Aon’s 2026 Human Capital Trends Study lands at a pivotal moment. Artificial intelligence (AI) has moved from pilot to full deployment in many organisations, reshaping jobs, skills and expectations at speed. Against that backdrop, the report makes one message unmistakable – in the age of AI, investing in people is the ultimate competitive advantage, and at the heart of that investment sit wellbeing and mental health.
The study is both a reality check and a roadmap. It surfaces the gap between what employers think they are providing and how employees actually feel, highlighting what leading organisations are doing differently to protect mental health while pursuing ambitious transformation.
The wellbeing perception gap
Perhaps the most eye-catching finding in the study is the disconnect between employer confidence and employee experience when it comes to wellbeing:
- 84% of employers surveyed are confident their wellbeing strategy meets workforce needs.
- Yet only 21% of employees report receiving emotional wellbeing support from their employer.
- At the same time, 72% of employees say they are experiencing high stress levels at work.
On paper, many organisations can point to an impressive list of wellbeing initiatives. In practice, large numbers of people do not feel supported, or do not know how to access support when they need it. The result is a widening “wellbeing perception gap” that risks eroding trust and, over time, performance.
For Aon, this reinforces the importance of listening carefully to the lived experience of colleagues, not just tracking the number of programmes we have in place. A wellbeing strategy only works if it shows up in the moments that matter; when someone is overwhelmed, when a team is under intense pressure, or when an individual is struggling with change.
AI, wellbeing and leadership: a critical connection
The 2026 study is framed around a central question; how do people and technology align in this new age of AI? Within that narrative is a powerful insight about wellbeing and mental health.
Organisations that have fully deployed AI are:
- More than twice as likely to describe their leadership’s commitment to wellbeing as “strong and visible”, compared with organisations that are merely discussing AI and have taken no concrete action.
This suggests that the organisations furthest ahead on AI implementation are also the ones most intentional about workforce wellbeing. Rather than treating technology and people as opposing forces, they see them as mutually reinforcing:
- These organisations are more likely to use AI to redesign work, stripping out repetitive and low-value tasks and freeing up time for higher-value, more human activities such as problem-solving, client interaction and collaboration.
- They also tend to invest in skills and career pathways, helping people understand how their roles will evolve and what support is available to build confidence and competence.
The implication for wellbeing is clear. AI is not inherently good or bad for mental health. Its impact depends on leadership choices. When leaders use AI purely to drive cost or speed, stress increases. When they use it to create more meaningful, manageable work, wellbeing can improve.
Stress, burnout and the design of work
The study’s statistic that 72% of employees are experiencing high stress levels at work is a stark reminder that burnout risk is real and widespread.
Historically, many wellbeing efforts have focused on individual coping mechanisms – mindfulness apps, resilience training, fitness challenges. While these can be valuable, the Aon study emphasises that lasting improvement requires attention to systemic drivers of stress, including:
- Workload and pace
AI can automate routine work, but if productivity gains are simply reinvested in more tasks, employees will not feel any relief. True wellbeing impact comes when organisations use technology to rationalise workloads, cut unnecessary bureaucracy and protect focus time. - Role clarity and expectations
In an environment of rapid change, ambiguity about responsibilities, priorities and success measures can fuel anxiety. The study points towards the importance of clear employee value propositions (EVPs) and transparent expectations as foundations for engagement and mental health. - Culture, leadership and belonging
The report notes that cultivating culture, leadership and a sense of belonging is central to achieving sustainable wellbeing at work. Leaders who model healthy behaviours, acknowledge pressure openly and make it safe to speak up create conditions where people can ask for help early, rather than silently burning out.
This marks an important shift in that supporting mental health is no longer just about building individual resilience but about reshaping the working environment itself.
Closing the gap: from strategy documents to daily experience
A recurring theme across the 2026 Human Capital Trends Study is the gap between employer intent and employee experience not just in wellbeing, but also in areas such as benefits personalisation, financial education and support for women in the workplace.
On wellbeing and mental health, closing that gap means sustained action in a few key areas:
- Listen, and act on what you hear
Regular surveys, listening sessions and one-to-ones provide invaluable insight into where stress is highest and where support is not landing. The organisations highlighted in the report don’t just gather data they act on it – refining workload expectations, manager training and benefit design. - Make support visible, simple and stigma-free
Emotional and mental health support must be easy to find and use. That means clear signposting, straightforward processes and culturally safe messaging that normalises talking about mental health. - Integrate wellbeing into leadership and performance
When wellbeing is embedded into leadership expectations, team objectives and performance conversations, it becomes part of “how we do things here”. Leaders are increasingly assessed not only on what they deliver, but how they support the health and sustainability of their teams. - Use AI to create headroom, not just efficiency
The study emphasises that wellbeing gains appear when productivity benefits from AI are consciously reinvested into smarter work design, more flexibility and learning opportunities.
What this means
The 2026 Human Capital Trends Study can be read as a call to action.
It tells us that:
- Conversations about wellbeing are more prominent than ever, but many colleagues still do not feel adequately supported.
- AI-driven change can either intensify pressure or create better, more human work, depending on the choices we make.
- Culture, inclusion, leadership and belonging are not “soft” factors; they are core to mental health and to the success of wider business strategy.
Actions to consider:
- Keeping wellbeing and mental health on the agenda year-round, not just during awareness weeks.
- Sharing stories and practical examples of how colleagues and teams are using new tools, designing healthier ways of working and supporting one another.
- Providing a feedback loop, so decision-makers understand where strategies are landing well and where that perception gap still exists.
Each of us can contribute, too. Whether by having an honest check-in with a colleague, being transparent about our own boundaries, or raising concerns about unsustainable workloads, we help shape the work environment.
In a world where technology is accelerating and uncertainty is the norm, the 2026 study offers grounds for cautious optimism. It shows that organisations that put people – their wellbeing, their mental health and their potential – at the centre are the ones best placed to thrive.
You can download Aon’s Human Capital Trends Study here.
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