Cognitive dissonance is the feeling of discomfort individuals experience when their beliefs run counter to their behaviors.
It often happens after new information is presented to someone.
In the mid-1950s, psychologist Leon Festinger first proposed a theory of cognitive dissonance suggesting that people have an inner need to ensure that their beliefs and behaviors are consistent.
Inconsistent or conflicting beliefs lead to mental disharmony, which people strive to avoid.
As a recruiter or hiring manager, you’ll constantly be running up against cognitive dissonance when connecting with your prospects.
Why? You’re frequently introducing the new information that causes the mental disharmony.
Prospect Behavior: I am working for Company A.
Recruiter’s Conflicting Belief: Company B is more capable of engaging your talents.
Cognitive dissonance is a powerful force in an individual’s mind, and candidates will sometimes do strange or irrational things to alleviate mental disharmony. (i.e., A prospect might tell you: I’d never change brokerages… even if they’re unhappy.)
High-performing recruiters become experts at detecting cognitive dissonance, and then they employ strategies to minimize its negative effect on the recruiting process.
