Why a Culture of Recognition Matters? Dr. Amith Singh | Chief Human Resource Officer | CARE Group of Hospitals
In today’s hyper-competitive business landscape, attracting and retaining talent is a top priority. For HR teams, cultivating this culture goes beyond just the occasional praise; it requires implementing systems, strategies, and a sustained commitment to employee appreciation.
While there is enough and more research and evidence, that more than two thirds of employees leave in the absence of recognition and appreciation from their employer, manger or leader across industries at large, we at CARE Hospitals are in the journey of building a strong culture of recognition and this is one of our core pillars of driving HR Strategy.
Why a Culture of Recognition Matters
Recognition is not just a “nice-to-have”; it’s a strategic imperative. While organizations with robust recognition programs see 31% lower voluntary turnover, according to the SHRM , less than 20% of organizations globally have recognition strategy that works for them. Also, today we see steep rise in millennials and particularly Gen Z, the demand for quick and meaningful recognition is likely to grow and organization and HR leaders will need to build deep thoughtful strategies around recognition. As per the research done by O.C Tanner, globally only 21% of workplaces worldwide have highly integrated recognition. Global view of recognition Forbes reports that 68% of employee’s recognition significantly boosts their job satisfaction & drive.
Here’s how we at CARE Hospitals drive this transformation. We empower our CARE Givers (every employee at CARE is a CARE Giver) to give their best, which directly impacts patient care and clinical outcomes thereby impacting business outcomes. While at CARE, we have all the recognition platform like Long Term Incentive Plan, Sales Incentive Plan, Career Progression, Monthly Townhalls, and many more, the focus in on the two drivers:
Celebrate Diversity in Recognition Preferences –
Recognition isn’t one-size-fits-all. It involves understanding of deep cultural and individual sensitivities, hence making it difficult to identify the right platform for recognition to be personalized and impactful. Globally, culture plays a very important part in understanding appreciation and recognition. For example, western cultures can be more direct and hence appreciative, whereas, which can be more indirect. Impact of recognition also depends upon the nature and leadership style of immediate manager. For example, an extroverted manager may deliver recognition openly and often, which may resonate well with some employees. An introverted manager, on the other hand, may express appreciation in subtler ways, which can be equally meaningful but may require intentional support to ensure it’s effective.
Train Managers in the Power of Praise –
As a part of Creating a High-Performance Recognition Culture, we have designed a CARE Competency Framework provides a roadmap of behaviors that are essential for employees to master to drive CARE Hospitals’ Growth Strategy. By aligning personal, professional, service, and strategic attributes, this framework aims to build a culture where each CARE Giver is empowered to make meaningful contributions to both patient care and organizational success.
The EPIC Model (Through the EPIC Model—Energetic, Purposeful, Inclusive, and Courageous) for all CARE Givers is created to drive individual high performance.
The Future of Recognition
As the workplace continues to evolve with remote and hybrid work arrangements, HR will play a crucial role in innovating recognition practices. From virtual “shout-outs” in team meetings to creative digital recognition tools, HR professionals are finding new ways to ensure all employees feel appreciated, no matter where they work.
In Conclusion, building a culture of recognition is a strategic investment that can transform an organization. By leveraging HR’s expertise, technology, and commitment to employee well-being, companies can create an environment where everyone feels seen, valued, and motivated to do their best work. In a world where talent is one of the most valuable assets, a culture of recognition is not just beneficial; it’s essential.
Measuring and Evolving Recognition Programs
Creating a culture of recognition isn’t a “set-it-and-forget-it” initiative. HR should continuously measure the effectiveness of recognition programs and adjust as needed. Employee feedback surveys, engagement metrics, and turnover rates can provide insights into whether the recognition culture is achieving its goals. Regularly refreshing recognition initiatives ensures they remain relevant and impactful.
By integrating these recognition systems, more than four employees out of five have rated CARE as an excellent place to receive recognition from their managers, recognizing CARE with Great Place to Work Certified workplace in 2024-25. This is one of the most coveted ‘Employer-of-Choice’ certifications in the country.