February 2026
For today’s CHROs, integrated recognition strategies are no longer optional, they are essential to building resilient organisational cultures. Recent years have demonstrated that robust recognition practices not only help companies navigate disruption and uncertainty but also sustain employee engagement. While many organisations are making progress towards culture transformation, significant opportunities remain to enhance wellbeing, leadership, and appreciation.
HR leaders from the Gartner UK & Ireland CHRO Community recently convened for a Town Hall focused on elevating recognition as a strategic capability. The program was moderated by O.C. Tanner, and the session featured a panel of senior HR executives: Kaylee Darkins, CHRO at AXA XL; Wendy Doherty, Chief People Officer at TalkTalk Group; and Rob Willis, EVP & CHRO at Perrigo. The panel discussed insights from O.C. Tanner’s 2026 Global Culture Report, which underscores recognition’s impact on retention, engagement, and business performance.
The conversation also explored how organisations are leveraging real-time data and AI to personalise recognition, designing agile frameworks to support hybrid work, DEI, and multi-generational teams, and embedding recognition into leadership and future skills.
Against this backdrop, the following key takeaways emerged from their discussion:
- Reconnection, Recognition, and the Human Need for Belonging
The conversation opened with a stark reality: 32% of employees feel invisible, 65% feel unappreciated, and many experience loneliness at work – according to O.C. Tanner’s report. The panellists agreed that this is an urgent challenge in rebuilding connection, inspiring hope, and driving performance within organisations.
Recognition surfaced as a powerful lever to do this. When executed effectively, it can improve retention by sixfold and work quality by eightfold, directly impacting organisational performance. However, the panel emphasised that recognition must be intentional, inclusive, and aligned with organisational purpose. As one HR leader succinctly stated, “People need to feel seen, valued, and inspired to work for our companies again.”
They discussed how recognition that celebrates both achievements and values-driven behaviours reinforces culture and restores hope. As one CHRO highlighted, “It must be for everyone, not just one top performer. Recognition is for encouragement, as well as performance.”
- Strengthening Culture and Removing Barriers in a Hybrid Workplace
As organisations work to rebuild connection and belonging, the panel discussed how hybrid and virtual environments demand fresh approaches to sustaining culture and productivity. HR leaders explored strategies for navigating this evolving landscape, which continues to redefine how employees connect, collaborate, and achieve results. The panellists agreed that “purpose” must come first, with culture anchored by a shared purpose to drive consistent behaviours and values across the organisation.
They emphasised that successful hybrid environments require a digital ecosystem designed to reduce friction, strengthen communication, and enable meaningful recognition. As one CHRO noted, “Productivity starts with removing friction in the ways we work and how we communicate. It’s not about adding more tools.”
During the conversation, a few key strategies arose for reducing friction:
- Using digital footprints to engage employees in a hybrid environment
- Modernising legacy systems to streamline workflows and improve communications, especially between frontline and back-office teams
- Leveraging machine learning and AI to enhance both employee and customer experiences
The executives also discussed the importance of recognition in hybrid settings to foster positive workplace sentiment and enhance the employee experience. One CHRO described implementing a digital recognition platform that offers 24/7 access to instant and public recognition, kudos boards, virtual celebrations, and colleague feedback – ensuring employees feel valued regardless of where they work.
- Recognition and Upskilling Support Successful AI Adoption
Building on their discussion of hybrid work, the panel noted that technology is not only reshaping how employees connect and collaborate – it is also transforming how organisations approach skills development and workforce readiness. The conversation then turned to the accelerating adoption of AI and its impact on culture, recognition, and upskilling.
“AI keeps us all on our toes,” one HR leader remarked, capturing the mix of excitement and uncertainty felt across organisations. While some business units are embracing AI enthusiastically – one panellist noted it is “bringing faster and better work than ever before” – others remain hesitant, often due to concerns about job security and the pace of change.
The HR leaders highlighted that recognition plays a critical role in supporting successful AI adoption. By celebrating learning milestones, adaptability, and innovative problem-solving, recognition helps reduce anxiety, build trust, and encourage a growth mindset among employees. As one leader shared, AI is “creating more cohesion” and helping to identify upskilling opportunities. Another mentioned how real-time productivity tracking has “generated banter and competition,” making progress more tangible and motivating for teams.
Despite the many use cases for AI, one HR leader cautioned against shrinking the workforce solely due to new AI capabilities, warning that “the morale would disintegrate from remaining staffers.” Instead, they emphasised the importance of fostering an “AI-ready” culture – one where employees feel supported and invested in. As one HR leader explained, “Showing people that if they can adopt AI at speed, there is no endpoint to where you can go and that the company will invest along with you.” This reassurance is essential for maintaining morale and encouraging employees to embrace change.
The panellists also highlighted how this shift is fuelling the rise of skills-based organisations, where emerging skills are proactively identified and developed internally. As one participant observed, “Tech is moving so fast, roles evolving so fast, and organisations changing,” underscoring the importance of developing talent from within rather than relying solely on external hiring.
- Harnessing Data to Drive Leadership Accountability
With AI and digital tools elevating the importance of data-driven leadership and accountability, bridging the gap between enterprise data and HR was a key theme in the discussion. HR leaders explored how integrated data can improve measurement of employee experience and its direct impact on customer outcomes, and one panellist noted that employee experience data was historically viewed in isolation, but organisations are now recognising its influence on customer experience.
The conversation also highlighted a shift in data ownership and leadership accountability. It is increasingly expected that leaders – not HR – take responsibility for engagement and retention. As one HR leader explained, “There’s a myth that HR owns them, because they have the data. But, the more you release the data, the more leaders can take responsibility.”
To support this shift, one HR leader shared that they are building a platform that enables leaders to connect on AI, technology, and succession planning, reducing reliance on HR as the sole driver of workforce strategy – empowering leaders to take more ownership and reducing reliance on HR as the sole driver of workforce strategy.
To collaborate with other CHROs on recognition strategies and share best practices, apply to join a CHRO community. If you are already a community member, sign in to the app to find upcoming opportunities to get together with your peers.
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