HR Intelligence · October 2026
Research & Reports
High-quality research, benchmarks and studies with implications for HR and business.
September 2026
2026 CHRO Study: Designing the Thinking Organization
IBM Institute for Business Value
IBM's global CHRO study examines how organisations can combine human capability and AI to create new capacity for growth. It identifies five areas for CHRO action: defining what remains inherently human, redesigning work and workforce, advancing skill growth, shaping employee experience and culture, and building trusted AI within HR.
Why It Matters
This is particularly relevant for CHROs thinking beyond “AI in HR” and asking the bigger question: How should work, organisation and workforce be redesigned as AI becomes part of the operating model?
Q3 2026
The CHRO Report — Q3 2026: Deliver Business Value Through AI Workforce Transition
Gartner
Gartner's latest CHRO report focuses on redesigning work and jobs for an AI-augmented workforce, operationalising AI within HR, and maintaining performance and engagement through continuing disruption.
Why It Matters
It provides a useful view of the issues currently occupying the CHRO agenda and reinforces the shift from HR technology adoption towards workforce and organisational transformation.
October 2026
Spoiler Alert: The Future of Work Is Already Here
SAP Future of Work Research Lab
SAP's latest Future of Work research draws on global research involving employees, C-suite leaders, HR executives and AI-native company founders. It examines how developments once considered “future of work” scenarios are already appearing in organisations.
Why It Matters
A useful reminder that future-of-work discussions should increasingly move from prediction to deliberate choices about how organisations design work today.
September 2026
Research: Work Stress Isn't Always About Workload
Harvard Business Review — Gargi Sawhney & Mallory McCord
Drawing on a meta-analysis of 515 studies, the research challenges the common assumption that employee stress can primarily be addressed by reducing workload.
Why It Matters
For leaders, it broadens the conversation about stress beyond volume of work and towards the wider conditions in which people experience work.
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