Smart Tools, Smarter Hiring: Using AI to Elevate Hiring Decisions
BY Ade Akin March 19, 2026Employees at BNY are not just learning to work with AI, they’re building with it. Johanna Bazos, the company’s head of executive recruitment, corporate and talent research engine, recently became “Eliza certified,” meaning she can now create autonomous agents on the firm’s proprietary AI platform.Since then, Bazos has built agents that assist with interview briefings, competency development, and feedback collection, all without writing a single line of code. “I am not, by any extent of the imagination, a techie or a coder at all,” Bazos said during an executive panel discussion at From Day One's NYC Half-Day talent acquisition conference. “But the tools that the company has provided all employees—and 98% of all employees have taken advantage of this—are really showing how leadership has democratized AI.”This grassroots adoption of generative AI was a recurring theme among the talent acquisition leaders gathered for the panel discussion titled “Smart Tools, Smarter Hiring: Using AI to Elevate Hiring Decisions,” moderated by Corinne Lestch, journalist and founder of the Off-Site Writing Workshop.Redefining the Recruitment Process as a Human-Centric JourneyFor many organizations, the shift to AI-powered recruiting has prompted a fundamental rethinking of how talent acquisition teams operate. At BNY, this has meant moving away from viewing recruiting as a series of transactional steps and toward seeing it as a continuous candidate journey that prioritizes human connection.“The most important transformation at BNY has been around mindset,” Bazos said. “It’s thinking about talent acquisition as a journey, rather than specifically as a process where you’re filling roles.”Using a journey-based approach allows recruiters at BNY to identify the “moments that matter” in the candidate experience, such as the first conversation, the offer presentation, and the onboarding process, and deliberately inject human emotion into these touchpoints.“Many of us have the same available tools through AI like Copilot, ChatGPT,” Bazos added. “It’s going to be about that differentiating factor of how human-centric you can be.”Panelist shared insights on the topic "Smart Tools, Smarter Hiring: Using AI to Elevate Hiring Decisions" at the NYC TA conference At Macquarie Group, that human-centric focus means using technology to free recruiters to focus on what matters most: conversations with potential candidates. “The most important thing that they can be doing is talking to candidates and having an advisory conversation with hiring managers,” Marjie Howie, the head of talent acquisition for the Americas at the financial services firm, elaborated. “The more time that they can spend on the phones with candidates, the better.”To help achieve that goal, Macquarie has developed internal chatbots that answer basic recruiting questions for hiring managers, such as how to open a job or obtain headcount approval, so recruiters don’t have to. The company also created a prompt library with dozens of detailed prompts that help to reduce the administrative load on recruiters, such as drafting call notes or synthesizing market intelligence.AI Adoption Starts With Leadership AlignmentLeigh Miller, senior customer talent advisor at Gem, says a sense of ownership is vital for the successful adoption of AI. She has seen what happens when such ownership is missing in her work as she helps companies implement new technology. It turns change management into an uphill battle.“When implementing Gem with customers, we’ve actually slowed down the implementation because recruiters weren’t bought in,” Miller said. “If they’re not excited, they don’t know why they’re getting it, they don’t see a problem in the first place; they are absolutely not going to adopt it.”At Macquarie, Howie’s team has avoided pitfalls by creating working groups that give recruiters a stake in the hiring process, ensuring leadership alignment extends beyond members of senior management to the people doing the work required daily. “The team feels like they own the process. It’s not happening to them. They’re part of it,” she said. “And I feel like that’s exciting for them. It’s not scary.”Navigating Compliance and Regulatory Risks in a Global TA FunctionOrganizations in heavily regulated industries require a more measured approach for AI adoption. Cassandre Joseph, the global head of TA and R&D at Novartis, oversees a team of over 200 people across multiple countries, each with its own compliance requirements. “There are just so many different regulatory risks in every one of the countries,” Joseph said. “Data privacy, particularly in Europe, is huge.”This reality has forced Novartis to take what Joseph calls a more thoughtful approach to AI adoption, slowing things down as others speed up, asking thorough questions about what each tool achieves, and bringing leaders from legal, compliance, and global data privacy into every decision."We want to understand: What are the algorithms that went into it? How were the algorithms built?" Joseph added. "We're really [focused] on layering and ensuring that we can peel back the layers to truly understand: Will this tool, yes, it might make us move a little bit faster, but will it create further regulatory risks for the organization from a legal standpoint?"The cautious approach to AI integration at Novartis hasn't prevented innovation. The company has deployed an AI coach that is available to the entire HR team, helping members to become better advisors by practicing different scenarios and asking better questions. The AI coach allows recruiters to work through challenging situations, without inputting identifying candidate information, to refine their approach.Bridging the Candidate Experience Gap Through Technology IntegrationOne of the most pressing challenges facing talent acquisition teams today is the perception gap between what employees think they’re providing and what candidates actually experience. Social media is filled with candidate complaints about being “ghosted” by employers or sending applications into what feels like a black hole. These are clear indicators of poor candidate engagement.Contrary to popular belief, AI isn’t automatically screening out most candidates. “We screen every application,” Joseph said. “There are a lot of legal reasons why we don’t adopt that technology just yet.” For now, every resume is reviewed by a human at Novartis.The real challenge is the volume of applications coming in. “Last year, we saw a 20% increase in applications, and I know it’s probably going to continue to rise,” Joseph said. “So what do you actually do?” She says her team is now exploring how AI tools can help create more human-centric messages and deploy them at the right time in hopes of avoiding situations where candidates receive rejection letters a few hours after applying.At Macquarie, the applicant tracking system (ATS) doesn’t auto-disqualify any candidates. “There is a human in the loop for the entire process,” Howie said. The organization works closely with its employer brand team to craft thoughtful rejection messages and invites candidates to join its customer relationship management (CRM) system, where they receive content about upcoming events and other company news. “We’re hoping that we’re using AI to bridge this communication gap, not strengthen it,” she added, demonstrating intentional technology integration that's aimed at enhancing the candidate experience.Workflow Optimization Through a Human-Centric LensAll four panelists agreed that the fundamentals of talent acquisition remain intact despite the rapid technological changes unfolding. Joseph warns against simply layering tech stacks upon each other without closely examining whether the underlying processes are sound.“We really need to get back to the basics,” she said. “At the end of the day, as folks within talent acquisition, it is: How do we help leaders make the right decisions to bring the right people into the organization? How do we help candidates find the right opportunities that work for them?”Miller framed it as the interplay of people, processes, and technology. “AI in recruiting is having a moment, rightly so,” she said. Miller says effective workflow optimization requires balancing all three elements.For Bazos, it comes down to remembering that behind every application is a person. “These are individuals with careers, families, trying to pay for mortgages and schools,” she said. “Carry that [idea] through the entire talent acquisition journey, keeping it human-centric at every step.”Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.
Designing Leadership Development for a Rapidly Changing Industry
BY Ade Akin March 18, 2026For Mark Monaghan, the future is something he’s eagerly awaited since he was a child, bonding with his father while watching Star Trek. The popular science-fiction show painted a positive picture of what a technologically advanced future could look like, and Mark couldn’t wait to be a part of it. “I remember even my mom, growing up one day, told me, ‘Mark, stop wishing your days away,’” Monaghan said during a fireside chat at From Day One’s February virtual conference. “And now it’s here. The future is here, and it’s happening so fast.”Monaghan, now the VP of global organizational development at iQor, a global customer experience company with 47,000 employees across 11 countries, is uniquely positioned to help shape that future. He detailed how his lifelong passion for science fiction has informed his real-world mission to use technology to deepen human connections through innovative leadership development during the session. The Data-Driven Foundation of CoachingiQor’s journey with advanced technology isn’t a recent pivot. Monaghan says the company purchased a big-data firm called Key Metrics about 12 years ago, long before artificial intelligence (AI) became a boardroom buzzword. This early adoption allowed them to begin analyzing the massive amounts of data generated in their 50-plus call centers, transitioning voice calls into digital data to identify patterns and coaching opportunities.Mark Monaghan, the VP of organizational development at iQor, spoke with From Day One's editor in chief, Steve Koepp (photo by From Day One)This data-centric approach became the bedrock of their internal coaching systems. iQor’s technology team built a proprietary coaching database called SCAN, with a new AI-integrated version, Coach IQ, on the horizon. One tool, dubbed “coach to coach,” uses AI to audit recorded coaching sessions between managers and supervisors, pinpointing specific areas for improvement. “We also learned a lot about AI, learned how the different models learned,” Monaghan said. “It’s just kind of soaked into us. We can use this.”The iLead Program: Measuring the ImmeasurableThe core of Monaghan’s work is the award-winning iLead mentoring program, which has earned 49 learning and development awards, including a gold Brandon Hall Award and a silver Stevie Award. The program operates on a leadership competency model that categorizes leaders from “leading oneself” to “leading a vision.” Each level is tied to five key competencies.iLead’s ability to measure development makes it revolutionary. Monaghan partnered with Fidello to build a system where mentors and mentees complete competency assessments. If a mentee rates themselves a five on “managerial courage” but their mentor gives them a two, a dashboard highlights the delta. The mentor can then assign a curated learning journey from iQor’s Skillsoft library that’s tied directly to that competency.“In Trinidad five years ago, we were able to identify that resolving conflict was the number one competency for our supervisors,” Monaghan elaborated. “We were actually able to move the needle from ‘needs development’ to ‘developed.’ That’s actually the first time I’ve ever been able to measure learning within the work environment that was measurable.”iQor uses a tool called “iTrack” to ensure these mentoring relationships are productive. iTrack allows mentees to confidentially rate each session. If scores dip, Monaghan’s team can investigate trends and offer gentle course corrections, ensuring conversations remain focused on career growth, instead of solely focusing on daily performance metrics.The Next Frontier: AI Mentors and Second Nature SimulationsAlways looking ahead, Monaghan is now introducing an AI mentor bot into the iLead system. The bot analyzes past session notes, assessment gaps, and learning assets to generate a tailored, 30-minute discussion agenda for mentor-mentee meetings. “As far as I can tell, this platform doesn’t exist anywhere else,” he added.Similarly, iQor is leveraging a simulation tool called Second Nature to train supervisors. Instead of just listening to calls, new hires can now practice complex conversations with realistic avatars. After the simulation, they receive complete feedback on what they could have done better, which can also be reviewed by trainers. “It’s a completely different level,” Monaghan said.Despite his passion for technology, Monaghan’s philosophy is firmly rooted in servant leadership. He worries about the loneliness epidemic and the role recent tech advancements have played in pushing people apart. His motivation now, in what he calls the “fourth quarter of his career,” is about legacy.“If I can help my leaders become servant leaders, help them remove barriers from their own lives, give them the confidence, recognition, and support that they need, you can really, really help people,” he said. “Every few months, I’ll get somebody from somewhere in my career that reaches out, and thanks me for a conversation. I think about that. That’s really what motivates me.” For Monaghan, the future of work isn’t just about using technology like artificial intelligence to build more efficient systems; it’s about using these tools to build more connected, capable, and confident people.Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photo by PeopleImages/iStock)
How AI Is Reshaping Talent Acquisition Without Replacing Human Judgment
BY Ade Akin March 09, 2026Meghan Rhatigan and her team at Marriott International discovered that candidates didn’t mind getting a text message to book their interviews after automating interview scheduling. In fact, many candidates barely noticed.“We’ve scheduled over 300,000 interviews through an automated process and saved thousands and countless hours,” Rhatigan, VP of global talent acquisition experience at Marriott International, said during a panel discussion at From Day One’s Washington D.C.conference. The impact of that decision has been substantial: the interview process that once took ten days from start to finish now takes only three. Rhatigan’s findings challenged a common assumption in HR spaces, such as the belief that high-touch hospitality recruiting required human coordination at every step. Instead, automation freed Marriott International’s recruiters to focus on building relationships with candidates and hiring managers.Rhatigan shared her insights during a panel discussion with three other HR leaders titled “Modernizing Talent Acquisition: Enhancing Efficiency, Outreach, and the Applicant Experience,” as part of a wider discussion on how artificial intelligence is redefining the recruitment process. Adam DeRose, a senior reporter at Morning Brew’s HR Brew, moderated the conversation.The Case for Keeping Humans in ChargeThe panelists agreed there is a firm line between automation and decision-making. Rhatigan says Marriott made an early philosophical decision early on as it started to integrate AI into its system: AI would never get to select which candidates move forward or get hired. “We’re a hospitality company. We have a business around human connection and travel and experiences, and the last thing that we want is for candidates to go through a hiring process where they never actually talk to a human,” Rhatigan said. “There are companies that are moving in that direction, and that’s fine, but we’re not that company.”Panelists spoke about "Modernizing Talent Acquisition: Enhancing Efficiency, Outreach, and the Applicant Experience"Shabrina Davis, head of manager enablement and inclusive hiring learning at Amazon, offered a counterpoint. She says AI can help identify and reduce bias. It can intervene when recruiters develop unconscious preferences, such as favoring graduates from their alma mater. “From a learning and development perspective, we can have a pop-up that says, ‘Hey recruiter, we see you have a preference for Arizona State, but have you looked at Utah, or Florida State, or Howard University?’” Davis said. “Instead of 30 days later looking at a report and saying, ‘Oh, these recruiters are only looking here,’ we can do it immediately and have an intervention that rewires the thinking.”Data-Driven RecruitingFor Bert Hensley, chairman and CEO of Morgan Samuels, AI’s most valuable contribution has been transparency. His firm conducts executive searches with unusual intensity, typically speaking with more than 250 candidates per engagement, and up to 500 for sales roles. The research required to identify the right people once took 20 minutes per company. Now, AI accomplishes the same task in about 25 seconds.Using AI tools to aggregate data gives recruiters an honest view of their own performances. Hensley cited his wife, a therapist, who observes that “everyone is just hardwired to believe better about themselves than they really are. We live in that myth until you have the data that you’re getting every single day that tells you, no, you’re not quite doing what you thought you were doing.”Hensley says that reality check has improved performance across the organization while reducing anxiety. “They’re living in reality, and they don’t have to worry about what’s happening. They know what’s happening every single morning,” Hensley said.Jason Long, senior HRIS analyst at G-P, framed the broader challenge as one of trust. His company encourages employees to experiment with AI tools, and some of those innovations have made their way into G-P’s employer-of-record platform, helping connect professionals with international opportunities.Long drew a parallel to the early internet. “Pets.com didn’t fail because they didn’t have a good idea. They failed because nobody wanted to put their credit card on the internet in 2000,” he said. “Now we have HTTPS and PayPal and a million ways to do that. So what is that key that will unlock trust and help people actually believe that what they're getting from AI is useful?”Doing More With LessExternal pressures are also reshaping how companies approach the hiring process. Layoffs remain in the headlines, and candidates are asking harder questions. Davis acknowledged that Amazon’s recent workforce reductions come up in conversations.“We’re transparent,” she said. “Candidates ask about it, and it’s the reality of the industry that we’re in.” For new hires, a mindset of adaptability is essential. “The role that you’re hired for today may not be the role that you’re doing in 30 days. With that mindset, when you walk in the door, that hopefully will allow you to weather the storms.”Hensley has observed the same trend, noting that search firms now evaluate candidates on agility quotient (AQ), alongside intelligence quotient (IQ) and emotional quotient (EQ). “If they’re afraid of AI, I can’t present them to a client,” he said. “They don’t have to be the master of it, but they need to be embracing it.”For Rhatigan, the pressure is more immediate. Talent acquisition teams are being asked to do more with less. Marriott recently brought its frontline hiring in-house after two decades of relying on a recruitment process outsourcing (RPO) model. The company hired 50,000 U.S. frontline associates last year, despite having a team of only 20 people. “We would have never been able to do that without AI, ever,” Rhatigan said. “No one is going to be given a pot of money to add people anymore. But we’re all being asked to hire more. So the answer is technology.”Perhaps the most unexpected win came from Amazon’s learning and development team. Davis says AI has eliminated language barriers in training. A year ago, her team could only produce materials in seven languages due to translation costs. Now there’s effectively no limit. “If you’re in a small country on the continent of Africa, and your language is definitely not in the top seven, you’ll have the same experience as someone who’s in Italy,” she said. “It levels the playing field and makes it fair.”The lesson, panelists agreed, isn’t to chase grand transformations, but to find the small, repetitive tasks where automation can deliver meaningful impact while allowing humans to do what they do best.Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
Change Fatigue Is Real: How Leaders Can Keep Teams Adapting
BY Ade Akin March 04, 2026Jennifer Vardeman kicked off the panel discussion at From Day One’s Houston conference by asking the audience about their sentiments when asked to adopt something new, like a tool, system, or policy, and to rate their feelings by raising one, two, or three fingers. One finger signified excitement, two meant exhaustion, and three represented pretending to be excited while feeling exhausted.“I see a few ones, that’s good, but mostly threes and twos,” Vardeman, Ph.D., professor and director at the Jack J. Valenti School of Communication, University of Houston, said. “So we’re in the right place at the right time.” The panel discussion moderated by Vardeman brought together HR leaders from four major organizations to diagnose the symptoms of change fatigue and discuss remedies. The Many Faces of FatigueFor Anand Mudunuru, global head of HR for software engineering at Stellantis, change fatigue looks less like resistance and more like weariness born of perpetual motion. Stellantis, the world’s third-largest automaker with over 250,000 employees, has undergone decades of acquisitions, leadership changes, and headquarters relocations.“What I see is that people are used to change,” Mudunuru said. “What happens is that people are exhausted. There is a never-ending story.” He says his teams are open to new things but crave “clarity of thought, focus, and clear timelines.”Clelia Cayama, the senior HR director at Vytl Controls Group, described a similar dynamic in her organization, which is built on continuous improvement and operational excellence. “Everybody over coffee is talking about what we can do better,” she said. “But then it comes, always a joke about, ‘Oh, new implementation, a new project. Who’s going to volunteer for that? Who’s going to lead it?”Panelists spoke on the topic, "Change Fatigue Is Real: How Leaders Can Keep Teams Adapting"Mindy Fitzgerald, the head of HR operational excellence at Air Products, offered a more visceral description. “I see a quiet depletion,” she said. “Discretionary energy into things. A sense of languishing, maybe the joy they got in a job, a task, or an activity. It just seems to be missing.”Brea May, head of HR for the Americas at Mahindra, painted a picture of organizational chaos. With three new product launches, two ERP systems to reconcile, and a host of strategic projects, the same “best and brightest” employees are tapped for every initiative. “It causes a lot of anxiety,” May said. “It causes a lot of burnout.”Communication Across Cultures and Time ZonesCommunication often breaks down first when employees are overwhelmed. Language barriers, cultural differences, and asynchronous work compound the challenge global organizations face.Mahindra, headquartered in Mumbai with over 200,000 employees across 100 countries, is familiar with this problem. Misunderstandings in written communication were once frequent, as only 10% of its employees speak English as a first language.“Somebody is taking in information, they’re translating it into English, and they’re putting it into a written form or speaking it out loud,” May said. “It caused a lot of tension for years.” Employees often interpreted direct, bullet-point emails as aggressive, while softer messages were seen as indecisive.The solution to that problem emerged organically. Employees began using a proprietary AI tool, Mahindra AI, to draft and refine cross-cultural communications. “Since everybody started doing it, it’s become this sort of adoption,” May said. “Hey, I’m not going to take offense to the email. I know that Mahindra AI wrote it.” Some employees even tag messages with disclaimers like “AI drafted this.”Stellantis took a different approach. Mudunuru, who built a 7,000-person software team across 30 countries during the pandemic, instituted monthly town halls as the single source of truth for major announcements. To ensure psychological safety, he introduced Mentimeter, an anonymous question-and-answer tool. “They’re able to bring out their concerns without being judged,” he said. “And most importantly, they’re being heard.”For Cayama, the key is intentional, empathetic leadership. “Our leaders are not afraid to say when they don’t have the answer,” she said. “To be there with people, to be empathetic, to relate themselves to what we’re going through.”The Leadership Behaviors That MatterAs the panel shifted from identifying the problem to addressing it, a clear picture emerged of the leadership habits that matter most: transparency, empowerment, and humanity.Cayama highlighted two of Vytl Controls Group's values: “trust to act” and “make it fun.” Trust to act means empowering people to make decisions and execute their work with the confidence that the organization has their back. Making it fun, she says, is about knowing when to pause. “Sometimes in the middle of a business review, to take the time to have some time to decompress, to make fun, not to talk about the work and the topic of the meeting, but to spend time together, connecting,” she added.Mudunuru emphasized customer centricity, passion, and a global mindset with regional execution. He also offered a more tactical tip that has been adopted at Stellantis: no meeting may exceed seven people, and every employee has the right to decline an invitation. “If you are invited, there’s a tendency just to add people,” he said. “Every employee has a right to reject the meeting.”Fitzgerald introduced the concept of “narrowing the field of focus.” She says leaders can create stability by establishing predictable rhythms when everything feels urgent. She stresses the little things, such as no-meeting Fridays, standing check-ins, or simply focusing on one thing during one-on-ones. “You’re creating a level of stabilization amongst all the churn,” she said.She also offered a mantra for leaders: “Our job as leaders is to prioritize the work for our people and our organization ruthlessly. It’s not to prioritize. It is to prioritize ruthlessly. Remember, all that work that you are unable to prioritize creates change fatigue and unsettledness for your employees.”AI as a PartnerThe panelists all agree that how artificial intelligence tools are introduced matters tremendously as they become ubiquitous. When used correctly, AI reduces overload instead of adding to it.Artificial intelligence is already reshaping the workforce at Stellantis. Mudunuru notes that the company has stopped hiring entry-level software engineers because AI systems now write much of the code needed. Experienced engineers are needed to validate and enhance the code, but the shift has forced a rethink of the talent strategy.Mudunuru created a chatbot trained on two years of town hall recordings for HR purposes. Employees in Poland can request vacation days using the system, while those in Brazil can contact their HR representative. “You don’t need to ask these questions,” he said. “Seventy to eighty percent of the questions are just for HR. They are not strategic questions.”Cayama’s organization uses AI to automate non-value-added tasks, freeing employees to focus on more meaningful work. Inside sales teams, for example, use AI to pull prior quotes, accelerating pricing and freeing up more time with clients. “It’s leveraging technology to do the non-value-added task so we can have more people-to-people interaction,” she said.At Mahindra, AI adoption is supported by monthly lunch-and-learn sessions. “It’s about getting them comfortable with using AI and showing how it could reduce the workload,” May said. “This is your partner. This is your assistant.”Learning From Failure to Keep Moving ForwardNo change initiative unfolds perfectly, and the panelists were candid about their missteps. May introduced a more unusual response to failure, the “smart failure award.” When a project fails despite meeting all deliverables, due to factors beyond the team’s control, the team presents lessons learned and receives recognition for the effort. “At first, people were saying, ‘I failed. This is hard,’” May said. But the award reframes failure as a learning opportunity and acknowledges the work that went into the attempt.As the panel concluded, Vardeman recapped the many strategies shared: clarity of thought, careful planning, listening, standing meetings, cultural onboarding, anonymous Q&A tools, values-based leadership, and ruthless prioritization. She highlighted the importance of seeing employees' lived reality, positioning AI as a partner, and creating space for fun.“Everything cannot be planned,” said Mudunuru. “Everything cannot be super structured. The best part is being on top of the list, prioritizing the list, and just keep executing.”Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
With Great Power Comes Great Responsibility: Scaling Marketing With AI
BY Ade Akin March 03, 2026Carrie Teegardin kicked off an executive panel discussion at From Day One's Atlanta marketing conference with an iconic line from the original Spider-Man movie: “With great power comes great responsibility.” It was the perfect metaphor to kick off the panel about artificial intelligence and its impact across industries, particularly the marketing world. “There’s a lot of stuff you can do, but really, should we be doing that now at this time?” Teegardin, a reporter at the Atlanta Journal-Constitution who moderated the conversation, asked, setting the tone for the discussion. The panel, titled “AI in Marketing: Scaling Personalization Without Losing the Human Touch,” brought together marketing leaders who are actively trying to find a balance between innovation and ethics. Allison Conrad, the managing director of technology at Accenture, immediately seized on Teegardin's Spider-Man analogy. “It really hits on one of the key things around leveraging AI,” Conrad said. She cited the results of a recent Accenture collaboration with Amazon Web Services that surveyed 1,000 C-suite leaders. About 72% reported they had halted an AI pilot or program because of responsible AI concerns.Conrad encouraged marketers to engage in the governance conversation early on. “Marketers need to be at the table,” she added. “Responsible AI gets real when you turn it to customers. And who knows the customers better than the people in this room? If you’re invited to that, I encourage you to go. If you’re not invited, I encourage you to invite yourself.”When Trust Requires Moving Slow to Go FastChristopher Merrill, the chief marketing officer for the digital platform at Synchrony Financial, shared how his company built a fence around the metaphorical AI playground before opening up access.“In financial services, just like any bank, [we] have your social security number and your bank accounts, and so you would probably not like that information to go out outside of my walls," Merrill said. “The beauty and also the danger of AI is once you submit things to ChatGPT, you ask things, you upload documents, it’s gone forever.”Synchrony initially blocked access to public artificial intelligence tools entirely. Instead, the tech team at Synchrony Financial built its own private ecosystem using open-source AI and dubbed it "SYF-GPT" after the company’s stock ticker. “So, yes, did it take longer? Obviously, you know, it took time,” Merrill said, “We were a little bit behind versus some of the folks that didn’t have that same kind of data constraints. But now it’s allowing us to go faster,” he said. The secure environment Merrill's team built now allows employees to upload sensitive documents and draft copies without fear of data leaks. Keeping the Human in the LoopThe panel unanimously agreed that human judgment remains more valuable than ever despite the rush toward automation. Aniket Maindarkar, the chief marketing officer at business process services company Firstsource, shared a cautionary tale about chasing AI hype.After receiving a provocative email from leadership about a competitor producing an ad video for a fraction of the cost, Maindarkar's team raced to produce its own AI-generated video. The quality wasn’t up to par, he admitted. The team eventually partnered with an agency to refine the story and ensure it resonated emotionally with viewers. “For marketers, the only moat that you have is authenticity. That’s it. That’s the only moat that we are left with,” Maindarkar said. “So tech does stuff, but in today’s environment, I think for marketers, the people aspect becomes so important, because without that, you’re probably lost.”Panelists spoke about "AI in Marketing: Scaling Personalization Without Losing the Human Touch" Conrad built on this, distinguishing between AI’s ability to drive efficiency versus its inability to create true distinctiveness. “The LLMs [large language models] that are out there, unless you’re very sophisticated in doing a lot of native work, they’re learning. They’re learning off of everyone else’s data and your data,” she said. “It’s going to be really hard to be distinctive if you rely too heavily on that. What is the human doing? The humans are the people in this room, making sure that you don’t lose your distinctiveness. AI is not really good at that. That emotional connection that you have been investing in your brand, that’s another thing that AI is not going to give you.”From A/B to Multivariate TestingThe panelists agreed that one of AI’s most impressive capabilities is the ability to optimize performance. “We all do some sort of A/B testing,” Merrill said. “Digital, for a long time, has made that so much easier with tools like AI. You can test not just three, four, or five multivariate models, but literally hundreds at the same time. It is an extremely powerful tool, if done correctly.”Maindarkar says AI is now helping dismantle internal silos, bringing together teams that previously worked in isolation and unifying the content-creation process. Now, teams collaborate on a single platform using shared briefs and templates, giving marketing leaders a direct line of sight into what really drives pipeline and brand perception.The Evolving Skill Set: What Happens to the Grunt Work?Teegardin posed a provocative question to the group: If AI eliminates menial tasks, how will junior employees learn the fundamentals?“How, as young employees, did we learn menial tasks?” she noted, reflecting on her days as a young reporter covering local government meetings. “If our people aren’t doing menial tasks, is that a problem?”Merrill suggested the skill set is simply shifting. “The real skill becomes, well, how do you take full advantage of these capabilities? Do I ask it just one very simple question, or am I asking 100 questions to get deeper at the source to figure it out?” He elaborated. “You can’t just take it and say, okay, this is what the answer is. I’m going to run with it.”Conrad acknowledged this is one of the biggest challenges she’s facing. “That apprenticeship, that mentorship, how do we cultivate that sixth sense? If you don’t have that experience, how do you get it?” All three panelists emphasized that AI adoption is as much about culture as it is about technology. Merrill’s team runs internal campaigns asking employees how they’re using AI, from writing code to creating bedtime stories for their kids. Maindarkar recently held an offsite event where 80 employees formed pods and were challenged to create a campaign ad in 20 minutes using only free tools. “It creates magic within the enterprise,” he added. “In an organization, you often have certain people whom AI is forced upon, but certain people who are experimenting and who are trying and are just waiting for the opportunity to showcase that.”As the session concluded, Teegardin circled back to the villains in the Spider-Man universe. What should marketers watch out forMaindarkar warned that CMOs must now think like a Chief Information Security Officer for their brand. “There is nobody else in the company who’s looking at that in terms of what parts of your brand are being leaked out,” he said. Merrill kept it simple. “I’'ll say just trust but verify,” he added. “AI is an awesome set of tools. But you can’t just take it at whatever it says. You’ve got to have the human in the loop.”Conrad’s final word was a call for robust infrastructure. “You can’t do point solutions,” she elaborated. “Laws are changing. You’re going to need an integrated platform that is constantly monitoring these programs. If you’re going to fight the bad guys, you need to be armed with a lot of automation and a lot of data.”Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.
Future-Proofing HR With AI: How to Lead, Adapt, and Keep the Human Touch in a Tech-Driven Era
BY Ade Akin February 12, 2026One key test of Matt Jackson’s leadership was determining the optimal way to support a team member’s return from maternity leave. “I’ve never been on maternity leave,” he said. “I don’t know what I should say. I don’t know what I shouldn’t say.”Jackson, the Chief Growth Officer at the mental health platform Unmind, turned to his company’s AI coach, which is trained on internal policies and empathetic communication. It took the AI only three minutes to provide the guidance he needed to start the reintegration process with care, he shared during an executive panel discussion at From Day One’s Atlanta conference. The session highlighted the need for organizations to establish metrics and key performance indicators to measure AI's impact on talent development, performance management, and employee well-being. Starting Where the Pull Is: AI in Career DevelopmentAt AGCO Corporation, a global agricultural equipment manufacturer, a common theme in engagement surveys was employees’ desire for clearer career paths and development opportunities. Creating static career ladders was impractical for a workforce of 25,000 employees worldwide.“Even if we created one tomorrow, it would be extinct the next day because jobs are changing all the time,” Lori Goldberg, the VP of global talent at AGCO said. The solution was an AI-powered career pathing marketplace launched in October. The tool analyzes employees’ current roles and identifies skills they likely possess, which employees can then validate or revise, says Goldberg. It then directs them to internal career opportunities aligned with those competencies. However, deploying AI-powered HR tools requires overcoming challenges such as employee resistance and ensuring proper integration. Leaders must anticipate and address these obstacles to drive successful adoption, Goldberg says.Coaching at Scale: Practice Makes ProgressOne of the most significant applications of AI in HR is in coaching and manager development. Providing consistent, scalable training is a monumental challenge for large, diverse companies. Yulia Denisova, the VP of talent and development at the global sports merchandise retailer Fanatics, joined the company to find a patchwork of performance management practices across its 22,000-person workforce spanning 15 countries. Creating a unified system was step one; building capability was the next.“We cannot run around flying on planes and be there to train 22,000 people. But AI can do that, and it can do it at scale,” Denisova said. Some new technology offers immersive scenarios where managers can practice difficult conversations, such as delivering tough feedback to an underperforming team member, using AI-powered avatars that provide real-time feedback, she says. Denisova notes how rapidly this technology has improved, going from basic simulations years ago to near-human holographic interactions today. Panelists spoke about how AI is reshaping HR, from coaching, to career pathing, and well-being“Back in the day, coaching was typically reserved for your senior executives, and it was often your frontline managers who really needed the coaching,” Robin Patton, the global head of employee relations at restaurant platform Toast Inc., said. AI coaching equalizes access. It offers judgment-free practice, which is particularly helpful for newer or anxious managers. The technology also allows companies to tailor scenarios to their specific values. Feeding AI tools a company’s cultural beliefs ensures guidance comes “in the language that we speak,” says Goldberg. AI as a Tool, Not a ReplacementThe panelists were unanimous in their belief that AI’s role in performance management is to assist, not replace, human judgment. Patton outlined how Toast is exploring the use of AI to help managers draft more consistent, structured, and actionable performance reviews. This helps reduce unconscious bias and reduces the vague or legally risky statements that often plague manual reviews.AI can also be helpful when utilized thoughtfully in promoting wellness. Unmind sits at the intersection of AI and mental health, one of the most sensitive human domains. Jackson addressed the elephant in the room head-on. “Whether we like it or not, AI is being integrated into mental health care,” Jackson said, citing a Harvard Business Review finding that in 2025, the second most common use case for generative AI was mental health companionship. There’s a severe global shortage of human providers, and artificial intelligence can offer 24/7, stigma-free support.Jackson emphasized the importance of using clinically trained AI systems with ethical guardrails in mental health support, addressing concerns about safety, bias, and trust in AI-driven mental health care. “AI is the latest member of a multidisciplinary team,” Jackson said. When designed correctly, these algorithms can support therapy between sessions, provide access in therapist desert regions, and deliver modalities such as cognitive behavioral therapy with consistent clinical precision. The human therapist’s role evolves to oversight, integration, and handling complex escalations.Navigating Anxiety and Building LiteracyThe rapid pace of change brought on by AI inevitably stirs anxiety. Session moderator Carrie Teegardin, a reporter at the Atlanta Journal-Constitution, noted that employees’ questions about AI policies reflect widespread uncertainty about the future. The panelists offered strategies for leading through this transition.Jackson says leaders must frame AI as a friend and a tool for empowerment. “People will only be replaced by AI if they don’t learn how to use artificial intelligence in their role,” he said. Denisova also recommends people view AI as a team member to collaborate with. Goldberg described AGCO’s three-tiered approach: encouraging “citizen AI” for personal productivity, forming cross-functional teams to tackle large-scale business problems with artificial intelligence, and focusing on functional transformations, such as talent acquisition.Patton encourages viewing technological change in historical context and focusing on enduring human skills. “Communication is still paramount, integrity, respect, civility, all of those skill sets are still paramount,” she said. One lingering concern among many employees and employers about artificial intelligence taking over routine, menial tasks is how junior employees will gain the practice needed to develop their skills. Denisova raised this concern, asking whether the pursuit of efficiency might erase the 10,000 hours of practice required to master a craft. The answer, the panel suggested, lies in intentionally redesigning how we learn on the job.Goldberg urges human resources teams to partner up with information technology on strategic workforce planning and AI literacy for all. “Stay human, stay curious, and explore and experiment,” Denisova said. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.
How Does Your Brand Show Up in the New Era of GEO?
BY Ade Akin February 04, 2026Damien Slattery couldn’t help but notice how fast culture around him had changed during a recent commute on the F train in Brooklyn. The subway car he rode in would have been filled with people reading newspapers or magazines decades ago, but everyone now stared at electronic screens. For Slattery, the SVP of strategic growth and partnerships at Inc. and Fast Company, this observation highlighted the tremendous shift facing marketers today. The blueprint has been completely rewired, and AI is now directing its future. Slattery, a media veteran who has led marketing campaigns for major brands like Time and Sports Illustrated, discussed this technological shift and more during a thought leadership spotlight at From Day One’s January virtual conference. We’ve now moved past the era of search engine optimization (SEO) into a new chapter that’s defined by answer engine optimization (AEO) and generative engine optimization (GEO), he says. “The AI universe has just re-engineered and reimagined what search prioritizes,” Slattery told session moderator, Steve Koepp, From Day One’s editor in chief and co-founder. “Brand leaders today have to be thinking about these AI models working behind the scenes to cite, summarize, and trust your narrative, your product, your service.”The Rise of the Answer EngineThe transition from keyword-focused SEO to AI-prioritized AEO represents a fundamental change in how brands must approach content. Slattery recalls the early days of digital search, where the marketing goal was to rank high for specific search queries. Today, AI-powered search engines prioritize providing the best, most concise answer rather than simply listing links to potential answers. “I had CNBC on early this morning, and they had the OpenAI CFO on from Davos, and she said something that really kind of crystallized our conversations today,” Slattery said. “The best answer is no longer or not necessarily the paid answer, right? The best answer is going to be served.”Today’s marketing teams should aim to be selected as an authoritative source by AI. “It’s a new muscle we all have to build,” he said. “And it’s going to make us better marketers, better storytellers, and [help] leverage the power and might of AI more strategically.”Koepp noted this new landscape is fragmented among several competing AI platforms, unlike the Google-dominated era of SEO, where marketers mostly focused on learning the rules to rank high on Google’s search engine. Slaterry says brands must now ensure that their core narratives and data are trustworthy enough to be recognized as the best source of information across multiple “answer engines.”Building Trust in an AI-Driven WorldThe age-old concept of trust remains vital as AI transforms the marketing landscape. Slattery points to the Edelman Trust Barometer, which found in 2023 that businesses are more trusted than governments and institutions. That trust has gone local. “We have to be super rigorous,” Slattery said regarding building trust with targeted audiences. He emphasizes what he calls “trust signals,” which include verifiable reviews, professional credentials, detailed FAQs, and accurate product descriptions. Damian Slattery, the SVP of Strategic Growth & Partnerships and Inc. and Fast Company (Mansueto Ventures), spoke during the virtual session (photo by From Day One)In keeping and building trust, Slattery warns against losing the human element that makes up the core of branding as organizations rush to adopt AI. He referenced a new campaign from Equinox titled “Question Everything But Yourself,” which uses absurd, AI-generated imagery, like a woman biting a dog that’s really a cake to deliver its messaging. For him, it’s an example of how an organization can brilliantly leverage AI’s capabilities to deliver a profoundly human message.“Brands need to keep it real,” Slattery said. “That can become the thing that makes AI surmountable for those who feel like, where do I start? You start by keeping your brand human and then chipping away at these things that will make your brand discoverable and trusted.”This human focus connects directly to its customers, the ultimate targets of a company’s branding. “It’s customers who infuse the meaning into the brand,” Slattery said, recalling a colleague who was turned off by a poorly personalized message on her Starbucks cup. Every touchpoint, from social media to customer service, shapes that personal relationship, and a single misstep can alter perception.The Impatient, Agentic FutureSlattery also explored the near-future implications of AI and marketing, describing an “impatience economy,” where AI shortens the consumer journey from consideration to purchase into mere seconds. This raises a potentially disintermediating puzzle.“Once an agent knows the consumer well, the trust follows in the agent, not the brand,” Slattery said. “The agent is winning the relationship and the trust, as this intermediary with the brand.” The risk is that customer loyalty shifts to the AI assistant that knows their preferences, rather than the brand itself.For chief marketing officers, the mandate is clear. Brands must lean into the new reality of generative engine optimization by ensuring their content is structured for AI discovery, their data is impeccable, and their narrative is both grand and granular.The journey from the folded newspapers on the F train to the glowing screens of today took a few decades. The next leap will be into a world where AI agents do our searching and synthesize our choices at the speed of light, and that’s coming in the next several years.“What got you here won’t get you there,” Slattery concluded, echoing management guru Marshall Goldsmith. The work of adapting to the answer engine economy starts now for brands that wish to matter in the future.Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photo by Sandwish/iStock)
The Agentic HR Operating Model: Moving Beyond Chatbots to AI-First HR
BY Ade Akin January 02, 2026AI is generating both excitement and concern in the workplace, and especially in HR. Tools like Wisq’s AI HR generalist, Harper, promise to automate tasks and slash workloads by more than 80%, yet many organizations find their AI experiments deliver only incremental results instead of the transformative change they hoped for, says Clayton Holz, the head of product at the agentic HR platform Wisq.AI can transform HR departments if deployed pragmatically, Holz shared during a From Day One webinar about “The Agentic HR Operating Model: Moving Beyond Chatbots to AI-First HR.” Success requires proactively navigating around fundamental limitations, redesigning processes, and rethinking organizational structure, he says. “You are going to have to do work,” Holz said. “But I can clearly see a world in which, in the HR domain, AI is doing a lot of the tier zero, tier one, maybe some of the tier two work, and then augmenting your work further up the pyramid.”The Reality Check on AI AgentsTransforming HR departments with AI starts with a clear understanding of the technology’s current capabilities and limitations. Holz outlines several fundamental constraints HR leaders must work around. First, AI models are probabilistic, not deterministic. “A model with no supporting safety algorithm is going to be consistent anywhere from 60 to 90% of the time,” he said, adding that out-of-the-box AI tools like Copilot often perform worse on HR-specific tasks. Clayton Holz, the head of product at Wisq, led the webinar (company photo)Second, artificial intelligence struggles with complex, multi-turn instructions, sometimes leading to “hallucinations.” Models are trained to be sycophantic, which conflicts with HR’s need to be consistently fair and empathetic. “AI is more than willing to go ahead and make a decision on behalf of your organization that might not be present in the source material,” Holz said. Third, AI doesn’t magically drive behavior change. For example, AI can’t do much if employees aren’t motivated to create individual development plans. “AI is not suddenly going to change that motivational gap and change people's behavior,” Holz said. “It might make the experience of doing it different and better, but it's not necessarily going to change their behavior.”Holz advises that the best use cases for artificial intelligence are scenarios where “people just keep doing what they were doing before, and AI is there so they don’t have to change any behavior at all.”Building the Bridge With ITA major hurdle many HR teams face is getting their IT departments on board with the decision to give AI a larger role. Holz says HR teams should be proactive and data-driven when communicating with IT departments. “Vague asks are going to be difficult for them to prioritize,” he said. Holz advises HR leaders to articulate their needs to IT teams using three key dimensions: care (employee experience), compliance (risk reduction), and cost (time savings).He recommends building bridges by helping IT teams to understand the unique nuances of HR work, such as the rules governing a leave of absence. “The best examples that I’ve seen, honestly, are when someone in IT has recently gone on a leave of absence, because then they have empathy for some of the things that you’re dealing with,” Holz said.Redesigning HR Processes for AIThe core of Holz’s advice for HR leaders centers on the methodologies used to redesign processes for the implementation of AI. He suggests a hands-on workshop approach, starting with a subject-matter expert interview to map out multi-step processes like handling a request for promotion in detail, including the back-and-forth and waiting periods. Once that’s out of the way, the next step is to codify each step of the process. This systematic breakdown makes the workflow shape visible. “This is a great opportunity for redesign,” Holz said. “We’re looking for places where we can remove, combine, reorder, and standardize steps.”Finally, each step of each process should be evaluated and placed on a two-by-two grid. One axis measures the level of risk involved if the step is incorrectly done, while the other measures the amount of human judgement required. Doing so creates a clear opportunity map for applying AI to processes:Low-risk, low-judgment tasks: Examples include tasks like sending a reminder email or retrieving a standard policy document. These are prime candidates for full automation.High-risk, high-judgment tasks: These are important tasks like granting final approval on a sensitive employee relations case. Such tasks should be primarily handled by human experts, while AI serves as an assistant that helps to curate information or generate drafts. Tasks in the middle: These include tasks such as the initial assessment of a promotion request against set criteria. Most of these tasks can be handled by AI, but a human review step should be built in for quality assurance. For example, in the case of a promotion request, the approval routine might be automated, while a human communicates the final decision to the employee after evaluating the AI’s recommendation. Preparing Policies for an AI TeammateHolz says company policies must be AI-ready to operate the technology effectively. Ambiguous policies that are confusing to humans will be even more problematic for artificial intelligence. He highlights some of the most common issues organizations face, including outdated handbooks, over-reliance on jargon, and vast amounts of unwritten “tribal knowledge” governing discretionary decisions. Holz recommends archiving old policy documents, using plain language, and running policies by focus groups consisting of new employees to test for clarity. “If they don’t get it, it’s likely that AI is also not going to get it consistently,” he said. He also recommends codifying the unwritten rules that govern discretionary decisions, like what counts as a “close family member” for bereavement leave. This codification is essential to offload repetitive work to an AI agent. One of the most profound shifts in attitudes Holz proposed regarding AI is to view it as a team member, instead of a tool. “They’re going to need a manager, they’re going to need onboarding, they’re going to need supervision, they’re going to need performance feedback,” he said.Holz predicts the slow, consensus-driven policy management model will hinder the effectiveness of AI systems adopted and sees forward-thinking companies shifting toward a hub-and-spoke model with clear, centralized policy owners. “This is going to be a big [shift], allowing you to move much more quickly and get more out of AI going forward,” he added.The Future of HR Service DeliveryHolz envisions a not-too-distant future where AI handles the majority of HR service delivery, freeing humans up for tasks that require more human skills. “I think all of [those transactional requests] could be done in part or entirely by AI,” he said. The shift toward AI-driven HR may also encourage organizations to standardize policies that were once open to broad interpretation. “I could see policies becoming more black and white, candidly, or black and white for large shares of the population, so that decisions can be made in a more programmatic and consistent way,” he said.Holz’s message to HR leaders is that AI has the potential to transform processes, but that requires a proactive, process-oriented, and collaborative approach. The teammate of the future is waiting to be onboarded. Editor’s note: From Day One thanks our partner, Wisq, for sponsoring this webinar. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photo by CL Stock/Shutterstock)
Cultivating Psychological Flexibility: Thriving Through Change in 2026
BY Ade Akin January 02, 2026“You can always count change as a constant,” Nicole Conley, associate director of employee experience at ibex, said during a From Day One webinar. But change doesn’t have to be a setback. Psychological flexibility is the skill that separates teams that crumble under the pressure created by disruptive technologies from those that successfully adapt to their new realities. Conley was joined by a panel of speakers during a session about “The Power of Adaptability: Thriving Through Change in 2026,” to share concrete ways leaders can cultivate adaptability in themselves and the teams they lead. Laura Magnuson, LAMFT and VP of clinical engagement at Talkspace, defines psychological flexibility as the ability to be present and open to difficult experiences, and take actions aligned with your values, rather than getting stuck in rigid, unhelpful patterns like avoidance or impulsivity.Magnuson traces the concept of psychological flexibility to acceptance and commitment therapy, pointing out shared philosophies like staying in the present, accepting uncomfortable feelings, and taking action. The Importance of Leadership Modeling Adaptability All four panelists agreed that leaders must exhibit the behaviors they want to see in team members. Jamie Smith Hubbard, the senior director of talent management at Compass Group, described three layers of connection her team uses: monthly company check-ins, weekly peer gatherings, and what she calls “Friday Focus,” a block of time designated for team members to catch up with each other or address personal needs. Sarah Begley, the VP of member content for Atria, moderated the session among leaders (photo by From Day One)“We use that time to really make sure that we’re taking care of ourselves,” she said, noting that such rituals help to normalize downtime without negatively impacting productivity. Tools for Navigating ChangeKristina Gardiner, the senior director of talent management at Help at Home, says transparency is the most effective tool for reducing change-induced anxiety. “A better informed soldier is a better performing soldier,” she said, borrowing from her military experience to explain how sharing the “why” behind decisions helps people connect the dots, making them more adaptable. Gardiner’s team replaced mass email blasts with conversations led by team leaders and small group sessions, so employees could ask questions in real time. It’s the small moments that matter, according to Conley. Psychological flexibility shows up in everyday moments, like checking in, naming what’s hard, and pausing before reacting, she says. She writes down everything to separate emotions from real issues when she feels overwhelmed, and returns to solve the problem with a calmer mind. That five-minute pause is what helps managers respond effectively to change instead of reacting irrationally.The panelists agreed that behavioral interviews using realistic scenarios best reveal adaptability, often more than personality tests. They also cautioned that chasing too many initiatives creates fatigue, urging leaders to push back and focus on the highest-impact changes.Navigating Generational Challenges and AI’s ImpactLeaders should be attuned to how different team members deal with change. Magnuson points out a Talkspace survey that found Gen Zers are uniquely self-critical when they fail. “As leaders, first being aware that this is something that might be happening with this younger group of employees, and figuring out how we can help to coach and support them to accept failure and take on that growth mindset is crucial,” she said.One major source of workplace uncertainty is artificial intelligence. While AI is expected to open up new opportunities, it also sparks fear. The panelists agreed that leaders should remain measured and human-centric when addressing these concerns. “We’re exploring different AI platforms and doing smaller pilots,” Hubbard added as she stressed how irreplaceable the human element is. Gardiner suggests transparent communication about industry “headwinds and tailwinds,” while Conley recommends empowering employees to see AI as a tool that helps them “work smarter, not harder.”Why Adaptability Drives Business Performance Psychological flexibility is often the difference between organizations that turn change into a ladder to propel growth and those that are hindered by it. Companies that can pivot quickly will capture opportunities at the speed required by technological change and shifting markets, while those that are slow to adapt will miss out on these opportunities, says Magnuson. “If you don’t have a team that’s really nimble and ready to move and pivot, you as a business might lose out on some opportunities,” she said. The demise of Blockbuster highlights the immense cost of failing to adapt. The defunct video rental giant once dominated its market with thousands of stores and a widely recognized brand that had become a household name. However, when confronted with the disruptions brought by digital streaming and a DVD-by-mail model pioneered by Netflix, Blockbuster’s leadership clung to its brick-and-mortar blueprint and once-lucrative late-fee revenue model. They even passed on the opportunity to acquire Netflix for $50 million. Netflix is now valued at around $435 billion, while many Gen Zers have never heard of Blockbuster. Ultimately, adaptability doesn’t just give companies a competitive advantage; it's necessary for their survival. Editor’s note: From Day One thanks our partner, Talkspace, for sponsoring this webinar. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photo by JuSun/iStock)
The Rules Are Being Rewritten: How Bold Leaders Win in the AI Era
BY Ade Akin December 22, 2025The time between technological revolutions has shrunk from 50 years to a couple of decades, and AI is now rewriting what work looks like faster than organizations can adapt. The rapid pace of new technologies that significantly impact how companies operate is creating massive skill gaps that traditional hiring and training methods are ineffective at addressing. Recruiting and learning divisions within organizations are now coming together to improve talent acquisition and address skill gaps from within. Tigran Sloyan, the CEO and co-founder of CodeSignal, urges companies to move beyond passive learning and resume screening, and embrace AI-powered, hands-on learning programs and scalable assessments. “You want to answer the question, ‘What can we do? How can we leverage this, and how can it be good for humanity?’” Sloyan said during a thought leadership spotlight at From Day One’s LA conference. The Historical Pace of Change And Why This Time Is DifferentSloyan started his presentation by comparing the speed of technological breakthroughs since the development of the internet to the pace of tech advancement several centuries ago, when the printing press was invented. “It used to take us 50 years to experience a new, dramatic technological shift,” he said. “Forty years ago, we didn’t have web developers. Thirty years ago, we didn’t have cloud engineers. Twenty years ago, we didn’t have mobile engineers.” Each shift created new jobs and skills, but organizations had more time to adapt.Today, generative AI tools like ChatGPT, which has only been around for a few years, are transforming workplaces, garnering over 700 million active weekly users. Sloyan says the challenge is leveraging new technologies like AI to “transform how we find, discover, and develop skills that will shape this future.”Closing Skills Gaps With Hands-On, AI-Powered LearningTigran Sloyan, CEO & co-founder of CodeSignal, led the thought leadership spotlight Sloyan introduced CodeSignal as an “AI-native skills intelligence platform” built on the principle that people learn best when performing tasks. “Think about when you learn how to ride a bike, how you learn to drive a car. You get behind the wheel, and you actually try and practice,” he said. The same applies to job skills, but scaling hands-on learning programs has historically been challenging.Sloyan shared the example of Dropbox, which faced considerable AI skill gaps across its workforce. Dropbox’s executives recognized it couldn’t hire its way out of its problem because the skills required were too new to be widely available. The solution was to partner with CodeSignal to build a Gen AI Skills Academy. The academy offers employees three options: AI use lessons for non-technical roles like marketing, AI integration classes for building products using existing tools, and AI creation courses that teach how to build new AI systems. Sloyan says the key to the success of Dropbox’s Gen AI Skills Academy is its practice-based nature. He demonstrated a model where learners first practice prompting an AI model, then are tasked with teaching a simulated coworker named “Nova” how to do it. “Another way you learn well is by teaching other people,” he said.CodeSignal’s AI doesn’t only simulate conversations, it also provides personalized feedback through its “Cosmo” system. “Practice without feedback is not very helpful,” Sloyan said, comparing it to learning to drive a vehicle without an instructor. “With generative AI, we’re making it possible to actually scale this to an entire organization.” Dropbox applied this to thousands of employees, enabling them to learn, practice, and get feedback at scale.How AI Interviewers Are Opening Up the Hiring FunnelSloyan also shared how Coinbase created a more efficient hiring process thanks to CodeSignal’s AI interviewers that scale top-of-funnel recruiter screens to nearly 100% of its candidate pool. Coinbase had previously struggled sorting through a flood of applicants with its limited recruiting team, leading to as many as 95% of job applicants never hearing back from a human.“Almost every candidate that applies actually hears back and actually gets to have a conversation to talk about their skills,” Sloyan said. He showed a demo of “Milo,” an AI interviewer CodeSignal uses in its hiring process, interviewing a candidate.A common concern is that AI interviews might feel impersonal, but Sloyan says candidate feedback has been overwhelmingly positive. “Candidates are saying, ‘This is one of the best interviews that I’ve actually done,’” he said. The AI can be customized for tone to align with an organization’s legal and brand guidelines. Sloyan says the next step is moving toward AI avatars to create an even more immersive experience. He playfully demonstrated the concept with a candidate interview conducted by an AI avatar of Santa for an “elf” position.A Future Built on Skills, Not Just CredentialsSloyan kept returning to a central theme during his presentation: The future belongs to organizations that can discover and develop new skills proactively. AI is the accelerant, but the solution is timeless; learning by performing tasks reinforced by feedback. It’s the necessary response to a world where new jobs are created by new technologies every decade. “Technology keeps on moving faster and faster. Humans do not,” Sloyan said. “We’re still the same humans, and it’s this technology that needs to help us go through this process faster and be on the winning side of history.” Editor’s note: From Day One thanks our partner, CodeSignal, for sponsoring this thought leadership spotlight.Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
How AI Can Work as a Partner to Augment Human Capabilities, Rather than Replace Workers
BY Ade Akin December 16, 2025Imagine having a new team member who shadows your best salesperson to fetch data and learn unspoken rules, like why one client is more responsive to a direct approach while pitches have to be carefully framed for another. This apprentice never forgets a lesson and shares their nuanced understanding with colleagues. That’s the vision of AI that Ari Lehavi, the head of applied AI at Moody’s, is bringing to life, shifting the focus from task automation to capturing and scaling the institutional wisdom that companies are built on. Lehavi shared this idea and more during a fireside chat at From Day One’s December virtual conferenceThe transformative potential of AI lies in human-AI collaboration based on a continuous, two-way learning street that’s designed to augment human judgment rather than replace it, he told moderator Rebecca Knight, contributing writer at Harvard Business Review. Shifting From Automation to AugmentationAI-doomers often frame the technology as the worst thing that’s happened to job security in human history, but Lehavi sees it more as a collaborative tool that enhances human performance and encourages organizations to do the same. Ari Lehavi, general manager, head of applied AI at Moody’s, spoke during the fireside chat (company photo)“I do think that there’s been some orientation around thinking about AI as a way to generate efficiencies and automation, and I don’t think that’s the best use of AI,” he said. “Increasingly, I’m seeing a shift in the way that companies are thinking about it as an accelerant of performance, rather than as a way to generate efficiencies.”The central question then becomes how to increase productivity and work quality with AI. Lehavi says one of the ways that organizations can accomplish this is by using AI to handle simple, repetitive tasks, freeing up employees to focus on work that requires uniquely human skills, such as judgment, empathy, and innovation. “The hard cases, the edge cases, the complex areas, the mentoring of other people, the management, the development of skills in other individuals, the expansion of what’s possible in their role,” Lehavi added, pointing out what humans excel at. The Importance of Bi-directional DesignLehavi says “bi-directional design” is necessary to optimize human-AI collaboration. Most AI tools used today have a single directional design. You ask questions, and it answers. True partnership requires a feedback loop where humans teach AI context and nuance, he says. “AI has information that it can pick up from documents, from data that can help you assemble research faster,” Lehavi said. “But that has a very limited kind of lift that it creates.” The exponential gain happens when AI begins to understand how and why you make decisions. “It has to kind of almost get into your head.”AI provides value, like summarizing key points from a large text library, in a bi-directionally designed system, but it also identifies gaps in its understanding. It learns to ask questions such as “Why did you make that decision?” This leads to humans working with AI, explaining the nuanced instincts that come with experience. Capturing the reasoning behind human decision-making enriches the AI model's understanding, allowing it to provide more insightful recommendations in the future. The information learned by the AI can be packaged and shared, creating a “collective organizational wisdom” that other employees can access. A Concrete Case: Augmenting the Sales ProfessionalLehavi shared an example of how bi-directional communication between humans and AI works in the real world from within Moody’s sales department. A standard CRM stores data, but misses the subtleties that define a veteran sales rep’s success. Insights like the unspoken politics of a client company, the specific pain points a key decision-maker is sensitive to, or the historical context of a relationship. Moody’s built a system that starts by giving sales team members AI-generated leads, matching market pain points to the solutions it provides. The AI responds with questions such as. “Tell us what we don’t know, tell us, you know this person,” Lehavi said. “We know the general profile, but we don’t know this particular relationship in this particular instance, and what exactly is the dynamic that would make this deal move faster and closer.”The seller feeds the nuance context back to the AI, which then refines its recommended messaging and value propositions. The system also identifies patterns in these seller-client relationships and provides recommendations such as: “What you’ve told us about this individual and this company seems a lot like three others that we’ve encountered, and this framing of this message really resonated.” The sales team member tests the hypothesis, and the result, positive or negative, is fed back into the AI model, expanding its institutional knowledge. Lehavi views AI more as an apprentice than an intern. “Initially, the apprentice gets more value from you than you get from the apprentice,” he said. You invest time teaching the algorithm your ways, then the dynamic eventually flips. “You’re starting to get that much more value. And then you know that you have a true partner, so you can move up to the next level in your career.”With AI managing more of the administrative burden and research, sellers have more time and mental space to focus on the irreplaceably human aspects of their role: deepening relationships with clients and crafting persuasive value propositions. For leaders, it means scaling the impact of top performers, so other employees benefit from the institutional knowledge they help build. The Undocumented Layer of Human JudgmentThe critical insight Lehavi stressed throughout the conversation is appreciating the vast, often invisible complexity of most professional roles. He points to what he calls “the undocumented layer of human judgment” that exists in every position, from customer service to legal departments. Studies suggest that around 10% to 40% of what knowledge workers do is based on this tacit understanding.“Whenever I see enterprise implementations that end up where people kind of feel like they didn’t accomplish what they were supposed to accomplish, I often link that to the underappreciation of how much of the work that gets done is unwritten, and is based on judgment and experience,” Lehavi said.The routine portions of a job that knowledge workers spend 60% of their time on might be automatable. But the high-value edge duties, where crucial relationships depend on nuanced judgment, are where human-AI collaboration must focus. The goal is to design systems that bring the right information and context to the surface to help their human counterparts make faster, more-informed decisions. Lehavi advises companies to build systems that ask “why.” AI models that learn from human experience and improve the performance of their human collaborators. This allows organizations to move beyond simply automating tasks with AI, and start codifying, scaling, and institutionalizing their collective knowledge–their most valuable asset. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photo by KTStock/iStock)
Giving Your Team the Space to Be Creative With AI, While Using Guardrails Too
BY Ade Akin December 12, 2025A common frustration voiced by Spanish-speaking grandmothers and mothers across the country sparked a revolution at GE Appliances. Their question was simple: “Why can’t a washing machine understand us?” Answering that question led to the company reimagining its corporate culture, talent pool, and approach toward innovation. The story of GE Appliance’s Spanish-language washing machines began with an employee resource group and culminated in defining the organization’s new corporate philosophy. “We created it in a way that those cultural nuances would be recognizable when you spoke to it,” Rocki Rockingham, the chief HR officer at GE Appliances, said during a fireside chat at From Day One’s Miami conference.For Rockingham, Spanish-speaking washing machines are more than a new product feature. It symbolizes a radical shift in how the organization approaches artificial intelligence and how it empowers the employees closest to customer issues to build solutions, valuing intellectual curiosity as much as technical expertise. From “Can’t” to “Can”: Redefining How Work Gets DoneCorporate functions, like human resources, were historically seen as guardrail enforcers, flagging processes that couldn’t be done with new technology, especially regarding data privacy. GE Appliances has a different approach. “We really took a different philosophy and said, ‘We’re not going to lead with can’t. We’re going to lead with can,’” Rockingham said. “We’re going to lead with ‘yes,’ then we’re going to work backwards,” she told moderator Tim Padgett, Americas Editor at WLRN-NPR News. Rocki Rockingham, CHRO of GE Appliances, spoke during the fireside chat This “work backwards” approach means giving teams access to new technologies and allowing them to experiment, ideate, and create without constraints. The goal is to push teams to be creative from the onset. “Don’t start the project thinking, ‘I can’t do this,’” she said. “Start the projects thinking ‘I can do whatever I want to do.’”Managing a Multigenerational Workforce Through Common GroundA significant challenge GE Appliances has faced as its new open philosophy is deployed is managing a workforce that spans five generations, from Baby Boomers to Gen Z. “They communicate differently, they think differently, they assimilate differently,” Rockingham said.GE Appliance’s strategy hasn’t been to force a single style on all these unique personalities, but to find common ground. “We look at what are the things they have in common, and try to create a crossroads and a balance there, and create a communication opportunity for them to then create together,” Rockingham said.This is vital when bringing teams with varying attitudes toward work together, from Baby Boomers' preference for traditional office spaces, to younger generations’ desire for flexible schedules and opportunities to work remotely. Generational gaps also exist regarding trust levels in technology, particularly newer ones. Rockingham observes that while younger employees aren’t more trusting of AI than their older counterparts, they’re “more willing to take chances. To try new things, to do things differently.” Gen Z employees, for example, grew up with advanced supercomputers in their pockets, which inherently influences their perspective on technology. GE Appliances encourages the use of technology like AI by giving everyone “permission to learn differently and to learn more.” Business solutions can then be created from the lessons discovered. The “Zero Distance” Philosophy and Micro EnterprisesGE Appliances uses a “zero distance” philosophy to formalize its culture of innovating by empowering employees. “We narrow the gap between where the work is done and the output, so between the customer and who creates,” Rockingham said. This encourages co-creation and gives employees a direct relationship with the outcomes of their work.The zero distance philosophy is structurally supported by breaking up the organization into micro-enterprises, which are small teams dedicated to a single product line, like washing machines. “We’ve pushed into that micro-enterprise to say, ‘Okay, you’ve got this AI technology. Now you, being subject matter experts in dishwashers, go and create an idea and tell us what AI can do within your business,’” Rockingham said. An AI Lab and an Emphasis on Intellectual CuriosityTo further support its zero distance initiative, GE Appliances created an internal artificial intelligence lab, staffed with experts who work solely on AI projects. Employees can consult with these experts for guidance, and partners from higher education institutions, like the University of Louisville and the University of Kentucky, bring in professors for seminars and advanced students to hire and rotate through the lab, helping to address the challenges that come with the real-world application of AI. “What you want to do is you want to hire people who are curious,” Rockingham said. “You want to hire people who have an aptitude to think differently about how they work.” Doing so requires moving beyond traditional credentials and historically undervalued “soft skills.” “We’re having to dig deeper and look beyond just the credentials that are on the paper and say, ‘Well, how curious are you?’” she added.Humanizing Change, Not Just Managing It“The biggest thing I’ve learned is we have to stop managing change and start humanizing it,” Rockingham reflected when describing her experience helping to implement GE Appliances’ zero distance philosophy. This means creating an environment where people have the freedom to be creative and co-create, embracing the “zero distance” ideal.The change has helped Rockingham and her team to move beyond spreadsheets and rethink how they measure return on investment, focusing more on the talent profiles needed for recruitment and retention. The products that have been created under this new philosophy are the ultimate proof of concept. GE Appliances now uses co-creation centers, where the general public works alongside engineers and marketers to brainstorm and build. One such collaboration led to the creation of a small-batch mushroom grower that sold out within two months via crowd-sourcing, demonstrating a strong connection between public inspiration and commercial output. GE Appliances’ journey suggests that competitive advantages don’t always come from the best algorithms in the age of AI; they can also spring from a culture that asks grandmothers what they need from a washing machine, and addresses it head-on. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
How Corporate Leaders Are Personalizing Well-Being for a Multigenerational Workforce
BY Ade Akin December 01, 2025A patient walks into a doctor’s office complaining of a persistent stomach ache. A traditional healthcare package might lead to specialists, scans, and tests, but what if the real issue isn’t physical at all? “If they’re able to talk about it, and they’re able to really understand what’s going on with them from a mental standpoint, behaviorally, it may just be they’re dealing with stress and anxiety,” said Joan Kronick, the VP of sales at One Medical. This story highlights a critical disconnect in today’s workplace, where the systems designed to support employees—from healthcare to benefits packages—are often incongruent with the lived experiences of a workforce that now spans five generations. Kronick spoke with other executives on the matter during a panel discussion at From Day One’s Midtown Manhattan conference. It Starts With CareJillian Morgan, the director of community and wellness at IPG Media Brands, saw her transition into a corporate role as a licensed clinical social worker as a natural evolution since both roles revolve around care. “We think about the human experience and the value that is inherent in every single being,” Morgan said. “Caring for your employees is essential. They are the backbone of your company. It’s not optional to take care of your employees, because you need them to thrive.”Panelists spoke about "Inclusive Well-Being Strategies for a Multigenerational Workforce" This philosophy set the tone for the panel discussion moderated by Tania Rahman, the social media director at Fast Company. The conversation, titled “Inclusive Well-Being Strategies for a Multigenerational Workforce,” brought together leaders from HR, benefits, and wellness departments to tackle a central question: how can companies design wellness strategies that meet everyone’s needs in an era that spans five generations of workers, from Gen Z to Baby Boomers. Morgan says the answer starts with a simple practice. “Listen first, design second,” she said. “Don’t assume the needs. Find out what the needs are.”Start by Listening, Then Listen Some MoreThe panelists all agreed that the foundation of any successful employee well-being strategy is a robust, multi-layered approach to employee listening. “People want to be seen, they want to be valued, and they want to be heard,” Morgan said. “So what are the spaces we create to actually listen?”Marina Vassilev, the VP and head of total rewards for North America at Schneider Electric, employs a variety of channels. “We use multiple channels of listening, pulse surveys, total reward surveys that we run every couple of years [in addition to] focus groups,” she said. “We have close partnerships with our employee resource networks, because they give us a great opportunity to understand any unmet needs of a specific group.”Alain Bernard, VP of corporate HR at Quest Diagnostics, emphasized the importance of equipping leaders to listen during team huddles and leveraging mobile technology for feedback. Jon Lowe, chief people officer at DailyPay, offered a more direct method. “Spend time with your frontline employees,” he urged, recalling his time at Amazon. “I typically would pack boxes during the holiday season.”Identifying Commonalities in a Diverse WorkforceWhile it’s essential to understand generational differences in the workplace, all employees share the same fundamental needs. “We’re not all that different anyway,” Bernard said. “When you really talk to people at the heart of the matter, you look at the financial crisis that people are dealing with. You look at the mental health challenges coming out of Covid.”Three areas consistently rose to the top during the conversation: mental health, flexibility, and financial wellness. Vassilev agreed, these needs manifest differently across generations, so a one-size-fits-all approach often fails. “From a benefits perspective, it sometimes manifests itself differently for financial well-being,” she said. “The offer that we have for individuals who are just joining the workforce is very different. We’re looking at student loans and credit card debt and saving for a mortgage, and then the individuals who are close to exiting the workforce need a lot of retirement consulting and advice.”Evolving Beyond an Outdated Benefits ModelThe conversation focused on moving beyond traditional benefits packages. Lowe challenged the audience to think more creatively about ways to deploy finite resources. “Dollars are fungible, right? And so the way that we seek to go and deploy those doesn’t have to fall into the traditional mold of what benefits are supposed to look like,” he said.Lowe questioned whether conventional offerings like vision care were as valuable to some employees as a streaming service subscription or a childcare subsidy would be. “If you understand the journey that your people are on, then you can start to go and figure out on that barometer of what creates the highest degree of utility for the scarce amount of resources that we have.”Benefits packages that allow holistic care and encourage preventive care, allowing employees to take ownership of their health journeys are essential, says Kronick. Determining if benefits programs are effective requires a mix of real-time feedback and data mining. Benard pointed to utilization rates, vendor management, and feedback. Vassilev described having success with large, anonymous virtual focus groups that even included manufacturing employees. The Role of AI in Mental HealthRahman cited a 2025 study that showed 49% of AI users who report mental health challenges use major large language models (LLMs), such as ChatGPT, Gemini, or Claude for therapeutic support. Around 63% of these people report that using LLMs improved their mental health, while 36% found AI programs more effective than human therapists. “It allows people to remove the stigma of having to ask for help,” Morgan said. However, she cautioned that AI lacks the nuance of a trained professional and should be used to navigate people to the right human help, not replace it. AI is used at One Medical as a tool to help providers listen more intently and transcribe conversations, not for diagnosis, says Kronick. Ultimately, to improve workplace well-being, Kronick emphasized grounding decisions in real evidence: “Look at your clinical data, really understanding where your employees are spending their time.” Vassilev agreed, highlighting the importance of employee listening. “Think about it holistically,” she said. Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
How to Be a Thoughtful Adopter of HR Technology in an Age of AI
BY Ade Akin November 26, 2025The pressure for HR teams to be first adopters as new software and AI tools are launched is intense. However, for Dibyendu Sharma Mondal, the head of people analytics, HR technology, strategy, and operations at Unisys, the key to successfully integrating new technology into existing systems isn’t quick adaptation, but being a “thoughtful adopter.”Mondal outlined his people-centric philosophy to minimize fatigue and maximize impact when new technologies are rolled out at From Day One’s November virtual conference, in a fireside chat moderated by Nicole Smith, the editorial audience director at Harvard Business Review. “We want to take the technology which makes sense for our business, not just each and everything that comes in,” Mondal said. “We are a very, very people-centric organization. We listen to the end users. We talk to them. We invest in enabling and supporting those users.”Managing Transformation Overload and Building TrustMondal calls one of the significant hurdles leaders face regarding integrating new technologies “transformation overload.” It’s the fatigue teams feel from constant change. He says the antidote for transformation overload is to demonstrate the value new systems bring from the start. “If you show that what you’re building is going to be beneficial for them, then you see the engagement happening,” Mondal said. The goal of embracing new tools should be to empower employees to work more efficiently. This turns the adoption of new technologies into a collaborative endeavor rather than a top-down push for change. Dibyendu Sharma Mondal, head of people analytics, HR technology, strategy & ops at Unisys, shared his insights during the fireside chat (photo by From Day One)“Building trust is the biggest element,” he said. New systems must be reliable if their insights will be considered when executives make decisions. Trust is built through data quality and effective governance, and it’s reinforced when the technology’s scope expands to answering critical business questions beyond the HR silo, connecting people data to other functions. Measuring What Matters: Beyond Login RatesMondal says that HR departments must move beyond superficial metrics, such as login rates, when measuring adoption success. “The most obvious [metric] people look [at] is how many people logged into the system, and what’s my login ratio,” he said. He says the benchmark technology adoption should be measured by its business impact, and proposes three additional metrics to monitor. First, has the adoption of this new technology moved a critical business metric, like reducing time-to-fill for open roles? How much time are people spending on the system, and what kind of questions are they asking? And is the system becoming the unified source of truth for organizational discussions? Leaders should “go back, redesign, rethink” if over 60% of the targeted users aren’t actively using the tool after 60 to 90 days. “Every technology comes with a cognitive cost,” Mondal said. “The question is whether the user sees the payoff that justifies this cost to them.”For example, an employee tasked with learning how to use a complex analytics platform will only endure the high cognitive cost if the payoff, like better insights, time savings, increased conversions, outweighs it. Therefore, the role of technology implementers is to minimize this unnecessary cognitive burden by improving user interfaces, reducing onboarding time, and enabling intuitive navigation.AI and the People-Centric FutureThe conversation turned to artificial intelligence, and Mondal sees synergy between people analytics and AI, opening up possibilities ranging from predicting attrition risks to personalizing career development paths. Unisys has been an early adopter of generative AI tools within its people analytics systems, significantly boosting adoption rates by satisfying employee curiosity with a conventional interface. However, Mondal remains cautious about AI. “What keeps me awake at times is how do you really eliminate the issue about bias and how do you build trust?” he said. Mondal redirected the focus from flashy solutions to core problems when asked about the next big technology to cause significant disruption. “You have to be able to build a real-time analytics system that allows you to answer real HR problems,” he advised. The goal is a consolidated, self-service system that helps HR leaders solve business problems, whether that involves AI, augmented reality, or more foundational data architecture.The Leadership Behaviors That Drive AdoptionLeadership must set the tone when pushing their teams to embrace new technology. He highlights three behaviors leaders should embrace. First, lead by example: “Use the tool yourself and talk about what they are enabling today,” Mondal said. Adoption increases when teams see their leaders using a new technology. He also encourages creating a safe space to experiment. Innovation requires trying new things, and leaders must create psychological safety for this experimentation.His last tip is to show the connection. Help people see how learning a new tool benefits them personally and contributes to the team and company’s goals.Ade Akin covers workplace wellness, AI, HR trends, and digital health solutions.(Photo by pixdeluxe/iStock)
How to Introduce and Leverage AI at Work Without Stirring Up Resistance
BY Ade Akin November 24, 2025The rise of generative AI at work brings excitement, uncertainty, and a touch of paranoia, from fears of job security, to leadership’s ethical concerns, and worries of its power. David Wishon, SVP of talent management at Lionbridge, says the key to successfully rolling out AI at work is surprisingly simple. “We started with carbonara recipes, and what dogs should you have in a New York apartment,” Wishon said during a panel on AI adoption at From Day One’s Boston conference. “We started with fun, and then that created this momentum.”This playful approach was central to Lionbridge’s strategy for demystifying AI. The company addressed employee fears about AI by giving each employee a goal to accomplish with generative AI for the year, says Wishon. Lionbridge trained 4,500 of its 6,500 employees in a few months by starting with low-stakes, personal use cases for AI, before transitioning to work-related tasks. “It was really just trying to get that sense of fun, that sense of permission,” he said. Demystification and the Soft LaunchWhile Lionbridge opted to introduce AI with structured, company-wide training, other organizations embraced a subtler approach. “Ours was almost more like a soft launch,” Michelle Randall-Berry, the global head of talent at Teradyne, said. “We didn’t go through a lot of discussion and approvals. We just did it.”Teradyne’s talent acquisition teams and learning department quietly integrated AI with gentle “nudges,” such as personalized course recommendations for employees and automated messages to potential hires. “It was kind of more of a quiet, ‘wow, believe it or not, we’re using AI, everyone,’” Randall-Berry said about Teradyne’s subtle approach to AI integration.Streamlining Workflows and Enhancing PerformanceAnkit Saxena, the global head of people insights and HR technology at PPG, says AI’s most significant impact in most organizations is increased efficiency. PPG, an international manufacturing company, created its own version of ChatGPT called “Chat PPG” for internal use, providing employees with unbiased, vetted information. Panelists spoke with Janelle Nanos, assistant business editor for news innovation, the Boston Globe about "How HR Leaders Can Leverage AI to Make Their Work More Effective and Fulfilling"PPG accelerated its hiring cycle by delegating processes like interview scheduling and candidate screening to artificial intelligence. “Instead of X number of days, it is reduced to X minus 10,” Saxena said.The benefits of embracing artificial intelligence extend to performance management, a traditionally time-consuming process for managers. “Performance reviews can take several hours,” Marissa Gladstone, the director of sales at Workleap, said. AI tools can aggregate an employee’s work, projects, goals, and feedback, into a holistic summary in minutes. This changes the manager’s role from data collector to coach, allowing them to focus on “true relationship building.”The Human Guardrails: Bias, Fraud, and BurnoutAI integration into organizational processes also brings some inherent risks, particularly around biased algorithms and candidate fraud. All five panelists unanimously agreed that artificial intelligence is most efficient when it assists the hiring process, but doesn’t make final decisions. “We determined that we weren't going to use AI for assessment and decisioning of candidate quality,” Wishon stated, pointing to ongoing legal cases such as the Equal Employment Opportunity Commission (EEOC) vs. iTutor Group in 2022. iTutor agreed to pay a $365,000 settlement after its AI system was found automatically rejecting applications from women over 55 and men over 60. Saxena outlined a three-part governance framework used to prevent AI from inheriting bias at PPG: verifying data sources, scrutinizing vendor algorithms, and continuously evaluating outcomes for discriminatory patterns.AI is creating a new frontier of fraud that hiring managers must look out for. Wishon described “impostors or dreamers” who use large language models to fabricate resumes and answer interview questions in real time. Wishon also points out the rise of “collusion,” where data centers use artificial intelligence to imitate individual candidates. In response, Lionbridge now uses identity and email verification checks to filter for “viable, authentic, accurate candidates.”Wishon says the most unexpected challenge he’s faced working with artificial intelligence is what he terms “AI burnout.” He says the initial efficiency gains AI brings have a lifespan and cannot accelerate human-centric elements like socialization, change management, or navigating company culture. AI as Your Sparring Partner, Not Your ReplacementDespite the challenges of integrating artificial intelligence into company processes, AI works best as a collaborative tool rather than a replacement for human intelligence, creativity, and intuition, the panelists agreed. AI’s role is to empower, not replace, the human workforce. Gladstone, who admits to her own moments of fear, now sees AI as an essential partner. “AI is not going to replace you. People who use AI will,” Gladstone said. “AI is your first draft. AI is your sparring partner. It is something that helps you develop some of those ideas. It takes away that analysis paralysis.”“Just dip your toe in,” said Randall-Berry, who recently coached a nervous team member on using Copilot to refine a memo. That same team member couldn’t get enough of AI once she got past her initial hesitation. “She was absolutely floored,” Randall-Berry said. “And then she kept asking it, ‘Can you do this? Can you add this?”Ironically, the ultimate destination of AI integration is a profoundly more human workforce, where employees focus on tasks that require a human touch, while AI handles repetitive, manual tasks. Less administration, more human connection. Fewer processes, more creativity. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
Epic Disruptions? They’ve Happened Before. Here’s What We Can Learn From Them
BY Ade Akin November 18, 2025What can a 19th-century nurse teach us about AI? Everything, says innovation expert Scott Anthony. Florence Nightingale is remembered as a compassionate caregiver, but Anthony, a clinical professor at Dartmouth University, recast her as a master of systemic disruption at From Day One’s Boston conference during a fireside chat with Adi Ignatius, editor at large, at Harvard Business Review.“She drove deep systemic change in healthcare,” Anthony said. “She did it through data. She did it through visualization. She shows us what it takes to drive system change.” Anthony, the author of Epic Disruptions: 11 Innovations That Shaped Our Modern World, says that the principles behind history’s most significant innovations are the tools needed to build a more human-centric future as AI disrupts life as we know it. Florence Nightingale and the Art of System ChangeHistory offers “fiercely urgent teachings” for modern executives, providing a map to follow when the path forward is obscured, says Anthony.Anthony signed copies of his book, Epic Disruptions: 11 Innovations That Shaped Our Modern World, for session attendees “We’re in a world right now that can be characterized as being shrouded in dense fog,” he said. “You have technologies advancing exponentially. Lines between industries, blurring expectations of your customers, your colleagues, your children, shifting very rapidly, and shock after shock coming after you.” The natural human tendency is to slow down in these conditions, yet the modern imperative is to move faster than ever. He cites Florence Nightingale to illustrate how to drive meaningful change, noting she was a powerful systems innovator, not just the “lady with the lamp.”Nightingale’s work highlights that leaders can’t just do one thing to change systems; change always requires a multifaceted approach. “HR executives need to drive system change in your organizations,” Anthony said. “Florence Nightingale shows the components for how to do it.”Disruption as a Path to OptimismThe conversation naturally turned to the most significant source of disruption in the modern era: artificial intelligence. “AI is one of these ones where you’ll say there was a before [and] there was an after,” he said, placing artificial intelligence in the same category as the compass, gunpowder, and the printing press.Anthony acknowledges the messy middle that such transformations often entail, drawing a parallel to the 1920s, when automobiles flooded cities designed for pedestrians, horses, and carriages. Such disruption required new technology (traffic lights), new norms (sidewalks), and new regulations. “We will need these things for AI as well,” he said, warning that a hands-off approach during periods of immense transformation is a “horrible thing.”Leaders must also contend with the deep fears many people have regarding artificial intelligence. Anthony teaches a class on generative AI at Dartmouth, and even in a risk-free, pass-fail environment, “at least half of the class is terrified because there’s something about AI that we feel like hits our humanity, and if we adopt it too much, we lose something, ”he said. Acknowledging and addressing this fear is an executive responsibility.The Innovator’s Mindset“Disruption rewards patience and perseverance,” Anthony said. “There are no overnight successes. It just doesn't happen.” Like in the case of American chef and author Julia Child, who finally published her first cookbook, Mastering the Art of French Cooking, after spending a decade working on it, going through multiple publishers, and a near-death experience. The key for leaders is to be “patient for growth and profits,” but “impatient for proof points.”Anthony highlights the ability to embrace paradox as the single most important trait of leaders who successfully navigate disruption. He illustrated this mindset through a former Procter & Gamble executive who drove disruptive growth for products like Swiffer® and Febreze®, creating entirely new categories in household products.“Ghosts,” as Anthony calls it, or the invisible forces of past traumas, present patterns, and future fears, hold organizations back. Ghosts can manifest as a fixation on past IT failures, inertial routines that stifle experimentation, or the existential fear that adopting AI will change an organization’s identity. To combat these ghosts, Anthony points to a ritual used at Airbnb called “elephants, dead fish, and vomit.” “Elephants, what are the big things that nobody's talking about? Dead fish, what are the things that are in the corner of the room that are stinking up the room? Vomit, what's the stuff that you just need to say?” This practice, he says, helps bring unspoken friction to the surface so it can be addressed.Anthony ended the conversation with a final piece of advice, an anecdote from 1548, when King Edward VI issued a proclamation “against those that doeth innovate.” While such unproductive regulations are less likely to be issued today, Anthony says the fears that drove them are still prevalent. “My ask for you is to find ways to replace that fear with fun. When we’re playing, when we’re experimenting, when we’re trying new things, everything changes.”Ade Akin covers workplace wellness, AI, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
Embedding Company Values Into the Daily Work Experience
BY Ade Akin November 12, 2025“My life mantra is lift as I climb,” Geneva Brown said during an executive panel discussion at From Day One’s Philadelphia conference. Brown, the chief sustainability and inclusion officer at the Cigna Group, says that culture begins with small, deliberate steps, such as setting aside a calendar block for employee calls, leaving a reminder note to follow up, or maintaining an unwavering commitment to creating safe spaces. Brown and a panel of other leaders shared thoughts on the topic “Culture That’s Real: Translating Company Values Into Everyday Reality,” to discuss the everyday mechanics of company culture, including how organizations listen to employees, turn feedback into action, and adopt new technologies without losing sight of the human skills that matter. “You may not have solutions to every issue, but that ability to pause and listen is critically important,” Brown said. Her team reserves an hour each day for outreach and keeps a running checklist to ensure team members feel heard. Martel Neville, VP of HR at Comcast, echoed that sentiment. “Let's just remember the golden rule, which is, treat others as you want to be treated,” he added. Neville outlined a mix of quarterly and annual surveys used at Comcast, as well as mandatory team huddles to review feedback and track escalations. These team huddles are how leaders figure out how to “listen, learn, and act,” he said.Turning Feedback Into ActionThe panelists went on to share systems that address employee concerns once their feedback has been received, including tools that route issues, assign them, and display status updates. Tracking escalations and their solutions creates transparent, accountable follow-through, says Neville. It’s important to push beyond surveys toward systems that close gaps. Neville described tracking escalations “so people could actually, literally click it to watch it go, to progress inside the organization.” That transparency converts sentiment into visible, accountable change.Angie Parsons, the director of product marketing at Beekeeper, emphasized the connection between communication gaps and cultural gaps: “If you have leadership mandating certain things, but the frontline workers aren't getting the same communication streams, then you're already creating a lot of disconnect.” Her solution is an employee experience hub that centralizes messages and makes organizations more inclusive for shift and frontline workers. Recognition As CultureThe way people are seen, heard, and recognized also informs workplace culture. To Omar Pradhan, recognition is “the opportunity to have a thoughtful, deliberate pause.”Ariella Cohen, deputy managing editor, news, at the Philadelphia Inquirer, moderated the sessionPradhan, an employee engagement and HR technology strategist at Workhuman, shared how their platform utilizes impact-focused language, making recognition a record of behavior and a source of data for informed talent decisions. “Recognition can also be a revealer of the skills that people are demonstrating over time and readiness for promotion,” he said. That combination, utilizing recognition to validate employees personally and as a system of record analytics, enables companies to celebrate individuals while revealing patterns that managers can act upon. Embrace AI, But Keep Things HumanIn exploring new ways to strengthen communication and accountability, Brown described how she’s using AI to draft prompts for difficult conversations and to design exercises that encourage proactive ownership of follow-through and results.Additionally, organizations can use AI to “synthesize all the information” gathered from surveys to highlight trends managers should address, said Parsons. As AI transforms the workplace, Neville noted that companies are beginning to prioritize human skills over technical ones—empathy, clarity, and leadership behaviors. “Clarity is kindness,” he said, citing researcher Brené Brown, whose work explores courage, vulnerability, and empathy.AI’s role is to scale insights and free up time; people still must do the human work of translating those insights into productive outcomes, panelists agreed. Building Community and BelongingVolunteer days and community engagement remain powerful ways to strengthen workplace culture. Neville described “Team Up” volunteer opportunities, which give employees a sense of purpose and belonging while also fostering stronger connections across teams.Parsons offered an example of how community engagement can extend beyond the workplace. During Hurricane Helene, customers used Beekeeper’s platform to self-organize cleanup crews and raise funds. “Bringing that community element to work,” she said, “was really, really important,” highlighting how purpose and collaboration strengthen both company culture and broader communities.To end the session, panelists offered one question every HR leader should ask. Brown’s was simple and probing: “Did I create space for someone?” Pradhan asked, “How do we bring the culture off the walls?” Parsons focused on managers, “How am I leveraging my middle managers to the best of their ability?” Neville boiled it down to outcomes: “How am I helping the folks that are in my arena to thrive?”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
Empathy at Scale: Leading a Global Workforce With Cultural Intelligence
BY Ade Akin November 07, 2025Courtney White didn’t have a foolproof playbook to guide him when he started his two-decade career in global leadership. What he had was a set of assumptions that included a belief that organizational culture could be scaled like a process and that clarity was a universal concept. “What I found out over my time is that I was wrong,” White said during a thought leadership spotlight at From Day One’s October virtual conference. “Global workforce leadership isn’t just about strategy. It’s about stewardship. It really doesn’t require an individual to be everywhere. It just requires you to be deeply somewhere.”White, the head of HR for agricultural solutions, North America at BASF, was interviewed by Megan Ulu-Lani Boyanton, a business reporter at The Seattle Times, to discuss the nuances of managing international teams. He shared many hard-earned lessons, framing them as “tuition” paid for the masterclass in empathy, adaptability, and context that his experience in global leadership has given him. White says his first global project didn’t go to plan, primarily because he assumed the strategies he had successfully used in the U.S. would work for Latin America until a colleague gently pulled him aside to say, “We don’t do business before we do people.”“That was a moment that really resonated with me,” White said. “It cracked open my understanding that it really wasn’t about mastering geography. It was about mastering empathy, adaptability, and context.”The Three Pillars of Global LeadershipWhite turned his experience managing international teams into a core leadership philosophy that’s built on three strategies. First, elevate cultural intelligence by treating it as a critical leadership skill rather than a soft skill.Second, practice time zone empathy by using calendars thoughtfully to create a more inclusive environment and ensure team members aren’t consistently burdened by inconvenient hours.And lastly, champion local autonomy while maintaining global alignment—a balance that, as White notes, drives innovation and keeps teams accountable.White discussed a transformation project involving a Canadian team that was given the freedom to localize the rollout. “They didn’t just deliver it. They reimagined what could be done,” White said. Their version was so effective that it was adopted globally. “When you give people the room to lead, they don’t just often meet expectations, they redefine them.”The Pitfall of the "One-Size-Fits-All" PlaybookWhite notes that one of the most common traps for global leaders is the belief that “your way is the right way.” He recalled a time when he had to defend a global rollout that had failed in two of five regions. His choice was to double down or own the failure. He chose the latter.This mindset also impacts career development. A high-potential employee in Mexico was once passed over because she didn’t self-promote, as it conflicted with her cultural norms. “If you’re using the same playbook for career growth in Tokyo, Toronto, or Texas, you’re not advocating,” White said. “You’re assuming.”Courtney White of BASF spoke with Megan Ulu-Lani Boyanton of the Seattle Times on the subject "Empathy at Scale: Fostering Global Collaboration" (photo by From Day One)This realization led White and his team at BASF to implement a “broad banding” system for careers that’s designed to honor local norms while operating within the organization’s global framework. “Talent shouldn’t be limited to geography or even cultural biases,” he said.White also learned the importance of time zone empathy the hard way, after scheduling a recurring meeting that was perfect for him, but required his colleague to join him at midnight. When he realized his error when the person missed his call, he apologized. “Inclusion has to be a practice, and time zone empathy is bigger than logistics,” White said. He and his team now rotate meeting times and rely more on asynchronous tools. “It’s another sign of leadership when the systems are designed such that they respect the fact that people have lives and not just output. You can’t build trust in a time zone you ignore.”The Secret Ingredient: Nuance in CommunicationCommunication is everything in a world where companies are increasingly made up of globally dispersed teams. White says nuance is the “secret ingredient” that makes conversations productive. He learned this lesson after telling a colleague at BASF’s German headquarters he needed something “ASAP.” They delivered it in 24 hours, though he had just meant sometime that week. The tone, timing, and translation of words all matter enormously. Now, White makes a habit of asking, “How did that land?” instead of assuming his message was understood.“Words travel fast,” White said. “What I’ve also learned, though, is that meaning doesn’t. And so as intentional as we are with the words, we have to be as intentional with the meaning.”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(NanoStockk/iStock)
How Embracing Neurodiversity Unlocks Organizational Potential
BY Ade Akin November 06, 2025At From Day One’s Philadelphia conference, Mike Civello, principal, global neurodiversity strategy at RethinkCare, opened his thought leadership spotlight session with: “Hello, I’m Mike Civello. I’m neurodivergent.” Civello stands as proof that neurodivergence isn’t a barrier to leadership. And his experience isn’t unique; a 2024 study found that 32% of senior management, 45% of C-level executives, and 55% of business owners identify as neurodivergent. Companies can no longer afford to ignore this reality. During his session, Civello dismantled outdated views on neurodiversity and made a case for why hiring neurodivergent team members and leaders is essential for retention, innovation, and an organization’s bottom line. He reframes the concept as a widespread aspect of human variation that provides significant organizational value when supported.The Gap in the WorkforceMany companies view neurodiversity primarily through the lens of hiring, focusing on whether and how to include neurodivergent talent in their recruitment efforts. “Around 20 to 30% of your people are neurodivergent” Civello said, citing common diagnoses like autism, ADHD, and dyslexia. “It doesn’t matter if you’ve hired them or not, that’s a third of your population coming and working every day.”Mike Civello of RethinkCare spoke about "Unlocking Your Organization’s Full Potential"Those numbers clash with disability disclosure rates that are typically around 1 to 4%, says Civello. “What’s happening? For a huge group of people, a very small group of people are disclosing. So there’s a big gap.”This gap means that managers are navigating team dynamics without fully understanding the root causes. “The number one reason that neurodivergent talent leaves the workforce is because they have friction with their colleagues and manager, and they’re leaving without even telling you that they were neurodivergent and needed help,” Civello said. On the other hand, the business benefits of neurodivergent talent are undeniable. Civello cites reports from companies like JPMorgan Chase and Microsoft, which have identified neurodivergent talent as showing “exponentially higher rates of productivity, loyalty and innovation” compared to their neurotypical counterparts.It’s clear that supporting neurodiverse talent isn’t just the right thing to do; it’s also great for a company’s bottom line. “It is good for your company,” Civello said. “Every organization that has some level of neurodiversity program has exponential returns financially.”Shifting From a Deficit to a Growth ModelThe traditional perception of neurodivergence as a shortcoming has been a significant barrier to progress. “The traditional view is that something like neurodivergence is some sort of personal tragedy. It doesn’t have to be,” Civello said. Instead, he asks managers and leaders to look at culture holistically, asking, “What could be in someone’s way from being their unique, gifted self?”He recommends integrating support for neurodivergent staff into broader, growth-oriented initiatives that benefit everyone, rather than creating stigmatized “neurodiversity programs.” “Why not label it professional resilience and career pathing? Everybody needs it,” Civello said. This approach helps create a culture where all employees have access to the tools they need to thrive, instead of managers trying to diagnose their teams. “I can’t explain to you why I can handle nine things at once and arrive at the conclusion in a meeting long before everybody else,” he shared. “I don’t know why my brain can redesign your entire benefits plan in two minutes, but I can’t get one slide done for the board meeting on time.” For Civello, the solution to turning his neurodivergence into an asset wasn’t just getting therapy for his comorbid anxiety and depression; it was getting “executive function support” for skills like time management. “Once I got that done, I was a really efficient employee,” he added. A Lifespan Approach to SupportCivello emphasizes that neurodiversity is a lifelong attribute, not something that’s temporary. This reality requires organizations to expand corporate support to include the families of employees. “Neurodiversity doesn’t just happen at work; it happens at home,” he said, noting the immense strain on parents, particularly. The U.S. Surgeon General has declared a parental mental health crisis, which is amplified for caregivers of neurodivergent children.He recommends applying the exact growth-oriented positioning to family support. Instead of asking, “Does your child have a disability?” frame resources around “helping your child reach their full potential.” This more positive and inclusive phrasing increases adoption and reduces stigma.Civello highlights ERGs as a valuable resource for companies seeking to support and empower neurodivergent employees. He has seen a trend of parenting and disability ERGs spinning off dedicated neurodiversity groups. These should be leveraged not just for peer support, but as a “sounding board” for the company. “I learned most of what I’ve done today so far just by listening to most people in the field and asking them what went well for you, and what would you do better?” Civello said. The Impending Generational ShiftThe most compelling call to action for companies to change their perspective around neurodivergence is the generational shift underway. “53% of Gen Z identify as neurodivergent,” Civello said, citing statistics from Deloitte’s 2023 Gen Z and Millennial Survey. Gen Z, along with Millennials and Gen Alpha, will be 80% of the workforce in the next decade, and their expectations will define the workplace. “They watched it on TikTok, and they have expectations of you, and if you can’t deliver, you’re going to be in a world of hurt,” Civello said. Civello closed out his presentation by pointing out that companies are sitting on vast reservoirs of untapped talent. Organizations can “develop high-performing teams by uncovering some of the most gifted people in your organization that simply are just not optimized,” he said. He recommends creating environments where every employee has the chance to be their unique selves. Editor’s note: From Day One thanks our partner, RethinkCare, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Josh Larson for From Day One)
Leading Through Uncertainty: HR’s Role in Navigating Change
BY Ade Akin November 04, 2025Change typically doesn’t come with a roadmap to help navigate around it. It usually shows up like a pulse thunderstorm; it’s fast, messy, and relentless. According to a recent report, 69% of employees trust their employers to navigate changes better than governmental organizations and non-governmental ones.“As an HR professional, there’s a tremendous amount of pressure to deliver on that belief and on that promise,” said Marissa Waldman, founder and CEO at Leaderology during a From Day One webinar. This pressure to guide organizations as they navigate rapid changes was the central theme of the session moderated by Stephen Koepp, co-founder and editor-in-chief of From Day One. The panelists agreed that the role of HR has fundamentally shifted. It has expanded from primarily support duties to now include serving as stewards of organizational culture, helping to build trust during periods of digital transformation, corporate restructuring, and global uncertainty. The Non-Negotiables: Communication and Psychological SafetyCommunication is the most effective tool for managing change. “For me, it’s really about communicating clearly, communicating early, communicating often, and also finding different mediums for communication,” Chantal van der Walt, the SVP of HR at Outokumpu said. She recommends staying consistent with an organization’s core messaging while adapting it for different audiences, from directors to front-line workers. Tanvi Sondhi, the VP of talent and learning at Novelis, shared one lesson she learned the hard way during a recent company restructuring. “The learning that I had is that whenever you’re going through a change, just be direct, sharp, clear, to the point,” she said. “It really works.”Direct communication helps foster psychological safety among employees, which becomes even more essential when things are changing rapidly. Waldman views psychological safety as the direct result of fearless leadership. “When leadership is vulnerable, when the leadership is authentic and transparent, you’re able to maintain a psychologically safe culture,” she said. Leaders should be open to feedback without getting defensive if they don’t get the answers they want, Waldman says. Andres Mendoza, the head of talent and culture for BBVA in the U.S., recommends normalizing struggle to foster psychological safety within companies. “Not being okay is okay,” he added. “We are all overwhelmed at one moment in our career that we take things personally and professionally, and that we care about what we do.” Mendoza says creating channels for managers and employees to express when they aren’t okay is vital for building trust, which helps with retention. The Connective Tissue: Protecting and Empowering Middle ManagementThe pivotal, often painful, role of middle managers was a recurring theme during the conversation. “These mid-level leaders are the shoulders. They are truly the connective tissue for organizations,” Waldman said. “They’re getting strategy from the top. They’re translating it down. They have the relationships. They, in my mind, need to be protected at all costs.”Middle managers are often stuck managing the emotional fallout from unpopular organizational decisions. Many are promoted for their technical proficiency, not their leadership acumen, and are now being “squashed from the top” and “pushed up from the bottom,” as van der Walt described.Panelists spoke about "Leading Through Uncertainty: HR’s Role in Navigating Change" (photo by From Day One)Reema Vaghani, the global VP of learning experience at TaskUs, says companies must now move from merely informing managers about decisions to involving them as architects of change. “We’re giving them the opportunity to be part of this as architects of the change, rather than the responders to the change,” She elaborated when discussing TaskUs’s approach to middle management. Vaghani recommends creating mentorship programs that connect managers with C-suite leaders and providing safe spaces for managers to voice disagreements. “If people are resisting, that’s good,” Waldman added. “That means that there’s trust and they’re speaking.” The response should be, “Thank you. Thank you. This is good. Let’s talk about this.”Navigating the Human Impact of Restructuring and AILarge-scale changes, such as layoffs, can have a profound emotional toll on organizations. Sondhi described observing various reactions to such changes at Novelis, from vocal displeasure to “survivor’s guilt.”Novelis’s mantra for handling such shifts is to listen and offer transparency. The company focuses on first supporting top and middle leaders so they can manage their teams effectively. Their pre-established cultural beliefs, “be open, build trust, say anything, and be authentic," guide their decisions. “Wherever we followed our cultural beliefs, I think we were on track,” Sondhi said. “But wherever we failed to comply with it is where we started struggling.”The rise of AI has also been a force of significant disruption within organizations. Vaghani says TaskUs’s culture promotes learning agility with structured skill-up programs. The goal is to be honest about the future. “Some of these roles are going to go away,” van der Walt said, “but what are the opportunities? What does it create for you, and how can you develop?”The Anchor in the Storm: Cultivating Trust and Self-CareThe panel also addressed how HR leaders can advocate for themselves and their teams when they, too, are feeling the strain. Mendoza says that HR professionals are employees first and need support from their own leaders.Van der Walt notes that being a trustworthy partner to an organization from the beginning makes it easier to navigate complex decisions. “If you have that relationship with the business, you will understand better where they are coming from, and appreciate better why the company needs to maybe do what it needs to do.”Waldman drew a harder line for those who feel powerless to advocate for themselves. “If you are not respected by the business and you are not able to advocate for yourself, maybe you need to exit,” she added. For leaders who stay, the mandate is clear: put on your own oxygen mask first, and then lead with a fearlessly authentic commitment to your people.Editor’s note: From Day One thanks our partner, Leaderology, for sponsoring this webinar. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Christian Horz/iStock)
