Hiring Top Candidates During Economic Uncertainty

When headlines are filled with economic doom, job seekers reprioritize risk of making a move and security/stability in their new role. For recruiters, understanding this psychological shift is key to navigating the talent market successfully. The talent is still out there, but the way we engage with candidates needs to evolve.

Most of us have recruited through a volatile economy and state of the world (ahem, global pandemic, anyone?). What feels unique about this one is the simultaneous impact of multiple pressures: layoffs, inflation, threat of tariffs, roller-coaster stock markets, and more. 

Did your anxiety just spike? Ours too.

Trends we’re seeing, and how to respond:

• Passive candidates become more risk-averse, even if they’re disengaged in their current role

  • Response: Reframe “stability” beyond the bottom line.  

    
    

    Candidates don’t just want to know the company is profitable, they want to know the role is positioned for long-term impact. If a function is tied to the organization’s strategic priorities, say that. Connect the dots between the hire and the company’s mission and roadmap.

  
  

• Candidates stalling later in the funnel, needing more time and reassurance before making a leap

  • Response: Prepare hiring managers to address tough questions.  

    
    

    We’ve all had candidates who ask, “How did your team handle the last round of layoffs?” or “What happens if there’s another downturn?” Prepare managers to answer with clarity, not deflection. Acknowledging past decisions while outlining future strategy goes a long way.

    
    

• More questions about layoffs, team stability, and company strategy during interviews

  • Response: Lead with specifics, not generalizations.  

    
    

    Instead of saying, “We’re in growth mode,” try: 

    "This team grew by 30% last year, and we’ve already budgeted for two additional hires this quarter.”  

    Or:

    “This role supports a business unit that’s currently responsible for 40% of our  revenue. It’s one of the most stable and strategically important teams we have.”

    
    

• Compensation still matters, but candidates are prioritizing long-term viability and internal mobility more than ever

  • Response: Re-engage slower-moving candidates without pressure.  

    
    

    It’s okay if a candidate isn’t ready to make a move today, especially if you’re able to maintain the relationship and leave the door open. A simple check-in 3–4 weeks later with relevant updates or insights keeps your pipeline warm without feeling transactional.

It’s not that people aren’t open to moving, it’s that the risk feels greater so the bar for trust is higher. That means communicating more clearly, anticipating concerns, and leaning into transparency rather than attempting a harder sell. And this should go without saying, but just in case… only share what is true.

Acknowledge the Moment

When you’re reaching out, even subtle shifts in tone can really build trust. These scripts are meant to acknowledge where candidates are coming from, which validates the candidate’s experience:

Outbound Message to Passive Candidate “

I know timing is everything, and with the market being what it is right now, I completely understand if change feels like a big ask. That said, I wanted to flag this opportunity that’s aligned with the kind of long-term, strategic roles we rarely see open up, and the team has a strong track record even in tougher markets.”

During the Offer Stage 

“Given how thoughtful you’ve been throughout this process, I wanted to take a moment to acknowledge the weight of this decision. What we can offer is transparency: this role is prioritized in our 12-month roadmap, and leadership has been clear that this team is core to our continued growth.”

When They’re Hesitating

“If now’s not the right time, I respect that. My goal is to stay in touch so when it is, you’ve got a trusted contact who already understands your goals.”

The current climate calls for showing up with empathy, being clear about what’s real, and creating space for honest conversation. If your company truly offers stability, support, or long-term opportunity, say so, and say it directly. Creating a genuine connection during times of economic uncertainty will create longer-lasting relationships and could open the door to possible referrals.

Recruiters who lead with grounded, transparent conversations are the ones candidates remember… and trust.