What can HR leaders expect in 2026? Commentators offer their predictions about retention, authenticity and recruitment.
Retention by design
“Following a year defined by uncertainty, 2026 will be the year of resilience,” said Eleesha Martin, director of recruitment process outsourcing at HR services provider G&A Partners.
She added: “In this landscape, businesses must focus on strengthening their ability to adapt. A retention strategy that prioritises employee development will be key to standing out.”
Martin told HR magazine: “Retention can’t just be a slogan. Instead, it’s a series of consistent behaviours and decisions that leaders weave into the fabric of their organisations. To make retention part of what your business does, you must provide absolute clarity for your employees.
“They need to understand the organisation’s expectations, its goals, and how each individual contributes to the bigger picture. When people can see their path clearly, they are much more likely to stay on it with you.”
Read more: Courage, connection and human-centred leadership will be key in 2026
Recruitment will be defined by authenticity
Recruitment will shift towards what Martin called a “relationship market”. She explained: “For years, the job market has swung between employer‑led and employee‑led.
“But 2026 will be different. The quality of the relationship – trust, transparency, authenticity – will be the primary driver of successful hiring outcomes. Candidates want to feel seen, not processed.”
Karen Handley, head of future careers at Virgin Media O2, said AI will reshape how employers assess potential.
She told HR magazine: “In 2026, recruitment will evolve as AI becomes an increasingly common part of how people study, communicate and apply for roles. As a result, employers have a real opportunity to place less weight on a perfectly crafted application and focus more on what matters most: Strengths, motivations and potential.”
Handley added that candidates will be look for authenticity from their employer, explaining that they will search for recruitment experiences that “feel human and personal, not engineered”.
“That’s why strengths-based interviews and assessments that encourage natural responses – rather than overly rehearsed or AI-assisted ones – will play an even bigger role. This will give employers clearer insight into how candidates think, learn and adapt, as well as their motivations, drive and attitude,” she explained.
Martin agreed, stating that for businesses to succeed in 2026, “companies must focus on intentionally creating environments where employees feel they can stay and thrive” and move beyond transactional hiring by “treating the recruitment process as the start of a long-term partnership”.
Read more: Hook your own talent: How to bring recruitment in-house
Gen Z will be more influential
As more young people enter the workforce, Gen Z will become an “even more important demographic when it comes to influencing workplace practices and culture”, said Lucinda Pullinger, COO for digital, products and professional services at hybrid workspace solutions provider, IWG.
Speaking to HR magazine, she argued that, to continue attracting and retaining the best talent, “business leaders will have to evaluate their offerings, and ensure these align with the demands, expectations and values of a new generation”.
Pullinger explained: “Given that Gen Z are challenging traditional nine-to-five, centralised office models and expect hybrid working to become the default, this might include reviewing flexible working policies.
“It might mean promoting – or in some cases instilling – their company’s purpose, to satisfy the rising demand from Gen Z workers for meaningful, values-driven work.”
She added that HR leaders should also ensure that employees have varied training and development opportunities, and clear paths for career progression.
“With an ageing global population, rising retirements and widening talent gaps, it is critical that business leaders understand and react to changing generational priorities in order to stay competitive,” Pullinger concluded.
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