Top workplace trends for 2026: Five forces shaping recruitment

The UK hiring market in 2026 is being shaped by a complex mix of forces. Technology remains a major disruptor – with AI being the common thread
across top trends – but it is far from the only factor influencing recruitment strategies. Rising employment costs, legislative changes, and persistent skills shortages are all creating new challenges for employers. At the same time, workplace wellbeing has become a strategic priority, as organisations realise the need to better support staff.

There’s a lot to consider for the year ahead. But by seeing the bigger picture, and how the following key trends interlace, it’s possible to make more informed plans for your business and people. We’ve spotlighted five critical forces redefining recruitment in 2026, with practical insights to help you move from awareness to action.
 

At a glance: Key UK hiring trends for 2026

• AI-enabled talent and roles on the rise
• Automation is redefining early careers
• ‘Technostress’ emerges as a wellbeing obstacle
• Proactive leaders embrace AI-literacy
• Flexibility remains a key retention tool
   

1. AI-enabled talent takes centre stage

AI-adjacent roles are surging worldwide. From AI ethics specialists to prompt engineers, there’s greater demand for professionals whose focus is translating AI outputs into usable insights, orchestrating new workflows, assuring quality and maintaining compliance.

But even traditional job descriptions are blurring, with more functions demanding greater digital fluency as AI usage continues to expand across both individuals and organisations. Over a third (34%) of employees report using AI regularly in their workplace in data from our UK Salary & Recruiting Trends guide 2026, while 47% of employers say the same.

However, with 47% of employers experiencing extreme or moderate AI skills shortages, there’s a clear gap in AI capability. Underpinning this is a lack of dedicated upskilling despite a strong appetite to learn; 26% of professionals say they have not received any support from their employer to adopt AI at work, yet 65% say they would take part in AI workshops or training if given the chance.

Move decisively toward skills-based hiring that prioritises learning agility, curiosity and transferable capabilities. Consider offering a range of learning formats for employees to upskill in AI, including workshops, online courses, mentoring and peer-led sessions to suit different learning styles and roles.
 

Key considerations:

• Reframe job descriptions: Shift the focus from rigid qualifications to outcomes and adjacent digital skills.
• Invest in AI upskilling: Provide diverse learning formats such as workshops, online courses and peer-led sessions.
• Adopt skills-based hiring: Prioritise learning agility, curiosity and transferable capabilities over traditional credentials.

2. Early careers redefined by automation

Gen Z is both driving AI adoption and feeling its sharpest impacts. While often gifted with tech fluency, generative AI is absorbing many first-rung tasks – including data entry, basic coding and content creation – reducing, entry-level opportunities and dismantling traditional career ladders.

While replacing entry-level roles with AI may seem a sensible cost-saving solution as minimum wages rise, eliminating this talent pool today could have a far greater cost in the future. The up-and-coming cohort of early career professionals could be the foundation for your next generation of managers and leaders – those who understand your business and won’t require onboarding, or worse still, risk being an expensive mis-hire. And perhaps even more importantly, it’s this cohort of digital natives who may be best positioned to help you leverage AI.

Rather than simply removing entry-level roles, organisations should redesign early careers to collaborate with AI, embedding AI fluency early and creating structured development routes that build judgement as well as proficiency.
 

Key considerations:

• Elevate entry-level roles: As AI absorbs certain tasks, refocus entry level roles to incorporate higher-value work that requires creativity and collaboration.
• Teach AI wisdom: The most successful talent won’t just know how to use AI, but also when to trust it, challenge it, and avoid it altogether.
• Create robust pipelines: Work with emerging talent specialists and education institutions to better prepare upcoming professionals.
   

3. ‘FOBO’ drives new workplace anxieties

Our Working Well Report highlighted employee wellbeing’s place as a strategic priority and talent retention tool, with 54% of professionals saying they often feel stressed at work, and 39% saying they have left a role due to inadequate wellbeing support. High workload is cited as one of the top work-related causes, and 61% of professionals report working overtime. But there’s a less-discussed factor that employers shouldn’t overlook in the year ahead: ‘technostress’, or the difficulty of dealing with new technology.

Although AI and automation hold the power to free us from routine tasks, the rapid pace of change may leave some feeling anxious regarding their place in an organisation. The latest mutation of technostress – FOBO (fear of becoming obsolete) – is widespread. Our salary guide revealed that 50% express some level of concern regarding AI’s impact on employment, with employees worried that their skills will be overtaken by technology.

To reassure staff and help avoid tech-driven burnout, organisations need to empower their people with the right knowledge and keep their voice at the forefront of company-wide AI conversations.
 

Key considerations:

• Set boundaries: Minimise after-hours communication and encourage in-person contact to protect mental health and mitigate digital fatigue.
• Pursue proactive upskilling: Focus on enhancing employee AI literacy to build confidence and resilience across your workforce.
• Prioritise people: Communicate openly about how roles will evolve and ensure there are clear forums for people to voice concerns, ask questions and shape the future.
   

4. AI-literate leadership becomes non-negotiable

The ability to understand, interpret and strategically apply AI is now a core competency for senior leaders. According to our leadership insights, 38% believe future leaders should become more capable with AI in their role, and half (50%) plan to invest in AI and digital skills training to future-proof their workforce.

As AI reshapes business models and decision-making, leadership teams must evolve beyond traditional management skills. But this isn’t about coding or technical mastery – it’s about knowing how AI impacts risk, ethics, productivity and competitive advantage. Without AI literacy at the top, organisations risk misaligned strategies, compliance failures and missed opportunities.

AI-literate leadership also plays a critical role in building trust across the workforce. Transparent communication about AI usage, and its implications for roles, is essential to reduce fear and foster engagement. Leaders who can articulate the benefits and limitations of AI – and model responsible use – will set the tone for a culture of innovation and resilience.

Key considerations:

• Prioritise executive education: Offer tailored AI training for senior leaders, focusing on strategic, ethical and operational implications.
• Embed AI governance: Establish clear frameworks for responsible AI use, with leadership accountability.
• Lead with transparency: Communicate openly about AI-driven changes and create forums for dialogue to build trust and confidence.
   

5. Flexibility defines career choices

Last year witnessed a slew of high-profile return-to-office (RTO) announcements and media headlines, with more organisations reportedly seeking to draw staff back to the workplace. The arguments for and against office mandates are myriad, but one point remains clear – employers considering RTO do so at the risk of securing top talent.

Hybrid working remains the dominant model, and a core expectation for UK professionals, with our latest salary guide data revealing that 45% currently work in this way. Moreover, nearly half (49%) say they wouldn’t even accept a job that doesn’t offer hybrid working, and employers could be severely limiting their talent pool with overly restrictive office policies. It’s not just about hybrid though – employers should ensure that flexible policies meet the needs of candidates and existing staff, providing people the freedom they actually need.
 

Key considerations:

• Customise flexibility: Offer hybrid, compressed hours, flexitime, or remote options tailored to roles and employee needs.
• Embed policy and process: Align your flexible working policy with evolving legislation and ensure clear, fair procedures.
• Combine with total reward strategy: If implementing stricter office policies, ensure that your wider employee value proposition (EVP) is compelling enough to counter lesser flexibility.

Preparing your hiring strategy for 2026

Employers face a delicate balance: attracting scarce talent, navigating technological advancement, and balancing expectations in a world of constant change.

Success will depend on agility and foresight. Organisations that hire with precision, invest in skills development, and prioritise wellbeing, will be best placed to thrive. Recruitment is no longer simply about filling roles – it’s about building future resilience. Central to this is people, empowered by responsible AI integration and a commitment to ongoing growth.

Ready to achieve more in 2026?  Contact us to learn how our recruitment services and workforce solutions can help you reach your goals.  

And for more world of work insights, download our UK Salary & Recruiting Trends guide 2026.