The numbers are surprising. 41 percent of students and young graduates abandon an application process because they lack affinity with the person recruiting. This is the most common reason for abandonment, ahead of a lack of salary transparency (39 percent) or too long a company’s decision-making process (35 percent). This is what the 2026 career barometer shows.
The study was carried out by the career platform Job Teaser together with the EDHEC Business School and the market research company Kantar between August 1st and October 15th, 2025. 1,133 students and young graduates between the ages of 18 and 30 were surveyed, including 612 students and 521 people who have already completed their degree.
The recruiter as a central factor
According to the study, young applicants do not primarily choose a specific brand or company, but rather a professional field or industry. 79 percent of those surveyed already know which industry they would like to switch to before applying. Only then do they choose the company. The recruiter is the first face of the company in direct contact with the candidate.
Eduard Bergmann, People and Culture Manager at software provider orgaMAX, sees this as a fundamental change: “The fact that lack of affinity is the most common reason for abandonment reflects a clear trend: recruiting is increasingly perceived as an experience. More than process knowledge and diagnostic tools, recruiters need empathy, structure in the conversation and, last but not least, the ability to really listen.” In the end, they are brand ambassadors. “And in the first 60 minutes they determine whether trust is established – or whether the candidate already clicks on “Exit” internally,” says Bergmann
Faster processes as a competitive advantage
It’s not just the human exchange that counts in the recruiting process. Speed in the application process is also important. According to the Career Barometer, applicants accept a complete recruitment process of a maximum of 19 days. This is an increase compared to 2024, where a recruitment process of a maximum of 21 days was still in order. The tolerance for long recruiting processes continues to decrease.
At the same time, the study shows that active sourcing is well received by young talent. 59 percent of those surveyed have already been contacted directly by HR managers. Of these, 70 percent respond regularly and 87 percent expressly appreciate this form of approach. Direct contact by recruiters is met with great openness.
AI is changing the application process
Artificial intelligence is no longer an exception in the application process, it is standard. According to the study, 83 percent of those surveyed use AI to optimize their documents. The deployment begins long before the actual conversation. Applicants use AI to research the company, identify possible interview questions and prepare for case studies.
Johanna Geisler, founder of the recruiting and employer branding consultancy Joge, draws a practical consequence from this for everyday recruiting: the cover letter continues to lose its meaning because wording is easily interchangeable. More important would be specific questions in the application form, well-conducted conversations with real examples and – if appropriate – short case studies.
AI is also playing a growing role in fundamental life decisions. 62 percent of young graduates trust it when choosing a course of study, and 54 percent use it when choosing a career. The study authors describe AI as the new compass of the generation. AI is a tool that not only changes the application process, but also career orientation as a whole.
Are values overestimated?
Glossy promises hardly work anymore, at least not among Generation Z. Only 24 percent find it motivating when a job offer highlights company values. The distrust of official content is even clearer. Only 33 percent consider institutional corporate messages to be credible enough to form an opinion on.
Instead, what counts is what real people say. 51 percent rely on assessments from students or alumni, 43 percent on authentic-looking statements from employees. Forums and events follow with 39 percent. If you want to convince as an employer, you don’t need a perfect glossy brochure, but rather credible voices from within your company.
Geisler sees this as a clear signal for employer branding. Companies need to build trust more through people. For example, about corporate influencers who are professionally useful and at the same time recognizable as a person. “If the tone online doesn’t match what candidates expect from you in reality, trust is immediately lost,” she says.
Seventeen months – and then?
Students have clear ideas about what their career entry should look like and these ideas are changing. According to the study, students consider a first job lasting an average of 17 months to be ideal. In 2024 there were still 19 months. Many people no longer believe that a permanent contract is the top priority. 41 percent do not even actively strive for this. According to the study, careers are becoming increasingly less linear and are instead seen as a sequence of changing tasks and roles.
A clear picture also emerges when it comes to expectations of the workplace itself. A good salary is at the top of the list at 86 percent, ahead of a harmonious team environment (85 percent) and the opportunity to develop professionally (81 percent). So money alone is not enough, but the crucial first impression remains.
Bergmann classifies the decreasing length of stay soberly: “Quick job changes? For many people, that is no longer a sign of disloyalty. Quite the opposite.” For many people, changing jobs quickly is more of a sign of a clear understanding of their career. “Especially career starters today think in terms of learning cycles.” They wanted to see development and gain perspective. “If nothing happens after a year and a half – if there is no new responsibility, no growth and no honest feedback – then the willingness to change increases,” says Bergmann. Bonding does not come about through nice words. “It arises in places where people notice: This is where I can really make progress,” says the human resources manager.
For Geisler, the key to longer retention lies in real development prospects: companies should offer structured onboarding, regular feedback discussions after six and twelve months, and visible career paths beyond their own team. “If you only commit to benefits, you will also lose because of benefits. What encourages people to stay is development, a good team and the feeling of being really needed,” says Geisler.
Justin Geschwill is a human resources volunteer.
