
Study Reveals Work Recognition Drives Employee Performance and Loyalty, 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.
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
4 days ago
- Time of India
Trans Employment Mela aims to offer mainstream jobs to members of transgender community, 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 Delhi, The third edition of Trans Employment Mela held at Lalit Hotel here on Wednesday was attended by more than 160 aspirants from transgender community, who sought employment in various fields including HR, hotel management, IT, business analytics, logistics, fashion and initiative of the Tweet Foundation and InHarmony, held in association with the Ministry of Social Justice and Empowerment, the Trans Employment Mela aimed to secure 100 placements for transgender and non-binary individuals - up from 77 last year and 58 in its first edition in participation from 17 companies, the mela featured job interviews, sensitisation workshops, networking sessions, panel discussions and performances by community about the employment drive, Abhina Aher, founder of Tweet Foundation, said there are about 15-20 lakh transgenders in India, but they do not find jobs despite being educated."Through this mela, companies will get more sensitised and hire more transgenders. The transgender community will receive more respect due to them. They will be able to earn a living and support their families," Aher Eeshwaran, founder of InHarmony, noted the importance of economic empowerment of the transgender community."If we want to empower them, we must provide them jobs. If they have jobs, they will be economically empowered and can do a lot many things. There are nearly 50 per cent transgenders who are graduates and a lot of them are first-time job seekers. Most companies who came here have never seen such a job mela where more than 160 candidates are transgenders," she mela saw the participation of leading companies like Mahindra Logistics, Karma Care, Publicis Sapient, Hexaware, EY Foundation and The of Mahindra Logistics said that the company is "committed to fostering a culture of inclusivity, equity and accessibility" to all its employees."We also ensure that we not only support but also value the diversity of our people and that it is irrespective of gender identity, nationality, race and gender orientation. We value the talent, the diverse background, education and different values that people bring with them. We have infrastructure in place, we have gender neutral washrooms. We have new parent policies in place. We have policies that focus on actually empowering people irrespective of their background," she many transgenders at the mela were first-time job seekers, not all were a 23-year-old trans person and graduate from Hindu College, shared the perspective of having worked with an MNC as a business analyst and said that even though corporates have made strides in inclusivity, there is still a long way to go."In the last 10 years, the situation has changed. Companies are becoming more accepting of the LGBTQIA community, but there is still a long way to go. Not all workplaces have gender-neutral washrooms, which creates a lot of problems for transgender and non-binary people. Also, a lot of times they don't get jobs because of their gender identities," Nitin Joshi, India's first international transgender queen, advised the community members to try and adjust to work environments where they are welcomed."It is becoming inclusive. The problem is that while there is inclusivity, there is no sensitisation happening in the corporates. People from the transgender community are very sensitive. They feel bad about small things. But we need to understand that we have to give time to other people to adjust to us. What is happening is people do get jobs, but they leave the jobs before they even get used to it," Joshi said.


Time of India
4 days ago
- Time of India
Joined as Management Trainee, Natwar Kadel is now Hyundai Motor India's Vertical Head
Hyundai Motor India has appointed Dr Natwar Kadel as Associate Vice President and Vertical Head - Human Resources , HR Strategy and People Strategy. Kadel's journey with Hyundai began in 2007 when he joined the company as a Management Trainee in Chennai. Within a year, he was promoted to Assistant Manager - Human Resources in 2008. Over the past 16 years, Kadel has grown within the organisation, and has now transitioned in his new role of leading the HR division in India. Prior to this role, he was the Head of HR, HRD Strategy, Corporate HR and People Strategy at Hyundai Motor India. In his new role, Kadel will report to Youngmyung Park, Vice President and Function Head - People Strategy, Hyundai Motor India. 'My key roles and responsibilities will be to drive global-standard HR practices, leading talent acquisition, talent experience, talent development, talent management and talent sustainability areas, guiding compensation and benefits strategies, and managing leadership development initiatives. It also includes timely execution of major HR projects while fostering a culture of agility, innovation and inclusivity to support Hyundai Motor India's long-term growth and achievement of business goals,' Kadel told ETHRWorld. The journey Speaking about his journey and the principles, Kadel shared that a deep belief in ownership with accountability has been central to his growth as he never viewed his role as just a job, but as a stewardship of the business and its people. This mindset enabled him to take on bold, enterprise-wide challenges. Kadel further said that building a culture rooted in trust and empathy has always been a priority, especially during critical periods such as labour scenarios or the pandemic. 'I've held firm to build a culture of trust and empathy - fostering collaboration, independent thinking and inclusive leadership, especially during moments of labour scenarios, or the pandemic,' he added. And the third priority for Kadel has been a passion for reinvention. 'I've consistently looked at every challenge as an opportunity to reimagine systems, whether it was revamping talent architecture, decentralizing leadership, or championing workforce innovation,' he said. At Hyundai Motor India, Kadel led certain HR initiatives that aligned talent strategy with business agility. A cornerstone was architecting the Role-Based Organisation (RBO), streamlining roles and simplifying the structure - accelerating decision-making and enhancing workforce flexibility. To build future-ready leadership, LEAD Academy was launched, fostering strategic, inclusive and human-centred leaders. Trailblazer and Young Talent Programme (NEXT) were few other initiatives led by him as a part of Hyundai's talent strategy. With experience in Employee Relations (ER), Kadel's aim was to ensure 100 percent policy compliance and fostering industrial harmony. Having risen from the grassroots level, Kadel's leadership style is shaped by his journey. He said it holds a strong respect for every role within the organisation and that he believes in the power of listening. According to Kadel, understanding the true pulse of the business and the language of its people is key to recognizing challenges early and driving collective focus. His transition from a Management Trainee to a strategic leader across diverse domains has given him both perspective and humility. Top strategic priorities As the new Vertical Head - Human Resources, Kadel said that his key priorities revolve around building a future-ready, people-centric organisation. He explained, 'First, I am focused on strengthening our Employee Value Proposition (EVP) - not just to attract top talent, but to deeply engage and retain them.' 'Today's workforce, especially Gen Z, looks for purpose, growth, authenticity and a culture they can connect with. Our EVP must reflect these evolving aspirations by offering meaningful work, continuous learning, wellbeing support and a strong sense of belonging,' he said. Second, Kadel is committed to fostering a sustainable high-performance culture - one that empowers teams, drives innovation, and ensures every employee understands how their contributions connect to the broader business goals. Creating such a culture is key to long-term success. Third, leadership development and robust succession planning remain critical. As Hyundai prepares for future growth and disruption, having a strong internal leadership pipeline is non-negotiable as per Kadel. 'I believe in identifying high-potential talent early, investing in their development, and equipping them to lead through change with confidence,' he added. Further, Kadel highlighted that as the automotive industry undergoes rapid transformations driven by EVs, AI, and sustainability imperatives, new skills, mindsets and capabilities will define future success. For this, Hyundai is proactively preparing its workforce to lead the transition. The company is investing significantly in building future-ready talent through high-aspiration programmes like TrailblazHer (Women Leadership Development Programme) and ARISE (Core Talent Programme) which focus on nurturing leadership potential and driving innovation. In addition, the company is upskilling its employees in emerging competencies, as a smart mobility solutions provider in the truest sense. Employee strategies Kadel shared that for the shopfloor employees, cascading values like tenacity, agility and resilience from leadership requires deliberate alignment between belief, behaviour and business rhythm. For this, Hyundai started role-modelling these behaviours at the top - through decision-making, communication and accountability structures. Then, the company embedded them into everyday systems: performance reviews, learning journeys, townhalls, and manager capability programmes. At the shopfloor level, it's about simplifying the narrative, celebrating on-ground heroes who live these values, and ensuring supervisors act as cultural conduits. Kadel concludes that in 2025, the ideal Hyundai Motor India employee will be both, a brand ambassador and a values champion - someone who not only represents the company externally, but also lives and breathes the Hyundai Way internally.


Time of India
6 days ago
- Time of India
Genpact's controversial 10-hour workday policy sparks employee backlash and concerns, ETHRWorld
Advt Advt By , ETHRWorld 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. Technology and services major Genpact 's decision to increase daily work hours to ten has triggered backlash from its employees and human resource (HR) experts, who say the move undermines progressive workplace values, with employees slamming the decision on social media and expressing concerns about productivity monitoring and potential impact on work-life change, announced internally about 20 days ago, has left many employees unsettled, with implementation scheduled in the middle of June, leading to a tense mood at the company's Hyderabad offices, reports The are concerned about increased work pressure, rising attrition, and the lack of transparency in the new policy, while HR experts suggest this reflects a broader post-pandemic shift in corporate strategy to address overpayment concerns.A number of employees have taken to social media to slam the one of the company's Hyderabad offices, an employee described the mood as to Genpact employees in Hyderabad, the implementation is scheduled in the middle of the new system, the employees explained, 'productivity' will be monitored through an internal portal that tracks daily active hours.'If I clock the allotted time, I earn 500 points per month, which is worth ₹3,000. We have been told that 5% of it, which is ₹150 in my case, will be paid for the additional time. It hardly feels like an incentive.'A senior employee involved in hiring said on the condition of anonymity that the work pressure is intense, and attrition is senior employee added that experienced staff are leaving daily, and new faces are being employee also noted that the 10-hour policy isn't even official, but is passed through managers and employee further stated that if you question it, you're branded with 'behavioural issues' and let employee mentioned that HR maintained transparency in hiring numbers earlier, but now even that's controlled entirely by have also been aired on social media platforms.'This is absolutely pathetic and the company increased working hours to 10, without increasing salary,' wrote one Reddit user.'Not just that, you have to complete 'WAM' that basically is an abusive tool which logs keystrokes. You have to maintain 9 hrs of those out of 10 now, or you get warning mails. 3-4 of such emails and they deduct your bonus and kill appraisals (sic),' the user added.A veteran in the IT-enabled services sector, who began his career at Genpact more than two decades ago, said the decision contradicts the values the company was built veteran expressed worry that this will influence other firms, especially local companies, to follow veteran also stated that HR has failed to act as a voice of reason search consultant Achyut Menon said the policy reflects a broader post-pandemic shift in corporate explained that after giving big salary hikes during the pandemic, companies now think they added that companies are bringing in harsh policies like extended hours and strict office mandates to make employees leave voluntarily, while hiring cheaper replacements on the had hoped the company might reconsider the decision after 15 days, but that did not happen.