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From Day One.

Live Conference Recap


THE ROLE OF LEADERSHIP IN PROMOTING WORKPLACE BELONGING

Here’s a unique twist on workplace belonging: a veterans Employee Resource Group
(ERG) collaborated with a local Nashville nonprofit, where the veterans shared
their personal stories, which musicians then turned into songs.“This initiative
was incredibly successful,” said Michal Alter, co-founder and CEO of Visit.org,
which facilitated the ERG experience. Alter spoke on a panel moderated by Lydia
Dishman of Fast Company during From Day One’s Manhattan conference. The
veterans’ songs resonated so deeply within their company that the CEO invited
the musicians to perform at a major town hall event. “These employees were
celebrated and thanked for their service. The emotional connection is what we
aim to create, and we love seeing these heartwarming stories,” said
Alter.Visit.org partners with companies like Amazon, AT&T, KPMG, and Comcast to
bring intersectional topics to life through team-based activities with local
nonprofits. Alter says that ERGs provide employees with the opportunity to have
meaningful conversations in safe spaces, and are an effective way to foster
workplace belonging.After conducting experiences for companies, Visit.org
surveys participants about the impact on their sense of belonging. In a survey
involving 40,000 participants, 60% responded, with 73% of those reporting a
significant positive impact on their workplace experience. “We see that 99% of
respondents ask their employers for more of these types of activities,” Alter
said. Alter emphasized that these activities help employees feel connected to
their community and their colleagues, fostering a strong sense of belonging.Help
Employees Develop EmpathyPanelist Derek Gordon, chief diversity, equity, and
inclusion officer for Colgate-Palmolive, is a black man who grew up in
predominantly white neighborhoods. He shared an experience that took place years
ago but has stuck with him ever since.When Gordon took his high school best
friend, who is white, to a predominantly black space, his friend looked around
at all the people who didn’t look like him and said to Gordon: “This is how you
feel every day?”“His empathy clearly came through. He recognized from that
experience that this wasn’t about how he was feeling,” Gordon said. “He provided
a real sense of understanding.” One way to cultivate inclusive culture in a
company, says Gordon, is to help employees develop empathy for each other’s
unique experiences.Lydia Dishman of Fast Company, far left, moderated the panel
discussion about "Fostering Workplace Belonging: Overcoming Barriers and
Cultivating Inclusive Culture"Another way companies can ensure they are being
inclusive, and helping employees to develop empathy for their colleagues, is to
be intentional about hiring. “Put in extra effort to make sure that you are
going to where those population pools are, so that you can find the great talent
that you would not otherwise consider,” he said. It’s important to lay that
foundation from hiring onward to increase inclusion and representation. Adding
to that is tracking the numbers. Senior management will want to know if what
you’re doing is working, so try to quantify your efforts. “At the end of the
day, if you're not showing progress, it means you are not moving forward against
the path,” Gordon said. “It also provides for accountability for the leadership
and the organization.”Recognize Layered ExperiencesPanelist Lukeisha Paul, head
of diversity, equity and inclusion for GroupM, experienced what it feels like
not to belong. Born and raised in New York with roots in Trinidad and Venezuela,
the layers of her unique experience were branded as not fitting in during
college. “I found myself at a cross section of, ‘where do I fit in?’ And it was
very uncomfortable,” she said. That led to her work in DEI.“I have a deep
appreciation of intersectionality and the different layers of diverse dimensions
that we all exhibit based on our unique lived experiences,” Paul said. “Today,
that helps me because I understand that any individual can experience being the
only one or the underrepresented.”One way they cultivate an inclusive culture at
GroupM is to waive the four-year degree requirement and add on a program called
Launchpad which teaches new hires how to be successful in the company. That
helps to level the playing field, no matter what the person’s background
is. Even with a good start in a company, some may find it hard to grow if you
look different than other leadership or if you don’t know how to advocate for
yourself. “Once you continue up the corporate ladder, you’ll see that there’s a
major decrease in disparity between people of color, the more senior that you
get,” she said. That’s why they offer the GroupM Career Advocacy Program, which
includes masterclasses to help build understanding and skills. “We focus on how
to set big goals and how to move forward,” Paul said. Another focus of the
program is pairing them with senior leadership who can truly advocate for
them. From these classes, they’ve seen raises and promotions and from the
advocacy program they’ve seen leadership become courageous as they speak up.
“They have a greater understanding of some of the hindrances that people of
color actually go through,” she added.Pay Attention to Age DiversityEvery age
group can bring unique and helpful perspectives to organization, says Heather
Tinsley-Fix, senior advisor of financial resilience at AARP.In a previous role,
she was the youngest person on a big team of leadership, lawyers, and
consultants looking to negotiate a big contract renewal. “I just felt so
intimidated,” she said. “Most of them were men, and they just looked right past
me.” One of her takeaways from that experience was to acknowledge everyone at
the table, no matter their age or how they are different from everyone
else. Representation is important, including age diversity. Many companies have
websites with pictures of young people, which can make it hard for older people
to feel like they belong. There is some messaging out there that certain ages
are “too old” for companies to hire, when that is not only not true, it’s
ageism. People of all ages want to contribute and be in a job they enjoy, and as
Tinsley-Fix says, every age wants to keep learning and developing soft skills
that help no matter the job you’re in. “Just paying attention to that, in
addition to this sort of hard skills, can really diversify your hiring pool from
a perspective of age,” she said.The Pillars of DEIPanelist Marie Carasco, vice
president of organization development culture and diversity at Github, was one
of very few black women enrolled during her doctoral degree program. It made an
already challenging experience even tougher. Representation is a baseline in
belonging, she says. Then came a full circle moment. She had the opportunity to
teach at the ground level. “There were a number of students that came up to me
so happy that I was there. And it made me feel that I was making a difference
for them.” That’s why she works in the DEI space, and at GitHub, she is helping
to shepherd work around organization development, culture and diversity. The
company has four pillars of DEI, says Carasco, who supports each of them. One is
understanding psychological contracts, or employee expectations. If those are
broken, it’s hard for the person to reach their potential in the workplace.
Second is psychological safety, because if they don’t feel safe they won’t take
risks. Third, having those deliberate cross-company collaborations to foster an
inclusive culture. And the fourth and final pillar is leveraging employee
engagement and understanding, so they can take part in helping move DEI
forward. “I know we have a lot of listening systems around employee engagement,”
Carasco said. “But quite rarely do we even ask an employee, do you want to
participate in service to drive this work?” If companies could have those
conversations and bring them in, they can help drive the very programs that can
help everyone.Carrie Snider is a Phoenix-based journalist and marketing
copywriter.

BY Carrie Snider | July 01, 2024


STAY CONNECTED

The From Day One Newsletter is a monthly roundup of articles, features, and
editorials on innovative ways for companies to forge stronger relationships with
their employees, customers, and communities.


Sponsor Spotlight
By Stephanie Reed | July 02, 2024


CONSISTENT REFLECTION AND COACHING: A PROVEN METHOD TO GENUINELY SUPPORT
EMPLOYEE WELL-BEING

The high costs associated with employee burnout and turnover demonstrate the
need for a more effective and holistic approach to well-being. Genuine
investment in employee well-being yields better outcomes: Gallup reported that
employees who feel supported by their workplaces are 55% less likely to watch
for other job opportunities or actively search for jobs and 68% less likely to
feel burned out consistently.During From Day One’s Manhattan conference, Anita
Hossain Choudhry, co-founder and CEO of The Grand, spoke about a new approach to
employee well-being and cultivating an engaged workplace culture. This approach
involves measuring, addressing, and enhancing employee well-being, while
encompassing all aspects of wellness: physical, emotional, spiritual, financial,
social, environmental, intellectual, and career.The Grand coaches leaders to
help achieve clarity and self-awareness to reach their personal and professional
goals. Choudhry strives to create a work environment that fosters a learning and
authentic growth mindset, rather than solely highlighting
performance.Understanding the self and what we need within our environments and
communities to achieve greater success and well-being requires reflection,
intention, and connection, Choudhry said.“Only when we reflect and take the time
to learn from our experiences do they become a source of growth. If you’re not
doing that, you’re missing out on 70% of your learning.” she said. “That’s why
at The Grand, we believe it’s really critical to have reflective practices so
you can better understand where you are and where you want to go.”Anita Hossain
Choudhry, Co-founder and CEO of The Grand led the thought leadership spotlight
in ManhattanThe keys to fostering individual self-awareness involve managers
helping employees achieve clarity through meaningful discussions of the areas of
their lives they wish to improve, using shared language to define and measure
well-being goals effectively in direct reports, and taking every individual’s
unique journey into account to allocate resources more efficiently. Upon
reflecting on where one is and wants to go, it’s essential to create intentions
based on those reflections and also to experiment. It’s critical to move from a
performance-based mindset to a growth-learning mindset, says Choudhry.“A lot of
times at organizations it doesn’t feel safe to flex and experiment because we
always have to perform,” she said. “The opportunity that we have is to create
safe spaces where people can experiment. [We need to] make that the norm and
give them permission to do that.”Shifting from strictly performance-focused
coaching to reflective and growth-oriented coaching, helps employees become
emotionally resilient, self-aware, healthy, and more engaged with others. This
holistic support of individual growth leads to more successful business
outcomes: higher performance, retention, and engagement.Achieving well-being
requires a comprehensive approach accounting for all aspects of life. It
includes investing in experiences that encourage personal and professional
growth. Evolved reflective coaching techniques are crucial in the modern-day
workforce as employees prioritize fulfillment in their careers without
compromising other facets of their lives.When employees struggle with
well-being, business performance and employee satisfaction dwindle. Business
costs also rise to compensate for higher turnover. When employees achieve higher
levels of well-being, they use fewer sick days, experience less burnout, are
more engaged at work, and perform more efficiently.“Our future vision is really
to make sure that no one will have to walk through life alone. And everyone will
be able to understand their strengths and use it to become the grandest version
of themselves.”Editor's note: From Day One thanks our partner, The Grand, for
sponsoring this thought leadership spotlight.Stephanie Reed is a freelance news,
marketing, and content writer. Much of her work features small business owners
throughout diverse industries. She is passionate about promoting small, ethical,
and eco-conscious businesses.

Virtual Conference Recap
By Emily McCrary-Ruiz-Esparza | July 01, 2024


INVOLVING EMPLOYEES IN THE JOURNEY OF TECHNOLOGICAL TRANSFORMATION

The abundance of new talent-focused tech tools are changing the way human
resources practitioners, recruiters, and people operations leaders do their
jobs. But as new tools are adopted, it’s often done with HR users in mind, and
omitted from the selection and deployment processes is the end user: the
employee.How to create an inclusive dialogue with workers about new tech was the
topic of conversation among a panel of talent acquisition leaders during From
Day One’s June virtual conference. The group of leaders addressed tech at all
points of the employee lifecycle, from recruitment to career development.The
Latest in Recruitment TechnologyThanks to the latest in HR tech, people teams
now have the ability to hyper-customize the applicant and employee experiences
at the earliest points of interaction. “We’re far beyond the days of just being
tailored towards persona,” said panelist Shaunda Zilich, senior director of
employer brand and talent attraction at hospitality company Marriott. The
application experience can now be tailored to individual applicants. For
instance, if a job seeker was looking at a housekeeping job at a hotel in the
Atlanta area, “when they click on that job, the whole website can then change to
say, ‘Here are some other jobs you might be interested in. They have this same
skill set, they’re at the Atlanta location, and here’s an associate’s story that
is tagged with that experience.’ I think that helps [applicants] self-select
out, help them fulfill their purpose, and help us with retention.”According to
Nico Roberts, the chief business officer at frontline talent acquisition
platform Fountain, this level of customization represents the best in employer
branding and recruitment. “Those companies that are absolutely crushing it are
the ones that are providing a beautiful, personalized experience to the
applicants,” he said. Testing Tools With the End User BaseWhen it comes to
identifying new tools and use cases, panelists recommended HR teams get deeply
involved as users. The companies that provide the best experience, says Roberts,
are “those companies that take their entire teams, not just the workers, and put
themselves through the process once every six months to see what’s changed.
What’s the experience?” he said.The panelists discussed the topic, "Creating an
Inclusive Dialogue With Workers About New Technology" at From Day One's June
virtual conference (photo by From Day One)Zilich involves her team regularly. “I
challenge my team all the time: When’s the last time you filled out an
application on our website or on our competitors’ websites? We should be out
there experiencing the technology firsthand and putting ourselves in their
shoes.”But don’t forget to include the end users in testing and selection. “If
you test with the actual workers or applicants, you start to see where they’re
getting hung up. At the end of the day, they’re the ones who are supposed to use
this,” said Roberts.Using Tech to Assess Skills and Develop Your WorkforceOne of
the most popular applications for HR tech is workforce skill development. Cheryl
Petersen, the talent resourcing leader for the Americas region at engineering
consulting company Arup, uses regular assessments to gauge technical expertise
and identify areas for improvement. Whatever skills and capabilities are most
relevant to Arup’s clients get priority. “With all those insights, you can then
evaluate your internal capabilities. You’re then determining appropriate
workforce solutions and you’re able to say, ‘Are we going to need to recruit new
talent? Do we need to develop upskill or deploy current talent? Are we going to
have to utilize temp labor or subcontractors to address skills gaps?’” Petersen
said. These assessments also help workers identify their current skill
inventory–and where they need to develop new skills to stay sharp and relevant.
“We want our employees to be improving and focusing on skills development that
allows them to be addressing client needs,” she said.As an employer introduces
new tools it expects workers to use, it’s natural to meet some resistance to
change and even trepidation about how it might affect workers’ future job
prospects. At media company Hearst, senior director of talent programs Maris
Krieger works hard to assuage workers’ worries about being replaced by the
latest tools, like artificial intelligence. “We always are doubling down on this
idea that this tool is in your toolbox. It’s not taking over your jobs. It’s not
replacing you, it’s augmenting and it’s freeing your time to do more valuable
things.” Still, she said, workers should be aware of the skills they need to
develop to stay relevant. Long-term resistance could put them at a significant
disadvantage. Further, don’t overlook internal applications. Krieger pointed out
that skill-development tools are just as relevant to boosting internal mobility
as they are for recruiting. Recruiters and HR practitioners aren’t insulated
from worry that their jobs are in jeopardy, of course. There are plenty of HR
tech tools leveraging AI to improve processes, and it has some in the department
concerned about their roles. But, Zilich says, talent acquisition professionals
should see it as an opportunity. In particular, using the recruiting and
skill-matching tools to take arduous tasks off their plates.“If recruiters
really think back to why they got into recruiting, they probably got into
recruiting for the coaching and the human side of it, the relationship side of
it, and helping people find their fit and organization,” she said. “So if they
can actually use the skill-matching and see the impact, they’re no longer going
through hundreds of resumes, they’re spending their time coaching the hiring
manager, coaching the candidate, and helping the person find the right
fit.”Emily McCrary-Ruiz-Esparza is a freelance journalist and From Day One
contributing editor who writes about work, the job market, and women’s
experiences in the workplace. Her work has appeared in the Economist, the BBC,
The Washington Post, Quartz, Fast Company, and Digiday’s Worklife.

FEATURED SPEAKER


CINDY RYAN

Head of Human Resources, MassMutual


LIVE 2024: BOSTON

September 12, 2024
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WHAT OUR ATTENDEES ARE SAYING

Previous

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

– Jordan Baker, Emplify

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

– Desiree Booker, ColorVizion Lab

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

– Kim Vu, Remitly

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

– Florangela Davila, KNKX 88.5 FM

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

– Cory Hewett, Gimme Vending Inc.

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

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practices in creating & nurturing corporate values while building purposeful
relationships with employees, clients, & communities.”

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– Chip Maxwell, Emplify

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

– Katy Romero, One Medical

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

– Kayleen Perkins, Seattle Children's

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

– Michaela Ayers, Nourish Events

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

– Sarah J. Rodehorst, ePerkz

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

– Angela Prater, Confluence Health

“From Day One did an amazing job of providing an exceptional experience for both
the attendees and vendors. I mean, we had whale sharks and giant manta rays
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– Joel Stupka, SkillCycle

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

– Alexis Hauk, Emory University
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