As January 2026 arrives, I would like to share the latest developments with you. My aim in summarizing the key developments in the field of human resources (HR) in Turkey and Europe is to provide HR professionals with objective and unbiased information. Data and opinions are based on reliable news sources, official reports, and industry analyses.
1. Wage Increases and Purchasing Power
Minimum wage and pensions: At the start of 2026, Turkey's minimum wage was raised from 22,104 TL to 28,075 TL; the lowest pension was increased from 16,881 TL to 20,000 TL.
Purchasing power: According to Dünya Gazetesi, the gap between the lowest and average pension amounts has narrowed significantly in recent years; the difference dropped from 109% in 2019 to 18% in January 2026. This indicates that the real income of retirees and employees has been eroded by inflation.
In line with the 2026 inflation target, no mid-year minimum wage increase is planned for July; however, it is necessary to follow developments and await the final decision in the interim period.
2. Confidentiality Regulation in Social Security Service Records
According to news published on January 19, 2026, "termination codes" and "reasons for dismissal" were removed from the Social Security Institution (SGK) Registration and Service Record / Workplace Title List document.
In the Council of State's ruling dated October 14, 2024, it was stated that the "violation of moral and good faith rules" code was based on unilateral declaration and was contrary to the protection of personal data and the right to work.
Employees will continue to view their termination codes through e-Government; however, this information will no longer appear on the service records provided to employers. While the regulation aims to protect employees from unfair labeling, it will create the need for employers to allocate more time for reference checks and past performance reviews. Although HR departments will now focus on experience and competency-based methods in candidate evaluations, a simultaneous RefCheck process will gain even more importance.
How do you view this development?
3. 2026 Salary Increases and HR Research
In Fast Company Turkey's December 2025 article, findings from a Mercer survey of 671 large companies were reported. The majority of companies plan to implement their 2026 salary increase in a single adjustment in January; increase rates are concentrated in the 20–35% range. Especially with the pandemic, the minimum wage increase rate has become an important benchmark for salary adjustments, along with inflation and company budgets affecting these rates.
A chemical company stated that it plans approximately 20% increases based on the formula of the past 6 months' inflation + 3–4%, and may make additional increases for promotions in July. A pharmaceutical company targets an average 20% increase in line with the minimum wage increase; performance-based adjustments ranging from 15–25% are emphasized.
According to Mercer data, 60% of large companies in Turkey implement salary increases once a year, 36% twice, and 4% three times. In the 2026 survey, the proportion of companies planning a single increase has risen to 78%.
Companies determine their budgets taking inflation and minimum wage increases into account; however, performance-based differentiated raises and additional increases following promotions are also on the agenda. It is becoming critical for HR professionals to set compensation policies with transparent criteria and manage employee expectations.
4. Performance Evaluation and Goal-Setting Period
The year-end and new year start has always been a busy time for HR teams. Closing one period involves performance reviews and results, annual reporting, identifying development areas, and finalizing budgets. As a new period begins, especially in Turkey, preparing 3 or perhaps 4 alternative budgets while awaiting benchmark studies on salary increases, minimum wage, retirement, and inflation rates announced by authorities, along with new year goal-setting activities waiting at the door.
When aligning HR goals with strategic planning, the approach I might suggest is the "4P Model" (People, Productivity, Profitability, Prosperity). It can be evaluated in terms of seeing how investments in people contribute to and impact other indicators.
5. EU Pay Transparency Directive
To be transposed into national law by all EU member states by June 7, 2026. The directive includes provisions such as specifying salary ranges in job postings, gender-neutral pay criteria, employees' right to access pay information, and gender pay gap reporting.
Impact in Turkey: Although Turkey is not an EU member, compliance with the directive is becoming important for companies operating in the EU or working with EU companies to gain a competitive advantage. Transparent pay policies can also have a positive impact on employee trust and employer branding.
I know that companies with global and European connections are already preparing for compliance with this directive; they should establish systematic processes for pay structure transparency, gender equality, and data management.
What do you think about this topic — what would the picture look like if such a policy were implemented in Turkey as well?