Pause For Thought
Every year there are changes to the way we do business. Some are imposed, some are opportunistic, but most are reactionary.
The current global workforce demographic is shifting, with Millennials (Gen Y) and Gen Z now making up 63% of the workforce. Gen X (my generation) accounts for 33%, with only 4% represented by Baby Boomers. Next year, the earliest Gen Alpha population will turn 16 and become eligible for work through apprenticeships. This means organisations could soon have five different generations within one workforce. That in itself isn’t alarming, but the way these generations work together and interact can be.
Recent research I presented at a national conference found that 52% of employees in the UK openly state they wouldn’t want to work with a different generation in the workplace. Surprisingly, that’s not the biggest concern, as this has been the case since age classifications began in the early 1900s. The real issue is that we’re still not learning how to collaborate and work better together.
At another conference towards the end of 2025, I heard the same narrative from several Gen Xs and even Millennials, describing Gen Z as “work shy” with “a poor work ethic”. I challenged this by asking whether that was actually true, or simply a reflection of difference and comparison.
When I started out in my first job, Baby Boomers were saying the same thing about my generation. I’m sure they heard similar rhetoric from the Traditionalists before them.
Yes, there are differences. Some are the result of external factors such as changes in education, COVID, and different parenting approaches. Others are more groundbreaking, and the rest of us are still trying to get our heads around them. The shift in communication and knowledge sharing, new sources of innovation, and a stronger emphasis on work-life harmony rather than working ourselves into a stressful existence are all part of that change.
I’m reminded of a simple but critical message:
“What got you to where you are now might not be fit for purpose to get you where you want to go.”
The bottom line is that we need to focus on what we are trying to deliver in our organisations and how we can achieve it by benefiting from the range of experience that exists within today’s workforce.
News
The UK’s unemployment rate fell unexpectedly to 4.9% in early 2026, but the drop was largely driven by an increase in economic inactivity rather than more people finding jobs. In particular, fewer students were actively seeking work alongside their studies, which reduced the number counted as unemployed. At the same time, wage growth slowed to its weakest level since 2020, though still outpacing inflation, and job vacancies dropped to a near five-year low, suggesting a cooling labour market. Early signs also indicate a slight decline in payrolled employment, raising questions about the sustainability of this apparent improvement.
Despite the headline fall in unemployment, underlying challenges remain. Economists warn that rising energy costs linked to global conflict could weaken hiring and push unemployment higher in the coming months. There are also concerns about growing inactivity and the difficulties young people face in securing work, with confidence and mental health cited as key barriers. Overall, while the labour market showed signs of stabilising at the start of the year, the outlook is uncertain, with external pressures likely to impact both employment levels and economic growth.
To read the report in full visit: https://www.bbc.co.uk/news/articles/cjd84pkkjgpo
Insight
The world of work is evolving rapidly in 2026, driven by the lasting effects of the pandemic and the growing influence of AI says Jane Hamilton writing for The Times. New behaviours are emerging, such as “dry-chatting,” where employees rehearse difficult conversations with AI to build confidence, and “vibe working,” where people direct AI tools to execute tasks based on desired outcomes rather than detailed instructions. At the same time, workplace trends like “rage applying” reflect growing frustration among employees, while “false retention” highlights that many are staying in roles for security rather than engagement. Alongside this, organisations are rethinking environments through “anti-office” design and individuals are shifting priorities through “meaning-maxxing,” focusing more on purpose and personal fulfilment than traditional markers of success.
These changes are creating both opportunities and challenges for leaders. While AI is reshaping how work gets done, freeing up time for judgment and strategy, it is also contributing to issues like data overload, where leaders increasingly rely on instinct despite having more information than ever. Meanwhile, rising concerns around employee experience, from mental health to fair treatment, underline the importance of culture and leadership. Overall, the trends point to a workplace where success depends less on efficiency alone and more on clarity, adaptability, and aligning work with both human needs and organisational goals.
To read the article in full visit: https://www.thetimes.com/business/companies-markets/article/how-world-of-work-changed-times-enterprise-network-t0zvf96wvng-workplace-conflict-starts-with-how-we-think