As part of Landing Point’s The Future of Work virtual workshop series, we welcomed the brilliant Lars Schmidt and Joy Sybesma to discuss how to attract and retain talent in a candidate-driven market.
We discussed some of the most important factors for top talent when evaluating job opportunities in this current market and the factors that top talent evaluate when deciding whether to stay at their current company.
The main buckets discussed were consistent communication, aspiration, and momentum/feedback.
Consistent Communication:
To attract the right talent, it’s important to clearly and consistently communicate not just the job responsibilities and what the company does, but the true lifestyle and culture that comes with working at your company. Interview training should be a priority to ensure consistency in messaging about the role, company values, and workplace expectations, including remote or hybrid plans.
Below are factors that talent want to learn about during the interview process. Being explicit about these upfront helps avoid the cost of a wrong hire, which can be equivalent to 30% of that person’s earnings:
Benefits – Benefits are no longer an afterthought; top talent wants clarity upfront. Some of the most critical benefits include:
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401K plans – Candidates want to know they can plan for the future and save for retirement.
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Parental leave/general benefits for parents – High-performing working parents seek meaningful support and competitive policies.
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Mental health benefits – Candidates value resources like therapy coverage, wellness subscriptions, and programs that support overall well-being.
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Health insurance – A competitive plan remains a key factor in decision-making.
Career development opportunities – Highlight strong mentorship or learning and development programs. High performers want guidance, advocacy, and a clear path for growth, and the right manager can be as important as the company’s brand or stability.
Stability – Communicate the company’s strength and reliability. Candidates want assurance that the organization is thriving and that their role is secure.
DEI – Candidates want to see actionable, tangible examples of DEI programming, not just statements. Demonstrating commitment in practice can be a make-or-break factor for top talent.
Apiration:
Today, the lines between the “work you” and the “real you” are more visible than ever. People want to be celebrated for their full selves, not just their work selves. Work is a massive part of our lives—most of us spend more than 40 hours a week collaborating with colleagues—and creating an environment where employees can bring their whole selves is a huge step forward. Embedding this into company culture not only fosters engagement but also becomes a powerful retention tactic, making work feel less like a separation from life and more like a positive, enriching part of it. The goal should be to make the workplace a space that enriches lives intellectually, socially, and financially.
Momentum/Feedback:
Once a candidate is in process, it’s critical to keep things moving, especially right now, as people are getting multiple offers fast! Plus, candidates tend to favor those companies that genuinely show interest. Gone are the days of companies trying to play hard to get/waiting weeks to get back to people, top talent value transparency, and right now are getting reached out to constantly, to stay competitive – show your interest proudly. You don’t want to go more than a few days without an update to people you are interested in. I’ve seen people take offers or start to lean one way when a company has given them that security throughout the process that they really like the person, it’s just like dating! On the flip end, closure is important too for those you don’t want to move forward with – make sure to close the loop. On the retention side, use momentum when prioritizing employees’ ideas and needs. And having a feedback system in place so people know where they stand, but are also give an opportunity to give upward feedback.
Attracting and retaining the right talent starts with being human and being honest. Some employees may leave, and that’s okay—it opens the door to bringing in people who are a stronger fit and a better addition to your organization. The key is to focus on alignment, ensuring that both the company and its people can grow together.