Worldwide,
1 in 5 employees report feeling lonely
Employees who received high-quality recognition are
less likely to leave their role within two years
ORGANISATION & CULTURE
Worldwide,
1 in 5 employees report feeling lonely
Employees who received high-quality recognition are
45 %
less likely to leave their role within two years
Source: Workhuman and Gallup
Whether that’ s someone supporting a customer with exceptional service, helping a teammate solve a problem, or simply going the extra mile during a busy week, E. ON’ s workforce can easily share a‘ thank you’ via the online platform to anyone in the business.
“ It’ s a lovely way to brighten someone’ s day when it lands in their inbox,” Helen says. Yet sometimes, the more vocal employees will receive greater recognition, as they appear more“ visible”.
Rebecca warns that, in practice, this can put a“ significant portion of the workforce at a disadvantage”. Particularly those whose strengths lie in“ pattern recognition, deep focus or non‐linear thinking” rather than quick verbal processing and constant availability.
Providing an example of this, Rebecca shares:“ I worked with a high-performing employee who was known for being brilliant but also labelled as ' difficult ' because they didn ' t always communicate in the expected style.
“ In reality, they were doing complex problem-solving work and spotting risks others missed. Once managers were coached to give feedback that was direct, specific and timely, and to recognise contributions in the moment rather than waiting for a formal review, their confidence increased, their contributions became more visible and the team started relying on them as a strategic anchor rather than treating them like an outlier.”
This anecdote provides a lesson that applies far beyond one individual: frequent, specific recognition, tied to what people actually contribute rather than how visibly they contribute it, is how organisations stop overlooking the talent that ' s already in the room.
“ Conformity is the best way to lose out on top talent,” Rebecca concludes.“ When organisations define performance by how someone looks or speaks over their actual ideas, it ' s nothing less than self-sabotage.”
Helen echoes Rebecca ' s parting thought by adding that the leaders should notice contribution in the moment and acknowledge it specifically. She says:“ It’ s a small habit but, done daily, builds trust, boosts morale, and helps people feel truly appreciated.”
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