A declining retail market: why recruitment will become a strategic issue in 2026

Back to articles | 09 February 2026 / Reading time: 3 minutes

The retail sector is undergoing a period of profound transformation. Declining footfall in stores, persistent inflation, changing purchasing behaviour, pressure on margins. The signs are clear: the traditional model is under pressure.

In this context of a declining retail market, one thing is certain for 2026: recruitment is no longer a support function, but a strategic lever for survival and performance. Attracting, retaining and developing the right profiles is becoming a key differentiator for retailers, networks and local players in the retail sector.

Summary

A retail market under pressure: understanding structural changes

In 2026, recruitment becomes a strategic lever for resilience

Retail recruitment in 2026: a human, local and strategic challenge

A retail market under pressure: understanding structural changes

A sustained economic slowdown

French retail is facing a combination of unfavourable factors:
- Erosion of purchasing power
- More stringent consumer choices
- Increase in fixed costs (energy, rents, logistics)
- Increased competitive pressure from e-commerce and marketplaces
The result: lower volumes, lower margins, higher risks. Store closures are on the rise, networks are streamlining their locations, and management teams must make decisions more quickly.

Retail professions facing chronic shortages

Paradoxically, even as the market slows down, employment pressures remain very high:
- Store managers
- Department managers
- Area managers
- Logistics and supply chain profiles
- Hybrid support functions (commerce, data, omnichannel)
The problem is no longer just quantitative, it is qualitative. Retailers are struggling to recruit profiles capable of adapting to an unstable, demanding and rapidly changing environment.

The direct impact on operational performance

An unfilled or poorly filled position in retail is not just an HR issue; it means:
- Lost revenue
- A stressed team
- A poor customer experience
- Increased staff turnover
In a declining market, every recruitment mistake costs more than before.

In 2026, recruitment becomes a strategic lever for resilience

Recruit fewer people, but recruit better ones

The days of mass, opportunistic recruitment are over. In 2026, successful retailers will be those who have been able to:
- Clarify their real needs
- Prioritise high value-added positions
- Secure key recruits
Recruitment is becoming a management tool, serving to boost profitability and team stability.

Focusing on skills rather than CVs

In a constrained market, the companies that come out on top are those that think in terms of skills, not just linear career paths.
This involves:
- Broadening the scope of profiles
- Identifying transferable skills
- Structuring internal skills development
The retail sector of 2026 needs agile profiles capable of managing omnichannel retailing, customer relations, team management and economic performance.

Securing recruitment to limit staff turnover
The cost of a failed recruitment in retail is considerable:
- Lost training time
- Disorganisation of teams
- Deterioration of the working environment
- In a context of market decline, staff turnover is no longer a luxury we can afford.
Recruitment must be thought of as an investment, not as an adjustment variable.

Retail recruitment in 2026: a human, local and strategic challenge

Proximity to the field is once again becoming a competitive advantage
In a sector that has historically been highly localised, knowledge of the economic fabric, employment areas and realities on the ground makes all the difference.
Recruitment professionals who understand:
- The operational constraints of stores
- Local management issues
- The specific characteristics of each geographical area bring far greater value than a standardised approach.

Restoring meaning to attract and retain customers
Retail candidates are no longer just looking for a job. They are looking for:
- A clear framework
- Genuine recognition
- Opportunities for advancement
- Consistent management
Recruitment is also becoming a tool for engagement, serving to promote the employer brand and team stability.

Anticipate rather than suffer
The brands that will succeed in 2026 are those that have anticipated their needs:
- Recruitment planning
- Identification of critical positions
- Structuring of internal career paths
- Support from partners capable of providing long-term assistance
In a declining market, HR anticipation is becoming a key factor in competitiveness.

Conclusion

The slowdown in the retail market is not a temporary economic blip. It is a structural transformation. In this context, recruitment can no longer be treated as a secondary or reactive function. By 2026, it will become a strategic issue, central to the performance, resilience and sustainability of retail businesses. Recruiting better, securing talent, developing skills and drawing on field expertise: these are the real levers for continuing to perform in an uncertain environment. In a shrinking market, it is no longer the largest retailers that win, but those that recruit the most accurately.

At Alphéa Conseil, we support HR directors and executives in structuring their recruitment strategy for 2026: