Moving Forward: What Will 2026 Bring For Contact Centers?

Change is the norm in contact centers. There are the customer issues, and, depending on the center, customer sales opportunities. Rarely is one day or shift like the one before it or the one afterward.

Contact centers are affected by change. Like in budgets and management policies, in products and services, marketing campaigns, new technologies, best practices, hiring and turnover, in laws and regulations, by disasters, and above all, in customer and employee needs.

But contact centers can and do create change. Like by improving the customer experiences (CX), agent and supervisor engagement and work environment, and by uncovering and fixing underlying issues. But also by uncovering opportunities and ideas for new or enhanced products and services.

This past year has been about change, at all levels. Like in customer expectations, channel preferences, agent coaching, demand, qualifications, and supply, and in technology, notably AI-driven tools.

And there appears to be every indication that this change will not only continue but accelerate in 2026.

To provide advice and guidance for contact centers, we reached out to our Advisory Board to find out what contact center trends, in this context, do they foresee in 2026? And are they the same, changed, or new as compared to 2025?

1. Human agents will handle more complex and emotional interactions

• AI will take on more of the quick, routine interactions, which means higher percentages of the remaining questions will require human judgment.
• Ironically, voice may become more important in 2026 as agents handle the complex issues that customers prefer to discuss by phone.
• Even with advanced AI, many customers will still seek human reassurance. Some will call to confirm that the AI’s answer is correct. Others will have unique or unusual questions that automated systems cannot handle.
• Customer service has always been the “exception department.” If a question had a standard answer, it would already be in the product design or on the FAQ page. Humans remain essential for handling unforeseen customer service exceptions.

2. Talk time (TT) will rise even as after-call work (ACW) decreases

• As AI handles simpler inquiries, what remains for human agents are the emotionally charged or technically complex situations that take longer to resolve.
• As a result, TT may increase. That needs to be accepted and adapted to by your workforce management (WFM) team.
• On the other hand, ACW time may shrink due to stronger AI tools that summarize interactions and complete fulfilment steps.

3. Coaching will shift toward emotional intelligence and communication skills

• Coaching will shift in 2026. Process and fact-based coaching will become less frequent because agent assist tools provide the correct steps.
• Instead, team leaders will spend more time developing emotional intelligence and communication skills in their human agents, since those are the skills required for handling more challenging interactions.

“...contact center salaries may move closer to those of professions that require specialized expertise.” —Mike Aoki

4. Agent hiring profiles and pay expectations will change

• As simpler Tier 1 inquiries get handled by AI, human agents will take on typical Tier 2 interactions. That means emotional intelligence, problem solving, and emotional customer support skills will become the new baselines for frontline agents. That demands a higher skill set.
• There are early signs contact centers may begin hiring from fields such as social work or psychology. These backgrounds align with the rising need to calm upset customers, listen empathetically, and manage emotionally complex situations.
• If this shift continues, starting contact center salaries may move closer to those of professions that require specialized expertise. These may mirror IT support salaries, where entry-level workers often start with advanced credentials.

5. Demographic mismatches and communication preferences will create new challenges

• Demographics will add complexity. Gen Z employees often prefer text and may have limited experience with phone conversations. Yet many callers, especially older customers, still rely entirely on voice.
• So, you may wind up with Gen Z agents, who dislike talking on the phone, getting yelled at by Boomer customers who only want to talk on the phone!
• There is an equal mismatch in written channels. Some older agents focus heavily on creating carefully composed paragraphs in chat, while many younger customers communicate in short, rapid bursts.
• So, impatient Gen Z customers may wonder why an agent is taking forever to write complete sentences with punctuation rather than just fixing their problems.
• Broad-based industries such as banking, telecom, insurance, and utilities must support every major communication channel. That requires agents who can shift across demographics and communication styles.
• The idea of a truly universal agent is appealing but difficult. Some people excel on the phone. Others excel in writing. Few excel equally in voice, email, chat, and SMS.
• Hiring, training, and coaching will need to adapt. Leaders must match the right skills to the right queues, support multiple communication styles, and ensure each channel is properly staffed with trained agents.

Around this time last year, I cited agentic AI as the big trend to watch for in 2025, especially for the contact center.

That has unfolded much as I expected, and it continues to drive how CX leaders are deploying AI. Agentic AI – also known as AI agents – takes automation to new levels, where these bots can manage tasks end-to-end without human intervention.

Building on this, for 2026 I expect to see voice take a more central role in how agentic AI is used. While it is still early days for agentic AI, the use cases related to CX are strong, both for customer-facing needs and internal operations.

“...it’s with customer-facing scenarios that we should expect to see the biggest uptake of voice in 2026 for agentic AI in the contact center.” —Jon Arnold

Much of this relates to automating behind-the-scenes workflows, which frees up human agents to focus more intently on customer needs. These can largely be managed via text, but as agents and supervisors become more comfortable with agentic AI, they will be more inclined to interact via voice.

To some extent, the use of voice will grow for internal automation scenarios, especially in cases where it is easier or more convenient than text. However, it’s with customer-facing scenarios that we should expect to see the biggest uptake of voice in 2026 for agentic AI in the contact center.

As the quality of speech recognition keeps improving, AI agents will be better able to gauge customer sentiment and intent and understand what needs to be done. This will allow them to extend self-service support to new levels, thus strengthening the business case for agentic AI in the contact center.

Similarly, for customers, as they experience better forms of self-service, the more comfortable they will be using voice to engage with AI agents.

With AI becoming normalized now across everything, it will no longer feel unnatural for customers to converse with virtual agents, and in some cases they will be hard-pressed to tell if they’re speaking with a human or virtual agent.

This is exactly what contact centers want to see, as the more customers trust voice for self-service, the more impactful agentic AI can be in handling inquiries end-to-end.

Prioritizing People: Lessons and Opportunities

1. Supporting Remote Agents

The COVID-19 pandemic taught us the value of adaptability and revealed how differently people respond to remote work. While some thrive independently, others need a strong support network.

As we face ongoing pressures to do more with less—and as AI automates routine tasks—we must be deliberate in fostering the human connection. Efficiency is essential, but so is the wellbeing of our teams.

2. Balancing Efficiency with Connection

Meetings are often targeted for streamlining. Clear agendas, concise notes, and focused action items help them run smoothly and efficiently.

Yet it’s crucial not to lose the elements that build relationships. For example, starting staff meetings with “connection before content”—sharing personal favorites or memories—creates laughter, strengthens bonds, and builds trust.

These moments may be hard to measure. But their impact is felt in team cohesion and morale.

3. Metrics and Their Limits

Time is money and we track it closely. However, relentless focus on metrics like call handling time in a contact center can backfire. Lowering targets too far may drive behaviors that harm both customer and employee experience.

It’s important to recognize when efficiency goals begin to erode the quality of interactions. You then need to adjust accordingly, a lesson reinforced by past experiences in contact center management.

4. Building Networks and Relationships

Professional and personal networks are vital for success and mental health. Think of relationships as a bank account: regular deposits—check-ins, genuine conversations, and support—build a balance you can draw on when needed.

Scheduling intentional time to connect helps maintain these relationships, keeps you informed, and supports overall wellbeing.

“As we face ongoing pressures to do more with less—and as AI automates routine tasks—we must be deliberate in fostering the human connection.” —Dr. Debra Bentson

The Path Forward: Prioritizing Each Other

Ultimately, we must make a conscious effort to prioritize each other as we navigate busy days. Therefore, prioritizing people isn’t just a nice-to-have; it’s a strategic imperative for resilient, high-performing teams.

By blending efficiency with authentic connection, we create workplaces where people feel valued, supported, and empowered to excel.

The Future May Belong to AI...

But it Also Belongs to the WFMers Who Know How to Fix What AI Breaks.

An unfortunate trend that we are seeing in WFM right now is the fallout from AI.

For early adopters, the exponentially fast growth and change, combined with lack of governance, have produced new problems in our field.

Overpromised as a miracle cure-all, the AI-generated “workslop” is producing more than its fair share of distorted results along with the good stuff.

We used to make fun of AI-generated pictures showing people with extra limbs, but it’s not so funny when it’s generating misshapen forecasts and unworkable schedules. The lack of accountability is driving a gap in our workforce and aggravating our customers.

“As for the future of AI, it’s becoming more interesting to read a list of the things it cannot do, rather than the things it’s supposed to be able to do.” —Tiffany LaReau

AI continues to struggle with cause-and-effect modeling, which we always knew would be a big weakness because it was never an “Intelligent Being.”

I’m still worried about AI and machine learning taking over our forecasts because even though all that historical data already lives inside its software, full of patterns that should be way easier for a machine to spot, it still doesn’t recognize it.

We’ve served up giant databases full of history on a silver platter but without a proper framework of human behavior, so it doesn’t know the difference between signal and noise.

The Human Opportunity in Repairing AI Issues

It’s not all bad news; it’s just that our role has changed. AI has become the new normal, so it’s up to us to fix what AI breaks.

First, we must understand what generative AI (Gen AI) really is, and fortunately, schools like Harvard and MIT have opened up their catalogs of free online courses to the public, regardless of background, allowing anyone to become AI-fluent!

Then, for us WFMers, knowing what to fix means a trip back to basics, starting with how contact center math works, because ultimately that’s how we know if our software is doing it correctly.

It’s what we should have done from the beginning; start with the WFM fundamentals, then add AI acceleration. Gen AI is still evolving, and it absolutely has the power to improve upon an existing WFM forecasting process, getting us there faster and easier.

As for the future of AI, it’s becoming more interesting to read a list of the things it cannot do, rather than the things it’s supposed to be able to do. For the career-WFMer that translates to Human Opportunity!

The 2026 trends are still the same as the 2025 trends!

• Technology: AI, chatbots, intelligent virtual assistants (IVAs), voice authentication, real-time language translation, speech recognition, predictive analytics, QA software, cloud-based systems, omnichannel, data privacy, Internet of Things (IoT).
• Operations: Remote workers, wellness programs, sustainability, social responsibility, processes, WFM, training programs, customer loyalty, customer service, CX, reports.

My advice in January 2025:

• Get “Back to Basics” on how your center operates and identify what your customers want and how to make sure your employees have everything they require.
• Develop a three-to-five-year strategic implementation plan for technology upgrades and process enhancements that will be effective.
• Watch your pocketbooks. Some of the modern technologies are expensive and may not be worth the investment if your customers find them more cumbersome to use.
• Implement changes SLOWLY and start with a small customer demographic. Let customers know you want their opinions and feedback on the innovative technologies and processes that you will be testing.

My advice in September 2025 about the challenges:

• Contact centers are indeed facing a wide variety of challenges. Always remember to begin your solution to a problem with “Getting Back to Basics.”
• Budget pressures, evolving customer expectations, staff shortages, and turnover will always be at the forefront of your center.

What trends do I foresee for 2026 when not much has changed?

First, I am hoping that you have developed methodologies with your management teams on how to make life easier for your staff and customers.

• Are you thinking like a customer and an employee?
• Have you done an internal audit on your center’s operation and developed plans to improve your weaknesses?

Second, what enhancements have you made to your website? Every interaction is an event that impacts how your company is perceived by your customers.

Finally, remember that your employees are your company’s best resource and greatest asset. Employee satisfaction is paramount; the happier they are, the better they treat your customers.

AI technology is still being discussed and not many small (75-agent seat) or medium (250-agent seat) centers are embracing this technology due to cost.

My advice is to use your current contact center-as-a-service (CCaaS) IVA technology or invest in generative AI to assist with agent coaching. Pop-ups to an agent on a live call with suggestions on what to say to a customer are gaining momentum.

“Employee satisfaction is paramount; the happier they are, the better they treat your customers.” —Laura Sikorski

Also, be careful with your chat setup. Lately I have witnessed less “live” chat agents helping customers and more confusing chatbot interactions. Chat used to be my contact route and now I rarely use it.

My best wishes for a fantastic 2026!