Expert Predictions For HR In 2026

The HR industry is heading into one of its most transformative years yet. After a period defined by rapid digitisation, hybrid work experiments and shifting employee expectations, 2025 is set to reshape how organisations attract, support and retain talent.

With economic uncertainty still simmering in the background and AI tools becoming deeply embedded in everyday workflows, leaders are being forced to rethink everything from workforce planning to well-being.

But while some predict a future dominated by automation, others believe human-centred leadership will matter more than ever. To understand what’s really coming next, we asked a range of HR experts to share their biggest predictions for 2025 – from the technologies set to go mainstream to the cultural shifts employers can no longer ignore.

Will HR Shift from Predictive To Reactive?

One of the biggest shifts experts anticipate for 2025 is the rise of predictive HR – systems that don’t simply track employee behaviour but forecast it. Rather than waiting for resignations, wellbeing dips or conflicts to surface, companies may increasingly use advanced analytics to detect patterns early.

Some predict HR teams will move closer to “people strategists”, relying on models that identify burnout before it takes hold or highlight emerging skill gaps months in advance. While this promises more proactive support for employees, it also raises questions around data ethics, trust and how comfortable people feel being part of a partially algorithm-guided workplace. The coming year may well be remembered as the moment HR stepped decisively into the realm of forecasting.

Skills-First Hiring Becomes the New Battleground

In 2025, experts suggest the shift from traditional CVs to skills-based hiring will accelerate dramatically. Instead of relying on linear career paths or institutional credentials, employers may increasingly turn to AI-driven assessments, portfolio-style evaluations and real-world test projects.

Some predict that job titles could begin to matter less than a person’s demonstrable capabilities, especially as automation reshapes roles faster than job descriptions can keep up. This transition could unlock more diverse talent pools and create opportunities for self-taught candidates, career changers and those historically overlooked by conventional hiring processes.

But, it also sets a high bar for HR teams, who will need to rethink how roles are defined, how success is measured and how organisations continue developing employees in a world where skills evolve at unprecedented speed.

Our Experts

• Sara (Lamber) Gutierrez: Chief Science Officer at SHL]
• Amanda Martell: Director of HR at LifeSpeak
• Andy Hamilton: CEO of When Insurance
• Karen Cosentino: Senior Vice President and CPO at Barge Design Solutions
• David Dand: Executive Search and Talent Acquisition Specialist, Founder of Coreus
• Aime Ayrehart: AI and Me
• Heather Page: Chief of Staff at TribalScale
• Cliff Jurkiewicz: VP of Global Strategy at Phenom
• Jeanette Wheeler: Chief People Officer at MHR
• Totalmobile HR Director: Claire Hughes
• Hannah Strawbridge: Executive Director at Inspire Legal Group and Founder of Han Law
• Chloe Wallace: Founder and MD of OneSource HR
• Eva Majercsik: Chief People Officer at Genesys
• Alessandro Bonatti: Chief People Officer at WeRoad
• Nirit Peled-Muntz: Chief People Office at HiBob
• Doug Sabella: CEO at Payroll Integrations
• Dean Guida: CEO of Infragistics and Founder of Slingshot
• Kate Field: Global Head of Human and Social Sustainability at BSI
• Sarah Henson: Senior Behavioural Scientist at CoachHub

Sara (Lamber) Gutierrez, Chief Science Officer at SHL

“Next year, we’ll finally move from ‘AI looks cool’ to real questions about how effective and how safe these tools actually are. As the market gets saturated, organizations are going to demand proof — not just of model transparency and validity, but of whether AI actually improves decision-making and efficiency the way it claims to.

“2026 will be the year where it’s not about who is using AI, but about how they’re using it and whether it’s safe, effective, and aligned with best practices. With so many tools available, organizations will have to choose wisely.

“There is no real evidence that AI can replace middle managers. If anything, they’ll become more important because they understand their teams’ skills and can help people get staffed on the right projects.

“People think AI dehumanizes the hiring process, but if we keep humans in the loop, as best practice and governance require, AI can actually make the process feel more human. It gives hiring teams more time for connection and judgment, and allows for more personalization in the candidate experience.”

Amanda Martell, Director of HR at LifeSpeak

“In 2026, engagement will be defined not by how much people get done, but by how supported they feel. After years of burnout and disruption, employees want to work for organizations that prioritize focus and recovery alongside results. That means providing realistic workloads, granting autonomy and fostering leaders who can speak openly about stress. HR teams that connect wellbeing with performance will drive stronger engagement, improve retention and build cultures that are more resilient to change. The future of employee experience is about helping people thrive, not just perform. This shift will define the next era of work.”

Andy Hamilton, CEO of When Insurance

“1. Healthcare costs are about to break companies – and the old solutions won’t work anymore
We’re heading into what I call “The Great Benefits Reset.” Healthcare costs are surging toward 10% increases – the highest we’ve seen in 15 years. Meanwhile, companies are using AI as cover for workforce reductions that are really about cutting costs. Here’s what keeps me up at night: COBRA premiums could hit $3,000 monthly for some families. That’s not a typo. When someone loses their job, we’re essentially telling them their health insurance now costs more than their mortgage. That’s not just a financial problem – it’s a human tragedy waiting to happen.

“2. Your HR department is disappearing (and being replaced by someone who thinks like a CFO): Traditional HR is dying. I know that sounds dramatic, but we’re already seeing major companies eliminate HR as we know it, combining it with IT under a “Chief Productivity Officer.” The person buying benefits next year won’t be someone who came up through HR. They’ll be a tech-savvy operator who thinks in ROI and productivity metrics. If you’re still pitching empathy and employee experience without hard numbers, you may be speaking a dead language.

“3. Companies will keep laying people off – just quietly, constantly, and destructively.
Forget the big splashy layoffs that make headlines. We’re entering an era of what I call “death by a thousand cuts” – continuous small reductions that never trigger WARN notices but create permanent anxiety. I’ve been through a layoff myself. The waiting is the worst part. Now imagine that feeling never goes away because every month, a few more people disappear. The employees who survive aren’t grateful – they’re traumatized. And traumatized employees make expensive healthcare decisions.

“4. The retirement crisis no one’s talking about: People in their 70s are still working because they can’t afford to stop. BLS projects workers aged 65-74 will have a 30.2% participation rate in 2026, up from 17.5% in 1996. They’re not leaving, which compounds the AI displacement pressure on younger workers. When a 72-year-old can’t retire and a 22-year-old can’t find a job, something’s fundamentally broken. This isn’t sustainable. Adding heat to the fire, the job market is shifting under our feet. We’re heading toward unemployment rates we haven’t seen in years, but companies are still struggling to find talent that fits with their company goals and culture. How does that make sense? Because the skills mismatch is getting worse, and the safety net is disappearing.”

Karen Cosentino, Senior Vice President and CPO at Barge Design Solutions

David Dand, Executive Search and Talent Acquisition Specialist, Founder of Coreus

“The HR industry in 2026 will be defined by the deep integration of AI across the talent lifecycle.

“From candidate sourcing and outreach to interview scripting and risk reduction in selection, automation is reshaping operational processes. AI-driven platforms will dominate the early-stage hiring, enabling hyper-efficiency and scale, but this comes with risks.

“Over-reliance on algorithms can erode the human touch, especially in senior executive searches and multi-role campaigns where nuanced judgment and relationship-building are critical. Candidates increasingly value relevance over generic personalization, and employers must balance tech with a personable, informed approach throughout the employee lifecycle.

“The biggest excitement? Only the most thoughtful, human-centric strategies will thrive in a heavily automated people sphere. The winners will be those who combine AI’s speed with authentic expertise and empathy.”

Aime Ayrehart, AI and Me

Heather Page, Chief of Staff at TribalScale

“As Chief of Staff I oversee People & Culture, Marketing, and Operations at TribalScale, so I’m often dealing with challenges related to recruitment, retention, talent development, and team performance.

“Part of my role for 2025 has been about implementing a people driven AI-first strategy across the business. I’ve also been regularly teaching the “career catalyst” section of our training prgoram via the Agentics Learning Labs program, helping job seekers understand how to use AI and how to interact with it while hiring and job seeking.

“For 2026 I’m predicting a few trends: 1. Headlines about weird candidate experiences driven by AI as companies experiment and learn by doing (think, getting job offer from an AI persona); Companies embracing Agentic solutions that free up their team members team for more hands-on candidate experiences and 1:1 interviews; Evolving job descriptions towards more holistic roles that cover multiple hats/functions, and big uptick in AI skills being desirable for new hires.”

Cliff Jurkiewicz, VP of Global Strategy at Phenom

“By 2026, HR will cease to exist in its current form. Traditional HR will dissolve and be replaced by a function led by a Chief Productivity Officer – a new role that will combine HR and IT to drive people and technology to deliver outcomes for the business. HR professionals won’t go away; the function itself will.

“Organizations should be wary of relying on traditional job descriptions, which have outlived their usefulness. Over the next year, we’ll see a shift to skills-based work blueprints that emphasize outcomes, demonstrated experience, and company values. Experience will still matter, but it will become secondary to skills.

“The most exciting shift is the rise of human-first enterprises, where AI amplifies the value of human work rather than replacing it. GenAI platforms will also begin acquiring hiring and skills data, giving companies a better understanding of talent supply and how to monetize job matching.”

Jeanette Wheeler, Chief People Officer at MHR

“The Employment Rights Bill will test how proactive HR can really be

“The introduction of the Employment Rights Bill will make 2026 a defining year for HR leaders. The scale and pace of the proposed reforms – from day-one rights and flexible working to enhanced parental and carers’ leave – mean people teams will need to move from interpreting change to actively anticipating it. Waiting for final confirmation before preparing will no longer be an option.

“Forward-thinking HR teams will start reviewing their policies, systems and manager training now to understand what these reforms could mean in practice. That preparation will help them protect both employees and the business when the details are finalised. This is where HR’s strategic value will come to the forefront as the function that scans, interprets and translates legislation into workable policy before it ever reaches the boardroom. The Employment Rights Bill will be the ultimate test of how predictive HR has become.”

“Multi-generational workplaces will redefine how businesses learn and connect

“With up to five generations now sharing the same workplace, HR teams in 2026 will need to rethink how learning happens. The most forward-looking organisations will design multi-modal training, combining visual, practical and conversational formats to engage everyone from digital-first Generation Alpha to seasoned managers who prefer face-to-face coaching.

“At the same time, HR will need to rebuild the human side of connection as communication becomes increasingly digital. Interpersonal skills, empathy and collaboration will be reintroduced as business priorities, supported by mentoring and apprenticeship programmes that cross generations. The ability to learn from one another, not just alongside one another – will define how inclusive and resilient workforces become.”

Claire Hughes, Totalmobile’s HR Director

“I believe 2026 will bring an even sharper focus on culture as the defining factor in HR strategy:

• Values lived, not laminated – Employees want more than six words on a poster. They seek workplaces where culture is authentic, lived at every level, and aligned with their personal values, places where they can truly make an impact.
• Hybrid and remote with choice and connection – The traditional “one size fits all” approach to work is no longer viable. Employees now expect genuine flexibility in how, when, and where they work. While LinkedIn is full of posts about people being “forced” back into the office, there is still little meaningful data comparing the effectiveness of hybrid versus fully remote models. HR leaders must design models that are operationally effective while preserving belonging and connection. To support this, we’ve recently launched a Connection Project to examine how remote work affects those entering the workforce post‑Covid, with a particular focus on social interaction, support, career development, and fostering a sense of belonging.
• Recognition and inclusion – Transparent recognition schemes and inclusive practices will be central to building trust, motivation, and connection.
• Continuous learning as culture – Upskilling, reskilling, and blended learning (videos, shadowing, hands-on practice) will become everyday norms, not standalone HR programs.
• AI with a human lens – Technology will support culture by freeing time for meaningful human connection, not replacing it.

“Ultimately, culture cannot just be declared;  it must be lived, demonstrated, and measured. In 2026, HR leaders will increasingly track culture through employee engagement surveys, retention rates, recognition participation, and career progression data, alongside qualitative measures such as feedback from focus groups and onboarding experiences. Importantly, operational value will be evident when employees are not only satisfied but committed to doing their best work, evidenced through productivity metrics, quality of delivery, and discretionary effort. The real test of culture is whether employees feel connected, valued, and able to grow and whether those sentiments translate into consistent performance across hybrid, remote, and in-office teams.”

Hannah Strawbridge, Executive Director at Inspire Legal Group and Founder of Han Law

“AI is transforming how violence and harassment are perpetrated globally. Our workplaces do not exist in isolation from our global society. We’re seeing deepfaked sexual images, AI-generated nudes circulated without consent, digital impersonation, and fabricated ‘evidence’ used to coerce or silence victims.

“Despite the recent introduction of the Worker Protection Act, employment legislation, HR policies, and prevention strategies still lag. They were written for physical workplaces, not for workplaces where someone can be harassed, exploited, or violated through a piece of content generated in 20 seconds.

“A huge risk for 2026 is that organisations will be blindsided, not because the tech is new, but because they’re still treating sexual misconduct and the governance around it as an analogue problem.”

Louise Newbury-Smith, Head of UK&I at Zoom

“AI elevates both manager effectiveness and employee autonomy: Moving forward, AI will simultaneously strengthen managerial capabilities and empower employees to work more autonomously. Managers will gain real-time insights into workload distribution and collaboration patterns, allowing them to support wellbeing, performance and development, without relying on manual check-ins. At the same time, intelligent workflows will give employees greater control over how they work enabling them to personalize tasks, streamline processes and focus on higher-value activities. This dual uplift will reduce friction, improve team culture, and create a more balanced workplace environment.

“AI fluency becomes the new foundational skillset: The next phase of upskilling will blend technical and human capabilities. Employees will be expected to understand how to collaborate with AI, interpret its recommendations, and challenge outputs when necessary. Training and change management will be essential to realizing the full value of these emerging tools. For IT teams, this means not only deploying the technology but also leading adoption across the workforce.”

Eva Majercsik, Chief People Officer at Genesys

Upskilling Becomes the New Retention Strategy: In 2026, success will hinge on HR’s ability build an AI-first workforce from within

“The next frontier of talent isn’t recruitment, it’s reinvention. As AI reshapes job descriptions in real time, HR’s competitive advantage will come from building internal AI literacy faster than competitors can hire it. Learning will move from a perk to a performance expectation, with AI-focused training embedded in every role. The success of workforce AI initiatives will depend on how effectively teams are retrained, reimagined, and redeployed. HR will lead a cultural shift where adaptability is the core skill, and “continuous learning” becomes a business KPI.”

HR becomes the architect of human–AI collaboration

“As AI becomes embedded across every business function, HR will define how humans and AI collaborate in the workforce. The people function will be critical in articulating and driving workforce strategies, from revising organizational structures to advancing workforce AI. Rather than focusing only on hiring AI expertise, HR will drive company-wide upskilling, role redesign, and change management—ensuring every employee learns to work with AI, not around it. They will lead the cultural transformation to human-centric AI, focused not just on “who has the skills” but also “who has the mindset.” The winning formula won’t be solely finding AI talent—it will be building it from within. Organizations that empower HR to lead this transformation will unlock AI’s full potential while providing exceptional employee experience.”

Alessandro Bonatti, Chief People Officer at WeRoad

“In 2026, we’ll see an even bigger use of AI in hiring, but more automation doesn’t always mean smarter hiring or better decision-making. AI is great at speeding up the tasks that drain recruiters’ time, like screening, scheduling and summarising notes. But it can’t judge curiosity, culture fit or someone’s potential to thrive in a team. The real opportunity is to let AI handle the repetitive work so recruiters can focus on what really matters – real conversations and thoughtful decisions. Used well, it can make hiring more personal, not less, with faster responses, clearer communication and more meaningful feedback. At the end of the day, the goal isn’t to hire faster; it’s to hire better.”

Nirit Peled-Muntz, Chief People Office at HiBob

“In 2026, the world of work will finally move beyond measuring presence and hours. Success will be defined by outcomes – By what people deliver, not how visible they are. That shift will transform how leaders build trust, motivate teams, and measure success itself.

“As performance becomes about impact, the organisations that still rely on control and visibility will find it harder to attract and keep great people. The next generation of leaders will be defined by something different, their ability to create clarity, build genuine connection, and empower people to do their best work wherever they are.

“AI will accelerate this evolution. It’s becoming every employee’s most capable teammate, taking care of the repetitive work, surfacing insights, and helping people learn and grow faster than ever. And when AI is combined with a skills-first mindset, it doesn’t just make work more efficient; it makes opportunity more accessible. Companies will be able to see potential more clearly and open doors for growth that might once have been closed.

“But progress isn’t automatic. The real risk for businesses isn’t that technology will move faster than they can – it’s that culture won’t. The organisations that lead in 2026 will design for autonomy, belonging, and fairness, proving that flexibility and high performance go hand in hand. Because in the future of work, trust and adaptability won’t just drive success, they’ll define it.”

Doug Sabella, CEO at Payroll Integrations

“The manual, repetitive tasks that HR teams rely on to manage everything from onboarding to payroll take hours of valuable time that they could instead spend enhancing the employee experience.

“HR teams will risk losing employees in 2026 if they continue to have limited time to engage with employees and understand and meet their needs. While today’s economic environment has kept many employees in their roles longer than expected, a growing number will start to reach their breaking point over the next year. Benefits will be a major driver of whether employees decide to stay or go, with 60% of employees saying that they would leave their job for better health insurance and 59% saying a stronger retirement plan/match.

“HR teams that fail to automate key processes will be unable to deliver the modern experiences and benefits that employees require to stay.”

 Dean Guida, CEO of Infragistics and Founder of Slingshot

“While executives have high expectations for AI to increase efficiency and productivity, most employees are still leaning on AI for more basic tasks: nearly two-thirds of employees (63%) say they primarily use AI tools to double-check their work.

Kate Field, Global Head of Human and Social Sustainability at BSI

“2026 will bring rapid transformation to UK workplaces. AI will continue reshaping roles, while government action on the Keep Britain Working review introduces policies to tackle economic inactivity. At the same time, an ageing population staying in work beyond retirement will redefine workforce dynamics.

“Demographic shifts will remain front and centre, with multi-generational teams now the norm. Our research shows 54% of business leaders see maintaining physical and mental health as a key concern as the workforce ages. Forward-thinking organizations must manage wellbeing while harnessing shared values and generational differences to drive collaboration and innovation.

“The “S” in ESG will gain prominence, with businesses expected to deliver measurable social impact. Nearly half (49%) of new career starters cite work-life balance as a top motivator, meaning employers must move beyond flexible policies to embed a culture of care into the workday.

“Those who succeed won’t just adapt, they’ll lead.”

Sarah Henson, Senior Behavioural Scientist at CoachHub

Martin Fairn, CEO at Gazing

“A new report [“Keep Britain Working Hard” by Pat McFadden] highlights the huge rise in workplace sickness since 2019, claiming it costs the UK £85bn per year, with 800,000 more people out of work.

“The report concludes that a primary reason for the rise is a surge in mental health issues, but a leading mindset development company says these can be addressed by earlier staff engagement. Martin Fairn, CEO at Gazing Red2Blue, thinks 2026 will see a revolution in how HR departments approach workplace mental health.

“The CIPD, representing HR professionals, welcomed the government’s vision for a preventative approach.

“Good mental health means coping with the normal stresses of life; poor mental health means you may struggle with anxiety, depression, or other issues.

“Mindset is a person’s belief system, or attitude, that shapes how they see themselves and the world. It dictates how they react to life’s events.

“A strong mindset can contribute positively to mental health.”