MCS Lunch and Learn webinar. Julie from Legal Island is joined by leading recruitment experts Rebekah Mulligan and Tara Duffy.

Think you’ve seen it all in recruitment?  Think again. In This 45-minute webinar hosted by Legal Island in partnership with MCS Group, get the inside scoop on what’s really shaping hiring and how to hit the ground running in 2026.

What to expect:
•    Understand how last year’s shifts in HR roles, sector trends and candidate expectations are shaping recruitment in 2026

•    Explore how candidates and employers are using AI from CV optimisation to predictive hiring and what it means for your strategy

•    Practical tips to reduce costs, streamline workflows and make automation work with your people, not against them

Stay ahead of salary trends, new role types and sector specific insights that will define the year ahead! Julie hosts a Q and A with recruitment experts Rebekah Mulligan, Senior Recruitment Consultant - HR – MCS UK & Ireland and Associate Recruitment Consultant Tara Duffy, so you leave with answers, ideas and a sharper 2026 hiring toolkit.

Transcript to Follow:

Julie: Hi, everybody. Welcome to our Lunch and Learn webinar, "Level Up Your Recruitment Strategy for 2026". My name is Julie. I work at the Knowledge Team at Legal-Island and I'm delighted to host today's session.

You'll see that I'm joined by two recruitment experts today from MCS Group. We've got Rebekah Mulligan, who is a newly promoted Recruitment Manager at MCS Group for UK and Ireland, and also Tara Duffy, who is an HR Specialist Recruitment Consultant. And you're both very welcome. Thanks for joining us today.

They're both also very passionate about connecting talent with leading organisations, and so they're here to help you look ahead today and explore what's changed in the past year and what you can look at for later on.

So let's take a look at what's on the menu today. First of all, we're going to take a look at what are the biggest developments of last year and what's coming ahead in 2026. We're also going to look at how organisations are utilising different data-led and automations, such as AI, and how that's affecting the different disciplines, such as recruitment.

And they're also going to provide some market insights for you on engaging candidates in today's market. Also, you'll find some really interesting information about HR as well, how HR roles are evolving, just in case you're thinking about a move yourself.

So we'll take a look at those. First of all, I just want to thank MCS because all of Legal-Island's webinars and podcasts are sponsored by MCS Group. MCS help people find careers that match their skill sets perfectly. They also support employers to build high-performing businesses by connecting them with the most talented candidates in the marketplace. So if you're interested in finding out more about how MCS can help you, you can head to www.mcsgroup.jobs.

I just also wanted to mention that the transcript from today will be available shortly and you will also be sent the recording as well. And you can either revisit little parts that you want to or you can share that learning with others.

As always, we have the opportunity for you to ask questions as well, and so I'm going to ask you to drop any questions that you have in the questions box up at the top, and we'll try and get through as many of those as we can at the end of the webinar.

First of all, I'm just going to go through a few poll questions because it's always nice just to get an idea where everybody is with recruitment at this stage.

Gosia is just going to bring up the first question for us, and it's "What's the biggest hiring headache that you are facing right now?" So is it not enough of the right candidates, is it hard to fill roles with niche skills, or is it competing with stronger employer brands? Again, Tara and Rebekah will be able to give you insights on this from their side, but just let us know where you are at the moment.

I think we can see that the first two answers are pretty close, but I think it's actually about not enough of the right candidates. So we've got that at 54%, hard to fill roles with niche skills at 39%, and competing with stronger employer brands at only 7%. But again, Rebekah and Tara will be able to give you some pointers on that.

So thanks very much, Gosia. We're going to go on to the second one now, and it is about AI, which is something that Rebekah and Tara are also going to talk about today.

What is your biggest concern about using AI in hiring in 2026? Is it about the bias and fairness? Is it about compliance and regulation? Is it about candidate trust? Is it about the data quality? Or perhaps you don't have any major concerns, either you haven't fully utilised it yet, perhaps it's not in your plans, or maybe you've already integrated it and find that it's working very well. It'll be interesting to compare your experiences with what other people think as well.

We've got bias at 24%. So it looks actually like the top one is compliance and regulation at 27%, so that governance piece around exactly who's using it, the ethics of it, and also how you ensure that HR has a strong overview of that as well, rather than handing off that responsibility to some other internal departments within your organisation.

Gosia, thank you very much for doing that for us, and we'll come up with the last question then, which is about your employer brand. If you're currently recruiting at the moment, how do you feel that it stands out in your sector?

You'll see that we start off with you may feel that you've got a really clear message/strong reputation, so you put yourself in the best position possible. Some people are aware that there may be room for improvement and are working on it. Other people aren't really measuring it at all. And for other people, they have to admit it's maybe on the New Year's resolution list. A bit of a blind spot, but that's okay. We'll get you some advice today so you can find out how to improve it.

And so it seems to be that everybody's being a little bit conservative and they're saying that they're working on it. So everybody is saying that they're not quite there and willing to get some help on that and advice on it.

Thank you very much for participating in those. And now that you've done your work, you can sit back, you can enjoy your lunch, and I'm going to take myself off the screen, hand over the reins to a very capable Rebekah and Tara. As I said, Gosia will bring the slides up. You can drop your questions in the box, and then we'll have a chance to do some of the questions afterwards. Thanks very much.

Rebekah: Thanks very much, Julie. So, yes, I just want to start off saying hi, everyone, and huge thank you to Legal-Island and Julie for partnering with us once again on these sessions. It's always a pleasure to collaborate with such a forward-thinking community. I know we really enjoy doing these sessions with you guys.

For anybody I haven't met before, my name is Rebekah. I'm an HR Recruitment Manager here at MCS Group. And I'm joined today by my colleague, Tara Duffy. Tara is a Specialist HR Recruitment Consultant. And together, today we're looking forward to sharing insights, experiences, and practical strategies that can really make a difference to your work.

Our session today is titled "Level Up Your Recruitment Strategy for 2026", and it's designed to explore how recruitment and HR are continuing to evolve across the island of Ireland.

The world of work is changing rapidly and 2025 has taught us a lot about the labour market, candidate expectations, and what works and really what doesn't work when attracting, retaining, and developing talent.

During this session, we're going to take a look at the lessons from the past year and then shift our focus onto what's coming next. We're going to explore how recruitment is evolving in practice and how HR can position itself not just as a support function, but as a strategic commercial partner in 2026, therefore influencing business outcomes and driving real impact.

We'll share market-leading insight on the forces shaping recruitment today. So that's from regulatory and legislative changes, to the opportunities presented by data and AI, through to evolving approaches and inclusion, employee value proposition, and a practical recruitment strategy.

Our aim today is to give you a holistic view of the environment combined with actionable ideas you can take back to your teams immediately.

By the end of today, our goal is simple: You'll leave with clear, practical takeaways, whether you're working in a large organisation or a growing SME. Hopefully, these will help you strengthen your recruitment strategy, engage talent more effectively, and navigate the opportunities and challenges in 2026 with confidence.

I'll hand over to my colleague, Tara.

Tara: So, for our first slide today, we'll take a bit of a look at the market overview for 2025. So 2025 overall was really a year of recovery and recalibration with a lot of markets stabilising and resetting for future growth.

So after several years of rapid post-COVID hiring, organisations across both Northern Ireland and the Republic of Ireland shifted focus from speed and volume to focussing on sustainability, long-term workforce planning, and quality.

According to our latest NI Employment Monitor, demand remains strongest in NI for HR generalists, HR managers, and experienced HR officers. Employers are looking for HR professionals who can deliver operational excellence while also contributing strategically.

In Northern Ireland, we're seeing particularly strong demand for HR generalists and managers with strong employee relations capability, dedicated ER and IR specialists driven by legislative reform and increased union engagement.

In the Republic of Ireland, on the other hand, the demand is slightly more skewed towards HR business partners, particularly in multinational and regulated environments, and HR professionals with experience in change management, governance, and EU legislation.

A third and fastest growing category across both jurisdictions is actually HRIS analysts, People Analytics specialists, and Workforce Planning or HR Transformation specialists. So these give a key message to 2026 that broad HR capability, employee relations steps, and data literacy are now business-critical skills for HR.

I'll pass over to Rebekah to cover our compliance and credibility.

Rebekah: Perfect. Thank you. Next up, I'm going to have a look at the employment law in 2026, so if we turn our attention to any of the legislative changes across NI and the Republic of Ireland and what they really mean for HR and recruitment in practice.

So if we start out today with Northern Ireland, there are several significant updates impacting HR teams and organisations, including your statutory sick pay, extended parental leave rights, and also reforms around predictable hours and zero-hour contracts under the Good Jobs Bill, as well as we're also seeing at the minute strength in trade union access and then, again, the national living wage increase from 2026.

These changes are really driving demand for HR professionals who can navigate complex employment relationships. We're seeing that organisations are increasingly looking for ER specialists, HR managers with strong case management and policy interpretation skills. We're also seeing HR professionals who are comfortable operating in union environments.

In the Republic of Ireland, the legislative landscape is also evolving quite quickly. Key updates include your auto-enrolment in your pensions, your EU pay transparency directive, minimum wage increases, and extendable flexible working rights.

As a result, demand is growing for HR professionals with expertise in reward as well as pay transparency and compliance. You might also find HRBPs experienced in EU regulation and governance, people who are ready to ensure the audit readiness and consistent process application. That's something, as well, that's incredibly important in the Republic of Ireland.

How can HR respond strategically? Handled well, legislative changes are more than just compliance requirements. They are an opportunity for HR to ensure fairness, inclusion, and trust across the organisation. So they will actually allow HR to shape culture, demonstrate credibility, and position themselves as a strategic partner in driving organisational outcomes.

We have had a look at some practical strategies for HR professionals to stay ahead of employment law changes and really make the most of them rather than them to be a daunting task to complete.

First up, we've recommended staying informed proactively. You can do this by subscribing to updates from relevant government bodies, such as the Department of Economy in Northern Ireland or the Department of Enterprise in the Republic of Ireland, as well as the Workplace Relations Commission.

You could join professional networks like the CIPD, Legal-Island, or local HR forums. These often provide practical guidance and case studies. We also recommend keeping an eye on legal commentary from trusted law firms as they often provide summaries of complex changes.

Next up, we would recommend building a strong internal knowledge and systems. So, basically, what we would say is maintain a central tracking for policies, employment contracts, and handbooks, and keep these updated for legal compliance, but also making sure your HR team is trained and confident in applying new legislation consistently.

As we've referenced before, there's a lot of information, a lot of growth towards the data space. So using your HR systems to monitor your compliance, really to track your leave entitlements, and flag deadlines or obligations will also help relieve some of the pressure.

You could also collaborate with external expertise. So you could build relationships with employment law experts, ER consultants on an independent basis, which will help provide guidance in any complex cases or grey areas.

We would also recommend that you consider training sessions for your line managers so they can really understand their responsibilities and can support compliance.

When it comes to employment law, it's not just HR's responsibility. This is something that all employees need to be aware of. So having your line managers trained will only make your job easier, hopefully, in the long run.

We also recommend, as well, linking compliance really to strategic outcomes. So treat legislative changes as an opportunity to improve your fairness, your equity, and inclusion in the workplace.

Doing this, if you demonstrate to leadership how proactive HR practices can reduce risk, increase engagement, and strengthen retention, this is really going to improve your EBP as well. So, again, it's incredibly important for HR professionals to think of this as a commercial advantage.

And then finally, what we'd recommend is communication. So communicate clearly and consistently. Update your staff proactively about any changes and what they actually mean in practice. Rather than, "Oh, here's the employment law change", what does that actually mean in your own specific organisation and specific teams?

If you provide guidance really across your team that's simple, it's practical, and accessible, again, that's going to reduce your risk and build trust. So by taking a proactive and strategic approach, HR doesn't need to react to legal change. It positions itself more as a trusted adviser and partner to the business, helping navigate any risk while creating a positive workplace culture.

Next up, I'll hand over to Tara.

Tara: Perfect. So, next up, we'll take a look at HR as a strategic and commercial partner.

The role of HR is changing rapidly, and so are organisational expectations of the function. HR is no longer seen as purely administrative or support roles. It is increasingly expected to deliver measurable business impact and strategic insights.

The NI Employment Monitor shows growing demand for HR professionals who can interpret people data to identify trends, forecast needs, and highlight potential risks, and use HRIS and reporting tools confidently to provide actionable insights and connect workforce decisions directly to business performance and organisational goals.

Traditional roles are evolving with this. HR business partners are taking on workforce planning, change leadership, and cross-functional projects. HR managers are expected to provide data-led insight to leadership, linking people initiatives to financial outcomes and strategic priorities. And HR generalists are now accountable for retention, capability planning, and organisational culture in addition to recruitment and administration.

Alongside this, new roles are emerging. HR reporting leads focus on accurate, timely, and insightful people analytics. People systems managers manage technology adoption, integration, and reporting. And workforce planning analysts anticipate skills gaps and support long-term talent strategy.

In larger ROI organisations, these are often standalone roles. However, in NI SMEs, this capability is more commonly embedded into existing HR manager or generalist roles with upskilling and coaching to develop data literacy and strategic insights.

When HR can clearly articulate the impact of engagement on performance, the cost associated with turnover, and the risk of unfilled or mismatched roles, the function moves from reactive to strategically influential.

This includes advising leaders or workforce planning, linking employee engagement to productivity and organisational outcomes, identifying where targeted interventions will deliver measurable benefits, and demonstrating how people initiatives contribute to the overall health and growth of the business.

HR can also influence broader organisational culture, ensuring policies are applied consistently, inclusion is prioritised, and employees experience organisation in line with the values communicated externally.

This combination of operational excellence and strategic insight position HR as a core partner in shaping both business performance and long-term workforce success.

Rebekah:Thank you. If we can move the slide over to the "EVP: Building a Strong Employer Brand", please. Yeah, perfect. Thank you.

So, your EVP, your employee value proposition, really is one of the most powerful levers HR owns in 2026. At its core, EVP should answer two questions: Why should somebody join us, and why would they stay? So across both NI and ROI, candidates consistently prioritise flexibility, wellbeing, development and progression, as well as an authentic culture.

We've seen some excellent local examples of EVP in action. So at the CIPD NI Awards last year in 2025, we saw ASCERT winning Best Flexible Working Strategy, NI Water who won the Best Employee Experience Programme, and Continu, who won the Best People Management in an SME.

And then at the Irish News Workplace Awards in 2025, we also saw Mackle Petfoods win two awards, Best Place to Work and Best Employee Development Programme. Connected Health won Team of the Year under Large Business.

Now, we always recommend having a look at some of these strategies of organisations who've won awards or been nominated for awards again, because they are going to be from small organisations to more complex as well. And they will give good examples of different things you can pull out and maybe try to roll out in your own organisation.

One thing we would say is the organisations have in common isn't their size or their sector. It really is intentional EVP. So it's designed and delivered by HR. But one thing to remember is EVP will only work if it's lived consistently, not just marketed.

And then on to our next slide, please. So how does HR deliver EVP? What is your role actually in this? So, really, to build on this last slide, we are going to have a look at what high-performing HR teams should focus on, so the four key areas.

First up, we have grounding EVP in reality. So you can do this by using engagement surveys, exit and stay interviews, and looking at employee feedback to ensure EVP really reflects the real employee experience. We would recommend avoiding aspirational messaging that doesn't match day-to-day reality.

Next up, we would say embedding EVP in recruitment and onboarding is incredibly important. So you can do this by ensuring your job adverts, your interviews, and your onboarding consistently reflect your EVP. You can do this by training your hiring managers to articulate your process, your values, your brand credibly.

Next up, we would recommend aligning your EVP with reward, flexibility, and wellbeing. So that's through the likes of transparent pay frameworks, your fair flexible working arrangements, and wellbeing strategies that are consistently applied. This really does ensure that EVP is experienced in practice and not just on paper.

And then finally, measuring your EVP, something that's incredibly important. You can do this by tracking your employee retention, your quality of hires, referral rates, and candidate feedback. You can then use this data to refine and strengthen your EVP over time.

Measuring should not be a one-off. It should be a constant throughout each time stamp essentially. So, really, in short, EVP is not a branding exercise. It is an operational discipline, and HR owns it, essentially.

Next up, we'll have a look at our purpose-led hiring, so the role of ESG. Tara, you're on mute there.

Tara: Sorry about that. So in 2026, Environmental, Social, and Government, or ESG, priorities have really moved from optional extras to essential components for strong employer brands. Candidates, especially younger generations, are no longer just looking and asking, "What does this organisation do?" but, "What does it stand for?"

Recent research shows that 77% of job seekers say ESG commitments influence their choice of employer. They want to work for organisations that align with their values and demonstrate a genuine contribution to the planet and people.

Locally, we've seen outstanding examples. Simon Community NI, who won Best Health and Wellbeing Initiative at the CIPD NI Awards 2025, demonstrated how community support and employee wellbeing can sit side by side in a business strategy. Brett Martin, named Sustainable Manufacturer of the Year at the Made in NI Awards 2025, showed how sustainable innovation can also drive business growth.

For SMEs, ESG doesn't need to mean expensive programmes or global frameworks. It can start small: a local volunteering partnership, a workplace sustainability initiative, or a commitment to sourcing responsibly. What matters most is authenticity and consistent communication.

Embedding ESG into recruitment messaging is a powerful differentiator. Showcase your community impact in job adverts, highlight sustainability in onboarding, and include your ESG story in interviews or careers pages. Candidates want to know how your organisation makes a difference and how you can contribute to that story.

In a crowded talent market, purpose attracts people. ESG-driven organisations not only recruit more effectively, but retain staff longer, because employees who feel connected to a greater purpose are more engaged and motivated.

Going forward, aligning recruitment with your ESG goals will not only strengthen your brand, but it will ensure your people strategy reflects the kind of organisation you truly want to be in.

Our next slide is going to take a look at inclusive recruitment and candidate experience. In 2026, equity, diversity, and inclusion, or EDI or DEI, should sit at the heart of every recruitment strategy, not as a compliance exercise but as a genuine business and people priority.

Inclusive recruitment means designing processes that give all candidates an equal opportunity to succeed. This starts with inclusive job descriptions that avoid gendered or exclusionary language and ensuring ads are visible across platforms that reach underrepresented groups.

It continues with accessible application systems, interview adjustments for neurodiverse or disabled candidates, and training interviewers to recognise and mitigate bias in their decision-making.

A great example of this in practice is Adapt NI, who won Best Diversity, Equality, and Inclusion Initiative at the Irish News Workplace Awards in 2025. Their focus on improving accessibility for people with hearing impairments shows how practical small-scale interventions can transform inclusion. They prove that inclusive recruitment isn't about large budgets, it's about mindset, communication, and consistent action.

Beyond the mechanics, inclusion must be felt throughout the candidate experience, from first contact to final feedback. Every interaction shapes how your organisation is perceived. Providing timely communication, constructive updates, and transparent process shows respect and professionalism across the board.

It's worth remembering that every candidate is a brand ambassador, even those who don't get hired, and a positive experience can lead to referrals, repeat applications, or even future customers for your business. In contrast, a poor one can quickly spread across social networks and review sites.

Ultimately, inclusive recruitment is both a moral and commercial differentiator. Diverse teams make better decisions, innovate faster, and stay longer. By embedding inclusion into every stage of recruitment, organisations can build workplaces that reflect the communities they serve and then build the trust of future talent.

Rebekah: Perfect. Thank you. So, next up, we're going to have a look at AI and data-driven hiring. I know AI is on everybody's mind at the minute. Let's talk about one of the most exciting and sometimes divisive shifts in recruitment today, so AI and data-driven hiring tools.

These technologies are transforming how we attract, assess, and retain talent. But as with any powerful tool, they come with opportunity and responsibility.

According to the latest MCS NI Employment Monitor and our latest salary survey, organisations who are already using AI are seeing some real benefit. That's across better quality of hire, improved candidate experience, faster time to hire, and lower admin workload and costs. And in today's competitive talent market, these are huge advantages.

What does AI actually do for HR? First of all, it can automate repetitive tasks, so scheduling interviews, sending routine emails. That will free your recruitment to your internal TA team to focus on parts of their jobs humans do best. That's building relationships, assessing culture fit, and making strategic decisions.

Secondly, it can also provide data-driven insights. So AI can actually spot patterns across candidates, it can highlight top talent, and even predict which hires are likely to succeed.

Thirdly, when used responsibly, it can help reduce unconscious buying and hiring. Although it is worth noting, AI is only as fair as the data it's trained on, and that's one thing to really take away from today.

And finally, it can support your workforce planning. So AI can show trends in turnover, it can show skills gaps, talent availability, which will help HR anticipate future needs rather than to react to them.

So, let's be clear, there are risks essentially with AI. AI can perpetuate bias if we don't audit it carefully. So although we can utilise AI, we do need to have that human element within this to keep an eye to make sure it is following our internal people processes properly.

Candidates will also need transparency. They should know that AI is part of the process. So, again, having that on your job adverts, having that on your website, having that on your applications, that's incredibly important.

You also must make sure that your systems comply with employment law and data protection. So, again, there are legislative differences for, say, an all-Ireland organisation. A person applying for a role here in Northern Ireland is slightly different than in the South. So, again, these need to be specific to the role you're applying for.

You also need to make sure your HR teams understand how algorithms work. So training is incredibly important.

And then finally, as I've mentioned there, recruiters and all HR must be trained on how to use AI effectively and responsibly. So no shortcuts. It is there to enhance your performance.

So what really do we think good practice looks like? Combine your AI with human judgement. Automation can handle your admin, but humans must make the final decision on fit, skills, and culture.

Make sure you audit your systems regularly, so check for your bias, accuracy, and compliance.

Also, education to your team. So make sure everyone understands the tools and can explain them to candidates in leadership.

Use AI insights strategically. So integrate them into the broader HR planning space and workforce strategy, but keep that human connection front and centre. AI should free time up for meaningful engagement, not replace it.

So really, in short, when used responsibly, AI isn't and shouldn't be replacing HR. It is empowering HR. It will help teams to work smarter, make better decisions, and reduce admin burden and focus on what really matters most, connecting with people, shaping culture, and driving organisational success.

Next up, we'll have a look at how to turn to HRIS and People Analytics.

Tara: Yeah, so following on from the AI side of things, we'll take a look at HRIS and People Analytics and turning this into insight.

Data has become a strategic asset for HR, transforming how organisations hire, retain, and develop talent. In recent months, we've seen a really significant increase in demand for HRIS analysts, people data specialists, and workforce planning professionals, with continued growth really predicted throughout 2026, according to our Employment Monitor.

These roles are critical because they turn raw workforce data into actual insights. By analysing trends in attrition, engagement, productivity, and performance, HR teams can proactively anticipate skills gaps, manage performance planning, and support retention strategies before challenges arise.

Predictive analytics allow organisations to see patterns in who is likely to leave, which roles are hardest to fill, and how recruitment campaigns are performing across channels.

Our research highlights four key metrics that every HR analytics specialist should monitor: time to hire, how efficiently candidates move through the recruitment process; quality of hire, measuring performance, engagement, and retention of new hires; source of hire, which channels deliver the most effective talents; and candidate experience, tracking satisfaction and engagement at every stage.

Beyond tracking, HRIS and analytics roles enable evidence-based decision-making. Workforce dashboards and reports inform leadership teams about current and future staffing needs, identify trends in diversity and inclusion, and allow for scenario planning.

For example, predictive modelling can highlight when an internal training programme may be needed to reduce skill shortages before they impact operations.

Upscaling HR teams in digital literacy and analytics interpretation and HR systems management is now one of the highest ROI investments organisations can make. A data-literate HR function doesn't just report numbers, it interprets them to guide strategic workforce decisions.

In short, these emerging roles make HR more proactive, commercial, and strategic. They bridge the gap between people, technology, and business objectives ensuring HR is not just a support function, but a key driver of organisational success.

So, next up, Rebekah will take a look at some practical recruitment strategies for 2026.

Rebekah: Thank you. So as we look ahead to 2026, one thing is very clear: staying competitive in recruitment requires creativity, focus, and agility. So it's no longer enough to simply post a job and wait. Organisations need to think strategically about how they attract, engage, and retain talent. So, again, we're going to show you some real-world inspiration, some examples who've recently won awards, and they can show what's possible.

In 2025, Mallaghan Engineering's apprenticeship programme won the Future Talent Award. This was at the Made in NI Awards. They really created a structured pathway for young talent to develop skills while contributing meaningfully to the business.

And then, again, JMG Systems took home the SME Apprenticeship Award at the NI Apprenticeship Awards in 2025. Their approach focussed on flexibility, mentorship, and engagement, proving that even smaller organisations can deliver high-impact talent programmes.

So again, probably a recommendation from here is you could reach out to the HR professionals within these organisations, have a look online, and ask to pick their brain. At the end of the day, everybody here is part of a community and we do want to help support the organisation during these challenging times.

What really can we learn from these successes, and how can HR replicate this? We've given some practical strategies really moving forward. So, first up, build a talent community. Don't wait for talent to come to you. Use your events, your webinars, your online networks to engage talent before roles even open. This does nurture relationships and positions your organisation as an employer of choice.

You can launch returner and early career programmes. So these are really critical to diversifying your talent pipelines. You can create pathways for career returners, for graduates, or for those starting their first roles. Organisations can tap into untapped talent pools and strengthen their employer brand, again.

You can also use data-driven sourcing. So identify which channels consistently deliver high-quality candidates. Track metrics like time to hire, candidate engagement, and source effectiveness to focus efforts where they really have the greatest impact. Again, every organisation will be different when it comes to what channels work best for them.

Also, empower your employees as brand ambassadors. So encourage your team to share stories, insights, and achievements in social platforms. Authentic employee advocacy is one of the most trusted forms of recruitment marketing and it doesn't necessarily require a large budget.

You could also experiment with micro-targeted campaigns. So this is for hard-to-fill roles. Consider hyper-focussed outreach using social media, niche job boards, or professional networks. Small tailored effects can yield high-quality results.

We would also recommend, as well, evaluating really and prioritising your candidate experience. So that's speed, clarity, and communication. These three points really matter. Even the most innovative programme will fail if candidates feel undervalued or left in the dark.

And also, integration of your learning and development with recruitment. So position your organisation as a place to grow. Highlight mentoring, training programmes, and career progression pathways to attract candidates looking for long-term development.

At the heart of all these strategies is innovation, agility, and consistency, not necessarily a bigger budget. Successful organisations in 2026 are going to focus on creative approaches, reliable processes, and continuous improvement rather than simply spending more.

So the takeaway is simple. By building engaging talent in communities, leveraging your data, and empowering your employees, also by embedding learning and career pathways into recruitment, you don't just fill roles, but you create pipelines of future talent, strengthening your employer brand, and position HR as a strategic driver of business success.

Move on to Tara here and looking at the HR outlook for 2026.

Tara: Yeah. So today we're going to take a closer look now at salaries, skills demand, and market trends for heading into 2026.

Overall, salaries are holding steady with modest growth over 2% to 4%. That being said, specialist roles kind of continue to command higher premiums, reflecting the scarcity of certain skills and value organisations place on expertise in key areas.

But there's an important insight from our latest Employment Monitor for 2026, and that is salary alone is no longer the main deciding factor for candidates. Today's talent is looking for more than just financial reward. Flexibility, opportunity for learning development, support for wellbeing, and clear career pathways are now just as important and, in many cases, more influential than base pay when candidates are deciding where to work.

Demands remain particularly strong for employee relations and industrial relations specialists who can navigate complex ER challenges and support positive employee relations; HR professionals focussed on retention and workforce planning, helping organisations anticipate future needs and retain top talent; and HR professionals with data analytics expertise, as mentioned earlier, combining human understanding with evidence-based strategy, the ideal skill set for the next stage of HR evolution.

We're also seeing sectors like the growth technology, renewable energy, professional services, and healthcare are all investing heavily in their people strategies, recognising that a skill-adaptable workforce is a critical competitive advantage.

The overarching message is clear: The future belongs to organisations that invest in skills, innovation, and adaptability. Those that develop their internal talent, embrace data-driven decision-making, and combine it with human insight will build workforces that are not only resilient but future-ready.

As we head into 2026, it's about more than salary. It's about creating an employee experience that engages, develops, and retains your talent while aligning your HR strategy with organisational goals. That combination is what separates organisations that simply survive from those that will thrive.

Rebekah: Perfect. So we're going to move on to our conclusion and sort of key takeaways and next steps for 2026. As we wrap up today, we want to leave you with a clear actionable 2026 recruitment playbook, so something you can take back to your teams and start applying. We've structured it around six pillars for future-ready strategy.

So, first up, we have people first. Start with your authentic, inclusive EVP. Make sure your EVP reflects your organisation's culture, values, and commitment to diversity. People join organisations for a job, but they stay for purpose, fairness, and belonging.

Next up, tech smart. So embrace ethical AI and analytics, but always with transparency, oversight, and human judgement. Technology should enhance your work, not replace the human connection that is critical.

Process-focussed. So keep your recruitment candidate-centred. Streamlined, consistent, and clear processes reduce frustration, improve engagement, and position HR as a professional strategic function.

We also recommend being purpose-driven, so embed your ESG in your culture. Candidates increasingly look for organisations with purpose, sustainability initiatives, and inclusive practices. So demonstrating genuine commitment to ESG is not just compliance. It's a powerful differentiator in the talent market.

Fifth, we have commercial insight. So HR must operate as a growth partner, understanding business objectives, linking recruitment outcomes to commercial impact and positioning HR as a strategic adviser. This is critical to remaining relevant to 2026 and beyond.

And finally, continuous innovation. So, test, measure, and adapt. Recruitment strategies should evolve alongside the market, candidate expectations, and organisational needs. Flexibility and willingness to innovate will separate good HR functions from the great ones.

And I suppose really just to round up after today, some critical HR capabilities for 2026. To deliver on this, HR teams need to have the right mix of skills and expertise.

As we've referenced a few times before, HR generalists and HR managers with strong ER, strong BP skills, they're going to be the backbone of any effective HR function. HRIS and People Analytics professionals can turn data into insight to predict trends and support informed decisions.

Talent and workforce planning leaders, these professionals are going to be able to anticipate skills gaps and future-proof organisations. And HR professionals confident navigating AI and data ethically, this is ensuring technology is used responsibly and transparently while improving efficiency.

I suppose before we finish up today, probably one statement I want you to have a think about is what is one capability your HR function needs to build in 2026 to stay competitive in 2027 and beyond? It might be better use of data, stronger ER expertise, more strategic workforce planning, or ethical AI adoption. The answer will be unique to your organisation, but asking the question is the first step towards action.

So on behalf of myself and Tara, I would love to thank everybody for attending today and your engagement. And then once again, a massive thank you to Julie and Legal-Island for partnering with us again. Thanks.

Tara: Thank you.

Julie: Thanks very much. Lots of food for thought there. So first question is nice and easy, and I can even answer it for you because it's, "Will we be sending the slide presentation out?" Yes, we will.

The next questions are a lot about AI. So one of the things was, "What platforms are HR teams using with good AI integration?"

Rebekah: I suppose that is probably quite a tricky question to answer. I would say it does depend on your size of organisation, and to be honest, the biggest thing is going to be budget. There are a lot of AI systems that are going to tick away in the background that are quite user-friendly, and then you're going to have a lot more that are enhanced.

We do have some AI platforms that clients are working with, so I'd be happy to send that across to you, Julie, later and you can spread it out if anybody wants to have a look at it.

There are some good consultants who are specialising in the AI space as well that were at actually the Legal-Island employment law conference recently. So I could put in a few of their details too. They can reach out and recommend different platforms.

It really depends on areas that you feel that are maybe issues in the organisation, size, demographic, things like that. So happy to share with Julie and she can then share that out with a few people I'd recommend to reach out to.

Julie: We'll send that out with email then when we send the recording as well.

Next question then is from the other side, so about both developing guidance for candidates on appropriate use of AI and then also about managing candidates through the process of being aware that they are using AI as well. So do you have any guidance on that?

Rebekah: Yeah, I suppose it's being clear from the very get-go. As I sort of referenced earlier on, you need to make sure from the very first time a potential candidate is looking at anything to do with your organisation, you need to have it clear that AI is working here, be it on your website, on your job boards, and any links you'll have as well.

I know for us, we have utilised some AI within our recruitment practices, but we are, at the beginning of calls, letting candidates know, letting them be aware that there is AI here. When we would, say, hop on a Teams call with somebody, we will have AI built into the background.

So, it's letting somebody know that and giving them the option whether or not they're comfortable with AI being involved in this. I think that transparency piece is just incredibly important.

Julie: That's great. Thank you. And thank you everybody else for your questions as well, but we're getting very close to the time that we need to finish. And as Rebekah has said, we'll send out the slides and we'll send out the recording of the presentation so that you can catch up on all of that. Again, we want to thank you for participating.

Gosia, if you could just bring up the last little slide, please. So, as Rebekah was saying, it's really important to be able to hone your skills. What we're running at the moment is a new series called Skill Builder for HR. It's called 6x6. They're monthly 90-minute sessions that are focussed entirely on what HR professionals really should be looking at to do in practice.

Each session is a deep dive on a particular topic. We have one next week, funnily enough, on AI in recruitment. So you're very welcome to join us for that.

You can attend individual sessions or you can book multiple dates and save. And the more that you attend, then the bigger discount you receive as well.

Spring programme includes topics like AI in hiring, as I mentioned, neurodiversity at work, those pesky data subject access requests that come in and usually give people headaches, as well as protected disclosures.

If you'd like to turn your lunchtime into a learning opportunity, you can find details and dates, and Gosia is going to drop those in the chat for you so that you can visit those as well.

But I have to really thank Rebekah and Tara for a fantastic presentation. You gave us so much food for thought. You talked so much about the evolution of HR, which is always a great role anyway, but even just knowing the differences geographically, the different types of roles, and what way to focus on either union relations, employee relations, on European governance, AI.

So, again, you've given us so much to look forward to, and I can see there's a number of people who are also indicating that they really enjoyed it and enjoyed your presentation too.

Thanks very much, everybody. Thanks for spending lunchtime with us. Thanks to Gosia for keeping everything running in the background for me. And big thanks to Rebekah, Tara, and MCS Group as well for another fantastic webinar. We hope to see you at the next one. Enjoy your lunchtime and enjoy your afternoon.

Rebekah: Thanks again.

Tara: Thank you.

Rebekah: Bye.

Tara: Have a lovely day.

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