A Conversation with Katlyn Turley, President of H Two National – Real Estate Executive Search
Every day, we're speaking with owners, investors, executives, and candidates across the country. Those conversations provide a unique perspective on what's happening in the real estate talent market—often before the trends show up in industry reports.
Here are a few of the themes we're seeing this quarter.
Q: Everyone talks about hiring slowing down. What are you actually seeing?
Katlyn:
I wouldn't describe today's market as a slow hiring market. I'd describe it as a more intentional hiring market.
Companies aren't adding headcount simply because budgets allow it. They're hiring when a position directly impacts operations, resident experience, asset performance, or long-term growth.
What's interesting is that while hiring has become more selective, the urgency around replacing exceptional talent has actually increased.
Owners understand that one outstanding Regional Manager, Vice President, or executive leader can influence occupancy, retention, team performance, resident satisfaction, and ultimately the financial performance of an entire portfolio.
The conversation has shifted from filling positions to strengthening organizations.
Q: Are compensation expectations beginning to level out after the hiring frenzy of the last several years?
Katlyn:
In many ways, yes—but probably not in the way people expect.
Candidates certainly care about compensation, but we're seeing far more conversations around total opportunity than simply base salary.
People want to understand the leadership team they'll report to, how decisions are made, whether the bonus structure is realistic, if there's a clear path for growth, and whether the organization is financially stable.
Those questions often carry just as much weight as the compensation package itself.
We've seen candidates choose opportunities that weren't the highest-paying because they believed in the leadership, the vision, and the long-term opportunity.
People are asking better questions than they were a few years ago, and companies that can confidently answer them are standing out.
Q: What separates companies that consistently attract top talent from those that struggle?
Katlyn:
Two things: clarity and communication.
The strongest organizations know exactly what they're looking for before they begin interviewing.
Candidates notice when expectations change midway through the process or when decisions drag on for weeks. Uncertainty creates hesitation.
The companies making the best hires communicate consistently, provide timely feedback, and help candidates understand not just the role—but where they fit into the company's future.
Authenticity also matters more than ever. Today's candidates aren't only interviewing for a position. They're evaluating leadership, culture, decision-making, and whether they'll be supported long after they accept an offer.
Those conversations often become the deciding factor.
Q: What's one trend you're watching that isn't getting enough attention?
Katlyn:
Leadership fatigue.
Many Regional Managers, Directors, Vice Presidents, and Executive leaders have spent the last several years navigating staffing shortages, rising operating costs, insurance increases, changing regulations, resident expectations, and constant market shifts.
The strongest leaders aren't always looking for more compensation.
Many are looking for organizations that provide support. Companies investing in leadership development, manageable portfolios, technology that truly improves efficiency, and healthy organizational structures are quietly retaining exceptional people.
Those investments often have just as much impact on retention as compensation does.
Q: Are you seeing differences across markets?
Katlyn:
Absolutely. Talent strategies have become much more market-specific.
Some Sun Belt markets continue to work through elevated new supply and increased concessions, while other regions are benefiting from tighter supply and stronger occupancy fundamentals.
That means hiring strategies can no longer be one-size-fits-all.
The approach that attracts talent in Charlotte may not be the same approach that works in Austin, Chicago, Minneapolis, or Boston.
Understanding local market dynamics has become just as important as understanding resumes.
Q: What's changing about executive hiring that companies may not realize yet?
Katlyn:
Many of the strongest candidates aren't actively looking for a new opportunity.
They're successful where they are, they're engaged, and they're selective about the conversations they'll have.
That means recruiting has become much more relationship-driven than transaction-driven.
It's about understanding someone's long-term goals, building trust over time, and recognizing when the right opportunity aligns with the right stage of their career.
Companies relying only on applicants are often missing a significant portion of the executive talent market.
Q: What's the biggest mistake companies make when recruiting executive talent?
Katlyn:
Selling the position instead of selling the future.
Executive candidates aren't simply evaluating a job description.
They're evaluating where they'll spend the next five to ten years of their career.
The conversations that resonate most focus on vision and stability.
Where is the company headed?
What challenges are they solving?
How will this leader influence that growth?
Exceptional candidates want to be part of something meaningful. Organizations that clearly communicate their vision consistently attract stronger leaders.
Closing Perspective
At H Two National, we've always believed recruiting is about much more than filling positions. Every search gives us a broader view of where the industry is headed, what challenges organizations are navigating, and what exceptional leaders are looking for in their next opportunity.
Markets will shift.
Strategies will evolve.
Compensation will continue to change.
What won't change is the impact the right leaders have on an organization.
That's why understanding the talent market has never been more important.
This article first appeared in TALENT + STRATEGY Real Estate, the newsletter written by Katlyn Turley, President of H Two National.
If you are planning a senior real estate hire and want to talk it through, start a conversation with our team.