IT & Telecommunications Insights: 2026 HR Industry Benchmark Report

At the same time, IT and telecoms HR teams are dealing with intense skills and security pressure:

• 32% see upskilling, cross‑skilling or reskilling as their biggest hurdle
• 31% expect expanding AI use across the organisation to be a major challenge
• 26% cite both adopting AI into the organisation and cyber/data security threats

The infographic also highlights core industry benchmarks:

• IT & telecoms average cost per hire is $18,913 — around 11% higher than the Australian national average and 7% above New Zealand
• New hires reach full productivity in around 32.7 days, around 26% faster than the Australian average
• Around 5% is the predicted base salary increase in the IT & telecoms sector in 2026

Implications for IT & telecommunications organisations

The 2026 HRIB findings give IT and telecoms organisations a grounded view of where AI, skills and security are heading — and what HR can do to respond.

Understanding these trends and how to tackle them can help you:

• Close critical skills and capability gaps without over‑relying on costly external hiring
• Use AI in ways that support product, engineering and operations teams, rather than adding risk or rework
• Protect your organisation against cyber and data security threats driven by tool sprawl
• Build a workforce that can adapt as technologies, roles and business models continue to evolve

Here are some practical ways IT and telecoms HR leaders can respond.

1. Turn AI into a trusted part of everyday workflows

With just 30% of organisations seeing AI working extensively across the business, there’s still a long way to go from experimentation to embedded practice.

• Focus AI on high‑value, repeatable workflows — for example, drafting policies and job descriptions, summarising incident or change‑management documentation, or turning HR data into leadership‑ready insights.
• Work with IT and security to define approved AI tools and patterns, so teams aren’t stitching together unsanctioned apps and risking data leakage.
• Track a small set of AI metrics (time saved on admin, reduced cycle times, fewer manual hand‑offs) to show leaders where AI is genuinely improving delivery.

2. Build a structured approach to skills and capability

With 32% citing upskilling/reskilling and 31% pointing to expanding AI use, capability building is no longer a “nice to have” — it’s a strategic requirement.

• Map the critical roles and capabilities that differentiate your organisation, from software engineers and network specialists to security, data and product roles.
• Use this to define clear capability frameworks and pathways, so employees understand what “good” looks like and how to progress.
• Link everyday learning (micro‑learning, project experiences, mentoring) back to those frameworks so development is targeted, not generic.

3. Balance hiring costs with internal development

With cost‑per‑hire around $18,913, and salaries rising by roughly 5%, simply buying skills on the market is expensive.

• Use benchmark data on cost‑per‑hire and time‑to‑productivity to build the case for growing more capability in‑house — through structured development pathways, lateral moves and internal mobility.
• Strengthen onboarding and early‑tenure support so new hires reach productivity quickly and are less likely to leave within the first year.
• Combine targeted external hiring for truly scarce skills with internal upskilling and cross‑skilling where adjacent talent already exists.

4. Tighten AI and data governance around people systems

With 26% citing both adopting AI and cyber/data security threats, HR can’t introduce new AI tools without also strengthening governance.

• Work jointly with IT and security to define role‑based access, data retention and audit trails for HR data across AI‑enabled tools.
• Educate managers and employees on safe data practices — what can be shared with AI tools, how outputs should be checked, and when to escalate risks.
• Consolidate HR and workforce data wherever possible so AI is drawing from reliable, well‑governed sources, not spreadsheets and shadow systems.

5. Use benchmarks to sharpen your 2026 workforce plan

IT and telecoms benchmarks offer a realistic lens on cost, speed and expectations.

• Compare your own cost‑per‑hire, time‑to‑productivity and salary movement to the figures in the infographic to understand where you’re ahead, on par or behind the wider market.
• Use those insights to refine your 2026 workforce strategy: where to invest in development versus external hiring, where AI can safely remove low‑value work, and where changes to role design or structure may be needed.

By applying these insights, IT and telecoms organisations can combine AI, secure data foundations and human expertise to build HR practices that support growth, innovation and resilience.

How can ELMO help?

ELMO is the Complete AI Workforce Platform for mid‑sized organisations across Australia and New Zealand. It unifies HR and payroll on one connected data foundation and layers native AI to turn workforce data into insight and action — helping IT and telecoms teams manage skills gaps, security risks and rapid change with greater confidence.

Within the platform, specific solutions can help address IT and telecoms’ 2026 challenges:

ELMO HR Core & Payroll – your secure, connected workforce foundation

HR Core centralises people data across locations, teams and roles, reducing reliance on spreadsheets and disconnected tools. Automated workflows and reporting support your compliance and governance needs, while strong security controls help protect sensitive employee and organisational data.

Paired with Payroll, you can manage complex pay structures, allowances and flexible working arrangements accurately, reducing the risk of errors and providing HR, Finance and leaders with a single, reliable view of workforce costs.

ELMO Learning + Career Development – closing capability gaps faster

In a sector where technology and skills move quickly, ELMO Learning helps you deliver and track technical, security and soft‑skills programs at scale.

You can:

• Roll out and monitor compliance, security and technical training
• Support upskilling and reskilling for in‑demand roles and new technologies
• Lift AI and digital capability across both technical and non‑technical teams

Alongside Learning, ELMO’s Career Development solution helps you understand current capabilities, define role‑based frameworks and turn assessments into personalised development plans. That means you can see where skills gaps actually are — and connect them directly to targeted learning and career pathways, instead of relying solely on external hiring.

ELMO Performance Management – aligning performance, skills and growth

ELMO Performance Management links goals, feedback, development plans and career pathways so leaders can have more structured conversations about performance and growth.

Performance insights can be used to:

• Identify high‑potential specialists and future leaders in technical and non‑technical roles
• Target development opportunities that reduce risk in critical, hard‑to‑replace positions
• Inform remuneration and promotion decisions in line with market benchmarks and internal equity

Real‑time reporting helps HR and executives make more informed decisions about workforce design, succession and where AI and automation can best support teams.

ELMO Recruitment – hiring efficiently for critical roles

Where external hiring is essential, ELMO Recruitment helps you find and hire the right talent faster, with structured workflows that reduce manual admin for hiring managers and recruiters.

AI‑assisted features support screening and shortlisting so your team can focus on high‑value conversations with candidates, while maintaining clear, auditable recruitment processes that align with your security and compliance standards.

Want to know more?

Explore the full infographic for a visual snapshot of IT and telecoms’ AI readiness, skills gaps and workforce benchmarks — then use the insights to refine your 2026 workforce and capability strategy.