Why Employees Leave. 4 Ways Recognition Can Slow Resignation.

03
Aug 2022
479
A woman is holding a box of her belongings in a hallway.

Author: Carlee Sawyer, Managing Director, Western Canada, O.C. Tanner

The truth is many employees aren’t leaving their jobs for a similar job with better pay. They are leaving for completely different careers that give them more control and flexibility over their lives.  McKinsey finds that while employers think better pay and benefits will attract and keep their people, what employees really want from their companies is to feel valued, a sense of belonging, control over their careers, and flexibility and autonomy in their jobs. 

Flexibility in when, where, and how employees do their work. Research from the 2022 Global Culture Report indicates that some tasks are easier to do at home, while others are better done in the office.  When employees have schedule and location flexibility, there is a 77% increase in retention and 41% increase in engagement.

Employees also want more control over their work and careers.  Autonomy includes an increased sense of ownership and more say in the projects they work on, the type of work they do, and how that work gets done.

Harvard Business Review reports that true flexibility at work is conditional upon employees’ ability to “exercise it in a way that best fits them. In other words, it’s conditional upon autonomy.” Flexibility and autonomy, according to the research, go hand in hand.

Just as organizations learned to accommodate remote work during the pandemic, they must now adjust to accommodate employee needs for even more flexibility and autonomy.

Four Ways Employee Recognition Helps

1) RECOGNITION HELPS REMOTE EMPLOYEES STAY CONNECTED.

Employees who have strong connections at work have better experiences, do more great work, and are less likely to experience burnout.  The best workplaces use frequent employee recognition to connect employees to purpose, accomplishment, and one another. Recognition connects employees to purpose by affirming how their great work contributes to and furthers the organization’s mission.

It also celebrates employee accomplishments and connects them to the company’s success. And recognition builds connections between givers and receivers, helping to build strong team connections and ensuring that they feel seen and know they belong.

More recognition leads to more connection. Recognition for everyday efforts, above and beyond accomplishments, and career milestones leads to higher engagement, feelings of inclusion, and better wellbeing.

A table showing the impact of recognition programs on hybrid employees


 

2) RECOGNITION INCREASES FEELINGS OF BELONGING.

Recognition, when done well, shows employees they are valued as an individual for their unique contributions and bringing their whole selves to work. It demonstrates that they are an integral part of and belong on the team and at your organization.

Meaningful recognition builds belonging and inclusion by ensuring that all employees feel like they fit in the organization, are appropriately utilized, and valued, and are welcomed in every setting. No matter where employees are working from, even if they aren’t physically together, recognition can bridge the distance gaps and help them feel they are part of the team.

When recognition is an integrated part of an organization’s culture, employees are:

  • 4x more likely to feel high inclusion
  • 22% less likely to feel high exclusion
  • 13x more likely to feel they belong at the organization

And when companies celebrate successes together, employees are 20X more likely to feel connected and want to stay.

3) RECOGNITION HELPS WITH CAREER DEVELOPMENT.

In the new flexible workplace, companies need a robust strategy for career development.  For hybrid employees, career development is crucial to a successful employee experience.

Recognition showcases the great work and careers of all employees, not just those in the office. It highlights employee accomplishments and skills to others across the organization, paving the way for opportunities to network, work on special projects, and develop skills.

And it builds a sense of ownership, expertise, and autonomy. By recognizing small wins and efforts along the way, leaders see an 83% increase in engagement and a 136% increase in employees feeling like a subject matter expert at their organization. 

4) RECOGNITION REINFORCES OWNERSHIP OF WORK AND BUILDS AUTONOMY.

It shows employees have taken the lead, innovated, and did something great on their own. Recognition calls out and rewards autonomous actions that lead to success.

Give employees autonomy and provide a flexible program so they can give recognition for whatever great work they see, from wherever they are. Empower them to own the recognition experience, without unnecessary approvals, and personalize each recognition moment for the recipient. Integrate recognition into your company culture so employees can easily recognize and be recognized for their work.

Recognition increases the likelihood of autonomy satisfaction by 225%

– 2022 GLOBAL CULTURE REPORT, O.C. TANNER INSTITUTE

Recognizing and appreciating great work creates a thriving culture so employees, no matter where they are working from, feel valued and want to stay. 


The logo for o.c. tanner is a colorful star with a diamond in the center.

 

O.C. Tanner is the global leader in software and services that improve workplace culture through meaningful employee recognition experiences. Learn more at  octanner.com .

 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.


 

 

 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



By Marina Perkovic July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
By Marina Perkovic July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
June 27, 2025
CPHR Alberta and the Vantage Circle team uncover impactful insights in a first-of-its-kind study to help shape the future of workplace recognition in Alberta and across Canada.
MORE NEWS