The Great Rebellion is one of the latest HR trends sweeping the industry. Current economic conditions, lingering mental health fallouts from the pandemic, energy companies announcing eye-watering profits amid soaring energy prices, and now the destabilising effects of the disastrous new budget, are pushing workers to raise their voices and say enough is enough.

Making lasting change on a scale large enough to matter requires an act of rebellion. It requires courage, coming together over a common goal, and knowing when to walk away.

Here Gillian Ward, Chief People Officer at Thomas International shares her thoughts: “Employees are looking to their leaders for reassurance on whether or not their jobs are safe, as the UK battles economic turmoil. They’re also pushing for financial compensation to support living costs, something many businesses are unable to offer. A lack of transparency from business leaders on the support they can offer is a key driver of employee rebellion. The last two years expedited a shift in employee expectations. Now, people are working to live, not living to work.

“To get the best out of a rebellious workforce, business leaders must listen to the resisters, rather than fight against them. By actively listening to employees and doing something as a result, organisations can create advocates and foster a culture of trust, empowerment and outcome-based working in these difficult times. However, it’s important to remember that no two employees are the same. Realising that there are going to be numerous reasons for opposition is essential because managers can then tailor support.

“Measuring emotional intelligence can help managers better understand their teams’ emotions and how they view certain workplace situations. Using this insight, they can not only understand the root causes of rebellious behaviour but develop the ‘soft’ skills necessary to triumph over adversity organisationally. It’s about building meaningful cultures that encourage people to thrive, rather than viewing resentful employees as people to ‘fix’.”