How Hiring Managers in Real Estate Can Adapt to Support Workplace Expectations

While the pandemic sparked major shifts in how and where we work, today’s changes go even deeper. Employees today want more from their jobs. They’re seeking better work-life balance and flexibility, as well as a stronger focus on well-being.

At the same time, employers are still focused on productivity, collaboration, and maintaining a strong workplace culture. It’s a balancing act, and it’s one that real estate hiring managers need to get right.

At Macdonald & Company, we’ve been tracking these changes closely through our research, global insights, and Salary, Rewards and Sentiments Report.

In this article, we’ll explore what’s happening, why it matters, and how the real estate industry can adapt.

Current Workplace Trends: The Forces Shaping Today’s Workplace Culture

The pandemic might feel like a thing of the past, but many of the changes it brought to the workplace are here to stay. Flexibility, remote work, and greater autonomy have become part of what people now expect from their jobs.

Due to this, hiring managers need to evolve and adapt in order to make sure they’re attracting top talent for seamless operations in the real estate industry.

Several key workplace trends are reshaping what both employers and employees now expect:

Hybrid and Flexible Work

One of the most significant changes we’ve seen in almost every industry is a shift towards hybrid and flexible work models.

According to Forbes, in 2019, before the Covid pandemic, just 4.7% of UK employees worked from home. That number has grown significantly since lockdowns began.

Today, 76% of professionals globally enjoy some flexibility, including 59% in traditionally office-based regions like the Middle East.

Additionally, 30% of professionals have full control over when and where they work, reflecting a growing preference for autonomy.

Office attendance also varies widely:

• 39% of all professionals are required onsite 3-4 days a week.
• Only 8.0% must be in the office five days a week.
• In the UK, just 2% face a full five-day mandate.

Importantly, 63% say flexible working hasn’t affected their career, while only 17% report negative effects, easing many employer concerns. This shows that many employees’ experiences don’t support employers’ concerns.

How Hiring Managers Can Respond:

• Clearly define your hybrid/flexible policy in job ads.
• Set expectations during interviews and check for alignment.
• Collaborate with leadership to adapt roles that may not have been hybrid-friendly.
• Reinforce trust in teams by focusing on output, not presence.

Employee Well-Being and Mental Health Focus

Well-being and mental health are now central to workplace expectations, which is crucial for both recruitment and retention.

Today, a positive, supportive environment is what professionals increasingly prioritise.

When asked what they value most in a role:

• 41.3% of all professionals ranked work-life balance as their top priority.
• 31.8% selected flexible work location.
• 59% of professionals feel valued at work, while 15% do not, and 26% remain neutral.

To support this shift, more organisations are prioritising mental health initiatives. Many of them now provide mental health days, employee assistance programmes (EAPs), and access to virtual therapy or mindfulness platforms.

These often include:

• Mental health days.
• Employee Assistance Programmes (EAPs).
• Access to virtual therapy or mindfulness platforms.

These tools are part of a broader strategy to reduce stress, prevent burnout, and increase satisfaction. Emotionally intelligent leadership plays a key role in promoting healthy boundaries, empathy, and psychological safety at work.

How Hiring Managers Can Respond:

• Communicate your company’s well-being initiatives clearly in the hiring process.
• Discuss how workloads, flexibility, and support are managed.
• Promote psychologically safe environments by training teams on mental health awareness.
• Include well-being touchpoints in onboarding.

Leadership Evolution: From Command to Empathy

As mentioned above, leadership is evolving to meet these new workplace expectations and support staff effectively. The more traditional leadership and “command” model is increasingly being replaced by people-centric approaches that focus on trust and empathy.

Employees expect more from their managers, and as a result, leadership style is now a key driver of workplace satisfaction.

Data shows that 41% of professionals say their relationship with their manager is the primary reason they feel valued at work. This reinforces the role of emotionally intelligent leadership in retaining and motivating talent.

How Hiring Managers Can Respond:

• Demonstrate emotional intelligence during interviews to show that active listening and curiosity matter.
• Share how your leadership team supports and develops talent.
• When hiring, prioritise candidates who value collaboration, trust, and respect to strengthen camaraderie.
• Provide feedback loops for candidates and new hires to encourage open dialogue from day one.

Workforce Dynamics and Behavioural Changes

The real estate workforce is increasingly dynamic, with 47% of professionals likely to change jobs within the next year. This highlights the need for stronger retention strategies.

Despite ongoing debates around flexible working, as mentioned before, 63% of professionals report that it has no negative impact on their careers. This helps to counter concerns around remote productivity and visibility.

Trends like quiet quitting (disengagement due to lack of recognition) and quiet hiring (filling roles internally rather than traditional hiring routines) are reshaping how people work.

Culture remains a powerful anchor. Employees who feel aligned with their organisation’s leadership and values, and who feel genuinely appreciated, are far less likely to disengage or look elsewhere. Creating the right cultural environment is now an essential part of long-term talent strategy.

How Hiring Managers Can Respond:

• Regularly assess employee engagement to spot signs of disengagement early.
• Focus on recognition and communication to reduce the risk of quiet quitting.
• Promote internal mobility to fill skill gaps and retain talent.
• Reinforce cultural alignment in recruitment and day-to-day leadership.
• Create a feedback-friendly environment that fosters trust and transparency.

Diversity, Equity, and Inclusion (DEI) Efforts

DEI is no longer a standalone initiative but has become embedded in how companies hire, lead, and grow. Organisations across the real estate sector are implementing data-led DEI strategies to build more inclusive workplaces. Many are using HR analytics and diversity metrics to reduce bias and support fairer outcomes throughout the hiring process.

Unfortunately, disparities still exist. For example, 28.7% of women cite a lack of promotion or career progression as the reason they feel undervalued, compared to 23.8% of men. These gaps highlight the need for more development pathways and transparent promotion practices.

Diverse leadership teams and inclusive environments are also proven to deliver better decision-making and stronger engagement. Within real estate, the focus is increasingly on creating physical spaces that feel accessible and inclusive. These are the spaces that reflect the people who work in them and welcome a diverse range of talent.

Explore the conversation further: Watch Episode 1 of our DE&I Allyship in Real Estate Roundtable to hear from industry leaders on how allyship and inclusion are shaping the future of real estate.

How Hiring Managers Can Respond:

• Use structured, bias-reducing hiring processes supported by data and metrics.
• Make promotion pathways clear, transparent, and accessible to all.
• Actively seek diverse candidate pools for every role.
• Create a culture of inclusion through ongoing training and awareness.

How Workplace Expectations Impact Recruitment and Retention

In the real estate industry, hiring and retaining top talent is critical and meeting modern work expectations has become a make-or-break factor for both aspects. Professionals today seek more than just a job and are looking for flexibility, leadership they trust, and a workplace culture that reflects their values.

For hiring managers in real estate, aligning recruitment strategies with current workplace expectations is essential to building strong, committed teams that drive business success.

Here are some ways workplace expectations can impact recruitment and retention:

Employee Loyalty Drivers

Nearly 47% of workers say they’re likely or very likely to change jobs within the next year.
This high level of potential turnover highlights an urgent need for organisations to focus on what drives employee commitment.

Key loyalty drivers include:

• Autonomy in how and where people work.
• Alignment with leadership values.
• Cultural fit within the organisation.

In the real estate sector, the workplace itself is also a powerful retention tool.

For hybrid teams especially, the design and quality of both physical and virtual environments can significantly impact the employee experience.

Thoughtfully planned spaces show employees they’re valued; helping to meet their needs, reinforce company culture, and boost retention. In the competitive industry of real estate, this makes the workplace a strategic asset in the race for top talent.

How Internal and Hiring Managers Can Respond:

Prioritise cultural fit during the hiring process by clearly communicating values and expectations.
Equip senior teams with tools to support flexible work arrangements to boost autonomy.
Design office spaces and digital environments that reinforce a sense of purpose and belonging.

Recruitment Channels and Candidate Experience

The way companies recruit is also evolving. Recruitment consultancies remain a dominant channel, accounting for 45% of hires, with LinkedIn following at 17%. This blend of digital and personal engagement reflects how employer branding now spans both online platforms and real-world experiences.

Furthermore, first impressions matter, particularly during onboarding. Thoughtful and well-designed onboarding spaces improve the experience for new employees and reinforce a company’s brand and culture from day one.

Many of our clients choose to invite final candidates to team days or lunches as a way to assess cultural fit. This approach benefits senior teams, existing employees, and candidates by helping identify potential misalignments early on.

The result is a stronger sense of motivation and productivity among staff, while also demonstrating to candidates and employees from the outset that cultural alignment is a top priority.

How Internal and Hiring Managers Can Respond:

• Collaborate to use a balanced mix of recruitment channels, combining digital platforms, and consultancies like (Macdonald & Company) to reach top talent.
• Work together to involve team members in assessing cultural fit through team lunches or informal meetings with final candidates.
• Make sure onboarding is a shared priority by creating welcoming, culturally aligned experiences that set new hires up for long-term success.

Career Development and Growth Opportunities

21% of professionals say training and personal development is the most important factor when considering a new role.

Today’s workforce isn’t just focused on short-term benefits. They’re looking for clear, attainable career progression.

In the real estate sector, where roles are often dynamic and competitive, companies that invest in development truly stand out.

Programmes like:

• Leadership development.
• Mentorship.
• Continuous learning opportunities.

…send a clear message: the company is committed to long-term employee growth.

When people see a future within their organisation, they’re more likely to stay engaged, motivated, and loyal. Structured development plans and upskilling opportunities help align individual goals with business objectives, reducing turnover and building a more capable, future-ready workforce.

How Internal and Hiring Managers Can Respond:

• Promote clear career progression paths and training opportunities during recruitment and ongoing employment.
• Partner to invest in leadership development, mentoring, and continuous learning that supports employee growth and retention.
• Align on creating structured development plans and internal talent pipelines to nurture and promote employees from within.

The Power of Recognition in Driving Engagement and Loyalty

Recognition plays a crucial role in meeting modern workplace expectations. When employees feel genuinely appreciated for their efforts, it increases motivation, strengthens loyalty, and improves overall job satisfaction.

This is especially true in real estate, where teamwork and individual contributions directly impact business results.

Importantly, 59% of professionals are seeking bonus and commission potential as part of their overall recognition and reward. Offering clear financial incentives alongside regular praise not only acknowledges performance but also aligns with what many employees value most.

How Internal and Hiring Managers Can Respond:

• Communicate recognition and reward programs to candidates and employees to build trust and motivation.
• Create a culture of appreciation through formal awards, regular positive feedback, and meaningful financial incentives or bonuses to increase engagement.
• Make sure that recognition is timely and aligned with what employees value, such as bonuses and commissions, to enhance engagement and loyalty.

How Real Estate is Adapting to Support Modern Work Expectations

At Macdonald & Company, we specialise in helping organisations align their real estate strategies with today’s evolving workplace expectations.

By leveraging our in-depth workplace trends data, we provide tailored solutions that create inspiring, flexible environments, all designed to attract and retain the best talent.

If you’re ready to future-proof your workspace and empower your teams, get in touch with us today to explore how innovative space design can support your recruitment and retention goals.