S02 EP07. From Feel-Good to Sustainable Impact: Rethinking Employee Engagement

What if the reason your employee engagement initiatives aren't gaining traction has nothing to do with the quality of your work and everything to do with where you started?

In this episode of Elevate, host Joy Fajardo sits down with Vanessa Lecorps, Vice President of Engagement and Belonging at Children's Aid, to explore what 25 years of culture work across corporate, academic, and nonprofit spaces has taught her about building engagement strategies that actually land with leaders.

Vanessa leads engagement for 2,000+ employees across 42 offices at one of New York City's most storied nonprofits, teaches at NYU, and serves as board president of the Women's Mentoring Network. Her approach is data-driven, cross-functional, and grounded in a simple belief: engagement work only adds value when it's connected to the business problem it's meant to solve.

Together, Joy and Vanessa explore how to start every engagement strategy with the right question, how to close the "say-do gap" that quietly erodes trust, what values in action really look like beyond the poster on the wall, and what the future of personalized employee engagement looks like as AI enters the picture.

If you're an engagement, HR, or Internal Comms leader who wants your work to resonate with leadership and drive real results, this episode will give you a new place to start.

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Music: Ramaramaray by Aiyo | Get Up on That Horse by spring gang 
Via Epidemic Sound

©  2026 LineZero

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SPEAKER_00 0:00

Welcome to Elevate, a podcast where we sit down with the women shaping workplace culture at some of the biggest names in the business. These are the leaders navigating change, putting people first, and keeping teams connected and engaged every single day. Elevate is brought to you by Line Zero, a global employee experienced consultancy firm that partners with organizations to create connected workplaces. Tune in to learn how today's leaders are breaking barriers and building cultures where employees truly thrive.

SPEAKER_02 0:32

Welcome back to Elevate. I am your host, Joy Fajardo, and today's conversation is with someone who has spent her entire career shaping how organizations grow through people. I am really excited to introduce Vanessa Lacour. Vanessa is the vice president of engagement and belonging at Children's Aid, where she leads the work of helping people feel seen, heard, and genuinely connected to the organization they are part of. And what I love about her work is that it's not just about programs or initiatives, it's about building cultures that actually sustain growth. She brings over 25 years of global experience across corporate, academic, and nonprofit spaces, leading enterprise-wide transformation in organizational development, change, and culture. She's also known as a true connector, someone who doesn't just design strategies, but brings people along in a way that feels human, inclusive, and lasting. On top of that, she's an adjunct professor at New York University, board president of Women's Mentoring Network, and speaks four languages, which honestly just feels a very on-brand for someone who operates so globally and cross-culturally. Vanessa, it's such a privilege to have you here with us today. I'm really looking forward to this conversation.

SPEAKER_01 1:49

Thank you, Joy. Really looking forward to chatting with you today. Thank you for inviting me.

SPEAKER_02 1:54

Amazing. All right. So, Vanessa, there's so many directions we could go with your story, but I'd love to start at the very beginning. Take me back to the beginning a little bit. What drew you into this kind of work and how did that path eventually lead you to your current organization?

SPEAKER_01 2:13

Yeah, thank you so much for that question. I was thinking about this recently as I was coaching a group of students at NYU. And it took me back really 30 years when I was in high school. You know, I did not have experiences that were always fun at school and feeling excluded or having systems in place that were not always fair, or having professors that were not very caring. Um, and just students who were just mean sometimes. And I found myself always jumping in and helping others, and I was uh targeted at some point as well for being an outsider, bit bullied. We didn't have that word back then. But I think that really worked on my psych physical makeup and my experience really helped unknowingly, I think, unconsciously, shape who I was becoming. And as I was studying, I went to study in Puerto Rico and fell in love with my human resources management class, had a wonderful teacher there, and really understood the power of culture. I started being really curious about what systems and processes and practices can do to make adults feel seen and heard and comfortable in your work environment. And that became a true focus for me and a passion ever since.

SPEAKER_02 3:36

I didn't really expect that part, especially about your school experiences. And I love how experiences, especially with your with the mentor that you mentioned, have shaped not just your career, but also the perspective on leadership that you have today. Now, speaking of leadership, let's talk about the incredible work you're doing at your organization. As the VP of engagement and belonging, you're shaping some powerful initiatives. What does the work actually look like day-to-day for you? And what kind of impact are you hoping to create within your organization?

SPEAKER_01 4:07

Thank you for that. So it's a new role at children's aid, but I come to this organization with 25 years of experience in this space, caring about culture. And really, I started in leadership development and learning and development because uh through research and evidence-based content, came to realize that it's all about, it's a lot about systems again, but also leadership behaviors, the day-to-day. So the work that we do here is really to make sure that we use data to make recommendations. We just lunch our employee engagement survey that let us know exactly what groups are really thriving and which groups are thriving, which groups are doing a great job, and where we can help improve in some areas. And so I'm very much interested in change that is sustainable and the skill building, also processes and systems that that are productive and positive. So we work a lot cross-functionally with our wellness people, our team, with our performance management team, looking at human resources data as well and correlating retention data and promotion data and just employee sentiment, wellness and well-being data to make sure that our environments are really producing the best results for people.

SPEAKER_02 5:30

It's so inspiring to hear how you're creating spaces where people feel like they belong while also using data, employee sentiments, working with other teams. It's such a powerful mission. And the way that you describe it, it's not very heavy, but it's a very intentional. And I guess that's really what stood out to me. And your role has taken you across so many different environments too, right? As I've mentioned, you've been in corporate academic nonprofit. I want to explore how you've adapted your strategies along the way. So you've worked in different organizations, corporate, academic, nonprofit setting, and each of those has their own rhythm and own culture. How do you adopt your engagement and inclusion strategies to fit those environments?

SPEAKER_01 6:14

Yeah. I think it's like any other business metrics or area, it's important for the engagement work to not stand alone and to not exist just because it sounds good. The work is meaningful and intentional, as you said, and adds value when it's connected to the business value. So I always start with the question, you know, what are we trying to solve? What is the issue that's keeping leaders up at night? Is it turnover? Is it the fact that we have a hard time attracting and retaining talent? Is it the fact that maybe we're so flat? There's no room for growth? Um, are we outsourcing our development? Are we not offering and development? You know, what is the issue at the heart of what we're trying to solve and how does it impact the business, our ability to attract customers or deliver in a nonprofit world, for example, on our mission? So from that standpoint, the work is the work, is the work. And as long as the work can be aligned with the business mission and the objectives that are, again, that matter to the leaders, it adds value. We can actually prove and again show data, leveraging data to show how it closes gaps and can actually be an enabler to the business functions. So I've adapted really by making sure that I understood that needs at the very beginning and that from there co-designing interventions with the leaders. So they understood that this is really value-add exercise that will be co-created. Um, then that will have an impact on their on their bottom line.

SPEAKER_02 7:59

What I got get here is that you're not applying a one size fits all solution. You're starting with really tailoring your work to meet people where they are at. You didn't start with the strategy straight away, like let's do this. But instead, it's more of listening to what is the core, as you mentioned, what is the problem we're trying to solve before you even get started with the strategy. And that adaptability is so critical, very important when it comes to aligning engagement with the mission of an organization. Like right now, you're with children's aid, and children's aid has been around for like hundred over years doing such meaningful work. How do you make that mission feel real for employees, not just something written on the wall, for example? How do you make sure that the people who work there also feel that sense of purpose and belonging every day?

SPEAKER_01 8:53

I think that's the easy part. You know, we're very, very lucky at Children's Aid. As you said, we've been around for 174 years, uh well-established in the community. We're in New York. We have over 2,000 employees in 42 offices. I think people join our organization because they have that sense of purpose and mission, and they are driven to uh make a difference. You know, their whole purpose and reason of being is to have an impact in the world and to support children and families in need in New York City. So that's an easy, you know, no need to sell piece that I'm very lucky to have. And so our employee survey confirmed it, you know, we have very dedicated staff. And I think the opportunities many organizations have is on the mechanics of communications and you know, how are we growing and taking care of all the needs of our employees in a way that continues to build on the mission? So I think, you know, taking care of our people, communicating, as you said, the value of the work to the day-to-day is critical. And I think that's something we we continue to focus on. And that makes the entire difference, the whole difference.

SPEAKER_02 10:04

That's really great to hear how, as you said, it's a very rare opportunity to be in an organization that really speaks for itself. Like you don't even have to sell its mission because everyone who joins just jump straight away to the mission because they believe in the same core, right? Now I'd love to hear more about the personal side of this work. Can you share a story or a moment that really stands out to you? Something that made you step back and think, you know, this is why I do what I do, that kind of fulfillment. Can you share a story with us?

SPEAKER_01 10:39

So many. We have a few employees, actually many employees, but a few employees in the front line. You know, we have a few people working, let's say, in security, and you know, their job is to welcome, is to welcome employees, for example. And I would like to highlight their work in particular because they illustrate it illustrates what we're talking about in terms of embodying the mission and really understand at the very deep level how their work adds value. Most recently, actually last week, uh one of four team members was reminded to complete a training that we all have to take. And as it was welcoming team members in the morning, it just took the initiative to say, hey, and remember to do our training. You know, remember the deadline is March 30th. And now we're talking about somebody who works in security, was there for safety. Yes, you know, you would say part of the job description is to welcome employees, but the fact that he went above and beyond and so naturally and effortlessly reminded us, each one of us, walked in that day of that task that the compliance department had made, created for us, just made my day. And we recognized this effort right away. We posted on our chat channels, we actually took his picture holding and really recognized that effort. And I think that's a great example of values in action. And what happens when people really take their work seriously and they understand that we all add value. Even our colleagues were not in direct service to our children and families. He understood that his role was much bigger than the security role that he was holding, that he could do his part by making sure we were all in compliance. And again, that was an initiative that he did. He took by himself. And I think examples like this make me so happy because they're they indicate that we're doing a good job. We're doing a good job in touching people and uh providing meaningful work for our colleagues. And and in return, they provide extraordinary service.

SPEAKER_02 12:43

Wow, that is a powerful story. It speaks of how intentional leadership can create such a meaningful change because you don't really have to have like a loud action to make an impact to your colleagues. It's as simple as what you said, just come in and a reminder that hey, everyone needs to finish this compliance that is sent to us. Like I love that. Now, hearing that makes me think about you know, the connection you made with employees, because for that to naturally happen, there should have been a connection that's already built before that, for that person to be just comfortable, to be empowered to go above and beyond her his or her role. So, employee experience, it's another big focus of your work. How do you make sure your programs and strategies actually connect with everyone, no matter their role or their background?

SPEAKER_01 13:36

Yes, it's it's definitely key for everyone to understand how they're adding value and how they can continue to add value even when they step out of their day to day, especially when they see an opportunity to step out of their day to day, to feel motivated to raise their hand and to do the thing, whatever that is, no matter where they sit. And to your point, building that trust, ensuring that our leaders walk the talk. Because that will send uh the message that actually that after our emails are expected and responses would be expected after hours. So we try to really minimize the say do mismatch or the knowing doing gaps that our leaders may have. And really to recognize, you know, recognizing good behavior, I think goes a long way. You know, recognizing those great habits and modeling, being very aware in what we model every step of the way, especially when when we are in leadership roles, especially for people leaders or managers or supervisors with people reporting to them. What they say, what they do, how they say it, what they do, how they do what they do matters. And I think raising that awareness is critical in building trust and in inspiring our team members to step up in the way we just described.

SPEAKER_02 15:02

You already mentioned about internal communications. So internal communications is another big piece, right? It's such a huge role in also connection and also trust, building trust. What are some of the creative ways that you've approached internal comms at children's aid to keep people engaged and informed?

SPEAKER_01 15:20

Yeah, we have a wonderful internal communications team. They were very connected, and we also rolled out new tools, electronic tools that keep our colleagues connected through an app, for example. And that's where they can enter their time. They don't have to be at a desktop. We can use that app to give each other kudos, to give announcements, to share good news. So we have communication channels that we leverage for managers and for all our employees. And I'm a big proponent of using all of them because people are busy, their different roles throughout the organizations, and we have to provide the information multiple ways, in multiple ways, as often as we can to make sure we don't miss anyone. And again, our team is really fabulous and we're always looking at ways to improve. Communication is definitely at the core of engagement.

SPEAKER_02 16:14

I'm just curious. It's an additional question to the earlier one, but where does AI fit into what you're doing right now, if there's any? Because AI is a big thing. Everyone just wants to dive right in. Is there any dabbling with AI right now?

SPEAKER_01 16:29

Yeah, we are uh experimenting for sure. We have a co-pilot that we're encouraging our leaders to use as proprietary as well. We try to also stay safe and secure in the way we use it and encourage our team members to use it. I'm a big proponent of it. I I believe that I do believe what they say that if there are people to be replaced, they're not gonna lose their job to somebody to just AI, but they might lose their job to somebody who knows how to use AI if they don't know how to use it themselves. So I'm a big proponent of uh leveraging this tool, this new technology to lessen loads, to save time, to automate routine tasks or emails. And I think the one thing that is gonna be hard to automate, and that's where we're really doubling down on creativity and critical thinking and just this thinking about again, getting together and shared our leadership, right? And I think the quality of the thinking can be outsourced yet, which I'm very grateful for. But having a tool that can automate routine tasks, why not? And we're very open to it with the proper guidelines and security measures in place.

SPEAKER_02 17:36

I love that. And I fully agree. Like you can use AI to help with repetitive tasks, but even for myself, because in marketing, those messaging, those creatives, I think that's still owned by a human. It's kind of hard to replicate. It might take time before we get there. We might not even get there. But yeah, for sure. And I also agree with what you said that AI is not replacing us. You know, a person might be replaced by someone who can use AI. That's really so valuable. Now, what's your vision for the future of engagement and belonging just generally and also within your organization? Where do you see this work heading in the next, say, five to 10 years?

SPEAKER_01 18:18

I think it will not go away. As long as there are humans in the systems. And even when we introduce agents with AI, there will be this need for emotional intelligence at work and leadership development and knowing how to motivate staff, how to bring meaning to the work. And so I think that's not going to go away. We may be able to do it even better, leveraging the technology out there by perhaps customizing plans even more based on the needs of our employees, instead of having solutions that are rolled out to everybody at once. We may have solutions that are even more customized based on needs, which would be great, right? Uh we have so many generations in the workplace, so many differences uh in terms of perceptions of what work should bring. I think having models in place that uh could help us meet those needs at an even higher level would be wonderful. I think that's not gonna go away.

SPEAKER_02 19:23

100% for sure. And as you said, because the workforce right now, there's just like all generations are now getting inside a workforce all together. There's even more and more focus on how how can we cater all those generations? It might be a number of people collaborating and making it work, but um emotional intelligence is another you mentioned, which I really like. Um yeah. Now, before we wrap up, I'd love to ask one more personal question. Looking back on everything you've shared from your journey to your current work, what's one piece of advice for leaders who want to create a more inclusive workplace that you can give?

SPEAKER_01 20:06

I have two. I think I love that. The first one is to encourage them to spend time knowing themselves even more in the current reality and understand what's their why, what's motivating them to continue. Uh, and as we talked about, to not trust 100% everything they have learned so far and to keep learning. And so that looks like listening, that looks like humility and taking time to find out what the needs are and not assume that you will solve it by yourself in alone. I I know that's impossible these days, even less probable to solve for the long run by yourself because you have to the role. So I think effective leaders must absolutely practice humility and listen much more than before. So I would encourage them to do more of that.

SPEAKER_02 21:02

That's a super valuable advice. But I'm curious what led you to the first advice because I was listening and I was like, know yourself better. Why is that the first advice? Is there any like um thought that goes with that?

SPEAKER_01 21:16

I think it's easier to lead and influence and positively have an impact when you understand what your own motivations are. I think different people may be in the work for different reasons, but being super clear about why is the person in the role and what they intend to do, and just sit with that. To sit with that is super important because that will determine how they move through the world and how they attack issues that may come up. And the bottom line is, and that's I think as the little secret, is it's never about the leader, right? So it's knowing yourself enough to understand that it's not about you, it's about the mission, it's about the business results, and it's about the bigger impact and your Just here to enable through the systems and processes and the teams you have and the knowledge you have, but it's not about you. So I think practicing that humility is super, super important.

SPEAKER_02 22:11

Know yourself, practice humility and listening. Thank you, Vanessa, for sharing your insights and also for inspiring us with your work. And to our listeners, thank you for tuning in to Elevate. If today's conversation sparked ideas about improving your own organization, we want to help you take the next step. At Line Zero, we offer a personalized employee experience assessment. Our consultants will spend a bit of time with you and your team to evaluate your unique employee experience ecosystem and understand the specific challenges that you face in engaging and supporting your workforce. If you want to learn more, you can visit us at linezero.com. The link to our page is on the description. We also encourage you to follow Vanessa Lacorne on LinkedIn to see more of her amazing work at Children's Aid. And finally, if you enjoyed this episode, be sure to follow us on Spotify, Apple Podcasts, YouTube, and LinkedIn at LineZero for more conversations, insights, and stories about internal communications and employee experience. Until then, keep elevating, keep inspiring, and let's make every workplace a place where people thrive. Thank you, everyone.