CONTENTS

3Executivesummary

Awordfromourco-founder&co-CEO

5Methodology

Surveyoverview,sampling&respondentprofiles

6Keyfindings

Coretrendsredefiningthefutureofwork&leadership

8Trend#1

Employeesarestayingforsecurity,notsatisfaction

18Trend#2

AIambitionwithoutreadinessunderminesproductivity

34Trend#3

TheAIskillsgapislimitinginnovation

52Trend#4

TrustinHRisunderstrain—butitcanberenewed

65Researchconclusion

Settingsightson2026

2026WorkforceTrendsReport2

xecutivesummaryExecutivesummaryExecutivesumma

·Leapsome

Peoplewanttogrow.

Yourcompanyneedsinnovation.HRcanconnectthetwo.

Today’sworkforceisunderpressure.Globalshiftsintrade,geopolitics,andtechnologyarereshapingdecisionsinsideandoutsideofwork.

Inour2026WorkforceTrendsReport,2,400

employeesandHRleaderssharehowthey’re

affected:thejobmarketfeelsuncertain,and

manypeopleareholdingontojobsoutofcaution.Retentionmaylooksteady—butbeneaththe

surface,motivation,trust,andperformanceareslipping.

AIisaddingtothestrain.It’senteringworkplacesmuchfasterthanthesupportavailable,raising

expectationsbeforeemployeeshavethetime,skills,orclaritytoadjust.Manyarelearningnewtoolswhilealsocoveringworkfromcolleagueswhoserolesweren’treplaced.

Withhiringslowed,thepressurelandsonleanerteams.Butwithoutstructure,training,andclearownership,promisedAIgainsdon’treachthe

peopledoingthework.This“crunchmoment”

slowsinnovationjustwhenbusinessesrelyonitforgrowth.

3

2026WorkforceTrendsReport

xecutivesummaryExecutivesummaryExecutivesumma

ForHRleaders,thisisachancetoturnpressureintoprogress.

Peopleteamsplayacriticalroleinbalancingemployeeneeds

withbusinessdemands,guidingAIintodailyworkwithclear

communicationandguardrails,andrebuildingtrustthrough

transparencyandfollow-through.Whengrowthpathsarevisibleandtimetolearnandexperimentisprotected,it’smucheasierforpeopletokeeppaceandforinnovationtomoveforward.

Thisreportexplores:

?Whysteadyheadcountcanmaskastagnant,disengagedworkforce

?HowAIiscreatingbothnewopportunitiesandconcerns

?Wheretrustisbreakingdownandhowtorestoreit

AtLeapsome,webelievepeoplearekeyforthefutureofwork—

JennyPodewils

andthefoundationofbusinesssuccess.Doneright,AIcansupportbetterworkandhelpHRleadersbuildresilientorganizationswherepeopleandbusinessthrive.

@Leapsome

Co-Founder&Co-CEO

2026WorkforceTrendsReport4

MethodologyMethodologyMethodologyMethodology

Findingsaredirectionalandreflecttrendsacrossoursample.Individualorganizationsmayfacedifferentconditionsdependingontheirstructure,culture,andcontext.

Sample

Surveyof2,400full-timeprofessionals(30+hours/week)

?Roles:managers(1,034),individualcontributors(566),andHRleaders(800)

?Companysize:50-2,500employees

?Industries:tech,consulting,marketing,advertising,PR,marketresearch,IT/computing,businessservices,media

?Locations:US,UK,Germany,Netherlands

Methodology

?15-minonlinesurvey

?ResponsescollectedbetweenJune21andJuly2,2025

2026WorkforceTrendsReport5

eyfindingsKeyfindingsKeyfindingsKeyfindingsKeyfin

01

Employeesare

stayingforsecurity,notsatisfaction

Manyemployeesremaininrolesforstability,evenifthey’reno

longertherightfit.

Marketsignalsandwider

uncertaintyplayapart;the

costisdisengagement,lower

motivation,andslowerprogress.

03

TheAIskillsgapislimitinginnovation

MostorganizationslackclarityandstrategyaroundAIlearning.

Manyemployeesdon’t

understandhowAIappliestotheirroleorwhoisresponsiblefortraining.Thisisslowing

adoptionandfuelinganxiety.

Coretrendsredefiningthefutureofwork&leadership

02

AIambitionwithout

readinessunderminesproductivity

Somecompanieshaveslowedjuniorhiringandbackfilling,

expectingAItofillthegaps.

Withoutclearstrategy,

effectivetraining,and

strongchangemanagement,pressuremountsonremainingteams—andgainsfallshort.

·Leapsome

04

TrustinHRisunderstrain—butitcanberenewed

Inpeople-centriccompanies,

businessandemployeeinterestsoftenalign;however,trustonly

holdswhenthereistransparency,consistency,andfollow-through.

ManyworkersstillquestionwhetherHRcaninfluencedecisionsthataffectthem.

2026WorkforceTrendsReport6

HowLeapsome

cansupportyouin2026

LeapsomebringsHRIS,

performance,andengagement

intooneplatform—soyoucan

spendlesstimeonadminand

morewithyourpeople.

Takea5-minutetour

-4%

4.9/5食食貪食

1,700+VERIFIEDUSERREVIEWS

Mydashboard

NathanLane

EngineeringLead

Nathan’spraise

Thankstoyourefforts,we?nishedtheprojectaweekearly!Couldnothavedoneitwithoutyou.

Companyabsence

OnPTOthisweek

rend#1Trend#1Trend#1Trend#1Trend#1Trend

·Leapsome

Employeesare

Trend#1→

stayingforsecurity,

notsatisfaction

2026WorkforceTrendsReport8

Why“good”retentioncanhideadisengaged

workforce

Atfirstglance,stableretentioncanlooklikea

win.Butmanyemployeesaren’tstayingbecause

they’rethriving—they’restayingbecauseleavingfeelsrisky.Jobgrowthisslowingacrossmajor

markets,*makingroleshardertolandandriskiertogiveup.

Atthesametime,AIischangingjobrequirementssoquicklythat33%ofemployeesdoubttheirskillswouldmatchwhat’sexpectedinanewrole.Under

thatpressure,peoplearechoosingsafetyoversatisfaction.

*Source:OECD’sEmploymentOutlook2025

1in4

staybecausetheyfeartherisksofchangingjobs

54%

arestayingforreasonsotherthanlikingtheirwork

·Leapsome

1in3

doubttheirskillswould

meetthedemandsofa

newrolewithAI

2026WorkforceTrendsReport10

·Leapsome

~1in3

(30%)wanttoleavetheircurrentworkplace,but:

Jobchangesfeelrisky—

49%

worryabouttheincreasingly

competitivejobmarket

evenforthosereadytoleave

For1in3employees,thedesiretomoveonisreal,butsoisthefearofwhatcomesnext.Short-termcontracts,fewerflexibleoptions,andatougher

marketmakechangefeelunsafe.

43%42%

Addconcernsaboutfast-changingAIskills,globalinstability,andshiftingeconomies,andit’sclearwhymanywould-bejobmovershesitate.

areconcernedaboutlosingflexibility

areanxiousaboutshort-termcontracts

Thecostoffear-basedretention

1

2

3feelinbelongingection

2026WorkforceTrendsReport11

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2026WorkforceTrendsReport12

Productivityisthe

firstthingtogowhenmotivationfades

Whenmoraledrops,theeffectsshowupfast:workslows,tensionsrise,andburnoutspreads.Sixin

tenHRleadersandmanagerssaydisengagementdirectlycutsperformance—andthefinancialtollisstaggering.

AccordingtoGallup,globaldisengagementcostsbusinessesaroundUS$8.8trillionannually,or9%ofglobalGDP.*

*Source:GallupStateoftheGlobalWorkplace:2023Report

·Leapsome

60%

saydisengagementlowersperformance*

48%

reportmoreburnoutindisengagedteams

47%

saydisengagementfuelsconflictandtoxicbehaviors

Whymotivationslips

Individualcontributorssaydisengagementcomesdowntothebasics:toolittlegrowth,toomuch

work,andunhealthycultures.

Forthosestayingoutoffear,thetrade-offsfeel

likestability—buttheyalsocostperformance.

·Leapsome

Topdisengagementdrivers

47%

lackofcareergrowthanddevelopmentopportunities

45%

unmanageable

workloadsand

poorwork-life

balance

42%

unhealthy

workplace

culture

2026WorkforceTrendsReport13

2026WorkforceTrendsReport14

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SteveBrowne

SHRM-SCP,ChiefPeopleOfficeratLaRosa’s,Inc.

Anchoryourpeople

Anchoringgivespeopleaclearrole,a

senseofsecurity,andvisibleconnection.Whenemployeesfeelanchored,theyknowtheymatter,theyseetheirplaceinthe

company,andtheycanweatheranystorm.Thatstabilityfuelscollaboration,diverse

perspectives,andbelonging.

Lookaroundyourorganization.Wherecouldyoutakestepstoanchoryour

people?Takethosesteps,andyou‘llseewhattrueengagementlookslike!!

Engagement,aswe’vedefineditforthepast20years,isdead.

Whatpeoplewanthaschanged.They

don’tneedtobeentertained—theywanttocontributefromthemomentthey

join.Ourjobistoremovethehoopsandhurdlesandletthemaddvaluerightaway.

Inaworldofpersonalization,employeeswanttoplugin,getinstantfeedback,andmovewithpurpose.Thisisnottiedtoa

2026WorkforceTrendsReport15

generationalargument.Today’sworkforcedoesn’twanttobeengaged.Itlongstobeanchored.

·Leapsome

Employeeengagementtoolkit

Keepingemployeesconnectedandmotivateddoesn’thappenby

chance—ittakestherighttoolsandpractices.That’swhyLeapsomecreatedthisemployeeengagementtoolkit:apracticalguidefor

HRandmanagerstostrengthenculture,boostretention,anddriveperformance.

What’sinside

Step-by-stepchecklisttodesignyourengagementstrategyTemplatesforsurveys,feedback,andrecognitionprograms

Ideasforlearning&developmentandteam-buildingactivitiesCommunicationandwellnessframeworksthatsupportculture

Getthefulltoolkit

2026WorkforceTrendsReport16

Myassessments

Helpemployees

NaomiBennett

AccountExecutive

seeafutureworth

stayingfor

Communication:Listenactively

3

Aboveexpectations

Improvereview

Leapsomemakescareer

1

2

growthmeaningfulandfair

Belowexpectations

Meetingexpectations

bystreamliningreviews,

clarifyingcompetencies,

-Greatlistener

-Alwaysfollowsupwithstakeholders

-Searchesforcauseofproblemswith

andturningfeedbackinto

development.

Naomiexcelsatlisteningandconsistentlyengageswithstakeholderstothoroughlyunderstandtherootofanyproblem.

ExploreReviews

rend#2Trend#2Trend#2Trend#2Trend#2Tren

·Leapsome

AIambitionwithout

Trend#2→

readinessundermines

productivity

2026WorkforceTrendsReport18

Newtools,newrules,newpressure

AIpromisesbiggainsinproductivityandinnovation.Butformanyemployees,it’salsoarrivingwith

anunspokengoal:tofreeupnotjusttime,

butheadcount.Thatmakesitfeellesslikeanopportunityandmorelikeasourceoffearandpressure.

Insteadofeasingworkloads,AIoftenaddsnew

demands.Teamsareaskedtodelivermorewhile

backfillspauseandjuniorhiringslows.Employeesareleftcoveringgapsandlearningnewtoolsatthesametime—asetupthatfuelsstress,slowsprogress,andchipsawayatconfidence.

It’sacrunchmoment:expectationsarerisingfasterthanthestructurestosupportthem.

2026WorkforceTrendsReport19

·Leapsome

Backfillsonhold:

cutstorolesseen

as“AI-replaceable”

Manycompaniesareholdingoffonbackfilling

rolestoseewhatAImightreplace.It’sacautious“waitandsee”approachthatleavesremaining

employeescarryingextrawork.

Teamsarelefttocoverexistingresponsibilities

whilealsofiguringouthowAImightreplacetheseroles.Thisaddspressure,fuelsskepticism,andleavesemployeesstretchedacrosstoomuch

workwithtoofewresources.

·Leapsome

53%

2026WorkforceTrendsReport20

ofHRleaderssayAIhasledtodecisionsnottobackfillcertainroles

Aconstantcatch-up

cultureisdrainingteams

LeaderswantquickresultsfromAI,butmanyemployeesarestillfiguringoutwheretostart.

Halfsaytheyneednewskillsjusttomanagetheirworkload,andmorethanathirdadmittheycan’tkeepupwiththeexpectationsleadershipsets.

Thiscreatesacycleofconstant“catchingup“—drainingenergy,addingstress,andmakingAIfeellikeamovingtargetinsteadofaclearsolution.

·Leapsome

Accordingtoall

respondentsinoursurvey:

50%

saytheyneedtoimprovetheirAIskillstomanagetheirworkload

48%

feelpressurefromleadershipto

implementAIintheirworkflows

38%

2026WorkforceTrendsReport21

saytheycannotkeepupwiththepaceleadershipexpects

ThepromiseofAI

efficiencystartswithmorecomplexity

AIisn’tplug-and-play.Whileleadersexpectittosavetime,thetransitionoftencreatesmoreworkupfront.

HRreportsthesteepestrisein

responsibilitiessinceintroducingAI,and

morethanhalfofemployeesacrossrolessaytheylosetimetoreviewingandcorrectingAIoutput.

Withoutrealistictimelinesandsupport,

theearlyphaseofAIadoptioncanfeellikeanobstaclecourse—andthepromised

efficiencyhasyettomaterialize.

56%significanttimereviewing

andfixingAIoutput

ofallrespondentsspend

43%

ofHRleadersreporthigherresponsibilitiessinceAI’s

introduction(morethananyothergroup)

25%

ofallrespondentssayAI

createssignificantupfront

2026WorkforceTrendsReport22

workwithoutenoughsupport

UnrealisticexpectationsareturningAIintoa

stressmultiplier

AsteamsworkthroughAI’ssteeplearningcurve,manyfeelthetargetsthey’regivendon’tmatchreality.

Morethanhalfofemployeesreportthat

leadershipoverestimateswhatAIcanachieve—especiallyintheshortterm.

Forthosealreadyadaptingtonewresponsibilitiesandsmallerteams,thesehighexpectationsaddmorestrain,creatingpressuretodeliverresults

beforetherightconditionsareinplace.

·Leapsome

52%

ofrespondents

sayleadership

expectationsof

AI-drivenproductivity

areunrealistic

2026WorkforceTrendsReport23

2026WorkforceTrendsReport24

Layoffsshift

downtheladder

AIisalsoimpactinglayoffdecisions.Lastyear,cutswereconcentratedatthetop.

Thisyear,they’vemoveddownintomiddlemanagementandespeciallyjuniorroles.

It’satoughtimetostartacareer,as

opportunitiesshrinkandearly-career

pathsnarrow.Andwhenearly-career

talentdisappears,teamslosevitalsupport,workloadsrise,andthepipelinefor

tomorrow’sspecialistsandleadersweakens.

·Leapsome

Joblevelmosteffectedbylayoffs(2024vs.2025,accordingtoHR)

39%

+10%

-14%

34%

+7%

24%

25%

-4%

24%

20%

16%

17%

C-levelexecutives

Directors/seniormanagers

Middle

managers

Non-managers

·Leapsome

Short-termcuts,long-termcost:

juniortalentisbeingreplaced

Thesecutsreflectagrowingbelief

thatAIcantakeoverentry-levelwork.NearlyhalfofHRleaderssayjuniorrolesarebeingreducedorremovedwiththeexpectationthatAIwillfillthegap.

PairedwithanoverestimationofAI’scapabilities,theresultisoftenmore

pressureonmid-levelemployees,whoarelefttooverseeandcompleteworkthatmaylookeasilyautomated,butinpracticestillneedshumanjudgmentandoversight.

44%

2026WorkforceTrendsReport25

ofHRleaderssayjuniorrolesarebeingreplacedbyAIandnolongerhired

AnxietyaboutAI

replacementstilllingers

WhilefearofAIhaseasedsince2024,

manyemployeesremainuneasyaboutthelong-termrelevanceoftheirroles.

Thisconcernlowersconfidence,makespeoplehesitanttoshareideasandslowsinnovation.

·Leapsome

39%

ofall

respondentsarestillscaredthatAIwillreplacealargepartof

theirrole

36%

ofICsthink

theirrole

willbemore

easily(or

fully)replaced

byAIin2026

8%

ofHRleaders

believetheir

rolewillbe

completely

replacedbyAI

in2026

Downby16%from2024

2026WorkforceTrendsReport26

2026WorkforceTrendsReport27

Mentalhealthis

worseningasworkloadscontinuetorise

Nearlytwo-thirdsofemployeessaytheirworkloadhasgrownoverthepastyear.

Halfreportfeelingmoreoverwhelmed,andmanagersnowoverseelargerteamsas

hiringstalls.

Thisconstantoverloadchipsawayatfocus,well-being,andtheabilitytoperformatahighlevel.

ofrespondents

reportrising

personalworkloads

comparedtolast

year

·Leapsome

57%

66%

50%

ofmanagersand

HRleadersnow

overseemore

directreportsthan

lastyear

ofrespondents

reportfeelingmore

overwhelmedin

theirworkplace

yearoveryear

·Leapsome

4outof5employeesdon’tfeelfully

supported

Asworkloadsrise,expectationsincrease,andnewskillsarerequired,many

employeesfeelthey’renavigatingchangeontheirown.

21%

feelfullysupported

24%

ofICsdon’tfeelsupportedbytheircompany

Fouroutoffivedon’tfeelfullysupported—agapthaterodestrust,makesithardertoperform,andslowsinnovation.

2026WorkforceTrendsReport28

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2026WorkforceTrendsReport29

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JessieSchofer

FounderofStakkd

IfyoucangetprioritizationrightinaPeopleteam,you’realready10xahead.

Transparencyisequallyimportant:shareyourprioritiesopenlywiththebusiness,

explainwhycertainworkhasbeenpaused,andtieitallbacktocompanygoalsand

values.

Whenworkloadpressurebuildsand

backfillsaren’tanoption,thesmartestmoveistostepbackandreassess.

Thegoalistokeepthehighest-ROItopicsfrontandcenter,pausingorparkinglower-valuework.

I’vefoundthisapproachnotonlysets

realisticexpectationsbutalsoreduces

thepressuremanagersandICsfeelwheneverythingseemsurgent.Italsohelpsyoudrivepositivevalueperceptionandbe

seenasstrategic.

Frommyexperience,usingtheRICE

framework(Reach,Impact,Confidence,

Effort)alongsideaclearstack-ranking

systemisoneofthemosteffectivewaystomaketrade-offsvisibleandremove

2026WorkforceTrendsReport30

ambiguity.Thepointisn’ttosqueezemoreoutofless,buttomakesmarterchoiceswiththecapacityyouhave.

Stra

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MitaMallick

WorkplaceStrategist&Author

Howtosupportmanagersand

ICsthroughworkloadpressure—

especiallywhenbackfillsarepaused

2.Reassessjobdescriptions

Whowashiredtodowhat?Whatwork

aretheyactuallydoingnow?Howhas

theirrolechanged?Consistentlycheckinwithteammembersaboutworkloadsandgiveclarityonwheretheycanmakethebiggestimpact.

3.Set&keepboundaries

Saynowhenotherscometo“invite”

theteamtodoextraworkor“dump”

projectsonthem.Aresponselike,“We

wishwecouldhelp,butwedon’thavethebandwidthtotakethison,”isagoodstart.Sharetheboundariesyou’vesetwithyourteamforalignmentandtoensureeveryonecanfocusontheirbestwork.

Budgetcuts,hiringfreezes,and

resignationshappen.Rolesaren’t

backfilled.Butthatdoesn’tgiveus

permissiontooverworkthosewhostay.

Asleaders,wesometimespushteamswithoutrealizingthepressurethey’realreadyunder.

Here’showtosupportourteamsthroughworkloadpressure:

1.Stopprojects

Iftherearen’tenoughpeopletodothe

work,noteverythingcangetdone.Some

projectsjustneedtobecancelled.Beloudaboutstoppingprojects,sonoonekeepsdoingtheworkundercover.Don’tletego

orpersonalagendasdrivedecisions.Focusonwhatmustgetdoneversuswhat’sno

2026WorkforceTrendsReport31

longerrelevant.

·Leapsome

AIAdoptionFramework

AIisreshapingwork,butmostorganizationsaren’tready.Employeeswantskills,structure,andclarity,andHRisbestplacedtoleadtheshift.ThisframeworkgivesHRleadersapracticalroadmaptomovebeyondthehypeandguideresponsibleAIadoptionacrosspeople,processes,andculture.

What’sinside

A3-pillarframework:readiness,governance,enablement

Practicalstepstoturnambitionintoroles,rituals,andguardrailsClearmetricstotrackadoptionbeforeROI

Commonpitfallstoavoidandmanagerpracticesthatdriveadoption

Getthefullframework

2026WorkforceTrendsReport32

Bringclarity&structuretoAI-poweredpeopleops

Leapsome’sAICopilothelpsHRand

managersrunbetterreviews,build

competencyframeworks,andguide

developmentwithcontext-aware

feedbackandbestpractices.

Competencyframeworks

DavidAndersonCTO

Generatecompetencyframework

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DavidAnderson

LeapyAI

Departmentname

DavidAnderson

Frontenddevelopment

What’soursickleavepolicyintheUK?

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LeapyAI

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Whatarethecompany

bestpracticesfor

performancereviews?

A

ExploreLeapsomeAI

rend#3Trend#3Trend#3Trend#3Trend#3Tren

·Leapsome

TheAIskills

Trend#3→

gapislimitinginnovation

2026WorkforceTrendsReport34

AIcanbeagrowth

story,ifyoubuildforit

AIdoesn’thavetobeathreat.Itcancreatenew

careerpaths,sparkinnovation,andhelppeoplebuildlong-termsecuritybydevelopingnewskills—but

onlyifcompaniesgiveemployeestheclarity,tools,andownershiptheyneedtogrowwithit.

Mostorganizationsaren’tthereyet.AdoptionisrisingandHRleadersarealreadyseeingnewrolesemerge,butthechallengeisturningearlyprogressinto

lastinggrowth.

77%

ofHRleaderssayAIhasalreadycreatednewrolesintheirorganization

31%

ofrespondentssayimprovingAIskillsreducestheriskof

theirrolebeingreplaced

2026WorkforceTrendsReport35

2026WorkforceTrendsReport36

EmployeesarenarrowingtheAIusegapwithleaders

DailyAIuseisincreasingacrossroles.Leaders

remainthemostconsistentusers,butemployeesarequicklycatchingup—asignpeoplearereadytoadaptasAIbecomespartofdailywork.

Still,adoptionalonewon’tclosetheskillsgap.

WithoutclearguidanceonhowtoapplyAI,

benefitsremainuneven,andsomeemployeesriskfallingbehind.

Foradoptiontomeanprogress,employeesneedclearguidanceandsupportalongsidethetools.

·Leapsome

DailyAIusebyrole

(2024vs.2025)

+8%

+12%

+23%

44%

46%

39%

36%

34%

16%

HRleaders

Managers

Individualcontributors

HR&employeesdividedonAI’scareerimpact

AIliteracyisinfluencingwhogetshiredand

promoted.HRleaderssayAIskillsnowweigh

heavilyindecisions,butmostemployeesdon’tyetseethemasessentialforadvancement.

Thisperceptiongaprisksslowingadoptionandcreatingmissedopportunitiesforgrowth.

IfAIknowledgeisbecomingahiringstandard,thesmartermoveistoinvestinupskillingthepeopleyoualreadyhave.It’snotonlymorecost-effectivethanreplacingtalent,butalsobuildsloyaltyandfairness—ensuringprogressbenefitseveryone.

71%

HRleaders:

Hiringandpromotion

decisionsnowfavor

candidateswithAIskills

23%

Individualcontributors:

2026WorkforceTrendsReport37

UpskillinginAIisnecessaryformetogetpromoted

AItrainingisn’tlandingwithemployees

Companiesareinve