ORGANISATION & CULTURE
By creating regular opportunities for people to recognise one another, showing appreciation becomes a shared responsibility across the organisation
Helen Bradbury Chief People Officer
E. ON UK
“ That gap between intent and experience shows up in recognition, too,” she adds.“ The more formal and infrequent recognition becomes, the easier it is for it to feel procedural rather than genuine.”
Why are micro-recognitions so important? For Rebecca, the moments that matter most are often not“ the flashy ones,” but rather the quieter contributions that keep work moving and teams functioning well. For example, someone catching a risk others missed, improving a process, asking a thoughtful question, or bringing a level of care and judgment that changes the outcome for the better.
“ These are the moments that matter,” she adds,“ because they show what the organisation actually values, not just what it says it values. I’ ve had people reach out after a conversation or workshop to say,“ that made me think differently.”
Those moments stay with me because they are a reminder that change often starts small. Recognition works the same way.
“ It does not need to be grand to be powerful. When it is specific, timely and sincere, it builds trust. It creates momentum. And over time, those small acknowledgements help define what a team notices, repeats and respects.” E. ON UK’ s Chief People Officer, Helen Bradbury, seconds this opinion, as she tells HR Chief Magazine that sharing success across a business should be seen as a norm.
“ By creating regular opportunities for people to recognise one another, showing appreciation becomes a shared responsibility across the organisation,” she explains.“ It helps build a culture where people don’ t have to wait to feel valued; they experience appreciation as part of how the organisation operates.
hrchiefmagazine. com
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