In recent years, HR has moved beyond being a support area and has consolidated itself as a strategic hub within some companies that have understood its role in the business. By 2026, this shift is expected to intensify, with people management taking on a decision-making role and directly impacting corporate results, with leaders increasingly driven by data, technology, and an integrated view of human and organizational performance.
The transformations currently underway can be summarized as, but are not limited to, how HR positions itself within the company. The focus is no longer solely on attracting, developing, and retaining talent, but rather on improving systems that anticipate behaviors, adjust processes, and connect resource management to business objectives. The area must move away from acting reactively and instead act as a strategic radar, capable of predicting scenarios, proposing solutions, and measuring the impact of decisions in real time.
Technology as the engine of a new approach to people management.
The report “The Future of HR in Brazil,” produced by Dell, indicates that more than 70% of HR departments already automate processes and 89% intend to automate them in the near future. However, 25% of companies still do not use HR software and only 42% have adopted AI in any process.
This is only possible because technology has opened new frontiers for HR. Artificial intelligence, for example, is already being used as a partner in selection, data analysis, and even performance reviews, transforming analyses that were previously subjective into evidence-based decisions. People analytics tools are also gaining strength, allowing leaders to understand what truly motivates, retains, and develops their teams, without relying solely on intuition or individual perception.
Technology with sensitivity: the balance that defines 2026
Another trend that should solidify is the integration between technology and human sensitivity. According to a Deloitte survey, 79% of HR leaders believe that digital transformation is essential for the future of people management. However, technology alone is not enough; it is necessary to humanize processes. In this context, the leaders who stand out in 2026 will be those capable of using data to guide decisions, but without abandoning genuine perspective, and thus, strategic HR is strengthened as a bridge between the rational and the emotional.
Work models
Work models also come into play in this equation. Hybrid and remote formats have been consolidating in recent years as models that allow for greater flexibility. According to a 2023 Gartner survey, approximately 75% of business leaders intend to adopt hybrid work permanently in their organizations, due to increased employee satisfaction and reduced operating costs.
Despite the favorable numbers for hybrid and remote work, it's important to recognize that each model has advantages and limitations, and the ideal choice depends on the moment and strategic needs of each company. Although flexible formats bring significant benefits, in-person work still stands out as one of the most effective models for many businesses. Among its main advantages are faster relationship building, encouragement of spontaneous collaboration, strengthening of organizational culture, and accelerated learning, especially for professionals at the beginning of their careers.
Generation Z and the pressure for new management models.
The arrival of Generation Z in the job market is also accelerating transformations in companies. More connected, informed, and demanding in terms of purpose and well-being, these professionals challenge traditional leadership and management models and bring expectations of flexibility and demands for innovative and technological environments. According to the 2025 People Management Trends Report, developed by the GPTW Ecosystem and Great People, Generation Z was identified by 76% of respondents as the biggest challenge for people management, far ahead of Baby Boomers (born between 1945 and 1964), with 8%.
From my point of view, many companies have lost their way in this debate. While it's crucial for managers to communicate in the same language as their teams, I don't believe the answer lies in molding organizations exclusively to what Generation Z says they want. There are young people with very different profiles, paces, and ways of working, and the company's role is to have (and provide) clarity about their characteristics and appeal, and to consistently support this.
And this clarity, incidentally, is something that Generation Z itself deeply values. Just as on social media, where people who take a stand, demonstrate authenticity, and are not afraid to express their points of view stand out, even if this displeases part of the audience, the same happens in the corporate environment. Those who take a stand build trust. Those who live "on the fence," merely following trends and avoiding conscious choices, lose strength, relevance, and the ability to attract the right talent. When the culture is transparent, each individual can assess whether that environment is compatible with who they are and what they seek, regardless of the generation to which they belong.
Culture measured, not just declared.
Organizational culture, in turn, ceases to be mere discourse and becomes measurable. Tools for monitoring climate, engagement, and behavior will allow leaders to accurately understand the real needs of their teams, creating environments that are increasingly conducive to human development and team growth.
What once depended on subjective perceptions is now supported by data that reveals patterns, challenges, and growth opportunities. Integrated with platforms that connect purpose, performance, and well-being, these metrics make culture more tangible and actionable. Thus, instead of acting only to avoid crises, companies begin to use qualified information to strengthen bonds, enhance talent, and promote more coherent and healthy work experiences.
In a scenario of rapid change and a shortage of qualified talent, the role of HR is to ensure that the company learns and adapts faster than the market. This requires leaders capable of testing, measuring, leading, and continuously improving their practices, just like any other strategic area of the business. The HR department that stands out in 2026 is not the one that adopts all the new tools, but the one that knows how to use them intelligently, in service of a vibrant, human, and high-performance culture.
Ultimately, the area's biggest leap forward lies in shifting from being a mediator to becoming a catalyst: driving innovation, strengthening culture, and creating an environment where individual growth and business growth go hand in hand. In 2026, the HR professionals who will make a difference will be those who understand that technology doesn't replace leadership, but certainly expands its reach.
A graduate in psychology from PUC-Campinas, with an MBA in project management from FGV, Giovanna Gregori Pinto is the founder of People Leap and a leading figure in structuring HR areas in growing technology startups. With two decades of experience in companies with fast-paced cultures, she built a solid career at giants like iFood and AB InBev (Ambev). At iFood, as Head of People – Tech, she led the expansion of the technology team from 150 to 1,000 people in less than four years, keeping pace with the jump from 10 to 50 million monthly orders. At AB InBev, as Global HR Director, she tripled the team ahead of schedule, increased the People NPS by 670%, boosted engagement by 21%, and reduced technology turnover to the lowest level in the company's history.
