In 2026, strengthening cybersecurity efforts is not just about protecting systems-it is about protecting people, trust and the long-term health of the business

Analysis from Lab1 examining 141 million leaked documents found that 82% contained HR, payroll or CV data, highlighting just how frequently workforce information is exposed, and often targeted, during breaches. At the same time, Mimecast’s 2025 State of Human Risk Report shows that 95% of data breaches now involve human error, driven by insider threats, credential misuse and user-driven mistakes. Together, these findings underscore a hard truth: cybersecurity risk is deeply human, and HR sits at the centre of it. 

The threat landscape is human-centred 

Cybercriminals are increasingly exploiting people rather than technology. Generative AI has made phishing and social engineering attacks more convincing and easier to scale, while simpler tactics continue to bypass traditional defences by targeting employee behaviour. With workforce systems holding high-value data, HR teams are directly exposed to these risks. 

This challenge is compounded by a persistent shortage of cybersecurity professionals. Many organisations lack the in-house expertise needed to manage complex and evolving threats, forcing a shift toward shared responsibility across departments. In response, cybersecurity is becoming more embedded in business operations, and HR’s role is expanding as a result.

Forrester research indicates that 40% of security organisations will add a dedicated workforce risk role, signalling a growing recognition that managing human risk is just as important as managing technical controls. This shift creates a meaningful opportunity for HR professionals to demonstrate strategic value by helping organisations understand, mitigate and reduce workforce-related risk.

Why HR must be at the table 

HR systems contain some of the most sensitive data an organisation holds-personal identifiers, banking details, health information and access credentials. It is no surprise that many HR leaders are increasingly concerned about data breaches and are re-evaluating technology providers, internal processes and training practices as a result. 

But HR’s influence extends beyond data stewardship. HR teams shape who joins the organisation, how they are onboarded and how expectations are set from day one. From access provisioning and role-based permissions to policy education and ongoing training, HR is often the first line of defence in preventing security gaps before they appear. 

As Microsoft researchers note, “In this environment, organisational leaders must treat cybersecurity as a core strategic priority-not just an IT issue-and build resilience into their technology and operations from the ground up”. HR plays a vital role in that foundation by embedding security into workforce processes rather than layering it on after the fact. 

Balancing security and employee experience 

One of the biggest challenges for HR leaders is balancing cybersecurity requirements with the need to maintain employee morale and engagement. Overly restrictive policies or heavy-handed controls can create frustration, reduce productivity and erode trust. On the other hand, insufficient guidance or training increases risk exposure. 

This is where HR’s perspective is essential. HR teams are uniquely positioned to design security practices that are clear, reasonable and aligned with how employees actually work. By partnering closely with IT and compliance, HR can help ensure that security controls protect the organisation without undermining the employee experience. 

So, what are the practical, HR-led solutions? 

 
Ongoing security awareness 

Make cybersecurity training continuous, not one-and-done. Regular, role-specific education helps employees recognise evolving threats like phishing and credential misuse, especially in roles handling sensitive HR and payroll data. 

Role-based access management 

Use onboarding, role changes and offboarding as checkpoints to review access permissions. Aligning system access with job responsibilities reduces unnecessary exposure to sensitive data. 

HR-IT collaboration 

Work closely with IT to stay informed on vulnerabilities, response plans and emerging threats. This partnership ensures HR policies and workforce processes support broader security efforts. 

Vendor security oversight 

Evaluate HR and payroll vendors through a security lens, including encryption and data protection standards. Vendor diligence is critical to safeguarding employee data across systems. 

Clear security communication 

Explain why security policies exist and how they protect employees and the organisation. Clear, consistent messaging builds trust and encourages shared responsibility. 

Cybersecurity as a trust exercise 

At its core, cybersecurity is a trust exercise. Technology alone cannot prevent breaches; it depends on the people who use it and the culture that supports them. HR is uniquely positioned to shape that culture from day one-setting expectations, reinforcing accountability and ensuring employees understand their role in protecting organisational data. 

When security is framed not as a compliance burden but as a shared responsibility, employees are more likely to engage, ask questions and act responsibly. In this way, HR becomes not just a risk mitigator, but a trust builder. 

In 2026, HR professionals who embrace cybersecurity as part of their strategic mandate will help their organisations build resilience, protect employee data and maintain confidence in an increasingly digital workplace-while reinforcing the human foundations that security depends on most.