What people want before they make a move

One of the biggest changes I've noticed over the past year isn't necessarily the jobs people are applying for – it's the questions they're asking before they'll even consider making a move.

A couple of years ago, conversations were heavily centred around salary, bonuses and progression. Those things still matter, but today's candidates are taking a much more measured approach. They're looking beyond the job description and wanting to understand the business they're joining.

It's not difficult to see why. The economic landscape has made many professionals more cautious. People are less willing to leave a stable role without feeling confident they're moving somewhere with a clear future. I’ve had candidates tell me they’re happy where they are, but would consider the right opportunity if they could understand where the business is heading.

That has changed the interview process.

The organisations that stand out today aren't necessarily those offering the highest salaries; they're the ones willing to have honest, transparent conversations. Candidates want to understand a company's financial performance, growth plans, leadership team and long term strategy before making a decision. It's one of the reasons we developed Kelmi Intelligence.

We recognised that candidates were craving more meaningful insight into the businesses they were considering, rather than relying on polished job adverts and interview conversations alone. Transparency is increasingly shifting from a competitive advantage to an expectation.

Another trend that continues to surprise some employers is the importance of flexibility. Despite headlines suggesting a widespread return to the office, that's not what we're seeing on the ground.

Most candidates aren't demanding to work remotely five days a week. They're often happy to be office-based, particularly if the commute is manageable. What they value is flexibility around how they work – whether that's adjusting start and finish times, accommodating family commitments or working for leaders who trust their teams.

Culture has become equally important. Increasingly, candidates ask us about wellbeing initiatives, leadership style, learning opportunities and family-friendly policies before they ask about annual leave. Those conversations weren't happening with the same frequency a few years ago, but they now play a significant role in helping candidates decide whether an organisation feels like the right fit.

At the same time, employers are dealing with a different challenge. "Quick apply" functionality has made it easier than ever to submit applications, often increasing volumes without necessarily improving candidate quality. More applications don't automatically mean more choice if recruitment teams are spending valuable time filtering unsuitable CVs.

Ultimately, I think recruitment in 2026 comes down to one thing: confidence. The businesses attracting the best talent aren't necessarily the biggest or the loudest. They're the ones that communicate openly, invest in their people and give candidates enough information to make informed decisions. In a market where people are thinking harder about every career move, that confidence can make all the difference.