Unsurprisingly, we found that promotions and raises were important for people both in their current job and in applying for future jobs. What was interesting, though, was that the majority cared a lot about present benefits (such as doing something interesting with people they like) in their current job, but they expected not to care very much about those things in their future jobs. When envisioning themselves in the future, they predicted that they would almost solely be driven by delayed benefits like salaries.

Why are people fully aware that present benefits are important in their current job, and yet expect not to care about those benefits in the future? Why, for example, does a student who cannot sit through a boring two-hour lecture think she would be satisfied by a boring but well-paying job?

A basic insight from behavioral science is that people care about the present mainly in the present. They do not really care about it in advance. For example, we care about staying warm when we are in Aspen, Colo., and it is cold. But while we are packing our clothes in balmy Southern California, we are less likely to consider just how cold we will be in Aspen.

In the workplace, we are similarly well aware that it is much easier to get out of bed in the morning if our job is interesting and our colleagues are fun to be around. But we care much less about such benefits when we apply for a future job. We fail to realize that the person we are in the present — the one who values intrinsic benefits — is awfully similar to the person we will be in the future.

This failure to know ourselves is not unique to employees. Gymgoers, for example, say it is important that their present workout is fun and relaxing, yet they care less about whether their future workout provides these benefits as long as it helps them stay in shape. The result is that people often sign up for the wrong gym class — the one that is best at maximizing delayed health benefits yet fails to deliver an enjoyable experience in the moment.