Motivation in 2025: A Must-Have for Any Offer or an Overrated Factor?

ITExpert team26.10.2025

Have you ever met a candidate with a flawless skill set — someone the market fought over — yet the hire still fell flat? Or, on the flip side, a junior with a spark in their eyes who consistently closed tasks on time and quickly earned a promotion? That’s not just about experience or hard skills. That’s about motivation — the trigger that can make or break a hire, even when the CV is impeccable.

And while the classic interview question “What motivates you?” gets asked all the time, figuring out whether you’re seeing genuine interest or a well-rehearsed act is a whole different challenge. In this article, I’ll explain why companies put so much weight on motivation and how candidates can demonstrate it without overplaying their hand.

Who’s a “Motivated Candidate,” Really?

A motivated professional isn’t simply someone who logs long hours or churns through tasks. It’s a person with an inner drive — someone who adapts to change, shows initiative, and thrives even without a clear playbook.

✅ Motivation unlocks the full potential of a candidate’s hard skills. A very rough illustration: most people working on space missions had never actually flown to the Moon. What they did have was the right technical background (working with rockets 🙃) and sufficient motivation to complete unique tasks and push through the unknown.

In IT, as in many other fields, challenges are rarely cookie-cutter. Decisions must be made quickly, new data absorbed, and progress maintained without a manager constantly looking over your shoulder. The desire to do the job well under these conditions is priceless — and it stems directly from the right motivation.

❌ Now picture the opposite: a technically gifted candidate who doesn’t care about the product or the team. They’ll show up, deliver the bare minimum, avoid initiative, self-development, and won’t suggest improvements. In the long run, they won’t become a valued and retained core employee.

Why motivation is a must:

Problem-solving autonomy. Say a critical bug appears in development, and the tech lead is unreachable. An experienced but unmotivated dev might just sit tight, waiting for instructions. A motivated one will dig in, explore fixes, and at least propose options.
Less need for micromanagement. If a PM has to handhold every step of a teammate, they’re just duplicating the work. A motivated candidate takes responsibility for their part of the process.
Real business impact. Imagine a contractor remodeling your apartment. If they just follow orders without care for the nuances, they might drill a hole in the wrong place, and you’ll end up paying to fix it. A motivated one notices the issue early and suggests a solution. In IT, the most valuable employees are those who flag risks and warn about them — not just those who tick boxes.

The logical outcome: all else being equal, employers will always choose the more motivated candidate.

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Motivation ≠ Endless Overtime

One popular myth: a motivated candidate is someone who works nights and weekends nonstop. However, long hours don’t always equate to genuine engagement.

In my opinion, there are two types of overtime:

Forced: when a company expects overwork as the norm, even when it’s not mission-critical. Or when employees can’t take a sick day without a doctor’s note “because that’s the system.” That leads straight to burnout, stalling growth.
Voluntary: when an individual chooses to stay late — maybe to grow faster, finish a high-stakes task, or feels responsible for the result. For example, a junior pouring extra hours into learning, or a senior staying to close a critical feature.

But not everyone distinguishes between them. In the end, job ads pop up asking for “shining eyes + ready to work 24/7 for $400.” The problem isn’t that specialists don’t want to work — it’s in the expectations. If a company prioritizes screen time over actual impact, it risks losing its strongest talent. Motivation reveals itself in far broader ways than overtime.

How Candidates Can Show Motivation (Without Overacting)

Here’s the twist: you don’t need to look motivated. You need to be motivated. This means your goal isn’t to wow the recruiter or hiring manager with exaggerated enthusiasm, but to assess your own fit with the employer — and then convince the manager that hiring you is the right move (in that order).

But if a candidate leans on stock phrases like “I want to grow” or “I’m interested in your company,” the effect is flat. It feels rehearsed, as if they’re trying too hard to impress. That kind of overplay reads as inauthentic.

So how do you strike the balance?

Pinpoint your true motivation. It’s not just about landing a job — it’s about why this role, this company, right now. Show that your interest won’t evaporate after the first few months.

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Do Your Homework Before the Interview. You don’t have to pretend you’re a fan of the company if you’re not. However, it’s crucial to have a basic understanding of the company’s specialization before the interview.

What actually works:

Explore the company’s products; watch webinars and read blogs by potential teammates, if available.
Understand the main business directions and goals — you can often glean these from articles in the media.
Ask yourself: How does my experience align with this team?

If the company has a visible public brand (a flagship product or a CEO who frequently speaks at conferences), the need for preparation is even sharper. If it’s a quieter business, at least nail down the basics: its focus, its clients, and its tech stack.

Anchor Your Motivation in Specifics. One of the biggest pitfalls for candidates is failing to articulate what truly drives them. When a candidate says they care about career growth but cannot explain what that means to them. Don’t just say “I want to grow.” Say, for example, “I want to work with Go in high-load systems.”

Exception: Junior candidates. For early-career candidates, it’s perfectly fine if motivation is simply “to break into the field.” Beginners often lack a nuanced understanding of the various IT companies. Senior candidates, on the other hand, should be able to focus on concrete challenges and their potential impact on the business.

Don’t Confuse Motivation with Overkill. If a candidate is overly active, a manager might assume they’re either performing or simply desperate for a job. And the latter rarely becomes a plus when considering a candidate.

Warning signs of overdoing it:

Proclaiming a willingness to work under any conditions.
Excessive flattery toward the company (constant compliments, even if the candidate does not know the details of its work).
Talking endlessly about “burning passion” and “team spirit” without substantive arguments.

Ask Questions. The lack of questions about the vacancy is at least suspicious. If the role truly sparks your interest, ask about the specifics to see whether it’s the right fit and how you can bring value. For example: What’s the company culture like? How looks interaction within the team or between departments? Are there plans to adopt new technologies in the near future?

A candidate shouldn’t perform interest — they should understand why they want the job. If they do, a recruiter will notice.

And of course, if you’ve burned out to the stage of feeling like “a pile of cold ash,” don’t fake enthusiasm. Take a pause, recharge, and ask yourself: What actually excites me? Where do I see my career heading?

Only once you’re clear on your own goals can you choose a company that resonates with them. That’s when your motivation becomes authentic rather than performative. And the authenticity is what makes for a true match — the kind where both sides win.

Analyzing Motivation in Hiring: 4 Tips for Employers

Spotting shallow or absent motivation is possible right at the interview stage. If a candidate can’t articulate what drives them in work — or their answer feels too generic — that’s a reason to be wary.

1. Pay Attention to the Red Flags

For me, these include:

“Money is my only motivation.” Obvious, yes, but if that’s the sole factor, they’ll leave as soon as a higher paycheck comes along. Most employers don’t want to take that risk.
“I don’t know.” If someone doesn’t understand what they want, motivation can’t be inculcated.
“I don’t really care, I just need a job.” If they can’t articulate what interests them, it signals either a lack of motivation or a lack of direction — both of which suggest they may soon pivot elsewhere.
“I want to try something new” (without detail). The desire to grow is good. But if “something new” isn’t backed by specifics, it often means the person doesn’t know whether this job is even right for them.

When you hear these answers, don’t rush to reject outright. Better ask again, try to expand on their answer. Often, nerves make candidates sound vague. With follow-up questions, they may open up and reveal fundamental drivers.

2. How to Spot a Half-Hearted Answer

How can you tell if the person sitting across from you genuinely wants the job — or is simply ready to accept the first offer that comes along?

Ask cross-check questions about past experience. How did the candidate behave when confronted with non-standard problems?
Test their knowledge of your company. Do they know the business, the product, the team? Have they kept up with company news, or is their knowledge limited to the job description?
Analyze the answers about career expectations. Genuine motivation is always tied to a specific goal, such as growth in a defined direction, working with particular technologies, or participating in complex projects. If a candidate can’t articulate what fuels them professionally, chances are they’ll say yes to whichever offer lands first.
Watch for alignment of values. Why this company? Why this product? If the answer is “because you were the first to respond” or “because I happened to pass the interview,” consider it a warning sign.

However, even a thorough approach to the interview does not provide guarantees. The real picture emerges only during the probationary period.

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3. Rekindle the Spark

Sometimes, you can reignite a candidate’s motivation. The point isn’t to manufacture drive from nothing, but to revive what’s been temporarily dampened. Often, a candidate comes across as disengaged, not because they’re the wrong fit, but because they’ve had a series of unsuccessful experiences: a toxic team, micromanagement, or a loss of faith that their voice matters.

In such cases, proper communication and atmosphere can make a significant difference.

When does this work?

The candidate has an underlying interest but feels disillusioned. Maybe their previous employer promised growth but delivered nothing beyond deadline after deadline. If you — as a recruiter or hiring manager — openly share how your team supports development, encourages advancement, and values transparency, you may restore their belief that “Happy Mondays” are still possible.
The candidate can’t see the bigger picture. It’s hard to stay engaged when you don’t understand the why behind your tasks. A recruiter or manager showing how the work influences the product, the team, or the user can reset a candidate’s internal compass — sometimes after just one good conversation.
The candidate has never been involved in shaping the product. Participation in project decisions can be crucial — tell them how your team engages teammates.

To “rekindle” in this sense is to talk through expectations and highlight what your company offers. The key insight: you can’t force someone to want. But you can help them see why your company is worth their effort. And sometimes, that’s enough to reignite the spark.

4. Don’t Ask for the Impossible

Often, companies expect candidates to arrive already brimming with enthusiasm, having memorized the website and ready to recite the mission better than HR, with glowing praise for the product. But this only works if you have something inspiring to show.

Just as a candidate must “sell” themselves, a company must also “sell” itself to the candidate. If you want to see eyes light up, give people something worth getting excited about.

What’s the dividing line between companies that attract talent — and those that talent quietly passes by?

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Before you expect deep motivation from a candidate, think about what actually sparks it in your company. If it’s not scale, then it’s the atmosphere. If it’s not the brand, then it’s the meaning behind the work. But there has to be something. And your job is to help them see it.