the impact of employee recognition: the giver’s point of view
By o.c. tanner
Appreciation | December 6, 2016
When it comes to employee recognition most of the research focuses on the receiving end of recognition. Given the incredible benefits receiving recognition produces, this comes as no surprise. Research has proved employees that receive recognition for a job well done are more engaged, more innovative, have more trust in leadership, and have higher levels of work productivity. However, we noticed there is one major component missing when it comes to studying the benefits of employee recognition: the giver.
Most organizations stop measuring their return on investment beyond the receiver, and by doing so, they severely underestimate the power of giving employee recognition.
Think about what recognition requires. Someone receiving recognition means that someone gave recognition.
This urged us to ask the question: What is the impact on the employee who gave the recognition? And that question then sparked another question: What is the impact on the employees who witnessed someone give recognition?
These are some of the questions the O.C. Tanner Institute’s latest study answers.
The study compared employees who give, receive, and observe recognition; those that don’t; and those who give, receive, or observe recognition, but don’t contribute in all three catagories.
At a very high level, the study found that employees who give, receive, and observe recognition have higher engagement scores, better wellbeing, are more innovative, do great work, and overeall produce better results.
This study reveals that employee recognition is so much more than just receiving recognition. It can become a large-impact tool for any organization trying to build a culture that influences the greatness found within each employee.
Want to learn more about the impact of recognition from the giver’s point of view?
Join us for a webinar on Wednesday, December 7, that discusses the findings from this study.
You can find the full study here.