How you can make integrated recognition a daily reward
Despite it delivering positive results, only 21% of organisations worldwide have recognition highly integrated into their workplace culture. But those that do can enjoy a 1,181% increased likelihood of great work and an 80% less chance of burnout among employees.
Organisations that have integrated recognition don’t allow appreciation to be an add-on or an afterthought, it is at the heart of organisational culture.
The leaders understand the importance of recognising their employees’ efforts and results, and live and breathe recognition. It’s incorporated into meetings, managers are trained on recognition giving and public displays of appreciation are made throughout the company on a weekly basis and daily across best practice organisations.
And the more frequently recognition is given, the more it becomes an integrated and natural part of the workplace.
The power of ‘well done’
Embedding recognition into everyday culture has significant effects, improving engagement by 787% and the odds of a thriving culture by 648%. Employee attrition is also cut by 29%. This is because recognition is a powerful force that transcends job titles, industries and countries.
And, regardless of employee gender, background and skills, when appreciation is sincere and frequent it can make the employee feel valued, appreciated and part of a caring and connected community.
To achieve the holy grail of integrated recognition, organisations must ensure appreciation is given frequently – at least every other week. In fact, frequent recognition experiences spread throughout the year have far more impact on workplace culture than ad hoc company-wide recognition events.
From small gestures of thanks such as simple ‘thank you’ notes or praising a colleague’s contribution during a meeting, through to more formal recognition celebrations that involve symbolic awards, these recognition moments have a powerful, collective impact.
Start on day one
The recognition must start at the joining stage so new starters feel appreciated from day one. For example, the onboarding experience should (as a minimum) include a welcome note from the company’s chief executive, a card signed by peers, a personalised symbolic award to celebrate the employee joining the company and branded company items.
Ideally, new starters should also be given time to socialise with other new hires, and the opportunity to give and receive recognition.
A culture of integrated recognition also means organisations must give everyone the same tools and permission to give and receive appreciation. This often means connecting recognition technology with daily tools such as Outlook and Teams so that giving appreciation can be easily done in an employee’s daily flow of work. But employees must also learn why, how and when to recognise a colleague.
Those organisations with highly integrated recognition will not only have an online recognition platform, but will have incorporated into their recognition programme:
- Monetary recognition
- Symbolic awards
- Regular celebrations
- Time for employees to socialise after recognition moments
- Recognition from customers
Plus, they will encourage people to appreciate efforts, going ‘above and beyond’ and also career milestones.
Targeted recognition training is vital to ensuring everyone across the company, especially senior leaders and managers, understand the importance of recognition and how to ensure every recognition moment has impact.
Employees expect recognition from their leaders first and from their peers second. And it can’t be assumed that everyone understands what great recognition looks like. By investing in training, tools and resources, meaningful recognition moments can be created for all employees.
Integrated recognition should be sought after by every organisation, but it must be done well, with appreciation giving becoming second nature. In fact, when recognition is readily given across an organisation in ways that are personalised and meaningful, the impacts can be transformational for the business.
In partnership with O. C. Tanner
Giving teams the integrated tools they need when, where and how they need them.
