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01 Oct 2020
by Dan Phipps

How to realign recognition to engage staff in a changed working environment

As we transition to new ways of working, we are likely re-evaluating every aspect of the employee experience. An essential component of this should be how to recognise and reward your people. With remote work and social distancing, there are now more barriers than ever to creating great recognition experiences, so how can you best engage staff when the working environment is far from normal?

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Recognition and the impact of COVID-19

From the outset of the pandemic, we conducted research to understand the impact COVID-19 was having on businesses all around the globe. It found recognition can be an incredibly powerful tool to help employees through times of crisis. During the pandemic, when employees were recognised on a weekly basis, they were 103% more likely to feel supported by the organisation and 59% more likely to trust their leader. When employees were not recognised, they were 23% less likely to feel supported by the organisation and were twice as fearful of COVID-19.

On top of this the government response to COVID has seen employees classified as “essential” or “non-essential” workers and subject to different work experiences, which furthers the divide between front-line and non-frontline workers. Non-essential employees are perhaps left wondering: “If I’m not essential, am I still important? Am I seen? Am I valued?” So, although recognition is perhaps harder to give at the moment, it is arguably more important than ever and must become a top priority. 

Three ways to move from transactional to meaningful

What starts with the best intentions – the process of recognition – can all too easily fall into the transactional pile and become insincere. To create impactful recognition experiences during a time of physical separation, the focus needs to shift to bringing people together when everyone is apart.

Some of the key peak experiences at O.C. Tanner Europe have been the company-wide Zoom meetings to celebrate colleagues’ career milestones and achievements – together with the innovative virtual backgrounds! To achieve recognition success right now, it’s important to focus on three key areas: strengthening connections, creating more nurturing experiences and incorporating storytelling.

1. Strengthening connections

Our days are filled with micro-experiences, daily interactions and experiences. These may be positive or negative, but positive moments have a long-lasting impact. Leaders need to look for ways to provide positive highlights and points of connection, especially as everyday work experiences are still in flux. These don’t have to be grand gestures, but small moments of true connection, perhaps impromptu Zoom lunches, drinks or quizzes – making up for those lost moments socialising by the water cooler!

2. Creating nurturing experiences

An important part of recognition is showing gratitude for employees so that they realise you care about them as individuals. Leaders can help to nurture their employees by seeing the entire person and supporting their emotional and social wellbeing. This can include checking-in with each employee daily and asking how they are, what they’ve been up to outside of work and discussing anything that’s worrying them. Genuine recognition can only be delivered when there’s already an understanding and appreciation of each individual.

3. Sharing success through storytelling

Storytelling is powerful. Good news stories help to share successes and strengthens bonds as employees work together towards the same purpose. By using storytelling, recognition is more effectively delivered and is amplified even further when it’s shared and made public.

A final thought

Recognition should never be mediocre or feel forced. It’s about everyone connecting with, valuing and seeing one another. This pandemic has, and continues to be, challenging but it has presented companies with opportunities to re-evaluate how it recognises staff and the wider employee experience. Although there may still be physical separation for many, the emotional bonds between the company and its employees need to be stronger than ever.

The author is Dan Phipps, culture and engagement strategist from O.C. Tanner Europe.

This article is provided by O.C. Tanner Europe.

In partnership with O. C. Tanner

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