Employee Engagement, Recognition, and AI: Insights from the Executive Lunch and Learn
In a changing workplace shaped by remote work, automation, and shifting employee expectations, engagement has become a decisive factor in organisational success. At a recent Executive Lunch and Learn hosted by Advantage Club, HR leaders explored the latest trends in employee needs, recognition, and the role of artificial intelligence (AI) in shaping the future of engagement.
Moderated by Matt Willis, representing Advantage Club’s five million users across 120 countries, the session featured Emily Youngerman of Tricon Residential and Christina Santiago of Burpee Seeds. Together, they examined post-pandemic engagement trends, generational shifts, and how data and technology can bridge the growing gap between leadership intention and employee experience.
The State of Engagement in 2024
Gallup’s 2024 findings show that 82% of employees are disengaged at work, with more than half actively seeking new opportunities. Despite executives claiming that 88% of their organisations recognise employees, most workers disagree. The disconnect is clear: while leadership believes engagement exists, employees feel unseen and undervalued.
The implications are serious. Disengagement contributes to an estimated $1.9 trillion annual loss in global GDP, while low morale reduces productivity and retention. Younger generations—particularly Millennials and Generation Z—report the highest disengagement levels, yet also say they feel a stronger sense of belonging when colleagues regularly check in. Connection, therefore, remains the strongest predictor of engagement in a hybrid world.
Understanding Employee Needs
Both panellists agreed that engagement must begin with a clear grasp of what employees value. Christina Santiago stressed that most organisations rely on “cut-and-paste” programmes that ignore individual motivators. Using personality assessments such as DISC, she identifies what inspires each employee—recognition, challenge, learning, or collaboration—and then aligns initiatives accordingly.
“Getting to know your people before designing programmes is key,” Santiago said. “It’s not about the trend of the day; it’s about creating solutions that reflect who your employees really are.”
At Tricon Residential, Emily Youngerman applies a similar yet data-driven method. Her team uses the Great Place to Work framework and conducts six-monthly pulse checks to assess satisfaction across markets. Each survey shapes targeted action plans for managers. Tricon’s approach emphasises five pillars of well-being—social, financial, emotional, physical, and career—ensuring every employee receives holistic support.
Modern Engagement Practices
Research from the Josh Bersin Company confirms that employees today value trust, transparency, inclusion, and care more than any other factor. The panel highlighted emerging strategies reflecting these priorities:
- Meaningful feedback: Train managers to listen actively during one-to-ones and act on insights.
- Career growth: Create learning opportunities linked to development goals.
- Volunteering and social impact: Encourage participation in community and workplace initiatives.
- Employee resource groups: Support networks for shared interests or identities to strengthen belonging.
- Recognition of milestones: Celebrate achievements such as birthdays, certifications, and service years authentically.
The key is consistency. As Ohio State University research shows, ongoing engagement activities yield greater returns than occasional events. Sustained connection builds trust and reinforces loyalty.
Recognition Reimagined
Traditional monetary rewards are losing impact. Both panellists advocated for experience-based and personalised recognition that resonates emotionally.
Youngerman described Tricon’s shift from standard awards to unique experiences: “After one employee led our office Olympics, we discovered they had never attended a baseball game. Instead of giving cash, we arranged front-row tickets and custom jerseys. That experience meant far more than a cheque ever could.”
At Burpee Seeds, Santiago introduced BEATS (Burpee Employee Engagement Team)—a rotating, employee-led committee that designs recognition events. One session combined hot-chocolate socials with company-wide appreciation slides, peer tokens, and public thank-you notes. “The goal,” she said, “is to connect recognition to our business achievements so that employees feel both valued and part of something bigger.”
These examples show that the most effective recognition is authentic, inclusive, and directly linked to purpose.
AI and the Future of Engagement
AI is rapidly transforming HR operations and employee communication. According to McKinsey, organisations using AI in engagement programmes report a 35% increase in employee participation. Yet adoption remains cautious as companies balance innovation with ethical responsibility.
Smart Nudges and Automation
AI systems now analyse employee preferences and deliver personalised prompts. For instance, if someone joins a company’s fitness or cultural group, AI might suggest related communities or upcoming wellness challenges. Automated reminders also streamline recognition—prompting colleagues to send congratulatory messages and even drafting them in the company’s tone.
Practical HR Applications
Youngerman shared several use cases: “I built a ChatGPT-powered chatbot loaded with our brand voice and programme details. It now generates campaign materials, toolkits, and communications in seconds. It also helps evaluate nominations for leadership programmes, ensuring fair and efficient selection.”
However, she warned that training and governance are essential. “We implemented policies on privacy, data security, and ethical use to prevent misuse of open-source tools.”
Bridging the Confidence Gap
Santiago noted that while AI boosts efficiency, many HR professionals remain hesitant. “Some see it as a threat rather than a partner. Our role is to upskill teams, foster experimentation, and set clear guidelines. Once people understand its capability, AI becomes an assistant, not a replacement.”
The Business Impact of Engagement
Employee engagement is more than a morale metric—it directly influences profitability. Deloitte’s recent study found that companies with highly engaged employees achieve 21% higher profitability, 70% greater productivity, and significantly lower turnover.
Willis summarised it succinctly: “Happier employees create happier customers. Engagement is not a soft skill; it’s a growth strategy.”
Both panellists reinforced that securing executive buy-in depends on demonstrating measurable ROI. Santiago suggested framing AI and engagement initiatives as productivity enhancers: “Show leaders how these tools free time for high-value work.”
Youngerman added, “Use AI to calculate your own ROI case—let the data tell the story. And always involve your technology team early to strengthen credibility.”
Rebuilding Connection in a Digital Workplace
Although productivity has rebounded post-pandemic, employee happiness continues to decline. The reason is simple—human connection has weakened. As Willis explained, “Virtual work may improve efficiency, but it erodes relationships. Technology should bring people closer, not push them apart.”
Santiago emphasised creating psychological safety, where feedback and collaboration flow freely. “When employees feel seen and heard, they engage because they want to, not because they have to.”
Her advice for HR leaders: assess where the organisation stands on its engagement maturity model, listen actively, and align initiatives with culture and values.
Final Takeaways
- Start with listening. Real engagement begins with understanding employee motivations and pain points.
- Act on feedback. Collecting survey data without visible change fuels disengagement.
- Blend human and digital engagement. AI enhances, not replaces, authentic connection.
- Recognise continuously. Consistency sustains trust and reinforces belonging.
- Measure and communicate ROI. Link engagement to performance outcomes to secure long-term investment.
As Emily Youngerman concluded: “If you’re collecting feedback, use it. Build programmes that matter. Engagement isn’t an initiative—it’s an evolution.”
Conclusion
Employee engagement in 2024 is defined by balance—the human touch strengthened by intelligent technology. AI can automate the repetitive, freeing leaders to focus on empathy, creativity, and culture. When organisations recognise, connect, and act with intention, they create workplaces where people thrive and businesses grow.
To win the marketplace, as Willis reminded the audience, organisations must first win the workplace.
