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R E L E VA N T T R E N D S , T O P I C S , A N D I S S U E S F O R YO U R B U S I N E S S . S TAY S M A R T. S TAY C U R R E N T.

octanner.com/institute

AT T H E

O.C. TANNER INSTITUTE
W E A R E CO M M I T T E D TO
RESEARCHING AND SHARING
I N S I G H T S T H AT H E L P
O R G A N I Z AT I O N S I N S P I R E A N D
A P P R E C I AT E G R E AT W O R K .

FROM 2013

O.C. TANNER
INSTITUTE
PRESE NTS:

INSIGHTS

RECOGNITION

THE

As the year comes to a close, we’ve analyzed data
from more than seven million recognition moments,
along with third-party research, to pull relevant,
actionable insights. Here’s what we’ve found:
O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3
INSIGHT NUMBER 1:

Recognition drives
innovation and great work.

Figure 1: Employee’s choice of which benefit
would most encourage them to proactively
innovate at their company:

Global research conducted by the Cicero Group found
employees who receive strong recognition are 33% more
proactively innovating, generating 2X as many ideas per
month. Companies that provide effective performance
recognition are 2x as likely to be highly innovative. Employees feel that above and beyond performance recognition
does more to encourage them to improve efficiency than an
additional bonus of 5% of their salary.

Consider the combined impact of driving innovation
with effective performance recognition that encourages
effort and rewards results.

27%

Ongoing effort
recognition

32%

5% salary
bonus

41%

Above and beyond
performance recognition

0

10%

20%

30%

40%

50%

60%

Source: 'The Effect of Performance Recognition' the Cicero Group, 2013.

INSIGHT NUMBER 2:

When it comes to great
recognition, how much and
how often matter a lot.

Figure 2: Ideal performance recognition frequency

9%

Two client-initiated research initiatives, one correlating
recognition frequency to quality and productivity, and one
correlating recognition frequency to engagement, had
similar conclusions: the frequency of recognition (monetary
or non-monetary) that correlated most strongly with the
people who demonstrated the highest levels of productivity,
quality, or engagement is between two times per month
and quarterly. Independent research done by the Cicero
Group, correlating recognition to engagement had the
same finding. Those who were most engaged indicated that
the ideal frequency of recognition is between multiple
times per month and quarterly, with monthly representing
the optimal frequency.

Multiple times a week

11%

Once a week

19%

Multiple times a month

26%

Once a month

20%

PEOPLE SHOULD HAVE THE CHANCE TO DO GREAT

7%

WORK EACH MONTH OR AT THE VERY LEAST
QUARTERLY. If recognition is not happening frequently,

question, why not. Managers should identify
opportunities to get team members engaged in doing
great work as often as possible.

Once every six months

9%
0

Once a quarter

Once a year

10%

20%

30%

Source: 'The Effect of Performance Recognition' the Cicero Group, 2013.
O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3

40%

50%
INSIGHT NUMBER 3:

There is a trend for recognition moments to spike in Q4.
The spike in the 4th quarter 2011 and 4th quarter 2012 is apparent—we anticipate the same activity for 2013.

Figure 3a: Number of items shipped

Figure 3b: Number of recognition moments

2013-4

2013-3

2013-2

2013-1

2012-4

2012-3

2012-1

2011-1

2013-3

2013-2

2011-4

2011-3

Source: O.C. Tanner client data

2012-2

0
2011-4

0

2011-3

200K

2011-2

50K

2013-4

400K

2013-1

100K

2012-4

600K

2012-3

150K

2012-2

800K

2012-1

200K

2011-2

1M

2011-1

250K

Source: O.C. Tanner client data

G R E AT WO R K I S B E I N G D O N E T H R O U G H O U T T H E Y E A R , but rewarded predominantly in the last two months.

While it’s great to have a recognition mindset at year-end what would it mean if people could be more consistently
rewarded? Consider communication initiatives or other pushes you could do to promote appreciation throughout the year.

INSIGHT NUMBER 4:

Although the mix of gift cards vs. merchandise varies
by client, there is a trend towards more merchandise.
80%
70%
60%
50%

MERCH ORDER:

40%

GIFT CARD:

30%
20%
10%

2013-09

2013-07

2013-05

2013-03

2013-01

2012-11

2012-09

2012-07

2012-05

2012-03

2012-01

2011-11

2011-09

2011-07

2011-05

2011-03

2011-01

2010-11

2009-09

0%

Source: O.C. Tanner client data

T H E R E R E M A I N S T R E M E N D O U S VA LU E I N

In performance recognition, for the last two years we have
seen about 60% ratio for merchandise versus 40% for gift
cards. The top three awards selected this year (in order)
have been 1) Headphones; 2) Coffee Products; 3) Luggage.

O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3

R E C E I V I N G A N AWA R D versus providing a shopping

experience. The question to ask is not what employees
want but what would make them feel most appreciated.
INSIGHT NUMBER 5:

We see anniversary
celebrations predominately
starting at year 5.

Figure 5: Number of clients celebrating anniveraries
at this year level.

1 = 13%

And yet, research from focus groups
conducted by the Cicero Group revealed
a desire for recognition in years 1 and 3.

3 = 8%

W H AT ’ S T H E O P P O R T U N I T Y M I S S E D when you wait

until year 5 to celebrate the impact someone has had on
your team and on the organization? Career celebrations
provide moments to connect managers and team
members and reflect on everything that individual has
accomplished. Consider other opportunities or
triggers—off years, birthdays, etc.—to reinforce how
much you appreciate the great work being done.

5 = 73%
0

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Source: O.C. Tanner client data

INSIGHT NUMBER 6:

The power of social extends the appreciation experience significantly.
Research found that the benefits of recognition were amplified 6 times when integrated with social.

Social media recognition’s
most dramatic effect is to
increase the visibility of
recognition efforts—6x as
many people are aware of
recognition they receive.
Greater awareness leads
to wider, more frequent
sharing of recognition’s
many benefits.

Figure 6: The visibility of recognition
(Number of people who are—or would be—
aware of recognition an employee receives.)

C E L E B R AT E C A R E E R S

50 60
ANTICIPATED
VISIBILIT Y
WITH SOCIAL
MEDIA
RECOG NITION

CO N S I D E R T H E B E N E F I TS of extending the recognition

experience beyond the 15 minutes of a presentation to a
couple of days. How can your system integrate to
include social appreciation?

O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3

127

E N CO U R AG E E F F O R T

CU RRENT
VISIBILIT Y
Source: ‘Social Media Recognition’
the Cicero Group, 2013.

R E WA R D R E S U LT S

81
11
CU RRENT
VISIBILIT Y

ANTICIPATED
VISIBILIT Y
WITH SOCIAL
MEDIA
RECOG NITION

To continue to receive the
latest recognition research
and insights, sign up for
our publications at
octanner.com/subscribe.

20
CU RRENT
VISIBILIT Y

ANTICIPATED
VISIBILIT Y
WITH SOCIAL
MEDIA
RECOG NITION

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2013 Orange Paper - 6 Insights

  • 1. R E L E VA N T T R E N D S , T O P I C S , A N D I S S U E S F O R YO U R B U S I N E S S . S TAY S M A R T. S TAY C U R R E N T. octanner.com/institute AT T H E O.C. TANNER INSTITUTE W E A R E CO M M I T T E D TO RESEARCHING AND SHARING I N S I G H T S T H AT H E L P O R G A N I Z AT I O N S I N S P I R E A N D A P P R E C I AT E G R E AT W O R K . FROM 2013 O.C. TANNER INSTITUTE PRESE NTS: INSIGHTS RECOGNITION THE As the year comes to a close, we’ve analyzed data from more than seven million recognition moments, along with third-party research, to pull relevant, actionable insights. Here’s what we’ve found: O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3
  • 2. INSIGHT NUMBER 1: Recognition drives innovation and great work. Figure 1: Employee’s choice of which benefit would most encourage them to proactively innovate at their company: Global research conducted by the Cicero Group found employees who receive strong recognition are 33% more proactively innovating, generating 2X as many ideas per month. Companies that provide effective performance recognition are 2x as likely to be highly innovative. Employees feel that above and beyond performance recognition does more to encourage them to improve efficiency than an additional bonus of 5% of their salary. Consider the combined impact of driving innovation with effective performance recognition that encourages effort and rewards results. 27% Ongoing effort recognition 32% 5% salary bonus 41% Above and beyond performance recognition 0 10% 20% 30% 40% 50% 60% Source: 'The Effect of Performance Recognition' the Cicero Group, 2013. INSIGHT NUMBER 2: When it comes to great recognition, how much and how often matter a lot. Figure 2: Ideal performance recognition frequency 9% Two client-initiated research initiatives, one correlating recognition frequency to quality and productivity, and one correlating recognition frequency to engagement, had similar conclusions: the frequency of recognition (monetary or non-monetary) that correlated most strongly with the people who demonstrated the highest levels of productivity, quality, or engagement is between two times per month and quarterly. Independent research done by the Cicero Group, correlating recognition to engagement had the same finding. Those who were most engaged indicated that the ideal frequency of recognition is between multiple times per month and quarterly, with monthly representing the optimal frequency. Multiple times a week 11% Once a week 19% Multiple times a month 26% Once a month 20% PEOPLE SHOULD HAVE THE CHANCE TO DO GREAT 7% WORK EACH MONTH OR AT THE VERY LEAST QUARTERLY. If recognition is not happening frequently, question, why not. Managers should identify opportunities to get team members engaged in doing great work as often as possible. Once every six months 9% 0 Once a quarter Once a year 10% 20% 30% Source: 'The Effect of Performance Recognition' the Cicero Group, 2013. O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3 40% 50%
  • 3. INSIGHT NUMBER 3: There is a trend for recognition moments to spike in Q4. The spike in the 4th quarter 2011 and 4th quarter 2012 is apparent—we anticipate the same activity for 2013. Figure 3a: Number of items shipped Figure 3b: Number of recognition moments 2013-4 2013-3 2013-2 2013-1 2012-4 2012-3 2012-1 2011-1 2013-3 2013-2 2011-4 2011-3 Source: O.C. Tanner client data 2012-2 0 2011-4 0 2011-3 200K 2011-2 50K 2013-4 400K 2013-1 100K 2012-4 600K 2012-3 150K 2012-2 800K 2012-1 200K 2011-2 1M 2011-1 250K Source: O.C. Tanner client data G R E AT WO R K I S B E I N G D O N E T H R O U G H O U T T H E Y E A R , but rewarded predominantly in the last two months. While it’s great to have a recognition mindset at year-end what would it mean if people could be more consistently rewarded? Consider communication initiatives or other pushes you could do to promote appreciation throughout the year. INSIGHT NUMBER 4: Although the mix of gift cards vs. merchandise varies by client, there is a trend towards more merchandise. 80% 70% 60% 50% MERCH ORDER: 40% GIFT CARD: 30% 20% 10% 2013-09 2013-07 2013-05 2013-03 2013-01 2012-11 2012-09 2012-07 2012-05 2012-03 2012-01 2011-11 2011-09 2011-07 2011-05 2011-03 2011-01 2010-11 2009-09 0% Source: O.C. Tanner client data T H E R E R E M A I N S T R E M E N D O U S VA LU E I N In performance recognition, for the last two years we have seen about 60% ratio for merchandise versus 40% for gift cards. The top three awards selected this year (in order) have been 1) Headphones; 2) Coffee Products; 3) Luggage. O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3 R E C E I V I N G A N AWA R D versus providing a shopping experience. The question to ask is not what employees want but what would make them feel most appreciated.
  • 4. INSIGHT NUMBER 5: We see anniversary celebrations predominately starting at year 5. Figure 5: Number of clients celebrating anniveraries at this year level. 1 = 13% And yet, research from focus groups conducted by the Cicero Group revealed a desire for recognition in years 1 and 3. 3 = 8% W H AT ’ S T H E O P P O R T U N I T Y M I S S E D when you wait until year 5 to celebrate the impact someone has had on your team and on the organization? Career celebrations provide moments to connect managers and team members and reflect on everything that individual has accomplished. Consider other opportunities or triggers—off years, birthdays, etc.—to reinforce how much you appreciate the great work being done. 5 = 73% 0 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Source: O.C. Tanner client data INSIGHT NUMBER 6: The power of social extends the appreciation experience significantly. Research found that the benefits of recognition were amplified 6 times when integrated with social. Social media recognition’s most dramatic effect is to increase the visibility of recognition efforts—6x as many people are aware of recognition they receive. Greater awareness leads to wider, more frequent sharing of recognition’s many benefits. Figure 6: The visibility of recognition (Number of people who are—or would be— aware of recognition an employee receives.) C E L E B R AT E C A R E E R S 50 60 ANTICIPATED VISIBILIT Y WITH SOCIAL MEDIA RECOG NITION CO N S I D E R T H E B E N E F I TS of extending the recognition experience beyond the 15 minutes of a presentation to a couple of days. How can your system integrate to include social appreciation? O.C . TA N N E R I N ST I T U T E I N S I G H TS 2 0 1 3 127 E N CO U R AG E E F F O R T CU RRENT VISIBILIT Y Source: ‘Social Media Recognition’ the Cicero Group, 2013. R E WA R D R E S U LT S 81 11 CU RRENT VISIBILIT Y ANTICIPATED VISIBILIT Y WITH SOCIAL MEDIA RECOG NITION To continue to receive the latest recognition research and insights, sign up for our publications at octanner.com/subscribe. 20 CU RRENT VISIBILIT Y ANTICIPATED VISIBILIT Y WITH SOCIAL MEDIA RECOG NITION