Making Help Visible: Experimental Evidence from a Recognition Program in the Workplace

Abstract

Organizations rely on peer-to-peer assistance among employees, yet incentivizing supportive behavior is difficult for organizations. This study evaluates an intervention in the second largest bank in Uganda aimed at fostering peer support. Using a cluster randomized controlled trial, we introduced a public recognition program in which employees identified as the most supportive received an award. The intervention increased employees’ willingness to share expertise by 21% and to mentor by 12%. These shifts translated into higher productivity for junior staff, who rely more heavily on peer guidance, without reducing the output of award recipients or top performers. The results suggest that the intervention worked by reshaping how helping behaviors are perceived in the organization, altering professional reputation and career prospects.