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HR-Report 2026

How to enable performance instead of just demanding it

The new HR Report 2026 is here. It shows how companies today enable performance, manage it effectively, and respond to changing employee expectations.

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What is the
HR Report 2026 about?

The HR Report 2026 is an empirical study by Hays and the Institute for Employment and Employability (IBE). It examines how performance is understood, encouraged, measured, and rewarded in companies and society today.

A brief insight
into our findings

For the report, we surveyed over 900 employees, managers, and HR professionals across the DACH region. The results show how performance is perceived today, where companies are reaching their limits, and which levers truly make a difference. This excerpt provides an initial impression. You can find all background information, classifications, and recommendations for action in the full HR Report 2026.
Companies have high expectations, but few systems.

The HR Report 2026 shows that performance in many organizations is rarely clearly defined, measured, or actively supported. While performance is expected from employees, only 38% measure it regularly, and just 28% have a structured, clearly defined strategy for performance development.

Performance is recognized by employees, but can also become increasingly burdensome.

For 45% of employees, performance is seen as a legitimate basis for compensation and is accepted, recognized, or expected. However, opinions differ: 43% experience pressure from constant performance increases, while 42% perceive the strong focus on performance as excessive.

Generation Z is willing to perform, but motivated differently.

The widespread assumption that younger employees are less willing to perform is not supported by the data. On the contrary, 74% of those under 30 understand performance as reliably meeting clear requirements. 57% see the ability to adapt to changing working conditions as part of performance.

What motivates them most is recognition (47%) and financial incentives (41%). At the same time, regular feedback and development opportunities are expected.

Why leadership is the key lever
for strong performance

Performance does not emerge on its own – it requires clear leadership. 41% of respondents cite appreciative leadership as one of the most important factors for performance capability and motivation. At the same time, the results show that many organizations still lack clear expectations, regular feedback, and transparency.

Our HR Report makes it clear: leadership defines the framework in which employees operate – particularly through orientation, prioritization, and continuous exchange – and directly influences willingness to perform, collaboration, and goal achievement.

Download the full HR Report
for free

All study results, insights, and recommendations for action at a glance. Learn:

  • What teams need in order to be willing to perform

  • Why common generational clichés do not hold true

  • Why companies demand performance but often do not support it sufficiently

You will receive the full HR Report 2026 directly by email. The report is in German only.

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