Featuring scholarly and practitioner insights from HR and people leaders, industry experts, and researchers.

In HCI Webinar, I talk with Dan Cosgrove about closing the gap on healthcare, cost, and coverage for working Americans. Spent over a decade at Procter and gamble, Berkshire Hathaway and Nike before he broke away to focus on his passion of healthcare. The first healthcare company he started broke $4M in under 3 years. Now his non profit Better Benefits USA was just recognized by by Procter and gamble as one of the top ten companies run by P&G alumni thanks to their work in disrupting America’s broken healthcare system.

Abstract: Recognition is among the least expensive levers available to leaders, yet most organizations still deliver it rarely, unevenly, and generically. Recent survey and message-level data from 2026 indicate that more than half of employees had not been formally recognized in the previous three months, that two in five individual contributors believe their good work goes unseen, and that workers increasingly discount appreciation they suspect was written by artificial intelligence. This article synthesizes longitudinal survey research, field experiments on symbolic awards, meta-analytic evidence, and healthcare quality-improvement studies to explain when recognition improves performance, retention, and wellbeing, and when poorly designed awards backfire. It distinguishes recognition from reward, defines strategic recognition, and reviews evidence on frequency, specificity, peer participation, award design, and fairness. Five evidence-based organizational responses are presented with documented organizational examples across technology, financial services, aviation, hospitality, healthcare, manufacturing, and public health, alongside three long-term capabilities for embedding recognition into how work is led and how talent decisions are made.

This research examines how generative artificial intelligence is rapidly transforming workplace responsibilities faster than traditional salary systems can adapt. It highlights a widespread compensation gap, where employers struggle to accurately price new technological skills while most workers report no wage increases despite having mastered these tools. To prevent issues like wage scatter, metric gaming, and eroding employee trust, organizations must transition away from ad hoc approaches. Instead, leaders are encouraged to implement evidence-based strategies such as rebuilding job architecture around verified capabilities, sharing measured productivity gains through variable pay, and ensuring strict pay equity. Ultimately, the literature emphasizes that companies must transparently pair these rising performance expectations with funded professional development to maintain fairness and organizational trust.

This research examines how generative artificial intelligence is rapidly transforming workplace responsibilities faster than traditional salary systems can adapt. It highlights a widespread compensation gap, where employers struggle to accurately price new technological skills while most workers report no wage increases despite having mastered these tools. To prevent issues like wage scatter, metric gaming, and eroding employee trust, organizations must transition away from ad hoc approaches. Instead, leaders are encouraged to implement evidence-based strategies such as rebuilding job architecture around verified capabilities, sharing measured productivity gains through variable pay, and ensuring strict pay equity. Ultimately, the literature emphasizes that companies must transparently pair these rising performance expectations with funded professional development to maintain fairness and organizational trust.

This research examines how generative artificial intelligence is rapidly transforming workplace responsibilities faster than traditional salary systems can adapt. It highlights a widespread compensation gap, where employers struggle to accurately price new technological skills while most workers report no wage increases despite having mastered these tools. To prevent issues like wage scatter, metric gaming, and eroding employee trust, organizations must transition away from ad hoc approaches. Instead, leaders are encouraged to implement evidence-based strategies such as rebuilding job architecture around verified capabilities, sharing measured productivity gains through variable pay, and ensuring strict pay equity. Ultimately, the literature emphasizes that companies must transparently pair these rising performance expectations with funded professional development to maintain fairness and organizational trust.

This research examines how generative artificial intelligence is rapidly transforming workplace responsibilities faster than traditional salary systems can adapt. It highlights a widespread compensation gap, where employers struggle to accurately price new technological skills while most workers report no wage increases despite having mastered these tools. To prevent issues like wage scatter, metric gaming, and eroding employee trust, organizations must transition away from ad hoc approaches. Instead, leaders are encouraged to implement evidence-based strategies such as rebuilding job architecture around verified capabilities, sharing measured productivity gains through variable pay, and ensuring strict pay equity. Ultimately, the literature emphasizes that companies must transparently pair these rising performance expectations with funded professional development to maintain fairness and organizational trust.

In this podcast episode, I talk with Dan Cosgrove about closing the gap on healthcare, cost, and coverage for working Americans. Spent over a decade at Procter and gamble, Berkshire Hathaway and Nike before he broke away to focus on his passion of healthcare. The first healthcare company he started broke $4M in under 3 years. Now his non profit Better Benefits USA was just recognized by by Procter and gamble as one of the top ten companies run by P&G alumni thanks to their work in disrupting America’s broken healthcare system.

In this HCI Webinar, I talk with John Dorer about how employer-sponsored immigration fits into broader workforce planning. As the CEO of eb3.work, John Dorer leads a team of immigration attorneys and recruiters who specialize in providing effective solutions for employer sponsored green card programs and entry-level labor shortage. With over 23 years of experience, they have extensive knowledge and expertise in the field of global mobility and the EB-3 visa program. Our mission is to partner with employers to help them eliminate their chronic entry-level labor shortages. Their team of recruiters and immigration attorneys leverage proprietary technology and processes to streamline the EB-3 application and approval process, and to ensure compliance and quality. They work with employers across various industries and regions, including construction, manufacturing, hospitality, QSR, janitorial services, multi-unit restaurant franchise groups, warehouses, and distribution centers. They are passionate about creating opportunities for both employers and workers, and contributing to the economic and social development of the country.