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SALT
LAKE CITY, UTAH –\u00a0Media OutReach\u00a0– 23 September
2021 – O.C. Tanner,
the global leader in employee recognition and workplace culture, today
announced the release of its 2022 Global Culture Report. In its fourth year,
the report provides an in-depth look at timely workplace culture and employee
experience issues based on data gathered from over …<\/p>\n","protected":false},"author":1,"featured_media":17673,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[60],"tags":[],"_links":{"self":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts\/17672"}],"collection":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/comments?post=17672"}],"version-history":[{"count":0,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts\/17672\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/media\/17673"}],"wp:attachment":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/media?parent=17672"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/categories?post=17672"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/tags?post=17672"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nLAKE CITY, UTAH –\u00a0Media OutReach<\/a>\u00a0– 23 September
\n2021 – <\/b>O.C. Tanner<\/a>,
\nthe global leader in employee recognition and workplace culture, today
\nannounced the release of its 2022 Global Culture Report. In its fourth year,
\nthe report provides an in-depth look at timely workplace culture and employee
\nexperience issues based on data gathered from over 38,000 employees, leaders,
\nHR practitioners, and executives from 21 countries worldwide. The report was
\nannounced at O.C. Tanner’s annual culture conference, Influence
\nGreatness<\/a>, which took place virtually for the second consecutive
\nyear.<\/p>\n
\na causal relationship between employee recognition and the strength of
\nconnection between employees, this year’s landmark study supports over a decade
\nof research to show that recognition is a critical tool for organisations,
\nparticularly in an era rife with disconnection and social fragmentation,”
\nsaid Dr. Alexander Lovell, Director of Research and Data Science at the O.C.
\nTanner Institute. “Additionally, our research makes clear that the recent
\n‘Great Resignation’ phenomenon is only the beginning. Repairing the damaged
\naspects of workplace cultures is imperative, but will not be easy. It will take
\ntime to thoroughly rethink long-held beliefs about the employee experience and
\napproaches to building workplace culture, and we hope this report will act as a
\nguide for those company leaders looking to do so.”<\/p>\n
\ncompanies approach a post-pandemic era, the report highlights some of their
\ngreatest challenges: creating meaningful employee experiences and connecting
\npeople across the organisation. Generic, top-down programs for collaboration,
\nrecognition, and growth will no longer be effective. Because the pandemic has
\naffected employees in extremely different ways, personalising the employee
\nexperience will be crucial to building inclusive cultures. Leaders will have to
\ninspire great work in their people regardless of where it’s done. As they look
\nto reimagine the workplace, organisations today have the opportunity to refresh
\ntheir cultures\u2014to exceed the best of their old normal, evolve their employee
\nexperiences, and focus on what will truly drive business results.<\/p>\n
\nformer concept of workplace ‘normalcy’ left the building in March 2020, and
\nit’s not coming back,” said Gary Beckstrand, Vice President of the O.C. Tanner
\nInstitute. “A new landscape of work and business has emerged from the pandemic,
\nand helping employees feel connected to purpose, accomplishment, and one
\nanother\u2014no matter where or when they work\u2014is more important than ever. With so
\nmuch continued uncertainty, the 2022 Global Culture Report shines a light on
\nthe specific elements that organisations need to prioritise as they look to
\nnavigate the next phase of work.”<\/p>\n
\nmatter how tempting it may be to revert back to pre-pandemic modes of thinking
\nand working, the 2022 Global Culture Report emphasises the need for
\norganisations across the globe to continue the march forward,” said Alan
\nHeyward, Managing Director for Asia Pacific at O. C. Tanner. “As markets
\nrecover and HR leaders continue to assert their position as a strategic partner
\nthrough trying times, the findings from this extensive research can prove to be
\ninvaluable.”<\/p>\n
\nThe average employee engagement score is down 18% from
\nlast year’s report.<\/p>\n
\nsuccessful hybrid employee experiences:<\/p>\n
\nprogram: 68%<\/p>\n
\nnumber of days worked remotely: 65% <\/p>\n
\navailability when working remotely: 65% <\/p>\n
\nin-person social connection with coworkers: 58%<\/p>\n
\nschedule and location flexibility at work, the probability of cultural outcomes
\nincrease:<\/p>\n
\nPromoter on the eNPS scale: 41%<\/p>\n
\nworkplace is where they form most of their new friendships and that their
\nsocial group at work inspires them to do their best work.<\/p>\n
\nnumber of individuals they regularly interact with at work has decreased
\nsignificantly over the past year, and 57% say they engage in fewer social
\nactivities. <\/p>\n
\nemployees feel disconnected from their leader, furthering feelings of isolation
\nand loneliness.<\/p>\n
\nconnected to their workplace, culture, and purpose, the likelihood of great
\nwork falls 90%, the probability of burnout increases 11x, and the odds that
\nemployees will leave within three years surge 6x.<\/p>\n
\npersonas emerged and were defined, each with their own general focus, work
\nstyle and self-esteem: Socialiser, Tasker, Builder, Coaster, and Achiever.<\/p>\n
\na different probability of being engaged, and a different probability of doing
\ngreat work. Builders and Socialisers have the highest likelihood of doing great
\nwork, while Coasters have the least. Achievers have a relatively high
\nprobability of engagement, but not great work.<\/p>\n
\nrecognition affect feelings of connection differently for each group. For the
\noften-introverted Tasker, public praise has a negative effect, but eCards and
\nmonetary eCards increase connection. For Builders, any form of recognition
\nbuilds connection. Public appreciation has the most significant impact on the
\nmore outgoing Achievers.<\/p>\n
\npeak employee experiences starts with meeting three basic needs: autonomy,
\nconnection, and mastery.<\/p>\n
\nemployees’ recognition preferences and personalise recognition moments, the
\nodds of higher autonomy satisfaction improve 126% and the chances of higher
\nconnection satisfaction jump 145%.<\/p>\n
\nemployee development increase the likelihood of satisfying autonomy needs by
\n115%, connection needs by 124%, and mastery needs by 131%.<\/p>\n
\nincreased likelihood of improving the employee experience when they meet the
\nneeds of employee autonomy, connection and mastery.<\/p>\n
\ncomprehensive report, which serves up actionable data for business leaders
\nseeking change, can be accessed at O.C. Tanner’s website\u00a0here: https:\/\/www.octanner.com\/global-culture-report.html<\/a>.\u00a0 \u00a0<\/p>\n<\/p><\/div>\n\n
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