2026年人才趋势：在人才决策中不落下人

Never Leaving the Human Behindin Talent Decisions Why Leadership Matters Morein an AI-Ready Workplace Five Key Talent Trends for2026 and Beyond 1Leadership Effort is Increasing 2Trust is Now the Foundation of Engagement 3Growth is Happening Through Movement 4Technology is Outpacing People Readiness 5Soft Skills Now Define Performance EXECUTIVE OVERVIEW Leadership Is Moving butSystems Are Lagging What the 2026 Talent Data Reveals AboutExecution Risks Based on insights from451respondentsacross21industries, the 2026 Omnia TalentTrends data shows that leaders are notstanding still. Across small and mid-sizedbusinesses (SMBs), leadership teams areactively adjusting how they manage anddevelop talent to keep pace with change. At the same time, AI adoption hasaccelerated rapidly over the past threeyears, reaching42.3%in 2026, faroutpacing improvements in leadershipcapability and development processes. Despite increased effort, moreorganizations report higher turnover thanlast year, and many still lack clarity aboutwhy people leave. As a result, manyemployees lack confidence in their ability togrow over time. Leadership practices,particularly at the middle-managementlevel, vary widely, creating inconsistentemployee experiences across theorganization. These managers sit at thecenter of hiring, feedback, movement, andday-to-day decision-making, making theircapability critical to execution. More leaders are holding regular one-on-onemeetings, more organizations are runningemployee satisfaction surveys and collectingexit data, and assessment use has increasedsignificantly, with growing emphasis ondevelopment, self-awareness, andbenchmarking top performers to bringgreater clarity and fairness to talentdecisions. Viewed across five years of Omnia TalentTrends data, however, this progress remainsgradual and not at the pace to make atransformative change. Formal careerdevelopment has remained below50%inevery year of the study. Internal mobility hasincreased by roughly10 percentage points. As AI adoption continues, manyorganizations are layering technology ontotalent processes that were never designedto support consistent decision-making,accountability, or scalability. Organizations that will thrive in 2026 andbeyond are not chasing every new tool.They are strengthening the humanfoundation that allows technology, growth,and change to work together. This tension defines what we call theAIacceleration vs. talent readiness gap. The defining insight of the 2026 report issimple:AI gives you an advantage. Butnot without prepared people. For SMB and HR leaders, the question is nolonger whether to adapt, but how todeepen these efforts so they translate intoconsistency, trust, and sustainedperformance. This report focuses on what enables thatprogress: Turning leadership intent intoconsistent practiceTreating soft skills and critical thinkingas performance parametersApplying AI where it strengthens peopleand outcomes, not where it replacesaccountability TREND 1 Leadership Effort isIncreasing Leaders are doing more, butoutcomes depend on whethereffort becomes consistent. Employee listening has increased, but notuniversally. Leadership has evolved in visible ways.Leaders are spending more time withemployees and creating more space fordialogue. Does your organization conduct employeesatisfaction surveys regularly? Omnia’s 2026 Talent Trends data reflectsthis shift from 2025 73.8%of organizations now conductregular one-on-one meetings (up from71.3%)57.1%run employee satisfactionsurveys (up from 49.4%)51.8%collect structured employee exitdata (up from 48.2%) Leadership practices appear to scale mostvisibly during periods of acceleratedchange, while consistency proves harder tosustain. The renewed rise in activity in 2026aligns with rapid AI adoption, highlightingthe need for systems that endure beyonddisruption. Feedback systems remain inconsistentacross organizations. Do you collect data on why employees leave yourorganization? One-on-one meetings are now widely adopted. Does your organization conduct regular one-on-onemeetings with employees? Decision-making is becoming moredata-informed Alongside increased presence, leaders arealso placing greater weight on data toinform talent decisions. In 2026,58.1%oforganizations use assessments, a sharpincrease from 44.6% in 2025, with anoticeable shift toward development, self-awareness, and benchmarking topperformers rather than using assessmentsonly for hiring. More organizations are defining roles basedon what top performers actually do. This change reflects a broader mindsetshift. As talent decisions become morecomplex and visible, leaders areincreasingly incorporating evidence,context, and reflection alongsideexperience. Have you assessed the behavioral traits of topperformers to develop job benchmarks? Assessment use has expanded beyond hiringinto development. Do you currently use assessments? Intent is rising faster than consistency Despite this p