The old way of recognition was sporadic and top down, but a strong value-based culture seeks to make this recognition a daily habit among peers as well as managers. With that in place, all employees should be given the tools and much needed support to recognise their colleagues when they see moments that exemplify these values. Companies must also associate behaviours to these values, with leadership demonstrating these behaviours every day. To help inspire employees to work toward a common goal, companies must have clear core values that employees know and care about. It’s both as complex and as simple as this: The desire for fair and robust recognition in the workplace will define the future of work during the pandemic and post-pandemic. But while improving company culture takes a greater commitment from leadership, it has a lasting and more substantial effect on those factors organisations worry about most today: retention and engagement. Increasing compensation may be a quick fix, but if money is the primary thing keeping talent motivated, they’ll be easily lured away by better offers. Many struggling companies overlook the importance of fostering a strong, recognition-filled work culture. When attracting talent, money is a huge part of the equation, but a strong company culture is an increasingly important choice factor. A common one is focusing solely on compensation to solve deeper issues. The benefits for companies that realise this and take the steps to act on this are massive in terms of employee engagement, retention, and ultimately organisational growth.Ĭonversely, the organisations finding themselves bearing the brunt of the Great Resignation are often the ones offering outdated solutions to modern problems.
The talent of today’s world wants to be treated well and to be recognised for their contributions. The reality is that a new normal is unfolding in front of us – and there’s no shortage of opportunities for organisations that are adapting to it.Īt the heart of the Great Resignation is a fundamental need that has gone largely unmet: the need for employees to go beyond simply existing in their job roles and thrive. Working toward a return to normal, however, is just as probable and effective as hoping for a return to the good old days. This article was originally published on
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