Hiring in Switzerland: companies cautious despite GDP

Context

TL;DR

• Swiss NEO at +21% for October–December 2026
• Global NEO +29%; European average +20%
• Swiss GDP growing by 1,5% in the second quarter of 2026
• Junior: 35% more hires, 21% down

Key facts

• Period -> October-December 2026
• Seasonally adjusted NEO in Switzerland -> +21%
• Global NEO -> +29%
• European average -> +20%
• Swiss GDP -> +1,5% in the second quarter of 2026
• Junior hiring on the rise -> 35%
• Longer talent search -> 32%
• AI-generated résumés -> 16%

In the fourth quarter of 2026, Switzerland's seasonally adjusted Net Employment Outlook (NEO) is +21%. The indicator for the October-December period improves by one percentage point compared with the previous quarter, but falls by four points year on year. For the third consecutive quarter, it remains at its lowest levels since 2022.

The international comparison confirms the cautious position: global NEO stands at +29%, eight points above that of the Confederation. The Swiss figure remains just above the European average, set at +20%.

GDP and temporary employment point to a different picture

This is shown by a ManpowerGroup survey, reported by Keystone-ATS, which highlights the contrast between companies' caution and overall economic developments. In the second quarter of 2026, Swiss gross domestic product grew by 1,5% compared with the previous quarter: the strongest pace since 2021. Since the beginning of the year, the temporary employment market has also been growing, considered an indicator of future economic cycles.

“Economic signals are more positive than companies' hiring intentions,” Eric Jeannerod, the multinational's head for Switzerland, said in a statement.

The manager explains that companies are assessing more cautiously which skills are needed, where new hires make sense in the long term, and how to use artificial intelligence after the initial enthusiasm.

The sectoral picture remains differentiated. Construction and industry continue to show a need for personnel; in other sectors, jobs with a high share of potentially automatable activities are under pressure. Recruitment is thus focused on specific qualifications and areas, rather than on uniform demand.

A positive signal comes from junior profiles. Compared with the previous year, hiring dynamics improve by 14 percentage points: 35% of managers surveyed report a slight or significant increase, while 21% indicate a decrease. For those entering the workforce, getting started remains challenging, but the change may suggest a reversal in the trend.

Operational details

Labour demand is split by skills

For those who live or work in Switzerland, the practical takeaway is not to choose between growth and crisis. The data describe demand moving in different directions: economic strength does not automatically lead to the same intensity of recruitment in every area. The focus becomes the relationship between the skills required and the skills that can be identified.

The selection filter

32% of the managers surveyed say that finding suitable talent now takes longer than it did a year ago, while only 20% consider recruitment easier. The main difficulty identified by companies is candidates' lack of skills, cited by 43%. This is followed by the discrepancy between candidates' expectations and employers' demands, at 26%, and AI-generated résumés, identified by 16% as a factor that complicates the identification of suitable profiles.

For those looking for work, the message is concrete: an application must clearly show actual skills and how they relate to the work required. The source describes AI-optimized résumés and the like; an undifferentiated presentation risks not helping those doing the selecting distinguish abilities, qualifications, and potential. The problem, therefore, concerns not only how many positions are open, but how clearly demand and supply are able to meet.

Two paths for those entering the workforce

The improvement in junior profiles opens a different path from that of roles exposed to automation. The annual increase of 14 percentage points signals an opening, but entering the workforce remains challenging. For a young person, the positive signal does not eliminate the need to demonstrate relevant skills; rather, it suggests that companies may assess artificial intelligence in a more differentiated way.

From the companies' perspective, the problem is not solved by choosing between a shortage and a surplus of labor. Demand and supply diverge in some areas, while companies must decide which skills are truly needed and which hires make sense in the long term. The development of existing employees and the recognition of potential beyond traditional paths thus become levers for selection and growth, alongside the search for new employees.

Key points

From the snapshot to the operational decision

The period to mark is October–December 2026, the quarter covered by the forecast. To turn the national data into a decision, it is advisable to proceed by qualifications, activities and potential, without focusing solely on GDP trends.

Five steps for job seekers

1. Mark the period: October–December 2026 is the forecast window. Use it as a time reference, not as an individual guarantee.

2. Start with the activity, not the general job title. The source points to staffing needs in construction and industry and recruitment focused on specific qualifications and areas. Compare your profile with those requirements.

3. Make your actual skills recognizable. AI-optimized CVs may look similar; therefore describe what you can do and the potential you can demonstrate.

4. If you are junior, consider the improvement in hiring as an opportunity, not a guarantee. Entering the workforce remains challenging, including through non-traditional paths.

5. If an application receives no response, review your profile in relation to the qualification and area chosen. 32% of managers report a longer search for talent: it is worth checking alignment, rather than interpreting every outcome as a general judgment on the market.

Guidance for employers

For companies, the operational step is to assess which skills are really needed and whether a new hire is worthwhile in the long term. The caution identified by ManpowerGroup coexists with the demand cited for construction and industry: it makes that demand more selective. It is advisable to pair external recruitment with developing existing employees and assessing potential beyond traditional pathways. AI-generated CVs should also be read by distinguishing the profile text from the skills actually required.

A useful check separates the three difficulties identified by the survey: missing skills, at 43%; misaligned expectations and requirements, at 26%; AI-generated CVs, at 16%. For candidates, each item suggests a different check; for companies, it helps avoid confusing the difficulty of reading profiles with an absence of demand.

Those looking for a job can consult the aziende che assumono and use the qualifications framework as a selection criterion. To move from reading the market to searching for opportunities, consult the annunci di lavoro.

Source: swissinfo.ch