Published on 21 April 2026, a study by Chaberton Partners, “CHRO: The Orchestrator of the Adaptive Organisation”, highlights three major HR trends: the impact of AI on jobs, the resilience of organisations in an unpredictable and unstable environment and the growing importance of corporate culture.
AI (artificial intelligence) is fundamentally transforming the way we work. According to the 2026 Chaberton Report, the 100 companies surveyed reveal a paradoxical attitude towards these AI agents. Only 29% of respondents say they are ready to roll out these tools within their organisations, while 68% are still in the preparatory phase. The main barriers to this shift are poor data quality, a lack of training (AI literacy) and resistance to change.
At the launch of the report in Geneva, attended by around sixty CHROs (chief human resources officers), several large organisations indicated that they are currently in a testing phase. In the banking sector, for example, the priority is to ensure data security. From an HR perspective, AI is already being used in recruitment (workforce planning), report writing and the management of complex cases. According to several contributors, AI should remain a tool that is available to managers; decision-making must stay in human hands. There is also much work to be done to anticipate how roles will evolve and to support people through these changes.
The second trend is that companies must become increasingly resilient. According to the report, 67% of respondents are directly affected by geopolitical tensions (including tariffs, armed conflicts and supply chain disruptions). The globalisation of markets is also being called into question, with the emergence of competing blocs: the United States, China and Europe.
In this uncertain economic climate, the CHRO’s role is to clarify the organisation’s purpose and to enable swift decision-making. It is also about being able to learn from crises. A culture of feedback, which requires psychological safety and managerial courage, is becoming a key issue for the future. Relationships within executive committees are likewise being tested in this shifting environment. By nurturing these relationships, leaders strengthen their ability to respond quickly and to find innovative solutions in times of turbulence.
Finally, corporate culture is becoming a strategic priority. Today, five generations are working side by side within organisations (Baby Boomers, Gen X, Millennials, Gen Z and Generation Alpha). Strong, clearly defined values enable everyone to align their behaviours and follow the same direction. The role of senior management and managers is central to the spread of this culture. Leaders must set an example and demonstrate the courage to uphold these values, even in difficult times.
