The Economist May 28th 2022 Business 61
W
hen labourmarkets are tight, the
perks tend to get better. Spotify is
rolling out a new corporatesubscription
package, enabling firms to offer the
streaming service to their employees. If
you are sufficiently high up at Goldman
Sachs, you are now entitled to take as
much holiday as you want (this is a nom
inal perk; no one who cherishes work
life balance gets to climb the ladder at
Goldman in the first place). Salesforce
has a ranch in California to which it can
send workers for inperson gettogeth
ers. If you work long enough for Blue
Origin, you might get blasted into space.
For firms that don’t own rockets or
ranches, it can seem hard to compete.
The good news is that small gestures of
appreciation can have an outsized effect
on employee satisfaction and loyalty.
The bad news is that they are not meant
to be scaled up.
Several pieces of research look at the
effect that acts of thoughtfulness can
have on staff. In one recent study by
academics at King’s College London and
Harvard Business School, a group of
social workers was randomly divided in
two: members of one group got a letter of
thanks for their work from their line
manager, and members of the other got
nothing. A month later, recipients of the
letter reported feeling much more valued
than their counterparts.
In similar vein, a study in 2010 found
that university fundraisers who were
personally thanked for their work by a
senior member of staff made many more
calls to ask alumni for donations in the
week following this small act of recogni
tion than they had in the week before.
There was no statistically significant
change for an unthanked control group.
Another study involved workers at a
CocaCola facility in Madrid, some of
whom had secretly been told to perform
acts of kindness to a subset of their col
leagues (bringing someone a drink, say, or
emailing them a note of thanks). Both
givers and receivers of these acts reported
feeling higher levels of job satisfaction;
and the receivers ended up doing other
colleagues more favours, too.
Such studies carry two lessons for
employers. One is that recognition can
have a meaningful impact on workers. The
other is that this impact is amplified if
shows of appreciation are personal and
unexpected. In their haste to act on the
first lesson, plenty of companies com
pletely forget the second.
Many firms now run formal employee
recognition initiatives, from rewards
programmes to award schemes. Vendors
offer clients a variety of services, includ
ing internal noticeboards on which col
leagues can publicly thank each other for
their work and bestow points that can be
redeemed for gifts and experiences. The
website of one vendor offers managers
advice on what to say to employees to
make them feel recognised, because abso
lutely nothing says “authenticity” like a
script. (Sample quote: “Congratulations
on your great victory! Only you could
have pulled it off!”, which sounds like a
Hallmark card for Napoleon.)
Industrialising appreciation misses
the point completely. Automated birth
day and workanniversary congrat
ulations are about as personal as an
invoice. Platforms on which peers pub
licly recognise the hard work of others
are liable to encourage performative
displays of praise. That is especially
likely if every compliment shows up on
an analytics dashboard for the boss; one
employeeengagement firm tracks shows
of gratitude and breaks these “recogni
tion occasions” into a series of ghastly
categories like “Owning the Results” and
“Building Trust Like a Family”.
Award schemes also require careful
handling. They are great if you win and
somewhat less motivating if you don’t
stand a chance. In one study from 2014,
academics looked at the effect of an
award programme on Zambian health
care trainees; they found that compari
son with others worsened performance,
especially for less able workers.
The secret to showing appreciation is
that scarcity matters. It should involve
effort: a handwritten note is better than
an email, which is better than an algo
rithm. It should feel personal, not part of
a scheme cooked up by the human
resources department. And it should be
sufficiently rare to register as meaning
ful; thanking everyone for everything
turns gratitude into a commodity. In
other words, appreciation is not a big
data project. Individual managers can
harness the power of small gestures to
make a real difference to their teams. The
best thing firms can do is to hire the sort
of people who recognise as much.
Showing appreciation is an art, not a science
BartlebyThe power of small gestures
with a 60% increase for the phlx, an index
of chip manufacturers.
In many ways Broadcom’s most recent
target resembles its previous success sto
ries. Like caand Symantec, vmware sells
infrastructure software and controls a
large share of that market. According to
Gartner, a research firm, the company
holds about 72% of the servervirtualisa
tion market, a technology that it helped to
pioneer. Another similarity is that its ser
vices are “sticky”, notes Stacy Rasgon of
Bernstein, a broker. It is hard for existing
customers to switch away because they are
reliant on vmware’s software to run their
server infrastructure.
But Broadcom may struggle to repeat its
past successes. Antitrust regulators are ev
er more wary of big tech mergers. And even
though the two firms do not compete di
rectly, America’s Federal Trade Commis
sion is already investigating whether
Broadcom forced customers into exclusive
agreements that make it difficult for them
to shop around. Another risk is a cultural
clash. Last year sasInstitute, another en
terprise firm, rejected Broadcom’s take
over bid. Part of the reason was that em
ployees worried that its costcutting strat
egy would put an end to their office perks.
And some worry that Broadcom’s pur
suit of profits will mean that vmware
misses out on a bigger prize. It is in the
middle of its own pivot, planning to grow
its subscription and cloud arms from 25%
of sales today to around 40% by 2025. In
doing so, vmware “has a shot at being the
layer on which most companies use the
cloud”, argues Patrick Moorhead, a chip
industry analyst. Cutting investment and
marketing would stifle suchefforts just as
cloud computing is booming.n