HR leaders enter 2026 under extraordinary pressure. They are balancing rapid advances in artificial intelligence, accelerating change, and heightened expectations from employees and executives alike. According to Mark Whittle, vice president of advisory at Gartner, this moment of strain is also a unique opportunity for HR to redefine its role.
Whittle outlined four strategic imperatives shaping CHRO priorities in the years ahead: harnessing AI, reimagining work, mobilizing leaders for growth, and strengthening culture.
AI Is Reshaping the Future of HR
Early AI adoption in HR has focused on automation and chatbots, but the next wave will fundamentally transform the function. Whittle noted that HR is grappling with existential questions: Will AI replace HR roles? Will HR merge with IT? His answer is clear — HR will transform, not disappear. Half of HR’s current responsibilities are expected to be automated or handled by AI agents, and all HR work will soon be AI-augmented. The mandate for CHROs is to move beyond efficiency gains and use AI to drive business value.
Whittle recommends creating an “innovation command center” to steer AI strategy and shifting centers of excellence toward personalized products such as adaptive learning and dynamic performance management. As automation advances from self-service to expert support, HR’s role will increasingly focus on orchestrating AI tools rather than executing transactional tasks.
AI Becomes an Alternative Source of Talent
The conversation about AI replacing jobs has moved from speculation to operational reality. Gartner data shows that over a quarter of organizations have redesigned roles or skills because of AI, and some have already replaced positions with automation. Leaders are showing more urgency and appetite for AI adoption, even as hiring slows and CEOs prioritize cost reduction.
Two factors will define the new human operating model: how organizations design humans into — or out of — workflows, and how extensively roles are transformed. While AI can eliminate repetitive tasks, Whittle cautions that productivity gains often lead to increased workloads rather than real relief for employees.
Leaders Must Navigate the Growth–Efficiency Paradox
CEOs continue to prioritize growth while simultaneously demanding cost discipline. This dual focus requires leaders who can guide teams through stacked, continuous change driven by both internal shifts and external forces such as AI and geopolitics. CHROs must develop “change reflexes” across the enterprise by emphasizing progress, helping employees manage discomfort, and building intuitive adaptability.
The Employment Deal Resets — and Culture Is at Risk
The employee value proposition is shifting again, with organizations expecting more from workers while offering fewer rewards. This recalibration carries risks, including what Whittle calls “culture atrophy,” the deterioration of an organization’s ability to perform. To counter it, CHROs must embed performance culture, linking values to daily behaviors and driving productivity through clarity, consistency, and accountability.
Whittle emphasized that culture, when intentionally designed and connected to performance, can re-energize both employees and the business.
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