For Matthew Gilchrist and the team at Care Concern Group, recruitment in 2026 looks very different to just a decade ago. Having expanded rapidly from a family-run group of 30 to 40 homes to a significantly larger organisation, the challenge is no longer just about hiring. It’s about hiring intelligently, sustainably and at scale.
A shift towards efficiency, scrutiny and smarter hiring
“In 2026, there’s no tolerance for inefficiencies anymore,” Matthew explains. Rising cost pressures, increased scrutiny on agency usage and shifting candidate confidence have forced recruitment teams to rethink their approach.
Where speed once dominated, there is now a sharper focus on process and long-term outcomes. “It’s about being cautious but pragmatic, going back to basics and mapping out where things break down,” he says.
This shift has also exposed inconsistencies in recruitment capability across teams. For Matthew, solving this means clarity as well as ensuring everyone understands their role in the hiring process and where they all ultimately can add value.
Candidates are more informed, selective and value-driven
Candidate expectations have evolved significantly. As we are all aware, salary still matters but it’s no longer the sole driver.
“Flexibility is something a lot of people need and people are also looking for roles that work from a personal perspective” Matthew notes.
More importantly, candidates are asking deeper questions:
Is this the right employer for me? Do their values align with mine? Is there a future here?
For CCG, this has meant reframing recruitment conversations and using it as an opportunity for both parties to discover if this will be the right fit. “The interview is just as much an interview for us as it is for them.”
On top of this, lies the topic of authenticity. In an increasingly competitive landscape, authenticity is what cuts through.
“If you’re a candidate and you hear from someone directly at the care home you’re applying for, it opens up that conversation. It starts that relationship from day one.”
It’s not just about human connection, it’s about making it purposeful, intentional and direct. At CCG, that means ensuring candidates engage with the right people from the outset, those who genuinely represent that specific home and the role because building a relationship only works when it reflects the reality of the business.
Promoting from within and telling that story
With the changing landscape, a key part of Matthew’s strategy now is shifting the narrative around careers in care.
“One of the things I’m always surprised by is how many people don’t realise how amazing a career in care can be the opportunities from joining the industry to progressing right through.”
CCG is actively focused on developing and promoting talent internally, ensuring clear progression pathways. But just as important is communicating that story externally, showing candidates that this isn’t just a job, but a long-term career.
From volume to quality: a consultative, tailored approach
With high application volumes still common, Matthew is spending more time ensuring quality and relevance.
“It’s not about advertising a job and hoping for the best, we’ve developed an understanding of what each home needs and therefore created a bespoke plan.”
Every care home has different requirements, whether that’s specialist care, team dynamics or leadership style. CCG’s recruitment team now works closely with home managers, building relationships and taking a consultative approach to hiring.
What’s non-negotiable: speed, human connection and simplicity
If there’s one defining feature of a strong hiring process in 2026, it’s responsiveness.
“That first 24 hours is key,” Matthew says, “as candidates are often applying for multiple roles, so it’s about engaging them quickly and moving them through the process at pace”. With candidates applying to multiple roles, early engagement can be the difference between securing or losing talent.
Building that relationship from the get-go is fundamental to success, speaking on the phone as soon as you can, inviting them into a home, getting to know about their personalities beyond the CV. This human-first approach is central to delivering a strong candidate experience, one that feels personal and welcoming.
Employer brand: telling the right story, at the right level
As competition intensifies across care but also hospitality and retail, employer brand has become critical.
For Matthew, it’s about storytelling. “When we’re advertising, it’s about the unique story of the home… what’s happening there.”
For senior roles, the narrative shifts focusing on growth and progression opportunities within a rapidly expanding group.
This tailored messaging ensures relevance at every level, helping CCG stand out in a crowded market.
Matthew Gilchrist’s approach to recruitment in 2026 reflects a clear shift from reactive hiring to a more intentional, insight-led strategy.
At Care Concern Group, rapid growth has driven a need for greater efficiency and accountability, while evolving candidate expectations have placed emphasis on being more values-driven and seeing long-term career potential.