The future of work isn’t short of opinions. What it’s often short of is honesty and research-based insight.
As 2026 begins, there are three conversations that I think HR and talent leaders keep circling – not because they’re fashionable, but because they expose where systems, assumptions and practices are under strain. I’ve been writing about these in my Friday newsletters through 2025 and will continue into 2026….and beyond!
1. Rehumanising AI at Work
AI is no longer experimental. It’s embedded. The question is no longer can we use it, but how – and at what human cost. In 2025, I spent a lot of time researching and writing about how AI is reshaping early careers and decision-making, and why governance, trust and human judgment matter more than ever. The most interesting conversations weren’t about tools – they were about accountability.
(“How AI Is Transforming the Early Career Experience”)
2. Workplace Mattering, Not Just Engagement
Engagement remains a priority, but many employees still feel invisible. Recognition exists – yet often fails to translate into motivation, loyalty or sustained contribution.
The organisations that will thrive in 2026 are those that understand mattering: how people experience value, fairness and opportunity day to day, not just in surveys, and how this links to sustainable performance cultures.
(“The Workplace Advantage We’ve Overlooked: Why Mattering Comes Before Performance”)
3. Generational Change as a System Signal
Gen Z continues to be described as difficult, disengaged or demanding. That misses the point.
Whether it’s CV dishonesty, resistance to rigid office mandates, or shifting definitions of success, these behaviours tell us far more about broken hiring and career systems than about attitudes.
(“Why Is Gen Z the Most Miserable Generation?”)
(“What Gen Z & Millennials Want from Work“)
Across all three themes, the common thread is this: people are responding rationally to systems that no longer feel fair, transparent or human.
Throughout 2026, I’ll be exploring these ideas through writing, research, podcasts and conversations with practitioners who’ve learned the hard way. My aim is simple: to reduce noise, challenge lazy narratives, and help leaders talk about the future of work with credibility and clarity.
If you’re grappling with any of these questions, you’re not alone – and these are the conversations I’ll be continuing here.
Talent Trends & Insights 