爲了找到一份好工作，談談你爲什麼熱愛它

When interviewing for your next job, how can you impress your recruiter and increase your chances of securing a job offer? Of course you may wish to emphasize your ambitions and goals you hope to achieve as a result of working at the company — your extrinsic motivation for the job. But to what extent should you also emphasize your love for your work and what you hope to achieve as part of the process of working at the company? This comprises your intrinsic motivation for the job, and most of us understand how important it can be to sustained engagement at work; but do recruiters care to hear this?

在面試下一份工作時，你怎樣才能給招聘人員留下好印象，並增加你獲得工作機會的機會？當然，你可能希望強調你在公司工作的雄心和目標——你工作的外在動機。但在何種程度上，你還應該強調自己對工作的熱愛，以及在公司工作過程中希望達到的目標？這包括你對這份工作的內在動機，我們大多數人都知道持續參與工作是多麼重要；但是招聘人員是否願意聽到這些呢？

Our research suggests that they do — and that job applicants aren’t taking advantage of that. Indeed, we have found that people fail to predict the power of such a statement of intrinsic motivation on the impression they make.

我們的研究表明確實如此，而求職者並沒有利用這一點。事實上，我們發現人們無法預測這種內在動機的陳述對他們給人的印象的影響。

To examine this prediction problem — the discrepancy between what candidates think will impress recruiters and what recruiters actually find impressive — we surveyed 1428 full-time employees and MBA students across five studies. Some provided their predictions, guessing what recruiters would find impressive when hiring a job candidate. Others told us what they actually valued when making hiring decisions.

爲了研究這個預測問題——這兩個問題的分歧：求職者認爲什麼會給招聘者留下深刻印象，什麼會給招聘者留下深刻印象——我們在五項研究中調查了1428名全職員工和MBA學生。一些人提供了自己的猜測，猜測招聘人員在招聘求職者時會對哪些職位印象深刻。其他人告訴我們，在做招聘決定時，他們真正看重的是什麼。

As a first test, we asked full-time employees to view several statements that they could make during a job interview. Some statements emphasized intrinsic motivation, for example, wanting a job that is interesting and meaningful. Other statements emphasized extrinsic motivation, for example, caring for career advancement and financial security. Candidates indicated how impressive they thought each statement was for recruiters. Another group of employees viewed these same statements and told us how impressed they would be by a job candidate who expressed each of these during an interview. Whereas job candidates accurately predicted how impressed recruiters would be by statements of extrinsic motivation, these individuals failed to realize how much recruiters would be impressed by expressions of intrinsic motivation. Emphasizing love for a particular job was more important for recruiters than candidates anticipated.

作爲第一個測試，我們要求全職員工查看他們在工作面試中可能說的話。一些描述強調內在動機，例如，想要一份有趣而有意義的工作。其他描述強調外在動機，例如，關心職業發展和財務安全。應聘者表示，他們認爲每一份簡歷對招聘人員來說都是多麼令人印象深刻。另一組員工看到了同樣的描述，並告訴我們，如果一個求職者在面試中表達了這些觀點，他們會對這個求職者印象深刻。儘管求職者準確地預測了招聘人員對外在動機的描述的印象有多麼深刻，但這些人沒有意識到招聘人員對內在動機的表達的印象也會有多麼深刻。對招聘人員來說，強調對某份工作的熱愛比應聘者預期的更重要。

We found this same pattern — that people fail to predict the value of expressing intrinsic motivation — when the roles were reversed. In this study, recruiters predicted what recruits find appealing in a company and what would convince them to accept a job offer. Specifically, we asked MBA students to view statements about company culture, including current employees’ intrinsic and extrinsic motivation, and predict how useful each one is in convincing an admitted candidate to join the company. Other MBAs viewed these same statements and told us whether they would accept a job offer from a company who expressed each of these in its culture. Whereas recruiters correctly predicted that recruits wanted to work at a company where the culture emphasized extrinsic motivation, they underestimated how much recruits valued working at a company where the culture emphasized intrinsic motivation. Emphasizing that employees find their job interesting and meaningful impressed job candidates more than those in the role of recruiter anticipated.

我們發現，當角色互換時，人們無法預測表達內在動機的價值。在這項研究中，招聘人員預測了應聘者對公司的吸引力，以及什麼能說服他們接受這份工作。具體來說，我們讓MBA學生查看關於公司文化的描述，包括當前員工的內在和外在動機，並預測每一項陳述在說服被錄取的求職者加入公司方面有多有用。其他MBA學生看到了同樣的描述，並告訴我們他們是否會接受這樣的工作機會：在企業文化中表達了上述觀點的公司。儘管招聘人員正確地預測到，新員工希望在一家文化強調外部動機的公司工作，但他們低估了新員工對在一家文化強調內在動機的公司工作的重視程度。強調員工覺得自己的工作有趣且有意義，會給求職者留下比招聘人員預期的印象更深刻的印象。

Why do candidates, and recruiters, underestimate how much others value intrinsic motivation? We found that although people know that they care about intrinsic motivation, they don’t know that others also care about this just as much. People’s lack of awareness that others value intrinsic motivation influences what they say when trying to impress others.

爲什麼求職者和招聘人員會低估其他人對內在動機的重視程度？我們發現，儘管人們知道他們關心的是內在動機，但他們不知道其他人也同樣關心這個。人們沒有意識到別人看重內在動機，這影響了他們在試圖給別人留下深刻印象時所說的話。

This failure to appreciate that others care to be intrinsically motivated has consequences for what we say in job interviews. In one study, we asked MBA students to choose a pitch for a job interview: One pitch emphasized intrinsic motivation (e.g., “I love doing my work”) and the other pitch emphasized extrinsic motivation (e.g., “the position would be a great place for me to advance my career”). If students chose the pitch that the majority of recruiters (another group of MBAs) selected as more convincing, they could be eligible to win a prize. We found that while only 43% of the candidates chose the intrinsic pitch, 69.5% of the recruiters thought it was superior and more likely to land the job.

這種未能意識到別人關心的是內在的動機對我們在工作面試中所說的話有影響。在一項研究中，我們讓MBA學生爲求職面試選擇一種說辭：一種強調內在動機（比如，“我喜歡做我的工作”），另一種強調外在動機（比如，“這個職位對我的職業發展很有幫助”）。如果學生們選擇了大多數招聘人員（另一組MBA）認爲更有說服力的方案，他們就有資格獲得獎金。我們發現，雖然只有43%的求職者選擇了固有的推銷方式，但69.5%的招聘人員認爲這種方式更好，更有可能得到這份工作。

How can job seekers ensure they emphasize motivations that recruiters care for? One tip is to take the recruiter’s perspective. We asked employees to view two job pitches that emphasized either intrinsic or extrinsic motivation, and to the choose one that would impress a recruiter. Before choosing, we instructed one group to take the recruiter’s perspective. This group first considered who they would hire if they were the recruiter, before choosing a pitch they believed would impress a recruiter. The other group did not take the recruiters’ perspective before choosing.

求職者如何確保他們強調了招聘人員所關心的動機？有一個技巧是站在招聘人員的角度。我們讓員工看兩種強調內在動機或外在動機的工作方式，以及選擇一種能給招聘人員留下深刻印象的工作方式。在選擇之前，我們指導一組人從招聘人員的角度考慮問題。這羣人首先考慮如果他們是招聘人員他們會僱傭誰，然後選擇一個他們認爲能給招聘人員留下深刻印象的職位。另一組在選擇之前沒有考慮招聘人員的觀點。

Perspective-taking helped those in the role of job candidate better intuit that recruiters are impressed by intrinsic motivation, leading 45.9% of them to choose this message compared with only 31.7% who did not take the recruiters’ perspective.

換位思考能幫助那些扮演求職者角色的人更好地直覺地意識到招聘者對內在動機印象深刻，他們中有45.9%的人選擇了這種信息，而沒有采取招聘者觀點的人只有31.7%。

The takeaway is clear: candidates interviewing for a job should highlight the meaning they derive from their work, and recruiters looking to attract job candidates should emphasize that their employees do work they love. Engaging in perspective taking — putting yourself in the other person’s shoes — is one way to ensure intrinsic motivation is emphasized.

結果很明顯：求職者面試時應該強調他們從工作中獲得的意義，而招聘人員爲了吸引求職者，應該強調他們的員工做着自己喜歡的工作。從不同角度看待問題——設身處地爲別人着想——是確保內在動力得到強調的一種方式。