Many HR trend studies are inspiring - but they rarely reflect the reality that we experience every day with our customers. Inspiration alone does not create business value. We want HR to make a clear contribution to a company's success. That's why we looked at where the strategic priorities actually arise: in the boardrooms of Swiss companies. We analysed what motivates Swiss CEOs, evaluated studies and economic forecasts and spoke to our customers. From this, we have derived six topics that should be on the HR agenda in 2026.
What motivates Swiss CEOs in 2026?
Before we get to the HR agenda, let's take a look at what motivates Swiss CEOs. As I write this article, the WEF 2026 is underway - and the current geopolitical situation is dominating the headlines. CEOs are also reacting to it.
1. Geopolitical uncertainty
Geopolitical tensions are the top risk in 2026.
In September 2025, 52% of CEOs cited international conflicts as the biggest challenge, with 34% citing trade conflicts1. In another study, the number of CEOs who categorise geopolitical risks as critical has doubled within a year2. Following the latest developments, the figures are likely to rise further.
As a result, long-term investments abroad, supply chains and sales forecasts are difficult to calculate. Things that have been taken for granted for decades are being called into question.
2. Macroeconomic uncertainty
Macroeconomic risks also remain high. How will gross domestic product, inflation, the unemployment rate and interest and exchange rates develop? In its current economic forecast, SECO speaks of "great uncertainty". The unemployment rate has risen from an average of 2.4 % (2024) to 2.8 % (2025) and is expected to reach 3.1 % in 20263.
As a result, major investments are only being driven forward hesitantly and financial stability is the priority. We are also switching from an employee to an employer market.
3. AI - high expectations, low impact
Only 30 % of CEOs see AI as a focus topic4. However, if you read between the lines, you can sense a focus on increasing efficiency. AI is supposed to be the solution. For example, 88 % are already using AI, but only 39 % are achieving a measurable EBIT impact - usually less than 5 %5. Only a few companies are currently able to translate the technical possibilities into results.
As a result, companies need to prioritise AI investments, be bold where high benefits are expected, establish governance and make the leap from pilot projects to scaled productivity.
4. Cyber risks - the biggest threat
Cyber risks are considered the biggest business threat in 20266. Attacks have doubled in 2025 and are becoming more targeted and more expensive. Attacks via third-party providers are particularly critical - cases such as Radix or Xplain show how data leaks or operational disruptions escalate via external partners.
As a result, management must understand cyber risks as a strategic corporate risk - including supply chain control, emergency organisation, financial protection and increased board priority.
Conclusion
2026 is not about more options for management, but about clear priorities and robust preparation for uncertainty.
Moritz Marti
CEO HR Campus AG
So what should be on the HR agenda for 2026?
We believe in HR that creates real added value. Based on the topics that concern Swiss CEOs, the following six focal points belong on the HR agenda in 2026:
1. Efficiency - Efficient HR with added value and promoting productive employees.
Many of our customers are in cost-saving programmes. HR should act proactively before benchmarks force cuts. That means for you:
- Simplify HR processes
- Evaluate HR services from an entrepreneurial perspective (costs vs. benefits)
- Promote productive employees in a targeted manner - e.g. through good employee appraisals
2. AI & Technology - recognising its use in HR and its impact on jobs and skills.
The second major topic at the WEF almost goes under the radar: AI. We see three types of customers:
- IT is racing ahead, but the business case for HR is too poor
- IT slows down and HR drives itself
- Nothing happens
The same applies to you in all three cases:
- Drive AI in HR and start trying it out. Find your use cases and find out about AI in your software portfolio.
- Drive AI in the company. Enable employees for AI and actively shape the skills shift.
3. Financial stability - have a plan for M&A activities. Ensure comprehensive personnel cost planning.
Despite uncertainty, the number of M&A deals is increasing. HR is often involved late - but then has to deliver immediately.
Therefore:
- Clarify early on whether there are intentions to buy / sell
- Prepare HR due diligence (personnel costs, risks, system integration costs)
- If there is an intention to sell: increase efficiency and clearly present structures
Personnel is often the largest cost block in companies and the planning lies with finance. Start managing the issue proactively. This could be via a staffing plan or even a personnel cost planning tool with scenario plans.
4. Compliance & cybersecurity - Create a sensible framework (e.g. workation, working hours) & protect HR data and train employees.
The roadmap for cybersecurity is clear:
- Train all employees
- Familiarise yourself with the protection mechanisms of your HR software providers
Compliance is more complex. Employees are asking for more, managers are overwhelmed and want rules on home office, workation, etc. Provide a framework where it makes sense. And make sure that it suits the majority.
5. Successful projects - promote project management in the company. Implement HR projects leanly and efficiently.
Projects that are on time and on budget are crucial to business success. You have two levers:
- Promote project management skills in the company
- Establish project portfolio management for HR.
6. Cultural change - promote entrepreneurship & prepare the mindset for volatility.
The environment remains volatile: geopolitically, economically and technologically. Companies need employees who can take responsibility, make bold decisions, demonstrate customer focus and deal with uncertainty.
HR can make a big difference, for example through:
- Targeted management development
- Adaptation of recruitment criteria
- Integrating entrepreneurship into performance and talent processes
- Promoting a culture of learning and feedback
What is the situation in the healthcare sector?
The aforementioned challenges are becoming even more acute here: economic efficiency, regulatory requirements and a shortage of skilled labour are increasing the pressure - with a direct impact on the quality of care. How organisations are dealing with this and which three priorities are crucial now, in the next Specialist articles.
What motivates your CEO - why don't you ask? And put together your HR agenda for 2026!
Author
Anja Buser
Consulting Strategies
Anja loves solving challenges. In her private life, but especially in her professional life. As a strategy consultant at HR Campus, she supports HR departments in answering various questions. Among other things, she also helps them find their way through the jungle of HR tools. Anja also enjoys writing texts and performing on stage as a moderator and key note speaker.
Sources
1. EY Parthenon CEO Outlook Survey - September 2025
2. PWC Global CEO Survey 2025 - Switzerland
3. SECO media release 9 January 2026: Swiss labour market 2025
4. EY Parthenon CEO Outlook Survey - September 2025
5. McKinsey The State of AI 2025
6. PWC Global CEO Survey 2025 - Switzerland
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