​The first half of 2026 was a challenging period across commercial FMCG recruitment.

Interestingly, it wasn’t that the market stopped completely. Our average WIP (the value of the active roles we were recruiting) remained relatively stable. The issue was that activity wasn’t converting into placements at the same rate it had done historically.

That tells its own story.

Many businesses were still talking, still exploring roles and still recognising where they needed talent. But when it came to making final hiring decisions, there was a noticeable degree of caution. Against a backdrop of rising employment costs, ongoing geopolitical uncertainty, budget pressure and fragile consumer confidence, it’s not difficult to understand why some companies hesitated.

What has been more interesting is the shift we’ve seen since the start of July.

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So far in H2, our average WIP is up 23% compared with the previous quarter. More importantly, our fill rate is up considerably over the same period, with nearly 20% more processes resulting in a placement.

Some caution is needed here. We are only six weeks into the second half of the year, so the data is still relatively early and may normalise as the quarter develops. However, the change is significant enough to suggest that something has shifted.

The market hasn’t suddenly become easy. Hiring decisions are still being scrutinised. Processes are still taking thought. But there does seem to be a clearer willingness from businesses to commit where the need is real, and the candidate fit is strong.

Perhaps the most telling statistic is where those placements are coming from.

In the first half of the year, around 80% of our placements came from existing clients, with 20% coming from new clients. Since July, the percentage of placements coming from existing clients has risen to  91%.

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This suggests that the businesses currently hiring are not necessarily those testing the market casually. They are organisations with defined hiring needs, a clear idea of the talent they want to attract and enough confidence to move when the right person becomes available.

It also reflects something we're seeing more broadly across FMCG recruitment.

In a market where businesses are operating with leaner structures and expecting more from every hire, finding great talent is becoming less about market coverage and more about market penetration.

Coverage is relatively easy. Job boards, advertising campaigns, talent databases and mass outreach can all generate candidate volume.

Penetration is something different.

It's access to the individuals who aren't actively looking. The candidates who are performing well, being looked after by their current employer and unlikely to see a vacancy advert. It's built through networks, reputation, market credibility, specialist knowledge and the ability to tell a compelling story about an opportunity.

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As businesses become increasingly selective about who they hire, we're seeing greater emphasis placed on quality over quantity. Employers don't necessarily want more CVs; they want better conversations with better people.

That's why trusted recruitment partnerships appear to be playing such an important role. The organisations having the most success are often those that have invested in building relationships with specialist partners who understand their business, know their market and can reach talent that sits beyond the active candidate pool.

For candidates, that means many of the most attractive opportunities never reach the open market. For employers, it reinforces the value of a focused, relationship-led approach to hiring.

Takeaway: Hiring confidence appears to be returning, but the way businesses are finding talent is evolving. In a market where every hire carries greater importance, success is becoming less about reaching the most candidates and more about reaching the right candidates.