May Virtual: Employee Recognition

Wednesday, May 21, 2025

Topic

The Role of HR Leaders in Building a Culture of Recognition and Feedback

Workers do better when they hear from managers and peers about how they’re doing. Yet many workers feel unappreciated or mystified about how their work is perceived. What are the organizational obstacles to providing better feedback? What are the most effective techniques for providing recognition? How can leaders get a better sense of a worker’s motivations, both intrinsic and extrinsic? What are the latest innovations in providing feedback in timely and impactful ways? How can managers be trained to be more conscious–and more fair-minded–about assigning non-promotable work, vs. status-granting tasks?

From Day One is a Recertification Provider for SHRM and HRCI. This session is eligible for 3 credits from both organizations. The Activity IDs will be sent to attendees after the conclusion of the session.



Themes

Leveraging Technology to Enhance Recognition and Feedback

New technology, including AI, has the capacity to transform how feedback is given, received, and acted upon. This can enable leaders to foster a culture of continuous improvement, recognition, and growth. How can technology be used to streamline the feedback process, ensuring it is timely, specific, and actionable for employees at all levels? As new tools emerge, how can leaders maintain a balance between leveraging technology and preserving the human element in feedback processes?

Innovative Recognition and Rewards: Understanding What Employees Really Want

In a competitive talent market, organizations must adapt their recognition and reward programs to address the diverse needs of their current workforce while also appealing to potential new talent. What are some of the most sought-after forms of recognition and rewards, from spot bonuses and personalized gift cards, to extra time off? How can leaders gauge what workers really want, recognizing that it varies from employee to employee? What strategies can organizations use to gather employee feedback on recognition preferences, and how can they ensure these preferences are continuously addressed?

A Fair Feedback Loop: How Managers Can Be More Equitable in Talking About Performance

Research has shown that managers don’t give the same actionable feedback and advice to women and marginalized employees than they do to men and white employees. How can managers become more inclusive in their give-and-take with diverse teams of employees? What specific strategies can managers implement to ensure their feedback is equitable and supports the growth of all employees? How can managers identify and address unconscious biases in their feedback?