Signal File: signals that spotlight the renegotiation of work expectations

The relationship between people and work is becoming more openly transactional – and more emotionally charged. Shorter periods of time spent in roles, rising mobility and a renewed focus on wellbeing are reshaping what employees expect from organisations, particularly at early and mid-career stages. At the same time, employers are being pushed to rethink long-held assumptions about loyalty, conflict and social connection at work. What emerges is a labour market less anchored in stability and more shaped by negotiation – with progression, belonging and the ability to manage tension increasingly central to decision-making.

Gen Z treats jobs as short-term commitments

A new survey finds that 58% of Gen Z workers view their jobs as ‘situationships’, with nearly half planning to leave within a year. Many see limited value in long-term loyalty, citing higher pay elsewhere, burnout and feeling undervalued as key drivers. Employers, however, remain wary: short tenures are still widely read as red flags in hiring decisions.

In action: Reframe early-career roles around progression, recognition and wellbeing, not just pay, to limit short-term turnover and reset expectations on both sides.

Employers test paid time for friendship

Apotek Hjärtat, one of Sweden’s largest pharmacy chains, is piloting a paid ‘friendship hour’ to address rising workplace loneliness. Employees can use paid work time and a small stipend to connect with friends, whether through lunch, a phone call or even texting. The trial reflects growing recognition that social connection is not a personal extra, but a factor shaping wellbeing, engagement and retention.

In action: Treat social connection as part of workplace wellbeing, designing benefits that address loneliness and belonging alongside performance.

Workers reconsider staying put in 2026

New research from Robert Half shows that nearly four in 10 US workers plan to look for a new job in the first half of 2026, up sharply from last year. Career progression, better benefits and pay are the main drivers, alongside burnout. Gen Z professionals, working parents, and tech and healthcare workers are the most likely to make a move, even as many expect longer, more competitive job searches.

In action: Prepare for renewed mobility by strengthening internal progression, skills development and manager support before external opportunities pull talent away.

Organisations relearn workplace conflict

New analysis from Forbes suggests workplace conflict remains widespread, but organisations are increasingly treating it as a capability rather than a failure. While studies show conflict levels are high, more employees are raising issues directly, and employers are investing in conflict mitigation and mediation skills. The shift suggests growing recognition that disagreement is inevitable and manageable, not something to suppress.

In action: Treat conflict as a skill set by equipping managers and teams with early-resolution and mediation capabilities.