It’s easy to feel like the UK jobs market is stuck in a doom loop. Headlines warn of falling vacancies, slowing recruitment, and businesses squeezed by rising costs. The truth is more nuanced and, if we look closely, there’s cause for optimism.

For months, the narrative from policymakers has been that more people need to get into work. The long-term sick, disabled individuals, young workers, and even older employees have been told they’re not doing enough to find jobs. But the reality is stark: the jobs simply aren’t there. According to the CIPD Labour Market Outlook, only 57% of private-sector employers plan to recruit in the next three months, which is down from 65% last autumn and marks one of the lowest readings outside the pandemic era.

Certain sectors hospitality, retail, and social care, feel this more acutely. They’re the industries that traditionally provide opportunities for younger and lower-paid workers, yet rising employment costs and tight budgets make hiring increasingly difficult. Businesses aren’t ignoring the workforce; they’re adapting to the economic pressures in front of them.

KPMG/REC’s Report on Jobs gives a more detailed view of the market. Their Permanent Placements Index dropped to 40.0 in July. To put that in context, the index works on a scale where 50 means no change, numbers above 50 show growth, and numbers below 50 indicate a decline. So 40.0 doesn’t mean only 40% of roles were filled it shows that permanent hiring fell noticeably compared to the previous month. The good news is that this is a slight improvement on June’s 39.1, suggesting that while recruitment is still under pressure, the rate of decline may be easing.

But here’s the silver lining: the slowdown appears to be stabilising. July’s numbers suggest the market isn’t spiralling it’s finding its floor and the increase in candidate availability, far from being a problem, is an opportunity. Employers now have access to a larger, more diverse talent pool than they might have expected. For organisations willing to be strategic, this opens the door to better hires, filling difficult-to-recruit roles, and building stronger teams for the future.

At Corvus People, we’ve seen this first-hand. Companies that focus on thoughtful, targeted recruitment rather than chasing quick fixes are already seeing results. By understanding where the talent is, what motivates them, and how to create roles that match today’s realities, organisations can turn the market’s challenges into long-term advantage.

There’s also a broader lesson here: the jobs market isn’t collapsing. It’s evolving. The pressures on both businesses and employees are real, yes, but the opportunities are equally real. Slowing declines in vacancies, growing candidate pools, and small improvements in recruitment confidence all suggest the potential for a more balanced, sustainable hiring environment.

Of course, it’s not all smooth sailing. Employers need to be realistic about costs, focus on where they can create genuine value for employees, and embrace flexible approaches to work. But with the right strategy, the jobs market can move from contraction to cautious recovery, and that’s where the hope lies: in practical, positive action that benefits both businesses and people.

At Corvus People, we believe that navigating this evolving market is less about reacting to headlines and more about understanding the trends, the people, and the opportunities. With the right focus, companies can not only survive the current climate, but they can thrive.

The jobs market may be changing, but it isn’t broken. With careful planning, thoughtful recruitment, and a focus on opportunity rather than blame, organisations can embrace this evolution and come out stronger on the other side.

By Lesley Armstrong, Office Manager at Corvus People

Sources

https://www.independent.co.uk/voices/jobs-hiring-unemployment-recruitment-economy-minimum-wage-b2805443.html

https://www.ft.com/content/fdd5345f-1f81-469a-b0b8-961c4d84d21e?utm

https://moneyweek.com/economy/uk-wage-growth?utm

We’re all getting older, but there is a definite shift across the NI workforce, which will continue to grow over the coming years. Employers tell us daily that they are struggling to find the right resource, and we talk to mature, experienced candidates who are struggling to find meaningful work. How do we embrace and utilise this “silver” resource better as employers.

In Northern Ireland, we’re facing a demographic shift that’s impossible to ignore. By 2040, one in four people here will be aged 65 or over, which I found a real shock when I researched the figures.

Frankly that’s nearly half a million individuals, in a relatively small workforce geographically, many of whom will still be active, skilled, and eager to contribute to the workforce. This isn’t just a statistic; it’s a call to action for employers to change their approach and a real opportunity to utilise.

The aging population is often framed as a challenge, and yes, it does raise questions about labour supply, productivity, and succession planning. But it also presents a unique opportunity, if we’re willing to rethink how we engage, support, and value older workers.

The Reality Behind the Numbers

Northern Ireland’s population is growing older faster than it’s growing overall. Between 2004 and 2017, the number of people aged 50 to 65 increased by 28%. By 2030, one in five people will be over 65, and by 2040, that rises to one in four.

This shift is driven by longer life expectancy, lower birth rates, and minimal impact from net migration. It’s not just a local issue; it’s a global trend. But here in NI, the implications are particularly acute given our size, economic structure and labour market dynamics.

Why Employers Should Care

As the workforce ages, so does the available talent pool. That means fewer young people entering the labour market and more older workers staying in it for longer. In fact, over the past decade, 77% of new jobs in the UK were filled by people aged 50 and over.

Older workers bring a wealth of experience, reliability, and knowledge. They tend to have lower absenteeism rates and higher levels of commitment. But to fully harness their potential, we need to move beyond outdated assumptions and embrace age diversity as a strategic advantage. Many of the employers we speak to know that this is the case, but don’t have a strategy in place to embrace and utilise this valuable resource.

What Employers Can Do

Conduct Workforce Age Profiling
Understand the age distribution in your organisation. This helps identify potential skills gaps, succession risks, and opportunities for intergenerational mentoring.

Develop an Age-Friendly People Strategy
Flexible working arrangements, phased retirement options, and continuous learning opportunities are key. Older workers often want to stay engaged, they want to contribute, but not necessarily in the same way they did at 40. Understand their drivers and how to best utilise these for mutual benefit.

Invest in Health and Wellbeing
A healthy working environment benefits everyone, but it’s especially critical for older employees. Public Health England has shown that meaningful work is good for health, and vice versa.

Challenge Age Bias
Age discrimination, whether conscious or unconscious, can undermine morale and productivity. Creating a culture that values contribution over age is essential. This will be a valuable resource for NI, we need to challenge our preconceptions and learn how to embrace it.

Collaborate Across Sectors
Government and industry must work together to address demographic challenges. That includes policy reform, funding for retraining, and support for age-inclusive innovation.

Looking Ahead

Ireland’s younger population and stronger labour market performance offer a contrast that’s worth noting. But Northern Ireland has its own strengths, resilience, problem solving, community, and a workforce that’s rich in experience.

As employers, we have a choice. We can see the aging population as a burden, or we can see it as a resource. The latter requires employer intention, investment, and a conscious shift in mindset. The payoff is a more inclusive, stable, and skilled workforce.

Let’s start by asking ourselves: when was the last time we looked at the age profile of our team? How do we embrace this growing, valuable labour market trend?

More importantly, what are we doing about it?

By Michelle Kearns, Senior Recruiter at Corvus People

Sources

https://www.investni.com/sites/default/files/documents/static/library/invest-ni/pdfs/ageing-workforce-tutorial-page.pdf

https://www.agendani.com/closing-the-skills-gap/#:~:text=May%202024,need%20to%20grow%20the%20economy%E2%80%9D.

Skills shortage in Northern Ireland projected in coming years | The Independent