Workplace recognition: are you getting it right? 

Jon Randall, Director, Engagement and Culture at Bladonmore, explores why many companies get workplace recognition wrong – and how to fix it. 

Workplace recognition is a game changer. Get it right, and you create a virtuous cycle where people feel driven to do more of the things that grow your culture and business. People who feel valued, are also more likely to stay longer. Get it wrong, and people disengage and eventually leave. 

Many companies struggle to get it right. Employee surveys regularly highlight recognition as an area of weakness, and ‘not feeling valued’ is frequently cited as a top reason for people leaving. Given the cost of replacing talent far outweighs the cost of a recognition programme, the return on investment (ROI) is clear. 

Avoid the big solutions trap 

Too often, companies jump straight to outsourcing the solution. They invest in digital recognition platforms and awards programmes before they have a solid foundation in place. While these can be powerful strategies, they are often used as a substitute for the foundations of recognition, rather than an enhancement. 

So, what does this foundation look like? Recognition should be a simple, human interaction that shows up in everyday behaviour. It needs to be part of your cultural DNA. This means returning to the basics: noticing effort, ideas, and behaviours in the moment and naming them. Regularly. 

This human-first approach has the most impact and costs absolutely nothing. Yet, surprisingly, this isn’t usually where companies focus their efforts. 

Making recognition a behaviour 

The most effective way to recognise someone is to name what they did and point out the difference it made – as soon as possible – rather than just saying ‘good job’. 

• “‘The way you handled that client really made them feel listened to“.’ 

• “‘That was a great idea you shared; it really moved the project forward“.’ 

• ‘“You spotted that risk before it hit us and it saved us a lot of time and money“.’ 

This kind of recognition completes the ‘effort cycle’. When we put in energy and expertise, and the difference it made is mirrored back to us, we are more likely to do it again. Conversely, when that cycle stays open – when we give effort and no– one notices – our energy drains away and we eventually stop bothering. 

Our bodies are even wired for this. A genuine ‘thank you’ or moment of praise triggers a release of dopamine (the reward chemical) and oxytocin (the bonding chemical), making us feel more connected to our team and creating a biological drive to repeat the behaviour. 

To be clear: this isn’t about mollycoddling or commenting on every minor task. We don’t want to create a culture of inertia, individualism or entitlement, either. It’s about recognising the moments that matter and giving people enough appreciation over time, so they to know when and how they’re adding value. 

Why we hold back 

This all sounds simple enough, yet companies struggle with this more than you might think. Some people feel awkward giving praise or worry they might sound patronising. Others might be too shy, too busy, or just don’t feel compelled to do it. As a result, recognition soon fades away. 

Crucially, this behaviour is set from the top. If leaders and managers don’t understand the importance of regular recognition, or don’t know how to role model these behaviours themselves, they send a clear but silent signal that recognition isn’t important. Eventually, employees interpret this signal as: ‘“What I do here doesn’t make a difference.’“ 

A recent report found that 91% of employees would put in more effort if they felt their contributions were valued, yet only 23% feel meaningfully recognised at work, and over half are recognised just a few times a year or less. 

Three golden rules of recognition 

To strengthen the foundations of recognition in your company, start with the basics: 

1. Be intentional
   . Recognise the behaviours and ideas needed to power your culture and business growth. These should already exist within your values and strategy, but you might need to distil them into something clear and useable. 

1. Start at the top. 
   Leaders and managers set the tone. Once they start, they give everyone else permission to do the same. If they don’t role model recognition, it won’t be visible in the wider culture. You may need to educate leaders on the link between recognition and engagement, performance and innovation. 

1. Make it human. 
   Invest your energy into making recognition a human interaction first. Use digital tools and awards to amplify that foundation – , not replace it. When the human foundation is missing, people are often sceptical of the tools.  

Then, weave this approach into your company story and visible touchpoints across the year so it becomes part of your culture. 

The organisations that get this right build strong cultures, higher engagement, and better performance. Those that don’t, risk losing their people. 

 

If you’d like to explore how to close the recognition gap and build stronger foundations, get in touch.