Study Reveals Work Recognition Drives Employee Performance and Loyalty, ETHRWorld
Advt
Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox.
All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles.
Guwahati, Due recognition of work by a company always motivates its employees to perform better, builds trust and gives them a sense of belonging to the organisation, a study by two HR technology firms said.Guwahati-based Vantage Circle and Mumbai's ' Great Place To Work India ' have jointly published a research report, 'The Recognition Effect: A Leadership Blueprint for Emotionally Intelligent Workplaces', which uncovers how recognition of efforts, when done right, becomes a transformative force for workplace culture and performance."At the heart of the study lies a powerful finding: recognition isn't just about acknowledgement, it is a strategic lever for trust, agility, innovation and retention. Organisations that build high-recognition cultures outperform their peers across multiple dimensions of employee and business outcomes," the study mentioned.In such a scenario, 91 per cent of employees surveyed feel motivated, 94 per cent say their organisation is a great place to work, and an equally high percentage affirms that their companies deliver excellent customer services, it added."Nearly all respondents in such environments also associate their organisation with innovation and express a strong intent to stay," the paper stated.The research also brings to light how recognition of work is experienced across gender, generations, roles and tenure -- signalling the need for more inclusive approaches.Commenting on the findings, Vantage Circle CEO and Co-founder Partha Neog said, "The true power of recognition and rewards lies not in what is given, but in what is genuinely felt. When done with intention, recognition becomes more than a moment -- it becomes a cultural signal that shows people they matter."Due recognition of an employee's work builds trust, pride and belonging for the organisation, he said."We believe that a culture of recognition develops engaged and loyal employees. When organisations make employee appreciation an intentional and integral part of workplace culture, they unlock the true potential of their people," Great Place To Work India Chief Executive Officer Balbir Singh said.Recognition in the workplace helps employees see that their company values them and their contributions, fostering loyalty and engagement, he added."Recognition programmes are a crucial part of the employee experience and a key driver of perceptions of fairness in the workforce, Singh said.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Time of India
a day ago
- Time of India
Beyond just checkboxes: Diversity for real impact, HR News, ETHRWorld
Advt Advt By & , ETHRWorld Contributor Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles. If you've been in a 'talent management' meeting in the last couple of years, you've probably noticed the predictable conversations around hiring that show up in almost all of them. Many advocate for upping the 'diversity quotient' by hiring more women at the entry-level cadre of management, adding a bit of representation from certain communities, maybe sponsoring an event for a social cause, and then someone asks, 'Oh, do we need to jump on the neurodivergence bandwagon that's trending with Gen Z?'These are still important conversations, even if they've become predictable. But let's be honest—debating and social media posting only create buzz. We only see superficial steps or half-baked ideas with little effort in implementation. Diversity can't remain a checkbox item. It deserves a meaningful place in the boardroom—alongside other functions like marketing, finance, strategy, purchase, supply chain management, logistics, people management, product development, and information despite all the talk, the hard truth is that the case for diversity in the workforce today remains weak. And even more flawed is the logic of pursuing diversity solely for profit. If diversity is to serve any real purpose in today's world, it should be about improving the representation of various sections of society. We have made progress—whether driven by tokenism, regulation, quotas, or face value. However, in this highly competitive landscape, the emphasis on hiring top talent directly contributing to corporate goals is deeper question that still remains to be asked outside the whispered conversations in sensitivity training workshops is, 'What is the purpose of diversity in the workplace?' If we reduce it to correcting historical imbalances, appearing inclusive, or simply complying with directives, we risk overlooking its transformative and strategic conversations with HR and business leaders reveal that diversity-based hiring is rarely prioritised unless mandated by quotas. The alternative—government-backed incentives for training DEI hires—fluctuates with political agendas, making diversity initiatives unstable. But then is diversity merely a political agenda? That is a conversation for a different country or context, maybe?Ensuring inclusive representation is a fundamental aspect of societal progress. A well-diversified portfolio absorbs risks and balances uncertainties, but what does a diversified workforce absorb? Decades of research on workplace diversity make some really strong points on the merits of diversity in enhancing individual and team productivity, firm performance, creativity, challenging groupthink, and these arguments only go so far before the counterarguments come in—? The answer lies not in compliance but in adaptability. Homogeneous teams function well in stable times, but what happens when faced with an unpredictable challenge? A workforce that lacks diversity lacks resilience —it is not prepared for the look at a compelling example from Indian Knowledge Systems (IKS), more specifically, the Mahabharata Shikhandi , a warrior with a complex gender identity played a pivotal role in the Kurukshetra war. Shikhandi was the only way to defeat the unbeatable Bhishma . Bhishma was invincible and bound by his vow never to fight someone he did not perceive as a man. Shikhandi, the reincarnation of Amba was believed to be a hermaphrodite, though modern research also suggests Shikhandi was a trans woman. Because of this unique identity, Bhishma refused to attack, allowing Arjuna to use Shikhandi as a shield and bring Bhishma was not the strongest warrior but the only one who could make victory possible. His role was not defined by strength alone but by the unique position he held—one that no one else could occupy. That is what diversity does. It may not always deliver the most conventional candidate or best fit for every situation, but it equips teams for moments when traditional approaches fall short. Diversity builds the capacity to respond when the standard playbook runs out of as Shikhandi absorbed the risk no other warrior could bear, a diverse workforce absorbs the risk of organisations becoming too rigid, inward-looking, or slow to adapt. Homogeneity may offer comfort and predictability, but it also limits the range of responses available when complexity strikes. Diversity acts as a counterweight to that comfort—it challenges, stretches, and expands the way problems are understood and modern workplaces, Shikhandi is a metaphor for talent that often slips through the cracks. Those who don't fit the mould. And yet, these are often the individuals who bring in fresh thinking, challenge dominant narratives, and make a team more capable of navigating uncharted terrain. Diversity helps teams move beyond cookie-cutter solutions to tackle problems that are complex, non-linear and ever-evolving. In times like these, that may be the only real competitive edge. Like Bhishma, we might be startled by when and how the strongest yield. And yet, many still move through decision-making spaces without truly paying are more aware now than we've ever been. We live in a country built on a mosaic of layered, complex social identities of language, caste, religion, gender, region, and class. This is the reality we operate in daily, yet our understanding of diversity often remains narrow. How can we ignore the variety that we know that they know that we know?Diverse voices—in thought, lived experience, and worldview—exist all around us. But they are too often overlooked or undervalued. The corporate world doesn't suffer from a shortage of diverse talent. What it often lacks is the willingness to see and support it. It's time to stop treating diversity as a polite guest invited in for appearances. Rather, it is your MVP—essential, strategic, and central to diversity is siloed within HR while the rest of the organisation remains untouched, it becomes performative. To be effective, every function must own diversity—strategy, marketing, logistics, finance, product, and people management. In a BANI world—brittle, anxious, non-linear, and incomprehensible—the bigger risk is not hiring too differently; it is hiring the same profiles and the same perspectives repeatedly and still expecting innovation resilience , and breakthrough thinking
Time of India
3 days ago
- Time of India
Meta AI Talent Acquisition: Meta spending big on AI talent but will it pay off?, ETHRWorld
Advt Advt Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles. New York: Mark Zuckerberg and Meta are spending billions of dollars for top talent to make up ground in the generative artificial intelligence race, sparking doubt about the wisdom of the boss Sam Altman recently lamented that Meta has offered $100 million bonuses to engineers who jump to Zuckerberg's ship, where hefty salaries await.A few OpenAI employees have reportedly taken Meta up on the offer, joining Scale AI founder and former chief executive Alexandr Wang at the Menlo Park-based tech paid more than $14 billion for a 49 percent stake in Scale AI in mid-June, bringing Wang on board as part of the AI labels data to better train AI models for businesses, governments and labs."Meta has finalized our strategic partnership and investment in Scale AI," a Meta spokesperson told AFP."As part of this, we will deepen the work we do together producing data for AI models and Alexandr Wang will join Meta to work on our superintelligence efforts."US media outlets have reported that Meta's recruitment effort has also targeted OpenAI co-founder Ilya Sutskever; Google rival Perplexity AI, and hot AI video startup chief Zuckerberg is reported to have sounded the charge himself due to worries Meta is lagging rivals in the generative AI latest version of Meta AI model Llama finished behind its heavyweight rivals in code writing rankings at an LM Arena platform that lets users evaluate the is integrating recruits into a new team dedicated to developing "superintelligence," or AI that outperforms people when it comes to thinking and understanding.- 'Mercenary' -Tech blogger Zvi Moshowitz felt Zuckerberg had to do something about the situation, expecting Meta to succeed in attracting hot talent but questioning how well it will pay off."There are some extreme downsides to going pure mercenary... and being a company with products no one wants to work on," Moshowitz told AFP."I don't expect it to work, but I suppose Llama will suck less."While Meta's share price is nearing a new high with the overall value of the company approaching $2 trillion, some investors have started to investors are concerned about how well Meta is managing its cash flow and reserves, according to Baird strategist Ted Mortonson."Right now, there are no checks and balances" with Zuckerberg free to do as he wishes running Meta, Mortonson potential for Meta to cash in by using AI to rev its lucrative online advertising machine has strong appeal but "people have a real big concern about spending," said executives have laid out a vision of using AI to streamline the ad process from easy creation to smarter targeting, bypassing creative agencies and providing a turnkey solution to talent hires are a long-term investment unlikely to impact Meta's profitability in the immediate future, according to CFRA analyst Angelo Zino."But still, you need those people on board now and to invest aggressively to be ready for that phase" of generative AI, Zino to The New York Times, Zuckerberg is considering shifting away from Meta's Llama, perhaps even using competing AI models State University professor Mehmet Canayaz sees potential for Meta to succeed with AI agents tailored to specific tasks at its platform, not requiring the best large language model."Even firms without the most advanced LLMs, like Meta, can succeed as long as their models perform well within their specific market segment," Canayaz said.
Time of India
3 days ago
- Time of India
Genpact issues clarification on 10-hour workday after backlash
Genpact has clarified it follows a nine-hour workday, not ten, amid backlash over reports of extended hours. Employees and HR experts criticised the move, which was communicated internally around 20 days ago. A senior employee told ET HR World that the 10-hour workday wasn't formally announced, but informally pushed through managers and agents. Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads Technology and services firm Genpact responded to recent concerns by clarifying that it follows a nine-hour workday and not ten, according to a report by The Times of clarification came after a backlash over the company's recent decision to extend the working day to 10 hours. ET had reported that the change, communicated internally around 20 days ago, was expected to roll out by and HR professionals criticised the move, saying it goes against progressive workplace practices Adding to concerns, employees revealed that under the new arrangement, 'productivity' would be tracked via an internal system monitoring daily active hours.A senior staff member told ET HR World that the '10-hour policy isn't even official, but is passed through managers and agents'. The same person noted that there were frequent resignations by experienced employees, with new hires taking their situation has once again given rise to discussions around the work-life balance in Indian companies Genpact's clarification comes shortly after Infosys advised employees against working excessively long hours while remote, citing health risks and urging a better focus on work-life balance.
