Employee experience has become the ultimate differentiator in a competitive talent market.
In 2026, HR’s role is to design journeys that feel personal and memorable by transforming static processes into dynamic experiences that build trust and loyalty. Your role as a HR leader is to become an Experience Shaper. The Experience Shaper can combine empathy with efficiency, using data and design thinking to create workplaces where people feel seen and supported. As our HR Director in Spain, Pablo Camba, puts it, “Efficiency and humanity are not opposites. They reinforce each other. If HR can integrate both, then organisations and their people will thrive.” Instead of mindless slogans or ineffective perks, The Experience Shaper will define every workplace interaction, from onboarding to exiting, into a moment that matters. This will help you to attract and retain top talent.
To embody the Experience Shaper, you will need to follow these three core principles:
Human-centred
How HR practices prioritise wellbeing, empathy, and purpose across the employee lifecycle.
Inclusive
How policies and systems embed diversity, equity, and accessibility, ensuring belonging for all.
Experience-Led
How every interaction is designed to be memorable and personalised, turning static processes into meaningful journeys.
In 2026, mastering the employee experience will create a safe, empowering environment in your workplace – ultimately providing a competitive edge for your organisation.
Experience Shaper: Human-Centred HR
Your people are your greatest asset, so it’s essential to build a culture that supports and empowers them.
Traditionally, employees have been treated as a resource – something to be managed. However, the future lies in treating your people as the purpose of your organisation. According to Pablo Camba: “Success should not just be measured in revenue or productivity. We need to rethink the metrics of success, paying closer attention to attrition, well-being, and growth.”
Culture is now a competitive advantage. In 2026, you will need to prioritise promoting wellbeing within your strategy, designing your workflows around your people, and leading with authenticity. Failing to do this could lead to disengagement, higher attrition, loss of trust, and even reputational or legal risks. Pablo explains: “Failing to put people at the core undermines long-term strategy. It’s as simple as that.”
What will Human-Centred HR include?
Wellbeing as a strategic priority HR will embed mental health, financial resilience, and purpose into every stage of the employee lifecycle, making wellbeing a measurable business outcome rather than a side initiative. Authentic, empathetic leadership Managers will be trained to lead with openness and adaptability, creating psychological safety and trust while promoting resilience in times of change. People-centric work design Instead of forcing them to fit rigid structures, roles and workflows will adapt to meet your people's needs – such as flexible schedules, hybrid setups, and personalised development plans. Integrated, empowering experiences HR will break down silos and integrate across functions to deliver consistent, emotionally intelligent experiences that reflect employee aspirations and values.
Experience Shaper: Inclusive HR
Until recently, many organisations have treated inclusion as more of a checkbox exercise than a concrete part of their HR strategy.
However, in 2026, merely staying compliant will no longer be enough. As explained by Pablo Camba: “Inclusion is not about quotas or representation anymore. It’s about creating spaces where everyone feels safe to be themselves.” In the year ahead, organisations will need to move away from standardised HR polices to embed Diversity, Equity, and Inclusion (DEI) into their core business strategy. This includes creating tailored approaches to centre each employee’s unique needs. Pablo believes that inclusion is not a policy or a programme, but something people feel. “It’s about being able to be yourself without editing who you are.”
What will Inclusive HR include?
Experience Shaper: Experience-Led HR
Every employee is different, so the perfect career route for one person won’t work for everybody.
According to Pablo Camba: "Career paths should be individual, not one-size-fits-all. Work should adapt to people, not people to work." Until recently, optimising process efficiency has been a priority for HR leaders, but this doesn’t always take the individual experience into account. That’s why, in 2026, centring the employee experience will be the key to attracting and retaining top talent. This includes focusing on the moments that matter – such as first days, promotions, or a return from leave. This is where employees form lasting impressions of the company. As Pablo explains: “If you get those right, people will remember them for years.” In the year ahead, HR leaders will need to prioritise creating meaningful, personalised career journeys across the employee lifestyle – from onboarding to exit.
What will Experience-led HR include?
Personalised employee journeys HR will shift from process efficiency to creating meaningful employee journeys. Onboarding, career progression, and recognition will be tailored to the individual employee using data and AI insights. Consumer-grade interaction design HR platforms will mirror the simplicity and responsiveness of consumer apps, making processes intuitive and engaging by using digital touchpoints, personalised communication, and real-time support. Employee experience as a strategic differentiator EX will become a core driver of retention, performance, and brand reputation. Organisations that design memorable experiences will have a competitive edge in attracting and keeping talent. Conversational service delivery HR will replace static surveys with two-way conversations, whether that’s through chatbots, AI assistants, and human-led dialogue – acting visibly on feedback to build credibility and loyalty.
How can HR Leaders embody the Experience Shaper?
“The role of HR is to create a win-win for both the organisation and the employees.” Bruce Fecheyr-Lippens Chief People Officer, SD Worx
Start with philosophy, not programmes
Before launching initiatives, define what ‘human’ means for your organisation. This clarity ensures that every policy, process, and experience reflects your core values rather than becoming a checklist exercise. A strong philosophy will provide a guide for decision-making and prevents half-hearted efforts.
Actively listen and execute feedback
Shift from static dashboards and surveys to real listening spaces. This could include skip-level lunches, open forums, and informal feedback circles. Combine these insights with data to make better, more human-centric decisions, as acting visibly on feedback builds loyalty and credibility.
“Listening without action destroys trust.” Pablo Camba HR Director Spain, SD Worx
“Managers themselves must own the feedback loop with employees, while HR guides and supports. Without that, you can’t adapt quickly to what’s happening on the ground.” Pirashan Nagalingam Global Sales Manager, SD Worx
Train managers to be Experience Shapers
Managers are the forefront of employee experience, so it’s extremely beneficial to provide training that equips them with empathy, coaching skills, and active listening techniques. Leadership should be measured by more than just performance metrics – it should be measured by how people grow under them.
Design for inclusion and belonging
Symbolic inclusivity will get you nowhere. In 2026, it’s essential to make it a core part of your strategy. This includes designing inclusion-friendly policies, implementing bias detection and fairness checks into automated recruitment tools, and creating spaces where employees feel safe, valued, and heard.
“Every message, every decision, every interaction must reinforce inclusivity.”
Pablo Camba HR Director Spain, SD Worx
“We should celebrate success more – not only the big wins, but the small everyday contributions that build trust, motivation, and belonging.”
Pablo Camba HR Director Spain, SD Worx
Celebrate moments that matter
Focus on key touchpoints, such as onboarding, promotions, and returns from leave, and make them memorable. Recognition should extend beyond major milestones to everyday contributions, strengthening a culture of appreciation and belonging.