Uncertainty across the job market is leading to hesitation on both sides of the hiring divide, with many HR professionals exploring new opportunities while employers hold out for the perfect candidate.
Nearly half (45 per cent) of HR practitioners are looking to change roles, yet 31 per cent of hiring managers continue to struggle to fill essential HR positions, according to recruitment agency Michael Page’s 2026 Salary Guide.
This has led to what the firm describes as a “wait-and-see workforce”, as employers are increasingly selective and candidates are hesitant to commit to roles.
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“HR recruitment continues to be shaped by a considered approach to permanent headcount decisions and a rise in interim roles,” said Sophie Gorvett, operating director at Michael Page.
Among HR positions, the most sought-after roles were HR business partner and total reward manager.
“HR professionals are now looking for greater clarity on purpose, wellbeing and work-life balance,” Gorvett added. “Companies that look beyond salary and offer holistic packages will be the ones to secure the talent they need.”
The hesitancy of candidates is unsurprising, according to Kate Shoesmith, Recruitment & Employment Confederation deputy chief executive, given the high levels of uncertainty workers had recently faced in the jobs market.
“After years of intense change, it is understandable that each of us will seek stability and clarity about how a new position supports our career ambitions, as well as our life outside of work,” she said.
Challenges in hiring HR talent
When considering a new job, HR practitioners are increasingly prioritising work-life balance ahead of pay. Work-life balance outranked salary for 93 per cent of people professionals, with 33 per cent saying salary was the top reason for looking for a new opportunity.
Additionally, 66 per cent of HR professionals said they would turn down a promotion if it compromised their wellbeing.
Kerry White, director of HR recruitment agency RedGreen Partners, said: “HR professionals are the ambassadors of fair, flexible and balanced working practices and leading initiatives around wellbeing, hybrid working and mental health.” This makes them more likely to demand the same level of work-life balance in their own roles.
Shoesmith advised employers to clearly communicate their workplace culture from the outset of the hiring process. “If you have a positive culture, flexible work or inclusive approach, make sure you tell candidates about it to encourage them to take that next step,” she said.
However, recruiting for HR roles can present some unique difficulties, according to White, as success often depended on candidates having the right skills, knowledge and cultural fit.
For organisations struggling to match skills and experience, she advised looking for a “rising star” with the right attributes and attitude. “You may then find you retain that individual for longer as they’ll be in a stretch role,” she said.
“An organisation’s EVP and candidate engagement should always be at the forefront of the recruitment process,” White added. “Think about timescales and prolonged interview formats, as these can put potential candidates off.”