CAHRS Top 10 January 2026
- Working Group Notes on Impact of AI on L&D
What’s Coming Next
Cornell ILR School
Artificial intelligence (AI) is having a significant impact on the learning and development function, both in terms of how learning programs are designed and delivered but also in the need for the function to support AI literacy and organizational transformation. This CAHRS virtual working group discussed the impact of AI on learning and development and explored how the function may be transformed in the future. In addition, the working group examined how the mandate of learning and development functions has been evolving in response to the need to upskill employees and support organizational transformation in the wake of AI adoption.
- Microshifts and Schedule Control
The New Keys to Employee Retention
HR Executive
Retention in 2026 will depend on reducing stress and increasing schedule autonomy. A 2025 Owl Labs survey shows 39% of workers report higher stress, and 40% would job-hunt if flexibility were removed. Employers are shifting from location flexibility to timing flexibility, with 65% of employees interested in microshifts. Workers also want more control over meetings. Supportive managers and trust-based flexibility are becoming essential to keeping employees.
CAHRS will have a focus on HR in the Manufacturing sector in 2026 – be on the lookout for how to get involved!
- Women in the Workplace
2025 Report
McKinsey
The McKinsey & Company Women in the Workplace report finds that progress on gender equity is slowing, particularly at the first step into management, which continues to block advancement at senior levels. Women leaders report higher burnout and lower support than men, while flexible work and DEI commitments are unevenly applied. The report underscores that sustained progress requires consistent investment in promoting equity, manager capability, and inclusive leadership practices, not one-time initiatives
- Work from Where in 2026?
An Office, not the Office
HRD Magazine
2026 will emphasize “work from an office,” with employees using local office hubs rather than a distant headquarters. IWG reports that 83% of U.S. CEOs already support multi-location work. Flexible workspaces cut commutes and costs while improving satisfaction and retention, with studies showing up to 49% higher productivity. Yet some companies still push stricter RTO policies, and 30% of employees may face five-day on-site mandates. HR leaders warn that flexibility is essential for performance and engagement.
What else will CAHRS company HR teams have on their mind this year? Tune if to the CAHRScast “What Issues are Top of Mind for HR Leaders Heding into 2026” on January 28, 2026 at Noon EST. Use this link to register.
- Building Future Ready HR Teams
For the AI Age
Gartner
AI is expected to automate many HR tasks, with 60% of HR work predicted to be completed by intelligent agents by 2030, pushing HR roles to evolve. Many HR functions and operating models remain rooted in past processes and lack readiness for new demands. To succeed, HR must anticipate rising support needs, upskill talent, and redesign roles so HR professionals can influence AI integration, workforce decisions, and organizational outcomes. The shift requires investment in AI literacy, new metrics of HR impact, and strategic planning to help HR transition from operational support to a value-driven partner in the AI era.
For more on this, see the CAHRS Working Group Notes on Charting the Future: GenAI & HR.
- ‘Skillforce’
The Post AI Era Talent Model
HR Executive
AI is reshaping work, making role-based talent models obsolete. HR must shift to a skills-based approach, using real-time decisions on what to automate, augment, or acquire. Effective strategy depends on actionable skill insights—such as adjacency and time-to-proficiency—and on empowering frontline managers to use them. Moving forward, HR must orchestrate an agile, data-driven “skillforce” across the organization.
For more on this topic, check out the CAHRS Working Group Notes on Upskilling and Reskilling Talent.
- Recruiting Gen Z
Understanding What Matters
Mercer
Mercer’s 2025 US New Graduate and Generation Z Compensation Survey shows starting salaries vary by degree, with engineering graduates earning the highest pay, and bonuses remaining common—about 71.6% of employers include new grads in bonus programs. Gen Z values competitive pay, clear salary ranges, and flexible hybrid work. Only 47.3% of organizations currently provide pay transparency, which Gen Z increasingly expects. Perks that support well-being, career development, culture, and daily needs also matter, and internships/co-ops remain key hiring pipelines. Success with this generation requires competitive pay, transparent practices, meaningful work, and programs that support growth and flexibility.
Interested in how Structured Interviewing is evolving for Gen Z and others in the workforce? See these CAHRS Working Group notes.
- Global Talent Mobility
Slowing and Shifting
BCG
Global talent mobility slowed in 2025, with highly skilled international relocations falling by 8.5%, marking the first decline since 2020. Around 220,000 fewer skilled professionals moved across borders compared to the prior year. Although STEM and AI talent remain relatively resilient, the slowdown reflects geopolitical uncertainty, weaker hiring in major economies, and tighter migration policies. Despite the overall decline, some hubs, including the U.S., UAE, and emerging markets, continue to attract talent.
- Focusing on the Bottom Line Continues
2025 Employer Financial Wellbeing Survey
Employee Benefits Research Institute
The 2025 EBRI Financial Well-Being Employer Survey shows employers continuing to expand financial wellbeing beyond retirement to address employees’ immediate financial pressures, including budgeting, debt, healthcare costs, and overall financial stress. The report calls on CHROs to treat financial wellbeing as a strategic business lever tied to productivity, engagement, and retention, rather than solely as a benefits offering. It emphasizes the need to design programs based on real employee data, improve communication to drive utilization, and more rigorously measure outcomes and ROI to sustain long-term impact.
- AI for Performance Reviews
Should Organizations Rely on AI?
HR Digest
AI tools from companies such as IBM, Microsoft, and Citi can streamline evaluations by consolidating data and reducing administrative work. However, over-reliance risks weakening managers’ critical-thinking skills and embedding algorithmic bias, as seen in recent AI failures. Critics warn that inaccuracies in AI-generated assessments could damage trust and morale. While 75% of employees support AI-assisted reviews if humans make the final decision, experts stress that AI should augment—not replace—manager judgment.
Want other insights on this topic? See these notes from CAHRS Working Group on The Current State of Performance Management.