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1、COMMUNITY 2023 GLOBAL CULTURE REPORT O.C.TANNER INSTITUTECommunity2023 Global Culture ReportO.C.Tanner Institute?HOW TO USE THE 2023 GLOBAL CULTURE REPORTAs executive teams endeavor to rebuild workplace cultures after two years of physical distance and face an intense and more global labor market,a
2、little extra insight into what matters most to employees today can be extremely beneficial.We hope you will find the direction you need in this report.To help you get the most out of it,here are a few suggestions.First,note the larger themes and insights.These three are especially rich and consequen
3、tial:A clear line connects the Great Resignation to employees desire for fulfilling work Employees want to contribute to a vibrant community in which they feel they belong To be truly integrated,recognition must be an early and frequent part of the employee experienceNext,focus on the themes that ca
4、n impact your HR and culture strategies for 2023,and then see where those strategies naturally connect to your organizations upcoming business plans.Integrating and aligning rather than adding initiatives is often the most effective approach.And finally,use these insights to help you tap into the st
5、rengths of your culture,so your best people feel a greater sense of connection and belonging,and your next employees are easier to attract and more inspired to contribute great work.The role of HR is changing in important ways.HR leaders are now the architects of the employee experience and communit
6、y.We whole-heartedly support you in your stewardship as you move beyond engagement to help people find fulfillment.Lets make the evolving workplace a place where everyone can thrive.Dave Petersen President&CEO O.C.TannerForeword 1 Introduction 3Workplace Community 12Leadership at Risk 38Finding Fulf
7、illment 64Integrated Recognition 90Harnessing Symbols 118Rise of the Generalist 140Conclusion 162Methodology 167Global Appendix 168TABLE OF CONTENTSiv2023 GLOBAL CULTURE REPORT1In many ways and for many reasons,people are more separated now than they have been in the past.Philosophically,politically
8、,financially,physically,there is no shortage of divisions and space.However,at least at work,our research finds employees would prefer the opposite.Regardless of their place on the org chart,people have begun to seek more opportunities to connect with each other,and they are looking to their employe
9、rs for help.Among the most common sentiments is a longing for communitythe feeling of belonging to a group with a purpose that invites and inspires the person to contribute meaningful work.And when they feel this,it satisfies another deep need:fulfillment.FOREWORD22023 GLOBAL CULTURE REPORTCommunity
10、 and fulfillment are two of the biggest themes we examined this yeara year in which organizations are at a crossroads,caught between recovering from recent crises and preparing for an economic forecast that could be damaging to their cultures.Part of the challenge is determining where to invest effo
11、rt and resources because while most workplace culture scores have improved,the Great Resignation persists.Based on our studies,we believe that for organizations to create community and provide an environment where fulfillment is possible,theyll have to make progress on multiple paths.So well explore
12、 the most promising ways forward in this report.Some may feel familiar,such as a focus on integrated recognition,while others,like employee fulfillment,are new to the scene but quickly catching the attention of the most committed organizations.Regardless,everything we share this year is the natural
13、culmination of everything weve learned since our first report five years ago.Each report builds on the last.And as surely as workplace cultures are evolving,were confident our understanding of them keeps pace.On that point,this year the O.C.Tanner Institute collected and analyzed the perspectives of
14、 over 36,000 employees,leaders,HR practitioners,and business executives from 20 countries around the world.You can see our methodology on page 167.The results demonstrate that employees crave community,leaders require urgent attention,personal fulfillment is a new benchmark,generalists provide exact
15、ly what organizations need now(if allowed),and symbols can increase the power of recognition dramatically.Were excited to unpack it all and hope our findings help you build the culture and community that will ensure your people thrive at work.3O.C.TANNER INSTITUTENo matter how independent or introve
16、rted,humans are inherently social animals.We all find emotional and psychological strength in each other.And whether an employee is a leader or individual contributor,specialist or generalist,10-year veteran or week-1 recruit,the near constant change and uncertainty of the last year have eroded feel
17、ings of connection in the workplace.Fortunately,the cure is also becoming more apparent.Organizations can create the stability,identity,and belonging we all crave by providing a stronger sense of community.This,like any noble endeavor,is easier said than done.Bridging gaps,repairing holes,and laying
18、 new groundwork will require deliberate planning and action.3INTRODUCTION:THE NEED FOR COMMUNITY42023 GLOBAL CULTURE REPORT“Alone,we can do so little.Together,we can do so much.”HELEN KELLER,DISABILITY RIGHTS ADVOCATE AND AUTHORLets take a quick look at how culture has changed over the past year and
19、 how organizations can work through the changes to build a stronger community.CHANGES IN TALENT MAGNET AREASEach year we measure changes in the six core elements of workplace culture that together determine employee decisions to join,engage with,and remain at any place of work.We call them Talent Ma
20、gnets because of their power to attract and connect people to their teams and organizations:573%69%70%63%57%66%EMPLOYEE SENSE OFPURPOSEEMPLOYEE SENSE OFOPPORTUNITYEMPLOYEE SENSE OFAPPRECIATIONEMPLOYEE SENSE OFLEADERSHIPEMPLOYEE SENSE OFSUCCESSEMPLOYEE SENSE OF WELLBEING+18%+21%+11%+14%+19%2%Figure 1
21、.ALMOST ALL TALENT MAGNET SCORES ROSE YEAR OVER YEAR Current state of six essential elements that define thriving cultures.YEAR-OVER-YEAR CHANGE62023 GLOBAL CULTURE REPORT PURPOSE OPPORTUNITY LEADERSHIP WELLBEING APPRECIATION SUCCESS1.Purpose An organizations reason for being besides profits.Its the
22、 difference it makes in the world,why the company exists.Employees need to feel connected to the purpose and understand how their job contributes to it.Once they do,their work takes on meaning.Organizations should clearly articulate the connection between work and purpose.Figure 2.THE TALENT MAGNETS
23、Six essential elements that define thriving cultures.7O.C.TANNER INSTITUTE2.Opportunity The chance to develop new skills,contribute to meaningful work,feel challenged,have a voice,and grow.Opportunity is more than the lure of promotions and pay increases.Its about preparing and empowering employees
24、to make decisions,inviting them to the table,and offering them projects that will expand their skills and relationships.3.Success The thrill of accomplishment,innovation,breaking barriers,playing on a winning team,and experiencing victories.Employees must find success at the individual,team,and orga
25、nizational levels,and it should be nurtured and publicly celebrated.4.Appreciation Feeling valued for ones contributions and being recognized for ones worth.Appreciation is essential to employeespeople need to know their leaders and peers notice and are grateful for their efforts and contributions.A
26、ppreciation is most effective when its delivered in timely,personal,and meaningful ways.5.Wellbeing Caring about the employee as a wholetheir physical,emotional,social,and financial health.Wellbeing ensures employees can be their strongest,most capable,most authentic selves at work.A comprehensive a
27、pproach to wellbeing requires leaders to create an environment of inclusivity,work-life integration,and connection.82023 GLOBAL CULTURE REPORT6.Leadership The mentoring,coaching,inspiring,and facilitating that allow individuals,teams,and,ultimately,organizations to succeed.Great leaders co-create a
28、shared purpose for their teams and empower their employees to do great work.As the most influential of the six Talent Magnets,leadership cultivates the other five.Scores have increased across the board from last year,with the exception of wellbeing(which makes sense given the amount of burnout left
29、over from the pandemic and as life and business ramp back up again).The improvements are largely the result of efforts organizations made to step up their cultures in the wake of the Great Resignation,plus employees feeling more positive as the effects and difficulties of the pandemic wane.THE AVERA
30、GE ENGAGEMENTSCORE IS UP 21 PERCENTAGEPOINTS FROM LAST YEAR73%+21%9102023 GLOBAL CULTURE REPORTCHALLENGES ORGANIZATIONS WILL FACEAs the pandemic becomes endemic and the workplace continues to evolve,our research identifies six new challenges.Carefully considering each test and task will help create
31、the environment and experiences necessary to attract,retain,and inspire employees.1.The uncertain domain of the post-pandemic workplaceThe rules and ways of working in the past no longer apply,and the model of the workplace itself is still evolving.In this time of transition,organizations need emplo
32、yees with the right range of skills,talents,and experience to manage the uncertainty and ambiguity.2.Strengthening the workplace communityA sense of community holds workplaces together.How can organizations maintain and strengthen their communities,especially as employees remain physically apart and
33、 organizations struggle to keep employees connected?3.People want more out of workThe usual perks and salary increases are no longer enough to attract new talent or retain existing employees.As people have re-evaluated their priorities during the pandemic,money and titles have lost some luster.What
34、can organizations do to help their employees find balance,purpose,and,ultimately,fulfillment in their lives?11O.C.TANNER INSTITUTE4.Leader burnout and identity conflictsLeaders carry heavy workloads,and the pandemic only added burdens and stress to their role.In addition to the traditional tasks of
35、managing teams and assignments,leaders now manage employee emotional health and wellbeing,pandemic-related changes,employee retention during the Great Resignation,and inspiring great work and building workplace culture.At the same time,leaders arent receiving the support and appreciation required to
36、 handle these additional responsibilities.5.Countering past employee experiencesEmployees experiences in prior jobsgood or badinfluence their perceptions of the Talent Magnets and culture in their current jobs.And how organizations handled the challenges of the past two years has changed employee ex
37、pectations moving forward.Fortunately,organizations can counteract,meet,or exceed these expectations with strong workplace cultures that practice modern leadership.6.Organizational connection is still fracturedSymbolism,like that found in symbolic awards and recognition,strengthens an employees conn
38、ection to their organizations culture,history,and community.The trick is integrating it across the range of employee experiences.How thoroughly and frequently organizations do this determines the impact.As you dive into our 2023 Global Culture Report,please remember these are not good challenges to
39、solve alone.Youll need to work closely with leaders and other employeesnew and tenured,onsite and remoteto build the connections,community,and culture required to succeed.The upside is youll also be better prepared for whatever challenges come next.122023 GLOBAL CULTURE REPORTWorkplace Community1213
40、O.C.TANNER INSTITUTEThriving workplace cultures depend on a strong community.And a strong community requires connection and purpose.13785%IMPROVED ODDS THAT EMPLOYEES WILL FEEL THEY BELONG WHEN THEY HAVE A STRONG WORKPLACE COMMUNITY1415O.C.TANNER INSTITUTE1515The equation for a community is simple.T
41、ake a group of people and give them something in common.However,the formula becomes much more interesting and powerful when you factor in a compelling purposea meaningful goal to work toward togetherand when everyone in the group feels they belong there.By any measure,the workplace is a natural comm
42、unity.And the strength of it determines how well organizations can attract,engage,and retain top talent.The good news is that most employees do not aspire to jump from one workplace to another.On the contrary,they prefer their community be a place where they can stay and grow.The Great Resignation m
43、ay have met its match.PERSPECTIVE162023 GLOBAL CULTURE REPORTINTRODUCTIONOrganizations with thriving cultures are far more resilient in challenging and uncertain times.But what is it about these cultures that gives them their strength?What holds them together?In a word,community.Community makes us f
44、eel like were part of something,whether its a neighborhood,church,school,sport,or just a mutual interest.In the workplace,a potent sense of community exists when employees feel they belong in the organization and contribute to shared goals in meaningful ways.This is important because being part of a
45、 community means employees care about one another,and they work and grow together.The innovation and productivity of a true community is greater than the sum of its parts.And a healthy workplace community works together to make better decisions and is more committed to its success.Leadership expert
46、Dede Henley captures the benefits of a strong community as“high trust,effective communication,equality,respect for differences,and high levels of cooperation.Its not without conflict,but members of the community have the perseverance to see conflict through to a healthy outcome.The larger focus of t
47、he community is on a vision of the future that can be created together,and the actions needed today to get to that future.”1While workplace culture is the social operating system that influences the way people work and interact(usually demonstrated through norms,expectations,language,and rules of en
48、gagement),community is what unifies the group,bringing and holding employees together to work toward common goals.Its the sense of understanding,unity,trust,and belonging that everyone in the group feels.17O.C.TANNER INSTITUTEThis sense of belonging is central to community.And employees crave belong
49、ing at workmore than an increase in pay,better benefits,or even work-life balance.McKinsey&Associates has found the top reasons people quit their jobs are,first,not feeling valued(54%),and second,not feeling a sense of belonging at work(51%).2 Now,after more than two years of isolation,social distan
50、cing,and strenuous uncertainty,employees crave a sense of belonging and meaningful connection.We want to be part of something bigger.We want to feel we matter.In fact,employees say the biggest incentive to work in the office is interaction with their work friends(42%).3Simply put,we want to be part
51、of the community.“Workplaces are communities,built around the relationships we have with our peers.When these relationships are strong,they can be a source of energy,learning,and support.”HARVARD BUSINESS REVIEW182023 GLOBAL CULTURE REPORTCOMMUNICATIONFEEDBACKSHARED GOALSCOMMITMENTADAPTATIONUNITYCAM
52、ARADERIETRUSTTHE WORKPLACE IS A COMMUNITY WHERE EMPLOYEES SHOULD FEEL THEY BELONGOver three fourths of employees(76%)consider their workplace a community and nearly as many(72%)say its important for them to feel like part of a community at work.Our research finds organizations with a strong workplac
53、e community share the following eight elements:Figure 3.COMMUNITY INDEXThe essential elements of a workplace community.19O.C.TANNER INSTITUTEWhen organizations score high on the Community Index,they experience great outcomes.Strong workplace communities have:957%higher odds employees will be Promote
54、rs on eNPS100%higher odds of aspirational levels of great work62%increase in employee estimated tenure(+4.4 years)58%lower probability of employees actively looking for new job785%higher odds employees feel like they belong2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEHealthy communities do more tha
55、n just help employees feel happy.They can help employees feel they belong.Our research finds the stronger the workplace community,the more likely employees are to feel a sense of belonging.20Impact of Community on BelongingCOMMUNITY STRENGTHPROBABILITY OF BELONGING0100%90%80%70%60%50%40%3
56、0%20%10%0%Consequently,this sense of belonging leads to better retention,higher engagement,less burnout,and more great work:+43%Retention+84%Estimated tenure+41%Employee Net Promoter Score(eNPS)+20%Great work+40%Satisfaction with employee experience+40%Job satisfaction38%Burnout2023 GLOBAL CULTURE S
57、TUDY,O.C.TANNER INSTITUTE21O.C.TANNER INSTITUTEIf organizations want their employees to feel they belong at work,if they want employees to stay,do great work,and not burn out,then having and sustaining a strong workplace community must be a priority.“People will typically be more enthusiastic where
58、they feel a sense of belonging and see themselves as part of a community than they will in a workplace in which each person is left to their own devices.”ALFIE KOHN,AUTHOR222023 GLOBAL CULTURE REPORTCOMMUNITY AND CULTURE ARE COACTIVEA thriving culture has a positive influence on workplace community.
59、And a strong community helps strengthen workplace culture.Looking at the six Talent Magnets(elements of strong workplace cultures that attract,engage,and retain talent),each of them has a positive impact on community,particularly appreciation and leadership.Companies with thriving culturesthose that
60、 excel in every Talent Magnetalso have stronger communities.A thriving culture improves the odds that an organization will have strong community by12x2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE TALENT MAGNETIMPACT ON SENSE OF COMMUNITYPurpose+12%Opportunity+8%Success+11%Appreciation+14%Wellbeing+
61、10%Leadership66%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE23O.C.TANNER INSTITUTELikewise,organizations with strong communities are much more likely to have thriving cultures and high Talent Magnet scores.A strong community improves the odds that an organization will have a thriving culture by13x
62、2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE TALENT MAGNETODDS WITH A STRONG WORKPLACE COMMUNITYPurpose+28%Opportunity+30%Success+34%Appreciation+30%Wellbeing+29%Leadership+43%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEOrganizations that have both a strong community and a thriving culture have
63、a 99%probability of employees feeling like they belong at the organization.This combination also has a tremendous impact on burnout,tenure,inclusion,and great work.242023 GLOBAL CULTURE REPORTOUTCOMEIMPACT OF A THRIVING CULTURE AND STRONG WORKPLACE COMMUNITYBurnout66%Estimated tenure+63%Job satisfac
64、tion+28%Satisfaction with employee experience+30%Odds of perceived inclusion+456%Odds of being a Promoter on eNPS+1,228%Odds of employee sense of belonging+2,270%Odds of aspirational levels of great work+2,374%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE WORKPLACE COMMUNITY HELPS HYBRID AND REMOTE
65、 WORKERS STAY CONNECTEDAs organizations adjust to new models of work and navigate continued workplace changes,having a strong workplace community is more important than ever.With the increase in remote and hybrid work,workplace communities will either become stronger or more fragmented,but they wont
66、 remain static.Organizations have a clear opportunity.More than half of hybrid and remote employees(59%)said their organizations culture has improved since going hybrid or remote.However,less than half(48%)say its easier to create a sense of community in their new work environment.25O.C.TANNER INSTI
67、TUTEOne solution for building community is more integrated recognition.In specific terms,this is recognition that happens frequently and is built into the daily employee experience.Its also personalized,given for a variety of reasons,and meaningful to the employee.Integrated recognition increases th
68、e odds of a sense of community for hybrid and remote workers by 341%and 660%,respectively.What does this look like?Its more than simply having technology in place to keep employees connected.Barely half(55%)of employees think the virtual apps and communication tools they use for work strengthen work
69、place community.These technologies should facilitate rather than hinder communication,make it easier to share ideas,provide better access to workplace events,and fosternot impedeconnections with colleagues and leaders.Likewise,consider offering virtual training that matches the quality and breadth o
70、f topics employees have access to in person.Or have a weekly team video callcameras onto celebrate successes and share challenges,with peers giving guidance and advice.Events could offer remote employees the chance to interact with others in real time through contests,Q&A sessions,sharing opportunit
71、ies,and chat toolswell beyond just watching a video stream.Any technology that allows people to share ideas,build on each others contributions,and celebrate successes will strengthen a workplace community.262023 GLOBAL CULTURE REPORT 2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEWhen technology conn
72、ects employees effectively,it creates a strong community for hybrid and remote workers:WHEN VIRTUAL APPSODDS OF A STRONG COMMUNITYFoster collaboration+70%Increase frequency of communication+39%Make it easier to share ideas+20%Make it easier to track work progress+24%Make it easier to connect with le
73、aders+48%Make it easier to connect with mentors+106%Provide greater access to workplace events+80%27O.C.TANNER INSTITUTEAnd when organizations establish a strong community for their hybrid and remote workers,they create both a better work experience for those employees and positive business outcomes
74、:OUTCOMEHYBRIDREMOTEEmployee feels they belong+5,021%+1,106%Aspirational levels of engagement+599%+590%Aspirational levels of great work+341%+229%Engagement+27%+32%Great work+20%+24%Estimated tenure+33%+58%Burnout28%24%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTETech Mahindra,an IT company with ov
75、er 140,000 employees around the world,strengthens its workplace community through integrated recognition and by including housekeeping staff,customers,and families in company celebrations.The company communicates to all employees with a daily email newsletter and checks in often on the wellbeing of
76、associates.Additionally,it drives positive change by rallying employees to improve their neighborhoods and cities.All these efforts connect to Tech Mahindras purpose and culture,and they strengthen belonging and community for employees.4CASE STUDYBUILDING COMMUNITY WITH MORE THAN TECHNOLOGY 282022 G
77、LOBAL CULTURE REPORT29O.C.TANNER INSTITUTERECOMMENDATIONSTo inspire strong workplace communities,organizations should focus on integrated recognition,modern leadership,and acting on employee feedback.1 Ensure recognition is an integrated part of culture Nearly three fourths(74%)of employees say reco
78、gnition is a crucial part of workplace community.To be integrated,recognition must be an everyday part of the culture,given and seen throughout the organization often.It must also come from peers as well as leaders and acknowledge both the large and small efforts of employees in personalized ways.Wh
79、en recognition happens regularly in teams,the odds of having a strong community increase 508%.When its integrated into the organizational culture,the odds increase 387%,and the strength of that community increases 19%.302023 GLOBAL CULTURE REPORTStrong communities with integrated recognition see:+1,
80、281%odds employees will feel they belong+1,706%odds employees will be Promoters on eNPS+514%odds employees will do great work+72%in employee estimated tenure+52%in employee satisfaction with workplace culture2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE2 Practice modern leadership Modern leaders bu
81、ild relationships through understanding,championing,and advocating team members.They naturally improve the culture of their organizations and increase the odds of having a strong workplace community by 269%.Train and encourage your leaders to use modern leadership skills.Help them communicate purpos
82、e,actively guide growth and development,and truly know the individuals on their teams.CASE STUDYBUILDING COMMUNITY WITH INTEGRATED RECOGNITIONAs a community bank in the Pacific Northwest,Heritage Bank understands the importance of having a strong workplace community for its employees.It regularly us
83、es eCards,awards,milestone and anniversary celebrations,and retirement gifts to connect employees and highlight the great work they do.The banks recognition program,“Celebrate Great,”enables real-time recognition in personal ways,and the programs Wall of Fame ensures everyone can see the great work
84、happening throughout the organization.Executives also frequently promote recognition and share stories of success in town hall meetings.Plus,monthly emails and new-hire training ensure recognition is a part of the culture from day one.This level of integrated recognition has led to over 91%of employ
85、ees feeling accepted by immediate co-workers and has built both culture and community at the bank.531O.C.TANNER INSTITUTE322023 GLOBAL CULTURE REPORTEffect of modern leadership practices on employees sense of community:MY LEADERODDS OF A STRONG COMMUNITYConnects the purpose of my work with what I va
86、lue+194%Is a strong advocate for my development+104%Clearly communicates what success looks like+133%Introduces me to potential mentors+122%Champions my decisions+78%Works to understand what I do+63%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTECASE STUDYIMPROVING COMMUNITY WITH COMMUNICATIONAt tele
87、communications giant Verizon,leadership communication is a crucial part of creating a sense of belonging.When the company shifted to remote work during the pandemic,managers met virtually with their teams often,and executives scheduled video calls with new and junior employees to get to know them pe
88、rsonally.Leaders also held online events,such as fireside chats and virtual volunteer days,and included interns,too.By connecting with employees and making it easier for them to connect with each other,Verizon leaders helped preserve their community even when everyone was apart.633O.C.TANNER INSTITU
89、TECASE STUDYNURTURING COMMUNITY WITH FEEDBACKCredit Acceptance Corporation,an auto finance company,trains its leaders to listen to employees and respond to them using a consistent process that starts with organizing all feedback and comments into themes.Then,for each theme,leaders reply in one of th
90、ree ways:Take action.Specify the action,the date it will be completed,and follow up on the results.State their position.If they cant or wont address the feedback,explain why.Ask for help.If they dont understand the feedback,ask for more information from employees.Be honest about needing more time to
91、 understand an issue.This transparent approach to employee feedback is one reason Credit Acceptance Corporation is among the FORTUNE 100 Best Companies to Work For 2022.And it helps sustain a workplace community where employees can thrive.7 342023 GLOBAL CULTURE REPORT35O.C.TANNER INSTITUTE3 Seek an
92、d respond to employee feedback Soliciting feedback from employees is critical to giving them a voice and creating a vibrant community.But its only half the equation.Leaders still need to actively listen and appropriately address the input.When they do,the odds of having a strong workplace community
93、improve by a phenomenal 6,313%.Gather employee feedback through annual surveys,pulse surveys,focus groups,email,social media tools,and other communication channels.Let employees know you hear them by responding to their questions,concerns,and ideas.Clearly communicate what changes youve made or are
94、going to make.And then get their feedback again.This cycle of regular feedback,listening,and action will strengthen employee trust and community.When leaders actively seek and respond to employee feedback,outcomes include:+290%odds employees feel they belong+159%odds employees do great work+102%odds
95、 employees are Promoters on eNPS 66%odds of burnout54%odds employees are looking for new jobs2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE362023 GLOBAL CULTURE REPORTWORKPLACE COMMUNITYKEY TAKEAWAYSThe workplace is a community.Strong workplace communities create a high sense of belonging and connec
96、tion.Community strengthens connections for hybrid and remote workers.Integrated recognition,modern leadership,and responding to employee feedback improve community.37O.C.TANNER INSTITUTE1.“Three Steps to Create Community in the Workplace,”Dede Henley,Forbes,February 29,2020.2.“Great Attrition or Gre
97、at Attraction?The choice is yours,”Aaron De Smet,Bonnie Dowling,Marino Mugayar-Baldocchi,and Bill Schaninger,McKinsey Quarterly,September 8,2021.3.“Envoy Return to the Workplace Report reveals work flexibility is the new employee benefit,”April Marks,Envoy,January 24,2022.4.O.C.Tanner Client Story5.
98、O.C.Tanner Client Story6.“How 13 Companies Build Community in a Virtual World,”Ripplematch,March 20,2021.7.“Employee Listening Strategies:Authentic Follow-up,”Claire Hastwell,Great Place to Work,February 13,2020.Workplace Community Sources382023 GLOBAL CULTURE REPORT38Leadership at Risk39O.C.TANNER
99、INSTITUTEThe healthiest cultures dont just treat every employee as a leader.They treat every leader as an employee.39INCREASED ODDS THAT AN ORGANIZATIONS CULTURE WILL THRIVE WHEN LEADERS FEEL CONNECTED TO THEIR TEAMSINCREASED ODDS THAT AN ORGANIZATIONS CULTURE WILL THRIVE WHEN LEADERS FEEL CONNECTED
100、 TO THEIR TEAMS4041O.C.TANNER INSTITUTELeaders are employees,too.This truth may sound obvious,but it is overlooked enough that mid-level managers are now in a state of severe distress.The various reasons include less recognition and multiplying responsibilities,but ultimately,at present,leaders work
101、 experiences are nowhere near as positive as those of their individually contributing colleagues.So what is the remedy?It starts with organizations adopting a more holistic view of employees and then prioritizing inclusive change management,leader appreciation,and appropriate support.Those that do w
102、ill significantly reduce burnout and improve their chances of surviving the Great Resignation with happier,more productive people in every position.PERSPECTIVE41422023 GLOBAL CULTURE REPORTINTRODUCTIONDuring the pandemic,people relied on their elected and other government leaders to guide them throu
103、gh health and safety measures.Likewise,organizations looked to their leaders to help employees navigate crisis,uncertainty,and change.We expect a lot from our superiors.But we rarely question their wellbeing.We seldom ask how theyre holding up,or what toll the series of simultaneous challenges have
104、taken on them.Gartner finds only 14%of companies deliberately attempt to ease their leaders burdens.1 While most organizations are focused on the employee experience and engaging and retaining employees,they appear to have overlooked the majority of their managers,a crucial portion of their employee
105、 populations.Additionally,leaders have taken on much more work over the last two years.Responsibilities now transcend managing employees job performance and hitting KPIs to include handling employee wellbeing and inclusion,managing remote and hybrid teams,and hiring and retaining employees in the Gr
106、eat Resignation.A current breakdown of the tasks expected of leaders:Administrativeplanning and budgeting,timecard approvals,etc.Operationalmanaging projects,attending meetings,hitting deadlines,etc.Managementperformance reviews,one-to-one meetings,hiring,etc.Leadershipcoaching and mentoring,develop
107、ing,connecting,building culture,wellbeing,retention,etc.Strategicinnovating,planning,etc.43O.C.TANNER INSTITUTEGallup reports that in this new era of work,“the staggeringly high quit rate means many managers are doing more with less,and less,and less.It takes a toll.”2 Leaders are burning out as org
108、anizations give them more to do without the necessary support or resources to do it.The fundamental reality is leaders are employees,too.Organizations may mistakenly assume managers have endless capacity to take on personnel and company demands.Or that because theyre paid more,they should be able to
109、 weather the storms and burdens that come with the job.But leaders are not immune to stress and fatigue.Like anyone,they need reinforcement,appreciation,and balance.Without these things,no amount of pay will decrease burnout;in fact,the higher salaries and pressure that come with leadership position
110、s can make it worse.Leaders are vital to the organizational community.They build and shape culture,and they create a sense of belonging,connection,and purpose for their people.Unfortunately,the recognition they receive is not proportional.Its time to step up and help them thrive.Because when leaders
111、 dont thrive,their employees,teams,and organizations wont either.“Leadership is an active role;lead is a verb.But the leader who tries to do it all is headed for burnout,and in a powerful hurry.”BILL OWENS,FORMER GOVERNOR OF COLORADO442023 GLOBAL CULTURE REPORT“The largest part of my job has become
112、logistic,trying to cater to everyones needsIt hasnt been easy.Thats where a lot of my stress comes from.Its not even stress from performing the work of my job,its just hearing about peoples events that are going on in their life or their familys lives and then trying to accommodate those schedules s
113、o that we can all still stay on track.”LEADER FOCUS GROUP PARTICIPANT45O.C.TANNER INSTITUTELEADERS ARE STRETCHED THIN AND FACE NEW CHALLENGES IN THEIR ROLESWith numerous new responsibilities and expectations placed on them,many leaders are succumbing to stress and burnout.According to our data,leade
114、rs are 43%more likely to say work is interfering with their ability to be happy in other areas of their lives.And burnout among mid-level managers,in particular,is getting worse.Gallup reports that while stress,anxiety,and diagnosed depression declined in 2021 for individual contributors and high-le
115、vel leaders,it increased for managers.3Its a trend employees can confirm.Nearly three fourths(70%)of individual contributors in our surveys report their managers are possibly or definitely stressed.Just under two thirds(61%)of leaders report having more general responsibilities at work since before
116、the pandemic,versus only one third(34%)of individual contributors who say the same.The largest increases appear in the areas of assigning work,scheduling employees,adapting to changing policies(presumably due to the pandemic),and hiring and training new employees.462023 GLOBAL CULTURE REPORTThis inc
117、rease in responsibilities negatively impacts leader wellbeing and engagement,as well as overall culture.The odds of high anxiety increase 21%among leaders with increased task responsibilities,which increases the odds of burnout 520%and hurts the odds of engagement by 51%.More anxiety also increases
118、the odds that leaders will feel their jobs compromise their ability to be happy(246%)and that their organization only cares about the bottom line(132%).When leaders have these perceptions,employees on their teams feel it,too.Percentage of leaders who report spending more time on specific tasks:LEADE
119、RS ASSIGNING WORKSCHEDULING EMPLOYEESADAPTING TO CHANGING POLICIESEntry-level67%66%65%Mid-level66%67%65%Senior-level74%76%73%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE47O.C.TANNER INSTITUTELEADERS ALSO SUFFER FROM CONFLICTING RESPONSIBILITIESAt work,leaders play two roles:one is that of a manage
120、r,accountable for employees;the other is the role of an employee,accountable to the organization.These distinct but overlapping roles can present conflicts and challenges in how they carry out their responsibilities.Leaders may feel torn at times between a loyalty to their organization and a commitm
121、ent to their peoplenot to mention their own needs as employees.The increase in leaders new and different job expectations complicates these competing identities and exacerbates the conflict.Percentage of leaders who report spending more time on specific tasks:TRAINING NEW EMPLOYEESHIRING NEW EMPLOYE
122、ESPARTICIPAING IN MANAGEMENT MEETINGSMENTORING44%38%33%32%53%49%35%32%65%61%47%45%482023 GLOBAL CULTURE REPORTIn their persona responsible to the organization,leaders are:109%more likely to agree working for the organization is like playing for a winning team 88%more likely to fully support the orga
123、nizations values 107%more likely to feel highly motivated to contribute to the success of the organization2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTELeaders feel responsible for the impact of the organizations choices and changes on employees,yet they arent always involved in the conversations or
124、 decisions precipitating those changes.Furthermore,organizations often treat leaders as messengersthe middlepeople who must enact changeswithout giving them support,resources,or rationale.Percentage of leaders who agree with specific statements:LEADERS“MY ORGANIZATION ONLY CARES ABOUT HOW I DEAL WIT
125、H MY EMPLOYEES ISSUES,NOT MY OWN.”“SENIOR LEADERS SEE ME AS SOMEONE WHO SOLVES OTHER EMPLOYEES PROBLEMS.”“MY PERSONAL CONTRIBUTIONS ARE NOT VALUED,ONLY MY TEAMS.”Entry-level32%59%26%Mid-level40%63%38%Senior-level54%74%52%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE49O.C.TANNER INSTITUTEOn the othe
126、r side,leaders are expectedand feel obligatedto fulfill the needs of employees.But while 79%of leaders think they have a“good sense”of what their employees want,only 48%of employees agree.Nearly one third(29%)of employees say there is a notable conflict between what their managers want and what thei
127、r coworkers want,and only a little more than half(54%)believe their managers are“on my side.”When the needs of employees conflict with the demands of the organization,theres always a negative impact.And leaders feel it the most.To borrow a metaphor,leaders are the shock absorbers in an organization,
128、dampening forces from both above and below.This conflict takes a large toll on leaders wellbeing and the organizational culture.Percentage of leaders who agree with specific statements:“THERE IS A CONFLICT BETWEEN WHAT THE COMPANY WANTS AND WHAT THE EMPLOYEES WHO REPORT TO ME WANT.”“I FEEL PRESSURED
129、 TO CHOOSE BETWEEN WHAT MY OWN LEADERS WANT AND WHAT THE EMPLOYEES WHO REPORT TO ME WANT.”“MY LEADERSHIP DUTIES AT WORK MAKE IT DIFFICULT FOR ME TO BUILD CONNECTIONS WITH THE EMPLOYEES WHO REPORT TO ME.”35%33%27%43%42%41%55%53%58%502023 GLOBAL CULTURE REPORT“Leadership has a harder job to do than ju
130、st choose sides.It must bring sides together.”REV.JESSE JACKSON,POLITICAL ACTIVIST ROLE CONFLICTS AND TASK BURDENS MAKE MODERN LEADERSHIP MORE CHALLENGINGLeaders increased responsibilities and conflicting roles compromise their ability to practice modern leadership skills.To clarify,modern leaders a
131、re collaborative and focused on coaching,developing,and empowering people to do great work,rather than gatekeeping,commanding,and evaluating.These types of leaders connect employees to purpose,accomplishment,and one another in ways that build thriving teams.Impact of role conflict:WELLBEINGAPPRECIAT
132、IONEXCLUSIONBURNOUTTHRIVING CULTUREIndividual contributors59%37%+68%+151%46%Leaders65%41%+125%+222%56%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE51O.C.TANNER INSTITUTEACCOMPLISHMENTModern leaders encourage their employees growth and development,show appreciation,celebrate success,and coach and me
133、ntorPURPOSEModern leaders know their employees as people,help them find meaning in their jobs,and ensure they understand how their work furthers the organizations purposeONE ANOTHERModern leaders help their employees build connections with peers and other leaders,introduce them to networking opportu
134、nities and special projects,and foster collaborationFigure 4.MODERN LEADERSHIP INDEX The three key connections leaders create for employees.522023 GLOBAL CULTURE REPORTModern leadership can be difficult,even in the best environments.Our research finds only 17%of leaders are modern leaders.And since
135、the beginning of the pandemic,entry-level and mid-level leaders have struggled more than senior-level leaders to practice modern leadership.Why is this the case when the research shows senior leaders have more role conflicts and increased burdens than entry-and mid-level leaders?The simple answer is
136、 less support and appreciation.Mid-and entry-level leaders are 33%and 47%less likely to feel appreciated,respectively,compared to senior leaders.They also dont have as much access to resources and support as senior leaders do.Increase in difficulty of practicing modern leadership principles since ea
137、rly 2020:LEADERS PROVIDING FREEDOM TO INNOVATEMENTORINGCONNECTING EMPLOYEES TO OTHER MENTORSEntry-level*+48%+71%+67%Mid-level*+37%+32%+49%Senior-levelBaseline BaselineBaseline*Compared to senior-level leaders.For these numbers,senior-level leaders were the referent group against which entry-and mid-
138、level leaders were compared.53O.C.TANNER INSTITUTEWith support,resources,and appreciation,senior-level leaders can manage role conflicts and take on additional responsibilities while still practicing modern leadership skills.But because entry-level leaders do not have the same support and appreciati
139、on,they are more easily consumed by their role conflicts and increased tasks.Interestingly,leaders often say they dont need recognition.A full third(37%)of them claim their salary makes recognition unnecessary.(Only 23%of individual contributors feel this way.)But that number paints an incomplete,in
140、accurate picture because,as weve already called out,leaders are employees,too.They need to feel valued,appreciated,and supported like everyone else.A compelling counterfinding:Appreciation reduces leaders anxiety by 67%and stress by 52%.Organizations frequently forget or ignore the needs of leaders.
141、However,in the new era of work,its imperative they rally to help the people who are piloting them into the future.Increase in difficulty of practicing modern leadership principles since early 2020:TEAM COMMUNICATIONHELPING EMPLOYEES UNDERSTAND AND NAVIGATE THE WORKPLACEENACTING MODERN LEADERSHIP OVE
142、RALL+64%+70%+33%+23%+42%+27%BaselineBaselineBaseline2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE542023 GLOBAL CULTURE REPORT“While compensation is very important,intrinsic motivation and public recognition can be more important:knowing my work impacts the organization,feeling that Im significant,t
143、hat people care for me and consider me as part of the larger organization ecosystem.Recognition is something everyone wants.”MILIND APTE,SENIOR VICE PRESIDENT OF HUMAN RESOURCES,CEAT55O.C.TANNER INSTITUTERECOMMENDATIONSTo meet the challenges of increasing responsibilities and conflicting roles,organ
144、izations must support and appreciate their leaders better than they have.1 Reduce stress and anxiety for all leaders While organizations may not be able to remove the new tasks required of their leaders,they can provide more support and better leadership strategies.Modern leadership benefits everyon
145、e,and leaders need to experience it as much as any employee.When this happens,the odds of several positive outcomes increase:ODDSPURPOSEOPPORTUNITYSUCCESSAPPRECIATIONWELLBEINGWith modern leadership+174%+271%+283%+121%+16%Without modern leadership 64%73%74%55%14%2023 GLOBAL CULTURE STUDY,O.C.TANNER I
146、NSTITUTE562023 GLOBAL CULTURE REPORTBuild connections for all levels of leaders and help them feel a sense of belongingthat theyre an important part of their work community and not merely a mediator for employees.When leaders feel inclusion,the odds of anxiety fall 25%.And when they have a strong co
147、nnection to their teams,their sense of wellbeing,as well as their perceptions of the culture improve substantially:Anxiety(67%)Stress(35%)Engagement(+718%)Purpose(+562%)Opportunity(+637%)Success(+748%)Appreciation(+631%)Wellbeing(+243%)Thriving Culture(+1,691%)Include leaders in your employee experi
148、ence strategy.Dont forget about their experiences when you think about all employees.And remember to include leaders at all levels,not just those in senior leadership positions.While most companies spend resources on senior-leader development and support,Standard Chartered,a retail bank in the UK wi
149、th 750 branches in over 50 countries,decided to focus on middle managers as key figures in its growth.The bank wanted to create a sense of managerial community.So,it built an accreditation process that focused on developing leadership skills such as building trust,aligning teams,and making bold deci
150、sions.The executive team strengthened the sense of community by taking the challenges these mid-level leaders faced and making them a priority for the entire company.It also implemented a new coaching platform to build a deep coaching culture,vital for modern leadership.All of these efforts have boo
151、sted leaders skills,confidence,and sense of connection and community at work.4 CASE STUDYCOMMITTING TO THE MIDDLE57O.C.TANNER INSTITUTE582023 GLOBAL CULTURE REPORT2 Separate recognition from compensation Leaders need to feel valued and appreciatedeven if they say they dont.Increasing pay or providin
152、g bonuses and incentives does not convey appreciation like true recognition does.Likewise,compensation doesnt prevent or lessen burnout.Plus,a lack of appreciation can make burnout worse.Case in point:A reduction in giving and receiving recognition increases the odds of burnout by 45%and 48%,respect
153、ively.5Genuine recognition includes things like a deliberate thank-you,spontaneous praise,or a more formal award.Its given in a personal and sincere way for both effort and achievement.And it communicates to leaders that they and their work are seen.Recognition also ensures leaders feel connected in
154、 ways compensation and incentives cant duplicate.While compensation and incentives often create competition among leaders,appreciation connects and strengthens the relationships leaders have with their teams,their own leaders,and the organization.And,as we discussed in last years report,these strong
155、 connections help peopleincluding leadersthrive.For example,those who feel a strong connection to their leader,team(s),and organization are dramatically more likely to be satisfied with the employee experience(+71x)and the organizations culture(+37x),and much less likely to experience burnout(96x).6
156、Make sure your recognition efforts are not associated with compensation.Provide opportunities and tools to recognize leaders in ways that have nothing to do with their paychecks.And communicate appreciation and the value they provide outside of salary discussions.59O.C.TANNER INSTITUTE3 Recognize an
157、d appreciate leaders often In most employee recognition strategies,leaders play the role of recognition givers,but as emphasized previously,they must be the recipients,as well.In our research,65%of leaders admit receiving more recognition from the people who report to them would improve their experi
158、ence at work.Encourage employees to recognize their leaders and leaders to recognize their peers.Provide the tools,training,and reminders to help ensure recognition flows in all directions.Managers need appreciation for everyday effort,formal recognition for accomplishments,and celebrations for care
159、er anniversaries,which means employees have plenty of opportunities.When leaders work in organizations with a culture of integrated recognition,their odds of anxiety fall 38%and their odds of practicing modern leadership increase 248%.Impact of satisfied psychological needs on cultural outcomes:RECO
160、GNITION IS A PART OF EVERYDAY CULTUREORGANIZATION IMPLEMENTS NEW RECOGNITION TECHNOLOGIESREGULAR OBSERVATION OF COWORKERS RECEIVING RECOGNITIONPEER-TO-PEER RECOGNITION IS COMMONLEADERS UNDERSTAND HOW I WANT TO BE RECOGNIZEDOdds of increase in modern leadership+185%+199%+146%+103%+170%2023 GLOBAL CUL
161、TURE STUDY,O.C.TANNER INSTITUTE602023 GLOBAL CULTURE REPORT4 Consult with leaders on change management plans Organizations often roll out new initiatives or programs without involving leaders,which can put them in potentially frustrating positions.Its much better to have a robust change management p
162、lan for new programs that not only includes leaders in communicating the changes,but also consults with them before making any final decisions.When leaders play an active part in determining changes,theyre much more likely to understand and back them.Also,be conscious of how a change may impact lead
163、ers responsibilities.Will it add to their workload?Is a new tool or technology part of their existing workflow?Does it improve their employee experience?Will they need additional training?Communicate what they should expect and how it will affect them.Give them resources to manage the change.And che
164、ck in with them regularly.Modern leaders will step up and guide their teams,but providing them with information,support,and appreciation will help them do it more effectively and minimize their stress,anxiety,and burnout.BDO,a Canadian accounting and professional services firm,needed its 700+partner
165、s(leaders of the firm)and their employees to feel more valued.And knowing the partners would be essential to the success of any new recognition initiative,the firm approached them first at its annual partners meeting.There,the partners learned about the new vision and values and had the chance to co
166、ntribute to the change-management plan.Following that,BDO held a live webcast for all partners,directors,senior managers,and other leaders so they could experience a new online recognition program before rolling it out to the entire company.Providing context and inviting leader participation paid of
167、f.The first year after launch,scores for“I received appropriate recognition beyond pay and benefits for my contributions and our accomplishments”in the national office went up by 19%,while manager engagement for all regions overall improved by 10%.7CASE STUDYCREATING RECOGNITION CHAMPIONS61O.C.TANNE
168、R INSTITUTE622023 GLOBAL CULTURE REPORTLEADERSHIP AT RISKKEY TAKEAWAYSLeaders are stressed and burned out due to expanding responsibilities and expectations.Every leader also fills the role of an employee,which creates feelings of conflict.Leaders need support and appreciation as much as any individ
169、ual contributor.Organizations should consult leaders early in their change management planning.1.“Managers Cant Do It All,”Diane Gherson and Lynda Gratton,Harvard Business Review,MarchApril 2022.2.“What Leaders Should Focus on in 2022,”Jennifer Robison,Gallup,January 20,2022.3.“Manager Burnout Is On
170、ly Getting Worse,”Jim Harter,Gallup,November 18,2021.4.“Managers Cant Do It All,”Diane Gherson and Lynda Gratton,Harvard Business Review,MarchApril 2022.5.2020 Global Culture Report,O.C.Tanner Institute6.2022 Global Culture Report,O.C.Tanner Institute7.O.C.Tanner Client StoryLeadership at Risk Sourc
171、es63O.C.TANNER INSTITUTE642023 GLOBAL CULTURE REPORTFinding Fulfillment6465O.C.TANNER INSTITUTEWhen work empowers employees personal goals,productivity and retention are just two of the rewards.65+3 yearsHIGHLY FULFILLED EMPLOYEES PLAN TO STAY THREE YEARS LONGER AT THEIR ORGANIZATIONS THAN UNFULFILL
172、ED EMPLOYEES6666In all our research this year,more than anything else we measured,personal fulfillment had the most decisive impact on an employees choice to stay in their job,do great work,and define their organization as a great place to work.To understand fulfillment,the most useful tool may be a
173、 basic mirror.Dont each of us want to feel valued,have a purpose,do meaningful work,master new skills,balance our lives,and belong to our workplace community?The data certainly agree.And are we not more fulfilled when our organizations culture and employee experiences facilitate those needs?Rhetoric
174、al questions aside,cultures that focus on fulfillment invariably see retention,engagement,and great work rise.PERSPECTIVE67682023 GLOBAL CULTURE REPORTINTRODUCTIONOrganizations have struggled to keep and attract workers during the Great Resignation,in part because salary increases and enhanced benef
175、its have lost the power to entice workers the way they once did.The pandemic gave many people the time,space,and perspective to re-evaluate their careers,and theyre now seeking more than the usual perks to do their jobs.For them,the exchange with their employer feels empty.They want greater meaning
176、from their work.Theyre looking for fulfillment.According to McKinsey&Company,the pandemic has led two thirds of employees to reflect on their purpose in life and re-examine the work they do.1 PwC found that fulfillment at work is just as important as higher pay when people considered a job change.In
177、 fact,83%of employees said“finding meaning in day-to-day work”was a top priority for them,2 and 69%of employees would change employers for better job fulfillment.3 One out of three employees would even take a job with lower pay if it was more fulfilling.4 Lets take a moment to clearly define fulfill
178、ment.For the purposes of this report,its a feeling of contentment or completeness that comes from the accomplishment of our most important goals or the attainment of our highest personal aspirations.Fulfillment occurs when we identify strongly with a purpose and connect to others in meaningful ways.
179、So why arent employees fulfilled in their current jobs?Three big reasons:Not enough challenge or growth,not feeling appreciated or connected,and a lack of ownership or impact.A deficiency in any of these can prevent people from experiencing fulfillment at work.69O.C.TANNER INSTITUTEIn our 2022 Globa
180、l Culture Report,we learned how autonomy,mastery,and connection are vital to creating peak employee experiences.When organizations meet these three psychological needs,employees feel an increased sense of ownership,belonging,and usefulness,which leads to higher levels of engagement and great work.Co
181、nversely,when these three needs go unmet,feelings of conflict,isolation,and failure all increase.This year,our research uncovers just how important it is for people to experience autonomy,mastery,and connection in order to be fulfilled at workand how organizations can actively meet these psychologic
182、al needs for employees.Autonomy is more than getting to choose which days each week to come into the office.Mastery goes beyond moving up a career ladder of promotions.And connection requires deeper communication than talking to your team on Zoom.To help employees find fulfillment in their work,orga
183、nizations need to consider employees more holistically.They need to embrace employees passions inside and outside the workplace,create environments where employees can be their whole selves,and enable them to succeed in all aspects of their lives.702023 GLOBAL CULTURE REPORT“When pursuing an employe
184、e experience that engages workers,companies too often make the mistake of looking at only one-size-fits-all solutions.They vow to provide more flexibility,opportunities,and an inclusive culture.While these factors matter,they dont cover what is often the most important one thats missing:a personal s
185、ense of fulfillment.”AARON HURST,AUTHOR,AND KATHRIN BELLIVEAU,CHIEF PURPOSE OFFICER,HASBRO71O.C.TANNER INSTITUTEFULFILLMENT LEADS TO HIGHER RETENTIONBad news first:Nearly one third of employees are unfulfilled in their jobs.And unfulfilled employees are less likely to promote their organizations or
186、help their organizations succeed,and more likely to leave.Lack of fulfillment significantly affects employee behaviors and perceptions:OUTCOMEODDSActively looking for another job outside the organization+399%Will leave the organization in one year or less+340%Feel high satisfaction with their job75%
187、Promote the organization to others as a great place to work71%Willing to put in a great deal of effort to help organization succeed47%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEThe remaining two thirds of employees do find some fulfillment at work,and nearly half of them report their jobs give th
188、em a high sense of fulfillment.This translates into better odds for above-average job satisfaction(+526%),promoting the organization to others(+297%),high satisfaction with the employee experience(+578%),and wanting to stay with the organization for another year(+90%).Meanwhile,the odds of burnout s
189、ignificantly decrease(66%).Highly fulfilled employees also plan to stay at their organizations three years longer than unfulfilled employees.722023 GLOBAL CULTURE REPORTTHE FOUR FACTORS OF FULFILLMENTOur research identifies four main levers that influence employee fulfillment:1.Balance.How we actual
190、ly spend our time compared to how we want to spend our time,and the impact of those activities on other aspects of our lives.It requires having the time and autonomy to accomplish the things at work and in our personal lives that matter most to us.2.Community,connection,and belonging.How we interact
191、 with the individuals and groups around us.A feeling of acceptance.3.Growth.A progression,enhancement,increase,or improvement in one or more areas of our life.The sense of mastery,developing and applying skills to contribute to a project or goal.4.Purpose.The reason for the actions we do and choices
192、 we make.The importance of our activities and why they matter.Its important to note that all these levers incorporate and build on the psychological needs of autonomy,mastery,and connection(detailed in last years report)that create peak experiences.Those peak experiences dramatically improve feeling
193、s of overall fulfillment in the context of our everyday employee experiences.73GROWTHPURPOSEBALANCECOMMUNITY,CONNECTION,AND BELONGINGFigure 5.EMPLOYEE FULFILLMENT The four factors of fulfillment incorporate and build upon the the three inherent psychological needs of autonomy,mastery,and connection
194、that result in meaningful and memorable peak experiences.74 PURPOSE OPPORTUNITY LEADERSHIP WELLBEING APPRECIATION SUCCESS Figure 6.EMPLOYEE EXPERIENCESPeak and valley experiences have a dramatic effect on75 PURPOSE OPPORTUNITY LEADERSHIP WELLBEING APPRECIATION SUCCESSIMPACT FULFILLMENTemployee fulfi
195、llment in positive or negative ways.762023 GLOBAL CULTURE REPORTWhen employees reach a high level in each of these areas,the odds of fulfillment are far better:FACTORINCREASED ODDS OF FULFILLMENTBalance+774%Community,connection,and belonging+489%Growth+325%Purpose+583%2023 GLOBAL CULTURE STUDY,O.C.T
196、ANNER INSTITUTEYet success in these four areas is a struggle.Less than one third of employees feel they have a firm grip on any them.To help employees find fulfillment,organizations need to rethink how they support their people in each area.For example,balance is not simply dividing time equally bet
197、ween work and personal activities.Its often a sliding scale that changes based on the needs of the employee,sometimes daily.When organizations create a culture where employees feel supported and empowered to balance their work and personal needs because they have some control and autonomy over their
198、 time at work,theyre more likely to feel a greater sense of fulfillment in their jobs.Similarly,to build a sense of connection and belonging at work,leaders must go beyond typical teambuilding activities to nurture a sense of inclusion and create a strong,supportive community within the organization
199、s larger cultureconnecting employees regularly to purpose,accomplishment,and one another.77O.C.TANNER INSTITUTEOrganizations should also provide paths for employees to grow,even if pay increases and promotions are unavailable.Mentorship,tuition reimbursement,and special project assignments can all h
200、elp employees master skills and feel that theyre making progress.And finally,people can greatly expand the meaning they take from their work by connecting to the organizations purpose.This requires leaders who consistently communicate it and help employees see how their work makes it possible.21xWhe
201、n employees rate all four areas high,there is a 21x increase in the likelihood of fulfillment2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEOne final insight that underscores the importance of employee recognition:The feeling of appreciation is a fundamental need that enhances all four fulfillment fa
202、ctors.782023 GLOBAL CULTURE REPORTIncreased likelihood of high fulfillment when integrated recognition is added:Balance+integrated recogntionGrowth+integrated recogntionCommunity,connection,and belonging+integrated recogntion Purpose+integrated recogntion 2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITU
203、TE+133x+87x+78x+115x79O.C.TANNER INSTITUTE“What is the recipe for successful achievement?To my mind there are just four essential ingredients:Choose a career you love,give it the best there is in you,seize your opportunities,and be a member of the team.”BENJAMIN F.FAIRLESS,PRESIDENT,CHAIRMAN&CHIEF E
204、XECUTIVE OFFICER,U.S.STEEL802023 GLOBAL CULTURE REPORTRECOMMENDATIONSImproving the areas of balance,community,growth,and purpose will give employees a greater sense of fulfillment.1 Support and encourage balance For employees to find balance in their lives,leaders and the organization must give peop
205、le a say in how they work,as well as what work they do.Establish policies,practices,and expectations that support balance.Ensure employees have opportunities to take time away from work without feeling any pressure,guilt,or obligation to work during their time off.If possible,provide flexibility in
206、where and when employees do their work.Ensure senior leaders communicate the importance of balance and make it a normal,natural part of the culture.Dow,the materials science company,knows that where work gets done is secondary to how work gets done.And it gives its people a lot of autonomy.Through t
207、he“Design Your Day”program,employees can co-create their ideal work schedule with leaders according to their roles,responsibilities,and personal preferences.Dow aligns such programs with its DEI efforts to ensure employees feel valued,not just for the work they do,but for who they are.This includes
208、giving more flexibility to employees in all types of life stages and circumstances,including those raising small children.Alexander Doll,Director of Public Affairs Sustainability in Dubai,says,“Our global focus on bringing your full self to work and design your day is not just a tick-the-box corpora
209、te program.Its a genuine effort to make our lives easier.”;5CASE STUDYBETTER LIVING THROUGH FLEXIBILITY81O.C.TANNER INSTITUTE822023 GLOBAL CULTURE REPORTTheres a substantial difference in the odds of outcomes occurring when balance is excellent versus poor:OUTCOMEPOOR BALANCEEXCELLENT BALANCEPride i
210、n the organization66%+199%Desire to work here one year from now66%+204%Promoter of the organization52%+110%Job satisfaction52%+106%Burnout+89%47%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE 2 Strengthen community,connection,and belonging Build a strong sense of community at work and provide ways f
211、or employees to connect with each other and with their leaders in meaningful ways.A good place to start is networking and socialization opportunities during work hours.Highlight a sense of community through shared values,goals,and purpose.Train leaders to get to know employees individually and show
212、appreciation for their unique contributions.Then go beyond work-related matters.Learn peoples interests and passions outside of work.Give them opportunities and time to pursue these interests,both individually and with others in the organization who share the same passions.Enable them to develop the
213、ir personal lives and find balance.This encourages employees to bring their whole selves to work because theyre treated as more than cogs in the machine.Employees will feel a sense of belonging and connection for who they are,not just the work they perform.83O.C.TANNER INSTITUTEWhen feelings of comm
214、unity,connection,and belonging are strong at an organization,the odds that employees will do great work,take pride in the organization,and want to stay are far better:OUTCOMEWEAK COMMUNITY,CONNECTION&BELONGINGSTRONG COMMUNITY,CONNECTION&BELONGINGPride in the organization74%+318%Desire to work here o
215、ne year from now72%+252%Promoter of the organization72%+258%Great work70%+236%High inclusion55%+130%Burnout+329%77%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE“Purpose is built,not found.Working with a sense of purpose day-in and day-out takes thoughtfulness and practice.”SHANNON SCHUYLER,CHIEF PU
216、RPOSE OFFICER,PWCAmerican Airlines is in the business of connecting people.But even as planes sat grounded and people stopped traveling during the pandemic,the company still kept their employees connected,whether they worked at the airport or at home.American aligned every employee back to its purpo
217、se:Caring for people on lifes journey.(Even if that journey is during a crisis.)It also used recognition to help employees continue to feel part of the American Airlines family.Even furloughed employees retained access to their recognition tools and learning programs.Leadership at American communica
218、ted frequently and transparently,encouraging everyone who kept their airline going.These efforts to build meaningful connection with each other helped employees feel appreciated,valued,and ultimately more fulfilled.According to Beril McManus,Senior Manager,Recognition,Events,and Engagement,“Its a fa
219、mily here at American.You have each others back,youre taking care of each other,youre helping people in the good times and the bad.”6CASE STUDYRISING ABOVE THE CRISIS842022 GLOBAL CULTURE REPORT85O.C.TANNER INSTITUTE3 Offer opportunities for growth and development Growth is not limited to pay increa
220、ses and promotions.Its critical for leaders to open avenues for skill development,networking with peers and leaders,and consistent opportunities for coaching and mentorship.A few suggestions:Create or improve ways for employees to upskill or reskill Invite employees to work on special projects Provi
221、de resources and training for employees to accomplish personal and professional goals Recognize employees when they accomplish their goals Help employees master their jobs and feel like expertsWhen companies foster growth well,the odds of several positive outcomes increase and burnout decreases:OUTC
222、OMELOW SENSE OF GROWTH&DEVELOPMENTHIGH SENSE OF GROWTH&DEVELOPMENTPride in the organization73%+289%Desire to work here one year from now68%+210%Promoter of the organization55%+121%High sense of opportunity67%+203%Success69%+219%Burnout+212%68%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE862023 GLOB
223、AL CULTURE REPORT4 Provide purpose and meaning Your organization may have a clear purpose,but do your employees know it?And do they identify with it?If necessary,refine your purpose and communicate it often.Connect employee and business goals to it,and use public and private recognition to showcase
224、how employees contribute to it.Equally important,encourage leaders to learn what employees need to extract meaning from their jobs.Help employees define and accomplish goals that are personally meaningful to them.When an employees sense of purpose is high,theyre more positive about their jobs and th
225、e organization:OUTCOMELOW SENSE OF PURPOSE IN WORKHIGH SENSE OF PURPOSE IN WORKPride in the organization75%+306%Desire to work here one year from now72%+254%Promoter of the organization53%+114%Great work79%+373%Describe work as “part of my identity”87%+504%Burnout+208%68%2023 GLOBAL CULTURE STUDY,O.
226、C.TANNER INSTITUTENewYork-Presbyterian Hospital improves both the lives of its patients and its employees through a culture of respect and the purpose of providing high-quality healthcare.It connects its people to the culture and purpose through employee recognition,and its recognition program,“Ever
227、yday Amazing,”celebrates all the amazing work employees at NYP do.The program includes appreciation stations that hold notecards and treats,and a mobile app that makes it easy to appreciate each other and remember to create powerful moments of respect and care for patients and families.NYPs purpose
228、and culture has helped make it one of the top hospitals in the country.“Healthcare is a very rewarding business,but fundamentally its a tough business,”says Dr.Laura Forese,Chief Operating Officer and Executive Vice President at NYP.“We can see tremendous amounts of burnout.One of the things that we
229、 know will really combat that is when people feel appreciated.”Appreciation and connection to purpose help build fulfillment for NYP employees.7CASE STUDYA PRESCRIPTON FOR FULFILLMENT87O.C.TANNER INSTITUTE882023 GLOBAL CULTURE REPORTFINDING FULFILLMENTKEY TAKEAWAYSEmployees are looking for more fulf
230、illment in their lives,especially their jobs.More than satisfaction or engagement,fulfillment is finding meaning in ones work.Fulfillment leads to higher employee satisfaction,great work,and retention.Balance,community,growth,and purpose all contribute to fulfillment.1.“Help Your Employees Find Purp
231、ose Or Watch Them Leave,”Naina Dhingra,Andrew Samo,Bill Schaninger,and Matt Schrimper,McKinsey&Company,April 5,2021.2.“Four Ways to Help Your Employees Feel More Fulfilled(and Why You Need To),”Kathy Caprino,Forbes,December 10,2018.3.“The Great Resignation Looks Set to Continue1 in 5 Say Theyll Chan
232、ge Jobs in the Next Year,”Goh Chiew Tong,CNBC,May 24,2022.4.“Four Ways to Help Your Employees Feel More Fulfilled(and Why You Need To),”Kathy Caprino,Forbes,December 10,2018.5.“Fulfilling the Psychological Needs of Employees in the New Era of Flexible Work,”O.C.Tanner webinar,March 16,2022.6.LinkedI
233、n Live:How Recognition Lifted American Airlines During Crisis,June 1,2022,O.C.Tanner Institute.7.O.C.Tanner Client StoryFinding Fulfillment Sources89O.C.TANNER INSTITUTE902023 GLOBAL CULTURE REPORTIntegrated Recognition9091O.C.TANNER INSTITUTEAs our analysis of early,frequent,and holistic recognitio
234、n grows,so does the list of benefits.9121%OF ORGANIZATIONS SCORE HIGH IN RECOGNITION INTEGRATION92It would be difficult to rank the insights in this years report,but the unambiguous linchpin of this chapter is that recognition leaves a deep impression.Essentially,employees past experiences with reco
235、gnition strongly shape their current and future perception of it.And employees who have experienced subpar recognition elsewhere bring a skepticism and jadedness with them.The best solution we found is to make recognition part of employees very first experiences,continue it throughout their early te
236、nure,and use it in consistent,integrated ways after that.This comprehensive approach not only dilutes the negative effect of any past disappointments,it maximizes the likelihood of high performance in the future.PERSPECTIVE93942023 GLOBAL CULTURE REPORTINTRODUCTIONDone well,employee recognition dram
237、atically helps people feel valued and included in a workplace community.However,when its generic,impersonal,or rare,its much less likely to hit the mark.By“done well,”we mean recognition thats highly integrated into an organizations culture.And this involves much more than plugging recognition tools
238、 into a companys existing technology.It means ensuring recognition is part of each employees everyday experience.Through years of research,the O.C.Tanner Institute has developed eight specific measurements,based on employee perception,to determine the level of recognition integration(RI),as visualiz
239、ed on pages 96 and 97.When recognition is integrated,it happens frequently for a variety of accomplishments,large and small,and comes from both leaders and peers.Its personalized for the individual,seen across the organization,and the programs and tools to give it are updated often.Organizations tha
240、t achieve high RI do an exceptional job of ensuring recognition is embedded into their culture.Highly integrated recognition has a powerful impact on organizations,increasing the odds of several positive outcomes and decreasing the odds of some negative ones:Great work(+1,181%)High engagement(+784%)
241、Thriving culture(+648%)Employee attrition(29%)Employee burnout(80%)95O.C.TANNER INSTITUTERegrettably,only 21%of workplaces worldwide have highly integrated recognition.We asked ourselves why that number is so low,especially since,for years,more organizations have put more effort and resources into i
242、mproving recognition.The answer isnt as simple as improving recognition programs or tools.An underlying discovery makes it challenging for any organization to achieve a high RI culture:Memories of recognition experiences from prior workplaces have a profound and enduring influence.“Part of why its s
243、o important that we weave recognition and appreciation into the fabric of our culture and elevate the importance of its impact is because now,more than ever,we understand that recognition,just like compensation and benefits,is a fundamental part of the associates experience at work.”NICK ROSENTHAL,S
244、ENIOR ASSOCIATE IN HR COMPENSATION,CAPITAL ONE96Leadersfrequently recognizeemployeesPeer-to-peerrecognition is commonand frequentLeaders know therecognition preferencesof individualsRecognitionexperiences are craftedaround the individualRECOGNITION INTEGRATION Figure 7.INTEGRATEDEight ways to assess
245、 how deeply recognition97Recognition programsand technologycontinually improveRecognition isconsistently seen throughoutthe organization Recognition isan everyday partof the cultureThe organizationrecognizes both largeand small efortsRECOGNITION INTEGRATIONRECOGNITIONis ingrained in an organizations
246、 culture.982023 GLOBAL CULTURE REPORTPREVIOUS RECOGNITION EXPERIENCES AFFECT EMPLOYEES PERCEPTION OF RECOGNITION IN THEIR CURRENT JOBSPast experiences can shape or bias how we perceive current and future ones,even when our situations are different.And this applies to employee recognition as much as
247、any kind of experience.Studies by MIT show that the human brain encodes prior experiences,using them as signals and potentially biasing our perception in existing,new,or uncertain environments.Our brains subconsciously use these memories to create expectations of how things should be.1 This explains
248、 why past recognition experiences shape our perceptions and expectations of recognition moving forward.In our research,employees reported having,on average,four non-monetary and three monetary recognition experiences each year,with 71%saying“not feeling valued”was a significant part of why they left
249、 their previous jobs.Only 11%of employees previously worked for a company that scored high in RI.The data suggest these deficient recognition experiences dont fade away easily.People who had poor recognition experiences with previous employers have much better odds of reporting several shortcomings
250、in their present environments:Recognition is inauthentic(+355%)Leader is not genuine when giving recognition(+283%)Would prefer not to receive recognition(+427%)99O.C.TANNER INSTITUTECombatting employees previously poor experiences(due to recognition that was infrequent,impersonal,or flawed in any n
251、umber of ways)is now one more reason organizations need cultures with highly integrated recognition.Its also important to note that while cultures with low RI will negatively affect employee perception of recognition in their future jobs,the opposite also appears true.Employees whove worked in cultu
252、res with average or high RI are more positive about their current organizations.Influence of prior RI on current organizations culture:OUTCOMELOW PRIOR RIAVG PRIOR RIHIGH PRIOR RIThriving culture37%+11%+29%Engagement41%+13%+47%Great work27%+19%+71%Inclusion49%+17%+21%Current RI51%No effect+86%Burnou
253、t+27%No effect21%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1002023 GLOBAL CULTURE REPORTThis means organizations need to be prepared for employees who come from cultures with high RI if they hope to match or exceed expectations.Our research shows employees who experienced high RI in their previo
254、us jobs but low(or even average)RI in their current job are more likely to feel recognition at their organization is inauthentic and meaningless.Odds of perceptions based on level of RI at employees previous and current organizations:This is also true for several cultural perceptions.Employees who e
255、xperienced high RI in their previous jobs but low RI at their current jobs are typically more pessimistic about aspects of their organizations culture.PERCEPTIONHIGH PREVIOUS RI,LOW CURRENT RIHIGH PREVIOUS RI,AVG CURRENT RIHIGH PREVIOUS RI,HIGH CURRENT RIRecognition is inauthentic+727%+118%68%Recogn
256、ition from leader is not genuine+813%+127%71%Recognition is meaningless+538%+91%89%Do not want to receive recognition+612%No effect87%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE101O.C.TANNER INSTITUTEOdds of perceptions based on level of RI at employees previous and current organizations:PERCEPTI
257、ONHIGH PREVIOUS RI,LOW CURRENT RIHIGH PREVIOUS RI,AVG CURRENT RIHIGH PREVIOUS RI,HIGH CURRENT RIThriving culture57%+45%+418%Engagement52%+97%+327%Great work34%+31%+582%Inclusion59%+51%+126%Current RI87%+78%+1,033%Burnout+67%12%74%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEThe bottom line:Past rec
258、ognition experiences,whether positive or negative,amplify the effect of current ones.Again,organizations must highly integrate recognition into their cultures to offset or match the past experiences of their employees.1022023 GLOBAL CULTURE REPORT“I guess because recognition was so important to my l
259、eaders and team at my last job,everything here falls flat.It isnt that it is done differently,I understand that every company is different.It is just that they could do a better job here,and they dont.They choose not to.”EMPLOYEE FOCUS GROUP PARTICIPANT103O.C.TANNER INSTITUTELOW RI4.123.300.00NON-MO
260、NETARYMONETARYCOMPANY-WIDEAVG RI9.706.281.41HIGH RI18.8311.743.84AVERAGE NUMBER OF EXPERIENCES IN ONE YEAR206420HIGH RECOGNITION INTEGRATION REQUIRES GREAT FREQUENCYHow often does recognition occur in cultures with high RI?The benchmark is now at least every other week.Recognition integra
261、tion increases as the frequency of recognition increases:More frequent recognition contributes to high RI by increasing the amount of recognition given,as well as expanding the number of people giving recognition and the reasons for recognition.Organizations with low RI show fewer sources(typically
262、leaders and current team members giving recognition),while those with high RI have more(leaders,current and previous team members,and department peers giving recognition).Expanding the eligible sources of recognition improves frequency and ultimately RI.4%39%7%6%2%26%16%6%23%4%9%8%31%19%4%21%8%16%11
263、%23%17%AVGRILOWRIHIGHRI7%10%4%29%9%24%17%9%14%17%13%7%21%19%9%23%15%12%21%11%9%AVGRILOWRIHIGHRIPEERCURRENT TEAMPEERPREVIOUS TEAMPEERDEPARTMENTPEERNON-DEPARTMENTLEADERSENIOR LEADERORGANIZATIONHELPED COWORKER/LEADERGAVE EXTRA EFFORTSMALL IMPACT ON CUSTOMERSIGNIFICANT IMPACT ON PROJECTSIGNIFICANT IMPAC
264、T ON TEAM/DEPARTMENTSIGNIFICANT IMPACT ON ORGANIZATIONSIGNIFICANT IMPACT ON CUSTOMER104105O.C.TANNER INSTITUTEOrganizations with low RI also show disproportionately segmented reasons for recognition,which can significantly impact teams and projects.By contrast,organizations with high RI have more re
265、asons,such as giving extra effort,helping coworkers,delighting customers,improving projects,etc.Providing more reasons and ways to recognize inspires more recognition and increases RI.And as the frequency of recognition increases,it helps ensure employees receive recognition for a wider variety of a
266、ccomplishments.SMALL,FREQUENT RECOGNITION MOMENTS ARE MORE BENEFICIAL THAN BIG,RARE EVENTSMany organizations save their employee recognition for a once-a-year event,like Employee Appreciation Day.And when it comes to budgeting,some spend too little,often on small,generic trinkets,while others spend
267、extravagantlybut no more effectivelyon cash,gift cards,or awards.Research on gift-giving shows expensive,infrequent gifts do not have the long-term impact one might expect.Smaller gestures given more often,over time,are much more meaningful and valuedespecially if theyre personalized.2 The same prov
268、es true with recognition.Frequent,tailored recognition experiences spread throughout the year have a larger,more lasting impact on RI and workplace culture than singular company-wide,all-employee events,no matter how much organizations spend.We conducted an experiment on company-wide recognition to
269、determine thresholds of effectiveness.The findings were insightful.First,we discovered that giving a company-wide award with a value of$5 actually decreased the probability of engagement and perception of recognition authenticity.An incremental improvement appeared when companies offered awards wort
270、h$50,$250,and$500(although the improvement is smaller at$500).We included awards worth$25 in our pilot study,but their impact was not substantively different from that of$5 awards.1062023 GLOBAL CULTURE REPORT$5 40%33%CONTROLTREATMENTEFFECT$50 40%49%$250 40%61%$500 40%64%$5 36%20%$50 36%46%$250 36%5
271、2%$500 36%51%PROBABILITY OF ENGAGEMENT100%90%80%70%60%50%40%30%20%10%0%PROBABILITY OFRECOGNITION AUTHENTICITY100%90%80%70%60%50%40%30%20%10%0%Because organizations with high RI give recognition frequently,they already achieve increased engagement and recognition authenticity without needing to spend
272、 larger amounts on company-wide recognition.A$5 award only marginally decreases the likelihood of engagement in cultures with high RI,but the negative impact of a$5 award is amplified in cultures with low RI.We found$50,$250,and$500 awards substantially increase the probability of engagement in high
273、-RI cultures.In low-RI cultures,a$50 award performs worse than the control group,while$250 and$500 awards lead to smaller increases in engagement.We see similar results with recognition authenticity.Lower amounts of company-wide giving decrease the likelihood that recognition will be perceived as au
274、thentic in low-RI environments.And the higher amounts of$250 and$500 do not considerably improve it.There are several important insights here.First,because organizations with strong RI have invested in holistic,meaningful,and frequent recognition experiences,they can invest fewer dollars,per experie
275、nce,in company-wide recognition and still see a positive effect on outcomes.107O.C.TANNER INSTITUTE$5 40%21%35%33%$50 40%34%58%49%$250 40%51%66%61%$500 40%55%69%64%$5 36%11%39%20%$50 36%40%57%46%$250 36%44%60%52%$500 36%47%55%51%PROBABILITY OF ENGAGEMENT100%90%80%70%60%50%40%30%20%10%0%CONTROLLOW RI
276、HIGH RIPRIORTREATMENTCURVEPROBABILITY OFRECOGNITION AUTHENTICITY100%90%80%70%60%50%40%30%20%10%0%Second,small-dollar awards are insufficient and even counter-productive for company-wide recognition in any culture.(Such budgets would be better spent empowering employees to give recognition to one ano
277、ther for everyday efforts and achievements.)Awards worth between$50 and$250 are more effective.Third,for organizations with larger budgets(perhaps$500 per employee for a single event),the data indicate that splitting it into two or more recognition moments can have a greater impact than giving it al
278、l at once.To sum it up,establishing and maintaining high RI requires more frequent giving from more sources for more reasons.And organizations can make intentional,straightforward adjustments to their recognition solutions that allow more frequent,meaningful,holistic recognition and ensure all emplo
279、yees feel valued and appreciatedno matter what the employees prior recognition experiences.1082023 GLOBAL CULTURE REPORTRECOMMENDATIONSOrganizations that want a culture with integrated recognition and more positive experiences for their people should build the following into their employee recogniti
280、on strategies.1 Onboarding experiences that are rich in recognition Since employees bring their past recognition experiences to your organization,onboarding is a perfect opportunity for you to show appreciation from day one.Unfortunately,less than half(43%)of employees reported an onboarding experie
281、nce that was more than just a day of orientation and a folder of benefits.Instead of handing out a water bottle or t-shirt and zipping through the company history,consider creating a curated,integrated-recognition experience for new employees.According to our research,theres a baseline of onboarding
282、 experiences organizations with high RI provide.109O.C.TANNER INSTITUTEFoundational onboarding experiences:Note from leader Card signed by peers Custom or personalized symbolic award to commemorate employee joining the company Assorted company swagIdeal onboarding experiences to maximize impact:Foun
283、dational onboarding experiences Time to socialize with other new hires Food catered by the organization Time to thank others for their help and support during the onboarding process 2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1102023 GLOBAL CULTURE REPORTOnly 33%of employees report receiving a fou
284、ndational onboarding experience,and even fewer(19%)have experienced the ideal.Providing opportunities to recognize and be recognized during the onboarding process has both immediate and long-term impacts on employee perception of culture and inclusion.Onboarding is the perfect time to connect and in
285、troduce people to a culture with high RI in positive and memorable ways.Its also a great chance to neutralize their previously poor recognition experiences as they start at your organization and show them what true RI looks like.Incorporating recognition from the beginning of an employees career wit
286、h your organization helps ensure they feel a sense of community and belonging to a thriving culture immediately:OUTCOMESUBOPTIMAL ONBOARDING EXPERIENCEFOUNDATIONAL ONBOARDING EXPERIENCEIDEAL ONBOARDING EXPERIENCEThriving cultureNo effect+47%+91%Engagement+13%+71%+135%Great workNo effect+68%+114%Incl
287、usion9%+44%+89%Current RI24%+51%+184%BurnoutNo effect13%19%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE111O.C.TANNER INSTITUTE1ST WEEK42%40%28%IDEALFOUNDATIONALSUBOPTIMAL1ST MONTH56%52%26%90 DAYS61%51%30%6 MONTHS63%53%36%1 YEAR65%56%39%PROBABILITY OF INCLUSION100%90%80%70%60%50%40%30%20%10%0%Our l
288、atest data show a traditional onboarding experience is suboptimal and ineffective.The ideal onboarding experience with integrated opportunities to recognize and be recognized creates an immediate and sustainable impact and helps offset employees previously poor recognition experiences.Sustainable im
289、pact of onboarding experiences on feelings of inclusion:CIBC,a leading North American financial institution with 45,000 employees,partners with O.C.Tanner to integrate recognition into every phase of its employee lifecycle,starting with onboarding.On each new hires first day,the bank welcomes them w
290、ith a custom CIBC backpack,branded pin,and points from its“MomentMakers”recognition program.This kit also includes a note to connect the employee to the banks purpose and an invitation to give feedback to make the company better.This early set of experiences not only introduces people to their recog
291、nition tools,but helps them feel connected to their leader,teams,and the organization from the very beginning.3CASE STUDYA POWERFUL FIRST IMPRESSION1122023 GLOBAL CULTURE REPORT113O.C.TANNER INSTITUTE2 More holistic recognition To ensure recognition is thoroughly integrated,organizations must provid
292、e a variety of ways,reasons,and people to give it.The people should include both leaders and peers across the organization.Reasons can range from everyday effort to above-and-beyond work to major achievements to career milestones.(There should never be a shortage of meaningful objectives worth appre
293、ciating.)And when it comes to ways,organizations should give employees a wide selection of methods and tools for recognizing,as well as access and authority to them.The following are the fundamental recognition tools most organizations need to move from low RI to average RI:Personalized messages of
294、appreciation Verbal recognition as part of a meeting or gathering of colleagues Online formal recognition platform For an organization to move from average RI to high RI,its employee recognition programs should incorporate the following:Micro-monetary recognition,such as monetary eCards Symbolic awa
295、rds,particularly for prestigious accomplishments Celebrations that include others being recognized Time for employees to socialize after recognition moments Recognition from customers Recognition tools and solutions embedded within an existing technology ecosystem The more ways an organization gives
296、 its people to recognize each other,the more frequently recognition will happen.And the more frequently it happens,the more it becomes an integrated and natural part of the employee experience.Norton Healthcares recognition program,“N Recognition of You,”is a centralized solution that allows all 14,
297、000 employees to give and receive recognition for the spectrum of contributions at workfrom onboarding to retirement and from small wins to major achievements.Nortons approach to recognition includes monetary and non-monetary options,formal and informal recognition,and personalized messages of appre
298、ciation and group celebrations.Regardless of an employees role or location,they experience recognition as a consistent part of the culture,which has increased engagement scores from the 55th percentile to the 83rd percentile.4CASE STUDYTHE HEALTHY OUTCOMES OF HOLISTIC RECOGNITION1142022 GLOBAL CULTU
299、RE REPORT115O.C.TANNER INSTITUTE3 Targeted recognition training Not all employees,or even leaders,know how to give recognition as meaningfully as they can.Nor do they completely understand the benefits of it.This means theres a large opportunity to focus resources and training on recognition best pr
300、actices.To move from low to average RI,organizations should train senior leaders,frontline leaders,and all team members about the role of recognition,including:Why recognition matters How to personalize recognition in a meaningful way Why recognition is important for both large and small accomplishm
301、ents Why recognition should be a priority How to give recognition purposefully To move from average to high RI,organizations should emphasize how to give holistic,personalized recognition,focusing on the impact of recognition and providing guidance for creating meaningful recognition moments for all
302、 employees.These two targeted strategies,along with proper recognition tools,increase the odds of achieving an average RI by 745%and a high RI by 869%.The best employee recognition programs have resources and training embedded in their tools to ensure leaders and employees create positive recognitio
303、n experiences in real time.1162023 GLOBAL CULTURE REPORTINTEGRATED RECOGNITIONKEY TAKEAWAYSAn employees previous recognition experiences influence current perceptions of recognition.Curated,personalized onboarding experiences can help reverse poor perceptions.Ensure recognition is given frequently a
304、nd for a wide variety of reasons.Target recognition training for maximum impact.1.“How expectation influences perception,”Anne Trafton,MIT News Office,July 15,2019.2.“The science behind giving good gifts,”Tiffanie Wen,BBC Worklife,December 9,2019.3.O.C.Tanner Client Story4.O.C.Tanner Client StoryInt
305、egrated Recognition Sources117O.C.TANNER INSTITUTE1182023 GLOBAL CULTURE REPORT118Harnessing Symbols119O.C.TANNER INSTITUTEThe impact of symbolic awards on employee recognition is quantifiably real.119EMPLOYEES ARE THREE TIMES MORE LIKELY TO REMEMBER A RECOGNITION EXPERIENCE WHEN IT INCLUDES A SYMBO
306、LIC AWARDEMPLOYEES ARE THREE TIMES MORE LIKELY TO REMEMBER A RECOGNITION EXPERIENCE WHEN IT INCLUDES A SYMBOLIC AWARD120120O.C.TANNER INSTITUTEThe exciting establishment of causal links in workplace culture continues.Last year,it was the link between employee recognition and feelings of connection.T
307、his year,it is the causal relationship between symbolic recognition and organizational impact.When employees receive awards with relevant symbolic meaning,it directly amplifies the effect of recognition.To be clear,this difference is not limited to service anniversaries.Symbolism effectively improve
308、s the outcomes of performance recognition,initiatives,and company-wide celebrations,too,because it enables employees to become a part of the organizations ongoing story and success,rather than merely contribute to it from the margins.PERSPECTIVE23 GLOBAL CULTURE REPORTINTRODUCTIONWhether
309、its as small and simple as a letter of the alphabet or as large and complex as the Statue of Liberty,a symbol carries meaning.But to be understood and appreciated,symbols require some cultural contextthe critical background knowledgethat can come from an institution,a religion,an ethnic group,or eve
310、n the organization where we work.At work,symbols that take the form of recognition or an award are extremely valuable for numerous reasons:they communicate a companys values and purpose,reflect the significance of employee contributions,and build a sense of community by increasing our emotional conn
311、ections to each other.Indeed,symbolic awards are much more than career souvenirs.Academic studies have concluded that a symbolic award can improve individual performance by as much as 12%.1 Even without a tangible component,an analysis of Wikipedia volunteers discovered a symbolic virtual award led
312、to increased retention.2 And research on public sector employees by the organizational psychologist and author Adam Grant found symbolic notes of appreciation helped people feel more valued and supported,with positive effects on wellbeing,belonging,and absenteeism.3So how do you assess the potential
313、 impact of symbolic awards in an organization?How can you ensure theyre as meaningful as possible?And why are symbolic awards so potent within the spectrum of employee recognition in the first place?Youve come to the right chapter.Lets go.123O.C.TANNER INSTITUTE“Gold medals arent really made of gold
314、.Theyre made of sweat,determination,and a hard-to-find alloy called guts.”DAN GABLE,OLYMPIC GOLD MEDALISTSYMBOLIC AWARDS IMPROVE THE RECALL AND IMPACT OF RECOGNITIONAs humans,weve created and used symbols throughout our entire history,in part because they have the ability to plant themselves in our
315、memory.This helps explain why symbolic awards can be such a powerful part of recognition experiences.Employees who receive recognition with a symbolic award are three times more likely to remember the occasion and 358%more likely to provide substantial details about the recognition event.The quality
316、 and type of symbolic awards matter,as does the experience of receiving them.Contrast the symbolic award experiences of two focus group participants:One HR manager completed a tobacco cessation program and received a symbolic award at a big banquet.The award was“fancy,engrained in marble,special,and
317、 shimmers and shines.”She displayed it in her office,and eight years later,she still remembered holding the award at the banquet.vs.An“employee of the month”received the honor with their picture on the wall,cash,and a generic certificate.They could not remember when they received it and did not know
318、 they had won the award until they read about it in the company newsletter.CASE STUDYTHE BROAD SCOPE OF SYMBOLIC AWARDS1242023 GLOBAL CULTURE REPORT125O.C.TANNER INSTITUTEWe asked employees to reflect on their most recent achievement,scoring the sentiment and magnitude of their recognition experienc
319、e narrative to see if awards created a difference based on the type of award given.We looked at both sentiment polarity(how positive or negative employee emotions were,scored from 100 to+100)and magnitude(how much emotion was in the description,scored 0+).The analysis found thoughtful and high-quali
320、ty symbolic awards that aligned with a cultural element produced the most positive average sentiment and substantial average magnitude.Generic awardslike impersonal certificates,nondescript plaques,or plain trophieshad neutral sentiment and low magnitude.In other words,they didnt mean as much and ha
321、d little impact on how the employee remembered their achievement.INCLUSIONSENTIMENT POLARITYMAGNITUDECustom symbolic award+439.08Generic award(certificate,plaque,etc.)051.05Cash or gift card+216.44Redeemable points+236.572023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1262023 GLOBAL CULTURE REPORTLike
322、wise,our research found symbolism has the power to build connection.When a career recognition experience includes a symbolic award,it increases the employees connection with their team,leader,and the organization.Conversely,when a career recognition experience omits a symbolic award,the probability
323、of connection to each decreases.PROBABILITYINCLUDES SYMBOLIC AWARDEXCLUDES SYMBOLIC AWARDConnection with team+397%11%Connection with leader+281%7%Connection with organization+429%23%2023 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEThe effect of symbolic awards on engagement,great work,and retention is
324、similar.When recognition experiences include symbolic awards,the odds of employees feeling engaged,doing great work,and staying with the organization improve.1276 MONTHS45%38%ENGAGEMENTWITH SYMBOLICNO SYMBOLIC1 YEAR53%42%3 YEARS50%39%5 YEARS55%43%10 YEARS57%50%15 YEARS60%47%PROBABILITY OF ENGAGEMENT
325、100%90%80%70%60%50%40%30%20%10%0%6 MONTHS50%47%GREAT WORKWITH SYMBOLICNO SYMBOLIC1 YEAR55%43%3 YEARS60%40%5 YEARS63%37%10 YEARS62%40%15 YEARS61%41%PROBABILITY OF GREAT WORK100%90%80%70%60%50%40%30%20%10%0%Interestingly,the likelihood of great work(defined as above-and-beyond work or work that makes
326、a difference people love)typically falls with tenure,but when symbolic awards are part of career celebrations,the odds increase.1282023 GLOBAL CULTURE REPORT6 MONTHS73%48%RETENTIONWITH SYMBOLICNO SYMBOLIC1 YEAR80%40%3 YEARS61%33%5 YEARS53%30%10 YEARS62%37%15 YEARS77%45%PROBABILITY OF RETENTION100%90
327、%80%70%60%50%40%30%20%10%0%Employees who receive symbolic awards also have a higher overall probability of staying at their organization than those who dont.Note the odds of retention improve within the first year if employees receive symbolic awards.SYMBOLIC AWARDS IMPACT COMPANY-WIDE RECOGNITION E
328、VENTSIn the previous chapter,we explained our experiment with company-wide gifts to determine what type of recognition was effective and to what extent.We found that a tangible award worth$5 given to everyone across the organization decreases engagement and recognition authenticity,while awards wort
329、h$50,$250,and$500 had a statistically significant positive effect(although the improvement was smaller at$500).The conclusion:companies should spend at least$50 per employee on awards for company-wide recognition events.129O.C.TANNER INSTITUTE$5 40%39%23%33%$50 40%59%46%49%$250 40%72%57%61%$500 40%7
330、9%59%64%$5 36%38%16%20%$50 36%55%41%46%$250 36%67%48%52%$500 36%74%45%51%PROBABILITY OF ENGAGEMENT100%90%80%70%60%50%40%30%20%10%0%CONTROLWITH SYMBOLICNO SYMBOLICTREATMENTEFFECTPROBABILITY OFRECOGNITION AUTHENTICITY100%90%80%70%60%50%40%30%20%10%0%However,when the award includes a symbolic component
331、,we found that a monetary value of$5 no longer has a statistically significant negative effect,and symbolic awards worth$250 and$500 have an even larger positive impact on engagement.In other words,symbolism mitigates the negative impact of a low-cost award and amplifies the effect of higher dollar
332、awards.And it had a similar impact on recognition authenticity as the effect skyrockets when symbolic awards have a value of$250 and$500.Other academic research supports these findings,demonstrating the mere“presence of symbolic meaning adds value to the economic value of the award,which increases t
333、he rewards overall perceived value,”and leads to better organizational outcomes.41302023 GLOBAL CULTURE REPORT6 MONTHS28%22%MEANINGFULNESSOF SYMBOLICS:WITH SYMBOLICNO SYMBOLIC1 YEAR33%21%3 YEARS42%24%5 YEARS57%28%10 YEARS69%30%15 YEARS74%24%PROBABILITY OF OUTCOME100%90%80%70%60%50%40%30%20%10%0%THE SIGNIFICANCE OF SYMBOLIC AWARDS INCREASES OVER TIMEOur research this year also shows symbolic awards