By Saholy Rabetsitonta

Introduction

Basically, salaries have always been the main driver for attracting top profiles. Today,
this equation has become more complex because of budget pressure combined with employees’ growing expectations
in other areas of work, thus prompting CEOs to break with old patterns.

Many countries and continents are proof of this: Switzerland, France, the United States and Asia. At a time when
talent is redefining its priorities, companies must reinvent themselves to attract the most qualified profiles.
Recruiting without offering a salary above market rate is becoming more of a strategic art than a constraint.

But how can they attract talent away from salary alone in the face of a less dynamic and
unstable global situation (inflationary pressures, an uncertain labour market confirmed by forecasts of
layoffs across all sectors in Switzerland in particular, an unstable geopolitical context
impacting financial markets and consequently recruitment activity)?

I – Why is this salary strategy increasingly being implemented by CEOs?

While global economic decision-makers closely monitor macroeconomic signals
(low inflation in Switzerland, moderate growth in the euro zone, relative stability in the United States and
growth in Asia), it is becoming increasingly clear that overpaying is a poor calculation for employers who want to last over time. Why?

In the face of a less dynamic global situation and moderate inflationary pressures, CEOs are reinventing their approach to attract the best talent without offering record salaries (KOF).
Geopolitical upheavals, inflationary tensions and the growth of digitalisation
(Artificial Intelligence) are pushing companies to be creative.

• Switzerland is showing very low growth in 2026 (around 0.9%) with low inflation (Seco), although it is banking on moderate GDP growth of 1.1% in 2026 below historical levels before rising to 1.7% in 2027. Moderate growth does not justify excessive labour costs (IMF) combined with controlled inflation, which reduces the pressure to compensate through salary increases (snb.ch). On the other hand, the unemployment rate is rising slightly (3.2% in January 2026).

• In France, GDP contracted to weaker growth in Q4 2025 (+0.2% quarter-on-quarter) after annual growth of around +1.2% in 2025. Inflation has resumed moderately, forecast at around 1% in February 2026.

• The United States remains the world’s largest economy (nominal GDP estimated at around $31.8 billion
  in 2026). Growth is expected to remain positive and above that of many advanced economies
  with inflation moving closer to the Federal Reserve’s target by 2027, estimated at 2% (IMF). The
  US labour market is relatively strong combined with high productivity. Added to this are
  high deficits and rising public debt, which weigh on medium-term fiscal stability.

• China and other Asian economies remain major engines of global growth
  (Chinese growth around 4.4% – 4.9% in 2026). Like India, with favourable demographics and
  ongoing industrialisation and technological investment policies, economic dynamism
  is beyond doubt.

In fact, international competitiveness requires prudent cost management. Asia shows that
growth and attractiveness can go hand in hand with salary policies aligned with productivity
(adb.org). Tariffs and trade tensions persist: US customs duties remain high,
creating uncertainty in Europe, Asia and North America, which weighs on investment and
international growth.

However, Switzerland, the United States and Asia remain concrete examples of attractive factors
that appeal to candidates beyond salary. Talents are redefining their priorities, but what
are they?

II – What are these attractive factors that draw the best candidates beyond a high salary?

In the past, the financial argument could melt resistance like snow in the sun. Today,
a genuine range of professional appeal is essential for CEOs to capture
the attention of an exceptional candidate.

Companies are exploring several areas such as :

• The work environment: a king criterion, not a free snack at the office.
• Flexibility and work-life balance: the art of being king and free.
• Skills development: when you don’t just want to work, but to progress.
• Candidates are now looking for clear career paths with training and stimulating projects promising long-term professional growth
  
• Employer brand and reputation: a strategic asset, it is an essential lever. A
  company perceived as innovative, socially responsible or offering an attractive work
  dynamics can generate strong interest even if the salary is no longer competitive while
  remaining reasonable.
  
• Inclusion and meaning: discreet but essential charm.
• Job security.

Depending on the continent and country, the factors of attractiveness beyond salary are numerous at the macroeconomic level to attract the best talent:

• In Switzerland: High quality of life (public services, safety, health and environment), tax
  advantages for companies and highly qualified talent, multilingualism and an excellent
  strategic geographical location in Europe.
  
• In France: Quality of infrastructure (health, education and transport) – a decision-making factor for
  companies and skilled workers, social protection and quality of life (strong social coverage
  and attractive public service systems). The French labour market is diverse but
  rigid: employment protection, active integration policies, but difficulties for SMEs to
  recruit easily.
  
• In the United States: Technological innovation and concentration of clusters (Silicon Valley, Boston…),
  access to capital and ecosystems of cutting-edge companies, mobility and diversity in the labour
  market.
  
• In Asia (India, China and Asia-Pacific): lower production costs, robust economic
  infrastructure for technology and manufacturing sectors, as well as a rapidly developing
  entrepreneurial climate, particularly in Southeast Asia.

In this world where growth is moving cautiously, overpaying is no longer a sign of strength but often a strategic weakness, not to be confused with “underpaying,” which is a sign of malice encouraging candidates to choose another company that represents more ethics and kindness.

Conclusion

In the knowledge economy and the scarcity of candidates, highly qualified ones are looking for a
coherent set of factors: a pleasant work environment, meaning, clear prospects, flexibility and an authentic company culture. In other words, if a company wants to attract the best, CEOs must offer more than a number on a payslip with a salary aligned with the market: it must provide a professional experience worth living and telling.
After all, as a candid candidate would say, “you can always increase my salary… but
who will increase my happiness?”

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