HR and talent acquisition leaders must hire employees who can meet today’s demands while also addressing future business needs, even under unforeseen conditions. According to a Gartner survey of over 1,400 HR leaders across more than 60 countries, this challenge goes beyond simply filling roles; organizational culture and strategic workforce planning are equally important considerations as companies work to attract and retain top talent.

Building a workforce in this era requires future-focused thinking. “To me, fast-adapting talent acquisition means staying ahead of both macro labor market shifts and micro-level changes in candidate expectations, while being agile enough to adjust strategies in real time,” says Barbara Matthews, chief people officer at Remote—a global payroll and HR platform for distributed teams. She offers five strategies HR leaders can apply to stay competitive in their talent acquisition efforts.

Redefine what you’re selling to candidates

A big mistake HR leaders make is assuming candidates prioritize compensation and titles above all else. Matthews says her org’s research reveals a stark reality, as reported by 2,000 full-time, desk-based U.S. workers. The survey found that job seekers prioritize “stable and reliable organizations, flexible work arrangements, and clear career growth and development paths.”

However, survey outcomes show a disconnect, revealing that only 17% said their employer currently provides sufficient resources and support to help them feel stable and motivated. This misalignment costs organizations top employees, as nearly three-fourths of companies surveyed in Remote’s Global Workforce Report acknowledged losing talent to organizations providing more flexible work options. The same research found that nearly all candidates considering job offers reported flexibility as a top factor for joining a new organization.

To meet the desires of job seekers, Matthews says, HR leaders must restructure their value proposition. Instead of leading with salary ranges and benefit packages, job postings should emphasize work/life balance, career development pathways and organizational stability.

“HR leaders should respond by moving their strategies away from ‘selling’ the job based on traditional incentives,” says Matthews. “Instead, they need to clearly showcase how their companies actively support employee wellbeing, career development and flexible work arrangements.”

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