Hiring in 2026: Insights from the Field
By the time hiring conversations reach our inbox, the need is usually clear. What’s less clear is how to move forward thoughtfully. Early in 2026, organizations across affordable housing, real estate, and the nonprofit sector are spending more time questioning scope, timing, and expectations. Leadership gaps haven’t disappeared, but many hiring teams are pausing to reassess what “the right hire” really looks like in a more complex environment.
What we’re seeing most often is not a lack of need, but a desire to be more intentional. Hiring managers and leadership teams are spending more time upfront clarifying priorities, questioning assumptions, and reconsidering how a new role fits into the broader organization. In some cases, that means slowing the process slightly. In others, it means redefining success altogether.
One noticeable shift is how organizations are thinking about scope. Roles that may have once been narrowly defined are being revisited with a more flexible lens. Teams are asking whether the “perfect” background is actually necessary, or whether transferable skills, leadership style, and adaptability matter more right now. This has been especially true in affordable housing and real estate organizations, where operational complexity continues to grow and leaders are expected to navigate funding, regulation, people management, and community impact simultaneously.
We’re also seeing increased attention paid to the middle of the organization. While CEO and Executive Director searches remain critical, many of the most impactful hiring decisions are happening at the manager and department-lead level. Community Managers, project leaders, and mid-level executives often play an outsized role in day-to-day stability, staff retention, and organizational culture. As organizations plan for 2026, investing in the right people at these levels can make a meaningful difference in long-term success.
Another theme emerging early this year is a reassessment of timing. Some organizations worry that uncertainty makes hiring riskier. In reality, prolonged vacancies can create just as much risk by stretching teams thin, slowing momentum, and increasing burnout. The question many leaders are asking is not whether to hire, but how to do so thoughtfully, with realistic expectations and a clear understanding of what the role truly requires.
As 2026 unfolds, the most successful hiring efforts will likely be those rooted in clarity rather than urgency. Organizations that take the time to define their needs, remain open to non-traditional candidate profiles, and consider the health of their teams at every level will be better positioned to make hires that last. In a year that calls for adaptability, a measured and intentional approach to hiring may be one of the strongest advantages an organization can have.