黑料网

Ahead of听贰苍别谤驳颈锄别听颁辞辫别苍丑补驳别苍, we caught up with Gethin Nadin 鈥� Chief Innovation Officer at听Benifex,听psychologist,听two-times bestselling HR Author听and one of the UK鈥檚 most influential voices in HR.听Gethin has been awarded more than ten awards since 2024 for his work in influencing the global HR industry, most recently awarded double Gold at the prestigious Stevie鈥檚 awards in New York in recognition of a career dedicated to human resources. He was also awarded a lifetime achievement award by the UK Employee Experience Awards in 2025 and named PwC鈥檚 鈥極utstanding Contribution to the Industry 2024鈥�.

At a time when HR is under increasing pressure to demonstrate its impact, Gethin is challenging how we think about reward, wellbeing, and performance. In this edition of 10 quick(ish) questions, he shares his perspective on why HR needs to start speaking the language of the C-suite, why wellbeing as a 鈥渢rend鈥� has lost its meaning, and what it really takes to position reward as a driver of organizational performance. 

1. How would you introduce yourself?  

鈥淕ethin Nadin, Chief Innovation Officer at Benifex, award-winning psychologist and bestselling HR author, and one of the UKs Most Influential People 2026.鈥�  

2. What will you be speaking about at 贰苍别谤驳颈锄别听颁辞辫别苍丑补驳别苍.听听听

鈥淚鈥檒l be exploring four global reward trends based on extensive research: benefits as performance levers, the cultural challenge behind EU Pay Transparency, the evidence linking wellbeing to business performance, and why HR must translate people outcomes into financial impact. It鈥檚 about reframing reward as organizational performance science, not compensation.鈥� 

3. Why is it important?  

鈥淗R still struggles for budget and influence because it can鈥檛 articulate its value to the C鈥憇uite. These trends expose why wellbeing, benefits and culture directly drive performance, and why HR must start thinking, measuring, and communicating like a strategic function. We have to make our proposals resonate with the CEO, which means moving our business cases out of the HR function and elevating them to board level.鈥� 

4. What鈥檚 the most controversial thing you鈥檒l say on stage?  

鈥淭hat HR has failed to effectively articulate its organizational impact, which is leading to a growing narrative that HR is over invested in and overinflated. I don’t think that is true, and I think that the broad failure to make HR more generally resonate with employees and CEOs is why this narrative is prevailing and even making its way to the media.鈥�  

5. What鈥檚 one thing HR leaders believe that you think is completely wrong?  

鈥淢any still believe reward is compensation. It isn鈥檛 – reward is a performance system. The organizations that get ahead treat benefits and wellbeing as behavioral levers that drive productivity, not as cost line items. Across the world we invest three times more in people than we do capitol assets, yet we rarely quantify those investments in the same way as we do office buildings, machinery, or vehicles.鈥�  

6. Which HR trend do you think is the most overrated 鈥� and why?  

鈥淐orporate 鈥渨ellbeing programs鈥� as they are today. The market is oversaturated with low鈥慹vidence solutions, and the noise has overshadowed the core truth: wellbeing only works when it鈥檚 embedded in culture, job design, and reward philosophy. 鈥淲ellbeing鈥� as a trend has become meaningless. It鈥檚 oversaturated, commercialized, and diluted by snake鈥憃il. Rewards leaders must stop treating wellbeing as an initiative and start embedding it into the organization’s DNA.鈥� 

7. What鈥檚 the biggest mistake organizations make when trying to improve employee experience?  

鈥淭hey focus on launches instead of outcomes. Experience becomes a menu of initiatives rather than a system designed to improve performance and culture, so it rarely connects to measurable organizational impact. Despite the vast and compelling body of evidence available.鈥�  

8. If you could change one thing about how companies work with HR, what would it be?  

鈥淚鈥檇 require HR to quantify its value in financial and impact terms. When HR aligns itself with the CFO鈥檚 and CEO鈥檚 metrics (like AI, productivity, risk), its strategic influence transforms immediately. This talk will show you what is important to almost every CEO and how reward demonstrates impact towards that.鈥�  

9. What鈥檚 one thing HR leaders should stop doing in 2026?  

鈥淪top creating people鈥慺ocused business cases with no financial translation. HR will not get investment unless it shows its work in terms of cost, margin, and performance. Sentiment and morality aside, we have to get better at building solid business cases. But we also have to get better at being advocates for ourselves to get more budget and resource.鈥�  

10. If you could give just one piece of advice to an HR leader who wants to stay ahead of the curve, what would it be?  

鈥淭hink like a performance scientist, not a policy owner. Treat reward, wellbeing and culture as measurable drivers of organizational outcomes – and build your influence by proving it. Reward is a system of buttons and levels that when actioned help the organization move faster and be more resilient. We just have to make sure every one of our stakeholders sees it that way.鈥� 

Want to hear more? Don鈥檛 miss Gethin live at Energize DK, where he鈥檒l explore how reward can become a true performance lever 鈥� not just a cost line.  

Event details 

Place: Danish Architecture Center, Copenhagen 
Date: 17 April 
Time: Afternoon session (exact timings shared upon registration) 

Reserve your place 

Seats are limited, and we鈥檇 love to see you there.  to secure your spot and join the conversation!