Emerging HRM Trends_Labour Market Forecast 2026
CharlesCotter
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78 slides
Nov 02, 2025
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About This Presentation
In this research, evidence-based presentation, I highlighted the following 4 key points:
Emerging HRM Trends & Priorities 2026
Labour Market Forecast 2026
Implications of these labour market forecasts for Zimbabwe-based HRM
The 4 Pillars of HRM Transformation & Blueprint
Slide Content
EMERGING HRM TRENDS AND LABOUR
MARKET FORECAST FOR 2026
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
https://www.youtube.com/@charlescotterphd3991
ANNUAL LABOUR RELATIONS SUMMIT
HYATT REGENCY HOTEL, HARARE
16 OCTOBER 2025
45:46
MARKET FORECAST FOR 2026
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
https://www.youtube.com/@charlescotterphd3991
ANNUAL LABOUR RELATIONS SUMMIT
HYATT REGENCY HOTEL, HARARE
16 OCTOBER 2025
45:46
PRESENTATION OVERVIEW
•Introduction and Contextualization
•Emerging HRM Trends & Priorities 2026:
❑Gartner (N = 426)
❑Deloitte (N =10 000)
❑AIHR (N = not stated)
❑SHRM (N = 212)
❑Hyreo (N = 2000)
❑CIPD (N = 1 000)
❑Cotter (N = 18 000)
•Labour Market Forecast 2026:
❑WEF (N = 1 000)
❑Forbes
•The 4 Pillars of HRM Transformation & Blueprint
•Implications of these labour market forecasts for HRM
•Conclusion, Summary and Questions
•Introduction and Contextualization
•Emerging HRM Trends & Priorities 2026:
❑Gartner (N = 426)
❑Deloitte (N =10 000)
❑AIHR (N = not stated)
❑SHRM (N = 212)
❑Hyreo (N = 2000)
❑CIPD (N = 1 000)
❑Cotter (N = 18 000)
•Labour Market Forecast 2026:
❑WEF (N = 1 000)
❑Forbes
•The 4 Pillars of HRM Transformation & Blueprint
•Implications of these labour market forecasts for HRM
•Conclusion, Summary and Questions
TOP HRM TRENDS AND CHRO PRIORITIES
FOR 2026 (GARTNER - N = 426)
•1. Harness AI to Revolutionize HRM:CHROs must craft a
clearly defined, HRM-focused AI strategy. A critical aspect
of this is evolving the HRM operating model, which has the
highest predicted impact on AI productivity gains at 29%.
•2. Shape Work in the Human-Machine Era:The priority is
to develop a "now-next" talent strategy for a blended
workforce. CHROs must plan for various human-AI
scenarios to ensure the organization is prepared for the
future of work.
•3. Mobilize Leaders for Growth in an Uncertain
World:Leaders must be equipped to routinize—not just
inspire—change. When change becomes an instinctive part
of work, it results in a three times higher probability of
healthy change adoption.
•4. Address Culture Atrophy to Power Performance:To
drive results, CHROs must embed the desired culture into
employees’ daily work. Organizations that successfully do
this can see up to a 34% increase in employee
performance.
FOR 2026 (GARTNER - N = 426)
•1. Harness AI to Revolutionize HRM:CHROs must craft a
clearly defined, HRM-focused AI strategy. A critical aspect
of this is evolving the HRM operating model, which has the
highest predicted impact on AI productivity gains at 29%.
•2. Shape Work in the Human-Machine Era:The priority is
to develop a "now-next" talent strategy for a blended
workforce. CHROs must plan for various human-AI
scenarios to ensure the organization is prepared for the
future of work.
•3. Mobilize Leaders for Growth in an Uncertain
World:Leaders must be equipped to routinize—not just
inspire—change. When change becomes an instinctive part
of work, it results in a three times higher probability of
healthy change adoption.
•4. Address Culture Atrophy to Power Performance:To
drive results, CHROs must embed the desired culture into
employees’ daily work. Organizations that successfully do
this can see up to a 34% increase in employee
performance.
3. MOBILIZE
LEADERS FOR
GROWTH IN AN
UNCERTAIN
WORLD
•Navigating change and transformation is essential for
leaders to drive growth, but change has become
ungovernable. In order to lead through change today,
leaders need to routinize, rather than inspire, change.
•HRM must take three main actions to help leaders
routinize change:
❑Clarify to leaders that they must focus employees on
making progress across the change journey and reset
leader expectations about their role in change.
❑Help leaders regulate employees’ – and their own –
discomfort with change by teaching them to
understand their own emotions, what’s driving them,
and what they can do to cope and move forward.
❑Teach leaders how to build employees’ change reflexes
by helping leaders identify what core change skills
matter most, finding moments within daily work to
practice those skills and securing employee
commitment to building the necessary reflexes.
LEADERS FOR
GROWTH IN AN
UNCERTAIN
WORLD
•Navigating change and transformation is essential for
leaders to drive growth, but change has become
ungovernable. In order to lead through change today,
leaders need to routinize, rather than inspire, change.
•HRM must take three main actions to help leaders
routinize change:
❑Clarify to leaders that they must focus employees on
making progress across the change journey and reset
leader expectations about their role in change.
❑Help leaders regulate employees’ – and their own –
discomfort with change by teaching them to
understand their own emotions, what’s driving them,
and what they can do to cope and move forward.
❑Teach leaders how to build employees’ change reflexes
by helping leaders identify what core change skills
matter most, finding moments within daily work to
practice those skills and securing employee
commitment to building the necessary reflexes.
WHAT DOES THE
FUTURE OF HR
LOOK LIKE IN
2026?
•CHROs must understand how the trends
impacting the workforce and broader
organization will shape their priorities in
2026 and beyond. The future of HRM will
be shaped by four major trends,
including:
❑AI triggers questions about the future of
HRM
❑AI is seen as a viable alternative to
human talent
❑Organizations walk a growth-efficiency
tightrope
❑The employment deal shifts to “give
more, expect less”
FUTURE OF HR
LOOK LIKE IN
2026?
•CHROs must understand how the trends
impacting the workforce and broader
organization will shape their priorities in
2026 and beyond. The future of HRM will
be shaped by four major trends,
including:
❑AI triggers questions about the future of
HRM
❑AI is seen as a viable alternative to
human talent
❑Organizations walk a growth-efficiency
tightrope
❑The employment deal shifts to “give
more, expect less”
HOW IS HRM
CHANGING TO
ADDRESS
MODERN
CHALLENGES?
•HRM is actively changing its structure and focus to
address modern challenges like AI disruption and talent
scarcity. The function is transforming in several ways:
❑Responding to AI and Technology:As AI triggers
fundamental questions about its future, HR is evolving its
operating model. Roles are shifting as AI takes on more
transactional tasks, allowing HRM professionals to focus
on strategic talent leadership and custom employee
experiences.
❑Navigating Business and Growth Pressures:To manage
the "growth-efficiency tightrope", HRM is changing its
approach to strategic workforce planning. It is developing
"now-next" talent strategies to balance immediate
performance with long-term goals, ensuring its efforts
are directly tied to business impact.
❑Addressing Talent and Change Fatigue: In response to a
shifting employment deal, HRM is changing its approach
to leadership and culture. It is redefining leader
expectations to focus on making change a routine
process and is ensuring culture is actively sustained to
boost the performance of the current workforce.
CHANGING TO
ADDRESS
MODERN
CHALLENGES?
•HRM is actively changing its structure and focus to
address modern challenges like AI disruption and talent
scarcity. The function is transforming in several ways:
❑Responding to AI and Technology:As AI triggers
fundamental questions about its future, HR is evolving its
operating model. Roles are shifting as AI takes on more
transactional tasks, allowing HRM professionals to focus
on strategic talent leadership and custom employee
experiences.
❑Navigating Business and Growth Pressures:To manage
the "growth-efficiency tightrope", HRM is changing its
approach to strategic workforce planning. It is developing
"now-next" talent strategies to balance immediate
performance with long-term goals, ensuring its efforts
are directly tied to business impact.
❑Addressing Talent and Change Fatigue: In response to a
shifting employment deal, HRM is changing its approach
to leadership and culture. It is redefining leader
expectations to focus on making change a routine
process and is ensuring culture is actively sustained to
boost the performance of the current workforce.
WHAT IS THE
IMPORTANCE OF
HRM TRENDS
AND
PRIORITIES?
•CHROs can use the latest HRM
trends and priorities to craft their
strategic plans for the upcoming
year to align with future business
needs.
•They can also proactively prioritize
activities to ensure HRM can drive
business impact.
•Gartner Says CHROs’ Top Priorities
for 2026 center around realizing AI
value and driving performance amid
uncertainty
IMPORTANCE OF
HRM TRENDS
AND
PRIORITIES?
•CHROs can use the latest HRM
trends and priorities to craft their
strategic plans for the upcoming
year to align with future business
needs.
•They can also proactively prioritize
activities to ensure HRM can drive
business impact.
•Gartner Says CHROs’ Top Priorities
for 2026 center around realizing AI
value and driving performance amid
uncertainty
OTHER TOP HR
TRENDS
•Other important areas include strategic talent
acquisition, internal mobility, data driven HRM
using AI, responsible AI practices and fostering a
connected, human-centric culture.
•Skills-based Workforce: Shifting from job titles to
capabilities, HRM will dynamically map and develop
skills to form agile, high-performing teams.
•Data Ethics and Transparency: With the rise of AI
and analytics, there is a greater need for ethical
guidelines, reduced bias, and transparent
communication about data usage to build
employee trust.
•Strategic Onboarding: Moving beyond
administrative tasks, onboarding will become a
powerful strategic tool focused on preboarding, AI
personalization, and embedding wellness from day
one.
TRENDS
•Other important areas include strategic talent
acquisition, internal mobility, data driven HRM
using AI, responsible AI practices and fostering a
connected, human-centric culture.
•Skills-based Workforce: Shifting from job titles to
capabilities, HRM will dynamically map and develop
skills to form agile, high-performing teams.
•Data Ethics and Transparency: With the rise of AI
and analytics, there is a greater need for ethical
guidelines, reduced bias, and transparent
communication about data usage to build
employee trust.
•Strategic Onboarding: Moving beyond
administrative tasks, onboarding will become a
powerful strategic tool focused on preboarding, AI
personalization, and embedding wellness from day
one.
OTHER CHRO
PRIORITIES
•Enable Internal Mobility: Create skills-
focused pathways that allow employees to
transition into new roles and take on new
challenges, fostering internal growth.
•Embed ESG and Sustainability: Align HR
with sustainability leaders to ensure
ethical labour practices and socially
responsible policies are integrated into the
organizational strategy.
•Foster Cohesion in Diverse Workforces:
Address potential friction from diverse
workforces by establishing working groups
for AI tools, monitoring inclusivity, and
training leaders on new communication
norms to build stronger cohesion.
PRIORITIES
•Enable Internal Mobility: Create skills-
focused pathways that allow employees to
transition into new roles and take on new
challenges, fostering internal growth.
•Embed ESG and Sustainability: Align HR
with sustainability leaders to ensure
ethical labour practices and socially
responsible policies are integrated into the
organizational strategy.
•Foster Cohesion in Diverse Workforces:
Address potential friction from diverse
workforces by establishing working groups
for AI tools, monitoring inclusivity, and
training leaders on new communication
norms to build stronger cohesion.
DELOITTE
HUMAN
CAPITAL
TRENDS 2025
(N = 10 000
across 93
countries)
•Navigating Tensions
•The Evolving Role of Work
•The Importance of Individual Motivation
•Stagility and Motivation at the Unit of One
HUMAN
CAPITAL
TRENDS 2025
(N = 10 000
across 93
countries)
•Navigating Tensions
•The Evolving Role of Work
•The Importance of Individual Motivation
•Stagility and Motivation at the Unit of One
DELOITTE
HUMAN
CAPITAL
TRENDS 2025
•Navigating Tensions:
❑This report highlights the need to resolve tensions
between work, workforce, and organization and culture.
❑It emphasizes that leaders must find ways to ensure the
right work is being done in an optimal way, access,
develop, and motivate the necessary workforce, and
foster a performance-enabling organization and culture.
❑Key tensions include: ensuring stability for workers while
enabling business agility, reclaiming organizational
capacity, and closing the experience gap for new hires.
HUMAN
CAPITAL
TRENDS 2025
•Navigating Tensions:
❑This report highlights the need to resolve tensions
between work, workforce, and organization and culture.
❑It emphasizes that leaders must find ways to ensure the
right work is being done in an optimal way, access,
develop, and motivate the necessary workforce, and
foster a performance-enabling organization and culture.
❑Key tensions include: ensuring stability for workers while
enabling business agility, reclaiming organizational
capacity, and closing the experience gap for new hires.
DELOITTE
HUMAN
CAPITAL
TRENDS 2025
•The Evolving Role of Work:
❑AI is revolutionizing work, requiring organizations to
create a human value proposition for the AI age.
❑This report explores how new technologies are
changing the nature of work and the need to
update employee value propositions.
❑It also examines the need to reinvent performance
management processes to unlock human
performance.
HUMAN
CAPITAL
TRENDS 2025
•The Evolving Role of Work:
❑AI is revolutionizing work, requiring organizations to
create a human value proposition for the AI age.
❑This report explores how new technologies are
changing the nature of work and the need to
update employee value propositions.
❑It also examines the need to reinvent performance
management processes to unlock human
performance.
DELOITTE
HUMAN
CAPITAL
TRENDS 2025
•The Importance of Individual Motivation:
❑This report emphasizes understanding
and capitalizing on what motivates
individuals within an organization.
❑This report encourages organizations to
move beyond broad engagement
strategies and tap into the individual
motivations of each employee, or the
"unit of one".
HUMAN
CAPITAL
TRENDS 2025
•The Importance of Individual Motivation:
❑This report emphasizes understanding
and capitalizing on what motivates
individuals within an organization.
❑This report encourages organizations to
move beyond broad engagement
strategies and tap into the individual
motivations of each employee, or the
"unit of one".
DELOITTE
HUMAN
CAPITAL
TRENDS 2025
•Stagility and Motivation at the Unit of One:
❑The concept of "stagility" is introduced, which
refers to balancing stability for workers with the
agility needed for business success.
❑This report also stresses the importance of
tapping into the individual motivations of each
employee to unlock human performance.
HUMAN
CAPITAL
TRENDS 2025
•Stagility and Motivation at the Unit of One:
❑The concept of "stagility" is introduced, which
refers to balancing stability for workers with the
agility needed for business success.
❑This report also stresses the importance of
tapping into the individual motivations of each
employee to unlock human performance.
SYNOPSIS: 11 HR TRENDS FOR 2026:
SHAPING WHAT’S NEXT (AIHR)
•HRM is entering one of its most defining moments yet. AI has already
begun to reshape how organizations make decisions, design work, and
deliver value.
•At the same time, uncertainty rises, skills gaps are growing, and the
pressure for speed and adaptability is increasing.
•HRM has a unique opportunity to lead organizational transformation by
rethinking how it operates, building new capabilities, and helping the
business stay aligned, resilient, and people-centered through change.
•In 2026, the most effective HRM professionals will be those who act as
architects of adaptability, trust, and innovation.
•Based on these 11 trends, AIHR have identified fivestrategic priorities for
HRM leaders in 2026. These are clear focus areas that will help translate
market shifts into action.
SHAPING WHAT’S NEXT (AIHR)
•HRM is entering one of its most defining moments yet. AI has already
begun to reshape how organizations make decisions, design work, and
deliver value.
•At the same time, uncertainty rises, skills gaps are growing, and the
pressure for speed and adaptability is increasing.
•HRM has a unique opportunity to lead organizational transformation by
rethinking how it operates, building new capabilities, and helping the
business stay aligned, resilient, and people-centered through change.
•In 2026, the most effective HRM professionals will be those who act as
architects of adaptability, trust, and innovation.
•Based on these 11 trends, AIHR have identified fivestrategic priorities for
HRM leaders in 2026. These are clear focus areas that will help translate
market shifts into action.
FIVESTRATEGIC PRIORITIES IN 2026 FOR HRM (AIHR)
1. AI LEADERSHIP COALITION
EMERGES WITH HR AT THE TABLE
2. HUMAN-CENTERED GOVERNANCE
GUIDES AI DEPLOYMENT
1. AI LEADERSHIP COALITION
EMERGES WITH HR AT THE TABLE
2. HUMAN-CENTERED GOVERNANCE
GUIDES AI DEPLOYMENT
FIVESTRATEGIC PRIORITIES IN 2026 FOR HRM (AIHR)
3. BUSINESSES INVEST IN
AI CENTERS OF EXCELLENCE
4. AI CAPACITY GAINS FUEL
COLLECTIVE GROWTH
3. BUSINESSES INVEST IN
AI CENTERS OF EXCELLENCE
4. AI CAPACITY GAINS FUEL
COLLECTIVE GROWTH
FIVESTRATEGIC PRIORITIES IN 2026 FOR
HRM (AIHR)
•5. Technostress and Fear of Becoming Obsolete (FOBO) enter the
HRM agenda:
❑AI will only succeed if employees feel supported and secure.
Tackling FOBO and technostress is now central to sustaining long-
term workforce health.
•HRM actions to take:
❑Build confidence with AI through hands-on learning
❑Monitor new risks
❑Make reskilling paths visible and achievable
HRM (AIHR)
•5. Technostress and Fear of Becoming Obsolete (FOBO) enter the
HRM agenda:
❑AI will only succeed if employees feel supported and secure.
Tackling FOBO and technostress is now central to sustaining long-
term workforce health.
•HRM actions to take:
❑Build confidence with AI through hands-on learning
❑Monitor new risks
❑Make reskilling paths visible and achievable
SIX (6) STRATEGIC PRIORITIES IN 2026 FOR HRM (AIHR)
6. Cross-functional
structures replace
HR silos
7. HR’s AI spending
is accelerating
8. AI fluency
becomes a baseline
HRM competency
9. Human strengths
will define HR’s
future impact
6. Cross-functional
structures replace
HR silos
7. HR’s AI spending
is accelerating
8. AI fluency
becomes a baseline
HRM competency
9. Human strengths
will define HR’s
future impact
SIX (6) STRATEGIC PRIORITIES IN 2026 FOR
HRM (AIHR)
•10. Workforce planning expands beyond jobs and roles
•11. Leadership expands as management shrinks:
❑AI and the push for efficiency may be rewriting the role of the manager, but
they’re also elevating the value of human-centered leadership in driving
trust, performance, and culture.
•HRM actions to take:
❑Redesign leadership programs
❑Recognize distributed and informal leadership
❑Support managers in transition
HRM (AIHR)
•10. Workforce planning expands beyond jobs and roles
•11. Leadership expands as management shrinks:
❑AI and the push for efficiency may be rewriting the role of the manager, but
they’re also elevating the value of human-centered leadership in driving
trust, performance, and culture.
•HRM actions to take:
❑Redesign leadership programs
❑Recognize distributed and informal leadership
❑Support managers in transition
SOCIETY FOR
HRM 2025
SURVEY
(N = 212
CHRO’s)
•In 2025, CHROs have identified key
priorities that align closely with
their organizations’ strategic
business goals.
•This is no simple task—CHROs
must balance the evolving needs
of the organization while ensuring
their HRM strategies are in sync
with those of other executive
leaders.
•This alignment is crucial to
achieving holistic, enterprise-wide
success.
HRM 2025
SURVEY
(N = 212
CHRO’s)
•In 2025, CHROs have identified key
priorities that align closely with
their organizations’ strategic
business goals.
•This is no simple task—CHROs
must balance the evolving needs
of the organization while ensuring
their HRM strategies are in sync
with those of other executive
leaders.
•This alignment is crucial to
achieving holistic, enterprise-wide
success.
TOP 5 STRATEGIC PRIORITIES FOR CHRO’s (SHRM, 2025)
(N = 212 CHRO’s)
1. Leadership and Manager
Development
2. Organizational Design and Change
Management
3. Employee Experience
4. Talent Management
5. Learning and Development and
Performance Management
(N = 212 CHRO’s)
1. Leadership and Manager
Development
2. Organizational Design and Change
Management
3. Employee Experience
4. Talent Management
5. Learning and Development and
Performance Management
TOP CHRO CHALLENGES IN 2025 (SHRM)
1. Economic and Financial Challenges
2. Employee Engagement, Attraction and Retention
3. Resources, Succession and Process Inefficiencies
4. Workload Management and Work-life Integration
1. Economic and Financial Challenges
2. Employee Engagement, Attraction and Retention
3. Resources, Succession and Process Inefficiencies
4. Workload Management and Work-life Integration
TOP CHRO VISIONS FOR 2025
(SHRM)
1. AI to become a prominent
workplace trend
2. Employee Experience and
Policy Changes
(SHRM)
1. AI to become a prominent
workplace trend
2. Employee Experience and
Policy Changes
TOP CHRO TRENDS 2025
(HYREO - N = 2 000)
(HYREO - N = 2 000)
SUPPORTING, ADDRESSING & ACHIEVING
CHRO PRIORITIES (HYREO)
•Supporting CHRO Priorities:
❑AI can enhance leadership and manager development by delivering personalized learning paths and real-
time feedback systems.
❑Automated engagement tools improve employee experience and support large-scale talent
management initiatives.
•Addressing CHRO Challenges:
❑AI reduces operational costs by streamlining core HR functions such as sourcing, screening, onboarding,
and internal mobility.
❑Predictive analytics helps CHROs plan proactively for talent gaps, retention risks, and organizational
redesign needs.
•Achieving CHRO Visions:
❑AI-human convergence ensures high-impact outcomes through a blend of empathy-led leadership and
data-driven efficiency.
❑Tools like Hyreo’s AI agent-based co-pilot empower CHROs to tackle talent challenges, boost
productivity, and align HR efforts with business goals.
CHRO PRIORITIES (HYREO)
•Supporting CHRO Priorities:
❑AI can enhance leadership and manager development by delivering personalized learning paths and real-
time feedback systems.
❑Automated engagement tools improve employee experience and support large-scale talent
management initiatives.
•Addressing CHRO Challenges:
❑AI reduces operational costs by streamlining core HR functions such as sourcing, screening, onboarding,
and internal mobility.
❑Predictive analytics helps CHROs plan proactively for talent gaps, retention risks, and organizational
redesign needs.
•Achieving CHRO Visions:
❑AI-human convergence ensures high-impact outcomes through a blend of empathy-led leadership and
data-driven efficiency.
❑Tools like Hyreo’s AI agent-based co-pilot empower CHROs to tackle talent challenges, boost
productivity, and align HR efforts with business goals.
CIPD (2025) – N = 1 000
TALENT MANAGEMENT 5.0
(COGNITIVE AGE) – x14
PARADIGM SHIFTS FOR
SOUTHERN AFRICA
(COTTER PhD, 2025)
•1. Evidence-based and data driven Talent
Management practices
•2. Talent metrics and analytics to Workforce Analytics
•3. Organizational culture – HIPO and HILO
•4. Integrated Talent Management philosophy of Talent
Liberation.
•5. Talent Utilization to Talent Optimization
•6. Skills buying to Skills Building
•7. Employees – associates to Brand Ambassadors
(COGNITIVE AGE) – x14
PARADIGM SHIFTS FOR
SOUTHERN AFRICA
(COTTER PhD, 2025)
•1. Evidence-based and data driven Talent
Management practices
•2. Talent metrics and analytics to Workforce Analytics
•3. Organizational culture – HIPO and HILO
•4. Integrated Talent Management philosophy of Talent
Liberation.
•5. Talent Utilization to Talent Optimization
•6. Skills buying to Skills Building
•7. Employees – associates to Brand Ambassadors
TALENT MANAGEMENT 5.0
(COGNITIVE AGE) – x14
PARADIGM SHIFTS FOR
SOUTHERN AFRICA
(COTTER PhD, 2025)
•8. Strategic HR Planning perspective –on-demand to In-
Demand (Contingent)
•9. Upskilling – Reskilling
•10. Succession Planning to Succession Management
•11. Employee engagement to Employee Experience to
Human Experience (Hx)
•12. Talent Magnet to Talent Magnifying
•13. Talent management professionals to Talent
Management Sherpas (Career Navigators)
•14. Career development and (vertical) promotions to
Career Fluidity and Employment Mobility
(COGNITIVE AGE) – x14
PARADIGM SHIFTS FOR
SOUTHERN AFRICA
(COTTER PhD, 2025)
•8. Strategic HR Planning perspective –on-demand to In-
Demand (Contingent)
•9. Upskilling – Reskilling
•10. Succession Planning to Succession Management
•11. Employee engagement to Employee Experience to
Human Experience (Hx)
•12. Talent Magnet to Talent Magnifying
•13. Talent management professionals to Talent
Management Sherpas (Career Navigators)
•14. Career development and (vertical) promotions to
Career Fluidity and Employment Mobility
HIGH PRIORITY
SUMMARY OF
HRM TRENDS
2026
•1. Artificial Intelligence (AI) and Automation
Deepening
•2. Skills mismatch - skills-based hiring, continuous
reskilling and upskilling
•3. “Stagility” – balancing employee stability with
the business needs of agility
•4. Hyper-personalised employee experience
•5. Flexible, fluid, and blended Workforce Models
SUMMARY OF
HRM TRENDS
2026
•1. Artificial Intelligence (AI) and Automation
Deepening
•2. Skills mismatch - skills-based hiring, continuous
reskilling and upskilling
•3. “Stagility” – balancing employee stability with
the business needs of agility
•4. Hyper-personalised employee experience
•5. Flexible, fluid, and blended Workforce Models
COLLABORATIVE INTELLIGENCE (CI) ARCHITECTURE OF
THE FUTURE OF THE WORKPLACE (COTTER, 2025)
THE FUTURE OF THE WORKPLACE (COTTER, 2025)
HIGH PRIORITY
SUMMARY OF
HRM TRENDS
2026
•5. Leadership, Culture and Governance as Strategic
Priorities
•6. “Technostress” and “FOBO” – fear of being
obsolete
•7. Holistic wellbeing and Employee Value Proposition
(EVP)
8. Transformation and Change Management and -Fatigue
•9. Business Continuity/Sustainability, ESG and
responsible HRM
•10. Data, predictive analytics and people insights
SUMMARY OF
HRM TRENDS
2026
•5. Leadership, Culture and Governance as Strategic
Priorities
•6. “Technostress” and “FOBO” – fear of being
obsolete
•7. Holistic wellbeing and Employee Value Proposition
(EVP)
8. Transformation and Change Management and -Fatigue
•9. Business Continuity/Sustainability, ESG and
responsible HRM
•10. Data, predictive analytics and people insights
LABOUR MARKET FORECAST 2026
(GENERAL)
•In 2026, the labour market will seecontinued
demand for healthcare,green energy, data, and
security roles, alongside growth in frontline jobs
and care professions, driven by climate
concerns and an aging population.
•Advances in AI and robotics will eliminate some
roles, such as cashiers and administrative
assistants, while creating specialist roles in
technology.
•HRM will increasingly focus on human-centric
skills like emotional intelligence, DEI and
employee connection to navigate this changing
landscape.
(GENERAL)
•In 2026, the labour market will seecontinued
demand for healthcare,green energy, data, and
security roles, alongside growth in frontline jobs
and care professions, driven by climate
concerns and an aging population.
•Advances in AI and robotics will eliminate some
roles, such as cashiers and administrative
assistants, while creating specialist roles in
technology.
•HRM will increasingly focus on human-centric
skills like emotional intelligence, DEI and
employee connection to navigate this changing
landscape.
LABOUR MARKET FORECAST 2026
(GENERAL)
•In 2026, the labour market will be defined by:
❑theaccelerated integration of artificial
intelligence (AI),
❑a deeper focus on developing human-centric
skills and
❑a fundamental shift toward skills-based hiring
over traditional credentials.
•The workplace will also see greater demand for
flexible, personalized work arrangements and
improved employee well-being.
(GENERAL)
•In 2026, the labour market will be defined by:
❑theaccelerated integration of artificial
intelligence (AI),
❑a deeper focus on developing human-centric
skills and
❑a fundamental shift toward skills-based hiring
over traditional credentials.
•The workplace will also see greater demand for
flexible, personalized work arrangements and
improved employee well-being.
LABOUR MARKET FORECAST 2026
(IN-DEMAND SECTORS & ROLES)
•Technology: Data, privacy, and security roles
will remain strong due to digitalization.
•Green Energy: Jobs in renewable energy and
climate tech are growing rapidly.
•Healthcare & Social Care: Demand for roles
like nurses will increase due to demographic
trends.
•Frontline & Essential Services: Expect
growth in absolute numbers for jobs like
farmworkers, delivery drivers, and
construction workers.
(IN-DEMAND SECTORS & ROLES)
•Technology: Data, privacy, and security roles
will remain strong due to digitalization.
•Green Energy: Jobs in renewable energy and
climate tech are growing rapidly.
•Healthcare & Social Care: Demand for roles
like nurses will increase due to demographic
trends.
•Frontline & Essential Services: Expect
growth in absolute numbers for jobs like
farmworkers, delivery drivers, and
construction workers.
LABOUR MARKET FORECAST 2026
(IMPACT OF AI & AUTOMATION)
•Job Displacement: Generative AI is
expected to reduce the need for
certain roles, including graphic
designers, cashiers, and
administrative assistants.
•New Specialist Roles: AI and robotics
will also create new specialist
positions, especially in areas like AI
and green energy.
(IMPACT OF AI & AUTOMATION)
•Job Displacement: Generative AI is
expected to reduce the need for
certain roles, including graphic
designers, cashiers, and
administrative assistants.
•New Specialist Roles: AI and robotics
will also create new specialist
positions, especially in areas like AI
and green energy.
LABOUR MARKET FORECAST 2026
(HUMAN-CENTRIC & FUTURE OF
WORK TRENDS)
•Focus on Soft Skills: Skills like active listening,
emotional intelligence and coaching are becoming
crucial.
•DEI Initiatives: Diversity, Equity, and Inclusion (DEI)
will be a core focus for companies aiming for inclusive
workplaces.
•Human Touchpoints: HRM programs will increasingly
integrate moments for human connection, discussion
and reflection.
•Strategic HRM: HRM will evolve from a traditional
function to a strategic one, driving business outcomes
and focusing on human behaviour.
(HUMAN-CENTRIC & FUTURE OF
WORK TRENDS)
•Focus on Soft Skills: Skills like active listening,
emotional intelligence and coaching are becoming
crucial.
•DEI Initiatives: Diversity, Equity, and Inclusion (DEI)
will be a core focus for companies aiming for inclusive
workplaces.
•Human Touchpoints: HRM programs will increasingly
integrate moments for human connection, discussion
and reflection.
•Strategic HRM: HRM will evolve from a traditional
function to a strategic one, driving business outcomes
and focusing on human behaviour.
LABOUR MARKET FORECAST 2026
(TECHNOLOGY AND SKILLS TRENDS)
•Rise of essential human skills
•Skills-based hiring and
assessment
•AI for HRM strategy
•Human-AI collaboration
(TECHNOLOGY AND SKILLS TRENDS)
•Rise of essential human skills
•Skills-based hiring and
assessment
•AI for HRM strategy
•Human-AI collaboration
LABOUR MARKET FORECAST 2026
(WORKPLACE CULTURE AND EMPLOYEE
EXPERIENCE)
•Focus on employee well-being
•Personalized employee experiences
•Shift from managers to leaders
•Team-based performance
(WORKPLACE CULTURE AND EMPLOYEE
EXPERIENCE)
•Focus on employee well-being
•Personalized employee experiences
•Shift from managers to leaders
•Team-based performance
LABOUR MARKET FORECAST 2026
(JOB MARKET DYNAMICS)
•Growing sectors:High-demand fields include technology (AI,
data, cybersecurity), healthcare, green energy and
sustainability, and advanced manufacturing. These are
considered AI-resilient sectors with strong potential for growth.
•Layoff considerations:Economic uncertainty and accelerating
AI adoption are causing many companies to slow hiring and
consider layoffs in 2026. Roles most at risk include high-salary
employees, those lacking AI-related skills, and recent hires.
•Global shifts:Labor market conditions will vary regionally.
North America is expected to have persistent labour tightness
and structurally stronger demand, particularly in healthcare and
professional services. Meanwhile, regions like Europe, the
Middle East, and Africa may face more fragile growth and
higher risk.
•Portfolio careers:The model of working for a single employer
for a career is declining. More professionals will have "portfolio
careers" that combine freelance work, consulting, and full-time
employment for greater flexibility, autonomy, and security.
(JOB MARKET DYNAMICS)
•Growing sectors:High-demand fields include technology (AI,
data, cybersecurity), healthcare, green energy and
sustainability, and advanced manufacturing. These are
considered AI-resilient sectors with strong potential for growth.
•Layoff considerations:Economic uncertainty and accelerating
AI adoption are causing many companies to slow hiring and
consider layoffs in 2026. Roles most at risk include high-salary
employees, those lacking AI-related skills, and recent hires.
•Global shifts:Labor market conditions will vary regionally.
North America is expected to have persistent labour tightness
and structurally stronger demand, particularly in healthcare and
professional services. Meanwhile, regions like Europe, the
Middle East, and Africa may face more fragile growth and
higher risk.
•Portfolio careers:The model of working for a single employer
for a career is declining. More professionals will have "portfolio
careers" that combine freelance work, consulting, and full-time
employment for greater flexibility, autonomy, and security.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT – N = 1 000)
•Shifting global trends in technology, economy, demographics and
the green transition are projected to generate 170 million new
jobs by 2030, while displacing 92 million others, resulting in a net
increase of 78 million jobs.
•Some of the fastest-growing jobs found in technology, data and AI,
but growth also expected for core economy roles including
delivery drivers, care roles, educators and farmworkers.
•Fastest growing skills by 2030 will include technological skills
alongside human skills, such as cognitive skills and collaboration.
•Collective action in the public, private and education sectors is
urgently needed to address the growing skills gaps.
(FUTURE OF JOBS 2025 REPORT – N = 1 000)
•Shifting global trends in technology, economy, demographics and
the green transition are projected to generate 170 million new
jobs by 2030, while displacing 92 million others, resulting in a net
increase of 78 million jobs.
•Some of the fastest-growing jobs found in technology, data and AI,
but growth also expected for core economy roles including
delivery drivers, care roles, educators and farmworkers.
•Fastest growing skills by 2030 will include technological skills
alongside human skills, such as cognitive skills and collaboration.
•Collective action in the public, private and education sectors is
urgently needed to address the growing skills gaps.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
ADDRESSING THE SKILLS GAPS
•The report finds that the skills gap continues to be the most significant barrier to business
transformation today, with nearly 40% of skills required on the job set to change and 63%
of employers already citing it as the key barrier they face.
•Technology skills in AI, big data and cybersecurity are expected to see rapid growth in
demand, but human skills, such as creative thinking, resilience, flexibility and agility, will
remain critical. A combination of both skill types will be increasingly crucial in a fast-
shifting job market.
•Frontline roles and essential sectors like care and education are set for the highest job
growth by 2030, while advances in AI and renewable energy are reshaping the market –
driving an increase in demand for many technology or specialist roles while driving a decline
for others, such as graphic designers.
•"Trends such as generative AI and rapid technological shifts are upending industries and
labour markets, creating both unprecedented opportunities and profound risks," said Till
Leopold, Head of Work, Wages and Job Creation at the World Economic Forum. "The time is
now for businesses and governments to work together, invest in skills and build an equitable
and resilient global workforce.“
•This translates to over 120 million workers at medium-term risk of redundancy.
(FUTURE OF JOBS 2025 REPORT) –
ADDRESSING THE SKILLS GAPS
•The report finds that the skills gap continues to be the most significant barrier to business
transformation today, with nearly 40% of skills required on the job set to change and 63%
of employers already citing it as the key barrier they face.
•Technology skills in AI, big data and cybersecurity are expected to see rapid growth in
demand, but human skills, such as creative thinking, resilience, flexibility and agility, will
remain critical. A combination of both skill types will be increasingly crucial in a fast-
shifting job market.
•Frontline roles and essential sectors like care and education are set for the highest job
growth by 2030, while advances in AI and renewable energy are reshaping the market –
driving an increase in demand for many technology or specialist roles while driving a decline
for others, such as graphic designers.
•"Trends such as generative AI and rapid technological shifts are upending industries and
labour markets, creating both unprecedented opportunities and profound risks," said Till
Leopold, Head of Work, Wages and Job Creation at the World Economic Forum. "The time is
now for businesses and governments to work together, invest in skills and build an equitable
and resilient global workforce.“
•This translates to over 120 million workers at medium-term risk of redundancy.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
AI & UPSKILLING
•AI is reshaping business models, with half of employers globally planning
to reorient their business to target new opportunities resulting from the
technology.
•The most common workforce response to these changes is expected to be
upskilling workers, with 77% of employers planning to do so.
•However, 41% plan to reduce their workforce as AI automates certain
tasks. Almost half of employers expect to transition staff from roles exposed
to AI disruption into other parts of their business, an opportunity to
alleviate skills shortages while reducing the human cost of technological
transformation.
•Given the rapid growth of emerging technologies, business leaders, policy-
makers and workers will need to work together to ensure workforces are
ready while reducing risks of unemployment across sectors and
geographies.
(FUTURE OF JOBS 2025 REPORT) –
AI & UPSKILLING
•AI is reshaping business models, with half of employers globally planning
to reorient their business to target new opportunities resulting from the
technology.
•The most common workforce response to these changes is expected to be
upskilling workers, with 77% of employers planning to do so.
•However, 41% plan to reduce their workforce as AI automates certain
tasks. Almost half of employers expect to transition staff from roles exposed
to AI disruption into other parts of their business, an opportunity to
alleviate skills shortages while reducing the human cost of technological
transformation.
•Given the rapid growth of emerging technologies, business leaders, policy-
makers and workers will need to work together to ensure workforces are
ready while reducing risks of unemployment across sectors and
geographies.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
ECONOMIC, DEMOGRAPHIC & GEOECONOMIC SHIFTS
•The rising cost of living is another key factor driving labour market change,
with half of employers expecting it to transform business models. While
global inflation has eased, price pressures and slower economic growth are
projected to displace 6 million jobs globally by 2030. These challenges are
increasing demand for resilience, agility, flexibility and creative thinking
skills.
•Demographic shifts are reshaping labour markets, with ageing populations
predominantly in higher-income countries driving demand for healthcare
roles and expanding working-age populations in lower-income regions
fuelling growth in education professions. Workforce strategies focused on
improving talent management, teaching and mentoring skills are essential
to bridging these gaps.
•Geopolitical tensions are a top concern for 34% of businesses, while trade
restrictions and industrial policy shifts transform many more, with some
companies planning to adapt through offshoring and reshoring strategies.
These pressures are also increasing demand for skills such as cybersecurity.
(FUTURE OF JOBS 2025 REPORT) –
ECONOMIC, DEMOGRAPHIC & GEOECONOMIC SHIFTS
•The rising cost of living is another key factor driving labour market change,
with half of employers expecting it to transform business models. While
global inflation has eased, price pressures and slower economic growth are
projected to displace 6 million jobs globally by 2030. These challenges are
increasing demand for resilience, agility, flexibility and creative thinking
skills.
•Demographic shifts are reshaping labour markets, with ageing populations
predominantly in higher-income countries driving demand for healthcare
roles and expanding working-age populations in lower-income regions
fuelling growth in education professions. Workforce strategies focused on
improving talent management, teaching and mentoring skills are essential
to bridging these gaps.
•Geopolitical tensions are a top concern for 34% of businesses, while trade
restrictions and industrial policy shifts transform many more, with some
companies planning to adapt through offshoring and reshoring strategies.
These pressures are also increasing demand for skills such as cybersecurity.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA
•1. 64% of businesses expect increasing focus on labour and social
issues to be a key trend impacting their business strategy over the
2025-2030 period, followed by
•2. rising cost of living and
•3. broadening digital access (both highlighted by 59% of
respondents).
•Companies headquartered in the region are navigating significant
transformation barriers, including perceived widespread skills gaps
and shortage of investment capital.
•Employers in Nigeria and Zimbabwe are anticipating stepping up
efforts on workforce development over the next five years, while
their South African peers are planning to invest in diversity, equity
and inclusion programmes to improve access to skilled talent.
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA
•1. 64% of businesses expect increasing focus on labour and social
issues to be a key trend impacting their business strategy over the
2025-2030 period, followed by
•2. rising cost of living and
•3. broadening digital access (both highlighted by 59% of
respondents).
•Companies headquartered in the region are navigating significant
transformation barriers, including perceived widespread skills gaps
and shortage of investment capital.
•Employers in Nigeria and Zimbabwe are anticipating stepping up
efforts on workforce development over the next five years, while
their South African peers are planning to invest in diversity, equity
and inclusion programmes to improve access to skilled talent.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA
(NIGERIAN PERSPECTIVE)
•Skills gaps and challenges in attracting talent are
expected to be key barriers to business
transformation in Nigeria over the next five years.
•As the country develops its Business Process
Outsourcing (BPO) industry and creates more
digital jobs, network and cybersecurity skills are
projected to be the fastest-growing skills in
demand in the country, with 87% of employers
reporting an increasing need by 2030 (compared
to a global average of 70% of respondents).
•This is followed by anticipated employer demand
for skills in AI and big data as well as systems
thinking.
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA
(NIGERIAN PERSPECTIVE)
•Skills gaps and challenges in attracting talent are
expected to be key barriers to business
transformation in Nigeria over the next five years.
•As the country develops its Business Process
Outsourcing (BPO) industry and creates more
digital jobs, network and cybersecurity skills are
projected to be the fastest-growing skills in
demand in the country, with 87% of employers
reporting an increasing need by 2030 (compared
to a global average of 70% of respondents).
•This is followed by anticipated employer demand
for skills in AI and big data as well as systems
thinking.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA
(NIGERIAN PERSPECTIVE)
•Service orientation and customer service as
well as global citizenship skills are expected to
exhibit higher-than-global demand.
•To help address these talent and skills gaps,
73% of firms operating in Nigeria see benefit in
increased public-sector funding for reskilling
and upskilling programmes, while 40% state
that improving transport services and
infrastructure would be equally important to
support talent availability.
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA
(NIGERIAN PERSPECTIVE)
•Service orientation and customer service as
well as global citizenship skills are expected to
exhibit higher-than-global demand.
•To help address these talent and skills gaps,
73% of firms operating in Nigeria see benefit in
increased public-sector funding for reskilling
and upskilling programmes, while 40% state
that improving transport services and
infrastructure would be equally important to
support talent availability.
WORLD ECONOMIC FORUM
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA (S.A PERSPECTIVE)
•More than 60% of businesses operating in South Africa 1. identify skills gaps as
a key barrier to business transformation by 2030, followed by
2. organizational culture and 3. resistance to change (43%).
•With jobs such as AI and Machine Learning Specialists and Robotics Engineers
on the rise, companies are planning to upskill employees and hire talent with
new skills to meet evolving business needs.
•To expand their talent pool and improve skills matching, 34% of companies plan
to remove degree requirements, creating more accessible pathways to
emerging jobs.
•In addition, many employers in South Africa expect to focus on diversity, equity
and inclusion, with 55% anticipating targeting individuals from disadvantaged
religious or ethnic and racial backgrounds, and 41% those from low-income
backgrounds, compared to 27% and 24%, respectively, globally.
(FUTURE OF JOBS 2025 REPORT) –
SYNOPSIS FOR SUB-SAHARAN AFRICA (S.A PERSPECTIVE)
•More than 60% of businesses operating in South Africa 1. identify skills gaps as
a key barrier to business transformation by 2030, followed by
2. organizational culture and 3. resistance to change (43%).
•With jobs such as AI and Machine Learning Specialists and Robotics Engineers
on the rise, companies are planning to upskill employees and hire talent with
new skills to meet evolving business needs.
•To expand their talent pool and improve skills matching, 34% of companies plan
to remove degree requirements, creating more accessible pathways to
emerging jobs.
•In addition, many employers in South Africa expect to focus on diversity, equity
and inclusion, with 55% anticipating targeting individuals from disadvantaged
religious or ethnic and racial backgrounds, and 41% those from low-income
backgrounds, compared to 27% and 24%, respectively, globally.
WORLD
ECONOMIC
FORUM
(FUTURE OF JOBS
2025 REPORT) –
SYNOPSIS FOR
SUB-SAHARAN
AFRICA
(ZIMBABWE
PERSPECTIVE)
•In Zimbabwe, nearly half of on-the-job skills
are expected to change over the next five
years, higher than the global average of 39%.
•Accordingly, 90% of employers have plans to
upskill their existing workforce.
•Skills like systems thinking, marketing and
media, customer service, dependability and
attention to detail, quality control, and global
citizenship are all increasing in demand more
rapidly than global averages.
•70% of respondents see benefit in public-
policy interventions to improve the education
system to better equip the workforce for
future demands, above a global average of
47%.
ECONOMIC
FORUM
(FUTURE OF JOBS
2025 REPORT) –
SYNOPSIS FOR
SUB-SAHARAN
AFRICA
(ZIMBABWE
PERSPECTIVE)
•In Zimbabwe, nearly half of on-the-job skills
are expected to change over the next five
years, higher than the global average of 39%.
•Accordingly, 90% of employers have plans to
upskill their existing workforce.
•Skills like systems thinking, marketing and
media, customer service, dependability and
attention to detail, quality control, and global
citizenship are all increasing in demand more
rapidly than global averages.
•70% of respondents see benefit in public-
policy interventions to improve the education
system to better equip the workforce for
future demands, above a global average of
47%.
POSITIVE
TOURISM
OUTLOOK
(KAYAK 2025
SURVEY)
TOURISM
OUTLOOK
(KAYAK 2025
SURVEY)
IMPLICATIONS OF
THESE LABOUR
MARKET
FORECASTS FOR
ZIMBABWE-
BASED HRM
•Scenario-Based Workforce Planning: Build two-tier workforce
plans for each project (core + surge hiring), aligned with ramp-up
phases.
•Fast-Track Training Partnerships: Collaborate with TVETs and
private training centers to deliver modular courses aligned with
steel-specific roles (e.g. arc furnace safety, mill operations, robotic
welding).
•Resilience Hiring: Factor in absenteeism, relocation costs, and
burnout — many workers will come from rural areas or other
provinces.
•Performance-Linked Benefits: In optimistic cases, wage
competition will increase; benefits tied to plant output or uptime
may become retention levers.
•Inclusive Hiring Policies: Proactively open pathways for women,
youth, and marginalised groups into apprenticeship pipelines to
avoid skill concentration.
THESE LABOUR
MARKET
FORECASTS FOR
ZIMBABWE-
BASED HRM
•Scenario-Based Workforce Planning: Build two-tier workforce
plans for each project (core + surge hiring), aligned with ramp-up
phases.
•Fast-Track Training Partnerships: Collaborate with TVETs and
private training centers to deliver modular courses aligned with
steel-specific roles (e.g. arc furnace safety, mill operations, robotic
welding).
•Resilience Hiring: Factor in absenteeism, relocation costs, and
burnout — many workers will come from rural areas or other
provinces.
•Performance-Linked Benefits: In optimistic cases, wage
competition will increase; benefits tied to plant output or uptime
may become retention levers.
•Inclusive Hiring Policies: Proactively open pathways for women,
youth, and marginalised groups into apprenticeship pipelines to
avoid skill concentration.
L-A-D-I-O FRAMEWORK OF HRM
TRANSFORMATION AND
ORGANIZATIONAL EFFECTIVENESS
(COTTER PhD, 2025)
Lean Structures
Agile Processes
Digital (Intelligent) Systems
Innovative Organizational Culture
Optimization of Resources
(4 E’s)
TRANSFORMATION AND
ORGANIZATIONAL EFFECTIVENESS
(COTTER PhD, 2025)
Lean Structures
Agile Processes
Digital (Intelligent) Systems
Innovative Organizational Culture
Optimization of Resources
(4 E’s)
BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE 2026-2030
(COTTER, 2025)
•#1: Catalytic Driver of organizational Change
•#2: Proactive Business-minded Thinker
•#3: Collaborative business management Consultant
•#4: Purpose-directed Coach (of line managers)
•#5: Delivery (value-adding and results-oriented
HRM practices)
•#6: (Credible and Accountable) Performance
Advisor
•#7: Strategic Facilitator and Enabler
•#8: Innovative Solutions Architect (and trouble-
shooter)
•#9: Digital Futurist and -Analyst
•#10: (Future-focused) Organizational Behavioural
Economist
(COTTER, 2025)
•#1: Catalytic Driver of organizational Change
•#2: Proactive Business-minded Thinker
•#3: Collaborative business management Consultant
•#4: Purpose-directed Coach (of line managers)
•#5: Delivery (value-adding and results-oriented
HRM practices)
•#6: (Credible and Accountable) Performance
Advisor
•#7: Strategic Facilitator and Enabler
•#8: Innovative Solutions Architect (and trouble-
shooter)
•#9: Digital Futurist and -Analyst
•#10: (Future-focused) Organizational Behavioural
Economist
THE FOUR TRANSFORMATIONAL PILLARS
TO A LEVEL-4 OF STRATEGIC MATURITY
(COTTER, 2025)
•STRATEGIC INTENTION (POLITICAL WILL)
•ASPIRATION (STRATEGIC AMBITION)
•INSPIRATION (PRIMARILY SOURCED FROM
EXECUTIVE MANAGEMENT)
•PERSPIRATION
TO A LEVEL-4 OF STRATEGIC MATURITY
(COTTER, 2025)
•STRATEGIC INTENTION (POLITICAL WILL)
•ASPIRATION (STRATEGIC AMBITION)
•INSPIRATION (PRIMARILY SOURCED FROM
EXECUTIVE MANAGEMENT)
•PERSPIRATION
CONCLUSION
•Key points
•Summary
•Questions
•Key points
•Summary
•Questions
DR CHARLES COTTER’S CONTACT DETAILS AND
SOCIAL MEDIA PRESENCE
•Mobile number: +2784 562 9446
•Email address: [email protected]
•YouTube:https://www.youtube.com/@charlescotterphd3991
•LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
•X: @Charles_Cotter
•Facebook: https://www.facebook.com/CharlesACotter/
•SlideShare: www.slideshare.net/CharlesCotter
SOCIAL MEDIA PRESENCE
•Mobile number: +2784 562 9446
•Email address: [email protected]
•YouTube:https://www.youtube.com/@charlescotterphd3991
•LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
•X: @Charles_Cotter
•Facebook: https://www.facebook.com/CharlesACotter/
•SlideShare: www.slideshare.net/CharlesCotter
Tags
charles cotter
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hrm trends
hrm trends 2026
eisaz
labour market forecast
labour market forecast 2026
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hrm priorities 2026
emerging hrm trends
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