Building a recognition program for thousands of employees is challenging. Building one for hundreds of thousands across dozens of countries, cultures, currencies, and systems requires a very different level of intention.

At RCGNZ Summit 2025, leaders from Accenture and AT&T shared how they are approaching recognition as a performance driver, not a perk. Their discussion focused on scale, equity, adoption, data, and what it takes to sustain momentum in global organizations.

Read a recap below or watch the full recording here.

Start with clarity before complexity

Both organizations began from a similar realization: recognition already existed, but it was fragmented.

Accenture needed a solution that could work across nearly 800,000 employees in more than 50 countries while remaining simple to use and measurable at scale. AT&T faced a different issue: recognition was happening everywhere, but without consistency, visibility, or a shared experience.

In both cases, progress started with consolidation. One platform. One message. One foundation that could grow without creating friction.

Design for equity, then local relevance

A critical distinction surfaced early. Fairness does not require identical rewards.

Accenture built an indexed approach that delivers a comparable experience globally, even when point values vary by country. A lunch, a book, or a small personal reward should feel equally meaningful, regardless of location. That global equity is paired with local relevance, including region-specific merchants, charitable options, and redemption choices shaped by employee input.

AT&T applied the same thinking from a different angle. Global campaigns created shared moments across the company, while local teams retained flexibility to tailor recognition to their teams and regions. Alignment mattered more than uniformity.

Listening is part of the build

Both teams emphasized that relevance cannot be assumed, especially at scale.

Accenture invested in structured listening through initiatives like a 72-hour global ideation event with local moderators. Employees shared what recognition looked like in their context and where global programs often fall short. That input directly influenced program design, communication, and redemption options.

AT&T focused on ongoing feedback as adoption grew, learning which moments resonated most and where additional guidance or visibility was needed.

The takeaway was that you cannot design a global recognition program without sustained listening.

Adoption depends on people, not just platforms

Change management emerged as a defining factor.

Accenture built a network of more than 1,700 volunteer ambassadors who helped model behaviors, share feedback, and support adoption across regions. That effort was reinforced through office hours, written guides, and on-demand resources that recognized different learning styles.

AT&T focused on embedding recognition into moments that already mattered to employees and leaders. Rather than competing for attention, recognition became part of existing rhythms like employee appreciation week, leadership gatherings, and customer-focused initiatives.

A few adoption strategies stood out across both organizations:

• Leverage existing events and calendars instead of creating new ones
• Activate trusted local voices to reinforce behaviors
• Make recognition easy to access in daily workflows
• Allow employees to discover value organically, not just through announcements

AI plays a supporting role

Both organizations are exploring AI with a clear boundary in place. Recognition must remain human.

At Accenture, AI is being used to:

• Coach employees on writing more meaningful recognition
• Reduce friction by embedding recognition into existing tools
• Summarize recognition and feedback to support performance conversations

AT&T is earlier in its journey, prioritizing security and employee control. One concept under consideration is allowing employees to review recognition summaries before they appear in performance discussions, reinforcing trust and ownership.

In both cases, AI serves as a guide, not a substitute.

Data sustains momentum

Early adoption metrics were encouraging, but leaders were clear that long-term signals matter more.

Accenture surpassed one million recognitions in under 100 days, then reached two million shortly after. Roughly 85 percent of employees were recognized during that period. Internal analysis also revealed correlations between recognition activity and outcomes like stronger performance, reduced voluntary turnover, and lower bench time.

AT&T focused on participation as a leading indicator. Recognition activity significantly exceeded prior systems, 80 percent of employees were recognized ahead of goal, and international participation outpaced expectations. Recognition data was also mapped to culture pillars, giving leaders visibility into which behaviors were showing up across the organization.

Data points that resonated most with leadership included:

• Participation and reach across teams and regions
• Alignment between recognition and stated values
• Trends over time, not just launch spikes
• Internal correlations tied to performance and retention

What keeps recognition working

When asked what they would change, leaders pointed to practical lessons. Avoid overpromising timelines or features. Build in more of a buffer before launch. Respect the operational complexity behind the scenes.

What they would repeat was just as telling. Invest in listening, empower local ownership, collaborate closely across teams, and keep iterating rather than treating launch as the finish line.

The shared conclusion

Recognition at global scale is not about perfection. It is about consistency, relevance, and momentum.

Programs that perform well balance global structure with local flexibility, treat recognition as infrastructure rather than decoration, and evolve alongside the business. When done well, recognition becomes a durable advantage because it reinforces culture where it actually lives: in everyday work, across every team.