2026年劳动力趋势报告

AI disruption, RTO mandates, and workplace culture shifts Table of contents INTRODUCTIONA letter from DHR Global CEOPriya Taneja SECTION 3AI’s double-edged sword: Productivity SECTION 4RTO reality: Flexibility is key SECTION 1The identity crisis: Workplace CONCLUSIONBuilding organizational resilience SECTION 2Engagement falls, burnout persists: A letter from DHR Global CEO Priya Taneja As we look ahead to 2026, business leaders aroundthe world are navigating a shared set of challenges:employee engagement is declining, burnout is rising, Inside this report, you’ll find data-driven insights andpractical guidance to help you lead with intention —fostering trust, transparency, and connection across At DHR Global, we bring a unique perspective as a globalboutique firm with deep expertise in the middle market.We hope this report sparks meaningful conversations To help you meet this moment, I’m proud to share DHRGlobal’s second annual Workforce Trends Report. Wesurveyed 1,500 corporate professionals across NorthAmerica, Europe, and Asia to understand how theseforces are reshaping the workplace, and to identify While regional nuances exist, the findings reveal auniversal truth: Culture is a powerful driver of engagementand adaptability. Organizations that prioritize flexibility,invest in development, and lead with authenticity are Priya TanejaChief Executive Officer, DHR Global The identity crisis:Workplace culture Culture is the bedrock of every organization.Nearly all respondents say their workplace cultureis somewhat (40%) or very (53%) important to theiremployee experience. But only36%of workers feeltheir company culture is well-defined and drivesperformance, with many instead describing it as Long gone are the days when most employeesworked together in offices, where shared routinesand spontaneous conversations shaped culturenaturally. Now, employees in more distributedwork environments value meaningful recognition THE CULTURE DISCONNECT:A TWO-WAY STREET While77%of C-suite leaders sayculture is “very important,” only37%of entry-level employees feel the same.Executives are also2.5xmore likelythan entry-level staff to view their Leaders may set the vision, butculture only thrives when employeesbuy in and actively participate. Eventhe most strategic cultural initiatives Recognition and flexibility top the list of whatemployees say would most improve workplaceculture today[Fig. 1].This emphasis on recognitionalso shows up in burnout data: The share of The call for a more effective workplace culture runsdeep. Nearlyone-thirdof respondents(31%)chose“a stronger, more purposeful workplace culture” as Greater flexibility or autonomy in how we work34%Recognition and reward systems that reflect our company mission and values34%More transparent and consistent communication from leadership29%A more sustainable workload or clearer boundaries28%Better support or training for people managers23%Leadership that models desired behaviors and values22% Regional priorities at a glance | North America Regional priorities at a glance | Asia KEY TAKEAWAY With culture no longer anchored byoffice routines, leaders must workto make it tangible for employeesthrough visible recognition, realflexibility, and values practiced daily. NEXT STEPS FOR LEADERS Leaders can nurture workplace cultureby building recognition programs thatreach every level, tailoring flexibilityto the needs of different teams andregions, and modeling the culture SECTION 2 Engagement falls,burnout persists: Employee engagement has dropped significantlyyear-over-year, with just64%of workers describingthemselves as very or extremely engaged — downfrom88%in 2025. This trend is consistent across Professional development continues to be the topdriver of engagement(71%), ahead of remote/hybrid Yet, as flexible work and AI become standard realities,their positive impact on engagement is fading. Manyemployees are feeling the strain as the novelty offlexible work and AI diminishes and job security As engagement declines, burnout remains amajor challenge among employees, with83%ofworkers feeling at least some degree of burnout, The issue is most pronounced in the retail(62%),tech(58%), and healthcare(61%)industries Overwhelming workloads(48%)and workingtoo many hours(40%)top the list of causes for It’s worth noting that while burnout rates are holdingsteady, burnout’s influence on engagement hasgrown:52%of workers say burnout drags down What’s fuelingpersistent burnout? Despite higher levels of burnout among workers, techleads all sectors in engagement, with78%of employeesreporting they’re very or extremely engaged.Nearly halfof tech workers(48%)say their workplace culture is well-defined and actively shapes their experience, suggesting Failing to address burnout head-on risks notonly eroding employee morale and productivity,but also losing key talent. The turnover of high-performing employees creates additional hurdles Burnout also hits