When it comes to culture and engagement, this insights pro has the data and hears the stories

As the director of cultural insights for employee engagement platform Reward Gateway | Edenred, Alexandra Powell understands how data can tell stories. She works with her company and its clients to understand insights revealed in the data and implement practices that can improve employee experience.

But for Powell, the data and the stories are only part of the work. Leaders and managers need help seeing and understanding how their behaviors to their direct reports can impact business outcomes, and she’s passionate about showing them how.

“How do we make that data real for you? How do we translate what is a theory into a practice that will actually cause people to sign up and want more and more and more, and so that’s that combination,” she said.

The following has been edited for length and clarity.

What’s the best change you’ve made at a place you’ve worked?

When I joined Reward Gateway | Edenred, I had a lot of expertise to offer our clients, but struggled to get that message out to the wider HR community. I was able to work with our team to create a level of thought leadership that supports our messaging at all levels. I also love helping our HR contacts better communicate the value of their work to their larger leadership teams. When we roll out a new employee engagement platform, I am available to meet with leaders to provide context on how the HR tools we offer can help them achieve the goals they care most about.

What’s the biggest misconception people might have about your job?

Many of those who don’t work in the business of people may not think that culture and employee engagement are tied to business success, but in reality, that couldn’t be further from the truth. In my role, we’ve surveyed hundreds of companies and thousands of managers, and the data says that employees who are engaged at work and committed to their roles always outperform those who aren’t. And this doesn’t mean that some employees are just “better” than others. This is all rooted within how an organization treats its employees, nurtures their success, and rewards them for their contributions.

What’s the most fulfilling aspect of your job?

I love making things easier. Helping clients and leaders better connect and motivate their teams with stronger communication and a practice of recognition. I also love finding and reducing stressful situations and processes internally. When I know a colleague is struggling, I love to take time to listen and help them progress from frustration to fulfillment for themselves. This is why I love our recognition and well-being tools—they all work towards this similar goal!

What trend in HR are you most optimistic about? Why?

Mental health is becoming a more talked-about topic in the workplace. Our recent research found that 57% of people are comfortable talking about mental health at work and that is up from 53% just the year before. Managers and employees having open dialogues about how they are feeling both at work and outside of work can contribute to an overall more positive workplace for myriad reasons. Normalizing these conversations is an important step in the right direction.

What trend in HR are you least optimistic about? Why?

One trend in HR that I’m skeptical of is the rise of rigid return-to-office mandates that don’t allow for flexibility, or take individual employee needs into account. The one-size-fits-all approach that most companies are taking can overlook the diverse circumstances of today’s workforce. For example, working parents often juggle complex schedules and responsibilities outside of work. Strict RTO policies can add unnecessary stress and make it harder for these individuals to balance their professional and personal lives. By not considering these situations, organizations risk disengagement and even turnover among talented employees. There is a better way to foster in-person collaboration, and it starts with listening to your employees.

How has your experience working for your current employer differed from your experience working in HR for other previous organizations?

I’ve worked here for almost 20 years, so I barely remember, but I do love working in an organization that has HR as clients. Our company takes employee engagement seriously and understands the importance of relationships, recognition, and communication. While no company gets everything right, building the business case for focusing on employees is often easier for us than it would be for our clients.

Are there unique benefits or challenges to delivering HR programs and policies in your current work that have affected your approach to people work?

The piece that stands out most to me right now is focusing on people work during and after an acquisition. There is so much work that goes into consolidating benefits packages across teams and making sure that employees have answers to their questions. “How much PTO do I have?” should be simple question, but after an acquisition, getting that answer can take advocacy and diplomacy.

I have so much respect for HR and people teams that are navigating one or more acquisitions. It reminds me to be patient when I ask our clients or colleagues for information; what might seem simple to me may mean they need to move mountains.