The Recognition Imperative: Why Some Workplaces Get It Right, and Others Don’t

At a time when organisations are grappling with rapid technological change, rising burnout and declining engagement, a growing body of evidence suggests that one of the most powerful levers for cultural resilience remains underutilised - recognition.

This was the central theme of a recent webcast titled “The Recognition Imperative: Why Some Workplaces Get It Right, and Others Don’t,” moderated by Jerry Moses, Senior Manager – Content & Research at People Matters. The discussion brought together senior HR and people leaders to examine why, despite large investments in engagement and reward systems, many employees continue to feel unseen and disconnected at work.

The expert panel featured Candy Fernandez, Director – People and Great Work at O.C. Tanner; Rajiv Naithani, Chief People Officer at Persistent Systems; Priti Kataria, Chief Human Resources Officer at Birlasoft; and Raeesa Naim, Executive Director – People and Culture at Grant Thornton Bharat.

The O.C. Tanner Global Culture Report 2026 highlighted a stark statistic: “Only about 16% of employees globally are thriving in their roles,” it said. “The cost of disengagement isn’t just productivity loss - it’s the erosion of trust, innovation and collaboration.”

For Candy Fernandez, the issue is not the absence of HR programmes, but their lack of cultural integration. “It’s one thing to have a shiny new HR programme or technology,” she said. “It’s completely different when those experiences are fully integrated into the organisation’s culture.”

Fernandez pointed out that employees are 18 times more likely to describe their workplace as having a healthy performance culture when recognition, well-being and engagement are embedded into daily practices rather than treated as standalone initiatives. “Culture should not be left to default,” she said, adding, “for it to be intentional, it has to be by design.”

That design, she argued, requires clarity on where the organisation stands today, where it wants to go, and how leaders and managers are equipped to carry people along that journey. “Leaders are the advocates of culture,” Fernandez said. “They need the right tools, training, communication and systems to deliver these experiences every day.”

For Rajiv Naithani, the answer is no. “People today are not looking for perfect workplaces; they’re looking for human workplaces,” said the Chief People Officer of Persistent Systems.

Drawing from his frequent interactions with employees across locations, Naithani identified three forces shaping engagement today. 

First, emotional fatigue. “People are not tired of work,” he said. “They’re tired of working without feeling seen or valued.” Recalling a personal anecdote, he added: “My 10-year-old once told me, ‘Papa, even I know when you’re pretending to listen.’ If a child can sense it, employees can too. Listening is the new leadership muscle.”

Second, fragmentation caused by hybrid work. “After meetings end, people go back to their own spaces, which can feel lonelier than ever,” he said. “A simple check-in can shift someone’s entire week.”

Third, a narrow view of well-being. “We focus too much on physical well-being,” Naithani noted. “Emotional, social and even spiritual well-being matter just as much.”

Priti Kataria, CHRO at Birlasoft, brought the discussion back to leadership behaviour. “Culture is defined by micro habits,” she said. “And those habits start with leaders.” 

Kataria spoke about the anxiety employees face amid non-linear careers, AI disruption and layoffs. “People don’t experience well-being through charts,” she said. “They experience it through daily behaviour.”

She cited examples such as leaders declining late-evening meetings, being mindful of language in multicultural settings and demonstrating work-life balance themselves.

“That’s the vibe people pick up when they walk into an office,” Kataria explained. “That’s the smell of the place.”

She also highlighted unconscious bias as a major barrier. “Many of us grew up believing that showing up early and leaving late equals commitment,” she said. “Those biases don’t work anymore.”

Kataria outlined several interventions Birlasoft is using, starting with generational diversity as an explicit pillar. “When Gen Z and senior leaders come together, assumptions break down,” she said.

The organisation has introduced reverse mentoring, where senior leaders learn from younger employees on technology and new ways of working. “I know CEOs who block time on their calendars to be coached on AI or Python,” Kataria said. “That humility is essential to command respect today.”

Naithani identified multiple barriers. “Managers are always running,” he said. “We’re so busy fixing problems that we forget to notice people.”

Another issue is confusing rewards with recognition. “A voucher or a mug is not recognition,” he said. “Recognition is a feeling - when someone truly acknowledges your effort and your humanity.”

He also pointed to cultural hesitation. “Many leaders fear that praise breeds complacency,” Naithani said. “But appreciation actually reinforces positive behaviour.”

Generic praise was another pitfall. “‘Good job’ emails don’t create emotional impact,” he said. “Context does.” 

Recalling a young employee’s feedback, Naithani added: “She told me the award was nice, but the 30 seconds of public appreciation from her manager mattered more. That made her feel she belonged.”

Kataria argued that leaders often forget they are constantly being evaluated. “Employees judge the organisation through you,” she said. “People are not desperate anymore. They have options.” She warned against performative leadership.

“The current generation can sense facades,” Kataria said. “If you’re not relevant or credible, respect disappears.” Small gestures, she added, make a disproportionate difference.

“We’ve sent promotion letters to parents or spouses,” she said. “It acknowledges the family’s role in the journey.”

She also highlighted the neglect of “silent workers”. “We reward firefighting,” Kataria noted. “But the people who quietly keep the lights on often get ignored. They’re the first to disengage.”

Fernandez cited sobering data. “Despite billions spent, over 30% of employees feel uninspired and walk away,” she said. The gap, she argued, lies in leadership behaviour.

“Recognition has become transactional,” Fernandez said. “We’ve missed the emotional contract.” She clarified the link between recognition, trust and collaboration. “Trust doesn’t come from engagement alone,” she said. “It comes from psychological safety.”

Without recognition, collaboration initiatives fail. “I can build tools,” Fernandez added, “but collaboration doesn’t happen without trust, and trust doesn’t happen without recognition.”

Can technology help, or does it risk dehumanising recognition?

The panel agreed that technology, when used thoughtfully, can amplify human connection. “Personalisation first, automation second,” Fernandez said. 

She described O.C. Tanner’s AI-powered recognition coach. “It nudges leaders to make messages more meaningful,” she said. “But the voice remains human.”

Naithani offered a simple answer. “Make recognition a daily habit,” he said. “If you wait for quarterly reminders, you’re already dehydrated.”

Kataria echoed the sentiment. “Be genuine,” she said. “That only comes when you’re truly connected with your people.”

Naim stressed timeliness. “Appreciate small wins in the moment,” she said. “That’s where authenticity shows.”

Fernandez concluded with a broader reflection. “Recognition is not just a workplace need,” she said. “It’s a human need. If we want to feel seen, we must start by seeing others.”

In a volatile world of work, the discussion underscored a simple but often forgotten truth: recognition may be intangible, but its impact is profoundly real.