'60% of our recognition comes from leaders, 40% from peers,' says HR executive in video interview with HRD
In an interview with HRDTV, Norm Sabapathy, executive vice president of people communications, and Hannah Yardley, chief people and culture officer, both from Cadillac Fairview, discuss how the organisation has transformed recognition into a central pillar of its company culture, aligning it with core strategy.
Their conversation sheds light on how recognition has become a pivotal element of their corporate strategy and their vision for the future of employee appreciation.
But recognition isn’t one-sided at Cadillac Fairview: it’s a dynamic flywheel where both leaders and peers play a role.
“In our company, the rough split is 60% of recognition comes from leaders, 40% comes from peers,” said Sabapathy. “I don't know whether that's a good balance or a not so good balance, but it's a balance that works for us. And it shows that the recognition can be driven from multiple places.”
Click through to the full video on HRDTV here to discover how this balanced approach keeps recognition alive and adapts to changing circumstances without compromising foundational principles.
Intersectionality of recognition with data-driven insights
Cadillac Fairview uses the Achievers platform to measure recognitions effectiveness, extending metrics beyond recognition statistics to engagement, attrition, mental health and belonging.
“Data really helps you know if your program is getting and sustaining traction,” said Sabapathy.
Commitment to recognition doesn’t stop there -- Cadillac’s Fairview’s view to the future is to develop the recognition program to be more meaningful to more diverse employee groups, says Sabapathy and Yardley.
