April Manning Helps Employees Bring Their Authentic Selves to Work

As director of total rewards at BlueCross BlueShield of Tennessee (BCBST), April Manning is a servant leader who focuses on bringing her authentic self to work and enabling the company’s employees to do the same.

“Every day is a challenge and every person in our company is different,” says Manning, who has worked at BCBST for nearly 20 years. “Navigating that and understanding [employees’] needs is about connecting with each individual you work with and understanding how they can be successful. That drives me.”

Since stepping into her role in 2018, Manning has used that motivation to drive results in the company’s total rewards function, including its compensation, benefits, and corporate wellness offerings. She believes some of her team’s greatest strides have been in the benefits space, thanks to efforts to solicit feedback and understand employee needs through engagement surveys and continuous conversations.

“We’ve always had a great package, but over time, as we’ve gotten comments and read about what people needed, we saw gaps,” she says.

One gap was in paid caregiver leave. The company’s demographics have shifted, with Gen X employees comprising almost 40 percent of its workforce. Many of these employees care for aging parents. That’s why Manning and her team rolled out a policy allowing employees to take five days of paid leave to care for a critically ill loved one. So far, feedback on that program has been abundantly positive.

“It’s been in place since January 1 of this year, and we’ve had around 45 employees use it,” she says. “They all have loved it and appreciate the peace of mind it provides. Knowing they have that time to take care of someone they love has been huge.”

Another highlight for Manning and her team has been their work in employee well-being, with a wide-ranging focus on physical, financial, and emotional health. The team has implemented walking challenges companywide to encourage a largely remote workforce to spend time outdoors. They also implemented two days of paid time off for back-office employees undergoing an intensive three-month training program.

“We’re focusing on holistic well-being, especially in our current work environment,” she says. “Working remotely has created a need for more connection and engagement. We want to continue providing those opportunities for employees.”

“Enhancing the experience employees have when using benefit programs and recognizing they are balancing many issues—both in their work and personal lives—are central to the approach that April takes every day, and she expects her business partners to support that in every way they can and as efficiently as possible,” says Craig Guiffre, executive vice president and managing director at American Benefits Consulting, an Alliant Insurance Services Company. “We respect that, and it helps our entire team focus and make those goals achievable.”

HR wasn’t always in the cards for Manning. In college, she started out studying programming but couldn’t stand how isolating it was. Wanting something more customer facing, she got a business degree and started her career as a compensation and HRIS analyst at Aflac. She then gained corporate services, business change, and compensation experience at Bill Heard Enterprises and Unum. At the tail end of her tenure at the latter company, she started learning more about BCBST.

“Everyone said it was the best place to work for, and they were right,” she says. “We give back so much to our employees and to the communities we operate in, and I’m happy to have been part of that mission for 18 years so far.”

Nearly 20 years later, Manning continues to identify with BCBST’s mission to provide peace of mind through better health. For her and her team, social connectedness is a critical part of that strategy. They’ve fostered that connection in myriad ways, but especially in the day-to-day interactions leaders have with their staff.

“We have been intentional about how we encourage our leaders and teams to check in with their team members, stay connected, and get involved in team activities,” she says.

An example of that was the implementation of Welcome Wednesdays, which invites employees to the company’s headquarters for free food, fellowship, and information sharing. It’s a day where different departments can share what their colleagues are doing and network with professionals from across the organization.

“We’ve worked hard to build a strong workplace culture, so people feel comfortable showing that they care about each other,” she says. “Oftentimes, we showcase employees telling their story, and it’s a good feeling to know that everyone has the space to do that in our company.”

Manning has four different teams reporting to her, each filled with tenured professionals who work closely together.

“We’re all close-knit and lean on each other when we need to. It’s a culture of openness, collaboration, and not being afraid to speak up and challenge each other’s ideas,” Manning says. “It’s a heartfelt culture of people feeling connected and knowing each other.”

Manning advises young people to find out what they love doing and what they are passionate about.

“By doing that, you want to come to work every day,” she says. “Work is such a big part of your life, so if you’re going to do it, do something you love.”