Where is employer branding heading in 2026?

In 2020, the world came to a standstill and we had to rethink many things, especially how, where and in what format we work, with a direct impact on employer branding. Until then, the word “remote” was mainly associated with technical roles in international companies.

That quickly changed, and our homes became makeshift offices. Digital transformation, which many companies had planned over years, suddenly became urgent. We also discovered an uncomfortable truth for traditional models: people could remain productive without losing hours of their lives to daily commuting.

The pandemic passed, but the world of work changed permanently. The experience of remote working led many companies to adopt hybrid or fully remote models. At the same time, employee priorities shifted significantly. Data from the Talent Trends 2025 study by Hays  reflects this new reality: 

• 41% of professionals prioritise work–life balance. 
• 46% already work in a hybrid model.
• 52% would change jobs if required to return to the office full time.

In this context, strengthening employer branding has become a key factor in attracting and retaining talent.

What is employer branding in a company?

One of the pioneers of Employer Branding was Richard Mosley, who defines it as: “The broad spectrum of thoughts and feelings that people associate with an employer, both positive and negative, both true and false, based on direct or indirect experience.”

In other words, it refers to the strategies used to attract and retain talent. At Redegal, we have reduced voluntary turnover from 17.1% in 2023 to 5.1% in 2025, an improvement of 12 percentage points in just two years. This success is largely due to a strong internal employer branding strategy. Before trying to convince the outside world, we focused on ensuring that our own people feel that Redegal is the ideal place to grow.

For this strategy to be effective, it must be two-way:

• Internally:  retain current employees and increase the desire of candidates to join the company.
• Externally: strengthen brand reputation, positioning the company as an attractive place to work.

Benefits of employer branding

75% of candidates consider a company’s employer branding when applying for a job. In addition, 66% say they want to know more about a company’s culture and values before applying. These figures from LinkedIn show that employer branding is one of the most powerful tools for attracting highly qualified talent. Other benefits include:

• Better workplace environment. A positive environment, built on strong relationships and open communication, fosters engaged and motivated employees. Flexibility and recognition are key.
• Greater engagement. When employees feel valued and find purpose in their work, their sense of belonging increases.
• Standing out from the competition. Strong employer branding is what sets you apart. When faced with similar job offers, talent will always choose the company that inspires the most trust. A solid strategy not only accelerates recruitment, but also ensures that onboarding is the first step in a long-term relationship.

Employer branding trends and strategies 

The current debate around returning to the office has created a clear divide in the market. On one side, organisations aiming to rebuild culture and informal interaction are pushing for a full return to the office. On the other, professionals are advocating for a balance they see as non-negotiable.

This disconnect has created a clear talent conflict: companies struggling to find people, and individuals feeling that their potential is limited by office constraints.

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At Redegal, we do not believe the future is “all or nothing”, nor that we are limited to choosing between rigid working models. That is why our People & Culture team is driving strategies focused on what matters most  people, talent and their careers: 

Flexibility that drives talent

Our response to market rigidity is continuous evolution. We do not believe in fixed, inflexible office days that fail to reflect either productivity needs or personal circumstances. Instead, we have developed a flexible hybrid model based on what we call “purposeful in-person time.” This concept redefines the role of the physical workspace: it is no longer about “having to go” to “wanting to be there”.

We coordinate specific days where being physically present adds real value, both to the organisation and to employee wellbeing. Our goal is not to fill offices out of habit or control, but to ensure that physical spaces are used with a clear and We have found that technical knowledge sharing is more effective when there is a shared purpose. It is a model that respects employee autonomy and trusts individuals to manage their own performance.

Purposeful in-person time

To ensure that flexibility does not dilute our company culture, we structure it around key moments that reinforce our identity. The first of these is social and celebratory gatherings. These moments are designed to build culture and strengthen the personal relationships that are the foundation of high-performing teams.

The second key pillar is training and innovation sessions. We have seen that technical knowledge sharing and creativity take on a different energy when people are together in the same space.

We also prioritise face-to-face interaction during client visits and onboarding processes. Welcoming a new colleague in person lays the foundation for their future within the company, ensuring they feel supported and connected from day one. 

Leadership that inspires

We believe the key to making this flexibility work, and ensuring both sides benefit, is having leaders and change drivers within the organisation who guide others in this model. Their role is to ensure that time spent in the office is meaningful, turning what might feel like a sacrifice into genuine motivation.

While no model is perfect, this approach allows us to address one of today’s biggest challenges: providing genuine flexibility for employees while preserving the essence and culture of Redegal. In-person time sustains the company’s identity, but only when it is applied flexibly and creates valuable shared experiences.

The job market in 2026 does not need rigid labels such as “on-site”, “hybrid” or “remote”. What talent is looking for is genuine flexibility, where personal wellbeing and business success go hand in hand. So, what will the trend be in the coming years? Want to learn more?