HR hiring outlook for 2026: what professional services talent trends tell us about the year ahead
As we start 2026, I have been looking back on the past year in professional services HR recruitment and considering what the year ahead might hold. In the video below, Leona McCarthy and I discuss the hiring landscape across our markets and what stood out most. This article expands on my side of that conversation, focusing on the HR roles I saw, the behaviour of HR professionals throughout last year and the patterns that may continue shaping early 2026. You can read Leona’s piece, focused on the reward market, here.
Across professional services, the human resources job market was steady. Activity came in waves, with different HR roles appearing at different times. There were months dominated by HR Business Partner roles and other months focused on learning or mid-level generalist positions. It was not a year of dramatic peaks, but a consistent period where firms looked carefully at business needs before investing in headcount.
A stable year with selective HR hiring
Recruitment remained active, although not fast paced. Senior HR moves were limited because those in senior seats tended to stay where they were. This created fewer leadership opportunities and resulted in a stronger emphasis on mid-level HR roles. These were the roles most organisations needed to keep delivery smooth and maintain the stability of their HR teams.
Candidate behaviour also shaped the year. Many HR professionals were open to hearing about opportunities, but fewer were ready to make a move. People were thoughtful about change and wanted a role that represented a meaningful new challenge. This naturally extended hiring processes, as organisations needed to show clarity around responsibilities, realistic expectations and how the role contributed to wider talent strategies.
Retention became more important as a result. When strong performers stayed in place and did not actively look elsewhere, firms had to focus on internal mobility, upskilling and supporting wellbeing to keep momentum inside the team. These themes came through often in the conversations I had with both candidates and hiring managers.
If you are starting to think about a move, or simply want to sense‑check whether your salary reflects the current market, our 2026 UK HR salary guide is a useful place to start. You can download it now to see how roles, specialisms and locations compare across the UK.
What HR leaders prioritised last year
From my vantage point, HR leaders were increasingly specific about who they wanted to hire. This included experience aligned to particular business needs and the capability to work with a range of stakeholders. Many were looking for individuals who could support initiatives affecting employee experience, people strategy and wider HR functions.
The variety of job titles reflected that shift. Some organisations focused on strengthening generalist support, while others looked at how learning, talent acquisition or talent management roles could enhance their workforce planning. Even when hiring slowed in certain parts of the year, the work continued behind the scenes to ensure teams were set up for the future of work.
This approach also meant HR leaders were more deliberate in their decision-making. They wanted clarity around contribution and alignment, and this shaped not only the brief but also the pace and structure of hiring processes.
How technology sat around HR conversations
Technology was not the headline of our video discussion, but it is difficult to ignore how it sits around modern HR work. Even with tight budgets, HR teams were exploring small changes that could streamline workflows and improve hiring processes. This included light-touch HR tech adjustments, reviewing job descriptions and discussing how AI adoption might support tasks in the months ahead.
Some organisations experimented with ai-driven or ai-powered tools that helped with early stage tasks. These were small steps rather than full transformations, but they reflected a broader trend across professional services to modernise systems over time. Artificial intelligence is still only an exploratory area for most firms, but it already influences discussions about the future of work and how HR professionals might use technology in real time.
These updates remained supportive rather than disruptive. They helped recruiters work more efficiently, offered HR leaders a better benchmark for planning and prepared teams for gradual change as the market evolves.
How HR professionals approached the job market
One of the clearest patterns last year was the level of caution among HR professionals. People were keeping an eye on the job market but would only commit to a process if the role was exactly right. Strong employer brands, visible pathways for career development and supportive HR leaders all made a difference in whether someone chose to explore a brief.
This cautious approach also encouraged organisations to refine hiring processes and streamline conversations. When the most experienced candidates are selective, the firms that move with clear communication and well organised workflows tend to secure top talent sooner.
Skills shortages did not appear directly in our discussion, but the slower movement at senior level had a ripple effect. When senior roles did not open up, some mid-level HR professionals continued building depth where they were, which in turn influenced hiring trends and headcount planning in other parts of the team.
Looking ahead to the early part of 2026
Moving into 2026, I expect the market to follow a similar pattern to last year, with a steady flow of HR roles shaped by business needs rather than major external shifts. Mid-level HR professionals will remain in demand, while senior opportunities will appear more sporadically.
Candidate confidence will likely remain measured. Retention, internal mobility and wellbeing will continue to matter, and hiring managers will need to focus on decision-making and clarity to attract the best people. Technology will develop gradually, with small additions to HR software and HR technology supporting planning and future workforce strategy.
These expectations are not dramatic. They are simply a realistic continuation of the HR trends we saw last year and the conversations we explored in the video.
Final thoughts
For the reward perspective, Leona’s article sets out what she saw in her space and how organisations approached compensation and benefits through 2025. Together, these pieces offer a balanced snapshot of what is happening across professional services and how HR teams can navigate the coming months.
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