Gone are the days when competitive compensation alone could secure top talent. As external pressures mount, Robert Foster, AVP of TA at Amtrak, has observed that candidates are prioritizing long-term security over pure compensation. 

He emphasized the need for transparency in hiring while highlighting that employees can enhance their value through continuous skill development. “I encourage people to control what they can control, which is their own work ethic, skill set, ability to stretch and reach across the aisle,” he said during an executive panel discussion at From Day One’s February virtual conference. 

Felix Mitchell, co-CEO of talent solutions business Instant Impact, highlighted the organizational responsibility that accompanies this shift. “We need to think about what we’re doing with learning and development, with re-skilling, and with career pathing, to make sure that we’re preparing our teams for a world where maybe we’re seeing a lot of restructuring and a lot of change,” said Mitchell. 

Amid the anxiety that comes with uncertainty, maintaining humanity throughout the recruitment process has become essential. Kim Stevens, senior TA manager at Employ, says the importance of clarity and communication while balancing the use of AI is crucial. A compassionate approach isn’t just good ethics, it’s good business, she says. 

“Uncertainty is, unfortunately, the norm in our space,” Stevens said. “What comes with that is that high anxiety from candidates who are applying, who are going through rigorous interviews. For me, it starts with really making sure that clarity and communication are top of mind.”

Technology can help in the communication process as well, says Mitchell. Technology should enhance rather than replace human interaction during the recruitment process. “I absolutely love that framing of bringing that humanity back into the candidate experience,” Mitchell said. “The technology and all this cool AI... they’re only impactful where they can improve that candidate experience, and where they have really human impacts at the end of the day.”

Reimagining Employer-Employee Relationships

Attracting and retaining talent has also evolved, says David Bach, senior director of TA at LabCorp. “Attraction and retention comes down to redefining the model that worked in previous generations,” Bach said. “I saw a LinkedIn post the other day. It made me giggle. It said, 'My salary is just my employer’s subscription fee to me every month,’” he said. “It’s really kind of almost become that.”

Bach suggested a more structured approach to these modern employment relationships, including “defined employment contracts with notice periods, long-term incentives for all employees, fair and transparent severance policies, and comprehensive benefits that meet modern needs.” This shift recognizes that while the pension-based employment model isn’t returning, organizations can create frameworks that provide both flexibility and security.

Evolving Expectations Across Generations

The panel explored how different generations approach employment, with Shantra Laye, VP of campus recruiting at South State Bank, offering insights on Gen Z candidates.

“Gen Z’s are looking for culture. They’re looking for purpose-driven organizations,” Laye said. “They’re asking questions about sustainability, community impact, and less about traditional benefits. They’re looking for flexibility and work-life balance.”

While acknowledging these patterns, Mitchell cautioned against overemphasizing generational differences. “I think the difference between Gen Z and the rest of the workforce is overplayed,” he said, suggesting that broader workforce trends affect all generations, though they may be felt more acutely by younger workers.

The thorny question of remote work continues to divide corporate America, with some executives pushing for full returns to office while others embrace hybrid or fully remote arrangements. “Having been remote for seven years, it’s harder to get noticed. You have to make a really concerted effort,” said Bach. However, he added, “I think it improved upon my mental health and my relationship with my family.”

Bach suggested that companies uncomfortable with remote work often have more fundamental issues to address: “If an organization is uncomfortable with people working in a remote environment, it’s because they don’t have the right systems and processes set up to monitor productivity and employee performance. And if that’s the reason that you’re not allowing remote or hybrid work, fix your process.”

Sometimes the solution isn’t to revert to old ways, and instead looking to fix a process. In an uncertain job market, the most valuable offering employers can provide isn’t permanence–it’s authenticity. Successful recruitment and retention today is about creating environments people “want to stay and where they feel valued,” said Stevens. In a world where uncertainty has become the norm, perhaps the most valuable offering isn't a promise of forever, but a commitment to honesty, growth, and mutual respect.

Chris O’Keeffe is a freelance writer with experience across industries. As the founder and creative director of OK Creative: The Language Agency, he has led strategy and storytelling for organizations like MIT, Amazon, and Cirque du Soleil, bringing their stories to life through established and emerging media.

(Photo by BrianAJackson/iStock)