“That might mean putting pressure on someone to make a decision quickly, over-promising what the experience will be like, or focusing so heavily on the positives that candidates don’t have the information they need to make an informed decision. Great recruitment should be built on transparency, not persuasion.”
Huckle adds: “I must say that, while in moderation all these things may not be inappropriate, coming on too strong can unnerve, confuse or – at worst – coerce people looking for jobs who want to make informed decisions about their next role.
“It’s not an ethical recruitment practice and not something we would recommend. It’s important to build genuine, respectful relationships with jobseekers and to genuinely find people who are excited about a job they are applying for and the company it’s with.”
Habiba Khatoon, director – Midlands, UK at Robert Walters, says: “‘Love bombing’ is not a best-practice tactic for recruiters or employers. It can erode organisational reputation, cause jobseekers to lose trust, and more generally, is frowned upon industry wide.
“Responsible recruiters and employers will rarely make unfounded claims, and when jobseekers do spot major inconsistencies, it can be a red flag that the process they are in may not be an ethical or legitimate one.”
Broken expectations
In a recent survey conducted on Reddit, a recent graduate stated that the first company that interviewed them could not stop with compliments, insisting they were the ideal candidate.
They noted: “The attention was relentless – until the contract was signed. They love everyone and everyone is a unicorn until they are not.”
A survey from The Muse showed that 72% of jobseekers have started a new position only to feel surprised or regretful when the role did not match what was initially promised. It also found that almost one in five would leave within a month if reality failed to live up to expectations, and another 41% would give the job less than half a year.
Jobvite’s 2019 survey found that 29% of new hires left within their first 90 days, often because the position was misrepresented.
According to Gately, enthusiasm often comes from a genuine place, especially in smaller businesses competing against larger companies.
He says: “When you’ve found someone who feels like the right fit, it’s natural to want to make them excited about joining your team. The problem is when enthusiasm turns into pressure.”
He adds: “Whether it’s because a business is growing quickly, replacing a key employee or simply worried about losing a candidate to another offer, there can be a temptation to oversell the opportunity.
“The best employers don’t need to do that. They’re honest about both the opportunities and the challenges because they know that’s what leads to better long-term hires.”
Transparency
Conway believes that competition for skilled talent has undoubtedly increased pressure on employers to stand out. She notes that strong employer branding and a positive candidate experience are important, but in competitive markets some organisations may unintentionally exaggerate what they can offer.
Huckle agrees: “In sectors facing talent shortages or intense competition for skilled professionals, employers may put extra emphasis on selling the opportunity, their culture, career progression, or benefits package.
“With employer branding becoming increasingly important, some organisations may focus heavily on creating a highly positive candidate experience in an effort to stand out from competitors.”
Spotting the signs of love bombing is not always easy, especially when the attention is flattering. However, candidates often notice warning signs: vague answers to questions about responsibilities or career progression, reluctance to discuss salary or reporting lines, and a general push to accept quickly.
Conway says that when the reality of a job does not match what was promised, candidates often feel disappointed or misled. The gap between expectation and experience can damage trust, reduce engagement and make it more likely someone will leave within the first year.
She adds that it can also knock confidence and harm wellbeing, especially if someone has made a big career move based on information that was not accurate. She believes that being transparent from the start helps create stronger, longer-lasting employment relationships.
Khatoon adds: “Throughout hiring processes, transparency is essential from both employers and candidates. It gives employment matches the best chance of success while helping to prevent unmet expectations resulting in disengagement or early departures.”
Gately states that the biggest risk is when expectations become misaligned. He says: “If the recruitment process creates an unrealistic picture of what working somewhere will actually be like, it’s only a matter of time before that gap becomes apparent.
“That’s where the psychological contract comes into play. The unwritten set of expectations and mutual commitments that employees and employers build through conversations, promises and day-to-day interactions, that go beyond what’s written in the employment contract.”
Huckle touches on the mental health aspect of misaligned expectations. Huckle says: “Starting in a new role is a big decision and can be life-changing.
“So, finding that you’ve potentially made the wrong choice based on things not being as they initially appeared can have a significant impact on a candidate’s mental health.
“It’s not ethical to mislead people to place them in a role which is significantly different to what was sold to them.”
Gately adds: “Recruitment shouldn’t be about convincing someone to accept a job at any cost; it should be about helping both sides decide whether it’s genuinely the right fit. When that happens, everyone benefits.”
Candidates should feel able to ask about a typical day, opportunities for growth, and what the greatest challenges in the role might be. Speaking with existing staff can also offer insights that a recruiter or hiring manager might not provide.
For jobseekers, it can be tempting to let enthusiasm override caution. Data from Glassdoor found that 83% of candidates research company reviews before accepting a job, and more than half seek out additional information after reading a posting.
According to Conway, love bombing is more noticeable in sectors facing acute skills shortages, such as technology, sales or specialist professional roles, where competition for talent is particularly strong.
Jobseeker tips
For younger jobseekers, Conway says: “Remember that interviews are a two-way conversation. You’re assessing the employer just as much as they’re assessing you. Don’t feel rushed into making a decision because an organisation is enthusiastic about your application.”
Conway adds: “Research the company independently, ask detailed questions, connect with current or former employees where appropriate, and trust your instincts. If something feels inconsistent or overly polished, it’s worth exploring further before accepting an offer.”
Khatoon says: “Our advice for young job seekers navigating recruitment processes is that you will more easily be oversold something when the details of what is on offer are vague. Ask quantifiable questions like exact salary or ranges, request a list of official benefits, and if progression is mentioned, ask what this looks like within a specific timeframe.”
Khatoon explains that jobseekers can often get clearer answers about broad or vague claims by requesting specific examples. For instance, when an employer describes their office culture as very sociable and vibrant, she suggests asking what actually makes it social – such as whether there are regular after-work events or particular office perks. She emphasises that the key for candidates is to seek concrete information from prospective employers about the aspects of work that matter most to them.
Huckle advised job seekers to use platforms like Glassdoor, which offers a behind-the-scenes look at what working for a company is really like, with reviews from current and former employees that provide authentic insights into the culture, leadership, and employee experience.
Huckle says: “Often people looking for a new role will want to come across as agreeable and easy-going, and so avoid any potential conflict or uncomfortable conversations during negotiations, but this is crucial.”
Gately further expresses this point, saying: “No workplace is perfect, and employers who are willing to talk openly about both the positives and the areas they’re working on often inspire the greatest confidence.”
Trust over flattery
In the end, love bombing may secure signatures, but it rarely builds lasting engagement. Employers who overpromise and underdeliver risk losing not just new hires, but also trust and morale throughout their teams. For candidates, the best protection remains curiosity, careful research, and the confidence to ask tough questions.
Gately advises: “The goal isn’t simply to get a job offer; it’s to find a workplace where you’ll be supported, challenged and able to do your best work over the long term.”
As love bombing becomes more common in recruitment, it is clear that lasting success comes not from flattery, but from transparency and mutual understanding.
