Amplifying Wellbeingat Work and Beyond
THROUGH THE POWER OF RECOGNITION

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Table of Contents2

Foreword

4

Executive Summary6

Detailed Findings
6This Report: Global Trends and Opportunities

7

Amplifying Wellbeing Through Recognition

10

Recognition Propels Employees to Thrive

11

Recognition Lifts Employees’ Spirits

13

Recognition Shields Employees From Burnout

16

Recognition Magnifies Social Wellbeing

22

Conclusions

24

Methodology

1

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Foreword
Gallup has spent the last several decades developing the world’s understanding of how happy, healthy andengaged employees fuel profitable organizations. Using the principles of behavioral economics, we have charted
a clear path: Employees who feel their best, do their best — which is why great workplaces prioritize employee
wellbeing and reap the benefits.
These organizations harness the full power of their employees, and those employees are more productive
and perform better, take fewer sick days and have fewer safety incidents because of that. They are also moreengaged and less likely to be burned out or to leave their jobs. Considering that the cost of voluntary turnover due
to burnout alone is 15% to 20% of the payroll budget each year, protecting and promoting employee wellbeing
amounts to hundreds of millions of dollars toward organizations’ bottom lines annually.1
Neglecting employee wellbeing adds up in opportunity loss and replacement costs, but also as overallvulnerability and risk. Organizations can only be as resilient as their workforces, which means that whenemployees are thriving in their lives — when their wellbeing is strong and only getting stronger — they make theirorganizations stronger too.2
Employers are not simply at the mercy of their employees’ wellbeing. They can and should actively and proactively
contribute to it. Since the mid-1900s, Gallup has demonstrated that organizations play a critical role in shaping
the lives of employees as whole people in ways that transcend the work itself.
The first step to building employee wellbeing is understanding what it is. Wellbeing is often conflated with“health,” but wellbeing isn’t just about the absence of illness or injury, or even the presence of physical fortitude.
Wellbeing is about a life well lived; it is about being fulfilled in the aspects of life that matter most.

1

Gallup. (2022). Wellbeing: Employee Wellbeing Is Key for Workplace Productivity. Retrieved from https://www.gallup.com/workplace/215924/well-being.aspx

2

Harter, J. (2020). Thriving Employees Create a Thriving Business. Gallup.com. Retrieved from https://www.gallup.com/workplace/313067/employees-arenthriving-business-struggling.aspx
2

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

By systematically studying what allows people to thrive around the world, Gallup has uncovered the five essential
elements of wellbeing.3• Career wellbeing refers to how people spend their days and whether or not they generally like what they dowith their time.
• Social wellbeing refers to people’s relationships with others and whether or not they have meaningfulconnections and positive interactions with others.
• Financial wellbeing refers to people’s economic stability and standard of living and whether or not they havethe funds they need to provide for themselves and/or their family.
• Physical wellbeing refers to people’s health and physical condition and whether or not they have the energy
and endurance to be productive each day.
• Community wellbeing refers to people’s daily environment and whether or not they feel satisfied, connected
and engaged with the areas in which they live.
Neglecting wellbeing is one of the biggest mistakes organizations make — and a costly one at that.4 Most
employers don’t do it maliciously or even apathetically. But ignorance is also not a good excuse. The truth is,employers can make a difference in every one of the essential elements of wellbeing. Yet many simply go throughthe mechanics of providing jobs and paychecks without ever realizing that work can be so much more.
At its best, work creates the conditions for people to thrive.5 It supplies people with opportunities to learn andgrow, to build their strengths and unlock their full potential. It offers an environment where employees aresupported and support one another. It creates a sense of purpose and adds meaning to life. And when work is at
its best, so are employees — and so are company bottom lines.

3

Rath, T. & Harter, J. (2010). The Five Essential Elements of Well-Being. Gallup.com. Retrieved from https://www.gallup.com/workplace/237020/five-essentialelements.aspx

4

Clifton, J. (2022). The World’s Workplace Is Broken — Here’s How to Fix It. Gallup.com. Retrieved from https://www.gallup.com/workplace/393395/worldworkplace-broken-fix.aspx

5

Pendell, R. (2022). Employee Wellbeing Starts at Work. Gallup.com. Retrieved from https://www.gallup.com/workplace/394871/employee-wellbeingstarts-work.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Executive Summary
Wellbeing is a universal need of employees. And for organizations, it isa high-stakes foundation to organizational outcomes. Wellbeing (or lackthereof) influences outcomes with serious price tags, including hindering
employee productivity and engagement as well as leading to burnout
and turnover. Yet few leaders realize the power they wield to amplify
wellbeing at work and beyond.
In workplaces globally, one of the most effective and affordable
wellbeing strategies is woefully untapped: employee recognition.
Recognition does more than fuel employee wellbeing: It promotes amore positive outlook and mitigates burnout. In fact, recognition canspark cultural transformation and help workplaces achieve exceptional
performance while improving employees’ lives overall. And it’s one of thesimplest tactics at leaders’ fingertips.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

A large-scale study of more than 12,000 employees across 12 countries demonstrates that
fulfilling employee recognition is associated with better employee wellbeing across four
key dimensions:• Increased overall life evaluations: Employees are as much as two times as likely to evaluate their lives andfutures positively.
• Reduced levels of burnout: Employees are up to 90% less likely to report being burned out at work “always”
or “very often.”• Improved daily emotions: Employees are up to two times as likely to report having experienced a lot ofgratitude the previous day and about 40% less likely to report having experienced a lot of stress, worry
and sadness.
• Better social wellbeing: Employees are seven times as likely to strongly agree that they have meaningfulconnections or a best friend at work, and as much as 10 times as likely to strongly agree that they belong.
When organizations create an environment in which employees consistently receive high-quality recognition,these benefits — and more — translate into clear ROI. To do this, leaders must first see recognition as a
strategy that needs to be invested in and then scale it thoughtfully to change the culture of their workplaces —and, ultimately, employees’ lives.

The costs of neglecting wellbeing are real and significant, for employees personally andfor their employers:• $20 million of opportunity loss for every 10,000 workers due to low wellbeing and its drain on performance• $322 billion cost globally in turnover and lost productivity when low wellbeing shows up as
employee burnout6
Conversely, high wellbeing prepares employees to excel in everything they do. Employees with high wellbeing
perform better and lead happier, more fulfilled lives at the office and otherwise. And when recognition is part ofleaders’ wellbeing efforts, the outcomes and ROI are extraordinary.
Yet, when organizations weigh costly Employee Assistance Programs (EAPs) and health insurance offerings, theyoften overlook the most accessible and affordable ways to promote wellbeing. Organizations can boost wellbeingby simply recognizing their employees for who they are and what they do.
The truth is, workplaces shape wellbeing every day — for better or worse — by the way they treat their employees.
Leaders who strategically incorporate recognition into their culture can drastically improve employees’
perceptions that they’re valued, cared for and respected as people. This makes recognition a low-cost, highimpact way to move the needle on wellbeing.
Recently, Gallup collaborated with Workhuman to conduct a large-scale study of more than 12,000 employees in
12 countries. The findings underscore that recognizing employees is an ideal way for organizations to amplify
employees’ wellbeing at work and beyond.

6

Gallup. (2022). Wellbeing: Employee Wellbeing Is Key for Workplace Productivity. Retrieved from https://www.gallup.com/workplace/215924/well-being.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Detailed Findings
This Report: Global Trends and Opportunities
In this report, we summarize how employee recognition and wellbeing are connected in each of the 12 countries
studied. We unpack how and how much recognition is expressed in workplaces globally — and highlight successstrategies for leaders. We also describe the many links between wellbeing and critical business outcomes,
including engagement, intent to stay, brand ambassadorship and more.
Relatedly, we dive into how recognition specifically promotes wellbeing and important employee outcomes —from lifting employees’ spirits to deepening their sense of belonging. Notably, we find that recognition benefits
wellbeing across the world — and organizations globally have much room for improvement in harnessing
recognition as a wellbeing strategy.
Wellbeing is not just about being healthy or happy. It encompasses everything people do and everything that ismost important in their lives: their careers, communities and social connections; their physical and mental health;their standard of living and financial stability. Wellbeing is a barometer for a life well-lived. And ignoring it is acostly mistake.
In short, wellbeing is the foundation for leading fulfilling lives at work and outside of it.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Amplifying Wellbeing Through Recognition
In previous studies,7 Gallup and Workhuman8 found that recognition acts as a buffer against job stress andenhances multiple aspects of wellbeing. The most potent recognition is “strategic recognition” — that is,recognition that abides by the five key pillars of recognition:

Fulfilling
Employees’
Recognition
Expectations

Authentic

Personalized

EquitablyDistributed

Embeddedin an
Organization’s
CultureThe five pillars of recognition represent the critical elements of strategic recognition. Recognition has the mostpositive impact when it satisfies each of these core criteria.

7Workhuman. (2019). The Future of Work is Human. Retrieved from https://www.workhuman.com/press-releases/White_Paper_The_Future_of_Work_
is_Human.pdf

8Gallup and Workhuman. (2022). Unleashing the Human Element at Work: Transforming Workplaces Through Recognition. Retrieved from https://www.gallup.
com/analytics/392540/unleashing-recognition-at-work.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Strategic recognition is related to lower levels of burnout at work, improved perceptions that the organization
cares about wellbeing and more positive life evaluations overall.
The current study demonstrates that recognition has these and other wellbeing-boosting effects throughout many
diverse countries. Put simply, people want to be valued for their contributions regardless of where they work.
Recognition is a force for good in workplaces globally — a “win-win” strategy that supports business outcomesand people’s overall happiness and success in everything from their job to their levels of energy to their social
health and integration.
Our research uncovered multiple ways recognition accelerates employee wellbeing across the globe,
which include:

1. Recognition propels employees to thrive.
2.

Recognition lifts employees’ spirits.

3. Recognition shields employees from burnout.
4. Recognition magnifies social wellbeing.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

The World of Recognition
Although recognition is important and beneficial everywhere, there are key differences across countries in how
and how much recognition is expressed at work. These recognition practices (or lack thereof) have implications
for employee wellbeing, affecting the way employees do their jobs and go about their lives.
The Five Pillars of Recognition
Percentage of respondents rating at least three of the five elements as fully fulfilled
14% or less

15%-17%

18%-20%21%-23%

24% or more

Norway 24%
U.K. 24%
Germany 23%
Denmark 20%
Switzerland 20%
U.S. 19%
Sweden 18%
France 17%
Netherlands 17%
Belgium 16%
Ireland 14%
Finland 12%

An International (Missed) Opportunity
In every country studied, there is considerable room to improve strategic recognition practices. Most employees
are not getting the benefits of strategic recognition at work, which means that countless organizations are
missing out on the gains in engagement, commitment and culture that high-quality recognition can catalyze.
Organizations often think their homegrown recognition programs tick these boxes, but it is all too easy forrecognition programs to become outdated or mismatched to employees' changing needs and expectations. Even
programs that started out strong can be rendered ineffective as managers become complacent or other priorities
overshadow recognition. Organizations across the map need to ask whether the way they recognize theiremployees is really creating value or needs some reworking to realize its strategic benefits.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Recognition Propels Employees to Thrive
People’s general, or holistic, wellbeing is reflected in how they evaluate their lives overall. When people have agenerally positive perspective about their lives and a positive outlook for their future, they are considered to be
thriving.9 Life is good and getting better.
How people are treated at work is an important piece of that equation. When reflecting on their lives, employees
who are recognized at work evaluate their lives more positively. It’s no wonder why: They feel valued, appreciatedand confident that what they do matters.

Promote a culture where recognition is freely given and received.
A culture of recognition enriches employee wellbeing holistically — from employees’ social connections to theircareer aspirations. In fact, employees who strongly agree that recognition is an important part of their culture are
up to 91% more likely to be thriving.
One of the hallmarks of a culture of recognition is when employees freely give and receive recognition. When
recognition resounds at all levels of the company, it amplifies the benefit to everyone’s wellbeing. Employees whostrongly agree that they get the right amount of recognition for the work they do are up to 84% more likely to be
thriving. And when employees give recognition at work at least a few times a month, they are as much as twotimes as likely to be thriving.

9

Employees who strongly agree
that recognition is an importantpart of their culture are up to

Employees who strongly agree thatthey get the right amount of recognition
for the work they do are up to

91%

84%

more likely to be thriving.

more likely to be thriving.

Gallup. (2022). Understanding How Gallup Uses the Cantril Scale. Retrieved from https://news.gallup.com/poll/122453/understanding-gallup-usescantril-scale.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Hold team leaders responsible for wellbeing
at work.
Employees who report receiving recognition from managers andleaders at least a few times a month are up to twice as likely tobe thriving.

How to Put Recognition to WorkFor better or worse, managers and leaders can profoundly
influence employee wellbeing — and should take that
responsibility seriously. Through their words and actions,managers and leaders shape the local culture and work
environment, which impacts employees’ overall lives andwellbeing every day.

Set aside the first five minutes of arecurring team meeting to give kudos
to employees for good work, applaud
important work milestones, or share
updates about life events and employees’
lives beyond work (with permission).
Practices like this convey that recognition
is a top priority for the team and set a
positive tone for the rest of the meeting.

It matters what leaders say and do: how they show thanks andcredit employees’ contributions, whether they remember andacknowledge events in employees’ lives, the outlets they create to
publicly celebrate their team members and much more.
Recognition is a simple and effective way for managers andleaders to demonstrate that they genuinely care about employees
and see their hard work. In turn, this improves how employees
feel about their jobs, their workplaces and their lives overall.

Recognition Lifts Employees’ Spirits
Wellbeing is reflected in how people feel every day — their overall outlook, emotions, energy levels, etc. Everyone
has good days and bad days, but a hallmark of high wellbeing is experiencing more positive emotions and lessnegative emotions on a day-to-day basis.
Recognition buoys positive emotions because it draws attention to what employees do well, making themfeel good about themselves, their one-of-a-kind strengths and what they uniquely bring to the table. Thisencouragement, whether it’s a public award for a team project or a private message from a manager, puts wind in
employees’ sails that makes them more resilient day in and day out.
Real employees share how recognition makes them feel:“When people… see your hard work, it
makes you feel good.”“It can be the difference
between a good day or bad day, agood week and a bad week at work. And
you know, when people are happy andfeel healthy and part of a team, theproduct is always better.”“… it puts mein a good mood for the
rest of the day.”11

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Recognition does more than promote a happier outlook: It helps insulate employees from negative emotions,too. Recognition combats negative feelings with positive moments that boost morale and lift employees’ spirits.
Ultimately, these positive moments support a more hopeful and enthusiastic work atmosphere.
Our research shows that employees globally who indicate that they experience frequent and high-quality
recognition at work are considerably less likely to report they feel a lot of stress, worry or sadness.
In most countries we studied, employees who strongly agree that they receive the right amount of recognitionare 20% to 40% less likely to say they had experienced a lot of these negative emotions. In some countries,
recognition has an even greater impact on daily emotion.

Give authentic recognition.
When it comes to recognition, there is a big difference between perfunctory and genuine, and employees cantell the difference. They know whether you mean it — and they want to feel valued for their authentic selves. Only
authentic recognition has a meaningful, lasting impact on people’s emotions and wellbeing.
In many cases, employees who strongly agree that the recognition they receive is authentic are as much as 30%
to 40% less likely to report having experienced negative emotions the day before.
This is why organizations should be deliberate in how they institute and scale recognition. Mandating recognition
programs or quotas can lead to box-ticking behaviors that won’t improve wellbeing. The best leaders embraceeasy-to-use outlets that make sense for their people and encourage everyone to express recognition freely andfrequently — such as weekly team “shoutouts” via their recognition platform or a team meeting. Ongoing efforts
like this work because they support a culture of genuine, real recognition — which can make all the difference in
how employees feel each day.

Recognition is often a bright spot in employees’ daily emotions —a highlight they remember. One way these memorable experiences
show up is in moments of gratitude, whether that “thanks” is given
or received.
It turns out that saying “thank you” is not just about manners or
professional conduct; gratitude makes a real difference in how
employees experience their work and lives. Employees who say
they experienced a lot of gratitude the previous day are up to fourtimes as likely to strongly agree that their organization cares about
their wellbeing and up to two times as likely to be thriving in theiroverall life evaluation.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Make gratitude a shared expectation.
At its best, gratitude is as much about expressing thanks as it is receiving it. In most countries westudied, the impact of giving recognition at least a few times a month is nearly as great as the impactof receiving recognition at the same frequency — possibly even higher. That is, genuine “thanks” area win-win.
In fact, in some countries we studied, employees who report giving recognition a few times a monthor more are nearly two times as likely to report having experienced gratitude the previous day.

Be intentional about public praise: Recognition is contagious.
Making recognition visible by offering it (tastefully) in public settings is an easy way to spread thejoy it brings. Employees who received mostly public recognition were considerably more likely
to say they experienced a lot of gratitude the prior day compared to those who received mostly
private recognition.
In some countries, public recognition boosted the likelihood of experiencing gratitude by one-quarteror even one-third beyond private recognition.

Recognition Shields Employees From Burnout
At work, low wellbeing can manifest in burnout. Burnout has become
so ubiquitous in today’s fast-paced, high-pressure work environmentsthat the World Health Organization has defined it as an official
syndrome, characterized by exhaustion, negativism or cynicism,and detachment.10“I have to force
myself to go on … so I
kind of force myself into
this autopilot mode toplow through.”

How to Battle Burnout With Recognition
When you see someone at work who looks like they are stressed, upset or
burned out, recognize them! Find an excuse to tell them about good work they’ve been doingor a way they’ve helped you recently. Don’t be afraid to show you care and give someone a muchneeded boost.

Employees who are burned out much or all of the time don’t bring their best to work — they are 63% more likely to
not show up at all and more than twice as likely to look elsewhere for a job.
There are a lot of factors that put employees at risk for burnout; often the pace of modern industry means there isjust too much to do in too little time. But when employees feel like their hard work is seen, appreciated and valued,
they are more resilient and less susceptible to burnout at work. They feel motivated to give a little extra — andideally going the extra mile is rewarding, not a burden.
10 World Health Organization. (2019). Burn-out an “occupational phenomenon”: International classification of diseases. Retrieved from https://www.who.int/
mental_health/evidence/burn-out/en/
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Real employees discuss how being recognized helps them be resilient in the face of job stress:“It keeps themorale of the team up
which makes the work alittle bit easier.”“[Recognition]lightens the field at work and justmakes it easier for you to come inand do your job. It's not a slog.”“It makes me proud ofwhat I’m doing and makes me continue
and try to do even better … Just to be praised
and recognized for the hard work that wedo, especially being remote now ... We're
actually working harder from home.”“It just gives mea little encouragement onsome of those times when itgets really, really stressful.”

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Our research shows that — across many countries — high-quality recognition is strongly associated with lower
rates of burnout. Employees who receive the right recognition at work are often 50% — or more — less likely toreport being burned out always or very often.
Employees are less likely to report being burned out “always” or “very often” when theystrongly agree that …
Top Three Countries (% Less likely)
They get the right amount of recognition
for the work they do.

The recognition they receive is authentic.
They receive the same amountof recognition as others withcomparable performance.
Recognition is an important part ofworkplace culture.
Their organization has a system in place
for recognizing life events.
Their organization has a system in place
for recognizing work milestones.

U.S.

IrelandSweden

73%

69%

49%

IrelandU.S.

Finland

71%

68%

55%

IrelandU.S.

Germany

75%

65%

48%

U.S.

IrelandSweden

56%

44%

37%

U.S.

Ireland

Norway

55%

38%

37%

U.S.

IrelandSweden

55%

52%

47%

Is it fair?
Equitable recognition is key to fighting burnout. Seeing others get credit for your achievements or
acknowledged for their work in ways you are not — even when you meet or exceed their performance— is a common workplace experience that drains employees. This kind of unfair treatment at work is
one of the leading “root causes” of burnout.11
Not surprisingly, when employees report that recognition is not given equitably in their workplace,they are up to 2.5 times as likely to say they are always or very often burned out at work.
In contrast, when employees perceive that recognition is dispersed equitably, they see that everyone’s
efforts, including their own output, have meaning and merit. As a result, they are more resilient andmuch less likely to report feeling burned out.

11 Gallup. (2020). Gallup's Perspective on Employee Burnout: Causes and Cures. Retrieved from https://www.gallup.com/workplace/313160/preventing-anddealing-with-employee-burnout.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Recognition Magnifies Social Wellbeing
Most people are “social animals.” Put simply, people need people. Having social connections and a sense of
belonging are both fundamental human needs that are central to people’s health and wellbeing.12
Strong relationships are also critical for employee engagement13 and inclusion:14 Neglecting social wellbeing isharmful to performance and wellbeing. Research shows that employees who lack meaningful connections atwork are up to nine times more likely to be disengaged and as much as three times as likely to be looking for
a new job.
Similarly, employees who lack a strong sense of belonging are up to 12 times as likely to be disengaged and fivetimes as likely to be looking for another job.
Employees who lack social connections don’t just struggle at work; they are far more likely to evaluate their overall
lives negatively and have a negative outlook on the future. They are suffering. In fact, they are as much as 13
times more likely to be suffering than their colleagues with higher social wellbeing.

Impact of ...

I have meaningful connections
with my coworkers.
(% Strongly disagree)

I feel like I belong
at my organization.
(% Strongly disagree)

Impact on ...

U.S.

EuropeU.S.

Europe% Disengaged

5x

5x

8x

7.5x

% Looking for job

2.5x

2x

5x

3x

% Suffering

4.5x

4x

5x

5.5x

Clearly, strong social ties at work aren’t a superfluous perk or a “nice to have” — nor are they a distraction
or a waste of time. Social bonds are imperative to employee productivity, performance and wellbeing.
Organizations that know how to inspire employees to be their best selves and put in their best work take social
wellbeing seriously.
Improving social wellbeing isn’t all about happy hours and luncheons, although those may help. A moresustainable, effective route to foster connection at work is to embed practices that build rapport into “howwe do things around here” — the work culture. Leaders who find strategic ways to make positive interactions
commonplace can naturally promote great relationships.
Employee recognition may just be the best place to start.

12 Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin,
117(3), 497-529. https://doi.org/10.1037/0033-2909.117.3.497
13 Gallup. (2020). The Relationship Between Engagement at Work and Organizational Outcomes: 2020 Q12 Meta-Analysis: 10th Edition. Retrieved fromhttps://www.gallup.com/workplace/321725/gallup-q12-meta-analysis-report.aspx
14 Gallup. (2022). Advancing DEI Initiatives: A Guide for Organizational Leaders. Retrieved from https://www.gallup.com/workplace/215939/diversity-equityinclusion.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Recognition is a powerful antidote for low social wellbeing, particularly when it’s given freely among all
employees. Recognition brings people closer together, cements bonds and sparks new relationships. It facilitateshuman connection by making sure people feel seen. Recognition tells employees, “You’re appreciated, and you
belong here.”“It brings ourteam closer.”“It improves justthe camaraderie of thewhole organization.”“I think it's
really positive; I think
it fosters a sense ofcommunity.”“It just makes
everybody comfortable
and they're able to talk andthere's no tension.”“They have asense of ownership and asense of belonging.”“It just
brings us closer.”

When it's done correctly, recognition can have this effect regardlessof job type, role and work arrangement — including when people
work in the office every day, remotely from home and everywhere
in between.15
Employees feel more connected to each other when they canstrongly agree that recognition is an important part of theirorganization’s culture, regardless of where, when or how they work.
These employees are up to seven times as likely to strongly agree
that they have meaningful connections at work.

15 Gallup and Workhuman. (2022). Unleashing the Human Element at Work: Transforming Workplaces Through Recognition. Retrieved from https://www.gallup.
com/analytics/392540/unleashing-recognition-at-work.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Encourage collective ownership for social wellbeing.
Social wellbeing isn’t built top-down: It’s built bottom-up and side-to-side, with everyone naturally and authenticallysupporting one another. Every employee needs to own their part — and each can make a difference to their own
social wellbeing and that of their coworkers. When it comes to solidifying social connections, recognition thatcomes from peers is even more impactful than recognition from managers or leaders.
Our study shows that employees who receive recognition even just a few times a month (or more) from theirpeers are as much as four times as likely to feel confident that they have meaningful relationships at work.

Get personal.
Coworkers can naturally bond about work topics, suchas common experiences at work, shared memories
and team achievements. But these bonds take on newmeaning when they transcend the office and become
personal — acknowledging that people have goals andneeds outside the office, too.

Celebrate Wellbeing!
 ecognize employees who participate in activities
R
that promote their health and wellbeing. For
instance, if someone runs a 5K, volunteers intheir community or pursues a special hobby tobond with their kids, celebrate it! The best way
to share these celebrations with the broader
workplace is to publicly post on your recognition
platform; if you don’t have one, you might start anemail chain or simply commend them in person.
Regardless, showing enthusiasm about their life
communicates that their holistic success andwellbeing matter to you — that you care about
them as people.

People want to be seen as people (not just employees)
even when they are at work. They want their colleagues
to care about what’s happening in their lives —birthdays, weddings, their child’s track meet, theirmother’s physical therapy — the real-life things thatmake them unique and human.

In today’s modern workplaces, talking about people’s
lives beyond work isn’t unprofessional — as longas people take the time to build up some rapport.
Workplaces that embrace this kind of humanization canbe more appealing to job candidates and have betterbusiness outcomes.16 Freely celebrating life events
makes employees feel seen as people and builds the social connections that allow them to truly flourish.

Sadly, depending on the country, only 11% to 24% of employees strongly agree that their organization has asystem in place to recognize people’s life events. Companies that do have employees who are as much as
seven times as likely to strongly agree that they have meaningful connections with their coworkers. Plus, these
employees are also far more likely to be engaged and committed to stay with their organization.

Employees who have positive recognition experiences at work are also much more likely to develop
close friendships at work and to behave like team players, even if that means making personal sacrifices.
Put simply, they genuinely care about their peers, and they don’t want to let them down. High-performing
teams are built on friendships — and friendships are continually fortified through recognition.
In the current study, we find that employees who receive high-quality recognition at work are as much as
seven times as likely to strongly agree that they have a best friend at work.
16 Guest, D., Knox, A., & Warhurst, C. (2022). Humanizing work in the digital age: Lessons from socio-technical systems and quality of working life initiatives.
Human Relations, 75(8), 1461-1482. https://doi.org/10.1177/00187267221092674
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Make friends by being a friend.
It’s true that receiving recognition from peers, managers or leaders boosts best friendship at work — but giving
recognition may be even more powerful. Employees who give recognition at least a few times a month are up
to four times as likely to strongly agree that they have a best friend at work. And in most countries studied,employees who report giving recognition at work at least a few times a month are just as likely or even more likely
to report having a best friend compared to those who report getting recognition at the same frequency.

Use recognition programs to spark friendships.
Employees who report that their organization has a recognition program — such as periodic excellence awards
to innovative or excelling teams — are three to five times as likely to strongly agree that they have a bestfriend at work.
It’s easy to see why. Many recognition programs are predicated on collective activities or events — which makes
them a great outlet for sparking new ties and reconnecting with distant partners. Programs can also give morereserved employees an “ice breaker” to reach out: For instance, a dedicated digital space for recognizing peers
can make it easy and natural to kick off a friendship.

Take advantage of technology to promote friendships.
A great deal of social interaction now takes place online, so it is perhaps an obvious extension that digitizing
recognition can help solidify and reinforce friendships. And it works: Employees who report that they have a digitalrecognition program are as much as four times as likely to strongly agree that they have a best friend at work.
Digital recognition programs offer a low-pressure, high-reward outlet for employees to get to know each other,
express gratitude, share successes and cheer each other on — all of which inspire close friendships and fortify
social wellbeing.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

There’s another deep human need that recognition satisfies: employees’ desire to belong. Everyone needs to feelthat they are part of something bigger. Hunger for a sense of belonging is a foundational characteristic — anddriving force — of our evolution as people.17
When employees are recognized at work, they’re up to 10 times as likely to strongly agree that they belong attheir organization.
Recognition meets the universal need for belonging because it’s all about celebrating one another’s personal
strengths and successes — the special qualities and abilities that make people essential and appreciated. It
communicates to employees, “We wouldn’t be the same without you, and here’s why.”
To best promote employees’ sense of belonging, recognition should satisfy the five pillars of strategic recognition.
Recognition that’s fulfilling, personalized, authentic, fair and ongoing reinforces that employees are an importantpart of their organization. When recognition is done right, it is a self-sustaining solution to inclusion at work thatbrings lasting impact that organizations just don’t see from typical initiatives like seminars and workshops.
Employees are far more likely to strongly agree that they belong at their organization when theystrongly agree that …
Top Three Countries (Times as likely)
Belgium

IrelandNetherlands

8x

5x

5x

Belgium

Ireland

U.K.

10x

6x

5x

They receive the same amount ofrecognition as others with comparable
performance.

Belgium

Ireland

8.5x

4.5x

U.S., Germany,
Netherlands, Finland

Recognition is an important part ofworkplace culture.

Belgium

U.K.

Ireland, Netherlands

8x

4.5x

4x

Their organization has a system in place
for recognizing life events.

Belgium

IrelandGermany, Netherlands

6.5x

4x

3.5x

Their organization has a system in place
for recognizing work milestones.

Belgium

Ireland, Netherlands

U.K., Germany

5.5x

4x

3.5x

They get the right amount of recognition
for the work they do.

The recognition they receive is authentic.

4x

17 Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin,
117(3), 497-529. https://doi.org/10.1037/0033-2909.117.3.497
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Make recognition about “us.”Managers and leaders can foster a sense of belonging with team recognition for collective successes — the kindof recognition that communicates, “We need each other and we’re better together.” This shared recognition brings
attention to people’s unique contributions and connects those successes to the greater good — spotlighting thedifference each person makes.
When employees strongly agree that their organization recognizes groups and teams, they are three to eight times
as likely to strongly agree they belong at their organization.

Model recognition from the C-suite to the frontlines.
When everyone — leaders, managers and employees of all types and tenures — actively participates in a cultureof recognition, it sends a powerful message that leaders value employees’ efforts and are actually committed totheir wellbeing. Plus, it unifies employees and rallies them together toward shared goals — which, again, instills a
sense of belonging.
Leaders set the tone for recognition when they exemplify it themselves. Modeling recognition gives employees
permission to do the same — which supports the end goal: a culture of recognition where managers, leaders andpeers all serve as important sources of recognition.
Employees who receive recognition at least a few times a month from one or more of these sources are up to fourtimes as likely to strongly agree that they belong at their organization.
A natural avenue for modeling recognition from the top down is with public forums — either in person or virtual.
Public recognition opportunities give more people the opportunity to participate, whether that means joining inand recognizing someone else or simply witnessing it. Ultimately, this encourages everyone to dole out praise
more often.
And, by design, public recognition increases employees’ sense of belonging: Employees who receive mostly publicrecognition are as much as three times as likely to be confident that they belong at work.

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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Conclusions
In the face of life’s many challenges, wellbeing is a universal need that requires constant maintenance andattention. Employees are — and always have been — deeply concerned about their wellbeing at work. It continues
to be one of the most important factors in shaping decisions about where to take a job and when to leave one.18
It’s not a surprise or a secret. Many organizations realize that they have a compelling financial motivation —as well as a moral and human responsibility — to do their part to support the wellbeing of their employees.
Yet, there seems to be a disconnect. A recent survey of members of the Gallup CHRO Roundtable shows that 65%
of CHROs strongly agree that their organization cares about the overall wellbeing of their employees, but only 24%of their employees say the same.19
The consequences of appearing apathetic about wellbeing are overwhelming: particularly burnout and attrition.20
The onus is on leaders and managers to show employees, with real and meaningful actions, that they care.
Recognition is universally shown to amplify wellbeing. So, when leaders prioritize strategic recognition, employees
are more likely to perceive that they actually care about wellbeing.
Better yet, recognition is a cost-effective, easy investment that doesn't lose its impact and never goes out of style.
Recognition improves wellbeing in ways that make a noticeable impact for employees at work and permeate otheraspects of their employee experience, making them feel that their organization really cares.21
Impact of “right amount of recognition for the work I do” (% strongly agree) on “My organization cares
about my wellbeing” (% strongly agree)
U.S.

Europe5x6x

as likely to strongly agree

as likely to strongly agree

18 Wigert, B. (2022). The Top 6 Things Employees Want in Their Next Job. Gallup.com. Retrieved from https://www.gallup.com/workplace/389807/top-thingsemployees-next-job.aspx
19 Witters, D. (2022). Showing That You Care About Employee Wellbeing. Gallup.com. Retrieved from: https://www.gallup.com/workplace/391739/showing-careemployee-wellbeing.aspx
20 Ibid.
21 Gallup and Workhuman. (2022). Unleashing the Human Element at Work: Transforming Workplaces Through Recognition. Retrieved from https://www.gallup.
com/analytics/392540/unleashing-recognition-at-work.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Start today.
Leaders should take these steps to amplify the wellbeing of their employees with recognition.

1. Be strategic about recognition.
Organizations get the most of their investment when they provide employee recognition strategically,
according to the five pillars of recognition: recognition that is (1) fulfilling, (2) authentic, (3) equitable, (4)personalized and (5) embedded in organizational culture.22

2. Make smarter investments in wellbeing.
Examine how you allocate resources for wellbeing and consider shifting funds to recognition. Investingin recognition will likely make your money go further — and it comes with a compelling ROI. Recognition
promotes not only employee wellbeing, but also retention, engagement, performance and culture.

3. Integrate recognition and wellbeing practices.
Leaders should intentionally and explicitly design initiatives to conjoin recognition and wellbeing. For
example, acknowledge employees’ wellbeing-related achievements and use companywide recognition
events as an excuse to boost social wellbeing by being together.

4. Upskill managers.
Managers play a vital role when it comes to recognizing their teams and encouraging their direct reports
to join in. Educate managers so they can see the connection between recognition and wellbeing and theimportance of both. Guide them with specific actions and a toolkit to bring recognition to life for thosethey lead.

5. Lead by example.
While everyone must do their part to create a recognition-rich work environment, the effort starts withdedicated leaders. Set the tone for recognition, but also wellbeing activities — such as participation involunteer events. Encourage others to join the charge: saying thank you and good job, giving shoutouts
for shared milestones, attending team award programs and informal celebrations, posting to platforms,
replying to email chains. Every action counts — and, in time, a culture of recognition will take hold.

22 Gallup and Workhuman. (2022). Unleashing the Human Element at Work: Transforming Workplaces Through Recognition. Retrieved from https://www.gallup.
com/analytics/392540/unleashing-recognition-at-work.aspx
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﻿Amplifying Wellbeing at Work and Beyond Through the Power of Recognition

Methodology
Survey Methodology. Results from U.S. data are based on a survey conducted from Feb. 14-28, 2022, with 7,636
adults who are employed full-time or part-time, aged 18 and older, and living in all 50 U.S. states and the Districtof Columbia, as a part of the Gallup Panel™. For results based on these samples of national employed adults,
the margin of sampling error at the 95% confidence level is ±1.8 percentage points for response percentages
around 50% and is ±1.1 percentage points for response percentages around 10% or 90%, design effect included.
For reported subgroups such as managers or senior leaders, gender or race/ethnicity, the margin of error will belarger, typically ranging from ±2.1 to ±6.1 percentage points for percentages around 50% and ±1.3 to ± 3.7 forpercentages around 10% or 90%.
Results from Western Europe are based on self-administered web surveys from an opt-in sample provided by
Dynata of 5,551 adults, aged 18 and older, living in one of the following countries or regions: United Kingdom,France, Germany, Netherlands, Ireland, Switzerland, Belgium, Denmark, Finland, Norway and Sweden. The survey
was conducted from Feb. 18-28, 2022. Results from this sample are unweighted, and respondents are notdemographically representative of the countries surveyed.
In-Depth Interviews. Qualitative insights and quotes in this report are derived from 30 in-depth interviews
conducted with members of the Gallup Panel. All respondents were adults working in the United States. Random
samples were selected for recruitment of 10 individual contributors, 10 managers and 10 leaders from a variety ofprofessions and industries. Respondents’ ages ranged from 24 to 66 years of age (average age = 41 years), and
50% were female. The respondents came from a mix of racial and ethnic backgrounds, with 43% identifying as
White, 37% identifying as Black and 17% identifying as Hispanic or Latino.
Interviews were conducted by trained Gallup research consultants in a semi-structured format. Interviews wererecorded with the consent of respondents and transcribed using Zoom transcription. Qualitative analysis was
conducted by an experienced Gallup research associate who identified key themes and patterns across theinterviews. Analyses were also focused on identifying unique experiences by role, demographic characteristics
and working arrangements.

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