As consulting firms plan for 2026, HR leaders face a complex set of pressures. Economic uncertainty, regulatory change, persistent talent shortages and the practical integration of AI are all influencing how consulting firms design roles, manage costs and develop their people.
These challenges are cumulative rather than isolated. Pay and progression decisions are more transparent, workforce models are more varied, and expectations around productivity and performance continue to rise. HR strategy in consulting is increasingly central to sustaining competitiveness and executing business models.
Drawing on Vencon Research’s work with consulting firms globally, alongside selected external research, the following twelve HR trends outline how people strategy in the consulting industry is evolving heading into 2026.
1. Pay Transparency and Regulation as Core HR Priorities in Consulting
Pay transparency is now a central consideration for consulting firms. Regulatory developments, including the EU Pay Transparency Directive and similar initiatives elsewhere, are accelerating the need for clearer pay structures, defined ranges and consistent progression criteria.
In practice, this places pressure on job architecture, levelling and job matching. Vencon Research frequently observes that transparency initiatives expose inconsistencies in role definitions that were previously less visible. For consulting firms operating across multiple geographies, aligning local practices with global frameworks adds further complexity.
As a result, pay transparency is shaping not only reward strategy, but also governance, communication and trust.
2. Workforce Planning in a Low-Growth, High-Volatility Consulting Market
Many consulting firms are entering 2026 with more cautious growth assumptions. Demand remains uneven across sectors and geographies, while cost discipline has become a sustained priority rather than a temporary response.
HR functions are placing greater emphasis on flexible workforce planning, redeployment and internal mobility. Hiring decisions are increasingly guided by near-term demand signals rather than long-range growth forecasts. Vencon Research sees firms investing more time in aligning capacity, skills and cost structures across practices.
Workforce planning is becoming a continuous, data-driven process rather than an annual exercise.
3. AI as a General-Purpose Capability in Consulting Firms
AI is increasingly embedded across consulting roles, grades and practices. By 2026, consultants are expected to use AI-enabled tools for research, analysis, drafting and insight generation as a standard part of their work.
This has implications for HR. Role profiles now assume baseline AI literacy, with differentiation driven by judgment, problem framing and client interaction rather than task execution. Vencon Research observes early incorporation of AI expectations into capability frameworks and performance evaluations.
AI is reshaping what effective consulting work looks like, even where job titles remain unchanged.
4. Evolving Consulting Operating Models Beyond the Pyramid
The traditional consulting pyramid is being supplemented by more diverse talent models. Core consultants increasingly work alongside subject-matter experts, delivery centres, contractors and alliance partners.
This evolution reflects both cost pressures and the growing need for specialised skills. However, it introduces challenges around performance management, engagement and equity. HR processes designed for homogeneous populations are being adapted to support differentiated talent segments without undermining cohesion.
Consulting firms are moving towards more modular and flexible operating models.
5. Rethinking Reward Beyond Utilisation and Billable Hours
Utilisation remains a critical metric in consulting, but it is no longer sufficient alone. As firms invest in intellectual property, platforms and reusable assets, they are exploring ways to recognise non-billable but value-creating contributions.
Vencon Research’s compensation benchmarking shows increasing variation in how firms reward asset development, reuse and broader client outcomes. These changes raise questions around measurement, attribution and fairness, particularly in team-based environments.
Reward strategy is becoming more closely tied to how firms create value, not just how hours are billed.
6. From Leveraged Labour to Asset-Enabled Consulting Models
Closely linked to reward is the shift towards more asset-enabled consulting. AI and automation accelerate this transition, but the underlying change is structural.
Roles increasingly combine client delivery with contributions to tools, methodologies and platforms. Vencon Research observes early differentiation between delivery-led roles and hybrid roles blending advisory, product and commercial responsibilities.
Over time, this trend will continue to influence career paths, grading structures and promotion criteria.
7. Reconfiguring Learning and the Consulting Apprenticeship Model
The widespread adoption of AI and digital tools has changed how junior consulting work is performed. Tasks traditionally used to build foundational skills are increasingly automated or augmented.
Consulting firms are rethinking how learning and development are structured, introducing more formal development pathways, earlier responsibility and clearer expectations around skill progression.
Preserving the strengths of the apprenticeship model while adapting it to new working patterns remains a central HR challenge.
8. Attracting and Developing Scarce and Interdisciplinary Talent
Skill shortages continue to affect consulting firms, particularly in areas such as data, technology, sustainability, risk and regulatory advisory. These roles often combine technical and strategic capabilities that do not align neatly with traditional consulting career models.
Vencon Research sees firms combining targeted hiring with greater emphasis on reskilling and internal mobility. Career frameworks are being adjusted to support deeper expertise alongside broader consulting development.
Talent strategy is increasingly shaped by scarcity rather than surplus.
9. Integrating Technology and AI Acquisitions into Consulting Firms
Acquisitions remain a key route for capability building, particularly in AI and digital services. Integration, however, remains challenging. Differences in culture, pace and reward expectations can create friction within partnership-led firms.
HR is playing a greater role in redesigning job families, performance frameworks and progression paths to accommodate hybrid consulting-technology roles. Organisational design is becoming as important as retention in determining success.
Integration is no longer viewed as a short-term issue, but an ongoing management challenge.
10. Governing AI as Part of Professional and Risk Standards
As AI becomes embedded in client delivery, consulting firms are formalising expectations around its use. Regulatory scrutiny, client expectations and reputational risk are driving clearer policies and accountability.
HR’s role includes embedding AI-related competencies into role profiles, supporting training and certification, and clarifying responsibility for appropriate use. In many firms, AI governance is treated as an extension of professional standards.
This reflects a broader shift towards explicit risk management in people strategy.
11. Leadership Capability in Hybrid and Distributed Consulting Firms
Hybrid working models are now well established, but their implications for leadership continue to evolve. Leading distributed teams requires new capabilities around performance management, coaching and engagement.
Research from organisations such as Gartner consistently highlights leadership development as a priority for CHROs. In consulting, effective leadership is increasingly linked to productivity, retention and culture.
Leadership capability is a critical lever in sustaining performance.
12. Re-Anchoring Culture and Learning in Hybrid Consulting Environments
With less reliance on physical proximity, consulting firms are taking deliberate steps to build culture and support learning. Informal knowledge transfer no longer happens by default.
Vencon Research observes increased investment in structured onboarding, coaching and hybrid collaboration practices. While flexibility remains a key attraction and retention factor, maintaining consistency and connection across the firm requires ongoing effort.
Culture and learning are increasingly treated as design challenges rather than by-products of co-location.
HR Trends in Consulting: Looking Ahead to 2026
These twelve HR trends demonstrate a continued shift towards greater clarity, discipline and integration in people strategy. Regulatory change, evolving operating models and technology adoption reinforce the need for coherent job architecture, reward structures and development pathways.
For consulting firms, HR is no longer limited to support or compliance. It is central to shaping how consulting work is delivered, how talent is developed, and how value is created in a complex, competitive environment.
Contributors
- Erwin Harbauer - Managing Director / Partner
- Andy Klose - Associate Partner
- Shukhrat Iskandarov - Client Solutions Manager
Vencon Research works closely with consulting firms to translate these insights into practical decisions. Whether you are assessing your workforce model, reviewing reward frameworks, or designing career paths, our benchmarking and advisory services can provide the data, analysis and guidance needed to act with confidence. Contact us to discuss how we can support your HR strategy for 2026 and beyond.