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Trust.
It’s one of the biggest themes that jumped out from this year’s Job Seeker Nation Report—our annual survey where we get inside the heads of 1,500+ job seekers across the US.
More than ever, candidates are gravitating toward organizations that earn their trust early—and reinforce it often. From the job search to the offer stage (and well beyond), trust is what turns candidates into hires, and employees into advocates.
Trust showed up again and again across survey responses—from motivations for leaving a job, to first impressions of employers, to views on AI in the hiring process, and even reasons for accepting (or declining) an offer. It also mirrors the latest Edelman Trust Barometer findings: generally speaking, trust in institutions is currently very low, and about two thirds of people don’t believe the next generation will be better off.
But here’s the good news: Employers can counter this shift by turning trust into a competitive advantage for attracting and retaining top talent. In the sections ahead, I’ll unpack how trust (or the absence of it) shows up in key moments across the candidate and employee journey, and share strategies for addressing each challenge with intention, transparency, and people-first practices.
Challenge #1: Even Satisfied Employees Are Ready to Walk
Job satisfaction isn’t necessarily an indicator of employer loyalty anymore. Nearly 90% of survey respondents said they were at least somewhat open to other job opportunities—even though over 80% said they were at least somewhat satisfied in their current roles. It’s not just about how employees feel today; it’s about whether they see a future with you.
It’s important to understand what external factors and context could be driving this sense of uncertainty. Waves of layoffs in recent years for desk-based and white-collar workers may be causing employees to stay open to new opportunities, given the possibility of losing an existing one. This year’s survey also revealed that candidates aren’t as optimistic about the job search process as they were last year, and many are even worried about a “white-collar recession.”
Still, there’s a silver lining: Most respondents said they’ve explored new roles within their current company. That means they aren’t necessarily trying to leave—they’re just looking for more reasons to stay.
The Solution: Retain Talent with Flexibility and Long-Term Value
To keep great people, HR and recruiting teams need to build trust—and that starts by showing employees there’s a future for them at your company.
Without that trust, workers may start to question whether their role is still the right fit, or whether their loyalty will pay off in the long run. They might not feel confident that staying will lead to meaningful recognition, rewards, or opportunities to grow.
One of the clearest ways to build trust is through flexibility. This year, about a third of job seekers told us they would turn down an offer if it lacked remote work options. And while remote work isn’t possible for every role, adding the right elements of flexibility in workplace culture and processes can show staff you trust them to get the work done, you’re focused on solid outcomes, and you aren’t relying on outdated ideas about performance measurement or management.
Long-term benefits matter, too. Nearly 60% of respondents said health insurance was a “very important” benefit, and nearly half said the same about a 401(k). But the benefits that build lasting loyalty go beyond the basics. Think: retirement savings programs, parental leave, tenure-based PTO increases, or sabbaticals for longer-serving team members.
Just as important as offering these benefits? Communicating them clearly. When employees and candidates understand how you’re investing in their future, they’re more likely to picture one at your company.
Challenge #2: Workers Are Questioning Employer Stability
It’s not just job security employees are worried about—it’s company stability, leadership alignment, and long-term direction.
2025 survey respondents said they’d consider leaving a job because of layoff fears, concerns about their employer’s financial health, or a lack of connection with company leadership. These high-level concerns are shaping how candidates evaluate opportunities—and how employees decide whether to stay or go.
The Solution: Build Trust Through Transparency and Growth Opportunities
Trust starts with open, honest communication—especially in times of uncertainty.
For candidates, that means going beyond the job description. Share what you can about the health of the organization, the team’s goals, and what growth looks like in the role. This can help soothe layoff-related fears and give candidates a clearer picture of where the company is headed and how they might fit in.
It’s also important to prepare your recruiters internally with clear, consistent talking points about any recent layoffs, restructurings, and the overall stability of the organization. Proactively addressing these topics builds trust with candidates, shows transparency, and gives recruiters the confidence to answer tough questions without being caught off guard.
For existing employees, offering upskilling and reskilling programs signals that you’re invested in their long-term growth and success. More than 80% of respondents told us they believe it’s important to get trained in new technologies (like AI) to stay competitive in today’s job market. And career development was one of the top reasons people said they’d leave a role. If you can offer growth opportunities to the staff you already have, they’ll be less likely to look for them elsewhere, and you’ll create an environment where more internal promotions (and greater longevity) are possible.
Challenge #3: Misaligned Expectations Can Lead to Quick Exits
For a recruiter, even just thinking about a new hire leaving within their first three months can bring on that pit-in-the-stomach feeling. Reopening a req, interviewing candidates, and onboarding a new hire takes effort and time from already-busy TA staff—and it’s not how most employers would prefer to use their financial resources, either.
According to this year’s survey, nearly 40% of respondents who left a job within the first 90 days said it was because the job or company didn’t match what was promised during the hiring process. When expectations don’t line up, trust erodes—and attrition follows.
The Solution: Create Clarity with Behavioral Interviews and Smarter Tech
What’s important (and encouraging!) to know is that these sorts of missteps during the hiring process are avoidable.
Before interviews even begin, start by building a clear candidate persona: a detailed profile of the skills, experiences, and traits that define success in the role. This keeps everyone aligned on what “great” looks like—and avoids wasted time chasing mismatched candidates.
Next, make sure those key competencies show up clearly in the job description. Candidates should know exactly what’s expected before they even apply. Then, during a thoughtful intake meeting, recruiters and hiring managers can align on not just the role’s responsibilities, but the outcomes it needs to drive and how success will be measured.
Once you’re ready to interview, behavioral questions can help you dig deeper—uncovering how candidates have handled real-world scenarios, not just hypotheticals. And when paired with AI-powered tools, interviewers can spend less time on logistics and more time building genuine connections.
While most survey respondents trust HR professionals more than AI to guide their journey, many are comfortable with AI streamlining tasks like resume screening and interview recording. Used thoughtfully, AI can help standardize and strengthen the interview process—giving every candidate a more consistent, structured experience while allowing recruiters to stay focused on quality conversations and faster follow-ups.
And the benefits don’t stop there. Interview insights can feed straight into onboarding, giving managers a head start in supporting new hires and reinforcing alignment from day one. That’s how you build trust early—and lay the foundation for long-term success.
Build Trust, Hire to Last
The pressure on HR and talent acquisition teams isn’t easing up. And in a time when overall trust is low, the stakes are even higher.
But here’s the truth: building trust doesn’t have to feel overwhelming. It starts by facing the challenge head-on—leading with transparency, getting support from the right tools, and keeping your focus on people-centric hiring practices, so both employees and organizations can succeed.
For a deeper dive into the mindset of today’s job candidates, download our full 2025 Job Seeker Nation Report.
