Five years ago, most retail interviews followed a fairly predictable script. The retailer asked the questions, the candidate answered them, and if the salary was reasonable and the location worked, the job usually got accepted. Fast forward to 2026 and interviews feel very different. Candidates arrive prepared. They ask thoughtful, sometimes uncomfortable questions, They want clarity, not reassurance. And they are far less willing to “take a punt” on a new role. As a recruiter working daily with grocery retailers across Ireland, I can say with confidence that many of the questions I now hear simply were not being asked a few years ago. Not necessarily because candidates have become awkward or demanding, but because their priorities have altered along with a shift in the employment market to a more candidate-led market since covid.
Here are the questions that keep coming up, and what they really tell us.
“What does a typical week actually look like?”
This is one of the most common questions now, and it is rarely about hours on paper. Candidates want to understand start times, finish times, weekend expectations, and how often the plan changes at short notice. What has shifted is that people value predictability almost as much as pay. Retailers with well-run rosters and honest answers tend to fill roles faster and keep people longer. Those who oversell flexible hours are usually seen as too good to be true – candidates are looking for some flexibility – on both sides. They expect a mix of shifts when seeking a retail role – but ultimately want to know they can still makes plans with family and friends and work a fair shift pattern.
“Who will I be reporting to – can you tell me more about them?”
This questions sometimes makes people pause, but it is being asked for a reason. Candidates are playing close attention to management stability. They want to know who they will learn from, who will support them, and whether that person has been in the role long enough to offer consistency. High turnover at management level is now seen as a warning sign, not just an operational issue. Candidates are quietly assessing whether this is a business that develops people or burns them out. Retailers who can talk confidently about their leadership team, progression stories, and internal promotions tend to stand out quickly. I often sell the manager alongside a role – there are plenty of amazing retailers who will mentor newcomers and help shape the trajectory of their career.
“How do you handle flexibility when life happens?”
This is not code for working less. It is about realism. Parents, carers, and experienced managers in particular ask this question. They want to know how the business responds when something unavoidable crops up. A sick child, an aging parent or an unavoidable family emergency. Rigid policies with no room for discretion are quietly costing retailers very good people. The most attractive employers are not the ones promising total flexibility, but the ones demonstrating common sense and trust. How you answer this question tells candidates a lot about your culture, whether you intend it to or not.
“What is the (real) reason this role is available?”
This is a newer question, and an important one. Candidates want transparency. Is this a growth role? A replacement? A restructure? They are not expecting perfection, but they are trying to understand the culture better – and what the next step on from this role is. Straightforward explanations, even when the story is not ideal, tend to work better – even if it’s that someone didn’t work out – explaining what they were lacking or about how the role has changed presents a much more positive impression. People would rather join a business that is honest about its challenges that one that pretends they do not exist.
What this all means for retailers
It’s not necessarily that candidates have become difficult (well, maybe some have) – but they have become deliberate. They are thinking about longevity, stability, and quality of life, alongside salary and title. They are asking better questions because they have learned what matters to them. The retailers who are adapting to this shift are not necessarily offering more. They are offering clarity, structure, and respect. And that is proving to be a competitive advantage. Hiring in 2026 is no longer a quick transaction. It is a conversation. The businesses willing to engage properly in that conversation are the ones building stronger teams and keeping them.
