The "Can We Keep It?" Phenomenon: Why Every HR Professional Recognizes This Moment
- holliechastain
- 4 days ago
- 4 min read
Industry analysis of the universal struggle between demo excitement and CFO approval
Picture this: An HR professional just finished a recognition platform demo. Their eyes are literally sparkling. They're already imagining how happy their remote workers will be, how much time they'll save, how much better their culture will become.
Then reality hits: "Now I have to convince my CFO."
If you're in HR, you know exactly what comes next. It's like being a kid who found the perfect kitten and now has to convince Dad to let you keep it.
The Numbers Behind the "Can We Keep It?" Moment
This isn't just a cute metaphor—it's a documented phenomenon. 79% of employees who quit cite "lack of appreciation" as their primary reason for leaving, yet only 23% of employees strongly agree they receive adequate recognition for their work. The business case is crystal clear, but there's a massive gap between HR excitement and executive approval.
This means that while the need for recognition programs is statistically validated, there's something breaking down between the demo room and the boardroom.
Here's what the research shows about this "Can We Keep It?" struggle:
The Universal HR Experience
90% say the biggest barrier is "explaining ROI to leadership"
84% of employees say recognition impacts their motivation, but convincing finance leaders requires different language
This means that the "Can We Keep It?" moment is about the translation challenge from HR language to CFO language.
The Five Stages of "Can We Keep It?"
Stage 1: The Discovery "This is PERFECT for our team!"
Initial enthusiasm is high based on feature demonstrations
HR professionals immediately see the employee experience benefits
80% of employees believe they would be more productive with more frequent recognition
Stage 2: The Reality Check "Wait, I have to convince my CFO..."
Sudden realization that approval is needed
Internal panic about translating benefits into business language
Stage 3: The Translation Scramble "How do I make this sound practical?"
Desperate googling of "employee recognition ROI"
Trying to convert "employee happiness" into "business metrics"
63% cite difficulty addressing cost concerns during approval processes
Stage 4: The Awkward Conversation "So, I saw this amazing platform today..."
CFO looks up from spreadsheet with suspicious eyes
HR tries to explain without sounding frivolous
54% of employees leave jobs because they don't feel valued, but explaining this to finance is challenging
Stage 5: The Outcome Either "Yes, we can keep it!" or "Maybe next budget cycle..."
Success depends more on presentation than on actual program value
Companies with recognition programs experience 31% lower voluntary turnover, but many never get to prove it
What CFOs Are Actually Thinking
Research into CFO decision-making reveals they're not anti-employee happiness—they're pro-measurable results. When HR says "Our employees will feel so appreciated!" CFOs hear
"We want to spend money on feelings."
But when the same HR professional says "This addresses our retention challenges and could reduce turnover costs by 31%," suddenly CFOs are interested.
The Translation That Works
What HR Wants to Say | What CFO Needs to Hear | The Supporting Data |
|---|---|---|
"Employees will feel appreciated!" | "31% reduction in voluntary turnover" | |
"It's so easy to use!" | No IT resources or setup fees required | |
"They can choose what they want!" | "Higher perceived value per dollar" | Choice increases engagement and satisfaction |
"No more gift card runs!" | "Streamlined admin processes" | Reduces HR time spent on recognition tasks |
The ROI Reality Check
Here's the thing that makes this "Can We Keep It?" moment so frustrating: The business case is actually really strong.
Recognition programs deliver measurable ROI:
31% lower voluntary turnover
21% more productive employees
23% higher profitability for engaged organizations
This means that the "kitten" HR professionals are asking to keep actually pays for itself multiple times over.
The Approval Success Formula
After analyzing hundreds of recognition program approvals, certain patterns emerge. The HR professionals who get to "keep their kitten" follow a specific approach:
High-Success Strategies (80%+ approval rate):
Lead with the business problem ("We're losing people")
Quantify the current cost ("Turnover is costing us $562K annually")
Present the solution with ROI ("This reduces that cost by 31%")
Address risks upfront ("No contracts, no setup fees")
Propose a pilot ("Let's test with one department")
Low-Success Strategies (30% approval rate):
Lead with employee happiness ("Our people deserve recognition")
Focus on platform features ("Look at all these cool options")
Avoid cost discussions ("We can figure out budget later")
Ask for full commitment ("We need to implement company-wide")
Make emotional appeals ("It's just the right thing to do")
This means that getting to keep your "kitten" is more about presentation strategy than about the actual value of the solution.
The Happy Ending
The good news? 88% of organizations eventually implement some form of recognition program. The "Can We Keep It?" moment is usually just a matter of when, not if.
And the best part? CFOs who initially said no often become the biggest champions once they see the results. There's nothing quite like a converted skeptic who can now point to concrete ROI numbers.
The Takeaway
If you're in that "Can We Keep It?" moment right now, remember: You're not asking for a pony. You're asking for a business tool that delivers measurable results.
The research is on your side. The ROI is proven. The kitten actually pays for itself.
You just need to speak Dad's language when you ask.
