The hiring hesitation and reliance on quick technological fixes that defined 2025 have set the stage for a dramatic market correction, according to Jeremy Jenson, CEO of Encore Search Partners. Jenson predicts 2026 will mark a definitive “year of competitive separation,” where companies that have delayed critical talent decisions will struggle to catch up with more adaptable rivals.
In a recent analysis of talent acquisition trends, Jenson stated that the cautious approach many leaders took in 2025—characterized by “six-person panels and the desire to see more than seven candidates” for leadership roles—has created long-term momentum stalls.
“The biggest regret will not be missing a quarter of savings,” Jenson warned. “It will be losing a year of growth because they failed to keep their pipeline of people as full as their pipeline of business.”
Performance Trumps Prestige
One of the most significant shifts predicted for 2026 is the de-emphasis of “reputation-based hiring.” Jenson noted that in 2025, many firms defaulted to hiring leaders from prestigious brands as a perceived risk-management strategy.
In the year ahead, this trend will diminish, with organizations moving to prioritize verifiable performance. “A fancy resume does not guarantee execution,” Jenson said. He predicts a turn toward candidates who demonstrate measurable impact, genuine alignment with company values, and consistent performance.
The True Demands of Top Talent
The disconnect between employer offerings and candidate expectations is reaching a critical point. While many companies still focus on rigid office schedules and brand prestige, top performers are seeking environments that provide:
- Flexibility and Autonomy
- Transparency and Modern Tools
- Measurable Impact and Growth Potential
- Purpose-Driven Work
“High performers are seeking roles with growth potential, measurable impact and alignment with authentic company values,” Jenson emphasized.
AI: An Accelerator, Not a Replacement
Regarding the rapid adoption of Artificial Intelligence in HR—with 43% of organizations now leveraging AI for tasks like resume screening—Jenson provided a clear warning: AI speeds up processes, but it cannot substitute for strategy or intuition.
He advises recruiters to embrace AI as a “force multiplier” to automate basic outreach and “free them up to focus on the deeply human aspects of recruiting.” However, he cautions that automation must be guided by sound judgment. “Automation alone does not guarantee better hires. It only speeds up bad decisions if you do not have the right strategy behind it.”
Ultimately, Jenson believes that the companies that succeed in 2026 will be those that master the integration of technology without sacrificing human instincts, judgment, and a strong culture. He concludes that for modern businesses, “Growth is not about getting bigger anymore. It is about getting better.”