Thursday, 9 April 2026
Employees are facing increasing pressure to adapt to continuous change, according to the latest Deloitte Global Human Capital Trends 2026 report. The study indicates that around one-third of employees experienced more than 15 significant changes over the past year, driven by shifting customer expectations, business strategies and operating models.
This pace of change is affecting workforce wellbeing and engagement. According to the report, 68 percent of respondents reported a decline in wellbeing, while half noted lower levels of engagement. At the same time, 60 percent said their workload had increased.
Despite these challenges, only 27 percent of leaders believe their organisations manage change effectively. The study suggests that companies need to move beyond managing isolated changes and instead operate in a way that integrates continuous adaptation into everyday processes.
To support this shift, organisations are encouraged to invest in tools such as artificial intelligence, as well as in training, feedback and practical support for employees. Companies that have adopted this approach are more likely to report stronger financial performance and improved employee experience. However, only a small share of respondents said their employers are currently meeting expectations around ongoing learning.
Adaptability is increasingly seen as a key capability. While most leaders consider it essential, only a limited number report tangible progress in building it within their organisations.
The need for greater flexibility is also reflected in strategic priorities. A majority of executives identified speed and the ability to respond quickly to change as their main competitive focus for the coming years.
At the same time, technological developments, particularly in artificial intelligence, are prompting a reassessment of traditional corporate structures. Many organisations recognise the need to adjust functions such as human resources, finance, IT and legal to better support cross-functional collaboration and faster decision-making. However, there is a gap between intention and implementation, with relatively few organisations making significant changes so far.
“Persistent cost pressures, profound transformations in consumer and employee behaviour, as well as geopolitical volatility have pushed many organisations towards a reductive model,” said Raluca Bontaș. “This requires a reorientation towards value, supported by investment in innovation and adaptability.”
Artificial intelligence is also influencing decision-making processes. While many leaders acknowledge its importance, only a small proportion report meaningful progress in integrating AI into these processes. In most cases, implementation is still focused on efficiency and cost, although some organisations are beginning to consider its impact on employees.
“It’s high time to decide: those who act quickly gain a competitive advantage, and the real stake is the human factor,” said Doina Patrubani.
The study also highlights the potential impact of rapid technological change on organisational culture. While many leaders recognise this issue, relatively few are taking steps to address it. The report suggests that maintaining open communication and clearly explaining how new technologies affect work can help mitigate potential risks.
Overall, the findings point to a growing need for organisations to balance technological adoption with employee support, as continuous change becomes a defining feature of the workplace.
