Employee experience gaps

Workers say employers are making an effort, but significant gaps remain between what employees need and what organizations are delivering, according to new SHRM survey findings.

Organizations are entering 2026 confronting a familiar set of workplace challenges, but with growing urgency around employee well-being, workplace culture and the overall employee experience, according to the Society for Human Resource Management's latest State of the Workplace 2026 report. The research, based on surveys of more than 1,800 HR professionals and 2,000 U.S. workers, paints a picture of employers attempting to navigate economic uncertainty, technological change and shifting workforce expectations while addressing persistent concerns about stress, burnout and retention.

Pivotal moment. The report arrives at a pivotal moment for employers. Rapid advances in artificial intelligence, evolving workplace structures and heightened employee expectations have transformed what many workers want from their jobs. At the same time, organizations continue to seek greater productivity, stronger business performance and workforce stability. According to SHRM, successfully balancing those competing pressures will require employers to place greater emphasis on understanding workplace dynamics, fostering adaptability and prioritizing employee well-being.

Stress. Among the report's most notable findings is the degree of agreement between employers and employees regarding workplace stress. HR executives, HR professionals and workers alike identified stress and burnout as among the most pressing issues organizations need to address. The finding suggests that concerns about employee well-being have moved beyond traditional human resources discussions and are now widely recognized across organizations.

Burnout. The persistence of burnout concerns reflects the broader transformation underway in many workplaces. Employees continue to manage changing job responsibilities, increasing technological demands and evolving expectations about productivity and availability. Meanwhile, employers face pressure to maintain competitiveness while integrating new technologies and responding to shifting labor market conditions. The result is a workplace environment in which both employers and employees acknowledge the importance of addressing employee well-being as a business priority rather than simply an employee benefit.

The survey also uncovered evidence that workers recognize efforts by employers to respond to workplace needs, though many believe additional progress is necessary. According to SHRM, workers generally acknowledge that organizations are attempting to improve workplace conditions and address employee concerns. However, the findings indicate that employees and HR leaders alike see opportunities for organizations to do more to meet evolving workforce needs.

Expectations gap. That gap between employee expectations and organizational responses emerged as a recurring theme throughout the report. As workplace norms continue to evolve, employees increasingly expect organizations to provide not only competitive compensation and benefits but also meaningful support for well-being, career growth and workplace flexibility. Employers, meanwhile, are challenged with prioritizing investments and initiatives that can produce measurable improvements in employee satisfaction and organizational effectiveness.

SHRM's findings suggest that organizational effectiveness in addressing employee needs has significant implications for workplace outcomes. According to the report, an organization's ability to respond successfully to workplace concerns influences key measures of workplace success. Employees who perceive their organizations as responsive to their needs are more likely to report positive workplace experiences, while organizations that struggle to address workforce concerns may encounter greater challenges related to engagement, performance and retention.

Employee experience. The research points to employee experience as a particularly important area of focus. Workers identified the employee experience as the top priority they believe HR departments should address in 2026. The finding underscores the growing importance of how employees perceive and interact with their workplaces, managers, policies and organizational culture.

Employee experience encompasses a broad range of factors, including communication, professional development opportunities, workplace culture, benefits, leadership effectiveness and overall job satisfaction. The prominence of the issue in the survey suggests that workers increasingly view these interconnected elements as fundamental to their relationship with employers. Rather than focusing solely on compensation or benefits, many employees appear to be evaluating the entire workplace experience when assessing job satisfaction and career decisions.

Broader context. The report also highlights the broader context shaping workplace priorities in 2026. According to SHRM, organizations are operating amid continuing economic uncertainty, rapid technological advancement and changing employee expectations. Each of these factors creates pressure on both leaders and employees, contributing to a workplace environment that requires greater adaptability and resilience.

Technology, particularly artificial intelligence, remains one of the most significant drivers of workplace change. While organizations increasingly view AI and related technologies as opportunities to improve efficiency and productivity, the pace of technological change can also create uncertainty among employees. Employers must therefore balance innovation goals with efforts to ensure workers remain engaged, supported and prepared for changing job requirements. SHRM's report suggests that maintaining this balance will be a critical challenge for organizations during the coming year.

Alignment. Another notable aspect of the survey is its focus on alignment between organizational priorities and employee needs. SHRM's research was designed in part to identify where employer and employee perspectives overlap and where they diverge. The results indicate areas of meaningful agreement, particularly concerning burnout and workplace well-being, but also highlight ongoing challenges in ensuring that organizational strategies fully address worker expectations.

From WCI's HR Answers Now ©2026 CCH Incorporated and its affiliates. All rights reserved.