HR Beware: 2026 Is Shaping Up to Be the Year of the Job Search

In 2026, employers could see dramatically more people looking for new opportunities, with better benefits narrowly outpacing pay as the primary motivation.

Thirty-eight percent of surveyed U.S. workers plan to look for a new job in the first half of this year, up from 29% in the first half of 2025 and 27% in second half of 2025, according to research released recently by talent solutions and business consulting firm Robert Half.

That’s a notable shift from the relative stability that followed the spate of post-COVID-19 transitions. Despite new wrinkles in the talent marketplace, led by artificial intelligence (AI) as both a marketable skill and a new factor in the hiring process, “a lot of people are feeling that 2026 is the year to make the move,” said Robert Hosking, the executive director of Robert Half’s administrative and customer support practice.

And while experts believe the talent marketplace is near equilibrium, with little pressure to offer substantially higher salaries, employers should still pay attention to what their employees are thinking — before those workers vote with their feet.

“Employers have regained some leverage in recent years, but when this many workers signal a willingness to move, it naturally increases competition for talent,” said Sue Holloway, a content director at WordatWork. “The organization that truly understands what workers value and communicates that clearly will have the advantage.”

“Do employees … see a path for growth? Do they feel the organization is investing in their future? Ultimately, organizations that listen to their people, communicate transparently, and invest in both competitive rewards and meaningful employee experiences will stand out in 2026.”
— Sue Holloway, content director, WordatWork

Motivations to Move

Better benefits topped the list of the reasons driving job search plans, cited by 36% of the more than 2,000 employed and 450 unemployed workers who participated in the Robert Half survey. That motivator was followed by:

• Perceptions of limited advancement opportunities at their current employer (34%);
• A desire for more competitive pay (33%); and,
• Burnout experienced in their current role (24%).

Pay transparency laws may be driving employees to reassess their value in the marketplace, according to Rebecca Gorman, the president of Strategic Rewards Advisors, an HR and total rewards advisory firm. And, limited career opportunities are likely a key driver for Generation Z workers. For the latter, 42% of Robert Half survey respondents said they were likely to launch a job search. An equal percentage of working parents also plan to seek new opportunities, which may speak to the desire for better benefits.

But some things haven’t changed. Technology and healthcare workers remain the most likely to plan a move (44%), a reflection that their skills continue to command premiums.

At the same time, though, “employers are having to be more selective given their budgets,” Gorman said. “They don’t have a lot to work with and they want to use that hiring money strategically.”

As a result, the talent marketplace remains “cautious,” Hosking said, with “organizations balancing and hedging” with what he calls “cautious hiring.”

“But there are definitely opportunities for people who have the skills organizations are looking for and who position themselves for those opportunities,” he said.

AI as Differentiator and Disruptor

While AI is at the top of the list of skills employers seek, Gorman stated the true demand is for seasoned workers who know how to apply it to their role or field.

“Those who have the skill sets, particularly in AI, are the ones who are going to be able to get new jobs and the ones employers are going to want to keep,” she said.

At the same time, AI appears to be disrupting the hiring process. More than two-thirds (68%) of workers seeking new jobs expect the process to take longer than previous searches, according to the Robert Half survey. More than half of respondents (59%) believe there will be too many applicants and competition for positions. One reason: AI-generated applications assessed by AI-powered screening systems are accelerating the process from both ends.

Hosking noted there’s “a lot of fear” about AI’s role in the job search process. “It’s causing a little bit of havoc. … There’s more applicants because of AI, [and] it’s also taking longer, and some of the best candidates may not get to the forefront.”

Supporting Recruitment and Retention

Gorman stressed the importance of “basic blocking and tackling” — ensuring salary and benefits remain competitive with peer organizations. Compensation gains appear to have leveled off following the tight post-pandemic job market, according to Hosking and Gorman. Even so, employers can focus on two other prime motivators cited by job seekers: benefits and career progression.

Along with traditional benefits, Hosking said flexibility (i.e., hybrid working environments, subsidies for transit and parking, or even simply provided food in the office) can help attract and retain workers in today’s return-to-office environment. He added that benefits that support work-life balance also appeal to the more than 40% of working parents who plan to explore career options.

The growing restlessness should be seen as an “opportunity” for employers to reassess their development strategies, Hosking said.

WorldatWork’s Holloway remarked that career growth is “often an under-leveraged retention tool.”

“A compelling employee value proposition requires clarity,” she said. “Do employees … see a path for growth? Do they feel the organization is investing in their future? Ultimately, organizations that listen to their people, communicate transparently, and invest in both competitive rewards and meaningful employee experiences will stand out in 2026.”

Editor’s Note: Additional Content

For more information and resources related to this article, see the pages below, which offer quick access to all WorldatWork content on these topics:

• Employee Benefits
• Employee Compensation
• Total Rewards
• Workforce Engagement