What I'm seeing in late 2026 across mid-to-senior recruitment — and what it means for your next hire.
Every quarter, I take stock of what's happening in the markets I work in. Not the headlines — the conversations I'm actually having with hiring managers, CEOs, Boards, and candidates across not-for-profit, aged care, NDIS and disability, and education.
This is what's on my radar going into the second half of the year.
1. The mid-senior squeeze is real
The hardest hires this year haven't been at the very top. They've been the layer just below — the Head of People and Culture, the Fundraising Manager, the Finance Manager, the Senior EA to a CEO. These are the operational engines of any purpose-driven organisation, and demand is well ahead of supply.
Why? A few things have converged. The post-pandemic flight to flexible work pulled a wave of mid-career professionals into contracting. The sector has lifted its expectations — these roles now carry compliance, governance, and stakeholder complexity that didn't exist five years ago. And a lot of organisations are quietly building leadership benches rather than waiting for the next CEO succession to expose a gap.
If you're hiring at this level, the days of three weeks on mainstream job boards producing a tidy shortlist are gone. You need real market mapping and an active approach.
2. Contract and interim is no longer the back-up plan
It used to be that contract roles were what you turned to when permanent didn't work. Not anymore.
More NFPs and aged care providers are deliberately resourcing through contract — for project work, for transformation programs, for change initiatives, and to access senior expertise they couldn't otherwise afford on a permanent basis. I've placed interim Heads of People, fundraising database specialists, EA cover, and HR project leads in the last few months alone.
The talent has shifted too. Some of the strongest professionals I know are now full-time contractors, choosing variety, autonomy, and rate over the security of a permanent salary.
3. Aged care: the reform fatigue is real
The new Aged Care Act has been a long time coming, and the operational impact is still rippling through. Provider leadership teams are exhausted — particularly those wearing People and Culture, Governance, and Quality hats simultaneously.
What I'm hearing from CEOs: the people who can hold both compliance rigour and a care-first culture are rare. Hiring purely for compliance experience leads to mis-hires that erode culture. The best appointments I've made in aged care this year were candidates who can hold both — and who actually want to be in aged care, not just escape from somewhere else.
4. NDIS and disability: the market is recalibrating
With the NDIS review recommendations now translating into actual policy change, providers are reshaping their leadership structures. Some are consolidating. Some are scaling. Almost all are rethinking how they configure their senior teams.
Demand for experienced disability sector leadership remains high, but the bar for cultural and lived-experience credibility has risen sharply. Candidates who can navigate participant-centred service design, workforce challenges, and a tightening regulatory environment are highly sought after.
5. Education: independent schools and unis playing different games
Independent schools are now competing with the corporate sector for senior business support and operations leaders. Universities are dealing with sector restructures and tight budgets — fewer roles, longer processes, but high-quality candidates available when the right brief comes along.
In both, the EA and business support market is busy. Discreet, polished, Board-experienced EAs are getting multiple offers.
What this means if you're hiring
- Plan ahead. Three weeks is not a recruitment timeline anymore. Start earlier than you think you need to.
- Be open to interim. If permanent hiring is taking too long, consider whether interim or contract is a better way to keep momentum.
- Don't compromise on culture fit. Pure compliance hires in aged care, or pure corporate hires in NFP, are higher-risk than they look. See: what twenty years has taught me about culture fit.
- Articulate your purpose clearly. If you're going up against the corporate sector for talent, you need a sharper articulation of what's different about working with your organisation.
What this means if you're a candidate
- It's a good market for you. Demand is strong at mid-to-senior levels — particularly for HR, fundraising, finance, EA, and operations specialists.
- Be ready to explain your purpose. CEOs and Boards are looking for context, not just credentials — talk about the why of your career, not just the what.
- Consider portfolio careers. If you've been considering contract work, this is a good time to test it. (See: moving from corporate to NFP.)
Sources
- Patterson Recruitment market observations across mid-to-senior placements, late 2026
- Aged Care Act 2024 (Cth) — Department of Health and Aged Care
- NDIS Review — Final Report (December 2023)
Planning a mid-to-senior hire in 2026? Patterson Recruitment partners with Boards, CEOs, and executive teams across not-for-profit, aged care, NDIS, and education on retained search. Book a confidential market briefing with Gab or call 0416 170 100.
This article is current as at May 2026. Market observations reflect Patterson Recruitment's own placement experience and discussions with sector leaders.
