Growing uncertainty among Belgian companies about attracting and retaining talent

As 2026 approaches, Belgian organisations are becoming increasingly uncertain about their ability to attract and retain the right talent. The annual salary survey conducted by recruitment specialist Robert Walters – with input from both business leaders and professionals – reveals a clear gap between employer confidence and employee expectations.

Employers are losing confidence

When asked how confident they are that they will be able to retain their talent in 2026, more than a quarter of business leaders say they have little or no confidence. The figure is also high when it comes to attracting new talent: almost 30% feel uncertain. 

Asia Skifati, director at Robert Walters: ‘These figures show that Belgian companies are concerned about their position in the labour market. They are struggling with changing employee expectations, economic uncertainty and the need to adapt to new working models.’  

Talent retention: why people stay

The results of the survey show that employees do not stay solely because of their salary, but mainly because of the way they are able to work. The three factors that contribute most strongly to engagement and loyalty are flexible working arrangements (42%), challenging and interesting work (39%) and autonomy over tasks and priorities (38%).

‘This means that people are most likely to stay when they feel comfortable, trusted and valued,’ explains Asia Skifati. ‘They want the freedom to organise their own work, interesting projects to get their teeth into, and managers who support them rather than control them.’ 

In addition, colleagues and a positive corporate culture (34%) appear to play a decisive role in the decision to stay. Employees stay where they feel good – in teams that inspire, with management that communicates openly and listens.

Traditional certainties such as job stability (20%) and a strong salary package (24%) remain important, but they no longer guarantee retention. Organisations that really want to retain their people need to invest in trust, flexibility and culture.

Talent attraction: what professionals look for in a new employer

When professionals consider a career change, their motivation is often twofold: financial and substantive. The three main reasons for changing jobs are a better salary package (27%), more opportunities for development and advancement (22%) and greater job satisfaction (19%). 

Candidates are not only looking for higher pay, but above all for growth, meaning and satisfaction. Companies that want to attract talent must therefore offer more than just a competitive salary: they must be able to clearly demonstrate the learning opportunities, autonomy and meaning that their organisation has to offer. 

Work-life balance (11%), corporate culture (9%) and quality of management (6%) are also decisive factors in choosing a new employer. People only switch jobs if they believe they will receive better support elsewhere – both as professionals and as individuals.

From the employers' perspective, the data presents a similar but not entirely consistent picture. Business leaders indicate that, in their view, competitive salaries and benefits (33%), flexible working arrangements (23%) and a strong corporate culture and values (19%) will be crucial in attracting talent in 2026. It is striking that career development and training opportunities (14%) are rated lower, while employees cite these as one of the most important reasons for changing jobs. 

‘This discrepancy shows that many organisations still underestimate the appeal of growth and learning opportunities. In a market where professionals increasingly value personal development and meaningful work, this could be a missed opportunity,’ warns Asia.

Narrowing the gap

The results show a mismatch between what employers think and what employees really expect.

Many organisations continue to rely on traditional retention models, while employees are redefining their expectations. 

To meet the talent challenge for 2026 and beyond, Belgian companies will therefore have to look beyond pay rises alone. ‘We need to evolve towards a people-oriented work culture. Those who do not offer room for growth and autonomy today will struggle to attract talent tomorrow,’ concludes Asia.

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