That uncertainty shows up in the way people work. Effort becomes more inconsistent. Results start to dip and then recover. It’s the kind of stop-start performance many leaders see but struggle to explain.
The data backs this up. Employees who get honest, useful feedback from their manager are more than nine times as likely to be highly engaged.
But this isn’t about how often feedback happens. It’s about whether it’s clear, useful, and actually helps. When it works, people know what’s expected of them, where they’re going, and how to get better.
That clarity gives people something to anchor to, so confidence is less easily knocked by a poor meeting or missed target, and progress feels more consistent as a result.
Without it, even good performers can feel unsure or disconnected. Feedback ends up feeling like something that’s done to them, not something that helps them.
Done right, though, it gives people something more valuable than just performance tips. It gives their work meaning.
Recognition creates the emotional connection
If feedback answers, “Am I doing the right things?”, recognition answers something just as important: “Does what I do actually matter?”
This is where a lot of organisations fall short. Expectations are clear, but recognition doesn’t follow. People know what’s required, but they don’t feel valued for doing it.
The result is often the same pattern, effort is there, but it’s inconsistent. Peaks and dips. Good weeks followed by quieter ones. Over time, motivation becomes harder to sustain.
Recognition fixes that gap.
Employees who feel their work is recognised are 8.4 times more likely to say they plan to stay. That’s a strong signal. It’s not just about pay or career moves. It’s about feeling seen.
When recognition is part of everyday work, the whole tone shifts. People feel appreciated, supported, and more motivated. When it’s missing, you start to see the opposite. Effort gets overlooked, ideas get ignored, and disengagement starts creeping in long before anyone resigns.
Why the combination matters
On their own, feedback and recognition both help. But together, they’re where things really change.
Our research shows a clear multiplier effect. People who get both are more engaged, more committed, and more willing to go the extra mile than those who get just one, or neither.
Put simply, they build belief. Feedback creates certainty. People know what good looks like and where they stand. Recognition builds confidence. It reinforces that what they’re doing is working, and that they’re capable of more.
When both are present, belief becomes more stable. People don’t just understand what to do, they trust themselves to do it well. When they’re missing, belief becomes fragile.
A tough client call, a missed target, a bad meeting, any of these can knock confidence. Without feedback to guide and recognition to reinforce, that dip can last longer than it should.
That’s why the combination works:
- Feedback provides direction, clarity and growth
- Recognition reinforces value, contribution and progress
Together, they create an environment where people feel clear, capable, and motivated.
What this means for leaders
This also reflects a shift in what people expect from leaders. It’s not enough anymore to just set goals and check results. People want regular guidance, honesty, and acknowledgment as part of everyday work.
When feedback is missing, people feel unsure. When recognition is missing too, that turns into disengagement, and eventually, people leave.
When both are there, you see the opposite: stronger engagement, more effort, and higher commitment.
The bottom line
There isn’t a single engagement strategy that guarantees results. But there are combinations that work better than others.
Feedback gives people direction. Recognition gives them motivation.
Together, they build something more powerful, belief. And when belief is there, performance becomes more consistent. Effort becomes more deliberate. Engagement stops being reactive and starts to stick.
The organisations getting this right aren’t choosing one approach over another. They’re making sure these things work together.
Because when they do, engagement improves, and so do the results.
Phil Williams is head of employee programmes at BI WORLDWIDE
