The HR year follows fairly constant cycles: setting goals, interviews, trainings, mobilities, evaluations... In addition, in 2026 Several Major Regulatory Changes, such as salary transparency, the reform of professional interviews, obligations related to seniors or the evolution of leave rules and extra-financial reporting.
The purpose of this calendar is to give A Clear Vision of the Highlights Which usually punctuate the year for HR teams, by integrating the expected legislative milestones. It is a benchmark that can be modified according to the size of your organization, your sector and your own priorities.
What are the highlights of an HR year in 2026?
The 2026 HR highlights follow a regular cycle: framework and objectives at the beginning of the year (Q1), deployment of training and talent review in spring (Q2), commitment and professional trajectories in summer (Q3), then annual interviews, calibrations and planning for the following year at the end of the year (Q4). Each quarter combines operational actions and preparations for future legislative developments.
1st Quarter: Objectives, Annual Interviews and HR Framework
The Start of the Year Was Marked by Strong Activity Around performance, role structuring and skills management. HR teams consolidate the results of the previous year, frame the objectives and prepare the first internal mobilities. In 2026, this period is also influenced by several regulatory developments to be anticipated as early as the first quarter.
Objectives for the first quarter
- Finalize or close annual interviews and Analyze key learnings.
- Harmonize Individual and Collective Goals with the 2026 strategy.
- Update Job descriptions And Competency frameworks.
- Start Priority GEPP projects : maps, critical jobs, emerging skills.
- Identify the first requests or opportunities of Internal Mobility.
Priority HR actions
1) Consolidating the performance cycle
Q1 is often the period when managers finalize their evaluations, calibrations are organized, and new expectations are presented to teams. It is also an ideal time to harmonize goal-setting methodologies, especially via OKR or aligned goals.
2) Update skills and job descriptions
Job descriptions change faster than official documents: start of the year = excellent time to realign missions, expected skills and evaluation criteria.
3) Start GEPP work
Companies generally take advantage of the first quarter to frame their priorities: jobs in tension, development scenarios, new critical skills and the first areas of upskilling.
4) Preparing internal mobility
The wishes expressed during the interviews fuelled the first mobility opportunities, which should be structured as early as Q1 and set in motion in spring.
Legislative Changes 2026 to be included in the first quarter
Pay transparency — Early preparation (directive 2023/970)
With an entry into force scheduled for June 7, 2026, many organizations will use Q1 to start an internal audit: consistency of remuneration, ranges, criteria used in recruitment, internal documentation.
Professional Interview Reform
An evolution towards a “career interview” is envisaged. The first quarter is a good time to anticipate: clarification of materials, coordination with GEPP and skills development.
Employment of seniors
The companies concerned will have to conduct a diagnosis or prepare for mandatory negotiations: recruitment, retention in employment, transmission of knowledge. Q1 is a good time to plan this framework.
Value sharing, RTT, extra-financial reporting (CSRD)
Start of the year = ideal time to update administrative procedures, HRIS settings and prerequisites related to social reporting.
What are the important HR legal obligations in 2026?
Several regulatory changes mark the year 2026:
• the transposition of the European directive on pay transparency (June 2026),
• the reform of professional interviewing towards a “career interview” model,
• compliance with paid leave in the event of sick leave,
• the requirements around the employment of seniors,
• the strengthening of extra-financial reporting (CSRD).
These milestones should be anticipated progressively over the quarters.
2nd Quarter: Deployment of Training, Skills Development and Talent Review
The second quarter marks the start of action: Development plans Are triggered, theThe first internal mobilities Come to fruition and The Talent Review Takes shape. It is also a strategic period to prepare several regulatory changes expected in 2026, in particular around wage transparency and occupational health prevention.
Objectives for the 2nd quarter:
- Lancer Training and Upskilling Actions from the Q1 framework.
- Identify Critical Skills and organize associated action plans.
- Structuring the talent review: segmentation, 9-boxes, succession planning.
- Implement or monitor the first internal mobilities.
- Carry out the intermediate performance review (mid-year review).
Priority HR actions
1) Develop skills development plans
The 2nd quarter is traditionally the period when training actions are really activated: workshops, certification courses, coaching, mentoring, simulations.
2) Identify critical competencies
With data from interviews and GEPP, HR teams focus their efforts on high-pressure jobs, risk skills and rapid support needs.
3) Talent segmentation and 9-boxes
Talent reviews are prepared from Q2: scoring, performance/potential matrix, succession preparation, detection of high potentials.
4) Monitoring of internal mobility
The mobilities expressed in the first quarter are beginning to take shape: matching needs and aspirations, support, skills development linked to the change of role.
5) Mid-year review
Many organizations achieve a structured middle point to adjust goals, support ongoing performance, and prevent variances before Q4.
Legislative Changes 2026 to be included in the 2nd Quarter
Pay transparency — Final stretch before June 2026
June 7, 2026 marks the deadline for transposing the European Directive. Q2 is therefore critical for:
- salary audit ranges,
- communicate the evolution and remuneration criteria,
- prepare for the integration of these criteria in future job offers,
- Make managers aware of the future regulatory framework.
Occupational health prevention — Heat risk
With the planned strengthening of preventive obligations in 2026, the spring-summer period is committed to:
- update internal procedures,
- Communicate good habits to teams,
- organize concrete actions (water management, adapted schedules, associated RPS prevention).
How to use the HR calendar to better plan your actions?
The 2026 HR calendar serves as a benchmark for structuring priorities: setting goals and updating skills in the 1st quarter, launching development plans and preparing for the talent review in the 2nd quarter, strengthening commitment and clarifying internal trajectories in Q3, then managing performance and organizing interviews at the end of the year. By adapting it to the size and challenges of your organization, it becomes a powerful tool for coordination between HR, managers and operational teams.
3rd Quarter: Commitment, Continuous Feedback and Professional Trajectories
The third trimester is generally a period Quieter operationally, but essential for Maintaining the link with the teams, strengthen commitment and prepare for the rest of the year. It's also a great time for Valorize internal trajectories and strengthen the visibility of skills. In 2026, several legal developments — in particular around paid leave and the employment of seniors — also require educational communication during the summer.
Objectives for the quarter:
- Reinforcing Commitment and internal communication during a period that is often less structured.
- Maintaining Performance Momentum via regular check-ins.
- Highlighting internal professional trajectories and mobility opportunities.
- Preparing talent reviews and the calibrations of the last quarter.
- Update Business Repositories and skills if necessary before the end of the year.
Priority HR actions
1) Organize quarterly check-ins and maintain continuous feedback
Q3 is an excellent period for collecting weak signals, adjusting team support and strengthening the managerial relationship.
2) Work on employee engagement
Barometers, surveys, collaborative workshops or informal meetings: Q3 allows you to take the pulse of the organization before the resumption in September.
3) Valuing internal trajectories
Highlight inspiring careers, create internal content around mobility or retraining, strengthen the culture of professional progression.
4) Preparing for the start of the HR school year: talents, calibrations, skills
September is a pivotal month: HR teams prepare people reviews, refine skills mapping and reprioritize actions for Q4.
5) Update key roles and competencies
Business transformations can lead to the emergence of new needs: Q3 offers a window to review expectations before year-end interviews.
Legislative Changes 2026 to be included in the 3rd Quarter
Paid Leave and Sick Leave: New Automatic Deferral Rules
European requirements require an evolution of the rules for deferral in the event of sick leave.
During this period, HR teams will spend time on:
- inform employees and managers,
- update internal FAQs,
- Adjust the SIRH settings,
- Clarify business rules before the peak of Q4 activity.
Transmission of knowledge and employment of seniors
With the arrival of mandatory negotiation and the Experience Valuation Contract (CVE), this time of year can be used to:
- mapping critical knowledge,
- set up mentoring actions,
- prepare actions to maintain employment.
These topics are naturally linked to career, skills and commitment projects.
Last quarter: annual evaluation, HR calibration and preparation for the following year
The Fourth Quarter Focuses Several structuring highlights : annual interviews, calibrations, the consolidation of actions carried out during the year and the preparation of 2027 plans. This period is also marked by regulatory deadlines, particularly in terms of Extra-financial reporting and the compliance of HR practices.
Objectives for the Quarter
- Preparing and managing Annual evaluation interviews.
- Finalize The Skills Development Plan 2027.
- Update The Mapping of Jobs and Skills For the following year.
- Consolidate HR data for Regulatory reporting.
- Finalize Succession plans and adjust talent policies.
Priority HR actions
1) Launch and support annual interviews
Q4 is traditionally the densest period around evaluation: communication of instructions, tools for managers, consistency of criteria and preparation of action plans resulting from interviews.
2) Manage performance and talent calibrations
HR teams consolidate evaluations, organize calibration committees and prepare development, evolution or succession decisions.
3) Finalize the 2027 skills plan
Based on GEPP, performance data and business developments, Q4 is the moment when the upskilling and reskilling plans for the following year are being structured.
4) Adjusting professional trajectories
The discussions at the end of the year make it possible to confirm or open internal trajectories for employees, in line with the needs of the organization.
5) Workforce planning & projections 2027
Workforce, key skills, positions to be opened, jobs to be transformed: Q4 concentrates HR decisions related to the strategy of the following year.
Legislative Changes in 2026 to be included in this last quarter
Extra-financial reporting (CSRD)
From the 2026 financial year, companies falling within the scope of the CSRD — in particular listed SMEs — will have to publish sustainability reporting in accordance with European ESRS standards, including Detailed Social Data : professional equality, employment and career paths, training, health and safety at work, social dialogue, working conditions and organization.
2026 thus becomes a key year to structure the collection and reliability of this HR data, to link it to the strategy, and to integrate this reporting into the annual financial report.
Pay transparency — Analysis of discrepancies and possible corrections
After the entry into force of the Directive, businesses will have to:
- consolidate salary data,
- identify unjustified differences > 5%,
- organize corrective actions.
End of career and employment of seniors
From 2026, companies with at least 300 employees must negotiate regularly on the employment of experienced employees (recruitment, retention in the job, end-of-career development, transfer of knowledge).
A New CDI for Valorization of Experience (CVE) Is available to them to recruit senior profiles. Concretely, this leads many companies to integrate into their HR cycles, often at the end of the year:
- age and job retention analyses;
- job adjustment and end-of-career actions (part-time, gradual retirement, work organization);
- structured skills transmission plans (tutoring, mentoring, intergenerational peers).
Conclusion
The success of an HR year is never based on an isolated calendar. It comes into its own when it Connect on collaboration between HR teams, managers, business departments and management. By sharing a Shared vision of priorities, by aligning development, performance and mobility actions, each initiative gains in impact.
2026 will be all the more successful if the organization knows how to move forward together: HR, managers and employees mobilized around clear objectives, shared skills and a collective dynamic. It is in this coordination that HR actions take on their full scope and create real value for the company.
