Revolutionizing Talent Acquisition: The Human Edge in an AI-Driven Era
BY Ade Akin June 03, 2025Pat Griffin, the chief revenue officer at Randstad Digital, didn’t get the smooth search improvement he expected the first time he tested an artificial intelligence screening tool on a live candidate pool. What Griffin noticed instead was that an entry that perfectly matched every data point, like degrees, keywords, and experience, was flagged as “low fit.” For Griffin, that moment illustrated the promise and pitfalls of AI in talent acquisition, a topic he spoke about during a thought leadership spotlight at From Day One’s NYC half-day TA conference. The real advantage lies in “unique human connection” in a world focused on integrating artificial intelligence into everything, says Griffin. While AI can help to accelerate initial resume scans; it can also miss nuanced indicators such as tone, passion, and cultural fit that highlight a candidate’s true potential. “We can deploy AI agents to identify skill gaps or run pattern matching across hundreds of profiles, but only a recruiter can read between the lines,” he said. He cemented his argument by sharing a story about a top candidate who hesitated when asked to describe a professional setback, despite having impressive credentials on paper. An AI agent would have penalized the applicant for that, but a seasoned recruiter noticed her vulnerability and resilience, qualities many organizations find valuable. That recruiter's intervention showed that the human touch is essential in the screening process. Pat Griffin the chief revenue officer at Randstad Digital | Torc led the thought leadership spotlightGriffin says the use of AI in the recruitment process doesn’t replace recruiters. Instead, it empowers them by helping them to notice trends in application flow, pinpoint diversity gaps, and forecast hiring needs. “We’re using next-gen tools to model volume and quality of candidates, predicting when talent pools will dry up,” he said. “That lets us proactively build a digital community before roles even open.”Griffin highlighted a pilot program where Randstad Digital Torc used data innovation to identify emerging roles in software security. A targeted outreach campaign was created within weeks, with a 40% increase in qualified leads. “That’s not magic,” Griffin emphasized. “It’s a recruiter armed with insights, using AI in concert with their own expertise.”Griffin says the days of blackhole application portals and ghosting candidates are long gone and that having a smooth application process that prioritizes applicant experience is vital. He cautions against overreliance on AI as chatbots handle more roles like scheduling, answering frequently asked questions, and delivering personalized coaching tips for interviews. “We’ve seen AI agents misinterpret simple questions, leading to frustration. You still need someone monitoring those conversations,” he said. Randstad Digital introduced a hybrid recruitment process to combat the limitations of artificial intelligence. AI handles routine tasks, while human recruiters step in at critical touchpoints. “If a candidate expresses uncertainty, that triggers a handoff to a human,” Griffin said. “That balance improved our satisfaction scores by 25 percent.”Griffin tackled the role of AI predictions in the hiring process, noting that while machine learning excels at sifting through data and forecasting trends, it struggles with contextual judgment. “We saw false positives in early models, candidates flagged for 'overqualification' who turned out to be perfect fits after conversation,” he said. That led to the creation of new guardrails, such as all automated disqualifications requiring human review. Companies should view technology as a recruitment tool, not a replacement for recruiters, says Griffin. He highlighted three pillars for transforming any organization’s recruitment process. Organizations can integrate AI strategically by starting with pilot projects, such as improving search results for niche roles, and then scaling the models that prove successful. At the same time, it's essential to invest in upskilling by providing recruiters with training in data literacy and the ethical use of AI, ensuring that innovation is balanced with human judgment. Finally, fostering a digital community through ongoing engagement with potential candidates via social platforms and virtual events can help nurture long-term interest and relationships.Griffin urges recruiters to remember that the recruitment process is all about connecting with the right people. “AI agents are powerful, but they aren’t human,” he said. “When we prioritize unique human connection, we future-proof our hiring models and deliver an exceptional candidate experience.”Editor’s note: From Day One thanks our partner, Randstad Digital Torc, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Hason Castell for From Day One)
The Din of Stress: How Benefits Leaders Can Help Workers Cope With Instability
BY Ade Akin June 02, 2025When Rachel Marling moved to New York to study photography at Pratt Institute, a career in human resources was far from her mind. However, like many others working entry-level jobs, she discovered that career detours can lead to unexpected destinations.“I joke with my colleagues that it’s the natural segue into HR,” Marling said during a fireside chat at From Day One’s NYC half-day benefits conference. The unorthodox start gave her a deep understanding of the intersecting paths of life and work.Marling joined New York Presbyterian Hospital in 2018 after spending over 13 years at a management consulting firm. Less than two years later, she dealt with the disruptions that came after Covid-19. The world has been in flux ever since, forcing businesses and workers to adapt as best they can. “And we’ve come past that hump, but I’m not sure that all of the anxiety and the agita is gone,” she said. Marling, now the VP of total rewards at New York Presbyterian Hospital, shared insights and experiences about how leaders can help navigate instability and the unknown. One way she does so is by focusing on employee well-being. From a business perspective, it’s in the employers’ interests to keep their workers motivated. This is a challenging burden to bear at a time when businesses and people face hardships like soaring prices, high rents, and instability from ever-changing government policies.Rachel Marling, VP of total rewards at New York Presbyterian Hospital, spoke with Steve Koepp, editor in chief of From Day OneHealthcare providers like New York Presbyterian need their staff to be mentally present so patients receive the highest quality of care. “Nurses are a big part of our workforce, and nursing does still skew female in particular age brackets. So, thinking about the demographics of our employee body, we have invested a lot in what I will call family-friendly benefits,” Marling said. The benefits include daycare subsidies, college coaching for older kids, and elder care services. Such programs help lighten the load of caregivers, allowing staff to focus on patient care while at work. The programs pay off by reducing adverse outcomes like absenteeism, presenteeism, and employee turnover.While it’s tempting to view additional employee benefits as unnecessary overhead that organizations can avoid, Marling has a different take. “We can’t spend money we don’t have, but investing in your workforce is the same as investing in equipment that you need,” she said. “You can’t run a business without people, and those people need to be healthy, they need to be plugged in, they need to be engaged.”Marling suggests negotiating with service providers to manage costs. “We all in our organizations are looking at market volatility and costs and saying, ‘What does this mean for us?’ Your vendors are doing that too,” she said. “So don’t be afraid when you’re going to contract, or even if your contract isn’t up. If there’s something that you want or you need, ask for it. The worst they can say is no.”Some service providers guarantee specific outcomes or returns on investment, she says. “You can, of course, hold them to those terms. So that’s something that you should absolutely ask about if you’re going down that avenue.” Vendors also offer flexibility in their pricing models. Some accept annual retainers and charge clients for every employee who uses their services, while others charge a flat fee regardless of the number of employees who use their services. Employers should invest in models that work for them and their workers.Marling also addressed how AI is changing how we interact with data. “Because of HIPAA reasons, we’re not in our claims data,” she elaborated. This is where AI comes in, keeping patients anonymous while executing pattern recognition to predict and hopefully improve patient outcomes.Healthcare organizations can use the results to shape wellness programs for individuals who may benefit from such interventions statistically. To ensure HIPAA compliance, healthcare providers also use AI-powered tools to execute patient outreach functions.Ultimately, wellness and productivity tools are most effective when used with intention. Marling urges leaders to be purposeful in how they support their teams, offering encouragement while also recognizing the challenges employees face both at work and at home.“It really makes a difference in how people show up, right? Are they coming to work feeling supported, feeling that you get it, or is work becoming another source of stress for them? You can’t fix their financial problems, but you can make them feel heard and appreciated,” she said. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Hason Castell for From Day One)
The Importance of Family and Wellness Benefits in a Highly Disrupted Industry
BY Ade Akin May 20, 2025Lucy Avsharyan, the vice president of benefits at United Talent Agency, knows firsthand how life’s biggest plot twists, like parenting twins, often overlap with your most pivotal career moments. At From Day One’s April virtual conference, she walked attendees through how UTA has transformed family support benefits into strategic tools for employee attraction, retention, and well-being. Avsharyan traced her journey as an employee back to the moment her twins were born. “During those first years, I was exhausted at work and home,” she said. That personal pinch point catalyzed UTA’s early experiments with gender-neutral parental leave and on-demand backup childcare. What started as a way to make life easier for working parents quickly became a competitive advantage for UTA: “When families are cared for, they can show up as their best selves,” Avsharyan said.While benefits served chiefly as a retention level a decade ago, they’re now non-negotiables for many prospective employees. Many now log into benefits portals with the same enthusiasm that was once reserved for salary benchmarks, she says.Employees Asking Harder Questions“Candidates now come armed with benefits spreadsheets,” said moderator Nicole Smith, editorial audience director at Harvard Business Review. “And they know exactly what they want,” Avsharyan added. “They’re asking, ‘What’s your global parental-leave policy? Do you offer mental-health stipends? How many hours of backup care are included each year?’”These changes in attitudes toward employee benefits inspired a portal overhaul at UTA, complete with personalized dashboards that show accrued leave, dependent care allotment, and wellness stipend balances in real-time. UTA also promoted closer partnerships between benefits, talent, and finance teams. “We needed to move beyond headcount metrics. Talent acquisition wanted enrollment rates. Finance wanted utilization and ROI,” she said. UTA now tracks which offerings drive applications, boost tenure, and reduce unplanned absences by developing a simple data analytics framework.Designing for a Global WorkforceThe conversation turned global when Nicole asked about benefits in the Europe, Middle East, and Africa (EMEA) and Asia-Pacific (APAC) markets. Avsharyan says a one-size-fits-all model doesn’t work in all regions. “In Europe, statutory parental leave can exceed 16 weeks, but mental-health coverage lags. In parts of Asia, it’s the reverse.” Avsharyan said.UTA solves this problem with a modular benefits platform that combines a core U.S. package (paid leave, backup childcare, and a wellness stipend) with region-specific add-ons, from fertility treatments in the U.K. to financial-wellness workshops in Singapore. Lucy Avsharyan of UTA spoke with Nicole Smith of Harvard Business Review during the fireside chat (photo by From Day One)“That approach lets us maintain equity—everyone gets a baseline of care—while respecting local norms and regulations,” Avsharyan said. Her advice to organizations struggling to find that balance is to “Listen first, then pilot fast.”The Baseline BenefitsMental health continues to be an essential part of a benefits package. “Well-being isn’t a perk, it’s a productivity imperative,” she said. Utilization of wellness benefits rose by 40% after UTA recently added no-cost therapy sessions, virtual mindfulness programs, and emergency financial planning services to its Employee Assistance Program. Job flexibility is also redefining work-life balance. “We trust our agents and creatives to deliver results,” Avsharyan said. “Where and when they work is secondary.” UTA’s hybrid model grants employees “deep-focus days” in the office and fully remote weeks. “Every team defines its norms, when to collaborate in person, when to block off a remote day, so people aren’t guessing,” Avsharyan said. But even with baseline benefits in place, Avsharyan continues to look out for trends and changes in the industry. “We’ll never be ‘done’—our people’s needs evolve too fast,” she said. She envisions next-generation benefits marketplaces, where employees can easily swap stipend dollars among categories, like shifting funds from gym memberships to backup childcare. The guiding principle remains constant: continuous listening. “We survey twice a year, but the real insights come from casual check-ins and manager hurdles,” Avsharyan said. “That feedback loop lets us iterate benefits in near real time, so when the next personal earthquake hits, our people know we’ve got them.”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Jacob Wackerhausen/iStock)
Reimagining the Candidate Experience as a Strategic Advantage
BY Ade Akin May 15, 2025Jon Stross knew something had to change when a candidate confided with him about applying to 200 roles without getting any responses. Stross, the president and co-founder of Greenhouse, laid out how the company is tackling the grim realities of overwhelming application volume, ghosting, and the increasing use of artificial intelligence (AI) in the hiring process. As organizations race to develop the most efficient algorithms, Greenhouse is helping transform what has been a soul-crushing experience for many into an empowering journey. “It’s terrible out there to be a candidate,” Stross said during the thought leadership spotlight at From Day One’s NYC talent acquisition conference. The current hiring market is one where applicants feel like their resumes weren’t even good enough for a response, he says. But things aren’t much better on the employer side, as recruiters find themselves sorting through thousands of resumes. Candidates who are worried about being ghosted end up sending generic applications en masse, while recruiters struggle to find desired signals in all of the noise. The new dynamic has led to employers increasingly relying on referrals or outbound sourcing, while candidates face a “black hole” of uncertainty. The result is a lose-lose scenario where neither side trusts the process. While AI's role in the hiring process is expected to expand in the next several years, Stross warns that matching AI-generated resumes with AI-scored profiles risks reducing everything to noise. Jon Stross, the president and co-founder of Greenhouse, led the thought leadership spotlightProviding transparency and giving candidates control is one of the strategies Greenhouse uses to combat ghosting and unclear deadlines. “It’s like walking into a deli with 200 people in line. You’d at least know your place in the queue,” Stross said.Greenhouse increases transparency and gives candidates control by introducing features like real-time application tracking and self-scheduling interviews—features that allow the application process to mimic the clarity of waiting in line at the deli. “If you see 200 people ahead of you, you might leave,” Stross said. “But at least you’re making an informed choice.”Greenhouse also introduced a Quick Apply feature that reduces friction in the application process, allowing candidates to auto-fill applications across Greenhouse-powered companies. This approach respects candidates’ time, reducing the repetitive data entry style applications. It’s a small but critical step in improving employer brand perception, says Stross.Surfacing Intent DataResumes capture a candidate, but they don’t always clearly reflect their intent. Greenhouse introduces data differentiation by collecting work preferences and a novel “dream job” marker. Similar to early admission in college applications, candidates may select one role monthly as their dream job. Recruiters can then filter applicants by their skills and passion, turning the data into a powerful differentiator for both sides. “Imagine sifting through 800 applicants and seeing five who marked your job as their dream,” Stross said. “It doesn’t mean they’re qualified, but it shows genuine interest.” Stoss suggests making the hiring process a race to the top rather than a descent into full automation. “Some companies are leaning in, building an employer brand that candidates remember,” he said.Organizations signal their commitment to talent by automating status updates and highlighting positive candidate experiences, reinforcing their brand and boosting candidate loyalty.Greenhouse is transforming hiring with tools like real-time application updates, centralized task checklists to guide candidates, and autofill capabilities that simplify applying. Personalized alerts and preference-based matching also help connect candidates to the right opportunities faster. These innovations give candidates a clearer path to their dream jobs while making the application process less unpleasant. Richer applicant profiles help recruiters to filter candidates more effectively and reduce their reliance on generic AI scoring that ignores human nuance. By embracing transparency, control, and meaningful data, organizations can attract and inspire talent while strengthening their employer brand, says Stross.Editor's note: From Day One thanks our partner, Greenhouse, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Hason Castell for From Day One)
Why Focusing on Early Talent Is a Critical Need for All Seasons
BY Ade Akin May 12, 2025Giselle Battley, the head of global emerging talent arrived at Yahoo in 2024, bringing along a background in tech recruiting for what she calls “emerging careers.” Instead of limiting early-career hiring to university pipelines, Battley and her team have reshaped hiring policies to welcome talent from diverse backgrounds and life paths. It’s worked well for Yahoo as Gen Z now represents 45% of its search users. Battley says that many of the brand’s young users are drawn in by its vintage tech appeal, which helps to forge deeper connections with recruits. She spoke about winning over the next generation of talent during a fireside chat at From Day One’s February virtual conference. “The next generation values transparency and authenticity more than any before,” Battley said. Brookings Institution projects that the U.S. will be a “majority-minority” society by 2045. 48% of Gen Zers entering the workforce today identify as nonwhite, which means inclusive hiring practices aren’t just about ethics any longer; they’re essential to attract younger talent. Talent acquisition teams should be ready to have candid conversations about corporate challenges and successes during the recruitment process. “Candidates will ask, ‘What has your company done about XYZ?’” Battley said. “If you can’t answer authentically, you’ll lose them.”Contrary to the myth that Gen Zers despise working in office spaces, research suggests they crave in-person collaboration and mentorships without heavy-handed mandates, says Battley. “They want autonomy to choose when and where they work,” she said.Yahoo’s approach gives employees the flexibility they crave while co-working days are built around team workshops and project sprints. This leads to early-career hires feeling empowered in shaping their work-life balance, which fosters loyalty. Traditional recruiting metrics, like time-to-fill, source value, and pass-through rates, still matter, but that’s not all Battley uses to gauge success. “My personal measure of success for our team is how much value we’re bringing to the business outside of just the talent that we’re bringing,” she said.Building a community is also imperative. Yahoo’s “Intern Alumni Program” aims to cultivate lifelong relationships with interns rather than only offering guaranteed roles post-internship, which isn’t always feasible amid industry-wide hiring slowdowns. “We want our alumni to be ambassadors,” she said. “So, when more roles open, they come back with us top of mind.” It’s a strategic hedge against talent shortages, ensuring a warm recruiting pipeline even in lean years.Battley embraces artificial intelligence and new tools as valuable assets for early talent recruitment. Yahoo partners with Hello Hive to provide candidates with AI-driven résumé coaching, helping potential hires articulate their achievements.Nicole Smith, editorial audience director at Harvard Business Review, interviewed Battley of Yahoo (photo by From Day One)This allows applicants from under-resourced backgrounds to polish their résumés as well as those with professional résumé services. The AI résumé coach also helps non-native English speakers refine their written communications, reinforcing that language support is itself a diversity initiative.But even with the use of AI, foundational skills continue to matter, she says. “Leadership, critical thinking, adaptability; AI can’t replicate those,” she said. She encourages candidates to showcase their campus leadership, part-time work, or volunteer impact achievements during interviews. She says these human attributes differentiate candidates in an increasingly automated selection process.Rethinking Early TalentBattley says one of the reasons why Yahoo’s Global Emerging Talent teams have been successful is the absence of an age or education bias. “Think skills-based recruiting,” she said.Early career doesn’t necessarily mean fresh out of college. It includes candidates transitioning between industries or roles. Broadening the definition of “emerging talent” allows companies to tap into hidden talent pools, enriching teams with diverse perspectives. Two key points stand out for skeptics questioning the ROI of early-career programs: strategic alignment and cost efficiency. Battley recommends first linking talent directly to business objectives, like market expansion, product feedback, and brand engagement, so leadership sees hires as growth drivers, not perks. Secondly, she advises reminding stakeholders that “building” talent early is more cost-effective than “buying” seasoned professionals on the open market. Starting with small pilots can help demonstrate long-term retention rates and cultural benefits. “Don’t limit yourself to traditional hires,” Battley said as the conversation came to its end. “Seek out skills, not just résumés. Prioritize diversity of thought to drive real innovation. And most of all, stay authentic because the talent you attract tomorrow will shape the brand you’ve built for 30 years today.”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Alessandro Biascioli/iStock)
Building a People and Culture Team in a High-Profile Business
BY Ade Akin May 12, 2025Tarsha LaCour didn’t expect transitioning to the Dallas Mavericks in 2018 after a 19-year HR career at telecom giant AT&T to be as much of a stark contrast as it turned out to be. “It was culture shock,” she said during From Day One’s Dallas conference. Performance management processes were largely manual, employee records were kept in file cabinets, and staff frequently put in long hours that weren’t always sustainable. “I walked up to what I thought was our system of records, and someone pointed and said, ‘Those file cabinets over there,’” LaCour described during her conversation with Stephen Koepp, From Day One’s Editor in Chief and Co-Founder. For LaCour, now the Mavericks’ Chief People Officer, this became an opportunity to build an HR function as dynamic as the basketball team on the court. LaCour, along with former Mavericks CEO Cynt Marshall, sat down with every employee to conduct one-on-one assessments, mapping out available skill sets and cultural needs. “We did a compensation analysis to make sure everyone was at or above market,” she said. “And we built out ERGs, learning functions, business partners, everything.”LaCour prioritized staffing and technology to professionalize the HR department. Her first goal was to convince leadership to invest in recruiting, which was no small feat. Once that mission was accomplished, her second goal was layering performance-management, recruiting, and workforce modules onto the existing ADP system. LaCour followed that up by creating a dedicated diversity, equity, and inclusion team, followed by learning-and-development specialists.Championing Wellness and RecognitionLaCour went on to launch the Mavs Vitality Program (MVP) after recognizing the additional burdens game days put on staff, sometimes requiring them to work past midnight. MVP is a holistic wellness initiative that covers multiple areas, from physical and mental health to financial well-being, she says. “We bring in counselors on retainer and offer financial-planning workshops so our young staff can build real wealth,” she said. Alongside the wellness programs, the Mavericks created an annual award banquet based on respect, authenticity, fairness, teamwork, and safety (CRAFTS), where peers nominate and vote for standout colleagues. “We give out over 100 awards by team, then crown one True Maverick,” LaCour said.Leading Through DisruptionFew events have tested LaCour’s change-management chops like the recent trade of superstar Luka Dončić that left fans and employees stunned. “Everyone loved Luka,” she said. LaCour’s counsel to distraught team members was to acknowledge the loss, trust leadership decisions, and stay focused on the business at hand. She coined the acronym ACT (acknowledge, communicate, and trust) to guide decision-making during challenging times. “We empower our leaders with data to make fast, informed choices, rather than wait for C-suite direction,” LaCour said. Tarsha LaCour, chief people officer at the Dallas Mavericks, was interviewed during the fireside chat To stay ahead of changes and disruptions, learning and development has also become a priority. The Dallas Mavericks have embraced an ethos that embraces continuous learning under the guidance of new CEO Rick Welch. LaCour’s team curates OpenSesame courses on their learning management system (LMS), creating mandatory paths for new hires, people managers, and high-potential employees. Mentoring and coaching round out the offerings, ensuring team members gain core leadership skills that are transferable across industries. A Winning CultureUnlike some organizations that waver on their DEI commitments depending on political climates, the Mavericks’ dedication is ingrained in their DNA, LaCour says. “Sports and music unite people from all walks of life,” she added. “So, inclusion is second nature, woven into our policies, hiring practices, and vendor relationships.”The Maverick’s HR transformation underscores LaCour’s belief that winning on the court starts with empowering those behind the scenes. “Our end goal is simple,” LaCour said. “Make this a great place to work, uplift our community, and—yes—win championships.”Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Steve Bither for From Day One)
Solving the Engagement Problem in Healthcare and Employer Benefits
BY Ade Akin May 07, 2025People who hit “play” on Calm’s Matthew McConaughey-narrated sleep story aren’t thinking about tackling mental health issues like depression or anxiety; they just want to fall asleep. Yet, Calm Health, the clinical arm of the Calm meditation and sleep app, is turning bedtime content into a gateway for mental health care, providing a stigma-free entry point for employees.“Calm launched with meditation, but sleep stories made the brand a household name,” Chris Mosunic, the chief clinical officer at Calm, said during a thought leadership spotlight at From Day One’s Boston Benefits conference. Calm has managed to build brand affinity faster than it could hire celebrities to narrate dreamy tales, and U.S. users now make up 60% of its user base. However, use of its clinical programs delivered through Calm Health remains in the single digits. “Why is engagement in mental health tools so low, even when the brand recognition is sky-high?” Rebecca Knight, the event’s moderator and a Harvard Business Review contributor, asked. Mosunic points to visibility, discoverability, and stigma. “Employees don’t even know what’s available. They make snap judgments. And some demographics—Gen X males, for example—still shy away from saying they need help,” he said.Rebecca Knight, independent journalist and contributor at Harvard Business Review, interviewed Calm's Chris MosunicThat’s why Calm Health’s entry strategy leverages sleep: “It lowers the stigma. You can admit you can’t sleep without anyone batting an eye,” Mosunic said. According to a JAMA Network Open Study, digital tools increase therapy use among individuals already in care, but are barely used by underserved communities. Mosunic says Calm Health’s mission is to build clinical programs authored by psychologists who specialize in specific populations, and animate them with voices that resonate. “If you tell a nurse on a 12-hour shift to take a 30-minute walk, they’ll tune out. But if you speak their language, you’ve got a chance,” Mosunic said. Messaging matters when it comes to support. Your HR team might be well-versed in data privacy and compliance, but they might not be as adept at balancing protection with personalization, especially under Epic’s EMR firewall. “Employees don’t trust health plans or employers,” Mosunic said. “You need messaging that’s cool, not creepy.” This means hyper-targeting employees without overstepping boundaries. For example, an individualized email suggesting a sleep-based intervention for someone flagged with high blood pressure feels empathetic. Sending email blasts that employees should take advantage of their mental health benefits doesn’t.Looking Ahead: From Algorithms to OutcomesMosunic zeroed in on safety over hype when asked what role AI will play in redefining workplace mental illness. “We’re focused on closed-loop systems—algorithms trained and constantly evaluated against clinical outcomes, not open-ended chatbots pulling from the wild web,” He said. Mosunic says every personalization engine must pass clinician review before it’s rolled out, ensuring the solution is effective. Calm’s Chief Clinical Officer reflected on the parallels between physical and mental health as the conversation closed. “If your knee hurts, you see an orthopedist, not a dermatologist,” he said. Similarly, mental health requires a network of specialized, interconnected solutions.Calm Health views other digital mental health platforms as referral partners, not competitors. It aims to create a world where clinical notes flow seamlessly from self-guided modules into teletherapy and then in-person care as needed. “Look for vendors that play well with others—digital, in-person, and physical institutions alike.”The next frontier in employee mental health isn’t about flashy features, but creating ecosystems that make every intervention feel personal, safe, and stigma-free, says Mosunic.Editor’s note: From Day One thanks our partner, Calm, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Rick Friedman for From Day One)
The Action Catalyst: Unleashing the Power of Workforce Data
BY Ade Akin April 25, 2025Renya Spak did exactly what most of us do the last time she opened an email addressed “Dear valued customer.” She hit the delete button immediately. Spak, the chief growth officer at Well, used that familiar annoyance to illustrate a simple truth during a thought leadership spotlight at From Day One’s Seattle conference. Generic messaging won’t cut it if you want real employee engagement, she says.From Generic Emails to Magic Nudges“Ugh,” Spak exclaimed, recalling the last time she received a generic promotional email. “As a loyal subscriber, you may be interested in our latest generic promotion that has absolutely nothing to do with your preferences. Click here to learn more.”Spak then contrasted that experience with a hyper-personalized offer she once received from a running-shoe retailer. “Hey, Renya, we saw you’ve been buying running gear… want first dibs before they sell out?” That led to a click and purchase. AI-powered personalization has emerged as a powerful tool in the marketing world, but organizations have been slow to adopt its use when interacting with employees. “It’s painful to imagine that benefits and well‑being still feel like dial‑up in a 5G environment,” Spak said.A Three‑Step Framework for PersonalizationSpak laid out a simple framework to personalize employee benefits in ways that encourage engagement:The first step is leveraging people analytics. You already have the dashboards, the models, the culture,” Spak told the crowd. From pay‑equity studies to performance‑prediction algorithms, HR and people analytics teams have amassed data that makes it easy to treat employees as individuals rather than anonymous line items.Next, foster cross-functional collaboration. Employee benefits, HR, and analytics should be merged. This might mean partnering with your wellness vendor to create parental-leave policies for grandparents or exploring pet-care stipends, modern perks that meet real employee needs.Then deliver precision nudges. Spak says the hardest part of personalizing employee benefits isn’t building the programs, it’s driving sustained engagement. “When employees actually use those benefits, productivity improves, retention increases, and costs go down,” Spak said.Data‑Driven Personalization PilotsSpak shared three real-world pilots from Well’s customers to drive her points:Healthy-food coupons via Instacart Health, was the first example. Well identified employees who were likely to have limited access to healthy food choices by combining ZIP-code analysis with biometric data and claims. Employees who engaged with health coaches through their benefits packages earned coupons for fresh groceries delivered through Instacart Health. Participation soared because the solution and incentive met an urgent, personal need. Another example was from a logistics firm with a large Spanish-speaking workforce. They noticed low engagement when outreach was delivered solely in English or Spanish. A breakthrough emerged with a Spanglish version, which was received as more authentic and human. “We saw 2.5 times higher engagement in Spanglish,” Spak said, “because we spoke to them in their language—both literally and culturally.”Lastly, a healthcare provider struggling with 100% annual turnover among its phlebotomists and rising non-urgent visits needed a solution. Well combined clinical insights and opinions on telehealth, with claims data to identify clinicians who were open to virtual care and ideal times to reach them. The information was used to deploy personalized messages to team members, highlighting the convenience of telehealth and providing direct connections to familiar providers. Early engagement metrics exceeded expectations with a significant uptick in scheduled virtual visits and a drop in avoidable ER usage. These pilot programs underscore a compelling statistic: 93% of employees consider the ability to customize their benefits a must-have or nice-to-have; 72% say personalization increases loyalty, while 40% say it boosts job satisfaction, according to a recent MetLife study. It all depends on getting the right message to the right person, at the right time, in the right tone, with the right incentive.The Importance of TrustTrust is the foundation that allows organizations to turn workplace data into personalized engagement. Spak reminded attendees that while HR teams fret over data privacy, employees rarely raise concerns. In contrast, every Request for Proposal (RFP) process brings data‑governance questions. “People will share their data if it’s used for their benefit,” Spak said, echoing a recent Deloitte finding that 90% of workers feel the same.The data and technology needed to personalize employee engagement at scale are already available. The challenge is cultural—building cross‑team partnerships, establishing governance, promoting engagement, and moving beyond one‑size‑fits‑all communications. The payoff is significant and measurable for those willing to adapt: stronger employee engagement, healthier behaviors, and measurable results, says Spak.Editor’s note: From Day One thanks our partner, Well, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by Josh Larson for From Day One)
How Generative AI is Reshaping Workforce Upskilling
BY Ade Akin April 14, 2025Zac Rule’s daughter is just one example of how online learning can make a difference. She didn’t land a competitive marketing internship at a tech company based on her university credentials alone, it was the skills she gained from a Meta digital marketing certificate on Coursera that set her apart from the competition.“She talked about what she learned in that course, and it really differentiated her,” said Rule, Coursera’s VP of global enterprise sales, alliances and channels account. Rule spoke with Alexandra Urban, senior solutions consultant at Coursera during a thought leadership spotlight at From Day One’s Silicon Valley conference. Rule’s anecdote underscores a broader trend as artificial intelligence (AI) transforms industry workflows: Professionals who upskill strategically have a critical competitive edge as organizations race to keep up. Coursera is at the forefront of this global shift, with 168 million learners from anywhere. The speakers shared insights on how AI disrupts jobs, increases demand for new skills, and reshapes corporate learning strategies. Gen AI tools like ChatGPT have grown tremendously, reaching over 100 million users less than two months after launch. “Technology is advancing at an ever-increasing rate,” Rule noted, emphasizing that while AI will disrupt some roles, it’s more likely to augment productivity than replace humans outright. For example, humans working with AI enjoy an 11% productivity boost according to research from Accenture. The economic incentives are clear, and the demand for AI-related roles has surged, per Lightcast data. Employers offer premium salaries for expertise in fields like prompt engineering and machine learning. Coursera’s Gen AI course enrollments have skyrocketed, driven by people seeking these high-value skills. Technical Expertise Meets Human-centered LearningAccording to the World Economic Forum, AI literacy, analytical thinking, and leadership are the top skills to have in the AI era. However, mastery in any of these areas requires more than technical know-how. Zac Rule, VP Global Enterprise Sales, Alliances and Channels Account at Coursera (pictured), spoke along with Alexandra Urban, Senior Solutions Consultant, Coursera (featured photo)“Nothing of impact gets done unless you work effectively cross-functionally,” Rule said. For example, a marketer who uses Gen AI tools must also translate results into business value for stakeholders.Coursera launched its Gen AI Academy to address this reality, offering role-specific training for executives, engineers, and non-technical teams. “Legal, finance, and HR professionals are already experimenting with AI tools,” Urban said. “We’re creating unified upskilling strategies tailored to their workflows.”Coursera Coach: Personalized Tutoring at ScaleOne of Coursera's most innovative tools is Coursera Coach, an AI-powered tutor embedded in courses on its platform. Unlike generic chatbots, Coursera Coach draws from in-house expert-created content, provides practice exercises, and explains concepts in various languages. Since its 2024 rollout, Coach has assisted over a million learners, with 89% reporting high satisfaction with its capabilities. Coursera Coach is narrowing gaps for traditionally underserved groups like: Women are 11% more likely to use Coach because of increased “psychological safety” when asking questions. Engagement rates are 40% higher with early-career learners. Learners with college degrees show higher completion rates with Coach. “Learners using Coach are 9.5% more likely to pass quizzes on their first attempt,” Urban said. “And they move through content faster, critical for working professionals.”Coursera also uses AI tools to grade assignments and peer reviews. AI graders are surprisingly stricter than humans, with average scores dropping from 88% when graded by humans to 72% with AI. “Learners assessed by AI submit more attempts to pass,” Urban added. “It increases rigor and completion rates by delivering faster, detailed feedback.”Coursera’s Course Builder curates AI-powered programs, combining courses from universities like Stanford and companies like Google for corporate clients. “It reduces manual effort for L&D teams,” Urban said, “while generating new assessments aligned to business goals.”The Path Forward: AI as a Collaborative ForceRule reflected on his early career at Silicon Graphics, a predecessor of today’s GPU giants, highlighting how organizations that adapt quickly emerge as winners during technological waves. “Upskilling isn’t just about avoiding disruption,” Rule said. “It’s about unlocking new ways to engage customers and redefine industries.”Coursera aims to democratize access to these opportunities by providing tools like Coach and its Gen AI Academy. AI literacy is no longer optional—it’s the currency of the future. Editor’s note: From Day One thanks our partner, Coursera, for sponsoring this thought leadership spotlight. Ade Akin specializes in the emerging applications of artificial intelligence.(Photos by David Coe for From Day One)
How High-Trust Teams Future-Proof Organizations
BY Ade Akin April 02, 2025In an era of relentless innovation and constant disruption, building trust within teams isn’t just a soft skill for organizations; it’s a strategic imperative. Zach Smith, the chief activation officer at Activate 180, led participants through a thought-provoking exercise at From Day One’s March virtual conference, asking them to cross their arms “naturally” and “unnaturally” to underscore a fundamental truth about human behavior: Our brains are wired to resist change. The exercise’s goal was to remind the audience they would always revert to how they usually crossed their arms, regardless of how many times he made them do it unnaturally. “We naturally revert to what’s familiar—it’s the mere exposure effect,” Smith said. “But in a world where change is exponential, clinging to defaults can stifle growth.”Smith discussed how organizations can tackle this natural resistance to change by fostering high-trust environments as workplaces face unprecedented disruptions.The Neuroscience Behind our Resistance to ChangeHumans see change through a primal lens. It’s either a threat or an opportunity. “Our ancestors survived by treating unfamiliar shifts—new predators, scarce resources—as threats,” Smith said. “Today, that same instinct triggers survival mode in workplaces, limiting innovation.”Zach Smith, the chief activation officer + co-founder of Activate 180, led the thought leadership spotlight (company photo)This neurological preference to stick to the familiar often leads to suboptimal decision-making, from clinging to outdated practices to avoiding transformative technologies. Being resistant to change is not a viable strategy for organizations in today’s competitive landscape that’s regularly being disrupted by new technologies. Futurist Ray Kurzweil, whom Smith cited, famously predicted that the 21st century would bring 20,000 years of progress. Kurzweil’s predictions have been startlingly accurate from smartphones to artificial intelligence. “If we’ve seen this much upheaval since 2000, imagine the next decade,” Smith said. “Leaders must rewire teams to see change as an opportunity—not a threat.”The High Cost of Low TrustGallup’s 2024 data paints a grim picture as employee engagement hit an 11-year low, with more than 50% of workers eyeing new roles. Smith says that low trust within organizations is responsible for this lack of engagement. “When trust is lacking, communication breaks down. Silos form. People disengage or leave,” Smith said.In contrast, high-trust teams are considerably better at adapting to change. Dr. Paul J. Zak’s study of thousands of organizations found that high-trust teams:Have 76% higher engagementAre 50% more productiveAre 88% more likely to recommend their workplacePractical Steps ForwardZach’s insights weren’t just theoretical; he provided actionable strategies for leaders looking to transform their organization’s culture. First, introduce new processes and ideas slowly. Run low-stake experiments regularly that allow team members to familiarize themselves with new processes and ideas gradually. “Just as you can learn a new way to cross your arms, you can learn new ways to work together,” Smith advised.Another important component is promoting transparency. Share successes and challenges candidly with team members, inviting input and fostering an environment where constructive dialogue flourishes. Smith says this openness helps to reduce the stress and anxiety caused by uncertainty. “Trust isn’t abstract—it’s a competency,” Smith said. “It’s the ‘savings account’ you build through consistency. Withdrawals—like broken promises—cost more than deposits.”During the conversation, Smith drew an unexpected analogy from nature to highlight the importance of high trust in organizations, explaining how Canadian geese use a “V” formation when flying to share leadership and reduce fatigue. The V formation creates drag as it pierces through the air, leading to the goose at the head of the formation doing the most work while the geese at the tails do the least. This allows the birds to cover much longer distances than they could travel if the group stopped when the leader was tired. “The front goose does the heaviest lifting, then rotates back to recover. It’s shared responsibility in action,” Smith said. Teams that emulate this model—where trust enables collaboration—achieve an “amplification effect,” outpacing competitors.For Smith, systematic coaching is the key to developing a similar level of cooperation. “Trust isn’t just HR’s job. It requires intentional, organization-wide habits—like empowering employees to voice concerns without fear,” he added.Building trust in an organization starts with small, consistent actions. Clarify expectations to reduce ambiguity. Delegate meaningful responsibilities to demonstrate confidence in team members’ abilities, and acknowledge everyone’s contributions to reinforce their value.“Trust transforms employees from transactional workers to invested partners,” Smith said. In high-trust cultures, teams navigate change collaboratively, viewing challenges as shared missions rather than threats.In Smith’s closing remarks, Kurzweil’s optimism about humanity’s adaptability resonated: “Curiosity and resilience will define successful organizations. Leaders who prioritize trust aren’t just preparing for the future, they’re shaping it.”Editor’s note: From Day One thanks our partner, Activate 180, for sponsoring this thought leadership spotlight. Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photo by PeopleImages/iStock)
Encouraging Employees to Be Proactive About Their Mental Health and Well-Being: a Strategic Approach for Companies
BY Ade Akin March 18, 2025Covid might be old news now, but its impact on mental health lingers in many workplaces. “80% of employees have experienced some sort of stress at work in the last week, but the way we address it is changing,” Jon Shimp, the head of sales at Calm said during a thought leadership spotlight at From Day One’s Salt Lake City conference. Shimp, who has over 20 years of experience in the digital health space, says it’s time for mental health support from employers to evolve from the reactive crisis management approach of the pandemic era to preventative care and personalized solutions.The Mental Health Crisis at WorkThe numbers are staggering: an estimated 20-25% of adults report dealing with mental health conditions annually, according to the National Alliance on Mental Illness (NAMI). While stressors like political shifts and return-to-office policies can exacerbate workplace anxiety, the real problem is how companies respond. Many employers adopted an “everything-at-once” approach during the early days of the pandemic, scrambling to provide mental health resources for employees, says Shimp. “It wasn’t necessarily a strategy; it was a volume play,” he said. Companies now have the opportunity to refine their approach to addressing the mental well-being of their employees by assessing what works, eliminating ineffective policies, and streamlining access to care.From Vendor Fatigue to Smarter CollaborationThe exponential increase in the popularity of digital health solutions has created unintended consequences like vendor fatigue. HR leaders often report feeling overwhelmed by the many options available. “There are over 200 vendors competing for mindshare in the benefits space,” Shimp said.From Day One CEO and co-founder, Nick Baily, interviewed Shimp of CalmOne major shift that’s ongoing is encouraging vendors to collaborate. “A lot of these services are interrelated,” he said. “If they can pass referrals to each other and share data, it leads to better care outcomes.”Companies can better serve employees with a holistic approach instead of segmenting the treatment of physical or mental health disorders. By managing health holistically rather than segmenting conditions like diabetes, hypertension, and mental health, companies can provide employees with a seamless experience.The Mind-Body Connection: A Holistic ApproachOne popular misconception about mental health disorders is that they occur in isolation. Research shows that many mental disorders are linked to chronic health problems. “If you have a chronic condition like diabetes, COPD, or heart failure, you have a 50% likelihood of experiencing depression,” Shimp said. “For those with multiple chronic conditions, that risk jumps to 75%.”Companies are starting to recognize the importance of addressing employee mental and physical health issues together. For example, Calm Health leverages its well-established meditation and sleep tools with clinically validated assessments like the General Anxiety Disorder (GAD) and Patient Health Questionnaire (PHQ) tests, helping to identify employee needs early on and paving the way for targeted interventions. Traditional benefits packages often miss the mark because of a lack of personalization. “Middle-aged men, for example, are historically terrible at engaging with their healthcare benefits,” Shimp said. “They’re not waking up thinking, ‘I should check my benefits page for a therapist.’ But if they start with a sleep story or a focus tool, that’s an entry point into deeper engagement.” Calm Health personalizes recommendations based on every employee’s needs, from managing chronic conditions to helping with stress management. The Importance of Preventative CareCompanies have traditionally focused their efforts on the mental health of employees in crises, often neglecting those who are generally doing well but experience anxiety occasionally, Shimp says. “Preventative care is essential to stop employees from sliding into high-acuity situations,” he said. “Maybe someone is dealing with a bad breakup or grief. Providing them with resources early on can prevent more severe issues down the road.”Employers are now prioritizing investing in tools that help employees deal with everyday stress, protecting their mental health instead of waiting until they’re in a crisis. Leaders will play a vital role in reshaping workplace culture as attitudes toward employee mental health become more proactive and less reactive.“Leaders showing vulnerability is a huge piece of the puzzle,” Shimp said. “Employees need to see that their managers are human too.” Leaders sharing their struggles with team members normalizes conversations about mental health and encourages employees who need help to seek it. One message remains clear as companies refine their approach to employee mental health: personalized, preventative, and holistic solutions are the future of workplace wellness. Employers who embrace this shift aren’t only supporting the well-being of their employees; they’re fostering a healthier, more productive workforce. Editor’s note: From Day One thanks our partner, Calm, for sponsoring this thought leadership spotlight.Ade Akin covers workplace wellness, HR trends, and digital health solutions.(Photos by Sean Ryan for From Day One)
How AI is Revolutionizing Hiring Decisions by Focusing on Quality Over Quantity
BY Ade Akin March 06, 2025“We’re in an era where every hire counts,” said Scott Parish, the CEO of Hireguide, a skills-based interview intelligence platform.Parish, a recruitment veteran with deep roots in human resources, organizational psychology, and product strategy, spoke during a thought leadership spotlight at From Day One’s February virtual conference. Parish spoke about how artificial intelligence (AI) is transforming the hiring process from a subjective, error-prone process that relies heavily on interviews to a science-driven strategy focused on the quality of hiring decisions—a metric TA leaders can control.The Shift From “Quality of Hire” to “Quality of Hiring Decisions”For decades, companies measured TA success through the quality of hires, tracking metrics like performance, retention, and promotion rates. This is a flawed approach to talent acquisition, says Parish. “Quality of hire is like asking, ‘Did you win the poker hand?’” he said. “You can’t control luck, but you can control how well you play your cards.”Parish advocates for focusing on the quality of hiring decisions and prioritizing structured interviews, skill-based assessments, and data-driven evaluations. It’s a critical shift at a time when businesses face tighter budget constraints. “The C-suite knows that improving 100 hires can save millions,” he said. “TA leaders need tools to prove their impact.”AI’s Role in Building Structured, Bias-Resistant ProcessesTraditional hiring processes rely heavily on unstructured interviews, which only predict about 4% of the variance in job performance. Applicant tracking systems (ATS) worsen the issue by storing low-relevance, fragmented data. “ATS platforms track candidates but don’t help you decide,” he said. Tools like Hireguide’s Interview Intelligence software are now used to organize unstructured data, transcribe conversations, align responses to skills-based scorecards, and flag biases. “AI isn’t replacing humans, it’s enabling a process where interviewers ask the right questions, capture the right data, and make decisions rooted in evidence.”One insurance company Hireguide previously worked with reported reduced attrition among new sales hires after using AI to identify traits many managers prioritize, like competitiveness, that did not correlate with job success, says Parish. Instead, traits like “closing details” emerged as the accurate predictor—an insight that would have been hidden in messy interview notes without AI. Addressing Bias and Accuracy: Systems Over TrainingAI doesn’t eliminate bias from the hiring process, but it can be used to create systems that mitigate human biases in real-time. Parish cites Harvard Kennedy School professor Iris Bohnet’s research: “Bias training matters, but it’s not enough. You need process guardrails.”Structured interviews, multiple assessors, and skill-based criteria reduce hiring bias by as much as 30 to 40%, according to Bohnet in her book What Works. AI amplifies this by standardizing questions, anonymizing responses, and ensuring consistency. “If everyone’s scored on the same 10 skills, you’re less likely to favor candidates who ‘feel’ like a fit,” Parish said.Practical Steps for TA Leaders to Integrate AI into the Hiring ProcessParish, the CEO and founder of Hireguide, led the virtual discussion While AI has emerged as a promising tool to streamline the recruitment process, Parish recommends integrating the technology incrementally. “You don’t need a full overhaul,” Parish says. “Start by training interviewers to probe for specific skills—AI can handle the rest.”Start by defining your decision criteria and identifying ten crucial skills for success in the role. Align your interview questions with these criteria to ensure a structured evaluation process. Use AI to generate skill-based interview guides, making interviews more consistent and effective. Instead of relying on handwritten notes, leverage AI to organize transcripts and create scorecards for each candidate. After 100 days, assess how well new hires demonstrate the ten skills identified at the beginning.The Future of Hiring: Predictive Analytics and Merit-Based OutcomesParish says AI will play a more prominent role in the coming years, linking hiring data to performance metrics and creating predictive models that refine hiring criteria. For example, if “problem-solving” scores correlate with 100-day success, that criteria can be given more weight during future interviews. Making AI a part of the hiring process supports programs like diversity, equity, and inclusion (DEI). “Structured processes let you champion DEI and merit [simultaneously],” Parish pointed out. “You’re not lowering the bar—you’re making the bar visible.”Parish concluded the conversation by reminding TA leaders of their broader impact as the hiring process becomes more scientific. “Interviews are the gateway to opportunity. A fair, rigorous process doesn’t just boost retention—it changes lives.” AI is now helping to widen that gateway, making qualified candidates more visible. Editor's note: From Day One thanks our partner, Hireguide, for sponsoring this thought leadership spotlight. Ade Akin is a writer who specializes in the emerging applications of artificial intelligence.(Photo by Parradee Kietsirikul/iStock)