ITA Group Lighthouse Research Report by ITA Group

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Executive Summary Organizations have invested billions of dollars in

they performed well. They wanted to know what

employee engagement initiatives over the past

they did, why it mattered, and that someone was

two decades. They have launched recognition

paying attention.

platforms,

For example, a manufacturing supervisor recently

implemented

rewards

programs,

redesigned performance management processes, and introduced employee experience strategies, all with the goal of creating a more engaged, productive, and loyal workforce. Despite these investments, employee engagement remains stubbornly low. Trust in leadership continues to decline, voluntary turnover remains elevated, and many employees report feeling disconnected from both their managers and their organizations. The problem is not that organizations have ignored recognition. The problem is that they have misunderstood it. Too often, recognition has become a transaction rather than a relationship. Employees receive praise for achieving results, but little attention is given to creating the human experiences that inspire those results in the first place. A generic “great job” or “thank you” may check the box, but when recognition lacks specificity, context, or sincerity, it becomes easy to dismiss. Employees don’t just want to hear that

noticed one of his highest-performing employees had become unusually quiet. Rather than praising another month of strong production numbers, he pulled the employee aside and simply asked, “You don’t seem like yourself. Is everything okay?” The conversation revealed challenges at home that had been affecting the employee for weeks. That moment of genuine care did more than improve morale. It strengthened trust, renewed the employee’s commitment to the team, and reminded him that he was valued as a person, not just for his productivity. The supervisor did not rely on an incentive, an award, or another generic “great job.” He acknowledged the employee, appreciated the person behind the performance, and reinforced a relationship built on trust. That simple interaction illustrates a powerful truth: people may remember another compliment, but they never forget a leader who made them feel accepted, respected, and appreciated.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Lighthouse Research shows that only 40%

influences how they feel, what they believe, and

of employees say their company provides

ultimately how they behave. Organizations that

opportunities to receive frequent appreciation

intentionally develop appreciation, meaningful

and recognition. That gap is not a technology

recognition,

problem. It is a relationship problem, and

create stronger cultures of belonging, greater

relationships are built one honest interaction

psychological

at a time. Recognition is most powerful when it

teams. This same study aligns with this,

acknowledges results and moves beyond that to

because employees who state they feel a sense

ensure people feel seen for the value they bring

of belonging (meaning they feel accepted,

to the table as a human and for behaviors that

respected, and appreciated) are 2x more likely

support connection and belonging within teams

to be happy in their current position with no

and the organization. People change when an

plans to leave.

and safety,

trust-building and

behaviors

higher-performing

organization creates a culture where recognition

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Rather than asking, “How often are we recognizing

• When a supportive company culture is

asking,

established, organizations are 71% more

“How are our daily behaviors shaping the way

likely to see productivity improvements,

employees?”

leaders

should

begin

54% more likely to improve employee

employees feel?” Culture is never built by policy

retention, and 28% more likely to

alone. Culture is built through repeated human

experience revenue increases.

experiences. Consider appreciation, recognition, and trust as

• When leadership is fully supportive,

an advocacy, business, and leadership multiplier

HR teams are 50% more likely to

based on these data points: • Workers at companies with functional,

successfully balance a people-focused and data-oriented approach.

supportive cultures are 10x more likely to recommend their employer as a great place to work.

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

We have spent years trying to improve workplace

Section 1: Appreciation

performance

Examine why appreciation extends beyond praise

investing

engagement

programs, recognition platforms, and rewards strategies.

Our

research

suggests

that

sustainable culture is built differently. It begins with understanding how everyday leadership behaviors shape how employees feel, what they believe, and ultimately how they perform. At its core, this report explores three things every employee is looking for: To be seen, to understand that their work makes a difference, and to know they have the support they need to succeed. Those

by showing employees they are valued for who they are, traits they bring to the table and effort they display in their work, creating a foundation of belonging. Section 2: Recognition Learn how meaningful recognition reinforces behaviors, connects individual contributions to organizational purpose, and helps employees understand the lasting impact of their work.

three needs form the foundation of appreciation,

Section 3: Trust

recognition, and trust, and together they shape

Discover why trust is not simply an outcome but

the culture every organization hopes to build.

a set of intentional behaviors that strengthen relationships, create psychological safety, and enable teams to thrive.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

The findings throughout this report challenge

performance today, but also shape a workplace

leaders to shift their focus from measuring

where people choose to contribute their very

results alone to creating the conditions that

best tomorrow. Often organizations focus on

produce lasting impact. Results will come after

what they want employees to accomplish. The

the foundation is built, but positive results aren’t

best organizations pay just as much attention to

guaranteed if an organization merely rolls out

how people feel while they’re accomplishing it,

yet another HR program. Organizations that

because those experiences shape what people

intentionally build cultures where people feel seen,

believe, how they behave, and ultimately the

valued, and supported will not only strengthen

culture they create together.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

The Gap Between Recognizing and Understanding

The distance between recognizing someone

as the corporate office. So, the organization

and truly understanding them is where most

decided that many companies talk about but

workplace culture initiatives quietly fail. A large

few complete. It consolidated its scattered

North American retailer, one of the largest

recognition initiative into one enterprise-wide

employers on the continent, ran directly into

experience.

that gap.

The solution was built around the same three

The organization employed more than half a

pillars at the center of this report: appreciation

million associates across stores, distribution

that included every associate regardless of

centers, and support functions spread across

location or role, recognition that was visible and

an enormous footprint. Recognition programs

tied to real achievement, and trust built through

existed, but they had grown up independently

consistent, fair standards applied across every

across different regions and business units,

division and country the company operated in.

the way most things do inside organizations

A single platform gave every associate, whether

that scale quickly. A store team on one coast

they worked in a distribution center at 5 a.m. or a

might have a completely different recognition

corporate office at 5 p.m., the same opportunity

experience than a distribution center a thousand

to be seen and celebrated.

miles away.

The impact showed up in the numbers almost

The problem was not a lack of effort. It was

immediately and continued to compound.

a lack of consistency. Associates on the front

More than 13 million recognition moments

line, the very people closest to customers every

have been delivered since launch, with 96%

day, often had the least access to the kind

of associates reporting satisfaction with the

of recognition that leadership assumed was

experience. Manager participation reached

reaching everyone.

85%, and overall program engagement climbed

Leadership

recognized

that

culture

could

not live only at headquarters. It had to reach the store floor and the loading dock as much

to 97%, numbers that suggest recognition stopped being something the company offered and became something the culture expected. Perhaps most tellingly, associates who received

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

organization a direct, measurable link between

Culture, at its core, is simply how most employees feel, believe, and behave most of the time.

recognition and retention in a workforce where

This is the deeper truth the case reveals.

recognition early in their employment stayed longer than those who did not, giving the

turnover is often the hardest problem to solve.

Business

impact

from

A.R.T.

Approach℠

What makes this story matter beyond its

(appreciation, recognition, and trust) does

impressive

reveals

not come from the existence of a program. It

underneath them. The retailer did not simply

comes from alignment far beneath the surface,

buy a better recognition tool. It closed

in the daily behaviors of managers and peers

the

employees

that either reinforce or erode culture one

and understanding them, by making sure

interaction at a time. Culture is not the mission

every associate, no matter how far from

statement on the wall or the values printed in the

headquarters, had access to appreciation,

handbook. It is what happens in the thousands

recognition, and trust in the same consistent

of small moments between a manager and an

way. That consistency is what allowed the

employee that no policy can fully script. When

results to hold at scale, because culture of half a

leadership treats appreciation, recognition,

million employees cannot be dictated from the

and trust as behaviors to be modeled rather

top. It must be lived, in the same way, by every

than programs to be launched, culture stops

manager and every peer, in every location,

being an abstraction and becomes something

every day.

employees can feel every single day.

gap

numbers

between

what

recognizing

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Section One Appreciation: Acknowledging People for Who They Are See Me Appreciation is the most personal of the three elements, and for that reason it is also the most likely to be applied incorrectly. It has nothing to do with output. It is not tied to a sale closed, a deadline met, or a problem solved. Appreciation says, in effect, “I see you as a whole person, not just as a producer of results.” It notices the steadiness someone brings to a chaotic week, the way a colleague makes newcomers feel welcome, or the quiet resilience someone shows while managing a

pride in the gesture. What I had not done was ask a single question first. I never found out who had allergies. I never found out who was vegetarian or vegan. I never found out whose culture or personal preference meant that pizza and soda were the last thing that would make them feel appreciated. The gesture landed for some of the team and completely missed others, and a few people quietly went without eating anything at all while I stood there thinking I had done something generous.

hard season outside of work. This is the part of a

That moment taught me something I carry

person that would still matter even if the metric

into every conversation about culture today.

disappeared tomorrow.

Appreciation is not about what makes the leader

Because appreciation is personal, it cannot be delivered generically and still land the way it is intended. A gesture that feels thoughtful to one person can feel hollow, or even alienating, to another. I learned this the hard way years ago when I was working in retail. I was managing a team, and I wanted them to feel valued, so I brought in food to celebrate a strong stretch of performance. I picked something I personally liked, ordered enough for everyone, and set it out with genuine

feel generous. It is about what makes the other person feel seen. It requires relationships. It’s seeing someone for the value they bring beyond what they deliver.

Appreciation is not about what makes the leader feel generous. It is about what makes the other person feel seen.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

The two are inseparable, and one rarely succeeds without the other already being present. Another reality is that while most leaders believe they appreciate their employees, many employees aren’t experiencing it that way. Appreciation is often intended, but intention alone doesn’t create impact. When we look at the data, a clear gap emerges between what organizations think they are communicating and what employees feel. Figure 1: Employee’s Level of Appreciation

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

The encouraging news is that appreciation

they assume. They notice character, not just

doesn’t require grand gestures, expensive

output. They understand that a birthday card

programs,

moments.

means something different to one employee

What employees are looking for is evidence

than it does to another, and that showing up in

that someone notices them, values them,

the right way, for the right person, in the right

and

them.

moment, is what separates appreciation that

appreciation

resonates from appreciation that simply checks

perfectly

understands what

Organizations

that

crafted

matters

excel

build small habits of curiosity into everyday

a box.

interactions. Managers ask questions before

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Section Two Recognition: Acknowledging People for What They’ve Done See My Impact If

appreciation

needed help getting unstuck. Imagine getting is

about

the

person,

recognition is about the work. It is the acknowledgment

effort,

contribution,

and outcome. Recognition tells someone that what they delivered mattered and that it moved something forward, whether that something was a client relationship, a product launch, a difficult decision, or a colleague who

a performance review that simply says, “You’re doing a good job.” You’d appreciate it, but you probably wouldn’t know what to keep doing. Now imagine your leader pointing out three specific behaviors that have had a real impact on the team or the business. That’s the difference effective recognition makes. It doesn’t just celebrate performance. It reinforces the behaviors that create it.

Figure 2: Employee’s Thrive on Frequent Recognition

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Most organizations already understand that

relationships, reinforces culture, and inspires

recognition matters, which is why they invest

people to contribute at their highest level.

in points, badges, and platforms. The limitation of these tools is not that they are ineffective, it is that they can become a substitute for the

Steps to Meaningful Recognition

human moment they were meant to enable. A

Timeliness matters.

notification that says “great job” carries little

Recognition has the greatest influence when it

weight if no one can say what the job was.

happens close to the behavior being recognized.

Employees can tell the difference between

Responding to the moment reinforces that

recognition that was thoughtfully delivered

employees’ contributions matter today, not

and recognition that is generic or was simply

weeks later during a performance review.

automated. The first creates connections. The second is quickly forgotten. Meaningful recognition is not accidental. It’s intentional and focused on helping employees feel seen, understand their impact, and know they are valued. The research throughout this report points to a simple conclusion: cultures don’t thrive because recognition exists. They thrive because recognition is practiced well. When

Recognition should always feel personal. Employees want to know they are valued as people, not simply evaluated for performance. Genuine

appreciation

acknowledges

the

individual behind the accomplishment and strengthens the relationship that makes future performance possible.

leaders consistently recognize people in ways that are timely, personal, specific, meaningful, aligned with organizational values, and focused on the future growth, recognition becomes more than a moment of appreciation. It becomes a cultural behavior that strengthens

Specificity creates clarity. Generic praise may make someone feel good for a moment, but specific recognition teaches people what excellence looks like. It reinforces the behaviors, decisions, and actions the organization wants repeated.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Impact gives work meaning.

Growth keeps recognition moving forward.

Employees are more motivated when they

The best recognition doesn’t simply celebrate

understand how their efforts influenced a

yesterday’s success. It builds confidence for

customer, strengthened a teammate, advanced

tomorrow’s opportunities. Employees leave

a project, or contributed to the organization’s

the conversation knowing not only that they

mission. Recognition becomes more powerful

made a difference but believing they can make

when people can clearly see the difference they

an even greater one.

made.

These six behaviors are not intended to become

Values shape culture.

another checklist. Together, they represent

Every recognition moment is an opportunity

a consistent way of leading that transforms

to reinforce what the organization stands for. When leaders connect appreciation to organizational values, recognition becomes one of the most effective ways to strengthen culture through everyday actions.

recognition from an occasional event into an everyday habit. When these simple behaviors are followed people don’t simply perform better. They thrive. And when people thrive, cultures thrive with them and organizations realize greater business outcomes.

A generic “great job” may acknowledge effort, but it rarely changes how someone feels about their manager, their team, or their future with the organization.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

people

When people consistently receive meaningful

recognition is not simply about celebrating

recognition, they gain confidence that their

accomplishments. It is about shaping beliefs,

efforts matter and that someone notices the

reinforcing behaviors, and creating experiences

value they bring. When contribution becomes

that help people feel seen, valued, and inspired

invisible, however, disengagement becomes

to contribute at their highest level. When

inevitable.

recognition

Relevant,

whether their work makes a difference,

Impact-driven, Values-based, and Encourages

whether anyone notices the extra effort, and

Growth, it becomes more than a practice.

ultimately whether they belong. Over time,

It becomes a catalyst for building trust,

that uncertainty erodes motivation, weakens

strengthening culture, and helping both people

commitment, and increases the likelihood

and organizations thrive.

that talented people will look for fulfillment

Recognition is far more than a morale booster.

somewhere else. Our research reinforces just

Aligning

these

behaviors

Timely,

reminds

Human,

It shapes how employees experience their work,

Employees

begin

question

how significant this impact can be.

their leaders, and the culture around them.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

These findings make one thing clear: recognition

Recognition is not a “nice-to-have.” It is one of

is not simply a reward for past performance. It is

the clearest signals employees receive about

one of the most influential leadership behaviors

whether the work they deliver matters. When

for shaping future performance, strengthening

people consistently know their contributions

relationships, and creating cultures where

are seen, valued, and connected to something

people choose to stay and thrive.

bigger than themselves, they don’t just perform differently. They believe differently about the organization they choose to serve.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Section Three Trust: Acknowledging People for How They Build Trust Support Trust is the least visible of the three elements and the most foundational. Appreciation and recognition are moments. Trust is the ground those moments stand on. Think of trust as the structural framework inside a building, the beams and supports hidden behind the walls that nobody notices until something goes wrong. When trust is strong, appreciation and recognition land exactly as intended. When trust is weak or absent, even the most thoughtful

gesture can feel suspicious, transactional, or worse, manipulative. An employee who does not trust their manager will hear praise and quietly wonder what is being asked of them. The challenge is that trust is often assumed rather than intentionally built. While many leaders believe they are creating an environment where employees can succeed, the employee experience tells a more nuanced story. Our research reveals a significant opportunity for leaders to strengthen trust through consistent support, coaching, and everyday interactions.

Figure 3: Employees View of Their Direct Leaderships Support

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

The relationship employees have with their

• It grows through consistency: showing up

direct manager is often the first test of trust,

the same way on a hard day as on an easy one,

but it is not the last. The experiences people

following through on what was said, telling

have with their leader shape how they view

the truth even when a softer version would be

the organization. When employees believe

more comfortable to deliver.

their manager supports their success, they are

• It grows through psychological safety,

more likely to feel safe sharing ideas, asking questions, admitting mistakes, and speaking up without fear of negative consequences. In other words, trust at the leadership level becomes the foundation for psychological safety across the organization. Without it, employees become more

guarded,

collaboration

suffers,

and

innovation gives way to self-protection. When trust extends beyond the manager and becomes part of the organizational culture, people are far more willing to contribute their best thinking, take healthy risks, and perform with confidence. Here’s what we’ve learned about trust.

the sense that a person can speak up, ask a question, admit a mistake, or push back on an idea without fear of embarrassment or retaliation. And it grows through support, the willingness of a leader or a peer to show up for someone not because it is required, but because the relationship matters. This is also where the retail story I shared earlier comes full circle. The reason I did not know who on my team had food allergies, who was vegan, or who simply did not want to be singled out in front of the group, was not because I did not care at that moment. It was

• It grows slowly, with one interaction at a

because I had not yet built the kind of trust

time. But it doesn’t disappear the same way.

and relationship that would have surfaced

Sometimes it’s broken in a single decision.

that information naturally. Trust is what makes

Other times it’s eroded through a series of small

appreciation and recognition personal instead

moments where people stop believing your

of generic. It is the quiet, ongoing work that

words match your actions.

happens in one-on-one conversations, in how

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

a leader responds when someone brings them

itself. It does not come with a dashboard or

bad news, and in the small moments of follow-

a leaderboard. It comes from managers who

through that accumulate into confidence and

follow through, who seek questions and provide

respect over time.

transparency. Managers who understand that

Without trust, appreciation and recognition

employees will trust and follow leaders who are

are guesses. With trust, they become informed acts of genuine care. Supporting people also means showing up during the moments that have nothing to do with performance at all. It means noticing when someone is struggling before they ask for help, creating space for people to be human at work, and standing behind a team member when things go wrong instead of only celebrating

not always right, but leaders who are real. Trust is not a soft outcome sitting on the sidelines of business performance. It is the mechanism that makes performance sustainable in the first place. Organizations that build on it and with purpose end up with teams that adapt faster to change, take smarter risks, and stay longer. Trust isn’t something we wait for. It’s something we build one behavior at a time.

when things go right. Trust does not build

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Bringing A.R.T. Approach℠ Together

Appreciation, recognition, and trust are often

organization that only recognizes achievement

talked about as if they were interchangeable,

without appreciating the person behind it

but employees are constantly asking three

risks

questions, whether they say them out loud or

an organization that offers appreciation and

not:

recognition without trust will find that neither

becoming

purely transactional. And

• Do you see me? (Appreciation)

one is believed. The relationship between

• Do you see what I have done? (Recognition)

than conceptual. It has a measurable impact

• Will you be there to support me? (Trust) None of the three can substitute for the others. An organization that only appreciates people without recognizing their contributions risks

feeling

warm

but

directionless. An

appreciation, recognition, and trust is more on how employees experience their manager, their team, and the organization. Our research shows

that

when

managers

consistently

support employees in performing at their best, the benefits extend far beyond individual performance.

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

These findings reinforce an important truth:

the moment they happen, and who consistently

leadership behaviors rarely operate in isolation.

follows through in ways that build trust, creates

A manager who helps employees perform at

an environment where people do not simply

their best is often demonstrating appreciation,

tolerate their work. They belong to it. This is

providing meaningful recognition, and building

the shift the introduction of this report pointed

trust at the same time. The greatest impact

to: moving from systems to behaviors, from

doesn’t come from excelling in one of these

programs to habits, from good intentions to

areas. It comes from intentionally bringing all

consistent demonstration.

three together in everyday interactions. The real power of the framework emerges when the three elements work together as a continuous loop rather than as isolated initiatives. A leader who takes the time to understand what appreciation means to everyone on their team, who recognizes specific contributions close to

The greatest impact doesn’t come from excelling in one of these areas. It comes from intentionally bringing all three together in everyday interactions.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

The inflection point for any organization is the

on its own. It can, however, remove friction,

moment when managers and peers apply the

reinforce positive habits, and help create

A.R.T. Approach℠ moments naturally, without

meaningful moments that might otherwise be

needing a policy or a platform to prompt them.

missed. The experiences of employees who

This is built on behaviors, but behaviors are

are happiest in their roles suggest that the

strengthened when the right tools make them

technology supporting employee experience

easier to practice consistently. Technology

still plays an important role in helping people

cannot create appreciation, recognition, or trust

perform their best.

Figure 4: Employees who are happy at their current company

Source: 2025 Lighthouse Research & Advisory Culture, Performance, & Recognition Study (n=1,000 employees, n=1,000 employers)

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

The research points to an important distinction.

It can make appreciation easier to deliver, but

Employees don’t stay because technology is

only leaders and peers can make it meaningful.

modern. They stay because it helps them feel

The organizations that create lasting cultures

supported, connected, and successful in their

understand this balance. They use technology

work. When technology is used strategically

to amplify great leadership behaviors, not

(or effectively); it is the enabler. When digital

automate them. This does not require a large

tools reinforce the everyday behaviors of

budget or a sweeping culture initiative to begin.

appreciation, recognition, and trust, they help

It starts with a single question asked with real

leaders create consistency at scale without

curiosity, a specific thank you delivered close

replacing the authenticity that makes those

to the moment it was earned, and a promise

moments meaningful.

kept when it would have been easier to let it

This is why appreciation, recognition, and trust

slide. Culture is built exactly the way trust is

begin with people. Technology can remind a manager to recognize an employee, but it

built, in small, repeated moments rather than grand declarations.

cannot replace the sincerity in their voice. It can surface milestones, but it cannot create trust.

Culture is built exactly the way trust is built, in small, repeated moments rather than grand declarations.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Conclusion Organizations do not have an awareness

the next era of work will not simply have the

problem when it comes to recognition. Most

most advanced technology. They will create the

leaders already know it matters. What they lack

highest levels of trust, clarity, adaptability, and

is a practical approach that moves recognition

human-centered performance.

beyond a transaction to transformational, and into a relationship. The A.R.T. Approach℠ framework

offers

that

path

forward.

challenges leaders to see people for who they are, to recognize the impact of what they do, and consistently demonstrate the behaviors that earn trust over time. The organizations that get this right will not necessarily be the ones with the largest recognition budget or the most sophisticated platform. They will be the ones willing to ask better questions, pay closer attention, and follow through on what they learn. Recognition is no longer a nice culture initiative. It is foundational infrastructure for performance, retention,

collaboration,

and

trust.

organizations continue investing in things like artificial intelligence, automation, and digital transformation, one reality remains unchanged: technology can transform how work gets done, but it cannot replace the human experiences that determine how people feel about the work they do. The organizations that win in

Beyond Recognition To Impact Employees today are also redefining what success looks like. They no longer want to fit their lives around work. They want work to contribute to a meaningful life. That shift challenges leaders to think differently about the

employee

experience.

Appreciation,

recognition, and trust are no longer optional leadership qualities. They are essential business behaviors that influence whether people choose to contribute their ideas, develop their potential, and remain committed to the organization. The opportunity to begin does not require a new platform, a larger budget, or another employee program. It starts with one conversation. Think about someone on your team who consistently shows up, solves problems, or quietly supports others. Instead of saying “Great job” tell them specifically what you noticed, explain why their actions mattered, and ask how you can better

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

support their success. In just a few minutes,

intentional leadership behaviors that create

you acknowledged the person, recognized their

the conditions for people and organizations to

impact, and strengthened trust. Small moments

thrive.

like these rarely make headlines, but repeated

Culture has never been built by policy alone. It

consistently, they shape beliefs, influence behaviors, and ultimately define culture.

is built through everyday leadership behaviors and the human experience those behaviors

comes

create. Every interaction leaves someone feeling

from ITA Group’s client data. Organizations

either more connected or more disconnected,

that intentionally reinforce quality through

more confident or more uncertain, more valued

appreciation,

have

or more overlooked. So, the question every

demonstrated that these principles can move

leader should ask is not, “Did I recognize my

beyond

become

employees today?” It is, “Did I help someone

embedded in everyday interactions, systemic

feel seen, valued, and supported?” The answer

efforts, and leadership behaviors. The result is a

to that question is what determines whether

more intentional approach to how organizations

your organization simply achieves results or

connect, align, and perform while addressing a

creates an impact that lasts long after the work

fundamental human need: knowing that our

is done.

contributions are seen, our efforts matter, and

Appreciation

Perhaps

the

strongest

recognition,

individual

evidence

and

moments

trust and

our work has meaning.

makes

people

feel

seen.

Recognition makes their contributions visible.

So, how do leaders consistently bring these

Trust gives them the confidence to bring their

elements to life? The answer is through

best. Together, they create conditions where people don’t just work. They thrive. That’s the power of the A.R.T. Approach.℠

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

Key Takeaways

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

About The Study The 2025 Employee Experience Trends Study surveyed 1,056 employers and 1,000 employees from across the United States. Surveys were gathered in Q2 2025. Employer demographics: virtually every industry is represented in the data, including healthcare, manufacturing, technology, construction, retail, education, financial services, and others. Employers ranged in size from <100 employees to 5,000+ employees. Respondents were C-level executives, Vice Presidents, or Directors in their respective companies. Employee demographics: 51% female, 49% male; ages 18-65; currently employed in full-time work within the US across a range of industries and job types.

Statement of Ethics As an independent analyst firm, our research and reporting provide unbiased, neutral views of the HR trends and technologies impacting work today. While this specific research was vendor-funded, it does not impact how we share the data with employers and practitioners. If you have any questions, please contact us.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

About ITA Group ITA Group helps organizations create workplaces where employees feel valued, connected and motivated to perform at their best. ITA Group’s exclusive A.R.T. approach, built on appreciation, recognition and trust, transforms employee engagement from a one-time initiative into consistent, everyday behaviors. By combining recognition strategy and technology, rewards, learning and development, employee and corporate events, and manager enablement, ITA Group helps brands strengthen culture, improve retention, increase performance and build meaningful connections. Unlike technology-only providers, ITA Group focuses on the human behaviors that drive lasting engagement. The A.R.T. approach embeds appreciation, recognition and trust into the flow of work through intentional experiences, practical tools and ongoing reinforcement. The result is a more connected workforce, stronger leaders and a culture where recognition becomes a habit rather than a program. Through events, incentives, recognition, loyalty, research and learning, ITA Group transforms how business feels for employees, channel partners and customers while helping brands create connections, motivate audiences and drive purposeful change. For more information visit www.itagroup.com

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

About Lighthouse Research & Advisory

Lighthouse Research & Advisory is a modern analyst firm dedicated to setting the standard for excellence in talent, learning, and HR. By providing compelling research and actionable insights for business leaders, our team’s mission is to navigate the rapidly changing field of human capital management to support today’s talent and learning functions. Our advisory, research, content, events, HR Awards Program, and other offerings serve tens of thousands of employers across the globe every year. Put simply: our goal is to chart a new course for talent. We do this with compelling research, innovative ideas, and a strong grasp of the current state of talent and technology at work. We have supported hundreds of organizations with our research, advisory, and insights since our beginning in 2016. In addition, our data also inform key product and strategy decisions at the industry’s leading technology and service providers.

Beyond Recognition To Impact: How Appreciation, Recognition, and Trust Drive Culture, Performance, and Retention

About the Author George Rogers is a nationally recognized workplace strategist, thought leader, author, and international keynote speaker with more than 25 years of experience championing leaders, organizations, and the people who make them successful. His work sits at the intersection of leadership, workplace culture, human performance, and organizational strategy, with a particular focus on creating environments where people and business can thrive together. As Chief Strategy Officer of Lighthouse Research & Advisory and Co-Founder of Lighthouse Academy, George works with executives, HR leaders, and organizations to translate research, workplace trends, and human-centered practices into strategies that strengthen leadership, culture, performance, and employee experience. His expertise spans leadership development, organizational culture, recognition, well-being, mental health, psychological safety, frontline workforce dynamics, and talent acquisition. George is the author of Champion Your Purpose, a leadership and personal development book centered on the connection between purpose, intentionality, and meaningful impact. As an international keynote speaker, he has become a trusted voice on the future of work and the human factors that shape organizational success. His presentations challenge conventional thinking while providing leaders with practical frameworks they can apply long after the keynote concludes. Throughout his career, George has remained committed to a fundamental belief: organizations do not have to choose between people and performance. The strongest organizations understand that how they lead, develop, recognize, and support their people is directly connected to how they perform.

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