4 Key Areas of Focus in HR for 2026

Explore the top HR trends for 2026 and why mentoring is essential for wellbeing, people-centred decisions and skills growth. Learn how Brancher leads the way.

As we draw the curtain on 2025, it’s clear that the world of work continues to evolve faster than ever. 

With rapid technological advances, shifting employee expectations and regulatory changes gaining pace, HR leaders are tasked with striking a delicate balance: driving innovation while staying deeply connected to the human experience of work.

According to ADP’s Top HR Trends Shaping the Workplace in 2026, organisations around the globe are navigating a landscape that is simultaneously intelligent, interconnected and  (importantly), human-centric.

Here’s what stood out to me as we look ahead to where HR focus will be strongest in 2026 — and why mentoring should be front and centre of these conversations.

TL;DR

As HR leaders head into 2026, the focus is shifting decisively toward human-centred strategies that balance technology, regulation and employee experience. ADP’s latest research highlights four priority areas: wellbeing as a core business strategy, people-centred decision-making in an AI-augmented world, strategic investment in skills and career growth, and navigating regulatory complexity with empathy and fairness. Across all four areas, mentoring emerges as a critical enabler. 

Done well, mentoring strengthens wellbeing, keeps decision-making human, accelerates skills development and builds ethical, people-focused leadership. Organisations that embed mentoring into their HR infrastructure, supported by scalable platforms like Brancher, will be best placed to thrive through change in 2026 and beyond.

Table of Contents

• • Well-Being Remains Not Just Important — But Essential
  • People-Centred Decision-Making is Non-Negotiable
  • Skills and Career Growth Demand Strategic Investment
  • Navigating Regulatory Complexity with Humanity
• Looking Ahead: The Role of Mentoring in 2026
• Brancher: Leading the Way in Modern Mentoring
• Frequently Asked Questions

1. Well-Being Remains Not Just Important — But Essential

A standout insight from ADP’s research is how strongly organisations are affirming their commitment to employee well-being.

The data shows that a significant majority of employers acknowledge responsibility for different aspects of well-being:

• 90 % feel responsible for physical well-being,
• 87 % for mental well-being, and
• 75 % for financial well-being.

This is no longer just a bonus— it’s central to organisational performance. 

In a world where employees expect personalised experiences, support and genuine care, this trend reflects a deeper shift: well-being isn’t peripheral to HR strategy; it is the strategy.

But here’s the thing: wellbeing isn’t something organisations can mandate. It’s lived, felt and shaped by relationships, trust and ongoing support.

That’s where mentoring becomes pivotal.

Through mentoring, individuals receive personalised support that goes beyond policy: helping people navigate stress, career decisions, life transitions and feelings of isolation that traditional workplace programs often miss. 

Mentors can help their mentees build resilience, understand their strengths and feel genuinely supported– these are emotional investments that amplify existing well-being programs.

2. People-Centred Decision-Making is Non-Negotiable

Another key theme in the 2026 trends is the continued prioritisation of people-centred decision-making. 

ADP’s research suggests organisations are doubling down on strategies that place employee experience and human judgement at the heart of HR processes, especially in a world augmented by AI.

As technology like agentic AI becomes more prevalent, the risk is that decisions could become overly automated; eroding trust and individual voice in the process. 

That’s why leaders are emphasising responsible human oversight and thoughtful integration of technology into HR. 

RELATED: AI in Mentoring: Supporting, Not Replacing Mentors

Mentoring plays a critical role in ensuring decisions remain people-centred. 

Great mentoring relationships empower individuals to better understand organisational systems, interpret AI-driven insights critically, and ultimately participate in decisions that affect their career and working lives. 

Where technology can interpret data, mentoring interprets meaning.

3. Skills and Career Growth Demand Strategic Investment

Skill inventories and development are rising up HR agendas. More and more organisations are rethinking how they identify gaps and align talent with evolving business needs.

But data from ADP’s broader research also shows a challenge: globally, only 24% of workers feel confident they have the skills for career advancement, and fewer believe their employers are investing in them.

This is not just an upskilling issue, it’s a career progression issue.

Mentoring bridges the gap between organisational intent and individual advancement. It provides real time, contextual learning opportunities and helps employees build confidence in their skills and career direction; far beyond what traditional training alone can offer.

4. Navigating Regulatory Complexity with Humanity

From expanding pay transparency laws to emerging AI regulation in employment decisions, compliance requirements are increasingly complex and nuanced.

While compliance is often seen as technical or transactional, the most effective organisations are those that apply human judgement, empathy and fairness; especially in areas that touch on careers and livelihoods.

Mentoring supports this by developing leaders who are skilled not just in policy but in people — strengthening ethical decision-making and reducing the risk of decisions that erode trust.

Looking Ahead: The Role of Mentoring in 2026

As we step into 2026, the organisations that will thrive are those that resist seeing technology and humanity as separate forces. The HR landscape ahead calls for interconnected intelligence; where data and insights inform decisions, and human connection and support shape how those decisions land in real lives.

Mentoring is a cornerstone of this future. It’s:

• A human-centred force multiplier for well-being programs, strengthening resilience, belonging and engagement.
• A strategic enabler of people-centred decision-making; ensuring individuals feel seen, heard and supported in meaningful ways.
• A driver of skills development and career progression, connecting organisational goals with individual aspirations.

In 2026, HR leaders will need more than policies. They’ll need mentorship-infused cultures that help people thrive through change.

Brancher: Leading the Way in Modern Mentoring

If you’re looking to build those cultures, Brancher is already doing the heavy lifting.

Across government, education and corporate organisations, Brancher has helped HR teams reclaim time, scale mentoring, and create meaningful outcomes backed by evidence.

A few examples:

• A state government department cut their matching time from 40 hours to under 90 minutes, with 93 per cent satisfaction across 120 participants.
  
  
• Multiple clients report higher completion rates, better mentor quality and faster onboarding because Brancher automates the admin while you stay focused on the people.
  
  
• Program managers consistently report improved visibility and confidence through Brancher’s reporting and experience tools.

You can explore more case studies here.

And if you want a practical, no-nonsense guide to designing a mentoring program that actually works, download our free mentoring handbook.

Here’s to a year ahead where technology serves people and mentoring serves as the human heart of that transformation.

Frequently Asked Questions

What are the biggest HR priorities for 2026?

The biggest priorities include employee wellbeing, people-centred decision-making alongside AI, skills and career development, and managing growing regulatory complexity with fairness and empathy.

Why is employee wellbeing such a focus for HR leaders?

Wellbeing is now directly linked to performance, engagement and retention. Employees expect personalised support that goes beyond policies, making wellbeing central to HR strategy rather than a standalone initiative.

How can HR stay people-centred as AI becomes more common?

HR teams need to ensure human judgement and oversight remain part of decision-making. Mentoring plays a key role by helping employees interpret data, navigate AI-driven systems and feel supported.

How does mentoring support skills development and career growth?

Mentoring provides contextual, real-time learning and career guidance that traditional training alone cannot. It helps employees build confidence, close skills gaps and see clear pathways for advancement.

Why is mentoring important for navigating regulatory and compliance challenges?

Mentoring develops leaders who apply policies with empathy and ethical judgement, reducing the risk of compliance decisions that damage trust or employee experience.