Lack of appreciation and insincere “thank yous” reign in UK organisations

UK workers are feeling unappreciated and when they are thanked for their efforts, it doesn’t come across as genuine. This is according to research by The O.C. Tanner Institute, which found that only 34 per cent of UK workers feel appreciated by their organisations. Just 43 per cent believe that when they do receive recognition, it’s authentic and sincere.

 

These findings have been released on Employee Appreciation Day to highlight the shortcomings of UK business leaders when it comes to making staff feel valued.

 

Robert Ordever, Managing Director of O.C. Tanner Europe said; 

“It’s disappointing that so few organisations champion a culture of appreciation”

 

“The impacts of this are considerable, leading to a disengaged and underperforming workforce.”

The O.C. Tanner Institute’s global study involved focus groups across six countries and a quantitative survey involving just under 10,000 respondents across 12 countries. This survey included 1,102 UK respondents who had a range of jobs and were from a cross-section of industries and socio-economic backgrounds. All respondents were from companies with more than 500 employees.

The research also found that just over half of UK workers (51 per cent) experience some form of recognition when their team reaches a goal. This means that for 49 per cent of the workforce, their achievements are going unnoticed.

Ordever says,

 

“We cheer effort and results in all walks of life, from when our children first learn to walk through to athletes on a running track, so why do business leaders feel that recognising ‘a job well done’ in the workplace is so unnecessary?”

“Showing staff that they are genuinely appreciated and valued needs to become an inherent part of an organisation’s culture. As well as delivering higher levels of staff engagement, it will encourage innovation and increase productivity. And so perhaps it’s time to start saying “THANK YOU” and really meaning it!”

Author: Kate Thomas

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