WEBVTT

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If you were to summarize the 2026 Global Human Capital Trends, what would you say is the key

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message, and why does this year represent a true inflection point for organizations and leaders?

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They’re not all HR issues, if you will. They are enterprise issues. They’re very commercial,

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enterprisewide, C-suite issues that I would say, increasingly, we’re seeing both

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C-suites and boards take a really deep, vested interest in. Last year, we were talking about

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tensions that we knew organizations were feeling in the context of lots of change happening:

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macroeconomic, political, generational, etc. Things that were happening around

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them. And they were almost sort of caught in this dichotomy, in this sort of state of, do we go

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here or do we go there? Do we go there or do we go here? This year, what we’re finding, just

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through all of the extensive conversations we’ve had with clients, is that we’re now at the tipping

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point where people need to make decisions. They need to be decisive. So we’re now at the sort of

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tipping point. And the Trends really explores all of these tipping points, what it means for

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organizations, what it means for our leaders, what it means for our teams. I know the report digs

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into a few of those tipping points more specifically. Maybe you could share with us which

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tipping point do you see as the most urgent one for leaders to really address right now?

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The first tipping point I would say that people need to start turning their attention to, and I’m

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glad to say a lot of organizations are now starting (are they through this phase? No, but

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they’re starting) to look at this tipping point from, you know, how do we think about humans plus

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machines plus technology to one that says, what is the exponential value that we could get from

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humans times machines. The second area, Shannon, is around moving from static plans

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to what we call dynamic orchestration. And so this is really about, how do you

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enable the humans times machine formula to produce the value that we’re all

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looking for? And you know what it again speaks to, I think, is an organization’s

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need to be really super focused on building an innate sense of curiosity, where

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workforces continually adapt. And then lastly, I would say, if we get those two things right, or we

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move through those tipping points in an appropriate way for any given business, we would

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then be able to more fluidly move from sort of focusing on what we have been doing in the last

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12, 24 months on cost efficiency, maximizing the use of technology to one that says, how

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do we actually think about this differently and actually create that value that we’ve been

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talking about?