As we wrap up 2025, HR leaders are reflecting on a year marked by transformation. From shifts in employee expectations to the rise of AI, the workplace has made dramatic pivots. Heading into 2026, we must embrace a more human-centric, data-informed approach to meet the needs of employees across different career phases.
Well-Being Is Essential In The Workplace
Well-being has become a foundational element of the employee experience, with mental and physical health, emotional support and financial wellness rising as must-haves. According to the American Psychological Association’s “2025 Work in America Survey,” 93% of employees reported that mental health support is very important to their job satisfaction.
Employees are increasingly seeking benefits like flexible schedules that support work-life integration rather than rigid boundaries. At the same time, leaders are being encouraged to promote and support resilience and well-being. They’re also expected to model these behaviors authentically.
In 2026, Focus On Tailored Well-Being Solutions
Increasingly, organizations have been tailoring benefits and learning opportunities to meet the diverse, growing needs of their workforce. This must continue in 2026.
Start by collecting regular employee feedback through surveys and direct conversations to identify what matters most to different groups. For example, you may decide to offer wellness stipends, provide access to lifestyle learning platforms and mental resources or introduce flexible work arrangements. That way, employees can select based on their individual circumstances. At Sikich, we offer wellness dollars for employees to spend in support of their personal wellness goals. These funds can be used for fitness equipment, health-focused subscriptions and other products and services that contribute to overall well-being, allowing employees to choose what best supports their needs.
At the same time, leadership development must equip managers with the tools to foster well-being and model healthy behaviors. This is especially crucial in hybrid and remote work environments where visibility and connection can be more challenging. Encourage leaders to participate in well-being initiatives and share their own strategies for resilience, which will help build a culture of authenticity and support.
Technology Can Be An Enabler, Not A Replacement
AI is increasingly being embraced as a tool to enhance—not replace—the employee experience. So, rather than discussing trust and ethics, the conversation is shifting toward how AI can give people the freedom to focus on more strategic, value-add work. Gartner’s “AI in HR” report found that 61% of HR leaders were actively planning or deploying GenAI technologies, and thoughtful adoption offers exciting potential to improve efficiency and impact.
AI is being used to personalize engagement, streamline HR processes and deliver timely support. Organizations are implementing both behind-the-scenes and frontline processes to make HR more accessible and effective. For example, bots can help employees navigate internal resources while AI-enabled tools can guide benefits elections based on individual needs and demographics. Enhanced solutions are also being piloted to support recruiting, such as interview tools that assist with note-taking, tailoring questions and enhancing candidate evaluation. These immediate use cases reflect a broader commitment across the industry to exploring new ways AI can support employees and HR operations.
When considering new AI-powered technologies, HR teams are asking practical questions like:
• Will this solution help employees feel more supported and engaged?
• Does it automate routine tasks in a way that frees up time for meaningful work?
• How will it impact trust and communication within teams?
However, it’s essential to strike a balance. While AI can improve efficiency and customization, maintaining genuine human connection remains critical to building trust and a positive workplace culture. Piloting new technologies with small groups, gathering feedback and making adjustments based on real-world use are key steps in ensuring digital transformation enhances, not diminishes, the workplace culture.
Employees Across Industries Are Burning Out
Burnout and change fatigue are widely recognized across all industries, with reports indicating that up to 66% of U.S. employees experienced symptoms in 2024. Underlying factors, such as constant organizational change, economic uncertainty and a lack of psychological safety, continue to surface as consistent themes. As HR teams work to evolve the employee experience, it’s essential to remain mindful of these challenges and stay committed to addressing them proactively.
In 2026, Prioritize Open Communication
Address concerns like burnout and change fatigue with proactive communication and support. Train manager to recognize signs of stress and intervene early. Regular check-ins, open dialogue and visible leadership support help organizations navigate ongoing change while sustaining engagement and performance. By fostering a psychologically safe environment, employees feel comfortable sharing concerns.
Looking Ahead
In 2026, our focus should be on building a workplace experience that reflects the individuality of our people. When designing programs, we must be mindful of where employees are professionally, personally and emotionally. This means cultivating an environment, culture and set of benefits that are as unique as the humans who work here.
As HR leaders, we’ll play a central role in championing human-centric leadership by emphasizing empathy, adaptability and trust building across all levels of the organization. Future-proofing our employee value proposition will also be key to attracting and retaining top talent in a competitive landscape.