HR Leaders Remain Hopeful Despite Anticipated Shifts
As 2026 approaches, human resource professionals are expressing cautious optimism about the future of their organizations. A new report from Wiley Workplace Intelligence reveals that 73% of HR and learning and development (L&D) leaders in North America feel positive about what lies ahead. However, that optimism comes with the expectation of continued transformation, as 66% of respondents anticipate even more change in the coming year.
These insights were drawn from a comprehensive survey of 1,500 HR and L&D leaders, highlighting the duality of hope and uncertainty following a turbulent 2025. The report underscores a key theme: while many leaders are confident in their vision, they remain acutely aware of the challenges that lie ahead.
Top Priorities: Culture and Engagement
The survey identifies organizational culture improvement and employee engagement as top concerns heading into 2026. Nearly 30% of respondents acknowledged these as primary challenges that need immediate attention. Additionally, 35% of HR leaders pointed to learning technology as a significant priority, emphasizing the growing importance of digital tools in employee development and organizational success.
Effective communication also emerged as a critical focus area. According to the survey, 64% of respondents highlighted communication as the most essential leadership skill for navigating change and driving improvement initiatives. This reinforces the idea that clear, transparent dialogue is necessary to maintain trust and alignment during periods of flux.
Bridging the Gap Between Leadership and Employees
Despite the overall optimism, the Wiley report points to a potential disconnect between leadership perspectives and employee sentiment. While many leaders are preparing for transformation, a significant number of employees still harbor doubts about their organizations’ capacity to manage change effectively.
Previous research from The Conference Board in 2025 also echoes these findings. It revealed that while 73% of HR leaders and 60% of employees felt prepared for change, HR professionals were less likely to view past transformation efforts as successful. They cited shortcomings in areas such as communication, alignment, and performance measurement as key reasons for these outcomes.
This divide presents both a challenge and an opportunity. According to Wiley, leaders can harness employee optimism by involving them in the decision-making process through greater transparency and trust-building efforts.
Turning Optimism into Action
“This optimism is real, but it’s also precarious,” said Tracey Carney, a lead researcher at Wiley and the head of the study. She emphasized the importance of acting swiftly in 2026 to convert that positive sentiment into meaningful results. “Leaders have a brief window in 2026 to convert that optimism into action by rebuilding trust, improving communication, and reinvesting in their people. Organizations that don’t seize this moment may risk letting it slip away.”
Carney’s remarks underscore a critical insight: while optimism is a valuable asset, it is not a guarantee of success. Organizations must take proactive steps to channel that energy into effective strategies and workforce development initiatives.
The Impact of a Turbulent 2025
Many of the current challenges stem from the events of the previous year. The report notes that both managers and employees dealt with significant stress and burnout in 2025. Much of this was driven by constant change, especially related to the rapid adoption of artificial intelligence (AI) technologies.
In addition to AI-related uncertainty, other contributing factors included organizational instability, shifts in company policies, and return-to-office mandates. These dynamics created a complex environment in which only a small fraction of employees reported thriving, according to Wiley’s findings.
This context makes the current optimism all the more noteworthy—and fragile. If organizations fail to address the underlying causes of employee stress and disengagement, they risk undermining the very progress they hope to achieve in 2026.
Looking Ahead: Building a Resilient Workforce
As leaders look to the future, the report recommends several strategies to ensure resilience and continuity. These include investing in learning technologies, cultivating a people-centric organizational culture, and strengthening communication channels.
Ultimately, leaders must recognize that successful change management is not just about implementing new systems or processes. It’s about engaging employees at every level, aligning vision with action, and fostering a culture where people feel valued and heard. By doing so, HR professionals can transform cautious optimism into lasting progress.
This article is inspired by content from Original Source. It has been rephrased for originality. Images are credited to the original source.
