THE NEW RULES OF WORK
Megan Carnegie - Freelance journalist and Editor
Megan is an independent journalist reporting on how shifts in technology and social behavior are redefining modern work, with writing published by Fast Company, Business Insider, and The Telegraph. We discussed the changing employer-employer power dynamic, the rise of wellbeing and creativity at work, and why highly engaged employees are overlooked by L&D leaders.
Q: In 2025, what’s been the most surprising shift in how people view their work experience?
I wouldn’t say it’s that surprising, but we’ve seen a boomerang effect. Employers in sectors like law, banking and tech have been calling people back in to the office. For some workers, it’s the first time they’ve ever been told to “come back in.” What’s fascinating is that people aren’t quietly accepting it. They’re pushing back, choosing where and how they want to work, even if that means changing jobs. I’m pleased to see this, because balance and flexibility matters to all workers. The “ideal worker norm” is giving way to the “inclusive worker norm,” as researchers at King’s College London put it. It’s an employee-driven shift, forcing organisations to recognise workers have real lives, families and responsibilities outside their jobs.
Q: What are you seeing when it comes to culture and wellbeing?
Wellbeing is moving from reactive to proactive. More therapy access, mental health days, and training for managers to spot the risk of burnout. But it’s not enough. Most managers wouldn’t know what to do if someone on their team was struggling.
Hybrid work has also made employers rethink how they create connection. It’s no longer just Friday drinks, which aren’t inclusive. Instead, we’re seeing daytime workshops, team lunches, and even walking meetings outdoors. When people do come into the office, the time feels more meaningful and human. Financial wellbeing has also jumped up the agenda. With the cost-of-living crisis, money stress is front and centre. Employers are responding with financial education, flexible pay and debt advice. It’s pragmatic support that’s genuinely needed.
Q: You often spotlight people who challenge traditional work norms. Which soft skills or leadership traits will matter most today?
It’s a tough time to be a leader. We expect so much of managers, and yet so few receive any real management training. Building empathy and deep listening skills would make a difference, and also help managers feel more confident in their role. At the same time, polarisation in society is spilling into workplaces. For many of us, work is the only place we interact with people who see the world differently. One in five UK workers has fallen out with a colleague over political differences. Workplace conflict specialists are seeing a steady rise too.
Q: How do you see hands-on making fitting into the future of work and wellbeing? Are these activities still undervalued, or becoming more strategic?
I’m actually researching a piece right now about graduates in traditional office jobs who are leaving to retrain in trades. Gardening, furniture making, plumbing. They want to work outdoors, with their hands, for themselves. It helps that these are mostly AI-resistant careers in sectors unlikely to collapse anytime soon. But beyond economic security, I think there’s a deep human need here. As generative intelligence and AI slop seeps into everything we do, people will crave creative expression even more: to lose themselves in flow, to play and to feel something analogue. I think we’ll see employees using development budgets to pursue crafts, or picking up old tools. It’s grounding in a world that’s becoming increasingly intangible.
Q: What’s one thing L&D leaders should focus on to prepare for what’s coming this year and beyond?
Employee engagement, which has suffered for years, will continue to test even the most well-intentioned organisations. The typical response is to pour energy into re-engaging those who have checked out. But for L&D leaders, that misses a powerful opportunity. Highly engaged workers already believe in the work, the learning and the organisation’s direction. With their natural enthusiasm, they can accelerate culture and adoption. In 2026, leaders should look to invite these internal champions to pilot new training programs or mentor others to deliver learning that feels relevant and grounded in their everyday reality. Learning becomes believable when it’s shared by peers, not pushed by leadership. It will likely last longer too.
