Canadian Government Executive - Volume 27 - Issue 04

14 / Canadian Government Executive // July/August 2021 BY EVA FOK MILLENNIAL OUTLOOK LOW-COST INGREDIENTS FOR HIGH ORGANIZATIONAL SUCCESS There are two things people want more than sex and money: recognition and praise. — MARY KAY Y ou might be skeptical. After all, there is no free lunch. But sometimes, all it takes is a quick “thank-you” to recognize some- one for something they did. Maslow’s hierarchy of needs clearly illus- trates the undeniable correlation between recognition and motivation. A 2012 Deloitte study assessed recognition and regular, candid communications as the greatest contributors to positive workplace culture and, ultimately, to strong business performance. Recognition can help unlock employees’ potential, retain top talent, and boost organizational performance. Yet, it remains untapped in many organizations, including the Ontario Public Service (OPS). Untapped potential The 2019 OPS employee engagement survey indicated that staff want more recognition for their work. Over 70 per cent want recog- nition for their individual job performance; meanwhile, almost 80 per cent want recog- nition for their team’s performance. How- ever, only 32.3 per cent believes that their ministry does a good job in formally rec- ognizing its employees. Verbal and written appreciation and immediate feedback were ranked as the most desired forms of recogni- tion, followed by learning opportunities and developmental assignments. The need for recognition will intensify as more Millennials populate the public sector. Millennials made up the greatest share of the Canadian labour force and 33.7 per cent of the OPS workforce in 2019. According to Ng & Gossett (2013), they tend to seek intrinsic over extrinsic rewards and hold high expec- tations for fulfillment and meaning in their work. Recognition and appreciation are often used interchangeably, but timing distin- guishes them. Whereas organizations usu- ally recognize extraordinary accomplish- ments, not every project is successful and affords the same opportunities to make spectacular breakthroughs. Appreciation acknowledges the inherent value of work ex- cellence, regardless of how individuals com- pare against others. While staff may receive enough apprecia- tion from their manager, Glassdoor (2013) maintains that more appreciation increases the likelihood of staying longer. The lesson learned here is that more appreciation is better. William Arthur Ward observed that, “Feeling gratitude and not expressing it is like wrapping up a present and not giving it.” A culture committed to recognition and appreciation Expressing recognition is an area of im- provement for hierarchical, silo-prone, bureaucratic organizations that are known for communication breakdowns. Radical European reform towards flatter, decen- tralized structures with greater horizontal coordination has helped mitigate short- comings with traditional government mod- els. But the “silo mentality” has not been completely eradicated, according to Scott (2020). The crux of the matter is culture— the organizational mentality. The key is to build a culture that is devoted to recogni- tion and appreciation. COVID-19 has only exacerbated the silo mentality and the need to acknowledge individual contribution. Remote work- ing has eliminated natural opportunities for the essential, interpersonal interac- tion that builds strong work relationships. Instead of passing by someone’s desk and saying, “Thanks for taking care of that!”, it falls to email or your next virtual conver- sation, which may not be immediate. Just as COVID-19 necessitated changes to the way work is done, managers and staff must make greater conscious effort to recognize and appreciate each other. Robbins suggests three simple steps to strengthen relationships and boost confi- dence: (1) Listen to show others that they matter; (2) Tell them proactively what you value about them, and give immediate rec- ognition on good work; and (3) Stay con- nected to demonstrate genuine interest in their well-being. Showing that you care about people goes far in fostering the trust that underpins robust teamwork and indi- vidual performance. COVID-19 is not a time to slow down. It is more crucial than ever to put in the extra effort to cultivate an inclusive, digital work- place culture where people feel connected, supported, valued, and like champions. Eva Fok is an Ontario Public Servant and Candidate for the Master of Public Policy, Administration and Law at York University. (evafok@ yorku.ca )