As Sara Algoe, a professor at the University of North Carolina at Chapel Hill’s department of psychology and neuroscience, noted to the Wall Street Journal, recognition doesn't need to be complex to be effective. But for maximum impact, it should follow these guidelines that the study identified.

Before offering anything to your colleagues, ask yourself whether the recognition is:

• Fulfilling: Is recognition offered frequently, at least a few times a month?
• Authentic: Is it specific, not just a general “good job”?
• Personalized: Is it planned for a context that matches how the person would want to be recognized? Not everyone wants to be called out publicly.
• Equitable: Does it reflect achievements in ways that feel balanced across the organization?
• Embedded: Are the organization’s expectations clearly shared? Are they made explicit in documentation like an employee handbook or discussed in culture conversations?

You should also incorporate these guidelines into how recognition is delivered across your organization. Ensure that your managers are trained to recognize employees effectively, and build this framework into any existing recognition systems and practices.