While 41 per cent of global organizations say they have a program for ‘recognition champions’ — employees who actively model and promote recognition so it becomes contagious across teams — only 27 per cent of Canadian companies have one at their organization, according to a new report by O.C. Tanner.
“Positive recognition has a direct and measurable impact on employee well-being and retention — it’s the glue that strengthens human connection at work,” says Ed Galasso, vice-president of sales and marketing at O.C. Tanner Canada. “Employees want to feel seen and valued in their roles at every level, and recognition is one of the most effective ways to meet that need.”
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The report, which analyzed data from more than 4,200 global employees, found among Canadian companies, recognition champions had a marked impact on business outcomes with four-times higher odds of innovation, three-times higher odds of retention and two-times higher odds of promoting the organization.
When recognition is integrated into the workplace, employees are 12-times more likely to see themselves still working at that company a year from now, notes Galasso, because recognition builds emotional commitment and connects employees not just to their work, but to the people and purpose behind it.
Employees in these integrated recognition environments are also up to 12-times more likely to have a high level of trust in the organization, he adds. “These outcomes are critical to well-being, as connection and belonging are closely tied to mental health, engagement and resilience.”
A majority (88 per cent) of global employees whose organization has a recognition champion program said it’s effective, 71 per cent said it helps foster a healthy workplace culture and 64 per cent said champions play an important role in launching and sustaining their company’s recognition program.
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Recognition champions have a powerful influence on workplace culture because they bring recognition to life, says Galasso. “Recognition champions show their colleagues how to recognize in ways that are personal and connected to real contributions, [which] creates a ripple effect. When employees see someone they trust recognizing others in authentic ways, they’re more likely to participate. [Eventually], recognition becomes part of how work happens rather than a separate initiative.”
For employers wanting to create a recognition champion program, he notes the goal is to build a network of trusted individuals who model and promote recognition as part of everyday work. Visibility is essential, as employees learn by observing and are more likely to adopt the same behaviors when they see a recognition champion lead with these actions.
“It’s also important to align recognition with organizational priorities. When champions connect recognition to company values, purpose and goals, it reinforces the behaviours that drive success. Over time, this helps embed recognition into the culture and ensures it supports both people and business outcomes.”
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