talent retention 2026: why curiosity and trust beats resilience.

As the Australian workforce undergoes rapid transformation, employee expectations are shifting. Recent findings from the 2026 Randstad Employer Brand Research (REBR) reveal that work-life balance, competitive salaries, and job security remain non-negotiable foundations for talent. However, to effectively manage a multi-generational and multicultural workforce, HR leaders must move beyond a one-size-fits-all approach. By cultivating an "Elastic Employee Value Proposition (EVP)" and replacing the overused concept of "resilience" with genuine trust, curiosity, and adaptability, organisations can future-proof their talent retention strategies.

the expectation gap: what talent actually wants

Brisbane is rapidly cementing its reputation as one of the most dynamic destinations for professionals in Australia. From the explosive growth of the financial services and superannuation sector to the health and aged care industry—which now stands as Brisbane's largest employing industry, supporting over 115,000 full-time jobs—the local market is a microcosm of the broader national talent landscape.

Yet, as industries navigate massive scale and a tight talent market, a critical question remains: what do employees genuinely want?

the generational divide: insights from the 2026 research

The 2026 Randstad Employer Brand Research surveyed thousands of Australian workers to understand exactly what drives their employment decisions today. The data reveals a divergence in what different cohorts value most when choosing an employer, confirming that the universal talent attractors of the past have fundamentally shifted.

When we analyse the data by generation, the contrast is illuminating:

generation z: the search for equity and progression 

For Generation Z, traditional financial incentives are no longer the primary factor in choosing an employer. The 2026 REBR data shows that for this demographic, equal opportunities is the number one driver, prioritised by 54% of respondents. This is closely followed by career progression at 51%.

Interestingly, competitive salary and benefits sits lower on their list of priorities, valued by 48% of Gen Z talent. This indicates that younger professionals are looking for organisations that offer a level playing field and clear, rapid pathways for advancement. They are willing to compromise slightly on starting salaries if they are guaranteed a fair, inclusive environment where their long-term employability and skills are actively developed.

According to the latest Randstad Employer Brand Research, there is a clear disconnect between what employers perceive and what talent demands. The data highlights the top three non-negotiable priorities for Australian jobseekers:

Interestingly, these priorities shift drastically when viewing the workforce through a specialised lens. For example, digital and technology professionals rank attractive salary and benefits as their number one priority, while work-life balance falls to fourth place—largely because remote and hybrid flexibility is already an established norm within the tech sector.

designing an "elastic evp" for a multi-generational workforce

One size no longer fits all when it comes to an Employee Value Proposition (EVP). Today's workforce spans four generations, each bringing unique lived experiences, cultural backgrounds, and career expectations to the table.

During the recent Randstad Leaders Luncheon in Queensland, Rebecca Pacey, Chief People & Transformation Officer at Infinite Care, highlighted the complexity of managing a highly diverse, frontline workforce of 4,000 team members. Infinite Care has focused on building an EVP around ‘I belong’, ensuring that their EVP stretches to meet individualised needs.

"The EVP component has to be very individualised," Pacey noted. "That doesn't necessarily mean that everything is about them at an individual level, but that their leader genuinely cares, that their leader connects, and that's where the trust and the belonging comes from".

The research supports this need for elasticity. Gen Z candidates are currently placing equal opportunities at the top of their priority list, while Millennials and Gen X heavily lean toward flexible work arrangements and good work environments. To attract, retain, and inspire talent across the spectrum, employers must equip their frontline managers with the cultural intelligence and leadership capability required to listen deeply and pivot when necessary.

moving beyond "resilience": building adaptability and trust

In corporate environments facing relentless change—whether through mergers, acquisitions, or regulatory overhauls—leadership often demands resilience from its workforce. However, this term is increasingly viewed as tired and, occasionally, patronising.

Anne Browne, Chief People & Impact Officer at Australian Retirement Trust (ART), advocates for a shift in vocabulary and mindset. ART was formed from the merger of QSuper and Sunsuper in 2022, and with a growing workforce, Browne emphasised the importance of curiosity over sheer resilience.

"I am starting to actually dislike the word resilience because I do feel it's overused ," Browne explained. "I do think people need to be adaptable, have that growth mindset, and be curious about the change and how they can contribute".

Building this adaptability requires clear vision, executable pathways, and honest communication from the top down. In times of uncertainty, employees do not resist change as much as they resist the unknown. By co-creating organisational values with employees rather than dictating them, companies can foster a deep-rooted sense of belonging.

redefining retention strategies

Understanding why employees leave is just as critical as understanding why they join. Our Randstad research highlights that a desire for improved work-life balance (39%), low compensation (38%), and poor management relationships (39%) are the top catalysts for employee turnover.

To combat this, organisations must look beyond standard Employee Assistance Programmes (EAPs) to protect the psychological safety of their teams. Interventions such as baseline tracking of workforce stress levels before major projects, deploying targeted leader coaching, and fostering a psychologically safe environment are critical steps in mitigating burnout.

key takeaways for HR leaders

To future-proof your organisation and retain critical talent in a competitive market, consider the following strategic shifts: