Our 2026 State of People Strategy Report made it clear: HR practitioners are resilient as ever. Responses from more than 1,000 people revealed that when things get tough for HR, they keep their eyes fixed on their North Star: helping people grow.
Keeping your “why” front and center has always been a recipe for emotional resilience, but it’s not easy. In fact, 41% of HR respondents said they seriously considered leaving the profession in 2025. Their top reasons were the emotional toll of managing employee issues and feeling undervalued or unheard.
That’s enough to convince anyone to throw their hands up, but it’s a particularly tough pill to swallow for professionals who’ve staked their careers on supporting people day-in and day-out. HR is the beating heart of every company, and when the heart grows weary, the entire organization is at risk.
So, we asked a handful of people leaders, “What will organizations lose if they don’t retain their people teams?” and “What’s keeping you hopeful about the future of HR?” Here’s what they said.
Natalie Breece, Chief People & Diversity Officer, ThredUp
What keeps me hopeful is the evolution I see taking place in our field. HR is no longer viewed as just a support function. It’s now a true strategic partner that shapes culture, drives performance, and influences the trajectory of the business.
What gives me energy is seeing more HR practitioners boldly stepping into that space by leading with both empathy and data and designing work environments that reflect the complexity and humanity of the people in them. I’m especially inspired by the next generation of talent coming up in people roles. They’re values driven, innovative, and unafraid to challenge the status quo.
Yes, the work is hard, but it matters more than ever. And when people teams operate effectively, it changes lives. That belief, and the incredible community of HR professionals I’ve had the privilege to grow with, is what keeps me not only hopeful, but deeply committed to the future of this work.
Erica Coffey, Director of DEIB, Khan Academy
If people teams are structured well, they serve as the eyes and ears of the entire organization. If people teams begin to disappear, it could result in a loss of trust, which in turn will have a negative impact.
People teams do more behind the scenes than most realize. They listen, observe, mediate, implement better systems, improve culture, etc. All of this will take a backseat if the teams do not exist.
What keeps me hopeful in the future of HR careers, is the human part of it all. Even with the influx of new technology, there will always be the need to have a human on the other end to listen, care, and show empathy.
Stéphanie Fraise, Chief Human Resources Officer, OpenClassrooms
If we lose our people teams, we lose the culture, cohesion, and impact that hold companies together, especially in our current times of change. What gives me hope is the growing recognition that HR is not support, it’s strategy.
Kayshia Kruger, VP of People & Organizational Development, OR Colan
HR has never had more of an opportunity to influence business outcomes than it does today. I see the conversations shifting from “HR as support” to “HR as strategy.” Having a seat at the table means HR must be prepared to understand business and data in order to challenge outdated practices.
I’m seeing HR professionals expand into true organizational development work. The next generation of HR professionals are asking questions about how work itself should evolve, including root-cause issues, designing better workflows, and facilitating change. That level of systems thinking is exactly what organizations need.
Chuck Marcelin, Director of HR at Hudson Valley Property Group
What is currently giving me hope is that I have seen so many HR professionals become extremely adaptable and resourceful. They're embracing new technology and utilizing AI to streamline processes and take on more responsibility, which is really exciting. Even though HR teams may remain lean, their impact will only grow.
Joaquin Migliore, Director of People Experience, Superside
I am particularly excited about the more strategic shift I've been observing for HRBPs: Less focus on management enablement (which is instead moreso a center of excellence area of responsibility and even heavily supported by LLM AI Agents), and more focus on partnering with senior leadership to solve people problems ad-hoc. Fewer "templatized" talking points and calls with managers, and more strategic thinking around engagement, retention, org design, and performance.
Rana Robillard, Chief People Officer, Tekion
If HR practitioners are true to themselves and intentionally seek out roles in companies where they feel they can have success, their impact becomes more sustainable, and they can shine for much longer. Companies that are not a fit will be much more draining for the individual and will likely lead to burnout or even cause people to consider leaving full-time in-house HR roles altogether.
Personally, I have found roles that expect a high level of political and social work can be overwhelming on top of our daily HR work if they aren’t resourced properly or aligned with realistic expectations. However, others may thrive in this mission-driven work environment. The key is understanding and finding what is right for you as an individual and choosing environments that support that.
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See what else 2026 has in store.🔮
Our 2026 State of People Strategy Report has the scoop: data from 1,000+ people leaders on their priorities, challenges, and plans for 2026.
