Hiring People Who Fit: Motivating the Right Candidates to Join Your Team
As a hiring manager, you’re doing more than just hiring people and filling roles — you’re building strong, connected teams and helping align people with a purpose. Still, finding the right person can be tough, even when applications are pouring in. So, when you do find that perfect candidate, how do you make sure they actually say “yes”? It all comes down to understanding what motivates them — and shaping your offer around what matters most to them.
Uncovering what drives a candidate is one of the most valuable skills a hiring manager can have. Here are some simple ways to do that in a way that’s both authentic and professional.
- Ask open ended questions focused on motivation
Being too direct in this situation may come across as brass or self-serving. Instead dig into the “why” of a person’s career. Try questions like:- What’s important to you in your next role?”
- “What does a great workday look like for you?”
- “What made you say yes to your last job? What made you leave?”
- Look at their career choices
- A candidate’s resume is more than a history — it’s a reflection of their priorities.
- Frequent moves? They may seek fast growth or variety.
- Long tenure? Likely values stability and loyalty.
- Shift in industry or function? Possibly driven by learning or purpose.
- Build trust first
People are more likely to open up when they feel the recruiter genuinely cares, not just about filling a role, but about finding the right fit for them. So slow down. Ask questions that show curiosity and respect. Reflect back what you hear. When candidates feel heard, they’re more likely to be honest about what really matters to them.
Don’t Assume — Confirm
Once you’ve picked up on a candidate’s motivators, check in. You can try something like:
- “I’m getting the sense that growth and recognition are big motivators for you — would you say that’s accurate?”
This simple move shows you’re listening and gives the candidate a chance to clarify or expand.
Once you have a clear understanding of what truly motivates your candidate, you can tailor your approach to speak directly to what matters most to them. During the Canadian Staffing Summit in Toronto, I had the pleasure of hearing Leadership Coach Nadia Ciani discuss common motivators and how to use them to present opportunities to candidates. Below is a brief summary of her insights.
- Financial Rewards
Salary and financial perks matter. Even if they’re not a candidate’s top motivator, compensation and rewards still play a key role in decision-making. When highlighting financial benefits, don’t just focus on the base salary — be sure to include the full picture: bonuses, health plans, retirement contributions, stock options, and any other financial incentives.
- Job Security
In an unpredictable world, many candidates are motivated by stability. They want to know they’re stepping into a role and an organization that will last.
How to influence:
- Share stories about long-tenured employees.
- Emphasize company growth, future plans, and the organization’s financial health.
- If relevant, highlight the company’s position within a recession-resistant industry.
- Personal Fulfilment and Purpose
Sometimes, it’s the little things that can help a candidate join your team. In this case emphasis the personal gains of joining your team such as free lunches, travel perks, wellness programs, and other lifestyle benefits.
How to influence:
- Personalize the pitch: If someone values travel, talk about conferences or international projects. If they’re a foodie, mention the free gourmet lunch program.
- Highlight flexible perks that align with their lifestyle.
- Career Advancement
For ambitious professionals, the chance to grow can outweigh a big salary. Ambitious people want to be better tomorrow than they were today and they’re looking for an organization that will help them get there.
How to influence:
- Outline learning opportunities, mentorship programs, training budgets, and potential career paths.
- Share examples of team members who’ve risen through the ranks or pivoted roles internally.
- Recognition and Status
Titles matter to some people — and that’s okay. Recognition, prestige, and professional reputation can be powerful drivers, particularly for candidates early in their careers or those in competitive industries.
How to influence:
- Use language that reflects prestige — like “leading a team of,” “spearheading a key initiative,” or “recognized expert.”
- Highlight public recognition programs, award systems, or industry reputation.
- Work-Life Balance
Many candidates are now thinking about the whole picture. These people want to work to live instead of living to work. They prioritize flexibility, time off, and mental well-being when evaluating new roles.
How to influence:
- Be clear about expectations around working hours, flexibility, and remote work.
- Talk about vacation policies, mental health days, and your commitment to preventing burnout.
- Team and Organizational Community
Some people are drawn to an organizations mission, values, and community. They want to work with people they like, believe in the company’s purpose, and feel like they’re part of something meaningful.
How to influence:
- Highlight the company culture, sharing real stories and examples of how the company lives and breathes their mission and vision statements.
- Talk about team events, diversity and inclusion initiatives, volunteer opportunities, and how you build community across the organization.
- Challenge and Intellectual Stimulation
Top talent is usually looking for more than just a comfortable role — they want to tackle real problems, take on challenges, and find smarter, better ways to get things done.
How to influence:
- Describe the intellectual challenges and the problems the candidate would help solve.
- Position the role as a space for continuous learning and creative thinking.
- Peer Influence and Social Approval
Some candidates thrive on recognition and the approval of their peers. They enjoy being acknowledged and they want to feel valued.
How to influence:
- Share stories of how employees are celebrated or recognized in your culture.
- During the interview process, let them meet future teammates who can validate the culture and reflect on the kind of social environment they’ll join.
- Autonomy
Finally, there’s the drive for independence. People that value autonomy are at their best when they’re trusted to take ownership and make decisions.
How to influence:
- Talk about how decisions are made, how much ownership they’ll have, and how your leadership style supports independence.
- Share examples of employees taking initiative and being trusted with big responsibilities.
Understanding what motivates a candidate is a recruitment superpower. Here’s how to use it:
- Ask early. Use interviews and pre-interview calls to explore what really matters to your candidate. Listen for clues about their motivators.
- Tailor your messaging. Once you know their motivators emphasize what aligns most with them, not just what you think is attractive.
- Be authentic. Influence isn’t manipulation. It’s about finding a genuine match between what the person wants and what you offer.
- Use your team. Involve current employees who reflect the same motivators as your candidate, their stories can validate and inspire in ways job descriptions can’
Final Thoughts
When you recruit with people’s motivators in mind, you’re not just filling roles, you’re creating connections. You’re showing candidates that your company sees them, not just as professionals, but as whole people with values, goals, and dreams. And that’s the kind of candidate that stays with your organization for years.