Held in partnership with Workhuman, panellists explored ways HR can use recognition to bind employees to company culture, and how this have a positive impact culture on retention.
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Nebel Crowhurst, vice president of people at Into University Partnerships, said recognition doesn't have to be about big gestures.
She said: "The things that really stands out sometimes are really small moments when someone can just say thanks. That thanks can be for the tiny things when you're having a difficult time, someone notices and says can 'what can I do to help you' or 'thanks for that really great piece of work that you did'.
"No matter what role you do in a business, it's just really nice when you have that feeling of someone saying thank you for that real 'in the moment' appreciation."
Hayley Lewis, managing director at Halo Psychology, said a personal approach is usually the best received.
She said: "One of the things that I've seen in terms of recognition having more of a positive impact is when managers don't just rely on the organisation's recognition and reward approaches.
"I've been working with a couple of managers who've got a bit burned because not everybody wants to be recognised in the same way. It's really incumbent on anybody who manages people to get to know the people that they're managing, and find out what kind of recognition means something to them."
Stuart Curtis, senior director of global talent development at Workhuman, added: "It's got to be authentic. It can't be generic, it can't be copy and paste. The impact that has is just incredible in somebody's life.
"People who are recognised frequently are 70% more likely to report thriving in the rest of their life because it gives some incredible feeling. They're five times more likely to connect it to the culture of your organisation."
