From a need to support neurodiversity to managing generational differences, the things that could affect your employees’ mental health and wellbeing are always changing or evolving.

That constant change is exactly why we set up the Altruist Wellbeing Forum, which is our space for helping HR professionals and wellbeing champions stay ahead of whatever comes next. And with the rest of 2026 and 2027 promising plenty of change, we've picked ten HR trends that should be at the top of every workplace’s wellbeing agenda. 

The top ten employee wellbeing trends that every HR team should start planning for

1. AI’s effects on employee wellbeing

According to the British Chambers of Commerce (BCC), 54% of UK businesses now use AI in their operations. Even though 95% of SMEs say AI hasn’t changed their staff numbers, there is evidence that shows it’s still having an impact on employees’ mental wellbeing. 

Research has found that only a quarter of UK workers feel safe from the impact of AI. That means a large proportion of employees are (at some level at least) worrying about their skillsets no longer being needed, keeping up with technology, and what it means for their professional identity.

We’ve all seen the headlines promising an “AI job apocalypse”, but the reality is much more reassuring. Very few businesses have cut their headcount because of AI (just 10% of SMEs reported doing so to the BCC, and mainly just from those deploying the most advanced tools). Employers who share this context with their employees will find their teams far more receptive, helping to reduce any chance of unnecessary anxiety.

When bringing AI into the workplace, employers need to consider how it could impact their staff’s morale. Poor AI implementation could cause a lot of uncertainty, impacting your employees’ stress levels as well as their sense of psychological safety. Instead, companies should responsibly explain how and why they are adopting AI, while doing what they can to reassure their employees about their future.

What HR teams should do:

  • Explain how AI will be used.
  • Involve employees early in the adoption process.
  • Build confidence and capability through AI training and upskilling sessions.
  • Create clear policies and guidance.
  • Monitor the impact of AI on employee wellbeing.

2. Generational differences

Some businesses are managing up to five generations: Traditionalists (1925–1945), Baby Boomers (1946–1964), Gen X (1965–1980), Millennials (1981–1996), and Gen Z (1997–2012). And Gen Alpha are only a few years away from joining the workforce, so there will soon be another added.

Each has varying experiences, priorities, and expectations. For example, Baby Boomers may be more likely to ask for health screenings, retirement planning, and Employee Assistance Programmes, whereas Gen Z may be more likely to want flexible working, inclusive wellbeing programmes, digital wellbeing resources, and a stronger sense of purpose at work. Though, it’s important to note that these are not rules, so employers cannot assume anything about an individual due to age.

What HR teams should do:

  • Review whether employee benefits, communication methods, and development opportunities are accessible to employees at different career and life stages.
  • Find out what your employees actually want from your wellbeing offer through reviewing the take-up of your employee benefits and asking for feedback and suggestions on staff surveys.

The ‘generational differences’ is a broad topic, which we’ll be discussing further at our next Altruist Wellbeing Forum on Thursday 1st October 2026. Learn more about how to adapt your wellbeing strategy for a multigenerational workforce by claiming your complimentary guest pass.

3. Manager capability

Line managers need to have the confidence, expertise, and practical abilities to support their employees’ wellbeing. While the Workforce Institute reports that almost 70% of workers feel that their manager affects their mental health more than either a doctor or therapist does, the “accidental manager” is still common. This is an individual who has been promoted due to being good in their area of work, rather than having the right management skills. 

But managers can have a direct impact on employee wellbeing and satisfaction. Today, managers are expected to support wellbeing, lead diverse teams, navigate organisational change and respond to increasingly complex workplace challenges. This is exactly why they play such an important part of retention strategies as well as overall organisational performance.

What HR teams should do:

  • Include people management skills in promotion criteria.
  • Ensure that all managers are aware of their responsibility to look after their team.
  • Provide training for managers so that they have the skills and knowledge to support their team’s wellbeing.
  • Give managers clear HR escalation routes and signposting resources, so they know exactly where to direct employees who need support. 

4. Neuroinclusion

A 2026 survey from Acas (the Advisory, Conciliation and Arbitration Service) found that 35% of workers think that their employer isn’t effective at educating line managers to support neurodiversity in the workplace.

Lack of neuroinclusion training also came up in our first live Wellbeing Forum of the year, where we learnt that many managers weren’t aware of how to handle a disclosure in an informal chat. On top of this, many said they faced difficulties with making reasonable adjustments that also align with company policy, providing multiple communication methods, and identifying when an individual requires extra help in a remote work environment.

Being a neuroinclusive employer has many benefits. As well as supporting your employees’ diverse needs, research from the charity Autistica has uncovered that those that support neurodiversity experience 18% higher retention levels. 

What HR teams should do:

  • Provide neurodiversity training for managers. 
  • Review recruitment and onboarding to remove unnecessary barriers and give people clear information about the role and available support.
  • Create a neurodiversity policy that explains how adjustments can be requested and how they should be reviewed.
  • Provide key workplace information in different formats, including role expectations, task instructions, meeting details and changes to processes.

5. Limited wellbeing budgets

From 2025 to 2026, hiring costs went up by almost 10%, partly due to employer’s National Insurance Contributions (NICs) increasing to 15% in April 2025 for employees earning above £5,000 a year. 

With employment costs continuing to rise, some organisations may be tempted to reduce or remove their employee wellbeing budgets. However, cutting wellbeing support can create further costs if it contributes to higher absence, lower engagement, poor retention or increased pressure on managers.

Instead, as part of a robust wellbeing strategy, employers need to make sure their wellbeing spending is focused on the areas where it can make the greatest difference. 

What HR teams should do:

  • Prioritise high-impact wellbeing activities that respond to the needs of employees and the organisation.
  • Use existing resources effectively before investing in any additional initiatives.
  • Measure the outcomes of wellbeing activity to understand what is working.
  • Demonstrate the value of the strategy to senior leaders to support future investment.

6. ROI on wellbeing strategy

On a related note, it’s more important than ever for businesses to measure the ROI of their wellbeing strategy. Research from Deloitte shows that every £1 of a wellbeing budget produces a return of over £5 for companies.

Companies that don’t measure the impact of their wellbeing activity risk having their budgets cut. Without a clear understanding of what is working, they may also struggle to improve their strategy or decide where future investment should go.

What HR teams should do:

  • Set a baseline by auditing existing employee wellbeing data.
  • Gather insights from both employees and leadership in one-to-ones and staff surveys.
  • Use the findings to set priorities and agree how success will be measured.
  • Repeat the process afterwards to measure the difference and demonstrate value to senior leaders. 

7. Developing young talent

The current unemployment rate for young people aged 16 to 24 in the UK sits at 16.2% (approximately 735,000 people). What’s more, there are more than 1 million young people categorised as not in employment, education, or training (NEET).

While the government has introduced the Youth Jobs Grant, which provides businesses with up to £3,000 for each hire aged 18–24 who has been out of work and on Universal Credit for six months, there is still the urgent question of what companies can do to develop young talent.

What HR teams should do:

  • Create clear development plans for younger employees.
  • Offer flexible learning and upskilling opportunities.
  • Provide on-the-job experience and recognised qualifications.
  • Show employees how they can progress within the organisation.
  • If appropriate, consider offering government-backed routes into employment, such as apprenticeships or the Youth Jobs Grant.

8. Employment legislation

The Employment Rights Act 2025 is introducing substantial changes to UK employment law, some of which relate to employee wellbeing. These include higher costs related to staff absence, requirements for gender equality action plans, better explanations for refusing flexible working requests, and more protection for those who raise sexual harassment concerns with higher liability placed on employers.

What HR teams should do:

  • Update absence policies and employment contracts and review payroll processes ahead of the Statutory Sick Pay changes.
  • Assess how well your organisation supports employees through menopause and begin developing a gender equality action plan.
  • Review how flexible working requests are handled, recorded and communicated by managers.
  • Carry out a harassment risk assessment, strengthen reporting processes and provide training for managers. 

9. Organisational change

As organisations continue to adapt to changing economic conditions, new technology and evolving business priorities, many are going through significant periods of change. Unfortunately, sometimes this includes restructuring and redundancies, as well as changes to roles, teams and ways of working.

In addition, as more companies move to a global hybrid workforce, wellbeing strategies must also change to meet the needs of their international teams. It is important to support all employees in a way that fits their needs, no matter where they work.

What HR teams should do:

  • Create a clear communication plan for times of organisational change.
  • Train managers to lead teams confidently through periods of uncertainty and change.
  • Monitor employee wellbeing and engagement through any large organisational changes.
  • Support employees through any restructuring and redundancies with clear communication and access to wellbeing support.
  • Offer mental health and wellbeing training for global teams. 

10. Addressing skills shortages

Organisations are increasingly exploring where their skills gaps are, what capabilities they will need in the future and how they can build a more skilled workforce.

Rather than relying solely on recruitment, HR teams will need to strengthen workforce planning, identify future skills requirements and invest in learning and development to build capability from within.

This links closely with several of the other trends in this article, including AI, manager capability and developing young talent.

What HR teams should do:

  • Identify current skills gaps across the organisation.
  • Establish which skills and capabilities will be needed in the future.
  • Strengthen workforce planning rather than relying solely on future recruitment.
  • Invest in learning and development to build capability from within.

Stay on top of HR trends with the Altruist Wellbeing Forum

Keeping on top of all the trends impacting employee wellbeing is hard enough, but learning to navigate their impact can feel like a whole job in itself.

That’s why so many HR professionals find our Wellbeing Forum useful. It’s our low-cost online membership community that provides peer support through expert-led strategy sessions, practical resources and templates, and training on the trends shaping workplace wellbeing. Members describe the Forum as a thorough approach to implementing and staying on top of your wellbeing strategy, keeping your employees supported and engaged at work. 

Claim your free guest pass to our next session to stay ahead of every trend.