Imagine this. You’re walking through a supermarket.

You need to buy jam. Probably Strawberry.

You see a shelf with six jars on display. Easy. You stop, have a look, maybe pick one up.

Now imagine there’s another shelf. Same aisle, but this one has 24 jars.

More options, right?

Better for the customer?

Wrong.

People stop at the 24-jam shelf. They look. They hesitate. They move on. It’s too much.

But the six-jam shelf? That’s where the sales happen.

This isn’t just a marketing story—it’s behavioural economics. And it’s the same principle that makes or breaks employer branding.

Why People Don’t Decide

We like to think people make rational decisions.

We tell ourselves they’ll weigh up the options, check the pros and cons, and make a logical choice.

But they don’t.

People decide based on how they feel. And what they feel is shaped by things they don’t even notice. Loss aversion. Anchoring bias. The paradox of choice.

Here’s the catch: you don’t need to know the terms to see them in action.

You’ve been there. Overwhelmed by too many options. Hesitating because you might make the wrong choice. Trusting what everyone else is doing because it feels safer.

Your candidates? They’re doing the same thing.

The Job Market’s Jam Problem

Every employer says they’re different.

But most job ads sound the same. “Innovative.” “Dynamic.” “Fast-paced.”

It’s jam shelf number two all over again.

So, how do you fix it?

Behavioural economics gives us the answer. It’s not about shouting louder. It’s about reducing friction, guiding choices, and making decisions feel easy.

Let’s talk about loss aversion. People are wired to avoid losing more than they’re driven to gain. So, when you’re selling a role, don’t just list perks. Show what they’ll miss if they don’t apply.

And framing matters. A job ad that says, “Lead the charge in revolutionising AI,” hits differently than, “We’re looking for someone with five years’ experience.”

One inspires. The other’s just a list.

Nudging Without Shoving

You don’t need to push people. In fact, pushing often backfires.

What you need is a nudge.

A nudge is small.

A friendly reminder. A carefully designed default. A bit of clever framing.

Here’s an example. Most job ads say, “Apply Now.” It’s direct, sure. But it’s also generic.

What if it said, “Start your next adventure”?

Now you’re not just telling them to apply. You’re inviting them to imagine their future.

Or think about your application process.

Clunky forms? Too many steps? That’s friction. Friction stops action. Remove it. Make applying as easy as saying yes.

Behavioural Economics in Action

Here’s what’s happening in 2025.

Candidates want purpose. Not because it’s trendy, but because they want work that feels worth it.

They’re driven by belonging. They want to see themselves in your company—your mission, your people, your values.

That’s social proof in action. Show them your team thriving. Show them someone like them succeeding.

That’s not spin. That’s evidence.

And then there’s technology.

AI’s great at personalisation. Predictive analytics, tailored recommendations—it all helps.

But here’s the thing: none of it matters if the experience isn’t human. Technology supports. It doesn’t replace.

Make It Easy

At the end of the day, employer branding isn’t about shouting. It’s not about tricking people.

It’s about making the right decision feel easy.

One nudge at a time.

So, ask yourself this: Are you giving candidates a six-jar shelf or a 24-jar shelf? Are you guiding them or overwhelming them? Are you showing them what they’ll gain—or just another list of demands?

Because in the end, it’s not about how many people see your ad. It’s about how many say yes.

Post:

Which reminds me. Stephen Reilly and I talked around this topic on TA Talks a few months ago. That's here if you like.