These HR specialists can often be the ones running their organizations’ recognition program, so they know their program best (and feel the most pain). They are an important part of the search for a new vendor and help narrow the initial field as influencers, not decision-makers. Many are completely new to the buying process and eager to participate.

Their key drivers are program success and wanting to make a difference. Because their role is often reactive in dealing with people issues, they enjoy the opportunity to contribute strategically. Their goals include delivering departmental and company-wide initiatives.

Like their leaders (SVP and VPs), this subset of prospective clients sees employee recognition as a critical element of Human Resources; however, they also experience the successes and failures of their current program up close and more personally.

When a committee is formed, these people are often the first ones assigned to it. Some will have a tangential role, others will be deeply involved in the selection process, especially in the discovery phase.

These potential clients crave information about specific features and capabilities that their current program lacks, and eagerly look forward to making improvements. In helping them with this, we should consistently communicate the reasons and strategy behind any new features and capabilities.

This information comes from dozens of hour-long interviews with individuals involved in the purchase of a recognition solution in the past 12 months. Much of what is included here are verbatim comments, listed in order of most frequently mentioned. Because all interviewees purchased, this does not include data on what happens when the buying process stalls out.

FOR INTERNAL USE ONLY. Version 3.0; Published: 2023-12-18