Why Employees Leave. 4 Ways Recognition Can Slow Resignation.

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Aug 2022
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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.



An Update from your Board of Directors – September 2025

By Jessica Jaithoo • October 7, 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 are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon!  The next Board meeting takes place in November 2025, after which we will again 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!

Supporting Employee Well-Being: How HR Plays a Role in World Mental Health Day

By Jessica Jaithoo • October 7, 2025
Each year on October 10th we commemorate World Mental Health day. A day dedicated to raising awareness, minimize stigma, and promote meaningful connections and conversations about mental well-being. In the modern fast-paced and high-pressured working world, mental health support comes as a crucial element beyond a wellness initiative. It helps to build a more resilient, compassionate, and productive workplace. For HR professionals this day is an important reminder in the role we play in creating a culture that prioritizes empathy, balance, and care. When employees are mentally supported, they are more engaged, collaborative, and better equipped to excel in their roles. Why Mental Well-Being Matters Mental health can affect anyone, regardless of position, age, industry, or experience. The World Health Organization (WHO) reported that in 2019, 970 million people globally battled mental health issues. Anxiety and depression being the most common disorders. The economic costs become substantial, with loss in productivity outstripping direct cost of care. Beyond numbers, the impact can ripple through teams and affect morale. Stress, burnout, and disengagement have real, impactful consequences. Acknowledging mental health and proactively making efforts to take care of employees strengthens companies as a whole. How Can Employers Support Employee Mental Health? While there is no “cookie cutter” formula to promote mental wellness – creating an environment where employees feel seen, heard, and supported is key. Here are a few actions HR can implement to make an impact: Foster Open Conversations Break the silence. Openly encouraging judgement-free conversations around mental health can reduce the stigma around the topic. Practicing empathy and sharing personal experiences can encourage others to also discuss their own experiences and current challenges. Access to Mental Health Resources Ensure employees know where they can turn to for help. Having an Employee Assistance Program (EAP) with access to counseling, therapy, or mental-health hotlines and online support tools can increase awareness and better access to resources that can help employees whom are struggling with their mental health. HR can also work with benefits providers to increase coverage for mental health services or host workshops that focus on stress management and mindfulness as well as recognizing signs of burnout or emotional distress. Creating an environment within the workplace that promotes these habits also is important. Having quiet spaces to decompress, offering mental health days, or acknowledging small employee achievements can go a long way. Work-Life Balance Having a balance between work and personal life is key in maintaining mental health. Encourage employees to set realistic goals and expectations, honour their time off, and model such balanced behaviour themselves. Flexible work schedules, options to work remotely, regular check-ins, and encouraging boundaries can help employees better manage their workload and reduce burnout. Celebrating World Mental Health Day in the workplace  World Mental Health Day is a great opportunity to remind and emphasize an organization’s commitment to well-being. Here are a few ways HR can promote and celebrate the day: Host a wellness workshop: Invite a speaker or mental-health professional to talk about coping strategies or tools for mindfulness Coffee & Connection: Have an informal meeting where employees can share their own ways to de-stress and support one another Share Resources: Share educational material or mental health tips through internal communication channels Closing Thoughts Mental health shouldn’t just be a one-day topic. It’s a constant year-round commitment to help take care of ourselves. On this World Mental Health Day, we should reflect on how to make our own workplaces safer, fostering compassionate and stigma-free spaces for everyone. As HR professionals we are in a key role to lead this change. We can advocate for open dialogue, sharing helpful resources, and nurturing an inclusive culture that values well-being just as much as performance. By working together, united we can create safer workplaces where employees can thrive both professionally and personally. When people feel supported, everyone benefits. Resources: https://www.who.int/health-topics/mental-health#tab=tab_2 About the Author: Rheya is a volunteer with the CPHR Alberta Social Media Committee, a young professional passionate about HR and creativity. With a Diploma and Bachelor's in Business Administration from SAIT, Rheya brings experience in project management, SEO, and social media. When not working, Rheya enjoys crocheting, writing a first novel, and binge-watching Harry Potter movies.

A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.
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