What Melbourne Real Estate Candidates Are Already Asking For in 2026

Melbourne’s real estate talent is walking into 2026 clearer, more selective and far more willing to say “no” to roles that don’t stack up. Candidates are not just asking, “What’s the salary?” – they are interrogating workload, culture, leadership and long‑term security before they even agree to an interview.

The new questions candidates lead with

The first thing many property managers, salespeople and OC professionals want to know now is whether a role is sustainable – not just available. They have lived through churn, restructures and burnout, and they are determined not to repeat it.

Common opening questions include:

• “What does a normal week actually look like in this role – not just on paper?”

• “How many properties, buildings or campaigns will I personally be responsible for?”

• “Who do I report to, and are they a hands‑on leader or just numbers‑driven?”

For agencies, this means vague job ads and fuzzy answers on structure are no longer enough. The more specific and transparent the story about hours, portfolios and support, the more seriously good candidates will take the opportunity.

Workload, portfolios and support

In 2026, the single biggest area of interrogation from candidates is workload. Property managers want to know how many doors they will carry, how complex the portfolio is and what kind of backup they can rely on when things escalate. Sales and leasing staff are asking the same questions in a different language – “What’s the expectation on prospecting?”, “Who handles administration?”, “What happens when I’m away?”

The details candidates press for most often:

• Realistic portfolio numbers and how they are adjusted when properties are added or lost.

• Whether there is dedicated admin, leasing or inspections support, or if they are expected to do “everything”.

• How after‑hours calls, arrears, VCAT files and difficult landlords or tenants are handled.

When an agency can confidently explain how it protects its people from constant firefighting, it immediately becomes more attractive to the experienced candidates who have options.

Flexibility: more than just “WFH”

Flexible work is still on the list, but candidates in Melbourne real estate are now talking about flexibility in a more practical way. For many, it is less about permanent work‑from‑home and more about being treated like an adult when life happens – school pickups, medical appointments, personal commitments or simply needing a quiet hour to catch up on calls and emails.

What candidates are actually asking:

• Whether there is flexibility around start and finish times, especially in PM and OC roles.

• If they can occasionally work from home to catch up on files, conversions and reporting without distractions.

• How time off is handled when emergencies or personal issues come up unexpectedly.

Agencies that can point to simple, sensible practices – staggered hours, the odd WFH day, no guilt around appointments – are finding it much easier to secure and retain good people than those still operating on rigid, old‑school expectations.

Salary, bonuses and real transparency

Money has always mattered, but in 2026 candidates are more focused on how the total package works rather than just the base figure. They want clarity: how bonuses are calculated, how often salaries are reviewed, whether there is any real link between performance and reward, and how “remuneration” translates when duties creep.

The questions coming up again and again:

• “What is the base, and what would a realistic year of bonuses or commissions look like?”

• “When was the last time the salary band for this role was reviewed?”

• “If responsibilities increase – more properties, more projects, more buildings – does the salary move with it?”

Agencies that can explain their structure in plain English, with clear examples, stand out immediately. Candidates are far more wary of vague promises like “we review regularly” or “there’s lots of upside” without any evidence.

Culture, leadership and how conflict is handled

After a few volatile years in the Melbourne property market, candidates are paying very close attention to culture – especially how leaders behave under pressure and how conflict is managed. They are not just asking whether the office is “fun”; they want to know how often people leave, how performance is managed and what happens when there is a difficult landlord, tenant, vendor or colleague.

Expect questions such as:

• “How long has the core team been in place?”

• “Why did the last person in this role leave?”

• “What happens when someone isn’t performing – do they get coached, or pushed out quickly?”

Agencies that can talk honestly about growth, mistakes and improvements – and back that up with real retention stories – immediately feel safer and more attractive than businesses that insist everything is perfect.

Career paths and training, not just “busy desks”

A big shift heading into 2026 is that more candidates want a real career path – especially those in property management and support roles. Many are asking about progression to senior PM, department head, BDM, OC, commercial or operations roles, and what training or mentoring sits behind that journey.

The questions that signal a switched‑on candidate:

• “If I do well here, what could the next step look like in 12–24 months?”

• “Who would I learn from, and is there any structured training or coaching?”

• “Do you support further education or short courses?”

When an agency has a story about how people have progressed internally – from assistant to PM, from PM to BDM, from reception to marketing – it becomes much easier to convince candidates that this is not just another stop‑gap role.

What this means for Melbourne agencies in 2026

All of these questions point in the same direction: candidates want alignment and honesty, not surprises. They are prepared to work hard and commit for the long term, but only in environments where workload, money, expectations and culture are clear from the outset.

For hiring managers and directors, that means:

• Tightening role design before going to market, so portfolio size, duties and support are locked in.

• Front‑footing conversations about flexibility, salary bands and progression instead of waiting to be asked.

• Treating every recruitment process as two‑way due diligence, not just a search for “the right fit”.

A recruitment partner who is close to both sides of the market can help translate these questions into better‑designed roles, sharper briefs and more productive interviews. Done well, that doesn’t just fill vacancies – it builds teams that are more stable, more engaged and better prepared for whatever 2026 throws at the Melbourne property market next.