What will the world of work be like in 2026 in Quebec? Will there be major changes, or will the issues of 2025 continue? What we do know is that, in a context where everything is moving fast (workers’ expectations, ways of collaborating and the tools used), HR strategies need to remain flexible in order to adjust quickly. Organizational performance will also depend on the ability to combine innovation and the human dimension.
To deepen our reflection and paint a picture of the HR trends of 2026, our team has shared what it observes among its customers, while drawing on three main references: the Global Culture Report by O.C. Tanner, Gallup’ s latest data on talent attraction and retention, and an IBM report on artificial intelligence.
Artificial intelligence: striking the right balance between innovation and the human dimension
40% of the workforce will need to reskill in the next three years due to the integration of AI and automation (IBM, 2025) – Augmented work for an automated AI-driven world)
The transition to AI represents not just a technological change for organizations, but a transformation of the skills required internally. Over the past year, we’ve gained a better understanding of the opportunities and constraints associated with the use of artificial intelligence in the workplace. In 2026, investing in training and skills development is becoming a strategic necessity to ensure the growth and competitiveness of organizations.
Although AI offers considerable time savings for low-value-added tasks, its adoption cannot be achieved without structured support for employees. The organizations that get the most out of these technologies will be those that use them as a tool to reinforce the human dimension of work, not replace it.
A successful transition to AI involves several key elements:
- Instill a culture of innovation and openness to encourage support for transformation;
- Communicate transparently to reduce fears and facilitate change management;
- Optimize existing processes before integrating AI, since it does not correct faulty systems;
- Develop continuous training programs that go beyond the technical aspect. Employees need to learn not only how to use AI as a complementary tool to their expert roles, but also how to understand its limitations, potential biases and exercise critical judgment when faced with the results generated;
- Implement clear policies and appropriate training, notably on ethical issues including data confidentiality, liability and compliance;
- Ensure transparency in data use to avoid bias and maintain trust.
By investing in skills development in 2026, organizations are giving themselves the means to succeed in their technological transition and create an environment where humans and AI collaborate more optimally.
Skills development, training and preparing the next generation for tomorrow's organizations
Organizations that offer clear and flexible development paths are 68 times more likely to see their employees flourish (O.C. Tanner, 2026).
With nearly one million people expected to retire between now and 2030(Retraite Québec – More than one in four people will retire in Quebec over the next ten years), and the labor market in constant flux, organizations need to rethink their talent management and succession planning strategies.
In 2026, success will no longer be based on diplomas or hard skills alone, but on the potential of individuals and their transferable skills. By focusing on these elements, this approach promotes equity and internal mobility, while addressing talent shortages.
Winning strategies in 2026 :
- Focus on training key employees and developing skills internally to meet organizational needs;
- Recruit high-potential profiles, even juniors, and bridge the gap through mentoring, coaching and training;
- Move away from traditional diplomas towards assessment based on practical, cross-disciplinary skills;
- Value senior resources by offering them mentoring roles or part-time positions to pass on their expertise;
These investments in training and development generate tangible results: a clear improvement in employees’ perception of expectations, support and motivation, while boosting commitment and overall team performance.
Well-being and prevention of psychosocial risks: boosting commitment and performance
Employees who receive support from their organization are 88% less at risk of burnout (O.C. Tanner, 2025)
Law 27 requires employers to integrate the prevention of psychosocial risks into their occupational health and safety policies. But beyond the legal obligation, the prevention of psychosocial risks must be seen as a strategic opportunity for the performance, health and sustainability of organizations.
Why go beyond compliance? RPS have a direct impact on mental health, commitment and productivity, resulting in considerable human and financial costs: absenteeism, turnover and reduced performance.
A few ideas for taking action in 2026 to prevent RPS :
- Integrate prevention into the organizational culture by, for example, implementing workload monitoring indicators, clear policies, employee assistance programs, coaching and training;
- Train managers to recognize signs of distress and adopt caring leadership practices;
- Regularly measure satisfaction and work climate through engagement surveys and organizational diagnostics;
- Offer frequent recognition and value successes to reinforce a sense of belonging and commitment to the job.
Transparency, the key to humane and inclusive leadership
When leaders openly share organizational challenges, take responsibility for their decisions and communicate them transparently, and recognize the work of their teams, commitment and trust in the organization are five times higher (O.C. Tanner, 2026).
Transparency means more than just communicating objectives. It implies openness, honesty and responsibility in decision-making. This attitude is essential for building trust and commitment within teams.
Why is transparency essential in 2026?
- Employees want to understand the direction of the organization and the reasons behind decisions;
- Including employees in decision-making is a daily reality, and organizations that foster it create cultures where employees’ voices count, boosting engagement, retention and innovation;
- Operational transparency is becoming a key strategy, especially in a context where candidates and employees are constantly weighing up their options.
Practices expected by employees :
- Clear, achievable expectations, backed up by the manager’s support;
- Clarity of roles and responsibilities, and clear performance indicators to evaluate work;
- Precise information on issues, criteria and objectives to help reconcile organizational needs with those of employees;
- Frequent feedback and recognition, as well as strategies to encourage motivation and innovation;
- Transparency, particularly with regard to remuneration compensationA particularly topical issue in Quebec and Canada in 2026;
- Clear explanations behind strategic decisions, such as the forced return to the office, to avoid the perception of arbitrariness and encourage buy-in.
In short, organizations have everything to gain by investing in developing the skills of their leaders and coaching their managers, in order to meet the expectations of today’s employees and create committed, high-performance teams.
Employer branding: the key to attracting and retaining talent
68% of job departures are linked to commitment, organizational culture or well-being and work-life balance (Gallup, 2024)
The job market of 2026 remains highly competitive, and organizations are faced with a reality in which talent is spoilt for choice. This underscores the importance of building a strong, authentic and differentiated employer brand, capable not only of attracting the best talent, but above all of retaining it.
According to O.C. Tanner (2026), 74% of employees are looking for a clear meaning to their work within the organization. The majority of employees expect much more than a marketing pitch. They want to live a mission on a daily basis, through concrete practices and values embodied by leaders and the entire organization.
In 2026, employer branding must be integrated into talent attraction and retention strategies. The organizations that stand out will be those that align their promises with the reality experienced by their teams, and embody the values they convey. This consistency creates a major competitive advantage in a market where talent is constantly weighing up its options.
Best practices for integrating employer branding into HR strategy
- Modernize recruitment methods: the use of personalized mini-videos for direct approach, personalized voice messages and creative hunting approaches humanize the process and capture candidates’ attention.
- Focus on the candidate experience: every point of contact, from initial interaction to onboarding, contributes to shaping the perception of the employer brand. A well-cared-for candidate experience differentiates organizations that understand its importance.
- Extending the experience to the employee: employer branding doesn’t stop with hiring. The employee experience becomes a natural extension of the candidate experience, creating a continuum that strengthens retention and commitment.
In a nutshell
In 2026, one thing won’t change: people will remain the real drivers of performance. The organizations that will stand out will be those that know how to move fast without losing touch; by integrating AI wisely, focusing on skills development, taking well-being seriously, equipping transparent leaders and bringing a consistent employer brand to life, day in, day out.
Basically, HR trends aren’t just a list to follow: they’re choices to be made. And the common thread is always the same: turning strategy into concrete, visible action, in line with what people are experiencing on the ground. That’s how we build trust, commitment… and the ability to get through 2026 with solidity, agility and meaning.
Read also:
- HR and AI: 5 ways to create value without losing the human aspect
- The Importance Of Management Training For Improved Organizational Performance
- Psychosocial risks: what if your company’s most costly risk was invisible?
- Pay transparency: a lever for trust and commitment within the company
- 5 essential tools for promoting your employer brand
