HR trends 2026: Work in transition

SAP had already outlined possible development paths for the world of work in a study last year. We have now examined which of these assumptions are actually emerging at the start of 2026 and which new priorities have been added.

To this end, 42 articles from the business press were analyzed. The most frequent topics revolved around the use of AI in work and HR management, changing management requirements and cultural change in organizations. At the same time, familiar issues such as returning to the office or employee training continued to dominate the public debate. This indicates that many structural challenges remain unresolved, but that far-reaching changes are already emerging.

AI test phase is over

There is a clear trend in the area of specific work activities: companies no longer just want to test AI, but systematically integrate it into work processes. Work is to be redesigned more along the lines of tasks and skills. AI should take over data-intensive and standardized steps, while humans should focus on classification, judgment, responsibility and decision-making. Skills are seen as the central currency. Roles are changing, qualification requirements are shifting faster, and middle management levels in particular are increasingly expected to develop into steering bodies for AI.

According to these observations, AI is also set to gain in importance in recruiting. On the one hand, it will process increasing numbers of applications and, on the other, improve the quality of assessments. Job descriptions are increasingly being formulated in such a way that they can be evaluated by machines. At the same time, transparency regarding the use of models and human decision points will become a distinguishing feature. AI is becoming less of a pure productivity tool and more of a means for faster learning cycles, more informed decisions and better use of organizational knowledge.

Focus on governance

At the same time, the topic of governance is coming to the fore. Questions of traceability, verifiability and data origin are changing from a future issue to a current requirement, particularly in terms of recruitment, performance evaluation and remuneration. Legal requirements for pay transparency will increase the pressure to address equal treatment more systematically. At the same time, dealing with uncontrolled AI applications is perceived as a risk, which could lead to stricter regulations. In this context, it is clear that AI must be understood as a powerful tool, while responsibility and judgment should remain with humans.

With regard to the workforce, there is an increasing permeability of forms of work. Companies are expected to combine traditional employment with project-based work, external workers and AI agents in order to create results-oriented structures. Internal talent marketplaces and flexible career paths are gaining in importance, while the boundaries between internal and external labor markets are becoming increasingly blurred. At the same time, entry-level jobs are becoming more difficult as simple routine tasks are increasingly automated. Training programs, rotations and hands-on learning formats will therefore become more important to secure long-term talent pipelines.

Another focus is on the development of skills infrastructures. Organizations want to systematically record which skills are available and link these to specific work processes. AI should provide situational learning opportunities and support managers with coaching. Managers play a key role in this. They act as a link between strategy, employees and AI and will increasingly be judged on the quality of their decisions. Dealing with uncertainty, prioritization and structured change will become a core competence.

Corporate culture put to the test

Working practices themselves are also under pressure. High rates of change, reorganizations, tensions around hybrid work and uncertainties caused by AI are putting corporate cultures to the test. In response, organizations want to translate values more strongly into concrete behaviour and promote trust and transparent communication.

Employee retention alone is no longer considered sufficient; instead, the focus is shifting to employee empowerment. Clear structures, suitable tools and reliable processes can ensure performance, regardless of where they work.

The role of HR will continue to professionalize. Well-being is increasingly seen as a factor for performance and retention, while exhaustion is seen as a risk for fluctuation and security. Supervisory bodies expect HR to be managed with similar care as financial resources. 2026 is therefore a year in which the future of work must no longer be seen as a theoretical scenario, but as an ongoing implementation process. The use of AI will be shaped less by technical possibilities and more by organizational, cultural and ethical framework conditions. How well companies succeed in bringing people and AI together responsibly will be decisive for the further development of the world of work. (Source: SAP)