As Hiring Freezes Thaw, What Are You Doing to Attract Workers?

Recent research from talent consultancy Robert Half showed 38% of employed U.S. workers plan to launch a job search in the first half of 2026, up from 29% a year ago. It’s the first percentage climb in the poll after two years of steady decline, suggesting the job market is under a “great thaw,” a moment when workers who have voluntarily stayed put are now exploring new opportunities.

After a year defined by “job hugging” — where workers embraced the known versus the unknown (a career move) — this shift raises an important question for HR and total rewards professionals: How should organizations attract and retain talent as the labor market regains fluidity?

What Workers Are Seeking

Although there’s still some uncertainty in the air, workers who aren’t opposed to a move may feel this is the year to ultimately do so, said Robert Hosking, the executive director of the administrative and customer support practice at Robert Half.

Employers appear to be thinking the same thing with their hiring practices. According to Robert Half research, 60% of surveyed employers plan to add permanent staff in the first half of the year, with the majority expressing confidence about the business outlook.

As more workers explore new roles and more organizations look to hire, the competition increase likely makes it critical for employers to clearly communicate what makes them an appealing landing spot.

“Generic postings, or those that don’t really say much, aren’t necessarily going to attract those who may be looking for the next role,” Hosking said.

Instead, seek to understand what workers want in their career paths.

“In a more fluid 2026 labor market, the risk is leaning too heavily on traditional rewards,” said Allison Vaillancourt, the vice president of the organizational effectiveness practice at HR consultancy Segal. “Pay and benefits still matter, but they increasingly need to be reinforced by flexibility, quality of life, and opportunities to work and grow alongside trusted colleagues and leaders.”

According to Robert Half data, benefits were the top motivators for workers’ job searches (36%), followed by career advancement (34%) and pay (33%). Another report from career website Zety found similar trends, showing job seekers primarily looking for higher compensation, better benefits and more opportunities for career growth.

Based on these findings, Zety career expert Jasmine Escalera said organizations should focus on three areas for attracting talent:

1. Compensation. She said workers are feeling financial pressure and paying close attention to pay transparency and salary ranges, so organizations that are not staying competitive on compensation will likely struggle to attract strong candidates.
2. Benefits. Employees value benefits that support overall well-being, such as flexible work arrangements, mental health support and programs that help manage daily responsibilities. “The companies that stand out are the ones that show they understand employees as whole people,” Escalera said.
3. Growth opportunities. Many professionals feel stuck in roles where responsibilities increase but advancement doesn’t, she said, noting organizations can support career development through mentorship, skill-building and internal advancement opportunities. 

Building Rewards

During the “great thaw,” compensation, meaningful benefits and clear growth pathways should play a big part in both attraction and retention reward strategies.

According to Kevin Tamanini, the vice president of professional services at leadership consulting firm DDI, leaders should start by having candid conversations with current employees who may be eyeing the exit door.

“It’s not about being confrontational,” he said. “It’s about understanding where they stand, what are they looking at and whether there are ways [the organization] can adjust.”

Tamanini added organizations also should conduct a cost-benefit analysis to determine whether it is riskier to absorb additional costs to retain someone or risk losing an experienced worker.

“Sometimes it may mean we need to throw a lifeline; otherwise we’re going to create risk we’re not going to mitigate,” he said.

To stay competitive with internal talent in a more active labor market, consider adopting the following strategies:

• Offer competitive pay and benefits. Employers should regularly evaluate whether salaries remain aligned with current market benchmarks and survey employees to understand what kinds of benefits support their well-being and day-to-day needs, Escalera noted.
• Create a visible career progression. According to a report by career website MyPerfectResume, 65% of surveyed workers said they’ve experienced “ghost growth,” advancement without meaningful changes in pay or responsibility. “When employees can’t clearly see how their work leads to real progression, whether that’s increased responsibility, new skills or higher compensation, they’re far more likely to start looking elsewhere,” Escalera said.
• Apply more upskilling. Many mid- and late-career employees want opportunities to build skills and contribute in new ways. “Whether it’s providing courses, education or tools to help that person advance professionally, [learning and development opportunities] can really help them and keep them motivated and incented,” Hosking said.

Editor’s Note: Additional Content

For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics:

• Career Growth
• Employee Benefits
• Employee Compensation
• Total Rewards