Blog

Engagement is critical to organizational performance, retention and competitive advantage. It represents a measurable and influenceable aspect of business success, yet many organizations lack enterprise-wide strategies and accountability to optimize engagement efforts.

June 2026 marked a meaningful deceleration in U.S. hiring. Payroll growth came in far below consensus expectations, and downward revisions to April and May removed another 74,000 jobs from the spring hiring picture. Even so, the unemployment rate moved lower rather than higher, suggesting the labor market is slowing in a “low-hire, low-fire” pattern rather than entering a broad-based contraction.

Developing leaders is consistently a top priority for executives and Human Resources, with organizations spending billions annually on leadership development programs. However, there is still a shortage of effective leaders, and many leaders in these development programs struggle to learn critical leadership skills and competencies. Over the past decade, numerous surveys and research studies found that many believe leadership development is broken.

The May 2026 jobs report delivered a stronger-than-expected headline, with the U.S. adding 172,000 jobs and unemployment holding at 4.3%. That is encouraging on the surface, but for HR leaders, the bigger story is what sits beneath the headline. Hiring is still happening, but it is becoming more targeted, more uneven and more dependent on sector-specific demand. That shift has important implications for how organizations think about talent strategy in the months ahead.