The central importance of employee recognition has not changed. What has changed is how people experience work, and that shift has exposed the limits of many traditional recognition programs.

In a mainstage conversation led by Hiba Youssef, founder and CEO of I Hate It Here and CPO of Workweek, leaders from Okta and Awardco explored what recognition looks like today, what is no longer working, and how organizations can adapt without losing the heart of appreciation.

The discussion centered on a simple reality: work has changed faster than most recognition programs have.

Read the session recap below and watch the full recording here.

Why traditional recognition programs fall short

Many recognition programs were designed for a workforce that no longer exists. They assumed stable schedules, shared locations, and long tenure. They also assumed that basic acknowledgment alone was enough.

Today’s employees expect recognition that reflects their impact, their preferences, and their experience, not just their existence. That expectation has only intensified in an environment shaped by economic uncertainty, global teams, and hybrid work.

Recognition can play a stabilizing role when the outside world feels unpredictable, but only if programs evolve instead of remaining static. When recognition becomes outdated, employees notice. And increasingly, they are willing to leave.

Visibility matters in hybrid and global teams

As teams spread across offices, time zones, and countries, visibility has become one of the most important challenges to solve.

Great work does not always happen where leaders can see it. Remote employees, global collaborators, and hybrid teams often miss the informal moments where appreciation used to occur naturally.

Recognition programs need to create visibility without relying on proximity. That visibility does not have to be public, but it does need to be consistent. When recognition systems fail to account for hybrid work, proximity bias creeps in. Over time, that bias erodes trust, engagement, and retention.

Real-time recognition also matters more than ever. Waiting for annual reviews or milestone anniversaries leaves too much good work unseen. Recognition that happens close to the moment of impact reinforces what matters and helps teams stay connected across distance.

The freedom of choice is no longer optional

Another clear theme was personalization. Employees do not want the same rewards or recognition formats. Some value experiences, others prefer flexibility, savings, or time with family. Even within the same organization, preferences vary widely.

Offering choice respects those differences. It also signals trust. Recognition feels more meaningful when employees can decide how it fits into their lives rather than being handed something generic.

The same principle applies to how recognition is delivered. Public praise motivates some people. For others, it creates discomfort. Managers need to understand both preferences if recognition is going to have its intended effect.

Scaling without losing authenticity

As organizations grow, recognition often becomes more complex. That complexity can quickly work against adoption.

Programs that are difficult to understand or remember tend to be ignored, even when they are thoughtfully designed. Simplicity helps recognition scale and makes it easier for managers and employees to participate consistently.

Several speakers emphasized the importance of building recognition systems that can survive growth, leadership changes, and organizational shifts. Programs should not depend on a single person to function. They should be easy to use, easy to explain, and flexible enough to evolve.

At the same time, authenticity cannot be sacrificed for process. Recognition loses its meaning when it becomes overly transactional or buried under rules. The goal is not perfection—the goal is consistency with room for humanity.

Managers set the tone

Managers play an outsized role in normalizing recognition. When leaders model appreciation, teams follow. When they don’t, employees see recognition as optional.

Recognition is a leadership skill, not an innate trait. Many managers need training, shared language, and practice to do it well. Specific feedback tied to observable behavior helps recognition feel credible and motivating.

Leaders also have an opportunity to reinforce peer recognition by acknowledging it themselves. When managers engage with recognition that employees give each other, it closes the loop and reinforces that appreciation matters.

Making recognition contagious

Some of the most effective recognition practices shared were simple. Thank-you slides at the end of company meetings. Gratitude moments during team offsites. Recognition champions who are rewarded for giving appreciation, not just receiving it.

These moments work because they are visible, human, and repeatable. They invite participation instead of forcing it. Over time, they create habits that spread organically.

Leadership involvement makes a measurable difference. When executives actively recognize others and encourage participation, it signals that appreciation is not a side project. It is part of how the organization operates.

The bigger impact of recognition

The conversation ended with a reminder that recognition is not just an HR initiative. It is a way to reinforce values, build connection, and create meaning at work.

When recognition is thoughtful, flexible, and embedded into daily routines, it helps people feel seen. And that feeling shapes culture in ways no policy ever could.

In a moment when work feels harder and more uncertain for many, recognition remains one of the most powerful tools leaders have to create stability, trust, and momentum.

Watch the entire session here.