“And the award for the best person in the world goes to”….

To your surprise, you have won, and to rapturous (ish) applause you take to the stage. Things are a little more sotto voce now because it’s 11.05 pm and this is the 16th award of the night.

The next day congratulations ring out on LinkedIn underneath a photograph of you, a vaguely recognisable BBC news presenter and the person from the corporate sponsor roped into reading the award intro. The photo aesthetic is subterranean ballroom – purple-tinged and at a slightly funky angle because the photographer was quite tired by then.

You get the scene.

Getting a nomination for Women of The Future was a steroid shot for my career (without the excess hair side effects). I doubled my salary, became a head of, and started mentoring young journalists.

It's that time of year when we must dig out our black tie and invest in a new pair of opaque tights. But it’s clear that award season presents a dilemma for organisations.

The danger of awards season

On the one hand, it’s a golden opportunity to showcase top talent, celebrate achievements, and boost internal morale. But, with public recognition comes a potential risk: the visibility of key employees increases, making them prime targets for headhunters.

This presents a delicate balance—how can we celebrate success without losing our most valuable people?

And this is where internal communications can play a pivotal role - ensuring that recognition boosts retention and loyalty while minimising external threats.

According to Alice Wilkinson, content director and an expert in drafting and winning awards for SEC Newgate and clients, this fear of losing employees might be counterproductive.

As she explains, “Employers might be nervous about their employees winning awards or about making too much noise around the achievements of their most valuable asset but this way of thinking will be more likely to push people out the door, rather than keep them loyal to the business.”

She continues: “By shining a light on the skills and successes of individuals or teams, employers not only show workers that they are valued and appreciated, but they also build a reputation within their sector as a home for top talent.”

What about headhunters?

Wilkinson's insight is crucial. Internal communications are key to shaping how this recognition is delivered and perceived.

If the messaging feels personal, meaningful, and aligned with company values, employees will feel truly appreciated. Highlighting how individual achievements contribute to the broader success of the team and organisation creates a sense of purpose, making employees feel that they are integral to the company’s long-term vision. This fosters a deeper connection to the business and reduces the likelihood of them leaving for external offers.

One of the most effective ways to retain talent after recognition is to focus on career progression and future opportunities. After celebrating an employee’s accomplishments during award season, internal messaging should emphasise the company’s ongoing commitment to that employee’s development. Providing clear career paths, opportunities for new challenges, and leadership roles ensures that employees know their future within the company is bright.

This future-focused communication reassures employees that their growth doesn’t end with the award, reducing the appeal of outside opportunities.

Build recognition

Internal communications also play a crucial role in building a culture of continuous recognition and growth. Regularly sharing stories of employee success through internal channels - whether newsletters, town halls, or internal social platforms - keeps the focus on internal opportunities. This reinforces the idea that career advancement and personal development are core elements of the company’s culture. When employees see regular examples of their peers progressing and being celebrated, it strengthens their sense of belonging and long-term commitment.

Even when recognised employees do leave for new opportunities, internal communications remain essential in maintaining strong relationships. This is where the concept of "boomerang employees" those who leave but later return - comes into play. By maintaining a positive dialogue with former employees through alumni networks or internal updates, companies can position themselves as attractive future options. As Wilkinson suggests, when a company is known for valuing its people, it builds a reputation not only as a great place to work but also as a place people want to return to.

Internal communications are the backbone of an effective recognition strategy, especially during award season. Shying away from celebrating employees out of fear of headhunting can backfire, pushing valuable people out rather than keeping them loyal. By focusing on strong internal messaging that emphasises personal growth, team success, and future opportunities, companies can retain their top talent and create an environment where employees feel valued not just for their achievements but for their potential. At the same time, maintaining strong connections with alumni ensures that even if employees do leave, they might one day return as even more valuable assets to the organisation. A virtuous circle for which you can give yourself a pat on the back and hail a cab. If you can find one at midnight on a Tuesday night on Hyde Park Corner.