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  • Why Stribe?
    • About Us
    • Anonymity
    • Social Value
  • Case Studies
  • Pricing
  • Resources
    • The Big HR Report
    • Stribe vs. Google Forms
    • Stribe vs. Microsoft Forms
    • Stribe vs. Culture Amp
    • Stribe vs. SurveyMonkey
    • HR Tools and Calculators
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85% of HR professionals are experiencing burnout

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Only 46% feel their organisation measures engagement well

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35% say budget is the biggest barrier to acting on feedback

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78% plan to increase their use of employee surveys in 2026

The Big HR Check-in Report

 

At Stribe, we spend a lot of time talking to HR professionals.

We hear the same themes again and again: pressure to do more with less, frustration when feedback doesn’t lead to action, concern about burnout – and, beneath it all, a genuine care for people and a belief that work can be better.

That’s why we created The Big HR Check-in 2025–2026.

We wanted to create a space for HR to be honest about what’s draining them, what’s getting in the way, and what they need to make a real difference over the next year.

The responses paint a clear picture: HR teams are resilient, deeply committed, and still hopeful, but many are stretched thin. 

This report shares the reality of where HR is right now. It highlights the pressures HR teams are under, the barriers they face when trying to create change, and the opportunities organisations have if they start listening more closely.

Our hope is that this report doesn’t just validate how HR is feeling, but helps spark better conversations, with leadership teams, boards and decision-makers about what HR truly needs to succeed in 2026 and beyond.

– The Stribe Team.

 

As seen in...

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"What HR needs is stronger, more visible backing from leadership, paired with realistic budgets and clear ownership for acting on feedback. Support isn’t just about agreeing that people and culture matter. It’s about enabling HR to turn insight into action, even when that action is uncomfortable, costly, or requires change at the top."

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Lucy Harvey, Stribe COO.


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