What do American workers want for the holidays? Connection and appreciation, says a new study.
The poll of 2,000 U.S. employees found that 55% feel more appreciated during the holiday season than any other time of the year.
For the holidays, two in three (65%) said they’d likely attend their workplace’s holiday party this year. Many said they would either come for free food (39%) or if their workplace friends came (34%).
Among the holiday cheer, the study, commissioned by Motivosity and conducted by Talker Research, found a surprise that questions some traditional views about company culture.
An overall 72% of respondents say being connected to their company’s culture is important to them. At its core, 48% believe what makes a company’s culture so special are their coworkers — more so than the leadership (38%) or a belief in common values and missions (33%).
Along those lines, 63% of employees said “face to face” communication is the most effective way to build positive relationships with their coworkers.
Nearly half of employees also cited how appreciation from peers (48%) and their direct boss (46%) was the best way gratitude can be shown in the workplace — valued higher than receiving regular raises (39%).
Of a lengthy list of non-traditional benefits, respondents again chose appreciation from their direct boss and peers as what they would value the most (37% and 32%, respectively), compared to things like snacks, mental wellness programs, and relaxation areas.
A majority of employees (58%) said having a company commit to employee recognition and rewards has a “major” or “significant” role in their decision to stay with their current company.
In comparison, only 13% said they aren’t influenced by recognition when deciding whether or not to stay or leave.
“There’s a mountain of data telling leaders that success is all about the people and that recognition is the #1 driver of job satisfaction, yet leaders still struggle with meaningful results,” said Motivosity CEO, Scott Johnson. “Here’s the secret to success: don’t do it yourself. You can’t do it yourself. You can’t ‘drive’ this kind of culture from the top down. We see ever increasing importance placed on the role of ‘coworker’ in companies. Leaders need to leverage that power by empowering their teams to be more connected and to appreciate each other more.”
The research found connection and communication was the central foundation for good culture. Thirty-eight percent believed their workplace has an “extremely” good work culture — nurturing feelings of belonging, camaraderie, and friendly communication between coworkers.
The most influential factors in having a positive relationship with coworkers was found to be working together in person (34%) and communicating often in a work setting (27%).
The most common forms of primary communication between coworkers is through face to face conversations (61%), email (30%), phone calls (24%) and texts through their personal phones (20%).
WHAT MAKES PEOPLE FEEL APPRECIATED AT WORK?
Personal thank you’s from their direct boss – 48%Being able to easily communicate with their coworkers and boss – 46%Being appreciated by their peers, customers, or the public – 41%Being paid a living wage or being given regular raises – 39%Having a flexible work schedule – 35%Respect for their time outside of working hours – 35%Being empowered to be more autonomous – 18%Having a wellness program offered through my workplace – 17%Company-wide and/or team-wide shoutouts – 15%Winning an internal award (MVP, employee of the month, etc.) – 13%
Survey methodology:
Talker Research surveyed 2,000 employed Americans; the survey was commissioned by Motivosity and administered and conducted online by Talker Research between Nov. 11 and Nov. 15, 2024.
We are sourcing from a non-probability frame and the two main sources we use are:
Traditional online access panels — where respondents opt-in to take part in online market research for an incentiveProgrammatic — where respondents are online and are given the option to take part in a survey to receive a virtual incentive usually related to the online activity they are engaging in
Those who did not fit the specified sample were terminated from the survey. As the survey is fielded, dynamic online sampling is used, adjusting targeting to achieve the quotas specified as part of the sampling plan.
Regardless of which sources a respondent came from, they were directed to an Online Survey, where the survey was conducted in English; a link to the questionnaire can be shared upon request. Respondents were awarded points for completing the survey. These points have a small cash-equivalent monetary value.
Cells are only reported on for analysis if they have a minimum of 80 respondents, and statistical significance is calculated at the 95% level. Data is not weighted, but quotas and other parameters are put in place to reach the desired sample.
Interviews are excluded from the final analysis if they failed quality-checking measures. This includes:
Speeders: Respondents who complete the survey in a time that is quicker than one-third of the median length of interview are disqualified as speedersOpen ends: All verbatim responses (full open-ended questions as well as other please specify options) are checked for inappropriate or irrelevant textBots: Captcha is enabled on surveys, which allows the research team to identify and disqualify botsDuplicates: Survey software has “deduping” based on digital fingerprinting, which ensures nobody is allowed to take the survey more than once
It is worth noting that this survey was only available to individuals with internet access, and the results may not be generalizable to those without internet access.
