The Workplace Reality

People aren't giving up on work, they're becoming more selective. Explore the trends shaping employee commitment, career growth and leadership aspirations across 32 countries.

19.10.26

The world of work continues to be shaped by uncertainty. Economic pressures, geopolitical instability, rapid technological change and evolving expectations are influencing how people think about their careers and their futures. Yet our latest global research suggests that caution should not be mistaken for disengagement.

Across 32 countries, employees remain ambitious and committed to building successful careers, but they are becoming more deliberate about where they invest their time and energy. The findings reveal a workforce seeking growth and purpose – but also seeking stability. This context presents opportunities for employers willing to invest in growth, trust and meaningful employee experiences.

The Workplace Reality 2026 report explores the future of leadership and people management, changing career aspirations and the rise of non-linear careers, and the gap between employer aspirations and employee reality.

Key findings

Employees are staying but commitment is fragile

While retention remains resilient, the research indicates that people are staying for safety and stability, rather than commitment alone.
Career growth is the strongest lever for commitment

Career support emerges as the single factor most consistently linked to advocacy, intent to stay or leave and management appetite.
Just 1 in 4 say becoming a people manager looks attractive, based on what they see in their organisation today

Management is increasingly viewed as a burden rather than a reward, particularly where career support is lacking.
Organisations deliver on contractual promises better than experiential ones

But under-delivering on elements like career progression and company culture increases intent to leave.
Listening without visible action is worse than not listening at all

Asking employees for feedback without visibly responding is associated with worse sentiment than not asking at all.
‘Visible action’ on employee feedback is simpler than might be expected

Openness about findings and intentions is itself experienced as action.