2026+劳动力趋势报告+Workforce+Trends+Report

Workforce

Trends

Report

2026

AIdisruption,RTOmandates,andworkplacecultureshifts

WorkforceTrendsReport20262

WORKFORCETRENDSREPORT2026

Tableofcontents

INTRODUCTION

03

AletterfromDHRGlobalCEOPriyaTaneja

SECTION1

Theidentitycrisis:Workplace

culturefacesanewtest04

SECTION2

Engagementfalls,burnoutpersists:

Thenewretentionrisk12

SECTION3

AI’sdouble-edgedsword:Productivity

gainsandcommunicationgaps19

SECTION4

RTOreality:Flexibilityiskey

toearningemployeebuy-in24

CONCLUSION

Buildingorganizationalresilience

forwhat’snext31

WorkforceTrendsReport20263

INTRODUCTION

AletterfromDHRGlobalCEOPriyaTaneja

Aswelookaheadto2026,businessleadersaroundtheworldarenavigatingasharedsetofchallenges:

employeeengagementisdeclining,burnoutisrising,

andthepaceofchange—drivenbyeconomicuncertainty,AIadvancements,andevolvingworkmodels—continuestoaccelerate.

Tohelpyoumeetthismoment,I’mproudtoshareDHRGlobal’ssecondannualWorkforceTrendsReport.Wesurveyed1,500corporateprofessionalsacrossNorth

America,Europe,andAsiatounderstandhowtheseforcesarereshapingtheworkplace,andtoidentifyactionablestrategiesforsustainingengagementandretention.Thesearethesamequestionsweask

ourselvesaswegrowgloballywhilestayingtruetoourpeople-firstvalues.

Whileregionalnuancesexist,thefindingsreveala

universaltruth:Cultureisapowerfuldriverofengagementandadaptability.Organizationsthatprioritizeflexibility,

investindevelopment,andleadwithauthenticityarebetterequippedtonavigatetoday’scomplexityandbuildamoreresilientfuture.

Insidethisreport,you’llfinddata-driveninsightsandpracticalguidancetohelpyouleadwithintention—fosteringtrust,transparency,andconnectionacrossyourteams.

AtDHRGlobal,webringauniqueperspectiveasaglobalboutiquefirmwithdeepexpertiseinthemiddlemarket.

Wehopethisreportsparksmeaningfulconversationswithinyourorganizationandhelpsyoushapea

workplacewherepeopleandperformancethrive.

Sincerely,

PriyaTaneja

ChiefExecutiveOfficer,DHRGlobal

WorkforceTrendsReport20264

SECTION1

Theidentitycrisis:Workplaceculturefacesanewtest

Cultureisthebedrockofeveryorganization.

Nearlyallrespondentssaytheirworkplacecultureissomewhat(40%)orvery(53%)importanttotheiremployeeexperience.Butonly36%ofworkersfeeltheircompanycultureiswell-definedanddrives

performance,withmanyinsteaddescribingitasreactiveandinconsistentacrossteams(46%)orvagueandnotactivelyshaped(15%).

Longgonearethedayswhenmostemployees

workedtogetherinoffices,wheresharedroutinesandspontaneousconversationsshapedculture

naturally.Now,employeesinmoredistributed

workenvironmentsvaluemeaningfulrecognitionandautonomyoverofficeperksorsocialevents.

WorkforceTrendsReport20265

THECULTUREDISCONNECT:ATWO-WAYSTREET

While77%ofC-suiteleaderssay

cultureis“veryimportant,”only37%

ofentry-levelemployeesfeelthesame.Executivesarealso2.5xmorelikely

thanentry-levelstafftoviewtheircompany’scultureaswell-defined.

Leadersmaysetthevision,but

cultureonlythriveswhenemployeesbuyinandactivelyparticipate.Eventhemoststrategicculturalinitiativesfallflatwithoutthatconnection.

WorkforceTrendsReport20266

Recognitionandflexibilitytopthelistofwhat

employeessaywouldmostimproveworkplace

culturetoday[Fig.1].Thisemphasisonrecognitionalsoshowsupinburnoutdata:Theshareof

employeescitinglackofrewardorrecognitionasatopburnoutdrivernearlydoubledsincelastyear,from17%to32%[Fig.4].

Thecallforamoreeffectiveworkplaceculturerunsdeep.Nearlyone-thirdofrespondents(31%)chose“astronger,morepurposefulworkplaceculture”asoneoftheTop3improvementstheywantfromtheiremployeroverthenextyear[Fig.2].

FIG.1.

Topimprovementsforworkplaceculture

Greaterflexibilityorautonomyinhowwework34%

Recognitionandrewardsystemsthatreflectourcompanymissionandvalues34%

Moretransparentandconsistentcommunicationfromleadership

29%

Amoresustainableworkloadorclearerboundaries

28%

Bettersupportortrainingforpeoplemanagers

23%

Leadershipthatmodelsdesiredbehaviorsandvalues

22%

WorkforceTrendsReport20267

FIG.2.

Topwaysemployerscanenhanceworkexperienceforemployees

EmployeeEngagement

37%

Morerecognitionforhigh-impactwork

37%

Amoremanageableworkloadandbetterresourcing

36%

Moresupportforlearningandskilldevelopment

WorkplaceCulture

35%

MoreflexibilityinwhereIwork

33%

MoreflexibilityinwhenIwork

Astronger,morepurposefulworkplaceculture

CommunicationStrategy

32%

Moretransparency

arounddecision-making

35%

Clearercommunicationfrom

leadershipaboutcompanydirection

24%

AclearplanforhowAIwill(orwon’t)affectmyjob

WorkforceTrendsReport20268

FIG.2.[CONT.]

Topwaysemployerscanenhanceworkexperienceforemployees

Regionalprioritiesataglance|NorthAmerica

40%

Morerecognitionforhigh-impactwork

38%

Clearercommunicationfrom

leadershipaboutcompanydirection

FIG.2.[CONT.]

Topwaysemployerscanenhanceworkexperienceforemployees

WorkforceTrendsReport20269

Regionalprioritiesataglance|Europe

37%

Morerecognitionforhigh-impactwork

37%

Amoremanageable

workloadandbetterresourcing

FIG.2.[CONT.]

Topwaysemployerscanenhanceworkexperienceforemployees

WorkforceTrendsReport202610

Regionalprioritiesataglance|Asia

38%

MoreflexibilityinwhereIwork

38%

Amoremanageable

workloadandbetterresourcing

WorkforceTrendsReport202611

KEYTAKEAWAY

Withculturenolongeranchoredbyofficeroutines,leadersmustwork

tomakeittangibleforemployees

throughvisiblerecognition,real

flexibility,andvaluespracticeddaily.

Lastingandscalablecompanyculturealsorequiresactive,meaningful

employeeparticipation.

NEXTSTEPSFORLEADERS

Leaderscannurtureworkplaceculturebybuildingrecognitionprogramsthatreacheverylevel,tailoringflexibility

totheneedsofdifferentteamsandregions,andmodelingtheculture

theywanttosee.Leaderscanalsomakecultureasharedresponsibilitybyinvitinginputandcontributions

fromemployees.

WorkforceTrendsReport202612

SECTION2

Engagementfalls,

burnoutpersists:

Thenewretentionrisk

Employeeengagementhasdroppedsignificantly

year-over-year,withjust64%ofworkersdescribingthemselvesasveryorextremelyengaged—downfrom88%in2025.Thistrendisconsistentacross

regions,withengagementlowestinAsia(59%),and

slightlyhigherinNorthAmerica(67%)andEurope(68%).

Professionaldevelopmentcontinuestobethetop

driverofengagement(71%),aheadofremote/hybridwork(63%)andGenAItools(55%)[Fig.3].

Yet,asflexibleworkandAIbecomestandardrealities,theirpositiveimpactonengagementisfading.Manyemployeesarefeelingthestrainasthenoveltyof

flexibleworkandAIdiminishesandjobsecuritygrowslesscertainmorebroadly.

WorkforceTrendsReport202613

FIG.3.

Driversandhindrancestoemployeeengagement,2025vs.2026

Decreases

engagement

Noimpact

onengagement

Increasesengagement

Atighterjobmarket

(i.e.,it’shardertofindanewjob)

2025

9%

24%

67%

2026

19%

35%

47%

Jobinsecurity/

potentialforlayoffs

2025

16%

23%

61%

2026

34%27%

40%

GenAItoolslikeChatGPTandMicrosoftCopilot

2025

8%

22%

70%

2026

13%

32%

55%

Remoteandhybridwork

2025

7%1

8%

75%

2026

12%

25%

63%

WorkforceTrendsReport202614

FIG.3.[CONT.]

Driversandhindrancestoemployeeengagement,2025vs.2026

Decreases

engagement

Noimpact

onengagement

Increasesengagement

Executiveturnover/leadershipchurn

2025

11%

26%

63%

2026

23%

38%

39%

Burnout

2025

34%

22%

44%

2026

52%

22%

26%

Professional

developmentopportunities

2025

5%

15%

80%

2026

8%

21%

71%

WorkforceTrendsReport202615

Asengagementdeclines,burnoutremainsa

majorchallengeamongemployees,with83%ofworkersfeelingatleastsomedegreeofburnout,consistentwith2025(82%).

Theissueismostpronouncedintheretail(62%),tech(58%),andhealthcare(61%)industries

wheremoderatetoextremeburnoutishighest.

Overwhelmingworkloads(48%)andworking

toomanyhours(40%)topthelistofcausesforrespondentsacrossallregions[Fig.4].

FIG.4.

Topburnoutdrivers,2025vs.2026

2025

2026

Overwhelmingworkload

35%

48%

Workingtoomanyhours

58%

40%

Difficultybalancingworkobligationswithpersonal/familylife

34%

37%

Lackofreward/recognition

17%

32%

Boredomwithmyjobtasks

19%

21%

WorkforceTrendsReport202616

What’sfueling

persistentburnout?

It’sworthnotingthatwhileburnoutratesareholdingsteady,burnout’sinfluenceonengagementhas

grown:52%ofworkerssayburnoutdragsdownengagement,upfrom34%in2025.

DOESTECHCULTUREDRIVEENGAGEMENT?

Despitehigherlevelsofburnoutamongworkers,tech

leadsallsectorsinengagement,with78%ofemployeesreportingthey’reveryorextremelyengaged.Nearlyhalfoftechworkers(48%)saytheirworkplacecultureiswell-definedandactivelyshapestheirexperience,suggestingthatastrongcompanyculturemaybehelpingsustaintheindustry’sabove-averageengagementrate.

WorkforceTrendsReport202617

Burnoutalsohitssomeemployeegroupsharderthanothers.Associates(62%)andentry-level

employees(61%)arethemostlikelytoreport

reducedengagementduetoburnout,comparedtojust38%ofC-suiteleaders,55%ofVPs,44%ofdirectors,and48%ofmanagers.

Failingtoaddressburnouthead-onrisksnot

onlyerodingemployeemoraleandproductivity,

butalsolosingkeytalent.Theturnoverofhigh-

performingemployeescreatesadditionalhurdles

fororganizations,with91%ofrespondentssayingthatthelossofhigh-performingcolleaguesimpactstheorganization.

Topconsequencesinclude:

Increasedpressureon

43%

1remainingteammembers

2

Knowledgegaps

34%

3

Lowermotivationandengagement

32%

WorkforceTrendsReport202618

KEYTAKEAWAY

Decliningengagementandpersistentburnoutcallfordecisiveaction.

Thefocusshouldbeonbuilding

strongworkplaceconnectionsandcommunicationsoeveryemployeefeelsvaluedandmotivated.

NEXTSTEPSFORLEADERS

Leadersmustprioritizemanaging

workloadsandhourstoaddress

topburnoutdrivers,andinvestin

professionaldevelopmenttoboost

retention.It’sparticularlyimportant

topaycloseattentiontoearly-careeremployees,whoareespecially

vulnerabletodisengagement.

WorkforceTrendsReport202619

SECTION3

AI’sdouble-edgedsword:Productivitygainsand

communicationgaps

AIhasquicklybecomeafixtureinthemodern

workplace.Overthepastyear,39%ofemployees

reportednoticeableproductivitygainsfromAItools,withthehighestimpactinAsia(44%),followedbyEurope(40%)andNorthAmerica(33%).

Organizationsarerespondingbyadjustinglearningand

developmentpriorities(34%),shiftingmoreresponsibilitiestostrategyandcriticalthinking(27%),andcreatingnew

rolestooverseeAIsystems(25%)[Fig.5].

WorkforceTrendsReport202620

FIG.5.

AI’simpactonorganizationsoverthepast12months

ExperiencednoticeableproductivitygainsfromAItools

Adjustedlearninganddevelopmentpriorities

Shiftedresponsibilitiestofocusmoreonstrategyandcriticalthinking

CreatednewjobrolestooverseeAIsystems

Encounteredmisinformation,errors,ormisleadingoutputsfromAItools

Introducednewleadershiproles(e.g.,ChiefAIOfficer)

Seenjobreductionsduetoautomation

39%

34%

27%

25%

20%

20%

20%

WorkforceTrendsReport202621

Thesenewgains

comewithnewrisks.

Oneinfiverespondentshasencountered

misinformation,errors,ormisleadingoutputs

fromAItools.Theconsequencesaretangible:

44%

havehadtomanuallyredoorcorrectworkgeneratedbyAItools

39%

43%

haveseeninaccurate

contentendupin

internalcommunications

saytheseissueshave

causedconfusionor

slowedprojectprogress

WorkforceTrendsReport202622

DespiteAI’sgrowinginfluence,mostemployees

arestillwaitingforguidanceonwhatthetechnologymeansfortheirdailyrolesandskills.Only34%saytheirorganizationhasalreadycommunicatedthis

information“veryclearly.”

Employeeappetiteforleadershipdirectionisstrong,with24%ofworkersrankingaclearplanforhowAIwillaffecttheirjobamongtheTop3changestheywantthisyear.

Withoutthisguidance,employeeshavehadtodecideontheirownwhichskillsfeelvaluableforcareergrowthintheageofAI.Mostareprioritizingdeepexpertise

inaspecificarea(35%),whileothersarefocusingonbroadercross-functionalknowledge(29%),softskillslikecommunicationandleadership(22%),orAIanddataliteracy(13%).

ClearcommunicationaroundAIadoptionmakesall

thedifference.Caseinpoint,tech.Halfofemployees

(52%)workingintechsaytheircompanyhasbeen

veryclearaboutAI’simpact,thehighestofanysectorsurveyed.TechemployeesarealsomostlikelytoreportasignificantengagementboostfromGenAItools

(37%,versus14-23%inothersectors),signalingaclearlinebetweenAIstrategyandbenefits.

THEAI

LEADERSHIPGAP

While69%ofC-suiteleaders

and51%ofVPssaytheir

organizationhascommunicatedveryclearlyaboutAI,only12%ofentry-levelstaffand22%ofassociatesagree.

Thedivideshowsupin

engagement,too:74%of

C-suiteleadersreporthigher

engagementbecauseofGenAI,comparedtojust27%ofentry-levelemployees.Leadersmaybelievethey’recommunicatingclearly,butmostemployees

aren’thearingit—puttingsuccessfulAIadoptionandengagementatrisk.

WorkforceTrendsReport202623

KEYTAKEAWAY

AIisrapidlytransformingwork,but

mostemployeesstilllackguidance

onhowthetechnologywillaffect

theirrolesandskills,particularlyearly-careeremployees.Theanswerliesinproactiveandclearcommunication.

NEXTSTEPSFORLEADERS

TorealizethefullvalueofAI,

leadersshouldfocusontransparent,

consistentmessagingandgive

employeesateverylevelaprescriptiveroadmapforadaptingandgrowing

alongsidenewtechnology.

WorkforceTrendsReport202624

SECTION4

RTOreality:Flexibilityiskeytoearning

employeebuy-in

Return-to-office(RTO)policiesarestillreshapingthe

workplace,butemployeebuy-inisfarfromguaranteed.Overthepasttwoyears,38%ofemployeeshavebeendirectlyimpactedbyRTOmandates,yetonly34%fullysupporttheirorganization’sapproach.Nearlyaquarter(23%)somewhatorstronglyopposeit.

RegionalresponsestoRTOvary:47%ofemployees

inAsiahavebeendirectlyimpactedbyRTO,comparedto34%inEuropeand32%inNorthAmerica.Still,

strongoppositionishighestinNorthAmerica(18%)andmuchlowerinEurope(7%)andAsia(3%),

signalingthatAmericanemployeesmayhave

moreextremeexpectationsforworkflexibility.

WorkforceTrendsReport202625

RegionalresponsestoRTO|NorthAmerica

32%

ofemployeeshavebeen

directlyimpactedbyRTOmandates

18%

ofemployeesarestronglyopposedtotheirorganization’sRTOpolicies

WorkforceTrendsReport202626

RegionalresponsestoRTO|Europe

34%

ofemployeeshavebeen

directlyimpactedbyRTOmandates

7%

ofemployeesarestronglyopposedtotheirorganization’sRTOpolicies

WorkforceTrendsReport202627

RegionalresponsestoRTO|Asia

47%

ofemployeeshavebeen

directlyimpactedbyRTOmandates

3%

ofemployeesarestronglyopposedtotheirorganization’sRTOpolicies

WorkforceTrendsReport202628

While61%ofC-suiteleadersareinfullsupport,

RTOsupportisalsodividedbyjoblevel.

thatfiguredropstolessthan40%amongother

roles—includingjust30%ofentry-levelstaffand19%ofassociates.Youngergenerationswithlittleexperienceofpre-pandemicofficelifemaybeevenlesslikelytoseethebenefitsofin-personwork.

WorkforceTrendsReport202629

Underlyingthisresistanceisadesireforclarity

andchoice.Employeeswantasayintheirin-officeexperience,withtheoptiontochoosewhichdaystocomeinastheirtoprequest[Fig.7].

Understandably,employeeswanttoknowthe

“why”behindin-personworkmandates.When

organizationsdon’tcommunicatethat,RTO

policiescanfeelarbitraryandquicklylosesupport.

FIG.7.

Whatwouldmakein-officedaysmoremanageable?

Theabilitytochoosewhichdaystogoin42%

Betterin-officeperks(e.g.,meals,childcaresupport)41%

Clearerpurposeorreasoningbehindin-officedays39%

Aquieter,morefocusedin-officeenvironment37%

MoretransparencyaroundthefutureofourRTOpolicy