Employees Seek HR Help Every Month, but Support Lags

A new report from HR technology provider Applaud explains that most employees seek HR support every month, but only a small share receive immediate help, underscoring service delays that are becoming a growing operational and productivity issue for large organizations.

Employees are asking for “clear, fast, trustworthy support across every channel,” said Ivan Harding, Chief Executive Officer, Applaud, in announcing the company’s 2026 State of HR Service trends report. He said organizations that succeed this year will be those that deliver joined-up service models supported by governed knowledge and AI that can respond and execute, not just provide information.

The research, conducted with Censuswide among 1,000 employees in the United Kingdom working at organizations with more than 2,000 staff, points to a widening gap between how frequently employees need HR assistance and how effectively companies meet that demand. According to the study, 79% of employees seek HR help at least once a month, averaging 3.6 HR-related needs per person. In a 2,000-employee organization, that translates into about 86,500 HR interactions per year. For enterprises with 50,000 employees, the figure exceeds 2 million.

Despite the scale, much of this demand remains difficult for HR teams to track. Only 26% of employees start their inquiries in an HR system or portal. Nearly as many, 24%, contact HR through email, phone or messaging tools, while 15% rely on knowledge bases or frequently asked questions. Among frontline workers, informal channels dominate, with 34% asking colleagues first and just 20% using formal HR systems.

The findings reflect broader organizational dynamics in which complexity and fragmented processes slow execution. Alejandro Ureña, Co-Founder and CIO, Evolutive Agency, argues that many organizations struggle not because of a lack of strategy or talent, but because competing priorities and unclear ownership create confusion that quietly erodes effectiveness. When systems fail to clarify what matters, decisions slow and employees compensate by adding meetings, messages, and approval layers, increasing latency without improving outcomes.

Response times remain a central concern. Only 6% of employees surveyed said they receive HR help instantly through AI or chat tools. More than one-third wait at least a full day, and about 22% report waiting several days or longer. These delays can compound when issues relate to pay, scheduling, benefits or compliance, areas where uncertainty can directly affect employee trust and performance.

Self-service, often positioned as a way to scale HR support, appears to have stalled. Employees resolve only 47% of HR needs on their own. One-quarter of respondents self-serve less than 25% of the time, and in hospitality the self-service rate drops to 33%. The data suggests that access to tools alone does not guarantee resolution if information is unclear or processes are poorly aligned.

The productivity impact is significant. Applaud estimates that a 1,000-employee organization loses about 12,800 hours a year to routine HR queries, equivalent to roughly US$385,000. Live HR interactions average US$22 per case, compared with about US$2 for self-service, highlighting a large cost differential as organizations scale.

The report identifies five shifts shaping HR service delivery in 2026: hidden demand, fragmented channels, stalled self-service, the cost of inefficient service models, and rising expectations for employee-first support. Together, they point to the need for clearer operating models that reduce complexity and guide employees toward consistent answers.

Those themes align with broader discussions around enterprise transformation and the adoption of Generative AI. Alexis Langagne, Senior Vice President and Board Adviser, Softek, cautions that enthusiasm around Generative AI can obscure basic transformation principles. He argues that any large-scale technology initiative must start with a clear business benefit, be embedded into redesigned processes, and be supported by change management that addresses how roles evolve.

Langagne also emphasizes the importance of measuring outcomes that matter, from productivity gains to attrition, and treating AI-related risks as part of enterprise risk management. Boards and executives, he adds, must ensure that AI adoption strengthens clarity and accountability rather than adding another layer of complexity.

Applaud’s findings suggest that HR service delivery is an early test case for those principles. While AI and automation can speed responses, the underlying challenge remains organizational clarity: clear priorities, defined ownership and closed decisions that allow systems to work as intended. Without that foundation, technology risks reinforcing fragmentation rather than resolving it.

As organizations plan for 2026, the report suggests that HR support may become a differentiator in talent retention and operational efficiency. Faster, more reliable service can reduce friction and free HR teams to focus on higher-value work. Delays and unclear processes, by contrast, can normalize confusion and increase hidden costs.

The study argues that meeting employee expectations will require more than adding new tools. It will require simplifying service models, governing knowledge across channels, and aligning technology investments with clear business outcomes. In that sense, the gap between HR demand and delivery reflects a broader question facing large employers: how effectively they translate strategy and innovation into everyday execution