What’s On The Mind of HR Hiring Managers in 2026?

Hiring for your team can be one of the exciting parts of a leadership role – it’s an opportunity to bring in new skills, fresh ideas and additional capability which can have a significant impact on workload, performance and team culture. 

Yet for many HR hiring managers, recruitment in 2026 can also feel more challenging than ever. Stories of overwhelming application numbers, changing candidate expectations, a lack of engagement from candidates are never far away.

So, what’s currently happening in the HR recruitment market?

We’ve pulled together some of the questions hiring managers are asking us right now. From when to have salary conversations, navigating AI generated CVs, to how to keep your processes on point, we’ve shared some of the trends, observations and insights we’re seeing.

Q1: I can’t advertise the salary, how will that affect my applications?  

In our experience, candidates expect some level of salary transparency early into the hiring process. Whilst many don't necessarily need to know the exact package details upfront, most want at least an indication of the likely range before investing significant time in a process. From a hiring manager perspective, salary conversations don't necessarily need to happen in the advert itself, but they should happen early enough to ensure expectations are aligned. We've heard many stories of where a candidate progresses through multiple interview stages only to discover a significant mismatch in salary expectations, sometimes even as late as the offer stage. This can be frustrating for everyone involved and result in lost time, cost and momentum.

One of the practical benefits of advertising a salary, or providing a realistic range, is that it helps candidates self-assess their suitability at the outset. Job titles alone can mean very different things from one business to another. The HR Business Partner title is a perfect example. We’ve seen them advertised at anywhere from £40k through to £100k depending on the size, scope, complexity and seniority of the role.

Similarly, if a business chooses to use a more senior or inflated title without sharing a salary indication they shouldn’t be surprised if they attract candidates operating at a different level and with some correspondingly different salary expectations. Whilst this can increase application volumes, it likely won’t increase the number of relevant applications.

That said, we appreciate there are still valid reasons why some organisations choose not to disclose salary information publicly. Internal benchmarking exercises, pay structures, succession planning, market sensitivities or company policy can all influence this decision.

What we're finding, however, is that candidates increasingly value transparency and clarity. It doesn't always mean publishing a precise salary, but providing a realistic indication of the opportunity and reward package early in the process can help attract the right people, improve candidate experience and reduce the likelihood of surprises later on.

Ultimately, the most successful recruitment processes tend to be those where both parties are able to have open and honest conversations about expectations from the outset. 

Q2: Are AI-generated CVs becoming a problem for employers and should employers be asking candidates to submit non-AI-generated CVs?

AI is undoubtedly helping many candidates create more polished applications, but it's also making it harder to differentiate between a genuinely strong candidate with relevant experience and just a well-written CV.

We've certainly seen more CVs appearing in our inboxes that on paper tick every box, but when conversations begin, the experience or depth behind the CV isn't always there. We've also heard stories from our candidates that have used AI to create a CV in line with a job advert only to find that they suddenly have experience, qualifications or in one instance an award that they never knew they had!

Undoubtedly AI is now widely used by most candidates to help structure CVs, improve grammar and tailor applications. In many ways, it's becoming another tool in the job search process but it's definitely getting easier to spot as some have become so heavily AI-generated that it's very obvious and can remove any “personality” from the CV.

So, do we go so far as to ask for another version as we believe the focus should be on authenticity? It goes without saying a CV should still accurately reflect a candidate's background, achievements and strengths.

Ultimately, interviews, conversations and assessment processes remain the best way to understand whether someone is genuinely the right fit for a role. AI may help candidates tell a story, but it shouldn't write the story for them and at this moment in time it doesn't interview on their behalf!

As AI becomes more common, we expect hiring managers to place even greater value on meaningful conversations, evidence of impact and authenticity throughout the recruitment process.

Q3: We're receiving lots of applications, but not many are hitting the mark. Why?

This is one of the most common frustrations we're hearing from hiring managers at the moment.

Whilst application volumes remain high across many HR roles, that doesn't always translate into a high number of genuinely aligned candidates. It's not unusual for businesses to receive hundreds of applications, with only a relatively small percentage meeting all of the key criteria.

There are a number of reasons behind this.

Firstly, the market has felt unpredictable at times over the last couple of years and, whilst activity has increased, many candidates still feel they need to work harder to secure interviews. As a result, we're seeing people apply more broadly than perhaps they would have done previously. Some candidates simply want to ensure they're covering the market and getting their CV in front of as many relevant businesses as possible. We often hear “we just wanted to get on your radar”.

We're also seeing candidates being more flexible in the roles they consider. Whilst some are looking for the next step up in their career, many are actively exploring opportunities at a similar or even slightly lower level. This can be driven by a desire for better work-life balance, flexibility, a change of sector, increased job security or simply a wish to return to a more hands-on role. On paper, these applications can sometimes appear misaligned, even though the candidate may have a genuine interest in the opportunity.

Sector experience also continues to be a factor. Many candidates understandably believe their skills are highly transferable, particularly within HR where leadership, change, employee relations, talent and organisational development often span multiple industries. However, many hiring managers place significant value on sector knowledge. This can create a disconnect between what candidates believe is relevant and what businesses are prioritising.

As we alluded to earlier, salary transparency can also play a part. Where salary information isn't advertised, candidates don't always have a clear picture of the level or scope of the role. Job titles can vary significantly between organisations, and we've seen examples where the same title can command vastly different salaries and levels of responsibility. This can naturally lead to applications from candidates who may be operating at a different level than intended. 

Finally, we can't ignore candidate behaviour that has emerged as a result of the market itself. Many candidates have experienced lengthy application processes, limited feedback or what is often referred to as the ‘CV black hole'. Understandably, some respond by increasing the volume of applications they submit, believing that broader outreach will improve their chances of securing interviews. 

In reality, higher application volumes don't necessarily indicate a lack of candidate quality. More often, they reflect a market where candidates are trying to navigate uncertainty, varying hiring expectations and inconsistent information. This is why having a clear brief, realistic expectations, transparent communication and a robust screening process is more important than ever.  

Q4: Why do candidates sometimes lose interest or withdraw during a hiring process?

It’s easy to assume that a candidate has withdrawn because they’ve accepted another offer, and whilst that certainly happens, it’s often only part of the story. 

The reality is that the candidate experience plays a bigger part than some businesses realise.

Candidates can be exploring multiple opportunities at the same time and throughout the process they’re assessing the business, the people they meet and the environment, just as much as the business is assessing them! Every interaction no matter how small helps shape their perception of the organisation, its culture and how decisions are made. From how they’re greeted at reception, to the quality of communication they receive and the engagement of the interviewers. How prepared are they? Have they taken their time to properly review the CV? Have meetings started on time and is there a genuine enthusiasm for the role?

They’re also paying attention to the things that aren’t always obvious; how people interact with each other, the atmosphere in the office and whether the organisation's values genuinely appear to be lived rather than simply being written on the wall.

One of the biggest reasons we see candidates lose momentum is a lack of clarity or consistency throughout the process and it can take many forms:

• Long periods of silence between stages
• Repeated rescheduling of interviews 
• Interviews cancelled at short notice with little or no explanation
• Time lines slipping
• Additional stages being introduced
• Changes to the scope of the role after the search has started
• Office attendance requirements differing from those initially discussed
• Not meeting the person they were originally scheduled to meet because they’ve been pulled into an urgent meeting

These things can seem relatively minor in isolation, but they can create uncertainty and leave the candidate questioning how committed the company is to hiring and if decision making is that difficult now, what would it look like if I were to join?

Interview design can also influence engagement. Most candidates expect and want a robust process, however when multiple stages, presentations, case studies, testing and stakeholder meetings are added without a clear rationale, candidates can start to question if the process is becoming unnecessarily onerous or one-sided.

In a market where on-line reviews and employer reputation are more visible than ever, candidates are also conducting their own research as well. Conversations with their network, Glassdoor reviews and online reviews can all influence how they perceive an opportunity as the process progresses.

More often than not, candidates are looking for the same things many businesses are looking for – clarity, communication, professionalism and commitment. Hiring managers that keep momentum going and deliver a positive candidate experience from the first conversation to the final stage are often the ones to secure the talent they want.

Q5: What causes candidates to decline an offer?

It can be tempting to assume it comes down to salary, but that's often only part of the story.

By the time a candidate reaches the offer stage they’re usually assessing the entire opportunity rather than just the financial package. In many cases, the final decision is influenced by a number of factors rather than just a single issue. 

We regularly hear candidates cite factors such as:

• Concerns about culture fit
• Flexibility and hybrid working expectations
• Career progression
• Confidence in leadership
• Counter offers from current employers
• Alternative opportunities that better align with their long-term goals
• Commute 
• Candidate experience

Sometimes candidates accept another opportunity simply because it moved more quickly or the business impressed them with the process so much they were wow-ed! In a competitive market, delays between interview stages, prolonged decision-making or uncertainty around next steps can create opportunities for competing employers to engage and secure talent first.

Sometimes candidates don't turn down an offer because another role is objectively better; they turn it down because another role feels like a better fit.

The people they meet, the quality of communication, the pace of the process, confidence in the leadership team and their perception of the organisation's culture can all influence the final decision.

This is why understanding motivations early in the process is so important. The more insight there is into what is genuinely driving a candidate's search, whether that's progression, flexibility, culture, challenge, reward or leadership, the greater the likelihood of reaching an offer that both parties are excited to accept. It’s one of the reasons many clients chose to work with a specialist recruiter. At HRLife, we often find that some of the most valuable insights come from conversations that happen outside of an interview. Candidates will often share a more honest view of their motivations, concerns and decision-making criteria, allowing potential issues to be identified and addressed before they become reasons for turning down an offer.

In our experience, the most successful hiring processes are those that take time to understand a candidate's motivations from the outset. The more insight there is into what is genuinely driving someone's search, whether that's progression, flexibility, culture, challenge, leadership or reward, the greater the likelihood of reaching an offer that both parties are excited to accept. 

Q6: What’s driving candidates to move jobs right now? 

Whilst every individual is different, there are some consistent themes that come up time and time again. 

The most common motivations we hear are:

Career progression and development opportunities

Many candidates feel they've reached a plateau in their current role. Whether it's limited promotion opportunities, a desire to broaden their experience or exposure to new challenges, career growth remains one of the biggest drivers of movement. 

Leadership and company culture 

Poor leadership behaviours, lack of support, organisational politics, unclear direction or cultures that no longer align with an individual's values can all prompt candidates to start exploring the market. 

Salary, bonus and overall reward package 

Whilst salary is not typically the main driver, candidates do want to feel fairly rewarded for the value they bring. We often speak to individuals who feel their salary has fallen behind the market norm, hasn’t kept pace with increased responsibilities or no longer fairly reflects the scope of the role.

Flexibility and working patterns 

Hybrid working continues to be a significant factor in decision-making and we’re hearing more stories about a mandated increase in the number of days in the office. We're seeing individuals reassess whether those expectations fit with their lifestyle, commute or personal commitments.

A desire for a fresh challenge or broader remit 

Sometimes the reason is simply that it feels like the right time for a change. We regularly speak to candidates who have enjoyed their time with their current employer but feel ready for a new environment, different challenges, greater scope or exposure to a different sector. 

It's also worth recognising that the market has created some additional drivers over the last couple of years. Organisational restructures, redundancies creating uncertainty, changing business priorities, leadership changes, return-to-office mandates and concerns around long-term career development have all contributed to people becoming more open to opportunities. 

Often, a move is driven by a combination of factors rather than a single issue. Understanding a candidate's motivations early in the process helps determine whether there is genuine long-term alignment. 

Q7: How do we maximise our chances of finding the right person for us?

The organisations that attract the right talent for them are often the ones that provide transparency and consistency throughout the process. Candidates want to understand:

• Why the role exists 
• What success looks like
• The challenges they'll be walking into – be honest!
• The culture and leadership style
• The reward package and working pattern
• What are the development opportunities in the role?

Candidates will not only be assessing their own ability to do the job, they’re determining whether it’s the right move for them.

One of the biggest mistakes we’re seeing right now is the search for the ‘perfect match’. Whilst technical capability and sector experience all matter, waiting for someone who ticks every box can sometimes mean missing out on exceptional talent.

Many of the strongest hires we’ve seen possess high learning agility, strong values alignment and the ability to adapt quickly to a new environment. Sometimes the candidates who on paper are an 80% match but demonstrate curiosity, potential and the right behaviours and attitude can out perform the candidate who appears to be the perfect match on paper.

Sector experience is an interesting one. There are certainly situations where industry knowledge is genuinely critical and can significantly reduce the learning curve. However, there are also occasions the talent pool may be significantly narrow by focusing too heavily on sector background at the expense of transferable skills, fresh thinking or broader experience.

Honesty during the process is also important. How often have we heard the stories of roles being missold? In our experience candidates want to hear the truth, warts and all. If a role has been created to solve challenges, drive change or navigate a difficult period, the right candidates will be comfortable with that, providing the challenges are openly discussed upfront. In fact many HR candidates are attracted by the opportunity to make a meaningful impact. Being honest about the opportunities and challenges from the outset helps build trust and allows candidates to make informed decisions.

At their best, the strongest hiring processes strike the balance assessing capability and recognising potential. Skills matter but attitude, adaptability, cultural fit and learning ability often play an equally important role in determining long term success.

At HRLife we’re fortunate to spend our days talking to clients and candidates alike. These conversations give us an interesting perspective on what’s happening in the market and the current challenges both sides are navigating.

We hope you found these FAQs useful. If you’d like to discuss your hiring plans, explore the market or simply exchange views on the trends you’re seeing, we’d love to hear from you.