In a world where the office is no longer the default, what does it truly mean to build a thriving workplace culture? We recently gathered in Atlanta with two leading experts to explore just that. The conversation, featuring Lawrenthia Usher, Culture and Community Program Manager at Gusto, and Al Chambers, a leader at Boston Consulting Group, was packed with actionable insights on creating an environment where employees don't just work, but connect and grow.
From rethinking the purpose of in-person time to leveraging learning and development as a main attraction, the discussion offered a masterclass in modern people operations. Here are our five key takeaways from the event.
In the hybrid era, the office is no longer for just sitting at a desk. As the speakers pointed out, asking employees to commute only to spend their day on Zoom calls is a recipe for frustration. The most successful companies are intentional about making in-person time a valuable experience centered on collaboration and community.
This means empowering managers to plan office days around activities that can't be done remotely—team-building sessions, collaborative problem-solving, and spontaneous connection. By treating the office as a hub for meaningful interaction, not just a place to work, organizations can make the commute feel worthwhile and strengthen team bonds.
When employee affinity groups are well-supported and reflect the diversity of the workforce, they become a powerful driver of retention. Al highlighted how BCG's Atlanta office, their most diverse in North America, has affinity networks that are "packed to the brim with representation".
This has had a significant impact on talent retention by fostering a deep sense of community where people feel they can show up and contribute authentically. By ensuring these groups are active and visible, companies can create an environment where employees feel a strong sense of belonging that makes them want to stay and grow with the organization.
Getting support for new initiatives—whether from leadership or employees—requires more than a good idea; it requires proof of value. The speakers emphasized the importance of first listening to what employees truly need. One powerful example was a "Family Game Night" organized by Lawrenthia after hearing that employees were feeling universally burned out.
The event, which catered to both in-person and remote employees, was a massive success not because of attendance numbers, but because of the genuine joy it created. The flood of positive feedback and social media posts from employees and their families demonstrated the initiative's value far more effectively than any metric could have, securing easy buy-in for future events.
While social events have their place, Al argued that prioritizing learning and development (L&D) can be an even more effective way to encourage office attendance. Offering exclusive opportunities to learn from senior leaders or subject matter experts provides a tangible benefit that employees can't get from a remote session.
He made the point that a smaller, highly engaged group at a learning event is more valuable than a larger, disengaged crowd at a social one. This shifts the focus from the quantity of attendees to the quality of the engagement, ensuring that in-person time is truly valuable for professional growth.
The expectations of the modern workforce have fundamentally shifted. Younger generations, in particular, place a high premium on mental health and psychological safety. As Lawrenthia noted, while previous generations might have tolerated a difficult job for the sake of stability, today's talent is far more likely to walk away from a "toxic" environment.
To attract and retain top talent, companies must adapt. This means offering robust and comprehensive benefits that support holistic well-being and, just as importantly, cultivating a culture where employees feel safe to voice their opinions, take risks, and bring their authentic selves to work. In the long run, this isn't just a culture initiative—it's a business imperative.
A huge thank you to Lawrenthia Usher from Gusto and Al Chambers from Boston Consulting Group for sharing their expertise and inspiring ideas. The key reminder from their conversation is that a strong culture isn't built by chance; it's built by intentionally creating spaces—both virtual and physical—where people feel seen, heard, and valued.
Stay tuned for more events and updates from the Epoch community as we continue building workplaces where everyone belongs.
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