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ISSUE 255 – Synopsis – January 2026
Trends for 2026
As we approach the final months of 2025, we look ahead to the challenges and opportunities that 2026 will bring. In our first issue of the new year, we will explore the key trends set to define the HR agenda in 2026 – from workforce strategy to technology, wellbeing to regulation – helping decision-makers prepare for what’s next in a fast-evolving landscape. We are inviting HR practitioners, thought leaders, analysts and solution providers to contribute expert articles, insights and guidance on the key themes we aim to explore: Workforce futures – how are demographic shifts, hybrid models and the global talent pool reshaping workforce planning? People analytics and AI – what are the emerging tools and ethical considerations in applying predictive analytics and AI in HR decision-making? The evolving employee experience – what will engagement, wellbeing and DEI look like in a digitally native and purpose-driven workforce? Skills, learning & development – how are L&D strategies adapting to skills shortages, rapid change and continuous learning demands? Leadership & culture – what kind of leadership styles, values and cultural priorities will resonate in 2026? Regulatory outlook – what upcoming legal or policy shifts should HR & People leaders anticipate and prepare for? Sustainability & social impact – how is the HR function driving environmental, social and governance priorities? We are particularly interested in contributions that include original research or data-driven insights, practical guidance and frameworks and real-world examples and case studies, along with forward-thinking opinions.
Catalysing culture change
Organisational transformation culture change has long been recognised as one of the most complex and critical challenges, yet in today’s environment of constant disruption, it has become not just a strategic priority, but a business imperative. As we look ahead, HR leaders are increasingly expected to lead from the front in shaping, enabling and sustaining meaningful cultural transformation. We are setting out to explore what it truly means to catalyse culture change in 2026 and beyond. We will be examining the drivers of cultural evolution, the role of leadership and values, the impact of technology and the growing need for authenticity, inclusion and agility in workplace culture. Key issues include: How HR leaders can align culture with strategy during times of transformation or growth. The role of middle managers in reinforcing or resisting cultural shifts. Embedding DEI, wellbeing and purpose into everyday behaviours – not just policies. We are interested in delving into how culture can be measured – what works, what doesn’t and what is next. Culture is the single pivot all of us must work around. In a world that is so volatile, how can culture be a commercial advantage? Who is showing the benefits of this in industries that are impacted by world events? How is this being used to address the sweeping political changes and what can we do to ensure this doesn’t send our workplaces backwards? We are looking for stories of successful – and failed – culture change initiatives and what we can learn from them. We are especially interested in grounded insights and evidence-based perspectives. How can HR leverage digital tools and people analytics to support cultural change? We are looking for stories of successful (and failed) culture change initiatives and what we can learn from them. We’re especially interested in grounded insights and evidence-based perspectives.
Learning & development
As organisations evolve and the future of work becomes increasingly dynamic, learning & development stands at a crossroads. The rapid advancement of technology, shifting employee expectations and the growing demand for continuous skills development are reshaping how companies approach L&D development. With 2026 on the horizon, HR leaders are tasked with asking; what is next for L&D? We will explore the future of learning and development, examining the emerging trends, innovative practices and strategic shifts that will shape the L&D landscape in the years to come. We are looking to provide insights that guide our readership to stay ahead in an era of constant change. Key issues we plan to cover include: The role of technology in L&D – how AI, machine learning and digital platforms are revolutionising learning experiences and enabling personalised and scalable development. We will be examining hybrid learning models – how to adapt training approaches for remote, hybrid along with in-person work environments and how to ensure engagement and retention across diverse teams. We will be considering the skills for the future – identifying the skills that will be critical for organisations and how to effectively upskill and reskill the workforce. How measuring impact and ROI can increase effectiveness and maintain the appetite for investment into digital L&D programmes. We will be looking at how to build a learning culture and cultivate an environment that prioritises continuous learning and empowers employees to take ownership of their development. We will be exploring the changing role in a distributed workforce, whether to globalise content or keep content local and culture-sensitive. We will also be looking at the role of the employer in learning, has this shifted, do Gen Z (and beyond) even expect this or should we shift models to enable them to manage their own growth? Has L&D caught up with the rest of tech in workplaces. Also, we will be exploring the importance of diversity, equity and inclusion in L&D – how integrating DEI principles into L&D strategies fosters inclusive learning experiences for all.
Managing New Forms of Work – the HR Megatrend
As the world of work continues to evolve, HR leaders are faced with unprecedented challenges and opportunities. The rise of new forms of work – from hybrid and remote models to the gig economy, freelance work and AI-driven automation – is not just a passing trend, but a seismic shift that is fundamentally changing how organisations operate, how employees engage and how work itself is defined. In this issue, we will explore the HR megatrend of managing new forms of work. As businesses increasingly embrace flexible, diverse and technology-enabled ways of working, HR & People leaders must be prepared to navigate this complex landscape and drive success amidst rapid change. Key issues we aim to address include: Fractional roles – part-time or contract-based leadership or specialist roles – are they being catered for? Hybrid & remote work models – how can HR leaders create sustainable and engaging work environments in a hybrid or fully remote setting, while maintaining productivity, culture and connection? We will be looking into managing third-party and contract workers – how can organisations effectively integrate and manage a growing freelance workforce, while maintaining a unified corporate culture and ensuring fairness in compensation and benefits? Also, AI & automation in the workforce – what role will AI, robotics and automation play in reshaping roles, job designs and workforce structures? Workplace flexibility & wellbeing – how can HR leaders create work structures that support both organisational goals and employee wellbeing, without sacrificing performance or inclusivity? Legal & compliance challenges – what new legal frameworks, contracts and policies will HR need to address as the boundaries between full-time employees, contractors and gig workers become blurred?
For all our subjects this issue at the start of the new year we invite HR practitioners, consultants and field experts to contribute insights, guidance, opinion, case studies and practical advice on managing the future of work, for 2026 and beyond.
Please post them on our Editorial Portal.
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