{"id":5684,"date":"2026-01-07T16:18:19","date_gmt":"2026-01-07T10:48:19","guid":{"rendered":"https:\/\/www.biworldwide.com\/en-in\/?p=5684"},"modified":"2026-04-01T12:39:30","modified_gmt":"2026-04-01T07:09:30","slug":"beyond-applause-the-roi-of-recognition-bi-worldwide-india","status":"publish","type":"post","link":"https:\/\/www.biworldwide.com\/en-in\/our-work\/blog\/beyond-applause-the-roi-of-recognition-bi-worldwide-india\/","title":{"rendered":"Beyond Applause: The ROI of Recognition in Business Performance\u00a0"},"content":{"rendered":"
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\n\t\t\t\tBeyond Applause: The ROI of Recognition in Business Performance<\/strong>\t\t\t<\/h1>\n\t\t\t\t\t\t\t\t\t\t
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Recognition is\u202fevolving.\u00a0It\u2019s\u202fno longer just an engagement or cultural practice \u2013\u00a0it\u2019s\u202fbecoming a\u202fbusiness strategy.\u202f At\u00a0BI WORLDWIDE<\/a>, we place recognition at the intersection of\u202f engagement,\u00a0culture\u202f<\/strong>and business results.<\/strong>\u202f\u202f\u00a0<\/p>\n\n\n\n

Recognition fuels engagement<\/strong> by making people feel valued. However, engagement<\/strong> alone can ebb and flow over the lifecycle of an employee and an organisation, as they go through successes,\u00a0changes\u00a0and challenges.\u00a0That\u2019s\u00a0where culture\u202f<\/strong>kicks in.\u202f\u202f\u202f\u00a0<\/p>\n\n\n\n

A culture<\/strong> of recognition sustains performance by continuously reinforcing the key behaviours and outcomes that matter to your business.\u202f<\/strong>Our\u202fglobal New Rules of Engagement<\/strong>\u202fresearch<\/strong><\/a>\u00a0backs this up \u2013 the more employees you recognise, the stronger your culture<\/strong> of recognition. When ALL employees are recognised, they feel connected to the culture, driving business results:\u202f\u202f\u00a0<\/p>\n\n\n\n

Employees who feel included are 6X more likely to put in maximum effort,<\/em> 17X more likely to say that their work brings out the best ideas, unlocking results that matter.<\/em>\u202f\u202f<\/p>\n\n\n\n

\"A<\/figure>\n\n\n\n

The message is clear: Recognition is not just central to\u202f<\/strong>employee engagement\u202fprogrammes<\/strong><\/a>, but also to work culture and when executed strategically, to business outcomes.<\/strong>\u00a0<\/p>\n\n\n\n

At SHRM India Annual Conference 2025<\/strong>\u202findustry\u2019s most niche gathering of experts in R&R space, BI WORLDWIDE hosted an\u00a0exclusive\u202fpanel discussion to reinforce this message\u202fand help\u202fHR leaders turn their\u202frecognition spend into\u00a0bottom-line.\u202f\u00a0<\/p>\n\n\n\n

Rupak Ray<\/a>, VP \u2013 Customer Success & Strategic Solutions\u202f(BI WORLDWIDE India) brilliantly\u202fled the\u202fsession\u202f\u2013\u202fBeyond Applause: The ROI of Recognition in Business Performance, <\/strong>featuring people-first CHROs and HR leaders from top organisations \u2013\u202fDebasis Sarkar<\/a>, EVP\u202f\u2013\u202fGlobal C&B and Enterprise HR Head\u202f(HCLTech),\u202fRicha Sethi<\/a>, Global Head \u2013 Performance & Talent Management\u202f(UST Global) and\u202fSubneshSharma<\/a>, Sr. Director \u2013 HR Strategy\u202f(VVDN Technologies).\u00a0<\/p>\n\n\n\n

Next wave of recognition: Not just inspiration-driven, but impact-driven<\/strong> <\/h2>\n\n\n\n

The session\u202fspotlighted how\u202fRewards and Recognition (R&R) programmes are\u202ftransforming from an engagement\u202for culture-building\u202finitiative to a strategic business growth\u202fenabler.\u202f\u202f <\/p>\n\n\n\n

Traditionally,\u202fengagement and culture have long been the\u202fgoalposts\u202ffor\u202fR&R programmes.\u202fHowever, when it comes to measuring the\u202fimpact\u202fof R&R programmes, HR leaders often end up with\u202ftransactional\u202fmetrics like\u202ftotal number of\u202frecognitions,\u202fvolume of\u202fredemptions,\u202ftypes of\u202frewards\u202fredeemed, etc.\u202fNo focus is laid on measuring the\u202freal business\u202fimpact through metrics like\u202fproductivity,\u202ftalent\u202fretention,\u202fcustomer satisfaction and more. <\/p>\n\n\n\n

So,\u202fit\u2019s\u202ftime to\u202felevate\u202fR&R programmes\u202ffrom\u202fjust a \u2018feel-good\u2019 initiative\u202fto\u202fa\u202fdata-driven\u202fbusiness\u202fperformance\u202flever. <\/p>\n\n\n\n

Measuring the business impact of recognition<\/strong><\/h2>\n\n\n\n

The session\u202fopened up\u202fwith a\u202fthought-provoking\u202fquestion\u202f\u2013\u202fHow are leading organisations tracking the business results\u202fof\u202fR&R programmes?\u202f\u202f <\/p>\n\n\n\n

Highlighting how new-age R&R\u00a0programmes are tied to business results,\u202fDebasis Sarkar remarked,\u202f\u201cR&R\u00a0programmes can vary from being soft-touch (instant recognition) to hard-touch (coveted\u202frecognition), for\u202fcatering\u202fto a mix of generations in the\u202fworkforce\u202fand\u202fdrive\u202fdiverse business KPIs.\u202fWhile the first level\u202foutcome of R&R is soft-touch \u2013\u202finstant\u202fengagement, it often drives hard-touch outcomes\u202fin the long run, leading to\u202fretention,\u202fproductivity, succession planning\u202fof\u202fleadership\u202fand more.\u201d<\/em>\u202f<\/p>\n\n\n\n

Debasis\u202fbacked\u202fhis insight with\u202fthe instance of\u202fHCL\u2019s\u202fniche\u202fR&R\u00a0programme,\u00a0Superchargers\u202fLeague. The programme selected top 50 leaders in the organisation, after a rigorous nomination and\u202fscreening by business heads, including the CEO. Finally, the 50 leaders would be\u202ffelicitated at a grand awards\u202fceremony,\u202fin\u202fthe\u202fpresence of\u202fdirectors and\u202fsenior\u202fboard members. This hard-touch,\u202fcoveted positioning of\u202fthe\u202fR&R\u202fprogramme\u202fwas a strategic move towards a precise business outcome\u202f\u2013\u202fbuilding the next generation of leadership, ready to take\u202fup additional responsibilities.\u202f\u00a0<\/p>\n\n\n\n

Similarly, Richa Sethi\u202funderlined the\u202fimportance of data-driven R&R\u00a0programmes, that empower top organisations to drive business results,\u202fstating,\u202f\u201cWhat gets measured\u202foften turns into a business imperative.\u202fTracking data-driven insights from R&R programmes like\u202f\u2013 change in\u202fretention,\u202fdiscretionary efforts by teams,\u202fclient outcomes, etc.\u202f\u2013 can link recognition directly with strategic organisational priorities.\u201d\u202f<\/em>\u202f\u00a0<\/p>\n\n\n\n

The panellists also shared other actionable strategies to\u202felevate the business impact of R&R\u00a0programmes:\u202f\u00a0<\/p>\n\n\n\n