Inside the-mind-of-todays-candidate

Inside the Mind of
Today’s Candidate
13 insights that will make
you a smarter recruiter

About this report
We asked over 14,000 global professionals about their job-seeking attitudes and habits
in our annual talent surveys.* We uncovered how they find jobs, what drives them
to switch, and what they want at different stages of the process. We then combined
the data with what we know about human behavior to understand them on an even
deeper level. Fusing instincts with insights is an opportunity to take your recruiting
strategy to the next level.
Let’s go.
As a recruiter, you have great instincts. You rely on them every day to build relationships
with candidates and attract them to your company. But instincts can only take you so
far. To be a great recruiter, you need insights too. Data-driven insights can show you
who your candidates are in a way that your intuition cannot. Only data-driven insights
can tell you if your candidate hunches are right and if your messaging strategy is sound.
The good news is we have those insights right here in this report.
1
See Appendix for full methodology.
Balancing instincts with
data-driven insights

Table of
contents
Starting the conversation
Inspiring the application
Nailing the interview experience
Closing the deal
2
9
18
29

Inside the Mind of Today’s Candidate | 2
Starting the
conversation

90%
are open to new job
opportunities
feel flattered when
recruiters reach out
63%
Career FOMO (fear of missing out) is a real thing.1
Candidates want to avoid the bad
feeling of losing a dream opportunity, so they’re willing to hear you out. They also love
praise and favor those who give it.2
Since your outreach is perceived as a compliment, it
makes you more likeable.
1
Wilding, Melody. (2016, July 6). Career FOMO: How to Stop ‘Fear of Missing Out’ From Ruining Your Happiness. Forbes.
2
Cialdini, Robert. (2009). Influence: The Psychology of Persuasion. HarperCollins ebooks.
Let’s start from the top:
candidates want to hear from you

56%
are more likely to respond
if the hiring manager
reaches out instead
11
Cialdini, Robert. “The Science of Persuasion” Scientific American. Feb2001, Vol. 284 Issue 2, p76, 6p
People respond to authority often without realizing it.1
We follow the man in a suit
across the street against traffic but not the man in a t-shirt. We buy the medicine that’s
“Doctor recommended” over one that’s not. Many candidates see hiring managers as
having more authority, so they’re more likely to reply to them.
1
Cialdini, Robert. (2009). Influence: The Psychology of Persuasion. HarperCollins ebooks.
But they also want to hear from
the hiring manager

3 ways to power your outreach
Build relationships
with hiring managers
Tap more senior
recruiters
Boost your
own authority
Have lunch, take a walk,
meet on their turf. The
better you know them,
the easier it is to ask for
their help.
Use people with titles
that signal authority, e.g.,
“Senior” and “VP,” to add
clout to messages.
Publish, share, like, and
comment on content to
build and engage your
network and show your
professional status.
How to do it
1
2
3

Top info candidates want from a recruiter's first message
Job details 89%
Salary range 72%
Company overview 69%
Why I fit 54%
Job title 54%
Company culture 40%
Company mission 27%
Job and salary details top the list for what candidates want to know, and many expect company
information too. Use this ranking to gut-check and prioritize the content of your messages.
Candidates want lots of
information in your first message

Why it worksHow to do it
Don’t give them
everything
We pay closer attention to messages with
personal impact. Even though only half of
candidates say they want to know how they’ll
fit, all will be more attuned if you present the
role in relation to them.
Showing competence is key to a good first
impression.2
When you customize your messages,
you demonstrate that you know how to do your
homework and that you are in fact competent.
Make it
about them
Personalize
with details
6 science-backed tricks to improve your candidate messaging
When there’s a gap between what we know
and what we want to know, we feel compelled
to seek out the missing information. It’s like a
mental itch we have to scratch.1
Hold back a few enticing bits of
information to add intrigue. For example,
summarize the role and company but
don’t mention salary.
Address them directly with “You”
sentences. For example, “You have the
mobile expertise to lead our team” rather
than “I have a developer job that pays X.”
Be specific to show your effort to
understand them. For example, “The
startup you founded caught my eye” is
better than “Your profile is great.”
1
2
3
1
Loewenstein, George. (1994). The Psychology of Curiosity. Psychological Bulletin, 116, 75-98.
2
Goudreau, Jenna. (2016, January 16). A Harvard Psychologist Says People Judge You Based on 2 Criteria When They First Meet You. Business Insider.

Sound
human
We like people who are similar to us,
especially when they are similar in an
uncommon way. That’s because it gives us
the nice feeling of fitting in and standing out
at the the same time.2
Brain studies show people are happier when
they talk about themselves.3
When you let
candidates talk, they like you more because the
pleasure pathways in their brains are activated.
Strike common
ground
Let them do
the talking
6 science-backed tricks to improve your candidate messaging
Warmth is key to a good first impression too.
When you show your human or humorous side,
you’re more likeable.1
Write like you speak, without jargon
and formalities. Be funny, enthusiastic,
or whatever traits makes you you.
Check for human-ness by reading your
message aloud.
Find something you share with the
candidate, such as a connection or
school. Go for rare if you can, e.g., your
shared unicycling hobby rather than
your shared U.S. citizenship.
Once on the phone, ask candidates
about their career aspirations, current
role, and what makes them tick - then
zip it. Listen more than talk.
4
6
5
(continued)
1
Goudreau, Jenna. (2016, January 16). A Harvard Psychologist Says People Judge You Based on 2 Criteria When They First Meet You. Business Insider.
2
Grant, Adam. (2013, June 24). 6 Ways to Get Me to Email You Back. LinkedIn Pulse.
3
Ward, Adrian F. (2013, July 16). The Neuroscience of Everybody’s Favorite Topic. Scientific American.

Inspiring the
application

Where candidates get information before applying to jobs
Your company website is the top destination for first-line research followed by LinkedIn
and search engines. Candidates rely on your employees as a key resource as well but
use other social media and recruiters less.
Company website
LinkedIn
Search engines
Contacts at company
Other contacts
HR department
Headhunter
Facebook
Glassdoor
53%
38%
35%
32%
19%
14%
12%
12%
12%
Candidates spend 1-2 months
gathering info before applying

Invest in
your looks
We often say yes if we’re given something first.3
If
you’ve ever taken a sample and then bought the item,
you can relate. It’s not about the value of the offering.
We follow the crowd.2
We trust the book on the best-
seller list and the restaurant with the long line. When
employees vouch for you, candidates trust you more.
Company websites are all starting to look alike. Since
people pay more attention to contrast,4
not looking
like everyone else can attract more visitors.
Give something
away
Give employees
a voice
Tell it
like it is
4 easy ways to attract more applicants to your website
We favor what’s attractive.1
Just as good-looking
fundraisers get more donations, attractive websites
get more traffic. We assess visual appeal in
milliseconds and judge companies based on it.2
Upgrade images, layout, and copy to make it easier
on the eyes. Keep your culture in mind: if you’re
scrappy, don’t make your website too over-the-top.
Offer resources and tips to help candidates
through your process. See Google’s How We Hire,
a transparent and detailed look into its process.
Feature authentic employee stories and
testimonials. Link to your social channels for easy
access to external opinions too.
Dare to be different by showing real photos and
videos, unscripted employee testimonials, and
brutally honest job descriptions.
1
2
3
4
1
Cialdini, Robert (2001). The Science of Persuasion. Scientific American. 284(2), 76-82.
2
Hopkin, Michael (2006, January 13). Web Users Judge Sites in a Blink of an Eye. Nature.
3
Cialdini, Robert (2009). Influence: The Psychology of Persuasion. HarperCollins ebooks.
4
Laja, Peep. 8 Things that Grab and Hold Website Visitor’s Attention.

1
2
How to drive applications through search
1
Citation
The higher you rank in search results, the more likely candidates will click and apply. Humans are biased
to think what’s available is most probable too.1
So when companies rank high, they become more
‘available’ to candidates and considered more likely to have the right job. Candidates are also swayed by
Google’s authority so they trust that its top results are indeed most relevant.
See where
you stand
Optimize your
job descriptions
Just as you Google your own name,
do so for your company. Combine
it with job titles too, e.g., “LinkedIn
software engineer” to see what
candidates experience.
Be sure to optimize your titles and
descriptions with keywords your
target talent uses. Get started with
these eight simple steps.
How to do it
1
Tversky, Amos & Kahnemen, Daniel (1973). Availability: a Heuristic for Judging Frequency and Probability. Cognitive Psychology. 5, 207-232.

Social media plays a key role in
the application stage
35%49%
say LinkedIn played significant
role in recent job switch
follow companies on social media
to stay aware of jobs
As social media has exploded in the past decade, candidates are using it more and
more for job research. LinkedIn is now a pivotal tool for many, so be sure to focus your
efforts where candidates are most likely to go.

1
2
3
3 ways to get social media working for you
Grow your
followers
We favor the familiar. We buy the product
from the ad over the one we’ve never seen.
Similarly, it is cognitively easier for candidates
to apply to a company if they’ve engaged with
its content before.
When your employees are active on LinkedIn,
candidates trust you more. Each positive
interaction signals you’re a good employer.
Engage your
followers
Mobilize your
employees
Followers are the digital version of a long line
at a restaurant. Having many attracts even
more and gives the impression you’re doing
something right as a company.
Add your company’s LinkedIn follow
button to your digital properties and
your email signature.
Use status updates to inform, educate
and entertain candidates. Mix in job
postings as half your followers are
following you for just that reason. Check
out HP’s status updates for inspiration.
Ask employees to be active and show
them the value. Get started with these
five tips and see examples of how
employees can help.

Candidates do even more research to prepare for interviews
Where candidates get information to prepare for interviews
Application stageInterview stage
As interviews draw near, candidates do more research on company websites and search engines. They use LinkedIn steadily throughout the
process while their reliance on other social platforms and recruiters remains low.
Company website
LinkedIn
Search engines
Contacts at company
Other contacts
HR department
Headhunter
Facebook
Glassdoor
38%
35%
32%
19%
14%
12%
12%
12%
Company website
LinkedIn
Search engines
Contacts at company
Other contacts
HR department
Headhunter
Facebook
Glassdoor
65%
37%
47%
25%
23%
15%
14%
12%
12%
53%

1
2
You can set your candidates up for success
Explain your
interview process
on your website
Humans like to feel in control. It’s directly
tied to our sense of well-being.1
Helping
candidates prepare gives them a sense of
control, so in doing so they will like you
and your company more for it.
Stand out by
being a trusted
resource yourself
When you make your process transparent,
you become more trustworthy and
likeable. Remember that giving away
something too (information in this case)
can increase your influence power.
Get inspired by companies doing it right.
McKinsey & Company has an ‘Interviewing’
tab within its Careers section complete
with videos and tips, and Google’s website
has an entire section devoted to its
interview process.
Set clear expectations, a timeline and
sample questions. Go beyond what’s
required and delight candidates with
useful information. Consider the Google
recruiter who sent a detailed ‘cheat-sheet’
to a candidate pre-interview.
1
Fischer, Ronald & Boer, Diana (2011). What is More Important for National Well-Being: Money or Autonomy? Journal of Personality and Social Psychology. 101(1), 164-184.

Nailing the
interview experience

The average candidate experiences
months from
application to hire
number
ofinterviews
2-3 3 satisfied with
number of interviews
84%
Candidates want the
interview process to be brief
It generally takes two to three months for candidates to move from application
to hire. During that time, they have three interviews on average and most are
satisfied with that number.

2 golden rules for your interview process
Don’t underestimate
the power of
moving quickly
Fewer interviews keeps candidates
feeling fresh and excited about your
company rather than drained. Plus if your
process is efficient, they’ll assume your
company is too.
Don’t overburden
candidates with too
many interviews
We’d rather avoid a loss than receive a
gain.1
A candidate is more likely to take
the first of two equal offers because the
risk of losing both feels worse than the
benefit of getting both. A job offer now is
worth two in the future.
Use 2-3 months as a benchmark.
If your company takes four
months to hire, tighten up your
process so you have a better shot
at making an offer first.
Use three as a guide when
evaluating your interview number.2
If you’re putting candidates through
13, you’re turning them off.
1
Kahneman, D. & Tversky, A. (1992). Advances in prospect theory: Cumulative representation of uncertainty. Journal of Risk and Uncertainty. 5 (4): 297–323.
2
Google’s research also shows the optimal number of interviews is low - four.
1
2

What candidates say was most useful to hear from interviewers
Candidates want the scoop
on the role from interviewers
Role responsibilities 70%
How they fit with team 42%
Company mission & vision 42%
Salary and benefits 39%
Advancement after role 31%
Candidates are evaluating you too so try to give them what they want. Role
responsibilities are by far the hottest topic on their minds, so be sure to cover them.

Assign topics to
different interviewers
Leave time
for questions
Know your company
story cold
Divvy up the responsibility
so you can cover each area
more thoroughly.
Don't grill candidates up to the
last minute. Watch the clock so
they don't feel rushed.
Practice explaining your mission
and vision so that it's compelling
to the right candidates.
How to do it
Make sure your bases are covered
2
3
1

Top ways candidates learn about company culture
Office visit 51%
Hiring manager 50%
Other employees 46%
Company website 27%
24%Recruiters
The top interview challenge for candidates is not seeing the work
environment. Since office tours give them a glimpse into your culture, make
them part of the interview experience.
Candidates want to see your
culture in action

Let candidates look behind the scenes
Show off
your space
Go virtual
There’s no substitute for the sights, smells,
sounds, touch, and even tastes of your company.1
Experiencing your culture first-hand forms more
vivid memories and better judgements about fit.
When in-person tours can't happen, it's better
to stimulate candidates' visual senses than no
senses at all.
Invite candidates to office tours, open
houses and/or lunches. Or simply walk
around your workspace after interviews.
Use virtual reality and live video to help
bring your space to life for candidates.
1
Grohol, J. (2010). 8 Tips for Improving Your Memory. PsychCentral.
1
2

Top 3 things candidates want from the interview experience
Conversation with
leadership team
Prompt
follow-up
A sense of how
they performed
40%40% 36%
To kick your interview experience up a notch for candidates, know what they want the
most: to meet your company leaders and to get the right communication.
Access to leadership and prompt
feedback sweeten the experience

2 simple ways to delight candidates
Have them meet
your leaders
Feedback helps candidates improve as
professionals. Promptness helps them feel in
control. Give them both and they’ll like you more
for it (even if you reject them).
Give interview
feedback promptly
Remember the power of authority to influence.
Just as hiring managers can boost candidate
response rates, company leaders can improve
candidate acceptance rates.
Ask your leadership to
meet candidates one-on-
one or at least be available
for a quick introduction.
Call candidates on the
phone and have a candid
discussion about how
things went.
1
2

One bad interview can cost you
65%
of candidates say a bad
interview experience makes
them lose interest in the job
People are more sensitive to negative information than positive, so bad interviews
hurt more than good interviews help. Nowadays with social media, a bad interview
can cost you more than one candidate and can even lose your company big bucks.

Here’s how to stay out of trouble
Show basic
respect
Schedule
interviewers wisely
Our sense of self is driven by how others
treat us. When we’re treated respectfully,
we feel valued. Nailing the basics makes
candidates feel good about themselves
and like you more.
We remember the first and last events in
a series better than those in the middle.1
If you start and end strong, candidates
may be more forgiving of a poorer
experience in the middle.
Set expectations with candidates
beforehand, i.e., how many interviews, when,
and with whom. Make sure interviewers
come prepared, are on time and don’t do
things like eat lunch or check email.
Have your best interviewers meet with
candidates first and last in the process and
put everyone else in between.
1
Ebbinghaus, Hermann (1913). On memory: A contribution to experimental psychology. New York: Teachers College.
1
2

Closing
the deal

Top reasons for job change
Higher compensation 45%
Better skills & interest fit 37%
More growth opportunities 37%
More challenging work
More ability for impact
36%
29%
Better company culture 25%
There’s no question money talks. Salary often drives career decisions because people
assume they’ll be better off with more income. However, intrinsic motivators like fit and
growth opportunities are also crucial.
Compensation is the main reason
people switch jobs

Professionals say salary is most important but
science says otherwise
Research shows that more income brings more happiness only up to about $75,000 per year and then it taps out.1
And while money
is a great motivator for mechanical tasks (e.g., making widgets) it can actually hurt performance in creative or complex tasks.2
Don’t over-rely
on salary to hook
candidates
Research shows that the best way to use
salary is to simply pay enough so that it’s
a non-issue.4
Take money
off the table
We feel a boost when our income rises, but
we acclimate quickly and soon it doesn’t
please us as much.3
Money may give
candidates a brief high, but it’s not what
makes them loyal employees.
Focus on how your job or company
is a better fit, offers more challenge,
growth, impact, and/or a better
culture than their current role.
Pay fairly and competitively. Put
salary aside during discussions
by asking candidates what would
represent a 30% non-monetary but
meaningful increase to their career.
1
Kahneman, Daniel & Deaton, Angus. High income improves evaluation of life but not emotional well-being. PNAS. 107(38), 16489-16493.
2
Pink, Daniel. (2009). Drive: The Surprising Truth About What Motivates Us. New York, NY: Riverhead Books.
3
Blackman, Andrew (2014, November 10). Can Money Buy Happiness? The Wall Street Journal.
4
1
2

Why candidates stay where they are*
Professionals stay at their companies
because of growth opportunities
Opportunities for challenge or improve skills 56%
Confident about company’s future 37%
Great work-life balance 36%
Opportunities for promotion
Alignment with company values
29%
26%
Flexible work hours / telecommuting 26%
* Data based on the 37% of respondents who plan to stay at their company
more than three years.
When professionals feel they are learning and growing, doing something meaningful, and
controlling how they work, they’re less likely to leave.

Assess how much work
freedom you can offer
Candidates want interesting
and challenging work that
transforms them.
Candidates want their day-
to-day to be about something
bigger than themselves.
Know how your role can
challenge and transform
Tell your company story
in an inspiring way
How to tap into candidates’ most basic needs
Candidates want a say in where and
how they work, whom they work
with, and/or what they work on.
Dial up flexible hours, telecommuting
and overall work-life balance.
Highlight the paths to new skills, more
responsibility, and promotion.
Know your mission and values and
why the role is critical to the team,
company or beyond.
1
2
3
1
Our data align with what the science says. Research shows that once money's off the table, we’re driven by three things: autonomy, mastery and
purpose. Autonomy is the desire to direct our own lives, mastery is the desire to learn and get better, and purpose is the desire to make a difference or
contribution.1
These three needs are what motivate candidates to stay at their companies or leave, so keep them in mind when negotiating.

Conclusion

Key takeaways for better recruiting at every stage
Knowing what candidates want and why they want it helps you make better decisions. When you combine the
insights in this report with the instincts you’re already using, you’ll do your best recruiting.
Starting the
conversation
Inspiring the
application
Nailing the interview
experience
Closing
the deal
Know that some candidates prefer to be contacted by hiring managers, so be choosier about
hitting ‘send’ and ask for help when you need it. When you do reach out, balance the candidate’s
desire for lots of information with our science-backed tips for getting a response.
Help candidates discover your company and roles by investing in where they go for information -
mainly your website, search engines, and LinkedIn. Empower your employees to help you recruit
and step up your game by becoming a better information resource yourself.
Keep your interview period short, offer candidates a chance to learn about the role and the
culture, and show them basic human respect. Having leadership meet with candidates and
following up promptly with feedback will further boost their interview experience.
Avoid using salary as your main selling point. Money will influence certain circumstances, but it
won’t give you loyal employees. So long as your offer is competitive, focus on ways candidates
will learn and grow, have control over their work, and/or feel a sense of purpose.
1
2
3
4

For this report, we surveyed two different populations across 20+ countries in April of
2017. These survey respondents are all LinkedIn members who were targeted based on
information and recent activity from their LinkedIn profile.
About the survey
global professionals were asked about
their experience on the job and to
project into the future.
recent job switchers were asked to
recount their experience for their most
recent move between companies.
6,536
7,788

Geographical distribution of the survey sample
US 1200
Canada 1043
Nordics 557
Argentina 508
Colombia 439
Ireland 457 Poland 509
Indonesia 301
Malaysia 367
New Zealand 441
Singapore 387
Portugal 463
Turkey 478
Australia 535
South Africa 462
Brazil 505
India 539
Italy 503
MENA 478
Spain 500
France 517
China 333
Mexico 514
UK 499
Germany 511
Belgium 512
Netherlands 504
Japan 262

About LinkedIn Talent Solutions
Attract, engage, and recruit the best talent using the world’s largest professional network.
LinkedIn Talent Solutions helps you source talent, post jobs, build your employer brand and
create a stellar referral program.
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Neil Basu
Senior Associate, Research
Programs & Operations
Allison Schnidman
Market Researcher
About the authors
Kate Reilly
Writer & Content Strategist
Maria Ignatova
Content Marketing Lead
Research
Editorial

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