That’s why annual Christmas parties to celebrate the year’s achievements and hand out company-branded merchandise have become customary in many workplaces.
Businesses may have a little something for Employee Appreciation Day today.
But in reality, businesses can waste time and money because many workers think the move is empty.
HR specialist OC Tanner interviewed more than 36,000 employees and executives in 20 countries including the UK, the US and China for the Global Culture Report—and found that 43% of employees worldwide think that the recognition they receive at work is like an empty gesture and doesn’t mean anything.
What’s more, more than a third reported receiving recognition in an uncomfortable way.
But the research also shows that employees who feel recognized and valued increase their sense of belonging, as well as the likelihood of wanting to stay with the company for another year.
“The majority of Global leaders realize the importance of respecting their people”, said the European managing director of OC Tanner Robert Ordever, but “recognizing staff in an impersonal and inauthentic way can have the opposite effect to what we want, causing employees to feel invisible and sad. “
Identify staff from off-set
Employee appreciation is most effective when delivered in a timely, personal, and meaningful way.
With less than half of the employees surveyed reporting an onboarding experience that lasted more than a day of orientation and a benefits folder, the report suggests employers show their talent from day one.
“Instead of handing out water bottles or t-shirts and zipping through company history, consider creating a curated, integrated recognition experience for new employees,” the report adds.
This may look like a “welcome to the company” card signed by colleagues followed by a reasonably priced team lunch with ample time for socializing.
Most importantly, recognition cannot be a one-on-one tick-boxing exercise; The report emphasized that showing appreciation to workers should be embedded in company culture.
Incorporate appreciation into the company culture
“The holy grail of recognition is that it has been integrated into the everyday culture of the space so that the natural response for people to go ‘above and beyond’ is to recognize them,” Ordever emphasized. “Organizations with integrated recognition regularly display good work. They also enjoy high levels of engagement, less attrition, and 80% fewer cases of burnout.
The study also showed that integrated recognition increased the likelihood of a positive employee experience and a thriving workplace culture by 391% and 646%, respectively.
Leaders can sing the praises of staff for their daily efforts and major achievements by including verbal recognition as part of weekly meetings, throwing celebratory parties that highlight workers’ achievements for the year, and awarding gift cards for career milestones.
“For the recognition to appear genuine and useful, it cannot be thought of but must be given with intention, with the recognition provider illuminating individual achievements. Giving public appreciation in front of leaders and colleagues also raises the moment, so that it can be remembered,” added Ordever.
In the long run, the more ways an organization gives people to recognize one another, the more often recognition will happen. And the more often it happens, the more it becomes an integral and natural part of the employee experience.
Don’t forget management
While employee appreciation tools and events are often directed at new hires and young talent, the report highlights that those in management should be recognized.
Specifically, mid- and entry-level leaders are 33% and 47% more likely to be respectful, compared to senior leaders. They also lack access to resources and support like senior leaders.
This means that first-time leaders can easily become consumed by the weight of their new role’s responsibilities.
“Leaders are also employees. They need to feel valued, appreciated, and supported just like everyone else,” added the report, while highlighting that rewards reduced leaders’ anxiety by 67% and stress by 52%.
Finally, throwing money at the problem is not enough; The report warns businesses that increased compensation does not prevent or reduce burnout managers can experience, in the same way as original recognition can.
Instead, it suggests that senior leaders spontaneously praise managers and intentionally thank them more often.
“While compensation and incentives often create competition between leaders, appreciation connects and strengthens a leader’s relationship with his team, the leader himself, and the organization,” the report added.
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