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How timely insights can help managers keep teams motivated

More than ever, the responsibility of managers is in sharp focus. How can you use well timed insights to keep teams motivated? 

Read our three top tips on how to get the most our of your insights to support managers and motivate teams.

More than ever, the responsibility of managers is in sharp focus. What with dealing with evolving working practices, changing policies, and an increased focus on inclusivity and work/life balance, the lot of a manager is complex, challenging, and critical for the employee experience.  

Ultimately, they can prove to be the tipping point in the career of an employee through their actions (or inaction), determining someone’s loyalty, commitment, and satisfaction.  

That level of influence magnifies the importance of who, when and how they give recognition. 

The power of recognition  

Good managers know recognition is a key tool in their arsenal, and when well executed, improves motivation, inspiration, and retention, having a direct impact on business performance, the bottom line, and wellbeing. 

But unfortunately, it’s all too realistic to imagine a scenario where ‘send recognition’ remains unticked on the to-do list, often for a very long time.  

That’s not to say that managers in such a situation aren’t inclined to show appreciation, just that other responsibilities mean it’s rarely front of mind and getting the attention it warrants.  

Quality not quantity. Specific not generic.  

But sending a recognition is significantly more than just a box ticking exercise and that needs reflecting in the quality and timing of any recognitions that are sent.  

It’s about being more proactive than reactive. More personal than perfunctory.  

For example, if an individual goes above and beyond and is the talk of the company, chances are a manager will react accordingly to acknowledge their achievement. That’s great, but what about those who go under the radar despite continually living the company values?   

And when it comes to handing out recognition, we’re not just talking about a fleeting ‘thanks’ in passing (although it doesn’t hurt as well). No, we’re talking about considered and tailored appreciation that leaves the employee feeling valued.  

Timing is everything  

Equally as important as the sentiment is when it’s sent. Sending it at a precise time can maximise its impact, often influencing an employee’s career path… 

Recognising an employee within 30 days of them starting reinforces their decision to join and fosters belonging. Conversely, not recognising someone for over 90 days not only increases their dissatisfaction, but also their desire to leave.  

Adopting a timelier approach also reduces the chances of managers just batch-sending generic recognitions. Although sending ‘in bulk’ gets them off the to-do list, it runs the risk of them being perceived as insincere, and that’s just as damaging as not being recognised at all.  

So, how can managers be supported?  

It’s clear that much recognition responsibility sits on the shoulders of managers, so it’s important that they receive support to make recognition as powerful as it can be. 


And it’s not just about sending their own recognitions. It’s also important that they encourage their team to send the right recognition to the right person at the right time for the right reason.  

The good news is that introducing timely insights can give managers the guidance they need. By knowing what to look for and when, they can take action to create a positive and inclusive culture.  

Here’s how you can help support your manager… 

  • Establish best practice for a good recognition culture. Make it clear that the more specific and timelier the recognition, the greater the impact it has. On a wider level, make sure it’s clear which behaviours should be identified and acknowledged. 


  • Use data to track activity against the rules. Let managers see who in their team is sending and receiving recognitions, and to what extent. Give them access to the data that helps them establish if the right behaviours are being recognised or if the system is being abused.  


  • Leverage communication to nudge manager behaviour and encourage best practice activity. A gentle reminder to managers about who and when to send a recognition can increase their effectiveness.
  • Has someone recently started? 
  • Is a recognition overdue? 
  • Is it someone’s work anniversary? 


In addition, timely nudges can also increase the likelihood of managers sending recognitions. 

Our research shows that targeted, timely prompts to managers increased recognitions by 16% and reward issuance (points) by 18% compared with programmes where nudges were not sent. 

  • Share reports to give managers visibility of their recognition activity. A snapshot of who’s received what can help them make informed and inclusive decisions and redress imbalances. 
  • Who have they already recognised?
  • How frequently have they recognised someone?  
  • Are some individuals being overlooked? 
  • Are some individuals being favoured?  
  • Do performance levels match the recognition levels?