Human resources leaders face a critical inflection point in 2026 as the operating models that helped organisations navigate recent disruption begin to lose effectiveness, according to new research from Top Employers Institute.
Its latest report, World of Work Trends 2026: The Intentional Organisation, concludes that growth through speed, scale and constant acceleration is no longer sustainable. Instead, companies that perform best under pressure are those deliberately designing how work is done, how leaders lead and how decisions are made.
The findings are drawn from data covering 2,358 organisations worldwide and point to a shift away from expansion at any cost towards coherence, clarity and value creation. The report identifies five trends it says will define organisational success in the year ahead.
Purpose, the research suggests, must now move beyond statements and slogans. Organisations with stronger revenue growth and profitability were more likely to embed purpose into decision-making frameworks and performance scorecards, using them as tools to guide behaviour and flag misalignment early.
A similar discipline is emerging around artificial intelligence. After years of experimentation, 2026 is likely to mark the end of AI adoption without clear intent. With many projects failing to progress beyond pilot stage and limited productivity gains reported, the study finds that organisations making sustained progress are those establishing governance around where AI is used, who remains accountable and how employee impact is managed.
Flexibility, long seen as a panacea for engagement and retention, is also entering a more structured phase. While most organisations now offer some form of remote or hybrid working, those with lower staff turnover are more likely to invest in equipping managers to lead hybrid teams effectively, rather than extending flexibility by default.
The report also highlights growing pressure on productivity. With HR budgets tightening and signs of burnout increasing, organisations are being forced to rethink how output is generated. Higher-performing companies are more likely to use iterative planning and feedback loops, focusing resources on the most valuable work and redeploying skills rather than pushing for longer hours.
Finally, the research points to what it calls a “stability paradox”. Although few organisations explicitly promote job security, those that do experience lower voluntary turnover. As labour markets tighten, the study argues, stability must be reframed as a platform for learning and internal mobility.
“2026 is where speed gives way to intentional design,” said Adrian Seligman, adding that deliberate organisational design was becoming a core operating discipline rather than a soft HR concern.
