Workforce Trends 2026 Report: Return to ambition, but security and support for agility rules
The Adecco Group (SIX: ADEN), a leading global talent and technology services company, today provides clear direction to employers worldwide about what matters to workers with the release of its first Workforce Trends 2026 Report.
Based on insights from 37,500 workers and 2,000 C-suite executives across 31 countries, the report declares that the ‘great resignation’ is over, replaced by a return to ambition and an overwhelming desire for tangible security, including stable income, job certainty and a robust foundation from employers to support workers in becoming more agile, resilient and engaged.
Workers want growth, tailored flexibility (control over the “where” and “when” of work) and meaningful development. However, their optimism is cautious. While the search for purpose remains vitally important, workers are now consolidating their demands around the concrete, non-negotiable fundamentals of stable income and job security – with fair and reliable pay emerging as a decisive factor in retention.
And as macroeconomic uncertainty persists, workers are demanding a robust foundation from their employers – a signal that companies must anchor their people strategies in tangible security and equitable compensation to compete for top talent.
The new non-negotiables
The report’s data confirms a fundamental shift in what workers value most:
· Prioritising tangible security over personal fulfilment: The core needs of stable income and job security have decisively overtaken personal fulfilment as the top retention factors. This re-prioritisation underscores a collective desire for financial and occupational security in a volatile global environment and in the face of uncertainty.
· Tailored flexibility: Workers demand flexibility that is about the way work is organized. This must be personalized, as leaders prioritize the where of work (remote-working opportunities), while junior workers focus on the when (schedule flexibility).
· The blue/white-collar compensation rebalancing: The data reveals a surprising shift in compensation perception: for the first time in three years, blue-collar workers are more confident in their fair salary than white-collar workers. This confidence aligns with C-suite executives who expect less salary growth for white-collar roles moving forward, signalling a fundamental rebalancing of value across different segments of the labour market and reflecting the acute demand for skilled manual labour.
· The internal mobility gap: Despite the focus on retention and growth, a significant disconnect persists in career pathways. 61% of organizations struggle to transition workers into new internal roles, with only 33% investing in the data required to understand internal skills and capabilities. This ‘buy-over-build’ tendency hinders job security and organizational agility.
“The world of work is at a pivotal moment. The workforce is sending a clear message: people want stability, fair pay and real opportunities to grow”, said Denis Machuel, chief executive officer of the Adecco Group. “Purpose remains crucial, but people demand security during these times of constant change. When we put job stability, workforce agility, and inclusion at the heart of our strategy, we don’t just keep up with change – we lead it. The future belongs to organizations that lead with empathy, that listen, adapt and make every worker feel valued and those who invest to accompany their people to stay ahead of the change curve.”
The report identifies four critical imperatives for organisations to thrive in a rapidly changing landscape: workforce strategy, competing for top talent, upskilling & mobility, and talent evolution:
· Workforce strategy: AI and generative AI have surged to the top of the workforce agenda. While the majority of workers globally are willing to adapt to the rise of AI and agree that their knowledge of AI has gone beyond the level of training that their employer has on offer, organisations are struggling to keep pace with upskilling demands, risking business growth if they fail to balance technology investment with human-centric strategies.
· Competing for top talent: Salary and work-life balance have become the decisive factors for retention and attraction. Disparities in salary satisfaction persist, especially among non-traditional workers, highlighting the need for equitable compensation.
· Upskilling & mobility: Internal mobility and personalised upskilling are strategic imperatives. Despite having capable people in-house, leaders struggle to transition workers into new roles due to a lack of visibility and tools. Workers are increasingly taking control of their own development, intending to invest more in their skills.
· Talent evolution: Inclusion, wellbeing, and purpose are now central to the talent equation. The vast majority of workers would choose a company committed to sustainability, yet satisfaction with employers’ societal commitments remains low. Mental health support and measurable inclusion are essential to building trust and retaining top talent.
The full Workforce Trends 2026 report is available here.