The world of work is ever-changing and 2026 promises to be another year of evolution. From AI to RTO, three local HR experts tell us that employers must be prepared to fine-tune their plans and listen to employees. Plus, they say, there may be a few new HR trends to add to the discussion. As […]
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The world of work is ever-changing and 2026 promises to be another year of evolution. From AI to RTO, three local HR experts tell us that employers must be prepared to fine-tune their plans and listen to employees. Plus, they say, there may be a few new HR trends to add to the discussion.
As we inch closer to the new year, here’s what the experts say will be the biggest HR trends of 2026.
1) Getting more intentional with AI
According to Ottawa HR expert Heidi Hauver, while companies were fast to adopt AI tools in 2025, 2026 will be the year to re-evaluate what tools employees are actually using.
“We need to get focused as businesses and understand what the AI strategy should be today,” Hauver said. “Companies are still along a bit of a journey when it comes to AI. I think that’s going to evolve in 2026, but people are going to be more intentional (about which tools they’re using).”
Hauver said that companies should use AI tools that are already in their online workplaces, such as Gemini for Google Workspace and Copilot for Microsoft, before looking at third-party platforms.
“I think (AI) is taking a lot of that repetitive, task-heavy work off people’s plates and (2026) is a time to reimagine our roles. I do think that the people who take what they already know and then layer AI on top are the ones that are going to see the biggest opportunities ahead,” she said, adding that AI tools should allow employees more time to focus on strategic and creative work.
In 2026, HR teams will likely be at the forefront of AI adoption, Hauver suggested.
“I am quite excited about how HR can really be (a) part of the changes that companies are embracing with adopting AI, not only in our own function, but being at the table and having conversations at large about how all departments are going to be enabling themselves with AI,” she said.
Lydia Di Francesco, workplace wellness specialist and CEO of Fit + Healthy 365, also said that HR teams will play a big role in how companies adopt AI tools.
“I have been seeing a lot of discussion about HR being involved, if not spearheading, how AI is implemented across the entire organization and being a part of the team that works not just on AI policies, but rolling out different AI initiatives,” Di Francesco said.
While Di Francesco highlighted how AI can give time back to employees for other tasks, she cautioned against filling any freed-up time with labour-intensive work.
“Burnout stats keep climbing. For me, it’s thinking about how we can support people. As we think about AI and efficiency, I don’t want to see AI mean that everybody just works even more and continues more towards burnout … From the wellness front, is AI just being used as a way to get people to work more? If you can do all of your work in six hours, be done for the day instead of working an additional two hours,” she said, adding that the rise in popularity of work models such as “996” causes her to worry about employee burnout.
Andrea Greenhous, chief internal communications strategist and CEO of Vision2Voice Communications, said most issues around AI adoption in 2025 involved people, not the technology.
“Everything that is old is new again. Whenever technology is implemented, it’s never about the technology, it’s always about the people. We’re seeing that people aren’t trusting AI. They’re not necessarily afraid of it taking their jobs, but that’s a part of it,” she said.
In 2026, Greenhous said leaders should be looking to build trust around AI tools and keep things consistent.
“Everybody’s using AI in their own way. Leaders are looking for consistency. They want to measure the value of technology and improve productivity,” she added.
The best way to bring the workforce onboard and keep people engaged with the company’s AI strategy is to communicate AI changes and updates the same way companies communicated during the pandemic, she said.
“When we were in the pandemic, people wanted to hear about what was going on daily. So communicating once about what’s happening with AI is not good enough. It needs to be a regular drumbeat in your organization.”
2) All about the flexibility
With all the buzz around AI, Greenhous said she isn’t hearing as much about return-to-office (RTO) as she used to. Nonetheless, she said organizations need to evaluate what model will work best for their workforce in 2026.
“For me right now it’s all about learning. It’s about looking at the data, productivity and the success of our projects. It’s understanding how employees are feeling and then adopting, because nobody wants to live in a world where organizations dictate something and then, if it’s not working, keep doing whatever they decide through sheer stubbornness.”
With rumours swirling around an increased RTO mandate for federal civil servants, Hauver said 2026 will continue to see Ottawa workplaces represent a spectrum of work models, with in-person, hybrid and remote work all continuing at different organizations. She added that the pandemic allowed companies to see what was possible in the world of work.
“I think flexibility is here to stay. Regardless of whether you’re fully remote, hybrid or in-person, I think flexibility has been something our teams have been asking for for a long time. The pandemic enabled us to realize that flexibility was possible,” Hauver said.
From the wellness perspective, Di Francesco said she remains a fan of flexibility in the workplace. While the pandemic demonstrated what was possible, companies have failed to take full advantage of flexible work models, she added.
“It’s not uncommon for me to come into a workplace to deliver a workshop and there’s a handful of people in the boardroom (with me) but there are three to four times more people logging in online,” she said. “It’s less about what people want or don’t want, it’s about being smarter about how we are maximizing the time that we are together if we are requiring people to be more in the office. How are we, from a business perspective, being more efficient?”
3) Getting serious about culture
If companies are intentional in how they use time in the office, it will translate into how they shape workplace culture in 2026, Di Francesco said.
“I’ve heard comments that, even though everyone is back in the office, there’s (fewer) people wandering around talking to each other or taking lunches together. People are still remaining very solitary,” she said. “In 2026, we’re looking at culture that is intentional, interesting and flexible. We’re looking at new ways of working together.
“What is our culture around taking breaks? Are people going to feel like they’re not working as hard if they take a break? What is our culture around overwork or flexibility in terms of hours and expectations around availability? These are the things that are related to how we work and still very much related to our well-being.”
Hauver said workplaces need to put a lot of time, effort and energy into crafting a workplace culture that resonates with employees.
“It doesn’t just happen naturally, as much as people hope (it would). Hope isn’t a strategy,” Hauver said. “We’ve got great examples of companies who are fully remote and have great cultures (as much as) there are companies that are fully back to the office and have great cultures … At the end of the day, it’s about asking what kind of employer you are (and) what your values are.”
Leaders that believe that culture is disposable will see their company growth suffer in 2026, Greenhous said. “If you’re thinking that you can grow by forgetting about caring for your people, then something’s going to happen and it’s not going to be good.”
Culture is the glue that holds organizations together, Greenhous said, and leaders need to be the ones that champion that change. “I don’t think (culture) is built by four walls. It’s built and reinforced through leadership behaviour. Leaders are the culture carriers.”
Greenhous said that improving workplace culture in 2026 will stem from leaders becoming better communicators.
“Leaders’ No. 1 job is to be a communicator. Unfortunately, most people don’t think that. (They think) that’s soft and not necessary, but the best organizations are led by strong communicators.”
4) Leaders must amp up the empathy
As leaders take charge of shaping culture, Greenhous said they must also support employees as the workplace goes through significant change. From AI to current headlines, there are a million reasons for employees to be stressed, she said, and it’s up to leaders to be empathetic.
“Change is happening faster and faster. There’s so much uncertainty … Employees are looking to their leaders for reassurance, direction and understanding of where the organization is going. The pressure is on leaders and what they are doing to step up and help employees make sense of what’s going on.”
In an era dominated by AI, Greenhous said trust between employers and employees is paramount.
“If you can’t be a credible leader and you can’t build trust in your organization, you’re not going to go very far. In this polarized world with all kinds of change happening all the time, trust is more important than ever. What we’re helping our clients with is increasing transparency, being human and communicating with heart and humility.”
In 2026, Greenhous said organizations should spend more time speaking with employees. “When you’re managing change, one of the most important things is to listen to people’s concerns and ideas and involve them in the change.”
Di Francesco said that leaders who can demonstrate soft skills, or human skills, in 2026 will be the ones that get ahead.
“There is a movement (happening) towards human-centred leadership. What would have previously been referred to as soft skills are now human skills. Calling them soft makes them sound dispensable, but they’re very valuable,” she said, adding that these skills are going to be essential as AI adoption continues to grow.
What else might be in the mix?
Di Francesco believes that workplaces should be putting a greater emphasis on employee mental health and financial well-being, as well as how menopause affects the workplace.
“I’m seeing businesses looking to offer different kinds of education. I think workplaces are also going to look at creating perimenopause-friendly workplaces or policies, which could also include looking at what benefits are available for menopause-related care, which could include hormone replacement therapy.
“There’s still a need for employers to keep an eye on and prioritize employee well-being … What I hope to see is that employers continue to understand that well-being shouldn’t be a standalone program. It should be integrated into how work is done,” Di Francesco said, adding that younger employees are looking for workplaces that put an emphasis on mental health.
Greenhous said shaping how middle managers interact with staff will be imperative for employee retention next year.
“Managers are the first removed from their roles and the last to get support. More and more clients are asking us for help with their communication skills and helping them be a part of the solution to change the communication ecosystem,” Greenhous said. “Employees want to hear from their managers first. If managers aren’t equipped to communicate (effectively), they struggle. People don’t leave an organization. They leave because of a bad manager.”
Hauver said the way growth is measured will start to mature in 2026.
“For many years, we’ve defined growth as obviously traditional things like revenue and headcount. Maybe we’re not growing as quickly from a headcount perspective, but it doesn’t mean we’re not innovating. I think (companies) are just going to be looking for different sets of skills, skill sets that can be leveraged.”
And as employee demographics continue to diversify, companies might start adopting different benefit or rewards packages, including helping people save for major milestones such as buying their first home or returning to school to advance their skills, Hauver said.
“Companies are moving well beyond traditional compensation by offering more flexible spending accounts, stronger health and wellness supports, financial and caregiver benefits, non-traditional time off and purpose-driven programs. All of these changes are helping create more inclusive workplaces and strengthening culture and retention across a very diverse, multi-generational workforce.” 
