
4 Key Trends Driving the Future of Work (EMEA)
While we may not know exactly what the future holds, there are practices HR leaders can prioritize to make work more human for their employees.
Clients frequently ask us about the relationship between recognition and performance, often measured as a subjective rating. We’ve done several studies using client data that show a positive correlation – the frequency and total value of recognition both relate positively to higher performance ratings. Still, the question of causality arises:
Does recognition help drive better performance, or do higher performers simply receive more recognition?
To answer this question, we collaborated with a technology organisation based in Ireland with about 2,500 employees globally. Within this organization’s peer-to-peer recognition programme, employees can both give and receive for behaviours that demonstrate a core value, reflect a key strategic initiative or focus on customers. This organization also runs performance reviews on a quarterly cycle, with high performers defined as in the top two of a six-point scale.
We analysed this customer’s data over a 12-month span, giving us a rare longitudinal view into the relationship between recognition and performance. Here are the specific questions we sought to answer:
Here's what we found.
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