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George Azar, CEO Sotheby's International Realty

<h3>We hired entrepreneurs and put enemies into one room.</h3>

As 2025 draws to a close, CEOs and senior leaders face a critical question: is your recruitment strategy prepared for the challenges ahead? With talent markets tightening and hiring costs continuing to rise, <a class="_ymio1r31 _ypr0glyw _zcxs1o36 _mizu1v1w _1ah3dkaa _ra3xnqa1 _128mdkaa _1cvmnqa1 _4davt94y _4bfu1r31 _1hms8stv _ajmmnqa1 _vchhusvi _kqswh2mm _syaz13af _ect41gqc _1a3b1r31 _4fpr8stv _5goinqa1 _f8pj13af _9oik1r31 _1bnxglyw _jf4cnqa1 _30l313af _1nrm1r31 _c2waglyw _1iohnqa1 _9h8h12zz _10531ra0 _1ien1ra0 _n0fx1ra0 _1vhv17z1" title="https://www.hintel.co.uk/what-we-think/insights/navigating-property-talent-shortages-strategies-beyond-job-boards/" href="https://www.hintel.co.uk/what-we-think/insights/navigating-property-talent-shortages-strategies-beyond-job-boards/" data-renderer-mark="true">strategic recruitment planning</a> for 2026 is essential for business continuity and growth.&nbsp;
The organisations that will thrive next year are those setting clear, measurable recruitment objectives now. Here's how to structure your approach.&nbsp;
<h2 data-renderer-start-pos="450">Why strategic recruitment planning matters in 2026&nbsp;</h2>
The recruitment landscape has fundamentally shifted. Senior leaders must recognise that recruitment is no longer a reactive function. It requires the same strategic focus as financial planning or market expansion. Companies that treat talent acquisition as a boardroom priority consistently outperform competitors in growth and retention metrics.&nbsp;
<h2 data-renderer-start-pos="852">Setting SMART recruitment objectives for 2026&nbsp;</h2>
Effective recruitment goals follow the <a class="_ymio1r31 _ypr0glyw _zcxs1o36 _mizu1v1w _1ah3dkaa _ra3xnqa1 _128mdkaa _1cvmnqa1 _4davt94y _4bfu1r31 _1hms8stv _ajmmnqa1 _vchhusvi _kqswh2mm _syaz13af _ect41gqc _1a3b1r31 _4fpr8stv _5goinqa1 _f8pj13af _9oik1r31 _1bnxglyw _jf4cnqa1 _30l313af _1nrm1r31 _c2waglyw _1iohnqa1 _9h8h12zz _10531ra0 _1ien1ra0 _n0fx1ra0 _1vhv17z1" title="https://oneupsales.com/blog/smart-goals-for-recruiters" href="https://oneupsales.com/blog/smart-goals-for-recruiters" data-renderer-mark="true">SMART framework</a>:&nbsp;
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Specific: Define exact hiring volumes by department, seniority level, and timeline&nbsp;
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</ul>
<ul class="ak-ul" data-indent-level="1">
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Measurable: Track metrics including time-to-hire, quality-of-hire scores, and offer acceptance rates&nbsp;
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</ul>
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Achievable: Align targets with realistic market conditions and budget constraints&nbsp;
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</ul>
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Relevant: Connect hiring plans directly to business objectives and revenue targets&nbsp;
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</ul>
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Time-bound: Establish quarterly milestones rather than vague annual targets&nbsp;
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</ul>
For example, rather than "improve hiring," a strategic goal reads: "Reduce time-to-hire for senior commercial roles from 67 days to 45 days by Q2 2026, whilst maintaining quality-of-hire scores above 4.2/5."&nbsp;
<h2 data-renderer-start-pos="1623">Key focus areas for 2026 planning&nbsp;</h2>
Talent pipeline development&nbsp;
Waiting until vacancies arise is no longer viable. Successful organisations maintain warm talent pools through ongoing market mapping and relationship building. This approach reduces time-to-hire by up to 40% and significantly improves candidate quality.&nbsp;
Compliance and risk management&nbsp;
With evolving employment legislation and increased regulatory scrutiny, compliance risks have never been higher. Right-to-work checks, GDPR adherence, and proper contractor classification <a class="_ymio1r31 _ypr0glyw _zcxs1o36 _mizu1v1w _1ah3dkaa _ra3xnqa1 _128mdkaa _1cvmnqa1 _4davt94y _4bfu1r31 _1hms8stv _ajmmnqa1 _vchhusvi _kqswh2mm _syaz13af _ect41gqc _1a3b1r31 _4fpr8stv _5goinqa1 _f8pj13af _9oik1r31 _1bnxglyw _jf4cnqa1 _30l313af _1nrm1r31 _c2waglyw _1iohnqa1 _9h8h12zz _10531ra0 _1ien1ra0 _n0fx1ra0 _1vhv17z1" title="https://www.cipp.org.uk/resources/news/minimum-wage-compliance-is-critical.html?utm_source=chatgpt.com" href="https://www.cipp.org.uk/resources/news/minimum-wage-compliance-is-critical.html?utm_source=chatgpt.com" data-renderer-mark="true">require specialist knowledge</a>. Non-compliance can result in penalties exceeding &pound;20,000 per violation.&nbsp;
Technology Integration&nbsp;
Applicant tracking systems and AI-powered screening tools can streamline processes, but require proper implementation and management. The main question is how to deploy it effectively without losing the human judgement that identifies exceptional talent.&nbsp;
Cost optimisation&nbsp;
The average cost-per-hire in the UK now exceeds &pound;3,000. When factoring in internal recruiter salaries, advertising spend, and management time, the true cost often doubles. Strategic planning identifies where investment delivers returns and where resources are being wasted.&nbsp;
<h2 data-renderer-start-pos="2849">When outsourcing makes strategic sense&nbsp;</h2>
Many senior leaders find that building internal recruitment capacity diverts resources from core business activities. <a class="_ymio1r31 _ypr0glyw _zcxs1o36 _mizu1v1w _1ah3dkaa _ra3xnqa1 _128mdkaa _1cvmnqa1 _4davt94y _4bfu1r31 _1hms8stv _ajmmnqa1 _vchhusvi _kqswh2mm _syaz13af _ect41gqc _1a3b1r31 _4fpr8stv _5goinqa1 _f8pj13af _9oik1r31 _1bnxglyw _jf4cnqa1 _30l313af _1nrm1r31 _c2waglyw _1iohnqa1 _9h8h12zz _10531ra0 _1ien1ra0 _n0fx1ra0 _1vhv17z1" title="https://www.hintel.co.uk/recruitment-solutions/recruitment-process-outsourcing/" href="https://www.hintel.co.uk/recruitment-solutions/recruitment-process-outsourcing/" data-renderer-mark="true">Recruitment process outsourcing (RPO)</a> provides access to specialist expertise, established talent networks, and scalable capacity without the overhead of permanent teams.&nbsp;
Outsourcing proves particularly valuable for:&nbsp;
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High-volume hiring campaigns requiring surge capacity&nbsp;
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</ul>
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Specialist or hard-to-fill roles demanding niche market knowledge&nbsp;
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Organisations entering new markets or geographies&nbsp;
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Businesses seeking to reduce fixed recruitment costs&nbsp;
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</ul>
<h2 data-renderer-start-pos="3476">Taking action: Your 2026 roadmap&nbsp;</h2>
Start your strategic recruitment planning by conducting a thorough audit of 2025 performance. Analyse which roles took longest to fill, where quality issues emerged, and what candidates said during exit interviews.&nbsp;
Next, align hiring plans with confirmed business objectives. If expanding into new territories, factor in the lead time for building local talent pipelines. If launching new products, identify the specialist skills required months before go-live dates.&nbsp;
Lastly, evaluate whether your current recruitment model, delivers the speed, quality, and cost-efficiency your 2026 plans demand.&nbsp;
Ready to build a recruitment strategy that delivers results? <a class="_ymio1r31 _ypr0glyw _zcxs1o36 _mizu1v1w _1ah3dkaa _ra3xnqa1 _128mdkaa _1cvmnqa1 _4davt94y _4bfu1r31 _1hms8stv _ajmmnqa1 _vchhusvi _kqswh2mm _syaz13af _ect41gqc _1a3b1r31 _4fpr8stv _5goinqa1 _f8pj13af _9oik1r31 _1bnxglyw _jf4cnqa1 _30l313af _1nrm1r31 _c2waglyw _1iohnqa1 _9h8h12zz _10531ra0 _1ien1ra0 _n0fx1ra0 _1vhv17z1" title="https://www.hintel.co.uk/contact-us/" href="https://www.hintel.co.uk/contact-us/" data-renderer-mark="true">Book a consultation</a> with Hintel UK today to discuss how our tailored RPO solutions can support your 2026 objectives.&nbsp;

Is your 2026 recruitment strategy ready? With talent markets tightening and costs rising, strategic planning is no longer optional. Discover how to set SMART objectives and build a talent pipeline for the year ahead.

Setting recruitment goals for a winning 2026 

Agile hiring for property developers 

The UK property talent shortage has reached critical levels, with firms struggling to fill key roles across commercial, residential, and management sectors. Traditional job boards now reach less than 30% of available candidates, leaving senior leaders searching for better solutions. Explore how innovative UK property hiring strategies. By combining network-based recruitment, executive search, and data-driven insights, companies can reduce time-to-hire, attract top talent, and give your business a competitive edge.

Navigating property talent shortages: strategies beyond job boards 

As the deverellsmith group released the 2025 version of the&nbsp;<a href="https://www.deverellsmith.com/campaign/salary-guide-2025/">Salary Guide and Trends</a>&nbsp;report, our expert advisors at Hintel shared their knowledge on how to retain talent outside of remuneration.
&ldquo;The great irony of our industry today is that while 41% of property professionals cite salary as their top priority, the companies with the lowest turnover aren&rsquo;t necessarily the highest payers&mdash;they&rsquo;re the ones who understand that engagement goes far deeper than the payslip.&rdquo; &mdash; Pete Sheppard, Managing Director, Hintel
With nearly 37% of UK employees considering a career change in 2025, the property sector faces a retention challenge that salary increases alone cannot solve. As professionals increasingly prioritise multiple factors in their career decisions, businesses must reconsider what truly keeps top talent engaged, productive, and loyal.
<h2 id="The-great-reshuffling:-Understanding-the-2025-talent-landscape" class="wp-block-heading">The great reshuffling: Understanding the 2025 talent landscape</h2>
A growing number of UK employees are gearing up for a career shake-up in 2025, according to research from the Recruitment and Employment Confederation (REC). Nearly 37% of workers are considering a change&mdash;up from 29% in 2023&mdash;highlighting an increasing demand for new opportunities, skills, and work environments.
Leading this career shift are younger professionals, particularly those aged 25-34, with a survey by the Chartered Institute of Personnel and Development (CIPD) revealing that over 45% are eager to explore new industries or roles.
This trend isn&rsquo;t isolated to the UK. Recent Gallup data reveals that more Americans are considering a job change than at any point in the last 10 years. U.S. employees feel increasingly frustrated and detached from their work&mdash;something Gallup calls the &ldquo;Great Detachment.&rdquo; Even more concerning for employers, a PwC survey conducted among over 56,000 workers in 50 countries shows that 28% of respondents are likely to change companies within the next 12 months.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;We&rsquo;re witnessing a fundamental shift in how employees view their relationship with employers. The data clearly shows that professionals are increasingly willing to vote with their feet when their broader needs aren&rsquo;t being met, regardless of competitive pay,&rdquo; says Pete Sheppard, Managing Director at Hintel. &ldquo;The property sector is particularly vulnerable to this trend given the transferable skills many professionals possess.&rdquo;
</blockquote>
<h2 id="The-compensation-paradox" class="wp-block-heading">The compensation paradox</h2>
Our own research at deverellsmith indicates that 41% of property professionals cite higher salary as their top priority in current or future roles. This represents the largest segment of respondents, narrowly edging out the 39% who prioritise work-life balance (interestingly down from 54% in 2024).
Yet despite salary being the top stated priority, data tells a more complex story. While the average pay rise in 2024 was 7%, companies offering above-market compensation still experience significant turnover when other workplace elements are neglected.
<h2 id="What-really-drives-retention?" class="wp-block-heading">What really drives retention?</h2>
When examining what makes employees stay at their current companies, several factors consistently emerge as equally or more important than base compensation:
<h3 id="1.-Flexibility-and-work-life-balance" class="wp-block-heading">1. Flexibility and work-life balance</h3>
The Flex Index Q4 2024 Report shows that 43% of U.S. firms now have a structured hybrid model&mdash;more than double the 20% reported in 2023. This rapid adoption reflects employee demand, with 75% of employees indicating they want greater flexibility in how and where they work.
Most tellingly, only 9% of employees with flexible work options plan to leave within the next 12 months, compared to 50% of those without such options in 2024. This dramatic difference suggests flexibility now rivals compensation as a retention tool.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;The conversation about flexibility has evolved significantly in the past year,&rdquo; explains Ella Beese, Head of People and Culture. &ldquo;It&rsquo;s no longer about simply allowing remote work, but rather creating personalised approaches to flexibility that recognise individual needs. Our most successful clients have moved beyond one-size-fits-all policies to truly understand what flexibility means to different segments of their workforce.&rdquo;
</blockquote>
<h3 id="2.-Career-development-opportunities" class="wp-block-heading">2. Career development opportunities</h3>
Our research shows that 40% of property professionals list &ldquo;a new role or opportunity&rdquo; as their primary career goal for 2025, while 22% aim for advancement to leadership roles, and 14% seek new skills or certifications. Combined, these development-focused goals account for 76% of respondents&rsquo; primary ambitions.
Organisations that create clear growth pathways and invest in employee development can satisfy these aspirations without necessarily offering the highest base salaries in the market.
<h3 id="3.-Management-quality-and-workplace-culture" class="wp-block-heading">3. Management quality and workplace culture</h3>
Repeatedly, studies show that &ldquo;people don&rsquo;t leave companies; they leave managers.&rdquo; Poor management relationships consistently rank among the top reasons for voluntary departures, regardless of compensation level.
The Chartered Management Institute (CMI) found that 28% of UK workers who left their jobs due to negative workplace culture attributed their departure to a negative relationship with their manager
Conversely, companies that invest in management training, adopt positive workplace cultures, and prioritise employee wellbeing experience significantly lower turnover and increase productivity rates &mdash; even when offering average market compensation. According to a study conducted by the Association for Talent Development, companies that invest in comprehensive training programs experience 218% higher income per employee than those that don&rsquo;t prioritise training.
<h2 id="The-skills-evolution-challenge" class="wp-block-heading">The skills evolution challenge</h2>
The property sector faces a dual skills challenge that further complicates the retention picture:
<ul class="wp-block-list">
<li>AI and technology growth means technical skills are increasingly required in what are becoming known as &ldquo;new-collar jobs&rdquo;</li>
<li>Simultaneously, there&rsquo;s a growing premium on soft, human-led skills required to drive change and transformation</li>
</ul>
Companies that help employees navigate this skills evolution through training, mentorship, and growth opportunities create bonds that transcend purely financial relationships.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;The property sector is facing unprecedented technological disruption,&rdquo; notes Georgia Zambakides, Executive Director. &ldquo;Organisations that actively invest in helping their teams navigate this changing landscape&mdash;developing both technical competencies and critical soft skills&mdash;are seeing dramatically improved loyalty. Employees increasingly value employers who prepare them for the future, not just those who pay well for current skills.&rdquo;
</blockquote>
<h2 id="Why-an-Employee-Value-Proposition-needs-to-be-the-Total-Value-Proposition" class="wp-block-heading">Why an Employee Value Proposition needs to be the Total Value Proposition</h2>
What emerges from this data is the concept of a &ldquo;Total Value Proposition&rdquo; that extends well beyond the salary figure. While competitive compensation remains necessary, it functions as just one element in a comprehensive retention strategy that must include:
<ul class="wp-block-list">
<li>Meaningful flexibility that acknowledges individual work-style preferences</li>
<li>Clear career development pathways with visible progression opportunities</li>
<li>Quality management that supports rather than hinders employee success</li>
<li>A positive workplace culture that fosters belonging and purpose</li>
<li>Benefits that address holistic employee wellbeing</li>
<li>Skills development that prepares employees for evolving industry demands</li>
</ul>
<h2 id="Why-the-employee-experience-is-your-biggest-strategic-invesment" class="wp-block-heading">Why the employee experience is your biggest strategic investment</h2>
For property businesses facing the prospect of 37% of the workforce considering career changes in 2025, the message is clear: salary increases alone won&rsquo;t solve the retention challenge.
The most successful organisations will be those that strategically invest across the entire employee experience&mdash;from recruitment processes that set accurate expectations to management practices that build engagement, development opportunities that create growth, and cultures that provide meaning beyond the paycheck.
<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">
&ldquo;What we&rsquo;re consistently finding,&rdquo; says Pete Sheppard, &ldquo;is that firms achieving the highest retention rates aren&rsquo;t necessarily the highest payers. They&rsquo;re the ones taking a holistic view of the employment relationship&mdash;understanding that while competitive compensation opens the door, it&rsquo;s the total experience that makes people stay. In 2025&rsquo;s competitive talent landscape, that distinction will separate the winners from those constantly refilling their talent pipeline.&rdquo;
</blockquote>
In a market where talent is increasingly willing to move, the winners won&rsquo;t simply be those who pay the most, but those who create environments where employees feel valued, supported, and positioned for future success.

Beyond the paycheck: Why top compensation alone won’t retain your best talent

RPO, or recruitment process outsourcing, can help real estate companies grow their business in a number of ways.
Here are a few of the most common benefits:
<ul class="wp-block-list">
<li>Increased efficiency:&nbsp;RPO firms have the expertise and resources to streamline the recruitment process, which can save real estate companies time and money.</li>
<li>Improved candidate experience:&nbsp;RPO firms can help real estate companies create a positive candidate experience, which can attract and retain top talent.</li>
<li>Reduced risk:&nbsp;RPO firms can help real estate companies reduce the risk of hiring the wrong candidate by conducting thorough background checks and reference checks.</li>
<li>Increased compliance:&nbsp;RPO firms can help real estate companies stay compliant with all applicable employment laws.</li>
<li>Access to talent:&nbsp;RPO firms have access to a wider pool of talent than most real estate companies, which can help them find the best candidates for the job.</li>
</ul>
Overall, RPO can be a valuable tool for real estate companies that are looking to grow their business. By partnering with an experienced RPO firm, real estate companies can save time, money, and risk, while also improving their candidate experience and access to talent.
Here are some specific examples of how RPO has helped real estate companies grow their business:
<ul class="wp-block-list">
<li>A large real estate company was struggling to find qualified agents to fill open positions. After partnering with an RPO firm, the company was able to reduce its hiring time by 50% and increase its hiring rate by 20%.</li>
<li>A small real estate company was having trouble attracting top talent. After partnering with an RPO firm, the company was able to create a more positive candidate experience and attract top talent from other real estate companies.</li>
<li>A real estate company was facing a lawsuit for violating employment laws. After partnering with an RPO firm, the company was able to stay compliant with all applicable employment laws and avoid a costly lawsuit.</li>
</ul>
These are just a few examples of how RPO can help real estate companies grow their business. If you are a real estate company that is looking to grow your business, RPO is a valuable tool that you should consider and Hintel would love to learn more about your business.

How can RPO help real estate companies grow their business?

Recruitment process outsourcing (RPO) has been growing in popularity as an effective solution for managing talent acquisition. As we look ahead to the remainder of 2023, here are some trends and predictions for the future of RPO:
<ol class="wp-block-list">
<li>Increasing use of technology:&nbsp;Technology will continue to play a major role in the evolution of RPO. AI-powered recruitment tools will become more widely used to automate repetitive and time-consuming tasks, such as candidate screening and scheduling. This will enable RPO providers to deliver a faster and more efficient recruitment process.</li>
<li>Greater focus on candidate experience:&nbsp;Candidate experience will continue to be a key focus for RPO providers. The best RPO providers will put a strong emphasis on creating a positive candidate experience throughout the recruitment process, from the initial job application to the final job offer. This will help to attract and retain top talent.</li>
<li>More flexible solutions: As the workforce becomes increasingly diverse, RPO providers will need to offer more flexible solutions to meet the needs of their clients. This may include a range of recruitment models, such as project-based, on-demand, or shared services.</li>
<li>Increased emphasis on diversity and inclusion:&nbsp;Diversity and inclusion will continue to be a major focus for RPO providers. Companies will increasingly look to RPO providers to help them build more diverse and inclusive workforces. This will require RPO providers to develop innovative strategies for attracting diverse candidates and eliminating bias from the recruitment process.</li>
<li>Growing demand for global RPO solutions:&nbsp;As companies become more global, there will be a growing demand for RPO solutions that can operate across multiple countries and regions. This will require RPO providers to have a strong global presence and the ability to navigate different cultures and employment laws.</li>
</ol>
AI-powered recruitment tools, project-based or shared services, and global presence will be important factors in delivering faster, efficient, and diverse recruitment processes that attract and retain top talent. RPO providers will play a critical role in helping companies build more diverse and inclusive workforces, as well as navigate different cultures and employment laws in an increasingly globalized world.
If you&rsquo;d like to learn how Hintel can support your hiring process, you can&nbsp;<a href="https://www.hintel.co.uk/contact-us/">contact us directly here.</a>

The Future of RPO: Trends and Predictions for 2023

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Explore the latest trends in the real estate market, interview influential leaders, and uncover the strategies that drive success in this ever-evolving market.

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We hired entrepreneurs and put enemies into one room.

Our lastest episodes