MAT FPX2001 Capella University Transforming Workplaces Through Recognition Questions

Evaluate a statistical study.

Introduction

In this assessment, you will demonstrate your ability to critically evaluate surveys and their statistical findings. In the process, you will get to know important terms and methods that are used when conducting a survey and when presenting a report based on an evaluation of a survey and its statistical findings.

Demonstration of Proficiency

By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through the following assessment scoring guide criteria.

Competency 2: Evaluate the adequacy of data collection methods.

Assess the appropriateness of a sample to represent a population.

Explain the rationale for using a particular sampling technique.

Competency 5:

Evaluate statistical arguments.

Interpret the meaning of the confidence interval in the context of survey results.

Evaluate the impact of question wording on participants’ responses.

Evaluate a study for evidence of bias.

This assessment is somewhat independent of the other assessments so far, in the sense that it does not involve your own survey. Instead, you will produce a report based on an evaluation of a Gallup survey and its statistical findings. Gallup reports on a variety of polls with explanations of the survey methods. Categories of polls include politics, economy, well

–

being, health care law, taxes, federal budget, and many other subjects.

For Assessment 5, you need to select a survey from Gallup then analyze it. You will find links to the most recent topics on the Gallup home page. You can search for surveys by keyword; alternatively, click on the news link at the bottom of the page and search by topic. Make sure the topic you select contains information about survey methods, particularly the sample size, sampling method, and margin of error.

To prepare for this assessment, go to the Gallup home page and do the following:

Review a variety of polls on the site.

Choose a poll to report on that closely aligns to your field of study or area of professional interest.

Review the information in the Survey Methods section of the article. This section details how the study was conducted. Also, study all information contained in additional links at the bottom of this section. You will use this information to complete your assessment.

Then, answer the following questions about the Gallup poll you selected:

What was the purpose of the poll? Write a brief summary. Include the title and link to the article within your summary.

What were the population and sample? Why is this sample appropriate for the population? What was the sample size? Was the sample size large enough to reflect the opinions of the population?

Were the results parameters or statistics? Why?

What type of sampling technique was used (for example, stratified, clustered, random, convenience, or systematic)? Why was this technique used? How were the subjects contacted? Was this method appropriate?

What was the confidence interval and margin of error? Interpret what the confidence interval means as it relates to the context of the survey.

What were the exact questions asked? Do you think the wording of the questions influenced the participants’ responses?

Did you find any evidence of bias in the poll? If so, describe the source of the bias. If not, how was bias avoided?

—

I completed most of it but I am lost as to what they are asking for the missing areas. These areas are the problems I am having.

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COMPETENCY 2

Evaluate statistical arguments.

CRITERION

Interpret the meaning of the confidence interval in the context of survey results.

Your result:

Basic

Distinguished

Interprets the meaning of the confidence interval in the context of survey results and explains how the margin of error might have been affected by changes to the study design.

Proficient

Interprets the meaning of the confidence interval in the context of survey results.

Basic

Describes the confidence interval without interpretation of its meaning.

Non-Performance

Does not describe the confidence interval.

Faculty Comments:

You’re doing great here in identifying the confidence interval and margin of error. What does the confidence interval mean in the context of the survey? Also how could the margin of error have been affected by changes to the study design?

CRITERIONEvaluate the impact of question wording on participants’ responses.

Your result: Basic

Distinguished

Evaluates the impact of question wording on participants’ responses and posits how differently worded questions might have impacted the statistical results.

Proficient

Evaluates the impact of question wording on participants’ responses.

Basic

Describes the wording of the questions asked.

Non-Performance

Does not describe the wording of the questions asked.

Faculty Comments:

You did great in identifying and discussing the question. How did the wording affect the way people responded? For example, was the question open to interpretation or were there any words used in the question that could have different meanings by different people? How could the question have been improved to avoid misinterpretation or different interpretations?

CRITERIONEvaluate a study for evidence of bias.Your result: BasicDistinguished

Evaluates a study for evidence of bias and explains how it either avoided bias or might have avoided bias.

Proficient

Evaluates a study for evidence of bias.

Basic

Describes potential sources of bias, but does not evaluate a study for evidence of bias.

Non-Performance

Does not describe potential sources of bias.

Faculty Comments:

Here you would want to critically examine whether there was bias. Sources of bias include whether the questions are vague or leading questions designed to elicit certain responses, whether the sample is large enough, or whether someone was left out of the sample but should have been included. Another source of bias comes from who sponsored or performed and whether that group that has a particular viewpoint that they were trying to confirm by way of the study.

UNLEASHING THE HUMAN ELEMENT AT WORK:
Transforming Workplaces
Through Recognition
Unleashing the Human Element at Work | Transforming Workplaces Through Recognition
Table of Contents
2
Executive Summary
4
Introduction
4 Bringing the “Human” Element Back to Work
6
Detailed Findings
6 Unpacking Workplace Recognition
11 The Five Pillars of Recognition
19 Investing in Recognition
20 Driving Impact Through Recognition
32
Conclusion
32
Leaders’ Five Next Steps
33
Methodology
34
Appendix: Cross-National Comparisons
1
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Executive Summary
Globally, organizations are facing a monumental moment of transition
in the world of work, one that is bound to have a lasting impact. Not
only are the nature and context of work changing — employees’ needs
are shifting too. Only one in four employees strongly agree they feel
connected to their culture, and only about one in three strongly agree
they belong at their organization.
To build the right workforce for the future and leverage its capabilities,
leaders must take a human-centered approach to building their employee
experience and employer brand. It starts by demonstrating to employees
they are valued by recognizing their contributions.
2
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Key findings from this report include:
Many organizations are missing out on the benefits of
recognition by not investing in or prioritizing it.
• Eighty-one percent of leaders say recognition is not a major strategic priority for their organization.
• Seventy-three percent of senior leaders say their organization does not offer managers or leaders
best‑practices training for employee recognition.
• Nearly two in three leaders say their organization does not have a budget allocated to recognition.
• Creating a culture of recognition can save a 10,000-employee company up to $16.1 million in turnover
costs annually.
When recognition hits the mark, employees are:
73%
less likely to “always” or
“very often” feel burned out
5x
as likely to feel connected
to their culture
56%
less likely to be looking or
watching for job opportunities
4x
5x
as likely to
be engaged
44%
more likely to be “thriving”
in their life overall
as likely to see a path to
grow at their organization
4x
as likely to recommend
their organization to
friends and family
There is not enough recognition going around, despite managers
and leaders reporting that they frequently give it.
• Sixty-seven percent of leaders and 61% of managers say they give recognition a few times a week or
more, versus 42% of individual contributors.
• Comparatively, 40% of employees report receiving recognition only a few times a year or less from a
manager, supervisor or other leader at their organization.
• Only 23% of employees strongly agree their organization has a system in place to recognize work
milestones; 15% strongly agree they have a system for recognizing personal events in employees’ lives.
Recognition has the most impact when it is:
• fulfilling employees’ expectations and needs — but only 23% strongly agree they get the right amount
of recognition for the work they do
• authentic — but only one-third strongly agree the recognition they get meets this bar
• equitable — but only one-quarter strongly agree recognition is given equitably at their organization
• embedded in the culture — but only 19% strongly agree recognition is an important part of the culture at
their workplace
• personalized — but only 10% report being asked about their preferences for receiving recognition
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Introduction
Bringing the “Human” Element Back to Work
The importance of human capital has never been more evident, as the resilience of the workforce amid a global
crisis has kept the world running. But recent trends, including declines in employee engagement and increased
demands for workplace flexibility, coupled with the volatility of the job market itself are putting new pressure on
organizations to be mindful of the “human” element at work. They cannot simply offer jobs; they must create an
environment where employees want to work and can be their best.
The future of work starts with showing employees that they are valued now. Recognition is a simple way
organizations can demonstrate their investment and commitment to their employees and inspire them to feel
connected, confident and cared about — ensuring they leverage the full force of their human power at work.
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A Human-Centered Approach to the Employee Experience
Building the future of work using a human-centered approach starts with understanding the employee experience
from a human angle.
Employees bring their wellbeing, or lack thereof, to work with them every day. It shows up in their productivity
levels, work quality, interactions with other associates and how they contribute to the organization. Employees
want to believe their organizations — i.e., their managers, coworkers and even senior leaders — care about them
as people.
Organizations can show they care by celebrating who employees are and what they bring to the table. When
employees are recognized for their contributions and achievements, they feel that they matter.1 In this way and
others, workplace recognition is critical to building an employee experience that meets employees’ human needs.
Despite being a fundamental employee need,2 only one in four worldwide strongly agree they have received
recognition for their work in the last week. When organizations move that bar up to six in 10, they stand to gain
a 28% improvement in quality and 31% reduction in absenteeism.3 Recognition can also reduce attrition and the
turnover costs that come along with it, as explored later in this report.4
Analysis of thousands of employees’ perspectives — from front-line workers to managers and senior leaders
— triangulates on a key message that is more critical now than ever: Recognition isn’t just a nice-to-have; it is a
core “human” element in the employee experience that drives engagement, performance and retention.
This report is designed to help leaders harness the power of recognition to build a better, more human experience
at work. Results discussed here clearly show that recognition is imperative to building strong workplaces
and represents a significant opportunity for workplace evolution.5 The data reveal the forms and functions of
recognition, the five essential pillars of a solid recognition strategy, and the critical next steps leaders should take
in constructing an approach that meets real human needs.
1
Workhuman. (2021). How the great resignation will shape HR and the future of work. https://www.workhuman.com/resources/reports-guides/how-the-greatresignation-will-shape-hr-and-the-future-of-work
2
Dvorak, N., & Mann, A. (2016, June 28). Employee recognition: Low cost, high impact. Gallup.com. https://www.gallup.com/workplace/236441/employeerecognition-low-cost-high-impact.aspx#:~:text=Gallup’s%20data%20reveal%20that%20the,or%20a%20thank%2Dyou%20card
3
Clifton, J., & Harter, J. K. (2019). It’s the manager: Gallup finds the quality of managers and team leaders is the single biggest factor in your organization’s longterm success. Gallup Press.
4 Gallup has developed longitudinal models that predict actual turnover based on turnover intentions and employee engagement, then estimate overall turnover
costs. When recognition is added to this algorithm, there are additional cost savings.
5
For context, drivers of workplace outcomes (e.g., engagement, inclusion, etc.) that lead to impact factors of “two times” are generally seen as substantial and
meaningful impacts; that characteristics of recognition studied in this research have multiple times that impact — sometimes up to six times — is noteworthy.
5
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Detailed Findings
Unpacking Workplace Recognition
Bringing recognition to life and harnessing its power starts with understanding what it is and how it is experienced
in the workplace — essentially, the “what, when and how” of recognition.
What Is “Recognition,” and When Should It Be Given?
In this report, recognition refers to praising, acknowledging or expressing gratitude to employees for who they are
and what they do. It involves taking time to thank employees, give them credit for good ideas and acknowledge
their accomplishments.
Workplace recognition often focuses on work output and work-related achievements. However, recognition can
also honor work-related milestones, like promotions and work anniversaries. Drawing attention to these events
serves a dual purpose: It celebrates employees’ achievements while sending important messages about the value
placed on progress and continued commitment. Approximately a quarter (23%) of employees strongly agree their
organization has a system for recognizing these types of events.
Organizations can send an even more powerful message by celebrating the human behind the work. By
commemorating birthdays, weddings and other personal events, organizations show they care about employees
as people. However, only 15% of employees strongly agree their organization has a system in place to recognize
life events.
When an employer recognizes life events and work milestones, employees are …
3x
3x
as likely to strongly agree they
feel connected to culture
as likely to strongly agree
their organization cares
about their wellbeing
Real employees explain what
recognition means to them:
30%+
more likely to say
they plan to be at their
organization in five years
“What you’re doing is
not a thankless job, that it’s part
of the team and it’s part of the whole
operation that we’re doing.”
“I value your
opinion; you’re an integral
part of our organization.”
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Although recognition often singles people out, it can also honor a group effort. Twenty-two percent of employees
strongly agree groups and teams are recognized at their organization. When they are, it reinforces the importance
of being part of and working as a unit.
The setting where recognition is given — and particularly who is present — can be as important as the recognition
itself. Most employees (58%) receive both public and private recognition, but nearly a third (30%) receive it mostly
in private; 11% receive it mostly in public settings.
While private recognition is often described as personal and meaningful, public recognition has distinct benefits in
building a culture of recognition. Visible displays of recognition can showcase an employee’s value and magnify
the amount of recognition given. When people witness recognition, they often extend it themselves, resulting in a
ripple effect that can be felt throughout an organization.
How Should Recognition Be Given?
Recognition is not one-size-fits-all. While organizations may have their own style of recognition, having a formal
recognition system has distinct benefits. Formal programs make recognition more salient, which in turn helps
people make the time and space for this important ritual. However, only about one-third of employees say their
organization has a formal recognition program.
Increasingly, employee of the month, annual awards ceremonies and other traditional forms of recognition are
being augmented with newer solutions. Digital platforms and software programs can provide a natural conduit for
recognition that easily integrates into most modern workplaces and make recognition more accessible, especially
for geographically dispersed workforces. Having these systems in place demonstrates to employees that their
organization sees recognition as a worthwhile investment of time and money.
Some workplaces offer a financial incentive with recognition. About one in five employees say they receive a
monetary reward with recognition. When organizations offer financial rewards, employees are more likely to
strongly agree they belong and that they see a path to grow at their organization (30% and 41%, respectively).
They are also 28% more likely to recommend their organization as a great place to work.
The data show that having a recognition program or platform is necessary, but simply having one is not enough. Only
when programs are well-implemented and embedded in the culture do employees and organizations reap the benefits.
36%
22%
21%
of employees say
their organization
has a recognition
program
of employees say
their organization
uses a digital
recognition platform
or software
of employees say
their organization ties
a monetary reward
to recognition
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How Often Should Recognition Be
Given, and Who Should Give It?
21%
Just as recognition can come in many forms, it
can also come from a variety of sources. Most
employees receive recognition from multiple
sources, but not always at the same frequency. Half
report receiving recognition from their manager,
supervisor or a leader about as frequently as they
receive it from coworkers, but three in 10 receive
it more often from their peers; two in 10 receive it
more often from leaders.
of employees say they receive
recognition from a manager, supervisor
or other leader at their organization
at least a few times a week
While recognition from managers, supervisors and
leaders serves important purposes, peer recognition
is no less meaningful. As the table below shows,
employees say they want recognition from peers just
as much or more often than they want it from their
manager, supervisor or leaders.
40%
How often would you like to receive recognition
from [the following] at your organization?
of employees say they receive
recognition from a manager, supervisor
or other leader a few times a year or less
Source
27
%
% Prefer a
few times
a week
or more
% Prefer a
few times
a month
or more
21
59
23
57
Manager,
supervisor or
other leader
Peers
of employees say they receive
recognition from their peers at
least a few times a week
34%
of employees say they receive
recognition from their peers
a few times a year or less
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Overall, about one in five employees (21%) report receiving recognition a few times a week or more from a
manager, supervisor or leader; 27% receive it as often from peers. Conversely, 40% say they receive recognition
from their manager, supervisor or a leader a few times a year or less. One in three report receiving it from peers at
the same rate.
How often do you receive recognition from [the following] at your organization?
Source
% Daily
% A few
times
a week
% A few
times
a month
% A few
times
a year
% Less
than once
a year
% Never
5
16
28
26
9
6
7
20
26
21
6
7
Manager,
supervisor
or other leader
Peers
Note: “Don’t know/Does not apply” answers not shown. Due to rounding, percentages may sum to total ±1%.
Experiencing consistently low levels of recognition is a drain on the employee experience and workplace culture
that can have serious repercussions. When organizations fall short on showing employees they are valued, they
risk losing their employees altogether.
Employees who receive recognition only a few times a year or less from each of these sources are …
Manager, supervisor or other leader
Peers
5x
3x
as likely to be actively disengaged
as likely to be actively disengaged
74%
39%
more likely to say they do not plan to be at
more likely to say they do not plan to be at
their organization in one year
their organization in one year
27%
24%
more likely to be struggling
more likely to be struggling
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It Is as Important to Give as to Receive
Recognition is a self-generated machine: For employees to receive recognition, they must also be active
participants in a culture of recognition. Overall, 48% of employees report giving recognition at least a few times a
week, but managers and leaders are much more likely to report giving recognition frequently.6
Percentage of employees who frequently* give recognition, by management level
80%
60%
67
61
+19
42
+13
48% Employees
Overall
40%
-6
20%
0%
Leaders
Managers
Individual Contributers
Note: Due to rounding, percentages may sum to total ±1%.
* A few times a week or more
6
In this report, managers are defined via self-report as responsible for the work output of other employees and may be either project managers or people
managers; leaders are also determined by self-report as “senior leaders” who manage other managers.
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The Five Pillars of Recognition
All recognition matters, from simple, day-to-day “thank-you’s” to
companywide awards. But not all recognition is equal. Five factors are
critical to driving its impact: Recognition must be fulfilling, authentic,
equitable, embedded in the culture and personalized.7
1. Fulfilling
2. Authentic
3. Equitable
4. Embedded in the Culture
5. Personalized
7
Extensive quantitative and qualitative research has demonstrated that these five factors are more highly associated with the positive impacts of recognition
than the type of recognition, source or setting of recognition, presence or absence of formal programs, and presence or absence of monetary recognition.
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1. Fulfilling
There is no “magic number” for how frequently recognition should be given, as employees’ individual needs vary.
Rather, organizations should target providing a consistent and reliable experience of being appreciated to fulfill
employees’ basic human need to feel valued and validated.
Most employees want to be recognized at least a few times a month, but this should be regarded as the bare
minimum.8 The data show there is no such thing as “too much” recognition — as long as it is genuine and
appropriately given. As shown below, more than 40% of employees view the right amount as a few times a
week or more.
Percentage of employees who strongly agree
they receive the “right amount” of recognition
from managers/leaders, by frequency
% Right amount
Daily
17
24
8
17
4
24
A few times
a week
14
28
28
A few times
a month
29
A few times
a year
14
A few times
a year
% Not the right amount
Daily
2
A few times
a month
Never
% Right amount
% Not the right amount
A few times
a week
Less than once
a year
Percentage of employees who strongly agree
they receive the “right amount” of recognition
from peers, by frequency
1
Less than once
a year
11
0.4
Never
8
19
24
27
12
23
2
7
2
9
Providing recognition at least a few times a month is the minimum frequency necessary to see positive effects on engagement, culture, wellbeing, turnover
intentions and other key outcomes.
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Currently, only 23% of employees strongly agree they get the right amount of recognition for the work they do,
meaning nearly three-quarters of employees are missing the steady reinforcement and appreciation they need
to help them be their best.9 This low percentage also indicates that many organizations are missing out on the
benefits seen when employees feel that their recognition needs are being fulfilled, including those shown below.
Employees who feel fulfilled by
recognition are …*
Employees who do not are …**
4x
8x
as likely to be engaged
as likely to be actively disengaged
less than 1/2
4x
as likely to be looking or passively
watching for job opportunities
as likely to be actively
looking for another job
44%
62%
more likely to be “thriving”
in their life overall
more likely to be “struggling”
in their life overall
* Employees who strongly agree they receive the right amount of recognition for the work they do.
** Employees who disagree that they receive the right amount of recognition for the work
they do.10
Providing more frequent recognition can help organizations
ensure they are meeting employees’ needs, but the success
of a recognition strategy should not be judged solely by
whether a frequency quota is being met. It can be easy for
organizations to overlook the simple truth: If employees
do not feel fulfilled by their recognition experience, then
employers are missing the mark. Creating a fulfilling
recognition experience has far more impact than frequency
alone.11 Recognition is about validating effort, value-added
and an employee’s inherent worth.
9 Mosley, E. (2020). Making work human: How human-centered companies are changing the future of work and the world. McGraw Hill.
10 Disagree is measured as a “1” or “2” on a five-point scale; looking at only “strongly disagree” (“1” only) yields even more extreme impact.
11 Impact of “strongly agree” responses to “I receive the right amount of recognition for the work I do” is greater across the outcomes measured than frequency
of recognition from either managers or peers.
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2. Authentic
Although giving the right amount and type of
recognition is critical, empty words or gestures will
not land. What makes recognition impactful is
what it means to individuals — about themselves,
their job, their teams or workplace — and the
organization. If recognition is not perceived to be
authentic, it can undermine the experience.
“I think it’s just as
detrimental to give too much
[recognition] for absolutely nothing
… It has to be genuine recognition
appropriately given.”
Only about a third of employees strongly agree
the recognition they receive is authentic, indicating
a considerable opportunity for employers to make
recognition meaningful. In particular, Black and Hispanic
employees are highly attuned to authenticity: Black employees are 79% more likely to be thriving,
and Hispanic employees are 69% more likely, when they can strongly agree the recognition they
receive is authentic.
When employees strongly agree the recognition they receive is authentic, they are more likely to strongly
agree with …
I see a path to grow at
my organization
My organization cares about
my wellbeing
Black
employees
Hispanic
employees
White
employees
8x as likely
5x as likely
5x as likely
8x as likely
6x as likely
6x as likely
7x as likely
6x as likely
5x as likely
79% more likely
69% more likely
42% more likely
I would recommend my
organization as a great
place to work
Thriving
Recognition becomes more meaningful when it is clear why it is being given. Telling employees how their work
made an impact takes the words “good job” to a new level. Tying monetary rewards to a specific achievement or
goal sends a different message than giving everyone a bigger paycheck at the end of the quarter. Spontaneous,
in-the-moment feedback also reads as sincere.
Managers and leaders should consider how the recognition provided in their organization is perceived. Is it
given impersonally or unceremoniously as a matter of routine or obligation, or is it bestowed in a way that is
personalized and genuine? Optics matters but so does sentiment — and employees can tell the difference.
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3. Equitable
Although recognition should be targeted and personal, how much others receive matters. When employees see
recognition that is out of balance — particularly when they feel they are being shorted — it triggers an alarm to
their basic need for fairness and damages their overall employee experience.
Overall, only 26% of employees strongly agree they receive similar amounts of recognition as other team
members at their company with similar performance levels. Deeper analysis shows clear patterns in who is
— and is not — receiving recognition, with significant implications about the state of diversity and inclusion in
workplaces.
As shown in the following table, Black and Hispanic employees are less likely to report equitable recognition
than White employees. Only 19% of Black employees and 21% of Hispanic employees strongly agree they receive
a similar amount of recognition as other team members, compared to 28% of White employees. They are also
less likely to strongly agree the recognition they get is authentic. Black employees, in particular, are less likely to
strongly agree they get the right amount of recognition.
Percentage of employees who strongly agree recognition is authentic, equitable and that they receive the
right amount, by racial identity group
Overall
Black
employees
Hispanic
employees
White
employees
23
17
21
24
The recognition I get is authentic
32
25
26
35
Recognition is equitable
26
19
21
28
I get the right amount of
recognition
Recognition can reflect inclusivity at an organization, or reveal underlying attitudes and biases with serious
downstream repercussions. Just as importantly, where recognition is bestowed illustrates what — and who
— an organization values. Acknowledging achievements can have a considerable bearing on reputation and
performance evaluations and ultimately figure into the opportunities available to employees. If recognition
is about giving credit where credit is due, then the general lack of perceived equity in recognition signals a
serious failure.
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4. Embedded in the Culture
Recognition can be a practice, or it can be the way of life at an organization. The distinction between the two
makes a noticeable difference in the daily experience of employees.
Simply having a recognition program is not enough. A culture of recognition is one in which gratitude, praise and
appreciation are freely given, regularly received and reach all corners of the organization. Where everyone feels
empowered to take part in showing appreciation and commending achievements.
Thirty-six percent of employees report having a recognition program at their organization — nearly twice the
number who strongly agree recognition is fully embedded in their organization’s culture (19%). However, by
embedding recognition into their culture, organizations can more than double the impact of their recognition
initiatives, as shown in the following table.
Employees who strongly agree their organization has a strong culture of recognition also say …
… their organization has …
% Yes
% No
Impact
Recognition program
27
13
2x
Monetary recognition
31
17
2x
Asked about their preferences
36
17
2x
% At least a few
times a month
% Less than a few
times a month
Impact
26
9
3x
Received recognition from peers
24
10
2x
Given recognition
21
10
2x
% Strongly agree
% Do not strongly
agree
Impact
Life events are recognized
59
12
5x
Work milestones are recognized
49
9
5x
Teams and groups are recognized
69
5
14x
Recognition needs fulfilled
52
9
6x
Recognition is authentic
44
8
6x
Recognition is equitable
48
10
5x
… they have …
Received recognition from a
manager, supervisor or leader
16
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Public recognition is also an important culture booster.
Only 11% of those who say recognition is mostly
a private show strongly agree their organization
has a strong culture of recognition, compared to
22% who indicate they receive a mix of private and
public recognition. Those who receive mostly public
recognition are the most likely to report having a solid
culture of recognition (37%).
Percentage of employees who say
their organization has a strong
culture of recognition, by type of
recognition received
11%
What does it feel like to work at an
organization with a culture of recognition?
Mostly private
“It makes me feel
valued and that I’m doing
something right, that it is
something. I’m doing things
that are being seen.”
22%
Mix of private and public
“I think overall,
having more of a culture of being
recognized and knowing that people
appreciate your work just in general is
going to make me work harder.”
37%
Mostly public
17
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5. Personalized
Just as what constitutes the right amount may vary person-to-person, employees can have different preferences
for how and where they receive recognition. While getting recognition “right” can seem like a moving target, there
is a straightforward way to ensure a bullseye: just ask. However, only 10% of employees strongly agree they have
been asked by someone at their current workplace how they like to be recognized.
Setting can matter. While some employees like being in the spotlight, not everyone does. Twenty-nine percent of
employees say they prefer to receive recognition in private, while only 7% prefer it to be public. The balance, 64%,
prefer a mix of public and private recognition.
Technology-mediated recognition can strike a balance by “packing the punch” of public recognition while being
more comfortable for employees who like a low profile. For example, mentioning exemplary work in an email
chain, expressing appreciation on an online platform or forwarding kind comments to someone’s superiors are all
forms of public recognition, but they feel different to employees.
Employees also differ in how much they value a monetary component to recognition. Some describe monetary
rewards as the ideal recognition, but it can make less of a mark for other employees. Organizations that provide a
variety of outlets for recognition offer the flexibility to personalize it and ensure it creates the intended impact.
18
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Investing in Recognition
Recognition drives impact across a multitude of dimensions related to employee productivity, retention and
brand‑building and can even reduce turnover costs. Yet, many organizations are not fully investing in recognition
or truly integrating it into their culture — or adequately budgeting for it. Any of these factors can prevent
organizations, and employees, from realizing the benefits of workplace recognition.
Many managers and leaders report that recognition is not valued or seen as a priority at their organization. In
fact, 81% of leaders say recognition is not a major strategic priority for their organization. Leaders give similar
accounts that lend support to this finding, stating: Leaders and managers are not recognized themselves, they
are not provided with the necessary resources (financial and otherwise) for recognizing their people, and their
organization does not readily provide outlets, programs or systems for conferring recognition.
“There’s no structured time
for my team to be able to use these tools
and benefit from it. When they can barely
keep up with expectation of metrics each day,
it’s like that’s the last thing on their list and it’s
going to continuously keep being put off.”
Not investing enough time in recognition
is just as problematic — if not more
so — than underfunding it. Managers
report implementation challenges
as a barrier to realizing the impacts
of recognition.
Recognition is critical to the employee experience
and those living it, including leaders. Whether or not it is
seen as a priority overall may have implications for leaders’ own
attitudes and prioritization of recognition. It can impact how they lead, the guidance they provide and
even their day-to-day behavior, thereby setting the tone throughout an organization.
Despite existing research showing that recognition can improve business outcomes,12 almost half of senior
leaders (46%) do not know what percent of their payroll budget is allocated to recognition, and more than one in
10 do not know if their organization has an allocated budget for it. But not knowing is not the biggest problem:
Nearly two-thirds of leaders (64%) say there is no budget allocated specifically to recognition.
Additionally, organizations frequently fail to set themselves up to get the most out of recognition. Seventy-three
percent of leaders say their organization does not provide any best-practice training for employee recognition. An
additional 83% say their organization does not pay an outside company, vendor or consulting group to help with
or advise on it. This lack of support leaves most leaders and managers with little to no guidance on how to make
recognition count. Considering that organizations can leverage its power
for free if they do it well, this is a missed opportunity.
When organizations invest in recognition, it sends
a message to employees about what they value.
12 The Society for Human Resource Management & Workhuman. (2018).
Designing work cultures for the human era: The 2018 SHRM/Workhuman
employee recognition report. https://www.workhuman.com/resources/
reports-guides/findings-from-the-2018-shrm-workhuman-employeerecognition-survey-designing-work-cultures-for-the-human-era
19
“It’s something I don’t
think employees recognize
from that aspect in the business;
they are literally investing in us to be
able to recognize each other and it
just ties into the culture of the
company I work for.”
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Driving Impact Through Recognition
Recognition brings the “human” element back to work by setting the tone for the entire employee experience.
When organizations get recognition right, employees are more committed, more engaged and connected to their
workplace culture, have stronger working relationships
and feel a sense of belonging at their organization.
Employees who are emotionally fulfilled
through appreciation and acknowledgment
are more likely to stay with their
organization. They feel a sense of loyalty
and act as brand ambassadors by sharing
their positive experiences with others
to build their company’s reputation and
extend its reach. Recognition can also shield
employees from burnout and support their
overall wellbeing.
“Awarding people for good
work is crucial in any business at any
time, because that falls down and cascades into
people’s personal lives … and it cascades into a
business, it cascades through so many different
things. The old adage of ripples in the pond.”
Committed
and Retained
Engaged
and Growing
Cared for
and Supported
Connected
and Included
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Committed and Retained
Many leaders do not think about recognition as part of
their retention strategy but should. Employees who report
low‑quality or infrequent recognition are at a high risk for
turnover. As shown below, when employees do not strongly
agree that recognition is fulfilling, authentic, equitable or
embedded in the culture, they are twice as likely to be looking or
watching for a new job. They are also roughly two or more times as
likely to say they do not plan to be employed at the same organization in
one year.
“I will say that
when I feel less appreciated
or less recognized, that’s when
the job searches start.”
Among employees who are actively looking or watching for job opportunities …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
23
51
2x
Recognition is authentic
27
53
2x
Recognition is equitable
28
52
2x
29
47
2x
Recognition is embedded
in culture
Among employees who do not plan to be at their organization in one year …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
8
20
3x
Recognition is authentic
9
21
2x
Recognition is equitable
11
19
2x
8
19
2x
Recognition is embedded
in culture
As many organizations are experiencing first-hand, the effects of attrition can permeate throughout an
organization. Even when it does not directly affect the overall productivity or output, it still costs the organization
in terms of replacement expenses and damage to the culture.
21
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Focusing on recognition experiences can address both consequences simultaneously. Recognition helps to
reduce turnover costs in two ways. First, recognition is critical in engaging employees — a profound insulator for
preventing attrition.13 But recognition has unique protective effects beyond engagement that provide additional
savings. In fact, a 10,000-person organization with an already engaged workforce can save up to $16.1 million
annually by making recognition an important part of its culture.14 That same culture of recognition can preserve a
positive employee experience even amid disruptions by keeping employees connected and engaged.
Cost benefits of a culture of recognition
Company size
Turnover cost — % of salary
Engaged + Embedded culture
1,000
50%
$403,797
1,000
200%
$1,615,189
10,000
50%
$4,037,973
10,000
200%
$16,151,892
Recognition Creates Staying Power
When employees feel like their organization is invested in them, they are more invested in their organization.
Employees who have good recognition experiences are three times more likely to strongly agree they feel a sense
of loyalty to their organization.
Among employees who strongly agree they feel loyal to their organization …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
77
23
3x
Recognition is authentic
72
18
4x
Recognition is equitable
71
22
3x
74
27
3x
Recognition is embedded
in culture
13 Harter, J., & Mann, A. (2017, April 12). The right culture: Not just about employee satisfaction. Gallup.com. https://www.gallup.com/workplace/231602/rightculture-not-employee-satisfaction.aspx
14 Gallup’s algorithm uses longitudinal data from nationally representative samples to estimate actual turnover rates based on respondents’ turnover intentions
(actively looking for a job, watching for opportunities or not looking) and employee engagement. Output is “dollarized” by incorporating known data on
turnover costs; the model is estimated separately for low turnover cost rates (50% of salary) and high turnover cost rates (200% of salary). Based on this
algorithm, the reduction in turnover costs can be calculated as a function of other attributes. In this model, responses to “Recognition is an important part of
my organization’s culture” are included, and an additional cost savings above and beyond employee engagement, is identified as shown.
22
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Perhaps more importantly, they plan to stay put. Employees whose organizations get recognition right are far
more likely to report that they are not looking for another job.
Among employees who are not looking for another job …
% Strongly agree
% Do not strongly agree
Δ
73
Life events are recognized
20
53
Work milestones are recognized
16
52
Teams and groups are recognized
21
51
Recognition needs fulfilled
28
Recognition is authentic
26
47
73
Recognition is equitable
24
48
72
Recognition is embedded in culture
18
68
72
77
49
71
53
These employees are also much more likely to stay long term. Overall, only about half of employees (51%) plan to
be employed at their current job five years from now. The following figure illustrates how organizations can boost
staying power by providing the validation and acknowledgment employees are looking for at work.
Among employees who plan to be at their organization in five years …
% Strongly agree
% Do not strongly agree
Δ
66
Life events are recognized
18
48
Work milestones are recognized
15
48
63
Teams and groups are recognized
14
48
62
Recognition needs fulfilled
22
46
Recognition is authentic
20
45
Recognition is equitable
15
48
63
Recognition is embedded in culture
14
49
63
Employees who are recognized see a future at
their organization.
23
68
65
“This is actually one
of the reasons why I haven’t really
been looking for work is because my
management has been so positive and
regard to recognition of my work.”
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An Organization’s Best Advocates
Recognition is a two-way street. When organizations make a point of celebrating employees’ successes and
contributions, those employees pay it forward. They become brand ambassadors who help spread the word about
products, services and their workplace. In other words, when organizations appreciate employees for the value
they add, they add more value by attracting customers and future employees to the organization.
Among employees who strongly agree they would recommend their organization’s products or services …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
83
30
3x
Recognition is authentic
76
26
3x
Recognition is equitable
77
28
3x
78
33
2x
Recognition is embedded
in culture
In a competitive talent marketplace, the power of the employee referral cannot be understated. Yet, only 28% of
employees strongly agree they would recommend their organization as a great place to work. But organizations
that acknowledge employees through strong cultures of recognition can boost this figure to 68% (see table
below). In short, when employees work in a positive environment, they tell their friends and families.
Among employees who strongly agree they would recommend their organization as a great place to work …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
69
16
4x
Recognition is authentic
63
12
5x
Recognition is equitable
63
15
4x
68
19
4x
Recognition is embedded
in culture
24
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Engaged and Growing
“People who feel
recognized work harder
and feel better about the
work that they do.”
Employee engagement is the critical foundation for
high-performing teams and organizations,15 and recognition is one
of its most vital scaffolds.
Percentage engaged among employees who …
Strongly agree
Do not strongly
agree
Impact
Recognition needs fulfilled
80
21
4x
Recognition is authentic
71
18
4x
Recognition is equitable
72
21
3x
71
25
3x
Recognition is embedded
in culture
Managers and supervisors play a critical role in engaging employees.16 Employees who receive recognition from
their manager, supervisor or other leaders at least a few times a month are more than three times as likely to be
engaged than those who receive it less often.
However, managers can lose the full force of recognition by failing to personalize it. Fifty-one percent of
employees who report being asked about their preferences are engaged, versus only 31% of those who were not
— a 20-point difference in engagement.
Growing Employees Through Recognition
Recognition is an effective multitool for learning and development. At every phase of the employee life cycle,
recognition can function as a learning aid, validating good work and good behavior. It helps employees aim their
contributions through positive reinforcement.
Recognition is critical to onboarding new employees into the work and culture of an organization, helps
employees be their best throughout the employee life cycle and provides vital support for continued growth.
Recognition helps employees feel like they are being encouraged to develop.
15 Harter, J. K., Schmidt, F. L., Agrawal, S., Blue, A., Plowman, S. K., Josh, P., & Asplund, J. (2020). The relationship between engagement at work and organization
outcomes: 2020 Q12 meta-analysis: 10th edition. Gallup, Inc.
16 Clifton, J., & Harter, J. K. (2019). It’s the manager: Gallup finds the quality of managers and team leaders is the single biggest factor in your organization’s longterm success. Gallup Press.
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Among employees who strongly agree someone at work encourages their development …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
72
18
4x
Recognition is authentic
65
15
4x
Recognition is equitable
66
19
3x
66
21
3x
Recognition is embedded
in culture
When employees receive recognition, they are also more confident in their path forward. While only 18% of
employees overall strongly agree they can see a path to grow at their organization, recognition can more than
double that rate. Seeing a path to grow engages and inspires employees to rise to their full potential.
Among employees who strongly agree they see a path to grow at their organization …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
46
10
5x
Recognition is authentic
41
8
5x
Recognition is equitable
42
10
4x
47
12
4x
Recognition is embedded
in culture
Public recognition can clear a path for development; it builds employees’ reputations and opens doors. As the
figure below shows, employees who receive mostly public recognition are more than twice as likely to report
seeing a path to develop than those who receive mostly private recognition.
Percentage of employees who strongly agree they see a path to grow
at their organization, by type of recognition received
27
Mostly public
21
Mix of public and private
26
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11
Mostly private
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Connected and Included
Keeping employees connected to their organization’s culture has been a common concern amid the new era of
remote and hybrid work. Recognition is a simple and effective part of the solution.
As a culture-building tactic, recognition creates a consistent source of positive regard that allows employees
to participate in the culture and benefit from it, regardless of their working arrangement. When employees
— whether remote, hybrid or on-site — get the right amount of recognition, they feel more connected to their
organization’s culture.
Agreement with “I feel connected to my organization’s culture,” by remote work status
Among employees who feel they are getting the “right amount” of recognition
Work location
% Strongly agree
% Do not strongly agree
Impact
Remote
58
18
3x
Hybrid
66
18
4x
On-site
66
11
6x
Overall, only one in four employees strongly agree they feel connected to their organization’s culture. A
high-quality recognition experience will help employees feel like they are not just experiencing the culture but are
an integral part of it.
Among employees who strongly agree they feel connected to their organization’s culture …
Recognition needs
fulfilled
Recognition is
authentic
Recognition is
equitable
% Strongly agree
% Do not strongly agree
Impact
64
14
5x
58
10
6x
59
12
5x
62
17
4x
Recognition
is embedded
in culture
27
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Recognition in a remote world, according to
those living in it:
“Especially because we
work remotely now, so a lot of the
personal aspects of work life are gone
… just giving a shout out and recognizing
someone’s job well done is something
that’s needed in the workplace.”
Employees need to feel connected to their
organization’s culture, but it is just as important for
them to feel connected to their organization’s people.
Giving and receiving recognition is one way to form new
relationships, build bridges among teams and dissolve
tensions amid disparate goals, priorities or approaches.
Only about a quarter of employees (27%) strongly agree they have
meaningful connections with their coworkers, but those who receive recognition from peers at least
a few times a month are twice as likely to strongly agree than those who receive it less often. When that
recognition is high-quality, the impacts are even greater.
Among employees who strongly agree they have meaningful connections with coworkers …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
60
17
4x
Recognition is authentic
54
14
4x
Recognition is equitable
59
16
4x
58
20
3x
Recognition is embedded
in culture
These meaningful connections matter. An atmosphere of mutual respect, support and encouragement can
pave the way for better teamwork and a better work environment for all that is characterized by inclusion. When
employees show appreciation at work, they create strong and productive partnerships and an environment where
everyone feels like they matter and belong.
Among employees who strongly agree they feel that they belong at their organization …
% Strongly agree
% Do not strongly
agree
Impact
Recognition needs fulfilled
74
18
4x
Recognition is authentic
68
14
5x
Recognition is equitable
68
17
4x
66
23
3x
Recognition is embedded
in culture
28
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Boosting Belonging for All
While high-quality recognition improves feelings of belonging for all employees, it may be even more impactful for
Black and Hispanic employees. As organizations create initiatives to improve their diversity, equity and inclusion
(DEI), they should be mindful to include a fulfilling, authentic and equitable recognition program in their strategy.
Public recognition can be particularly effective in strengthening belonging. Public displays reinforce employees’
place and value in the organization, and others see that.
Impact of belonging to their organization, by racial identity group
Black employees
Hispanic employees
White employees
Recognition needs fulfilled
5x
6x
4x
Recognition is authentic
7x
7x
4x
Recognition is equitable
4x
5x
4x
Percentage who strongly agree they feel that they belong at their
organization, by type of recognition received
40
Mostly public
34
24
Mix of public and private
Mostly private
Making recognition personal can also amplify a sense of belonging. Employees who say their organization
recognizes life events are nearly three times more likely to strongly agree they belong at their organization. When
employees feel valued for their achievements and for who they are, they feel like they are more than an employee;
they are an important member of an organization.
Building inclusion through recognition:
“I think it
brings our team closer
and it fosters a sense of
community.”
29
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Cared for and Supported
In today’s workplace, being “overworked and underappreciated”
is a common experience. It is also a recipe for burnout. Overall,
25% of employees report being burned out at work “very often”
or “always,” indicating that for a quarter of the workforce, energy,
motivation and productivity are dwindling.
Feeling undervalued is a drain on the employee experience and
a major risk factor for burnout. Those who do not get consistent
recognition at least a few times a month are nearly twice as likely
to report being burned out always or very often. Leaving recognition
needs unmet nearly quadruples burnout rates. Conversely, as
the chart to the right shows, providing consistent, high-quality
recognition can cut the rates of burnout in half or better.
Leaders today must also be mindful of the “human” in “human
capital” and that having a resilient organization starts with
building resilience in people. The best way organizations can help
reinforce the fortitude of their employees is by supporting their
health and wellbeing proactively, intentionally and holistically.
Recognition is an effective way for organizations to demonstrate
that they care about wellbeing. Employees who receive
recognition from their peers at least a few times a month are
nearly two times as likely to strongly agree their organization
cares about their overall wellbeing, and those who receive
recognition from their manager, supervisor or a leader at that
frequency are nearly three times as likely.
Percentage “always” or “very often” burned
out at work, by organizations where …
Work milestones
are recognized
13
Life events are
recognized
12
Recognition is
embedded in
culture culture
12
Recognition is
equitable
11
Recognition is
authentic
10
25%
Employees
Overall
8
Recognition
needs fulfilled
0%
5%
10% 15% 20% 25% 30%
Making a point of recognizing events in the personal lives of their employees is an easy way to send a powerful
message that organizations care about their employees as people. Recognizing life events more than triples
employees’ perceptions that their organization cares.
Among employees who strongly agree their organization cares about their wellbeing …
% Strongly agree
% Do not strongly
agree
Impact
Life events are recognized
68
20
3x
Recognition needs fulfilled
71
14
5x
Recognition is authentic
63
11
6x
Recognition is equitable
63
13
5x
Embedded in culture
68
18
4x
30
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Recognition is about people, not just employees.
As shown below, employees who have good recognition
experiences at work evaluate their lives more
positively overall and are more likely to be thriving
in their everyday lives.17 Organizations can help
improve employees’ lives by acknowledging their
value as people and contributors.
“You feel like it was
worth it working for them. You
mattered to them, not just as an employee,
but as a person … that’s an amazing feeling,
because I know that there are a lot of
employees who don’t get there.”
Among employees who are “thriving” in their
overall wellbeing …
% Strongly agree
% Do not strongly agree
Δ
Life events are recognized
19
53
72
Work milestones are recognized
20
52
72
Teams and groups are recognized
19
52
71
Recognition needs fulfilled
23
51
Recognition is authentic
24
Recognition is equitable
22
Recognition is embedded in culture
18
74
73
49
51
53
73
71
17 Gallup, Inc. (2009, August 24). Understanding how Gallup uses the Cantril scale. https://news.gallup.com/poll/122453/understanding-gallup-usescantril-scale.aspx
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Conclusion
When it comes to recognition, there’s great promise, but there is also room for improvement. Most employees are
not getting what they need from recognition because their organizations are missing the mark.
Bringing the human element back to work through recognition requires investing in it and aiming it. Organizations
can maximize their recognition efforts by targeting the five pillars of recognition: (1) fulfilling employees’ needs
for recognition, (2) giving high-quality, authentic recognition, (3) ensuring equity, (4) embedding recognition in
their culture, and (5) personalizing it.
Recognition improves business outcomes by improving the employee experience. But recognition only works
when done right. Organizations that leverage the full force of recognition don’t just “do” recognition, they live it,
every day.
By meeting their employees’ recognition needs, organizations can reap the benefits of a more engaged workforce
that is connected and empowered to grow and develop. Their employees are more likely to be thriving at work
and beyond, are committed to staying and actively promote the organization to others. Overall, they are better
employees and feel better as people.
Leaders’ Five Next Steps
Leaders can unleash the human element at work by taking five steps to build a better recognition strategy.
Make recognition accessible. The easier it is for managers and employees to give recognition, the more they will
do it. Make sure there are easy outlets to give all types of recognition and that managers are equipped with the
resources they need — both in time and money — to make recognition count.
Make recognition an important part of the culture. Take recognition from a practice to a core value by
embedding recognition in the culture. Make recognition a ritual: Make it a daily habit but also set aside designated
times and events to highlight it and make it special.
Train managers. Managers are an important conduit of recognition for employees. Set the expectation of
providing recognition regularly, but also teach managers how to do it well. Educate them on the impacts of
recognition and options for providing it in the workplace. Guide them with specific actions to motivate employees
and build strong teams through positive feedback.
Model the behavior. Leaders must set the example by providing recognition themselves. Recognize managers
— they often receive the least recognition. Send recognition all the way down the chain to front-line employees;
leaders’ gratitude and acknowledgment can make all the difference in their experience at work. Let employees
know that what they do is important.
Prioritize recognition. Give the recognition strategy the attention it warrants. Set aside the time, money and
energy needed to get it right. Audit the organization’s current state of recognition — is it having the impact it
should? What could take it further? Make smart investments and set them up for success by thinking through
implementation thoughtfully and making them integral to the culture.
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Methodology
Survey Methodology. Results from U.S. data are based on a survey conducted from Feb. 14-28, 2022, with 7,636
adults who are employed full-time or part-time, aged 18 and older, and living in all 50 U.S. states and the District
of Columbia, as a part of the Gallup Panel™. For results based on these samples of national employed adults,
the margin of sampling error at the 95% confidence level is +1.8 percentage points for response percentages
around 50% and is +1.1 percentage points for response percentages around 10% or 90%, design effect included.
For reported subgroups such as managers or senior leaders, gender or race/ethnicity, the margin of error will be
larger, typically ranging from ±2.1 to ±6.1 percentage points for percentages around 50% and ±1.3 to ± 3.7 for
percentages around 10% or 90%.
Results from Western Europe are based on self-administered web surveys from an opt-in sample provided by
Dynata of 5,551 adults, aged 18 and older, living in one of the following countries or regions: United Kingdom,
France, Germany, Netherlands, Ireland, Switzerland, Belgium, Denmark, Finland, Norway and Sweden. The survey
was conducted from Feb. 18-28, 2022. Results from this sample are unweighted, and respondents are not
demographically representative of the countries surveyed. For details about how Dynata recruits respondents in
Western Europe, please see http://info.dynata.com/rs/105-ZDT-791/images/Dynata_Panel%20Book_2.19.pdf.
Gallup’s turnover cost model is based on a median employee salary of $54,000 annually (Bureau of Labor
Statistics, March 2022), a voluntary turnover rate of 32.7% (Bureau of Labor Statistics, 2021) and an estimated
turnover cost ranging from 50% to 200% of an employee’s annual salary. The turnover cost estimates in this report
represent the potential cost reduction in turnover expenses attributable to strong agreement with “Recognition
is an important part of my organization’s culture,” after accounting for effects of employee engagement.
Organizations with higher or lower median salaries, turnover rates and turnover cost ranges may experience a
higher or lower cost reduction.
In-Depth Interviews. Qualitative insights and quotes in this report are derived from 30 in-depth interviews
conducted with members of the Gallup Panel. All respondents were adults working in the United States. Random
samples were selected for recruitment of 10 individual contributors, 10 managers and 10 leaders from a variety of
professions and industries. Respondents’ ages ranged from 24 to 66 years of age (average age = 41 years), and
50% were female. The respondents came from a mix of racial and ethnic backgrounds, with 43% identifying as
White, 37% identifying as Black and 17% identifying as Hispanic or Latino.
Interviews were conducted by trained Gallup research consultants in a semi-structured format. Interviews were
recorded with the consent of respondents and transcribed using Zoom transcription. Qualitative analysis was
conducted by an experienced Gallup research associate who identified key themes and patterns across the
interviews. Analyses were also focused on identifying unique experiences by role, demographic characteristics
and working arrangements.
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Appendix: Cross-National Comparisons
Recognition is core to the human experience regardless of location, but not always in the same way. A
comparison between recognition experiences in the United States and several countries in Western Europe18
indicates that recognition is important to the employee experience and organizational outcomes, but there are
differences in how types of recognition are given, received and perceived.
Key differences in recognition experiences as reported in the United States versus Western Europe are shown below.
% Strongly agree (or have)
U.S.
Western Europe
Δ (Percentage points)
Recognition program
36%
30%
6
Digital recognition software
22%
24%
-2
Bonus
33%
40%
-7
Asked about their preferences
10%
28%
-18
Monetary recognition
21%
42%
-21
At least a few
times a month
Less than a few
times a month
Δ (Percentage points)
49%
58%
-9
Received from peers
53%
68%
-15
Giving recognition
71%
78%
-7
Strongly agree
Do not strongly agree
Δ (Percentage points)
Life events are recognized
15%
17%
-2
Work milestones are recognized
23%
21%
2
Teams and groups are recognized
22%
21%
1
Recognition needs fulfilled
23%
20%
3
Recognition is authentic
32%
25%
7
Recognition is equitable
26%
24%
2
19%
19%
0
Received from manager,
supervisor or leader
Recognition is embedded
in culture
18 Please note that U.S. data reflect responses from a representative, stratified random sample recruited from the Gallup Panel, whereas European data reflect
responses from an opt-in sample provider. See the Methodology section for more details.
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% Have
U.S.
Western Europe
Δ (Percentage points)
Public
11%
21%
-10
Private
30%
46%
-16
Mix of public and private
58%
33%
15
U.S.
Western Europe
Δ (Percentage points)
59%
70%
-11
57%
73%
-16
Prefer public recognition
7%
20%
-13
Prefer private recognition
29%
40%
-11
Prefer mix of public and private
64%
40%
24
U.S.
Western Europe
Δ (Percentage points)
Major strategic priority
19%
51%
-32
Minor strategic priority
47%
33%
14
Not a priority
34%
16%
18
18%
55%
-37
25%
55%
-30
Preferences
Want recognition at least a few
times a month from manager/
supervisor or leader
Want recognition at least a few
times a month from peers
Prioritization
Managers and/or leaders trained
in best practices
Budget allocated
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