48 So, consider the scenario of a candidate choosing between two job offers that both meet various "rational" criteria: competitive compensation and benefits, 401(k) contributions and located in a market with a reasonable cost of living. Both opportunities meet these criteria, but one organization insists that the candidate visit the area with his or her family to experience it "hands on." Hearing about a community is one thing, but watching one's family walk in the park and playing with a potential neighbor's Labrador retriever may just seal the deal. Heart over head. What does today's workforce want? In the U.S., 35% of employees have changed jobs in the past three years and 91% left their compa- ny to do so. Fortunately, these job hoppers aren't flaky, lazy or non-committal -- they simply seek change due to needs that aren't met by their current employ- er. That's when they become consumers of the workplace and start shopping around. Like consumers planning to make a purchase, modern job seekers rely heavily on their emo- tions and experiences when evaluating opportu- nities. Choosing to switch employers -- or stay -- is a big decision that involves rational considerations like compensation and job location. But, it is also swayed heavily by social relationships with po- tential coworkers, alignment with the mission of the organization and expectations about organi- zational culture. People seek opportunities to do what they do best in an organization whose mission inspires them. A mission that makes them feel good about who they are and how they contribute to the bigger picture. This takes positive, firsthand interactions and tapping into their emotions alongside each step of the employee onboarding experience. Improve employee engagement early on by crafting your employment branding and onboarding strategies around emotional connections. Today's job seekers want more -- something that's difficult to convey in a job posting, during technical onboarding or a one-off employee en- gagement activity. Organizations increase the likelihood that what they offer not only attracts job seekers, but truly resonates with them, when they pay specific at- tention to what people experience from an emo- tional standpoint. Doing so elevates the engagement level of new hires and sets the stage for a positive onboarding experience. Failing to do so risks what may be the most critical emotional connection of the employee journey. Start by asking yourself these questions: • Is your organization doing what it takes to en- sure that candidates feel connected to your company's culture, mission and purpose from the moment they meet you? • Are you acutely aware of a candidate's unique, emotional needs? • Are you providing a glimpse of how working for you will help candidates achieve both per- sonal and professional goals and aspirations? And can they walk in the park and laugh with a Labrador? If you make these connections, their emotions will get the best of them -- and their best is what they will give you in return.