When Jean-Pierre Brun conducts a job interview at his HR consulting firm Empreinte humaine, he always asks the same question: “If you come to work with us, how do you want to be recognized?” While the question catches some candidates off guard, it feels entirely natural once you know the background of this workplace recognition specialist.
Why do you ask this question?
Jean-Pierre Brun: Recognition is personal. Some people like public acknowledgment, others don’t. Some want to be recognized for their accomplishments, others for their personal qualities. By asking employees directly, you can adjust your management approach accordingly.
How do you introduce the topic? Do candidates understand the question right away?
J-P B: Most of the time, they’re surprised and don’t know what to say. They sometimes ask for a few minutes to think. It’s not a question people reflect on every day. I use the moment to explain the concept further — I ask them what matters to them, in terms of recognition, to feel motivated at work.
Some people, for instance, find it important to have access to support from their manager. They want to feel that if they have a doubt in the heat of the moment, their manager will be there to back them up. Others want to be kept informed about how the company is evolving — they want visibility into upcoming projects.
If they seem thrown off, I give them examples of different forms of recognition.
Recognition seems like a very broad concept in the end?
J-P B: At work, I see two distinct needs.
There’s a basic recognition need that falls under common courtesy — what I call gratitude recognition. All the praise, the thank-yous, the “good jobs” exchanged between colleagues. Then there’s a more fundamental need, which I call consideration. Employees want to feel like organizational citizens. They want to be informed, consulted, and feel that their voice matters.
That must make for some interesting conversations with candidates!
J-P B: It does. Often, at the end of the interview, they come back to the question and tell me how much they found it thought-provoking. It’s not the kind of reflection people naturally engage in every day.
What do you do with that information? Is it actually possible for a manager to personalize their recognition approach for each employee?
J-P B: Of course, you have to find a balance. If you have 40 employees, that doesn’t mean you have 40 completely different profiles. Some things are shared, and some elements are distinctive.
A manager’s role is to know their team well — to understand what motivates each person. A bit like a hockey coach: you don’t manage every player the same way. You adapt your approach based on the individual.
According to recent surveys, recognition seems to be lagging in the workplace — only 34% of HR advisors feel appreciated (Achievers Workforce Institute, 2025). Do you see the same thing in the field?
J-P B: I’ve been interested in this question for 25 years, and yes, the need for recognition does seem greater today than ever. I’m seeing an increased desire to be recognized — both informally, but also more formally, and even in terms of compensation, especially in the current economic climate.
People don’t just want thank-yous, praise, or congratulations. They want recognition to show up in concrete financial gestures. That’s not the only ask — far from it — but it’s an important one.
