux, a financial well-being platform tailored to individual needs, presented a From Day One webinar on how employers can support financial wellness beyond just retirement plans. In it they discussed the very real implications of financial stress on employee retention, engagement, and productivity.Uncovering the Source of Financial StressEmployees don’t always know what kind of help they need, or how to ask for it. “People often feel shame about their financial stress, especially if it’s tied to family building, life changes, or illness,” Lund said. Those needs often show up in hardship withdrawals from retirement accounts, upticks in personal loans, or rising absenteeism. “Sometimes all three,” she said.For HR leaders, this presents a challenge. Financial struggles are seldom obvious, but the downstream effects–like absenteeism, disengagement, and attrition–are very real. As Lund put it, “You don’t really see people raising their hands saying, ‘I need help,’ so how are leaders supposed to know what to prioritize?”Even when employees do schedule a call with a financial planner, like those at LearnLux, they might open with a question about retirement planning, but the real issue could lie elsewhere. That’s when licensed, certified planners like Wheaton dig deeper, looking for the root problem, so they can help employees feel empowered to make better decisions for themselves. Sometimes a single conversation can make a difference, while others will need regular touchpoints over weeks or months to find their footing. And for everyone, these needs may change over time.Why Financial Wellness Is a Workplace MatterThe implications of financial wellbeing are closely tied to safety, productivity, and retention. One LearnLux client, a construction company, launched a zero-injury initiative and discovered through surveys and conversations that employees’ financial stress was a key factor. “We see that a lot in frontline workforces,” Lund said. And not just in blue collar workplaces, the same is true in higher-earning industries, like healthcare.Journalist Emily McCrary-Ruiz-Esparza moderated the discussion among leaders at LearnLux (photo by From Day One)By introducing financial wellness support, the company helped employees stabilize their personal finances, which in turn supported their safety goals. Retention improved, too. Based on their annual survey, “about 79% of employees who have used LearnLux for three months or more say they’re more likely to stay at their current job,” Lund said.“If we can be there to help new employees start off on the right foot, it’s going to help with retention,” Wheaton added. “It’s also going to help reduce 401(k) loans, credit card debt, and overall stress at work.” Small changes that add up to a healthier, safer, and more resilient workforce. Editor’s note: From Day One thanks our partner, LearnLux, 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 Puttachat Kumkrong/iStock)
Building Agility Through Skills-Based Learning and Development
BY Carrie Snider August 28, 2025Agility begins with a learning culture that values skills over titles. That shift requires both structure and flexibility, says Courtney White, head of HR, agricultural solutions, North America, at BASF.“We really tried to put out more resources and do more education sessions,” he said, “skills maps versus things that are hard coded to roles, because the organization is changing also at a fairly rapid rate. And so we need to have flexibility in the system.” Flexibility means meeting employees where they are and focusing on capabilities rather than rigid checklists. When someone asks, What can I do next? White reframed the conversation. “The first shift is, let’s step back and talk beyond the title. What does it represent for you?” he asked. “How do we get into the skills you currently have and those you want to build? The reality is, that’s what unlocks new career paths. That’s what supports internal mobility, and that also helps talent align to business needs,” he said during an executive panel discussion at From Day One’s August virtual conference. This skills-first mindset is especially critical as new technologies, particularly AI, reshape work faster than job descriptions can keep up. For White, success comes from creating clarity before adding tools: map existing skills, identify gaps, and align development to strategy. The goal is to build for relevance, not readiness, ensuring employees stay adaptable no matter how roles evolve.Data-Driven UpskillingFor Sukhmani Grewal, solutions architect at SHL, building organizational agility begins with evidence. “We are an organization that believes in objective assessment data. We drink our own champagne—using data to understand not only individual skills, strengths, and gaps, but also patterns across the organization,” she said. That philosophy is embedded in practice. At SHL’s annual commercial kickoff, every team member completed a sales competency and readiness assessment. The goal was not only to highlight individual growth areas, but also to reveal collective skill trends. This continuous feedback loop allows SHL to focus learning where it matters most and create targeted programs that drive results.But for Grewal, data-driven upskilling is all about empowering people. “The sweet spot is a balance where employees own their growth, while the organization supports them through structured approaches,” she said. With clear visibility into their skills and transferable capabilities, employees can explore career paths beyond traditional promotions. Lateral or “zigzag” moves often open broader opportunities.Looking ahead, SHL’s science team, which is backed by more than 300 IO psychologists, is researching the skills most critical for an AI-enabled workplace. Capabilities like critical thinking and learning agility prepare employees to adapt, ensuring organizations stay future-ready.Career Growth MindsetPreparing employees for long-term success requires more than just technical skills, according to panelist Shannon Fuller, VP of talent solutions at Blue Cross and Blue Shield of Illinois, Montana, New Mexico, Oklahoma & Texas. True success requires a strategic mindset. “Fast moves bring you slow problems,” he said. “The move that you’re making now is not for the next promotion, it's for two promotions ahead.” By encouraging employees to think beyond immediate steps, Fuller believes organizations can foster energy, engagement, and a focus on long-term growth.This perspective also shapes how Blue Cross and Blue Shield approaches development. While credentials like degrees remain important, Fuller emphasizes the underlying skills acquired.Tania Rahman, the social media director at Fast Company, moderated the discussion (photo by From Day One) Eventually, “we’re going to be looking at, what did you actually learn in college? Not that you actually got the degree, but what are the skills underneath the degree that you actually learned?” To support this, his team is creating interactive career maps that outline skills gained over time and highlight multiple potential career paths.Fuller also urges embracing technology as a growth opportunity. “AI will soon be on a job description for a skill that you have to have to work,” he said. Just as employees adapted to social media and the internet, learning AI skills now increases value today and in the future.Finally, cultivating a career growth mindset means fostering psychological safety. “Encourage people to fail,” Fuller said. “Praise them that they failed and that they got back up… It’ll create a culture where people want to learn, fail, and grow.”AI Adoption & EducationWorkforce education is complicated by scale and structure. For Alexandra Bautista, SVP of employee experience at Harvard Services Group, that is certainly the case.“We have 10,000 employees. Out of the 10,000, about 9,200 are field employees,” she said. Many work in decentralized locations, such as building basements with limited internet access, requiring a multifaceted approach. “It’s not a one-size-fits-all approach here, some of them have to be paper trainings, others are QR codes, classroom sessions, or even considering equipment like iPads in the field. The philosophy of ‘meet them where they’re at’ is really what’s working best for us.”The same philosophy guides Harvard’s AI rollout. Leaders piloted ChatGPT before expanding its use, learning that balance is key. “This is used as a tool to make your job easier, to kick start certain things,” Bautista says. To address employee concerns, her team emphasizes education: “Employees are saying, is my job going to go away?” she said. “This is a supplemental tool, not one that will replace you.”Safety and efficacy are ensured through partnerships with L&D and IT teams, with training required before access to the platform. Looking ahead, Bautista highlighted the importance of early skill development: “They need to arrive with some of those skills,” she said. “Partnership with colleges and high schools is so important to the future of skilling and the future of the workforce.” Her approach blends realism with trust. Hire the right people, she says, and empower them. “They will create much better programs when you entrust them with that knowledge.”Building agility is critical for organizations seeking to remain competitive. Through data-driven assessments, interactive career maps, and thoughtful AI adoption, companies can prioritize relevance, adaptability, and long-term growth. Skills-based development empowers employees, unlocks career potential, supports internal mobility, and ensures the workforce is prepared not just for today, but for the challenges and opportunities of tomorrow.Carrie Snider is a Phoenix-based journalist and marketing copywriter.(Photo by FatCamera/iStock)
Constant Change in the Workplace: Getting It Right While Maintaining Employee Trust
BY Jessica Swenson August 27, 2025“CEOs in the U.S. are saying that they’ll likely have to reinvent how their company delivers value in the next three years,” said Kathya Acuña, head of strategy for LOCAL. The rapid advent of AI and ongoing reimagination of roles and skill sets prompts the question: “How does constant change impact us as humans?”The human brain craves stability Acuña shared during a From Day One webinar on navigating change. So, a constant sense of change decreases mental bandwidth, impacts emotions, and can make it hard to sustain focus on moving targets. Poorly sequenced change or unclear communication can cause employee overload, decision fatigue, and distrust. “If this is what’s happening at an individual level,” she said, “then the question becomes: what if we amplify it?” The potential for decision fatigue to scale company-wide gives organizations an opportunity to embrace employee-centered change practices to avoid the disruption of company culture.“The founding philosophy of LOCAL, and the thing that we preach more than anything else, is that employees are not resources. They’re customers. Really, they are the first customers for everything that you’re doing,” said Neil Bedwell, co-founder and president of LOCAL. “You have to win them over in order to succeed,” he said. LOCAL has reframed the concept of marketing into a change management tool that they call change marketing, which is used to drive employee engagement and help sustain internal change. With an innovative three-step process—insight, story, craft—the company created a culture of change readiness and accelerated action. During the insight phase, Acuña says, put your target audience at the center by gathering insights to understand their problem and associated perceptions. Next, she says, look at the story of how people will experience the change. Rather than just letting the change happen to them, offer opportunities for them to co-create with you and have a sense of agency. The final phase, craft, “is really about how do you [take the change] to people the same way you would [take a product] to market?” Create attention-getting experience content that drives engagement and adoption. Leaders from LOCAL spoke on the topic "Constant Change in the Workplace: Getting It Right While Maintaining Employee Trust" during the webinar (photo by From Day One)To demonstrate the impact of this process, Bedwell shared the story of a client that rolled a new training program out to its large employee population. Employees were already overloaded and the organization’s culture did not value the practice of learning new capabilities. So by repositioning the program from mandated learning to a career development opportunity, and breaking the content into manageable app-based modules with personal pacing and custom pathways, he said that the completed initiative was mentioned in the company’s annual report and “called out by the CEO as a standout initiative for the year, as something the company should do more of.”Another learning and development client found that only 44% of people managers have actually received any management training and opted to reflect on their company’s investment in leadership training. In partnership with LOCAL, they reviewed employee engagement surveys to understand the performance and support level of their management team. Through a series of focus groups and interviews with people leaders, Acuña says, the team learned that a lot of these leaders had been promoted due to their success as individual contributors, but not necessarily their leadership skills. Working with LOCAL, the company reviewed the team structure and established clear behaviors to define leadership within the organization and used immersive training techniques to distribute the information to people leaders. After one year, she said, the next employee engagement survey showed a 12% increase in leadership support, exceeding the enterprise-wide benchmark of 3%.To support companies seeking their own cultures of change readiness, Bedwell and Acuña offered ideas to incorporate change marketing concepts into established processes. In addition to the key elements of the insight, story, and craft phases, listen to employees to understand what they need and identify points of friction to ensure they are addressed. Keep change marketing communications simple and memorable, meeting your audience where they are and with respect.“Find your promoters.” Bedwell said. “Inside your business, there will be people who are already advocating for what you do. Find them and empower them. They’re a change network for you.” Once people are engaged, says Acuña, guide them through their next steps with clear calls to action.Acknowledging that consensus decision-making can overcomplicate change messaging, she suggested that cross-functional teams align early on the program’s objective and shared criteria. This helps reduce confusion across employee populations and improves the likelihood of success.Bedwell agreed, stating “Everyone should get the red pen out on the brief for the work, and then someone who understands the audience should write the communications. A brief allows all of the input to be gathered into a format that someone with objectivity can turn into communication that meets the audience’s need.”Editor’s note: From Day One thanks our partner, LOCAL, for sponsoring this webinar. Jessica Swenson is a freelance writer and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.(Photo by Umnat Seebuaphan/iStock)
How GE HealthCare Built a Multigenerational Learning Strategy From the Ground Up
BY Ade Akin August 22, 2025When a corporate giant spins off a division, the new entity doesn’t just inherit legacy systems; it inherits a multigenerational workforce with vastly different learning needs. Gisele Fox, the chief learning officer at the newly independent GE HealthCare, welcomed the challenge. It was an opportunity to build a modern, agile learning culture from scratch.“When you move out of your parents' house, you have to all of a sudden pay for your own phone and your own mortgage,” Fox said, describing the 2023 spin-off from General Electric. “That is how the organization had to see this whole change,” she said during a fireside chat at From Day One’s August virtual conference. Interviewed by Kim Quillen, business editor at the Chicago Tribune, Fox explored how to design training programs that resonate with everyone from Baby Boomers to Gen Z, across 183 countries.The move pushed her team to rebuild GE HealthCare’s learning infrastructure, shifting from outdated methods to a hybrid approach tailored to a five-generation, global workforce.Building a Learning Culture for Every GenerationThe old learning playbook GE HealthCare inherited from GE was to funnel employees into multi-day, in-person classroom sessions. The pandemic shattered that model, forcing a rapid shift to 100% virtual training. However, Fox’s team quickly realized that a purely virtual approach was also insufficient. The solution they found was not choosing one over the other, but instead embracing a flexible hybrid model, “We didn’t find that one way or another is the best way,” she said. The key was recognizing that people learn differently. Some are hands-on, some need time to process information, and others are note-takers. An effective program must cater to the individual, not just their generation.Gisele Fox of GE HealthCare spoke with Kim Quillen of the Chicago Tribune during the session about "The Multigenerational Approach to Learning in Today’s Workplace" (photo by From Day One)To meet these varied needs, Fox’s team designed a multi-stage learning journey. It starts with pre-training online modules that allow self-starters to absorb foundational knowledge on their own time. A live virtual or in-person session for deeper dives follows this. Afterward, learners can access frequently asked questions and talk to experts. GE HealthCare’s new learning model was developed with the understanding that bombarding new hires with information they won’t use for months isn’t optimal for learning. “If you provide too much training too early in the process, it can be overwhelming,” Fox said. Instead, GE HealthCare focuses on “just-in-time” learning, providing a resource library that employees can access the moment they need to apply a new skill.This concept of “just-in-time” means different things to different people. A seasoned veteran might need a quick refresher on a new product feature, while a new graduate might also need training on how to interact with clients or negotiate deals.Innovating With Micro-Learning and Listening to the BusinessStaying relevant means constantly experimenting with new formats. Fox says that the classic 100-page employee guide is obsolete for much of today’s workforce. “The generation that we see coming into the workforce will not survive by giving [them] a 100-page booklet,” she said. Instead, her team creates micro-learning videos: quick, TikTok-style presentations that grab attention and allow users to dive deeper if they’re interested.Fox’s team uses a multi-pronged approach to identify skill gaps, which includes an annual employee survey, close partnerships with business leaders, and direct feedback from frontline staff. “My team very often will call and send texts directly to the sales team, marketing teams, and just ask them, ‘What can I do for you? What can I make or share that will make your job easier?’”Ultimately, the success of any L&D program is inextricably linked to company culture. At GE HealthCare, the culture encourages non-linear career growth. Employees are supported if they want to pivot to a new role, and managers actively partner with L&D to provide the necessary training, says Fox. This creates a powerful sense of relevance and value. “People want to be relevant,” Fox said. “If you provide the opportunities for them to increase their knowledge and their skills, it will provide satisfaction to the workforce.” Fox offered some advice for learning professionals looking to implement a more generationally aware strategy: listen before you act.She recalls her experience training diverse audiences, from engineers to salespeople. Engineers require methodical, detailed presentations, while salespeople need information delivered in 30-second, visual bursts. “We are very quick as humans to apply our previous experience and utilize that going forward,” she added. “My takeaway would be, take a moment to listen to your audience. Learn what the business needs before you quickly come up with a solution.” By doing so, L&D leaders can build the agile, responsive programs that a multigenerational workforce needs by prioritizing listening over preconceived solutions. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by SDI Productions/iStock)
Handling the Flood of Job Applicants: How Employers Can Escape the AI Feedback Loop
BY Emily McCrary-Ruiz-Esparza August 19, 2025When Alexandra Magaard applies for a job these days, the problem isn’t about having to wait long for a response. In fact, it’s usually only seconds before she’s invited to be interviewed. “You submit your application, and then immediately you get an automated text saying, ‘Are you available for a short call with a recruiter?’ It’s instantaneous.” Magaard, who has eight years of experience in public policy, is eager to get back to work. She has been applying for tech policy jobs in mid-size companies and consultancies since late 2024. But when the call comes, it’s not a recruiter on the other end: It’s an AI bot reading a script. “The AI was like, ‘How long have you worked in policy? Where are you based? Are you open for a full-time role? Are you open to remote?’” she said. Answers to all of these questions were clearly laid out in her application.Despite selectively and thoughtfully applying to roles for months, Magaard believes she’s is a casualty of the AI arms race taking place in the job market right now. With fewer open positions and more people competing for them, job seekers are using AI-powered tools to churn out applications at an unprecedented rate. Employers, in turn, are adding AI to their recruiting stacks to keep up with the avalanche of resumes that arrive by the thousands. At New York Life, recruiters receive as many as 100,000 applications for 1,400 open roles. Based on those numbers, “it’s easier to get into Harvard than it might be to get a job at New York Life,” said Glenn Padewski, the firm’s head of experienced-professional hiring and executive search, during a From Day One conference earlier this year. HR analyst Josh Bersin told From Day One a similar story via email: One of his clients posted a banking IT job at midnight and clocked more than 1,000 applications by 12:05 a.m. While not quite on the level of requests for Taylor Swift tickets when they go on sale, most employers aren’t equipped to thoughtfully consider that many applications.Job postings are proliferating as well, even though actual hiring is sluggish in many industries, because companies still want to stock their talent pipeline or test the current talent pool. Recruiters are now juggling 56% more job postings than a few years ago, said Steve Bartel, founder and CEO of recruiting platform GEM, during a From Day One webinar. Applicant numbers have tripled for many roles, yet recruiting teams aren’t growing. “In fact, 20% of our customers see thousands of applicants for a single role,” he said.“How can an employer deal with these floods,” Bersin wonders, “and what possible good is this ‘AI-war’ doing for job seekers?”‘The Process Has Become So Automated. Who Do I Follow Up With?’Layoffs, hiring slowdowns, and a fresh wave of college grads has made looking for a job feel like a slog, especially for the class of 2025. “The labor market for recent college grads in 2025 is among the most challenging in the last decade,” Jaison Abel, an economist at the Federal Reserve Bank of New York, told NPR last month. Job searches are getting longer for everyone, and candidate morale is dipping.To sift through the mountain of applications, companies are leaning hard on AI: one-way video or voice interviews, skills tests, and automated chatbots, especially at the top of the hiring funnel. Some candidates appreciate the instant screenings, saying they feel it finally gives them a shot at jobs they might otherwise be overlooked for.But there’s a downside to the deluge for both employers and prospective workers. Many applications aren’t from genuinely interested candidates, and others contain fudged credentials or skills tests completed with AI. Fake and fraudulent job applications have employers arming up even more, with identity verification and deepfake detection software.For candidates, the process has become exhausting: long applications, multiple interviews, unpaid test projects, and then often radio silence from the hiring company. “The process has become so automated, that it’s like, Who do I follow up with?” said Magaard. After AI-powered screening calls with three different companies, she’s never received a human response.Why Some Recruiters Are Going Old-SchoolWhile employers add layers of friction and sophisticated screens to sift out casual (or outright fake) applicants, AI alone won’t solve the problem.“I think there’s going to be more recruiter-led sourcing, more hiring-manager-led sourcing, and more referral work, so that someone is vetting the candidate organically before you’re filling the role,” said Ken Matos, director of market insights at HR tech platform HiBob. To some degree, tech is out. Analog is in. In other words, recruiters are going old-school. Companies like Cisco and McKinsey are bringing back in-person interviews after years of defaulting to phone calls and Zooms. Recruiters are relying on word-of-mouth referrals to surface good candidates actually interested in the job. “Many hiring leaders tell me the quality of candidates has gone down, so there’s even more effort going into human sourcing and recruiting,” Bersin said. And rather than take-home projects that are easily faked, some companies are hiring top candidates for a day so they can “try out” for the job.To free up more time for human contact with top candidates, HR teams are using AI to handle the tedious tasks of recruiting, like interview scheduling and outreach. The goal: to build a smaller, higher-quality pipeline from the start. Bersin notes that in the current climate, “careful, deliberate job seekers are more or less ‘left out’ in this mess,” and employers have to work harder to make their employer brand, values, and workplace expectations clear up front. Honesty about workload, flexibility, and culture can help filter out candidates before they apply.As for the job seekers, Matos suggests that the ability to apply to hundreds of jobs in minutes may be hurting more than helping. Volume doesn’t produce results, and there’s only so much rejection one can handle. People will benefit by applying to fewer jobs, getting fewer rejections, and being more likely to get an interview, “rather than this black hole of dumping effort and energy, then just feeling unwanted.”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, a podcast about people with unusual jobs.(Photo-illustration by Montri Uaroon/iStock by Getty Images)
The Culture Comeback: How A Telecom Giant Transformed Employee Connection
BY Jessica Swenson August 18, 2025With employees—and information—more widely distributed than they’ve ever been, it’s crucial for companies to support their shared identity and culture while facilitating positive engagement. Purpose-built systems may not maintain relevance across growing teams and diverse functions, and fragmented communication channels add complexity that can cause low participation rates and communication fatigue.This was the situation that prompted Canadian telecommunications firm TELUS to seek a new corporate communication ecosystem. During a From Day One webinar, leaders shared how the major telecom company Telus, facing low engagement and communication fatigue, partnered with LineZero to use Workvivo and bring its culture back to life. With rapid employee growth and numerous disparate systems, internal communication had become “much more complex than it ought to be, or than anyone thought it was. Trying to maintain that suite of services, trying to ensure that everyone had access, was really proving a big challenge,” said Jennifer Shah, VP of communications at TELUS. Once the organization identified its communication challenges and the problems it needed to solve, Shah says, TELUS developed a vision and criteria for its target experience and sought a platform partner that could meet both its current and future demands. She and her team wanted a dynamic, social-first design that could securely integrate with existing systems, deliver personalized, relevant content, and enable employee-driven connections while offering built-in flexibility to grow with the company’s evolving needs.Caroline Mikhail, a Prosci® certified change practitioner and director of advisory services at Linezero, moderated the discussion with Jennifer Shah of TELUS (photo by From Day One)“We wanted to partner with a platform that we knew was invested in continuing to be ahead of the curve,” said Shah. As TELUS continued to evaluate options and refine its criteria, Workvivo emerged as the clear solution—it met all their functional requirements and had a long-term commitment to ongoing feature development. That’s when the real work started.For a change of this magnitude, socialization is critical. “There was a big stakeholder exercise to ensure that our needs assessments were encapsulating everything and then understanding what is absolutely necessary, what is nice to have, what might be okay in the future,” she said. To ensure engagement and adoption of the new platform, her group facilitated countless pre-launch roadshow presentations tailored to demonstrate its economic value and show how the new system would address the needs and pain points for each team.Early adopters and change champions were key partners in the success of the launch. Through early access, extensive use, and continuous feedback loops, this team helped TELUS prove and refine the platform’s capabilities. By choosing people who were experts in some of the company’s most widely used existing platforms, Shah says, TELUS was able to make vital changes within the new system. “I think that really helped us, because people became much more familiar with it, and we were really open to their feedback, while also really pushing them to try it out and build things and learn how to do it for themselves.”To build anticipation for the platform’s launch and ensure day-one engagement, Shah mentioned that communications and business teams were asked to submit content plans for their individual team spaces. “We really worked rigorously to ensure that there was a ton of great content there on day one.” Their partner, LineZero, helped them prepare for the launch by providing examples, learnings, and case studies from similarly sized companies.Early post-launch events helped demonstrate that this platform offered a whole new way for TELUS to interact as a team. Immediately after its April launch, TELUS gave employees an immediate sense of ownership by hosting an on-platform naming contest. The interest and involvement generated by this contest helped “showcase the platform in a really engaging way.” During the company’s annual Days of Giving volunteer event in May, global teams were able to share their local community engagement in real-time. “To very easily show the breadth and depth of the commitment to campaigns like that, I think really showed people that this platform was a place for them,” Shah said.The homepage of TELUS’s internal platform was designed to be the starting point of an employee’s day by including links to the most commonly used systems and resources, she says. To complement this design and ensure its use as the main corporate communication hub, the company issued a clear mandate that it would no longer support or communicate via legacy channels.New hires are automatically enrolled into corporate-mandated channels and their business group-specific spaces. Beyond that, employees are given a loose framework and rule set with the flexibility and freedom to join, post, follow, and engage as they see fit. Engagement “looks different to everybody, but we give you a lot of options to structure it in a way that feels relevant and engaging for what you're looking for.”In the three months since the platform’s launch, TELUS has already achieved 52% adoption and 70% monthly active engagement rates, and over 80 employee-driven interest groups have been created, says Shah. The company needs to continue offering new and value-added content and use concentrated campaigns to attract slower adopters, she says. They are already focused on their next goal, increasing mobile adoption, and are developing new features to better tailor content to specific audience segments.For companies contemplating a communication overhaul of this size, Shah offered a few suggestions. First, identify the problem you are trying to solve and what is most important to your organization. Then get input and feedback from affected teams and do the internal work to know what is needed and what you can deliver. Be very clear about your goals and meticulously plan your roll-out, but keep it flexible. And don’t be afraid to delay a roll-out to conduct additional stakeholder engagement and ensure broader team readiness. You might be ready and know that everything is going to work, says Shah, “but it only works if everybody believes it's going to be a success and feels good about it.”Editor’s note: From Day One thanks our partner, LineZero, for sponsoring this webinar. Jessica Swenson is a freelance writer and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.(Photo by mesh cube/iStock)
Embracing Inclusive Care With Menopause and Midlife Health Benefits
BY Emily McCrary-Ruiz-Esparza August 14, 2025When menopause became a regular topic among benefits leaders it “validated the experiences of millions of women who previously suffered in silence,” said Dr. Toni Morrissey, an OB-GYN practicing at Maven Clinic.“We’re seeing more open dialogue, improved resources, and inclusive policies that recognize menopause as a workplace health issue and not just a personal one,” she said during a From Day One webinar on embracing inclusive care. It’s made a difference for so many women, but there’s still distance to travel.Dr. Morrissey laid out the ways employers can design a menopause care plan that supports women, and the business, holistically. “Menopause symptoms can significantly impact productivity, retention and morale, and supporting this phase of life shows respect for longevity and loyalty in the workforce–especially when women are at the height of their careers.”The Barriers to Menopause CareOne significant challenge is that there’s no shortage of information about menopause available online, “but the quality is a different story. We see everything from outdated advice and one-size-fits-all solutions,” Morrissey said. Not to mention miracle cures and snake oil. “I’m so glad the conversation is being held in public,” she said. “It’s time for that. But our research shows that over a third of women see menopause related ads at least a few times a week, and more than half of them say it makes them feel so overwhelmed.”Employees need evidence-based guidance delivered by board-certified providers trained specifically in menopause care, and this is where employers have a huge opportunity. A 2023 AARP survey found that 54% of women said employers need to do more to support workers experiencing menopause. In fact, 73% of employers agreed. If companies can offer clinical, board-certified care with peer-reviewed education, “that kind of support really cuts through the noise and helps employees make confident and informed decisions about their health.”The internet is full of myths and misinformation, like the notion that menopause lasts only a year, when in reality symptoms can last up to 10 years, Morrissey says. The biggest and most damaging myth, she said, is that “menopause marks the end of productivity. And in reality, many people hit their career peak during this stage of life, and this phase really deserves support and not stigma.”Where Employers Can Get Started with Menopause Care Dr. Morrissey encouraged employers to start by listening. What are your employees struggling with and where do your current benefits fall short? Build upon the needs and gaps. For instance, menopause-specific care isn’t available in some areas, and employees may need remote access to providers. Additionally, “transgender, non-binary, and intersex people experience menopause too, and they often face even greater gaps in care,” she said. Another group who often gets overlooked are those experiencing medically induced early menopause.Journalist Emily McCrary-Ruiz-Esparza intervirwed Dr. Toni Morrissey of Maven Clinic (photo by From Day One)This is just another reason menopause care should never be siloed. It can be a meaningful component of an overall health strategy that comprises mental healthcare, reproductive care, and other midlife considerations, like caregiving benefits and career development. And because it supports high-value workers like those at the peak of their careers—consider it a retention strategy that protects institutional knowledge and leadership.To make it work, a clear, well-communicated rollout plan is essential. “It doesn’t just offer support, it sends a powerful message, which is that your health is a business priority.” Seeking Help for Menopause SymptomsBy the time Dr. Morrissey sees a patient, they may have been experiencing symptoms for years, symptoms that have gotten in the way of daily functioning in life and at work. “What’s heartbreaking is how many of them say they’re no longer able to do the very work that once brought them success and confidence,” she said. Proper care can make the difference. “The moment that always sticks with me is when people will say, ‘I feel like I got my life back.’ That’s what good care can do. It doesn’t just manage symptoms. It restores identity, energy and self-belief.”Of course, stigma around menopause stands in the way of many seeking care. ERGs can be a powerful tool for forming connections, but they should be optional, and they can’t be the only avenue for support, she said, especially where cultural norms discourage open conversation about healthcare. Employers can help normalize talk about menopause by making it a part of company-wide health education and communication. Appoint leaders as menopause champions talk about their own experience and help break down stigma. “Employees should never feel pressured to speak about their menopause experience broadly, but they should have a place that they can easily go for support, and building a supportive culture starts at the top.”Editor’s note: From Day One thanks our partner, Maven Clinic, 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 SDI Productions/iStock)
The Isolation Gap: Understanding and Addressing Male Loneliness
BY Katie Chambers August 12, 2025When Courtney White, head of HR at BASF, was growing up, he never saw his father cry. “He was the type of person who just kept going, what I would call ‘the model of strength,’” White said during a From Day One webinar on understanding and addressing male loneliness. But later in life, White had a conversation with his father that rocked his worldview.“He said, ‘I don’t want you to carry it all like I did. I want you to live differently.’ And when he said it, it kind of cracked open something in me.” White started discussing his feelings more openly, with his brother and his lifelong friends, and they started prioritizing their time spent together. “We made a decision: no more waiting, no more pretending. While the world tells men to be strong for everyone else, real strength is also knowing when to be honest with yourself, and we’ve stayed true to that since then.” As men move from the built-in social structures of youth and into adulthood, many experience a growing sense of isolation. White and a panel of experts explored the causes of the modern challenge of male loneliness and shared strategies for how men can intentionally foster friendships and community bonds across life stages. They also explored how allies, employers, and organizations can cultivate environments that encourage authentic male connection and well-being.How Loneliness Became an Epidemic In 2024, the U.S. Surgeon General declared a national loneliness and social isolation epidemic, citing that nearly 50% of Americans are feeling the effects. In our post-pandemic society dominated by an individualistic, work-from-home culture, this has a particular impact on men, who often relied on their workplace to fill their social needs. For many people, these relationships, which White calls “situational friendships,” have evaporated.A Gallup poll found that one in four U.S. men under age 35 report feeling lonely. Jay Swedlaw, LMHC, LPC, LPCC, LCMHC, and therapist at Talkspace, says this is due in part to societal norms that encourage men to tamp down their feelings. It’s also a result of our increasingly hectic personal and professional lives. “How much free time do most people have these days? How many times we find ourselves saying, ‘Oh, I have absolutely nothing to do, nothing at all. I guess I’ll hit up some friends,’” Swedlaw said. The answer: not much anymore.Panelists spoke about "The Isolation Gap: Understanding and Addressing Male Loneliness" during the webinar (photo by From Day One)Ironically, the latest innovations in communication technology may be isolating us further rather than bringing us closer together. “This especially became amplified during the pandemic, because then we were all forced to essentially have our only communication with anyone be virtual. And we got used to it,” Swedlaw said. “We’re more connected than ever,” White said, noting that cell phones and social media allow us to be in touch with everyone we know and love at all times. “But somehow, we’re still more alone. It feels like we’ve somehow replaced proximity with productivity, and it’s starting to cost us connection even more.” Especially among older generations of men, showing emotion or vulnerability can be seen as “weakness.” “But I’m human. I have feelings. That doesn’t make me a weak person; that makes you stronger–getting those things out and talked about on the table,” said Gary Levingston, chairman & CEO at Gary Levingston Productions. Baby Boomers can become vulnerable to loneliness if they cling to the notion of shoving it all down, says Levingston. “As we get older, our circles get smaller because people are passing away who we once depended on, who we could go to [with our feelings]. Thinking, ‘I can do it alone,’ that’s the last thing in the world that you want to do,” he said. Combatting Loneliness in the WorkplaceThe loneliness epidemic can impact workplaces and larger social groups. “It reverberates in organizations. And it’s not good for people’s health,” said moderator Stephen Koepp, co-founder and editor in chief at From Day One. “It involves all of us,” he said. We don’t need to be together every hour of every day, Swedlaw says, but loneliness can become a chronic problem impacting health and productivity when it stretches on for weeks or months. “That’s when loneliness causes us to isolate and withdraw. We just sort of shut down and have issues with self-worth,” Swedlaw said. That negative thought spiral can dangerously erode our mental health, leading to anxiety, depression, addiction, heart disease, and even early death. It can be challenging to identify loneliness in a corporate environment. “We think we know that loneliness looks a certain way, like sadness,” said White. “The reality is, it can look different. In the workplace, it can look like over-functioning, or it can look like silence.” When men go quiet in the workplace, it’s not always a sign of peace, he says: “It’s pain.” Culturally and socially, Levingston says, we need to “level the playing field” for men when it comes to expressing emotions. The earlier we can do this with boys, the better. “Storytelling in that regard is a powerful thing,” he said. Creating community “can bring people together with not just a structure, but a purpose,” Koepp added.Levingston encourages men “to be a light for others.” When men are open with each other, it can inspire the rest of the group to do the same. White notes that the rhythm and ritual of community organizations can create a sense of safety where men can build trust, feel vulnerable, and foster a sense of belonging. Helping Yourself, and Helping Others Workplaces can build this sense of psychological safety through ERGs and other community groups. And leaders should be mindful of setting an example for others. They can set the tone by prioritizing their relationships, and practicing work-life balance, and even occasionally sharing their feelings. While relationships are meaningful, not all are created equal. Swedlaw advises men to treat their relationships like an investment. “We should be able to quickly and easily say, ‘I am getting a return on that investment.’ I feel that I’m investing ABC and I’m getting XYZ in return, then that’s a pretty even exchange. I know this person cares about me, and I know that this person enriches my life in this way,” Swedlaw said. Because your time is precious, you should only spend it on relationships that are beneficial to you. But we can’t rely solely only on our relationships with others to lift us out of loneliness. A rich, balanced life should be grounded in self-care. “At the end of the day, no one’s going to look out for us the way that we’re going to look out for us,” Swedlaw said. “And if we want to be the best version of ourselves for friends and other people in our lives, we’ve got to make sure that we’re taking care of ourselves.” Editor's note: From Day One thanks our partner, Talkspace, for sponsoring this webinar. Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost, Top Think, and several printed essay collections, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.(Photo by Jacob Wackerhausen/iStock)
Beyond the 401(k): A Smarter Way to Support Employees’ Financial Well-Being
BY Christopher O'Keeffe August 11, 2025“Student debt is just the beginning,” said Jon Harold, head of sales and partnership for SoFi at Work. Harold works with many companies on student debt and has discovered that, while many provide financial well-being support for retirement, it is often treated as the final step rather than part of an ongoing journey.But traditional retirement plans no longer cover the financial needs of today’s workforce, he says. Harold spoke during a From Day One’s webinar, where he laid out how modern financial benefits are evolving—and why employers can’t afford to rely on outdated approaches.Harold began with a stark reality check: “Over 50% of adults are unable to afford a $1,000 emergency. And that happens all the time.” Without savings, people rely on high-interest credit cards, leading to a cycle of debt that affects every aspect of life, including work.Given this, many Americans face stress when it comes to their finances. And this stress impacts how they’re able to show up in the workforce. The downstream effects are significant: Employees who experience financial stress are significantly more likely to leave their organization, leading to substantial lost productivity each year.The financial picture continues to worsen. “Since the year 2000, median wages have only increased 19%—that number is adjusted for inflation,” he said. “College tuition has gone up over 80%, housing has gone up over 80%, healthcare over 140%.”Changes in Financial Well-Being NeedsEven 401(k) plans, long considered a pillar of financial stability, are increasingly being used as a last resort. “Hardship withdrawals are running 15 to 20% above historical norms,” Harold said, referencing data from Vanguard. “4.8% of Vanguard plan participants initiated a hardship withdrawal—33% year over year.”Jon Harold of SoFi at Work led the webinar titled, "Beyond the 401(k): Expanding Financial Benefits" (company photo)The impact on long-term financial security is substantial. “Early withdrawals can face a 10% penalty in income tax and delay retirement, where employees may need to work longer to rebuild savings,” Harold said. “Frequent withdrawals can signal broader hardships.”There is a notable perception gap between employees and employers regarding financial well-being support. While most employees want assistance with their financial health, only a small percentage of employers believe they are providing that help. This disconnect contributes to underutilization and weakens the intended impact of financial programs.Harold outlined a more complete roadmap of employee financial needs: “Saving for unexpected expenses, paying off student debt, reducing your credit card debt, purchasing or refinancing a home, managing budget and credit, saving for children's education, planning for retirement, and creating an estate plan.” With many organizations employing five generations at once, needs vary, but personalization is key. “Gen Z at a law firm is going to be a lot different than Gen Z in a factory,” Harold said. “You want to understand those personas and the problems that they’re facing, and then think about, with those problems, what financial solutions can help solve those.” Designing Programs That Actually Work“We like to think of the way that [SoFi] helps in three different buckets,” Harold said. “That is, first, leading by education. Number two is providing employees with the tools and products that they need to solve their financial needs. And then the third, which can be optional, is employers taking action with their dollars to help even more.”On education: “People like to learn differently. Some people are hands-on, others like to read about things, [others prefer] talking to a physical human.” SoFi offers tools for all three learning types, including loan specialists, credit score monitoring, financial planners, and webinars.Among the many offers, student debt support stands out among employers, he says. Student debt support is overlooked, but when implemented, greatly appreciated and used. “We rolled it out to a physical therapy company that was having trouble attracting clinical therapists, and they saw 40% of people participate in the first year. That participation rate is unheard of across all voluntary benefits.”To be able to add benefits like student debt support, employers have to work toward gaining buy-in. Educating leadership requires knowing what motivates them. “Influencing has a big, big part here, and it depends how your leadership team likes to make decisions,” Harold said. “The best case is a combination of everything, of putting forth qualitative quotes from employees who are struggling, showing that in the data, showing what other companies within your industry are doing,” he said. Even with some benefits targeted to specific demographics, Harold advised not to let fear of “what about us?” syndrome stall action. “At the end of the day, impacting the employees who need it the most far outweighs the small minority of those who may not benefit,” he said.While the upfront investment in financial benefits may seem daunting, Harold reminded attendees of the risk of delay: “Employees are financially stressed—it’s impacting your bottom line.” Editor’s note: From Day One thanks our partner, SoFi at Work, for sponsoring this webinar. Chris O’Keeffe is a freelance writer with experience across industries. As the founder and creative director of OK Creative: The Language Agency, he has led strategy and storytelling for organizations like MIT, Amazon, and Cirque du Soleil, bringing their stories to life through established and emerging media.(Photo by Dacharlie/iStock)
Fostering Well-Being: The Impact of Comprehensive Benefits
BY Jennifer Yoshikoshi August 08, 2025One in three working adults experienced a significant loss in the last year, according to Empathy’s 2025 Grief Tax Report. Nearly 80% of working adults considered quitting their jobs due to loss-related challenges while 76% feared they would be let go, the report finds. Grief is one of many impacts that can affect an employee’s well-being, along with financial struggles, chronic illness, mental health and life challenges. During an executive panel discussion about the impact of comprehensive benefits at From Day One’s July virtual conference, leaders shared how they support their employees’ well-being through proactive initiatives and programs. A Global Approach to WellnessCompanies such as Hunter Douglas Inc. and McAfee oversee and manage workers in dozens of countries. Timothy Tolino, global director of benefits, mobility and wellness at Hunter Douglas, says in order to successfully manage benefits for people across 48 countries, the company looks at each country and works with a local broker to meet specific needs. Michael Kang, head of global compensation and benefits at McAfee, leads program designs for over 1,800 employees across 28 countries. With varying numbers of employees within certain geographic regions, he faces challenges with providing certain benefit programs to all countries and balancing how to meet the needs of all workers while also balancing business strategies.“I think it’s most important to really make sure that you’re aligned with what the business is trying to do, making sure you think about the long term versus being very reactionary,” said Kang. “There are certain things that kind of span the globe, like mental health issues, and overall wellness that we can roll out on a global scale.”Knowing Your PeopleExecutives are often challenged with ensuring their employees and their families are receiving the necessary care they need. At Apache Industrial, the majority of its workforce is male. Krystle Lee, total rewards lead at Apache, says serving a mostly male field based population brings its own set of unique challenges and engagement requirements. Apache’s benefits system offers a model that prioritizes offering direct primary care with 24/7 access through phone, text, app and web. “We find that primary care is really lacking, and it’s not just lacking across males, but it is very evident across the male demographic that they’re not taking care of themselves first because they’re busy taking care of their families,” Lee said.The company is also mindful in providing inclusive programs that benefit its male employees, their families and dependents with informational materials in English and Spanish. Journalist and Harvard Business Review Columnist, Rebecca Knight moderated the discussion about "Fostering Well-Being: The Impact of Comprehensive Benefits" (photo by From Day One)Focusing on wellness can be difficult when employees already have so much on their plate. In order to encourage more self care, the company has partnered with a mental resilience app that gamifies care in an accessible way, says Lee. “It really helps [employees] take micro moments, micro lessons and just little doses here and there that build engagement,” said Lee. The app turns moments of self care into points that can be exchanged for real life rewards. This incentivizes employees to do exercises such as taking a few seconds to practice breathing techniques–a moment they can take while at their desk, in the car or during lunch. Supporting Workers Through All Life StagesMaven Clinic, a fertility and family benefits company, helps employees through family building, menopause, maternity, and more, touching on all stages of life. Senior Director of Client Success, Katie Wallace says the traditional care model isn’t made to meet the complex needs of women and families. Instead, Maven takes the approach of looking at clinical, emotional, and financial needs. It’s important to ensure benefits reach people across all demographics, so no one is left without the care they need. Maven has supported LGBTQ+ communities with emotional support and individuals building families with high in vitro fertilization costs, says Wallace. Grief is another stage in life that can deeply impact the productivity and engagement of employees. It’s imperative to recognize that this emotional response is one that can involve months or years of logistical, legal, and emotional responsibilities that can hinder an employee from concentrating on their work, says Madeleine Donner, senior director of partner success at Empathy.“So many employees are also caregivers or executors of the estate, so they’re trying to do all these things while also managing to keep up with their day to day jobs,” said Donner. The company offers “compassionate human guidance with practical tools like task tracking, account closures, peer communities and holistic approaches,” she said. Empathy helps its clients through its platform, LifeVault, which provides wellness tools that organize essential documents and future plans. “It empowers people to make those thoughtful decisions now, long before loss or illness enters the picture.”Chronic illness is another struggle that many employees have to endure while managing their work lives. At Hunter Douglas, the company offers benefits that “meet people where they’re at,” said Tolino. In addition to providing flexible options, it’s important for there to be workforce training to build employer awareness about the available benefits and the company’s mission, he says. Innovations in tech can also help boost well-being. In June, Maven announced its partnership with Oura Ring, a health tracking ring brand. Utilizing the data that is already being collected through the rings worn by Maven members, this collaboration has been able to provide the company with continuous biometric insights that can improve its level of care. “This will mean combining their daily health signals, things like sleep, stress and activity, into our programs and combining it with the expert guidance from our care team–a balance between the tech and the human care,” said Wallace. Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.(Photo by svetikd/iStock)
Smarter Benefits by Design: Leveraging Tech and AI for Clarity, Impact, and Innovation
BY Emily McCrary-Ruiz-Esparza August 07, 2025Answering benefits questions used to be one of HR’s most time-consuming tasks. Now, companies are using AI not only to automate those routine inquiries, but to deliver faster, more personalized support, at any time of day. Benefits leaders are using AI to make small teams feel much bigger.The challenges of benefits administration haven’t changed much over the years, but AI is finally offering new solutions. “The common barriers are the same, whether you’re talking about AI and technology or the traditional way of administering benefits,” said Joanne Gloster, director of benefits at professional services firm Davies North America. Employees often don’t know what benefits are available, or when. Some worry about cost. Others are concerned about privacy–especially around health or financial benefits. With AI, benefits teams are sharpening their communication strategies and making answers easier to access.Gloster spoke during an executive panel discussion on the topic during From Day One’s July virtual conference on employee benefits. From guiding employees through leave policies to financial planning before surgery, today’s benefits tech is smarter, more tailored, and is empowering lean teams to do more with less. But for many HR leaders, the real goal isn’t just efficiency, it’s creating space for meaningful human connection.Personalized Benefits Help, Any Time of DayAt global life sciences MilliporeSigma, head of benefits strategy Elizabeth Chappelear is leaning on their benefits administrator’s AI engine to tackle those “first level” inquiries, like dependent document verification or basic coverage questions. Chappelear said it handled more than 7,800 conversations in the first quarter of the year, 84% of which were resolved without human intervention. Journalist Emily McCrary-Ruiz-Esparza moderated the discussion (photo by From Day One)The company is in the process of creating its own AI suite tailored to internal benefits policies and programs. Nevertheless, human connection remains top of mind for Chappelear, who said that “it’s one of the things that we ask during RFPs or new vendors. We’re always asking about their technology. But the flip side of that is, what’s our access to humans?” At financial wellness platform Northstar, the company has developed custom AI engines trained by financial advisors. The solutions were built for its customers based on their employees’ unique benefits and compensation. But employees don’t need a benefits-specific question to get help. It might be, “I’m thinking about scheduling surgery next year,” said Erin Donahue, the company’s director of advice strategy. “Our AI will discuss health plan choice and make sure they evaluate the various plans offered, but it will also bring in other related benefits that could help.”While Northstar won’t be replacing their financial advisors with AI tools, when employees choose to use AI, the answers are specifically tailored to individuals, “so they can ask about benefits or personal finances in general, and it will answer in a personalized way based on everything we already know about that employee,” said Donahue. Information tech firm TransUnion is also building out a process that employees can use to help with policies. “If someone’s looking to potentially take a leave of absence, we would use our AI that would then guide them through the process,” Sherry Nelson, the company’s senior director of global benefits said. Maximizing Reach for Small TeamsAt Davies, Gloster supports an employee population of 2,800 with a team of three. AI has made it possible for her team to be more productive and precise. By using AI to tailor benefits communications, she’s able to segment who’s getting the messages and how. “For instance, if I wanted to send something out to folks who are utilizing the FSA and they seem to be floundering,” she would ask the tool who those folks are and how she should tailor a message specifically for them. “I refer to it as cheating, because that’s what it feels like to me,” she said. “But the truth is, it’s allowed our team to feel much, much bigger than it really is.”On the contrary, said LaToya Lyn, the chief people officer at Thinkhuman, an executive coaching platform, “It’s not cheating, it’s being more efficient.” Just comb through the list of requests related to benefits, and you’ll find they’re often very basic: Where can I find this? When is that going to happen? Very few of those require a human response, and AI can provide answers much faster, at any time of day.Lyn described setting up a text messaging bot for HR questions in a past role. When they did so, “we saw our tickets go from 100 to 25. And what was so amazing about that experience was people were able to get what they needed very quickly.” And if the AI got stuck, they were routed to a person.Despite the burst of enthusiasm for AI, Nelson at TransUnion wants to ensure they don’t lose connection with their employees, and in fact use tech and all its potential to fortify the relationship. “Part of our culture is being authentic and being present and social,” she said. “Some of it is just leveraging the technology to free us up to have those meaningful conversations and meeting the associate where they’re at. But if it hadn’t been for AI, we wouldn’t really be able to get there.”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 Galeanu Mihai/iStock)
Breaking the Paycheck-to-Paycheck Cycle: How to Leverage the Right Financial Wellness Benefits
BY Stephanie Reed August 06, 2025Financial stress is quietly draining the American workforce. A survey found that 85% of workers reported experiencing financial stress, and 44% of respondents experienced a decrease in their productivity because of anxiety about finances.The cumulative impact is staggering: financial anxiety is costing U.S. companies up to $183 billion a year, with workers losing an average of seven hours of productivity each week.During a thought leadership spotlight at From Day One’s July virtual conference, DailyPay leaders, Dar Miranda, VP of customer engagement and advocacy and David Schwarz, head of corporate communications spoke about breaking the paycheck-to-paycheck cycle. Prioritizing an Employee-Centric Pay ModelA lack of sufficient funds is only part of the problem. “It's also about the timing gap between continuous expenses and infrequent paychecks,” said Miranda. “This creates an immense financial risk, right, which could lead to late fees, overdraft penalties, and the rising cost from high-interest debt.” Thus, organizations should seek financial wellness benefits that compensate for the debilitating reality of living paycheck-to-paycheck.Dar Miranda, the VP of customer engagement and advocacy at DailyPay, spoke during the session (company photo)One solution, Miranda says, is offering On-Demand Pay. Giving employees access to their earned wages when they need them helps bridge the gap between everyday expenses and biweekly or monthly paychecks.A 401(k) alone doesn’t cut it anymore when it comes to financial wellness, says Schwarz. Accordingly, DailyPay reports clients using their On-Demand Pay app as a financial dashboard. Employees can review their income to budget and proactively schedule shifts.This level of direct oversight is a key advantage. It empowers employees to better understand their finances and make smarter budgeting decisions. When workers can clearly track their earnings, they feel more in control, which also supports retention. It also shifts the mindset around financial challenges from reactive crisis management to a more proactive approach grounded in financial literacy and long-term planning.Yet, while a long-term financial management strategy is ideal, it’s important to acknowledge that many workers don’t have that privilege. For instance, relying on a 401(k) alone may not be realistic for employees who are focused on meeting immediate needs.DailyPay offers various everyday savings tools such as for international remittances to help workers save wherever possible. The results: 60% of DailyPay users have seen a reduction of feeling financial stress, and 49% are feeling more motivated to work, says Miranda. “Workers who report being more in control over their finances and even able to save are significantly more likely to love their jobs,” Miranda said. “So for employers, this means that investing in financial wellness isn’t just about being a good corporate citizen. It’s a strategic imperative,” she said. Addressing Paycheck-to-Paycheck Expenses Many Americans must contend with a reality where their income isn’t keeping up with inflation and increasing interest rates. More than 80% of people have less than $500 for emergencies, according to recent research. The costs of groceries, gas, healthcare, and family care amount to an entire paycheck for many workers. “We did research that nine out of 10 of our users say gas prices are too high, and over half of our users have missed a day of work because gas prices are too high,” Schwarz said. These expenses amount to many Americans spending more than their income, leading to little to no savings for emergencies. DailyPay uses both internal and external research to understand the daily financial challenges its users face, which informs the development of its perks app. Features like real-time cash rewards help keep employees motivated. The company is forming a partnership to offer gas discounts to clients, directly addressing one of the rising costs that continues to put pressure on American workers, says Schwarz. Clients have seen a 21% drop in turnover, a result that speaks for itself. Giving employees full access to their earned wages helps break the paycheck-to-paycheck cycle and offers support during financial emergencies, says Schwarz.“The goal here is to empower employees, not just to access money, but to master their finances. And that’s not always what you think about when you think about on-demand pay–but that’s the reality.”Editor's note: From Day One thanks our partner, DailyPay, for sponsoring this thought leadership spotlight.Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.(Photo by Hispanolistic/iStock)
Why Employers Are Taking a Personalized Approach to Financial Wellness
BY Walecia Konrad August 04, 2025Benefits leaders increasingly recognize that financial wellness benefits are just as essential to employee compensation as health insurance and retirement plans. With 73% of Americans saying they are financially stressed, it’s easy to see why financial wellness is taking center stage. But that presents a broad challenge for HR leaders. How do you offer a wide range of financial wellness benefits, then customize those offerings to fit the specific needs of individual employees who range from C-suite executives to entry-level new hires?The best strategy? Make it personal, says Erin Donahue, CFP®, CPA/PFS, CMA, CGMA, and director of advice strategy at Northstar. Northstar’s financial wellness program provides individualized guidance to employees of every level to help them better utilize their total compensation package and make financial decisions. From Day One spoke with Donahue about how HR leaders can personalize financial wellness benefits to fit the needs of all employees. “We’ve found that matching employees at every level with one of our Certified Financial Planners can be the best way to build trust and offer solutions,” Donahue said. An advisor can answer specific compensation and benefits questions, look at an employee’s overall financial picture, assist with any problems and help set and achieve financial goals. These are all things most benefits managers simply aren’t equipped to do.“Say someone comes in with a question about their employer’s student loan benefit. The person isn’t sure if they should be using it or not,” Donahue said. The employee would be matched with a Northstar Advisor who has been trained on their benefits and would answer that specific question and assist the employee in signing up for any appropriate benefits.From Day One spoke with Erin Donahue, CFP®, CPA/PFS, CMA, CGMA, the director of advice strategy at Northstar (company photo)But the relationship doesn’t end there. The advisor would continue to work with the employee on an ongoing basis. The student loan question would likely lead to more talks about the employee’s finances, including challenges and goals well beyond paying off college debt, says Donahue. Budgeting, managing debt and building healthy money habits are all part of the financial foundations covered in Northstar’s personalized financial wellness program.What’s more, the CFP®, who is not on commission of any type and has a fiduciary duty to the employee, is free to recommend solutions outside of the employer’s benefit package, building trust and alleviating financial stress in a more holistic way. In many cases, employee financial goals can be directly supported by taking advantage of employer benefits. The CFP® is well-versed in what the company offers and can make recommendations that are personally relevant, making it much more likely the employee will sign up,” Donahue said. Once an employee is matched with an advisor, they work together for as long as desired on any number of financial concerns. This personal approach can pay off for both employees and employers. After meeting with a Northstar Advisor, 94% of employees report an increase in their financial confidence and 85% report a reduction in their financial stress. Importantly, 69% of employees took action on advisor recommendations and 63% followed benefit-specific advice, reports Northstar. Out-of-the-Box SolutionsWhen there’s a personal relationship, financial advisors can help employees make the most of their benefits in surprising ways. Donahue points to an example of one employee who was looking to buy a house in the next year or so. The employee has free cash flow that he can use to save for the down payment and he’s also eligible for his company’s stock purchase plan. “Stock purchase plans can be a little bit invisible,” says Donahue. “People think, ‘Oh, that’s for high-level executives and long-term investing, it can’t help me meet short term goals.’” But in this case, the Northstar Advisor was able to point out that if the employee enrolls in his stock purchase plan, assuming the plan offers shares at the standard 15% discount, in a year’s time he’ll likely have a return on his house savings much higher than he would get in any high-yield savings account. Northstar’s program integrates benefits, equity, and rewards to help employees maximize their total compensation to achieve their financial goals, such as buying a home, says Donahue. Or take the case of a highly compensated employee who’s living paycheck to paycheck. “It happens more than you think,” said Donahue, emphasizing that life events can hit all at once—kids’ tuition, caring for an elderly parent, inflationary cost increases on vital expenses such as insurance—stretching relatively big paychecks to the max. That creates a feeling of financial insecurity and an inability to save for emergencies and the future. In these cases, Northstar Advisors can help employees return to budgeting basics and help find ways to reduce expenses. Recently Donahue’s team worked with a couple to help them move from Los Angeles to Atlanta to reduce living expenses and increase savings. For both early career employees and high earners, advisors offer their knowledge to help employees maximize compensation, whether through budgeting and saving changes or guidance around investing and tax optimization.Global MobilityHR leaders have also learned that comprehensive financial wellness benefits need to span the globe. Often benefit managers seek out specific vendors to offer international relocation, tax and investment advice. But at Northstar, global mobility support is integrated into the program and is made possible by Northstar’s team of global financial advisors.International employees, both relocated Americans and foreign nationals, need the same personalized approach on complex matters, Donahue says. “Often these employees might not know all the questions they need to ask,” she said. For instance, an employee moving to France for a short stint would likely need to learn how to continue retirement savings and other investing in the U.S. while understanding the tax implications and other compliance issues. But, if the same employee were joining family abroad and planning on a permanent move, they would need help navigating France’s pension and investment systems and determining if and when to move their U.S.-based assets to France. In each case, employees need to know how to protect their assets and stay compliant, but under very different circumstances, Donahue says.Two-Way CommunicationA personalized, one-on-one approach doesn’t just serve employees. It often provides the vital information benefit managers need to better understand their workforce. Northstar aggregates and shares the common topics employees are asking about and provides insights on what they need to feel better about their finances. Often this information can be more honest and accurate than employer-sponsored financial wellness surveys, simply because employees are more detailed and often more honest with their financial advisor than they might be answering a questionnaire. This kind of feedback can be especially effective when HR leaders consider and launch new benefits. In addition, the advisor connection can help employers increase adoption of underutilized benefits. Employees have an objective, professional partner that can explain what benefits are available and how to best use them. “We want to reduce the headaches low-utilization rates can cause HR pros,” said Donahue.The bottom line: When workforce members get the comprehensive, sophisticated, and personalized advice they need, they’re likely to feel more financially secure, make the most of their employer-provided benefits, meet their financial goals, and feel set up for success at work. “It’s a win-win for everyone,” Donahue said.Editor’s note: From Day One thanks our partner, Northstar, for supporting this sponsor spotlight. Walecia Konrad is an award-winning financial journalist, specializing in the topics of health care, personal finance, and employer-sponsored benefits. Her work has been seen on sites such as CBS MoneyWatch, The New York Times, Money, SmartMoney, BusinessWeek, and Forbes. She has been the recipient of both a Pearl Award for Best Web Publication of the Year and a National Magazine Award for Personal Service.(Featured photo by RichVintage/iStock by Getty Images)