This standard requires leaders to make recognition a deliberate, specific, and frequent practice. Generic or infrequent recognition fails. What motivates people is being seen clearly — having the specific value of their contribution named by someone whose opinion they respect.
It supports the policy "Recognise and Celebrate Often" by making recognition quality and frequency a measurable leadership behaviour.
| Category | Description |
|---|---|
| People & Culture | - Recognition rare, generic, or reserved for exceptional events only. - Leaders assume good work is its own reward. |
| Process & Governance | - No structured recognition practices or cadences. - Awards and ceremonies exist but feel performative. |
| Technology & Tools | - No platforms or tools supporting peer or leader recognition. - Recognition invisible outside immediate team. |
| Measurement & Metrics | - No tracking of recognition frequency or quality. - Employee disengagement identified only through attrition. |
| Category | Description |
|---|---|
| People & Culture | - Some leaders recognise contributions but inconsistently and generically. - Recognition tied to formal performance cycles rather than real-time. |
| Process & Governance | - Annual or quarterly recognition rituals in place but insufficient cadence. - Some managers give shout-outs in team meetings. |
| Technology & Tools | - Basic recognition tools (Slack channels, peer nomination) available but underused. - Recognition visibility limited to immediate team. |
| Measurement & Metrics | - Engagement survey includes recognition questions. - Recognition frequency not tracked against engagement outcomes. |
| Category | Description |
|---|---|
| People & Culture | - Leaders give specific, timely recognition in team and broader forums regularly. - Recognition linked to values, behaviours, and impact, not just outputs. |
| Process & Governance | - Recognition embedded in team rituals (weekly shout-outs, retros, all-hands). - Leaders coached on what makes recognition meaningful and effective. |
| Technology & Tools | - Recognition platforms in active use across teams. - Peer recognition enabled and encouraged. |
| Measurement & Metrics | - Recognition frequency tracked per leader. - Correlation between recognition and engagement scores visible. |
| Category | Description |
|---|---|
| People & Culture | - Recognition quality assessed in 360 feedback and leadership effectiveness reviews. - Leaders learn to tailor recognition to individual preferences. |
| Process & Governance | - Recognition data integrated into team health dashboards. - Leaders held accountable for recognition frequency as part of people management expectations. |
| Technology & Tools | - Recognition analytics surface patterns in who is recognised and who is not. - Equity in recognition monitored to prevent bias in visibility. |
| Measurement & Metrics | - Recognition equity tracked across teams, roles, and identity groups. - Correlation between recognition rate and retention, engagement, and performance tracked. |
| Category | Description |
|---|---|
| People & Culture | - Recognition is a natural, frequent, and deeply specific leadership habit. - People are known by leaders for their specific contributions, not their role titles. |
| Process & Governance | - Recognition systems continuously refined based on what is most meaningful to people. - Recognition culture extends beyond leaders to peer networks across the organisation. |
| Technology & Tools | - Recognition platforms evolve with organisational culture and values. - Continuous signals from recognition data inform culture and talent strategy. |
| Measurement & Metrics | - Recognition quality and equity tracked as a standing culture health metric. - Leader recognition behaviour a key input to culture change programmes. |