A new way to connect people, skills, and roles
for the workforce of 2026
From the time someone is attracted to an organisation to the time they transition within or beyond it, each talent moment is part of a single story, not isolated chapters.
Our latest workforce data reveals this story is changing. Employee expectations are rising, required skills are evolving, and leadership pressure is intensifying. That’s why it’s critical to connect skills, internal mobility, professional development, and career transitions into a single, unified system.
At LHH, we see every one of these moments as connected, from how people are hired, to how they grow, to how they reinvent themselves through change. That means building pathways where skills are visible, mobility is intentional, employee expectations are met, and purpose is built into the entire system—not treated separately.
Workforce signals reshaping 2026 talent strategies
Our data shows a workforce ready to embrace new skills and technologies, while trust, clarity, and progression remain the real determinants of whether employees stay engaged, develop, and contribute at their full potential.
1. Stability looks high on the surface, but could be driven by uncertainty more than loyalty.
After years of volatility, 95% of employees say they plan to stay with their employer this year (up from 83% in 2024 and 76% in 2023). But this stability is fragile. Employees continue to prioritize work life balance, culture, and fair compensation, with salary still the top reason they leave. This suggests many may be staying because the market feels uncertain, not because their expectations have lowered.
2. Progression and internal mobility are falling behind expectations.
Employees want to stay, but they also want to grow. Over a third say they’ll stay only if progression is visible. Yet 61% of organisations still struggle to move talent into new roles, even when the skills are there. Breaking this “skills gridlock,” means building clearer mobility pathways that strengthen internal pipelines, retain institutional knowledge, and build trust.
3. AI momentum is outpacing capability, trust, and measurement.
While 87% of employees are ready to adapt to AI, 71% believe their AI knowledge exceeds employer training, signaling a need for more practical support. Employees report saving two hours a day using AI, but only 36% can measure the impact in terms of business value. This data reveals emerging misalignment between AI’s potential and organisations’ preparedness to harness it effectively.
4. Leadership alignment and culture quality are under strain.
53% of CEOs say their teams struggle to align on strategy, which shows up quickly in the culture employees feel every day. Meanwhile, employees say work-life balance and culture are the top two reasons to stay. This disconnect between leadership cohesion and employee expectations puts culture at risk, shaping daily experiences and influencing whether people stay, grow, or move on.
About the data
LHH is a part of the Adecco Group, the world’s leading talent and technology expertise company. This insights series draws on Adecco Group research, including Global Workforce of the Future (37,500 workers across 31 countries) and Business Leaders (2,000 C-suite executives across 13 countries).
Access the Insights Series
A three‑part data series that helps leaders pinpoint 2026 talent priorities and leverage industry‑specific workforce insights.