24 • HR & Recruitment A new edge


T e competition for staff has never been tougher, but amid a rapidly changing workplace, the priorities for candidates are shifting Words: Elizabeth Bennett


T


here’s a long-standing theory that a company is only as good as the people it keeps.


In the current climate, I dare to say the statement has never rung truer. Amid an unstable economy, shifting career ideals and rapidly progressing technology, the needs of elite talent are shifting, and being ahead of the game is crucial when it comes to building an indispensable team.


KEEPING UP LinkedIn data shows that 70% of the skills used in most jobs will change by 2030, and consequently, everyone’s striving to keep up. “In 2026, people aren’t playing the old game of chasing a bigger offi ce or a fancier title, but instead they’re motivated by future-proofi ng their careers with growth and learning opportunities,” says Janine Chamberlin, UK country manager of LinkedIn. Naturally, growing companies are


appealing most to the talent pool. As top candidates become more business savvy, the focus is moving away from salaries to focus instead


on longer-term rewards. “Smart candidates know that if the company succeeds, the fi nancial rewards will follow whether through salary rises, bonuses or, if it’s an SME, then potentially shares,” explains Jason Tassie, growth strategist and founder of Know Your Business. This long-term view extends


beyond fi nances. Candidates are seeking opportunities where they can make a diff erence and leave a legacy. “Many senior candidates increasingly talk about wanting to create a business that’s better positioned for the next decade, not just the next reporting cycle,” says Mark Freebairn, partner and CFO practice at Odgers.


[AI] can support search activity and help surface profi les more quickly, but the core elements of senior hiring remain human-led


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OFFICE SPACE/ODGERS


STAYING FLEXIBLE Simultaneously, fl exibility still reigns supreme with candidates wanting to work around their lifestyle. “If a company is too rigid, it signals a low-trust environment, which can cost you top talent,” Janine explains. According to LinkedIn data, 9% of roles advertised as fully remote lure 17% of applications. When it comes to the


recruitment process itself, transparency is crucial. “In a crowded jobs market, high-level


candidates will quickly see through generic recruitment sales talk. They want straightforward honesty and actual details about the company’s opportunities and activities,” Jason explains. This is a sentiment that Mark shares: “High performers are attracted to organisations that are honest about the challenges they face and are confi dent about their ability to navigate them.” Looking to 2026, candidates will be drawn to companies that provide a genuine career path,


clear investment in leadership development and a culture that supports ambition. While AI is a hot topic, it isn’t set


to replace humans in the recruitment process, yet. “It can support search activity and help fi nd profi les faster, but the core elements of senior hiring remain human-led.” Mark notes. Mark feels that organisations with


exceptional talent have a far greater chance of winning. “Great leaders create momentum — even when the market is working against them.”


ADVERTISEMENT FEATURE


T e importance of good leadership


Did you know that 82% of managers are ‘accidental managers’ and have never received any training?


The coming years will be signifi cant for businesses in terms of employment law updates. The government has pledged numerous changes under the Employment Rights Bill (unfair dismissal periods, sick pay, sexual harassment, union relationships and family leave). How prepared are your managers


to lead your organisation through this change? Fair management needs to be part of a company’s culture, embedded across your day-to-day activity. The use of behaviour profi ling tools


like DISC can help you to understand people’s preferences, why they behave as they do, what motivates them and how you can communicate with, and manage, individuals to get the best from them. The role of HR is changing and


evolving, from a more administrative function to a strategic partner. Having strong HR support, whether provided by in-house teams or external consultants, will bring numerous benefi ts to your business. This will ensure you stay compliant, while embracing opportunities


to refl ect on, and enhance, your own practices. As quoted by John Maxwell: “Change is inevitable, growth is optional.” HR Prime Services supports


businesses across various sectors in a consultancy capacity, as well as supporting in-house teams. The company also provides mentoring and training to managers, supporting the development of HR skills. This both ensures compliance and embeds practices and training that support organisational growth.


For further information


Visit: hrprime.co.uk or contact Tracey Salisbury, director at tracey@hrprime.co.uk Based in Essex, but with a national client base, the team deliver a personalised and tailored approach to every client.


ADVERTISEMENT FEATURE Workplace grief: the ripple


OFFER Readers can


enjoy a 10% discount on any management training or DISC training. Valid for orders placed before 30 June 2026, but work can be completed anytime in 2026. Book via the email below.


Bereavement is becoming one of the most overlooked pressures on the UK workforce, with new analysis showing its fi nancial impact far outweighs that of illness or injury


Workplace Bereavement Advocacy, which specialises in structured bereavement frameworks for employers, reports that businesses are facing signifi cant productivity and retention losses when grief is not adequately recognised. Around 24% of employees


experience a bereavement each year1 ,


making grief six times more likely to aff ect staff than workplace injury or illness. The economic consequences are substantial. Bereavement-related absenteeism costs UK employers an estimated £25bn annually2


,


equating to around £1,685 per employee2


, compared with £21.6bn


in national illness and injury absenteeism, according to the Health and Safety Executive. The deeper impact lies in


presenteeism. Research cited by the Harvard Business Review indicates that employees can lose 57.5 working days per year after a major loss, with output falling by a third or more. Retention is also at risk, with 56% of staff considering leaving roles where their grief is poorly acknowledged3


. As more employers recognise


the scale of this issue, Workplace Bereavement Advocacy is seeing increased demand for structured guidance. Organisations seeking further information or assessment are encouraged to contact the organisation directly.


For further information


T: 0800 852 7811 E: info@workplacebereavement.co.uk Visit: workplacebereavement.co.uk


1. INDEPENDENT WORKPLACE SURVEYS & UK BEREAVEMENT PREVALENCE 2. INDEPENDENT UK ECONOMIC ANALYSIS OF BEREAVEMENT RELATED ABSENCE 3. COMRES POLLING FOR THE NATIONAL COUNCIL FOR PALLIATIVE CARE & DYING MATTERS


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