As a Filipino managing cross-cultural teams, I’ve come to understand that recognition goes far beyond saying “thank you” or giving praise in team meetings. In diverse work environments, where cultures, values, and motivations differ, the concept of recognition must be nuanced and inclusive. Recently, a team member told me, “I’m feeling underappreciated by the team.” Their candidness made me pause and reflect on how critical it is to foster an environment where everyone feels seen, heard, and valued—not just in words, but also in actions.
For many professionals, feeling underappreciated often goes hand in hand with feeling undervalued, especially when it comes to pay and compensation. If team members perceive pay inequality or feel that their contributions aren’t reflected in their salary, their motivation can plummet, regardless of how much verbal recognition they receive. And when unaddressed, this can lead to burnout, disengagement, or even a desire to leave the company.
Here are five questions I’ve found helpful to address feelings of underappreciation, ensure recognition is meaningful, and highlight the connection between recognition and fair compensation.
1. What are the specific situations that made you feel underappreciated?
When managing cross-cultural teams, it’s important to understand what actions—or lack thereof—have made someone feel undervalued. Sometimes, it’s as simple as not receiving feedback after completing a project; other times, it’s deeper, like being excluded from decision-making or compensation reviews.
“I’ve taken on additional responsibilities over the last few months, but I haven’t received any acknowledgment for my extra effort.”
By identifying specific instances where recognition was missed, we can address the immediate concerns and prevent similar oversights in the future.
2. How do you feel recognition is typically given within the team, and what would make you feel more valued?
Not everyone interprets recognition the same way. Cultural backgrounds, work styles, and individual preferences play a significant role in how people feel valued. This question helps identify whether the current methods of recognition—whether through public praise, performance reviews, or rewards—match your team member’s expectations.
“While I appreciate verbal recognition, I would feel more valued if my hard work was reflected in opportunities for career growth or a raise.”
This is where the link between appreciation and compensation comes into play. Recognition must also be tangible—through fair pay, bonuses, or advancement opportunities—to ensure employees feel their efforts are acknowledged.
3. What actions or contributions do you think have gone unnoticed or unacknowledged?
Some team members might be quietly contributing in ways that are less visible but no less valuable. This question invites them to express the ways they’ve gone above and beyond, which may have flown under the radar. And when it comes to pay equality, this is especially important: if someone is taking on more responsibilities without seeing an adjustment in compensation, it can quickly lead to feelings of being taken for granted.
“I’ve been helping other team members finish their projects, but I haven’t been recognized for the extra work.”
Identifying these efforts allows leaders to ensure that team members are not only thanked but also compensated appropriately for their contributions.
4. What motivates you, and how do you prefer to be recognized for your work?
It’s critical to understand what truly motivates each team member, especially in a cross-cultural setting where values and priorities may differ. Some may feel highly motivated by personal acknowledgment and growth opportunities, while others place more value on tangible rewards like pay increases or bonuses.
“While I appreciate feedback, I would feel more appreciated if my work was reflected in a raise or a promotion.”
This ties directly to the concept of pay equality. For many, feeling underappreciated is closely linked to not being compensated fairly. If team members are consistently performing above expectations without seeing any financial recognition, it can lead to frustration and disengagement.
5. Is this underappreciation a sign of burnout or something deeper, like needing to move on?
Sometimes, when someone expresses that they feel underappreciated, it can be a sign of burnout or a deeper issue with their role or the company. If a team member feels consistently undervalued—whether through lack of recognition or pay inequality—it may be an indication that they are no longer aligned with the organization’s values or that they’ve outgrown their current role.
“I’ve been feeling undervalued for a while, and I’m starting to wonder if it’s time for me to move on to a new opportunity.”
While it’s never easy to hear this, it’s important to give team members the space to express deeper concerns. This can also be an opportunity to reassess whether there are changes that can be made—like addressing pay disparities or creating new growth paths—or if it’s time to part ways.
Recognizing the Link Between Appreciation and Fair Compensation
As someone who manages cross-cultural teams, I’ve seen firsthand that feelings of underappreciation are not always about lack of verbal acknowledgment. Often, it’s tied to something more concrete, like pay inequality or being overlooked for promotions. When employees feel their compensation doesn’t match their contributions, no amount of praise can fill that gap. This is why recognition must also be backed up by fairness in pay and growth opportunities.
In industries where diverse teams work together, pay inequality can be a silent but significant issue. As leaders, it’s essential to regularly evaluate whether compensation reflects the value each team member brings to the organization, especially across different cultures and backgrounds.
The key takeaway here is simple: Recognition and appreciation must be holistic. It’s not just about saying “thank you”—it’s about ensuring that each team member feels valued through fair pay, opportunities for growth, and meaningful acknowledgment of their efforts. And, in cases where a team member feels burned out or undervalued, it’s our responsibility as leaders to either make the necessary changes or help guide them toward a new chapter in their career.
When we approach recognition this way, we create an environment where everyone feels not only appreciated but also respected and valued, both personally and professionally.
