02nd November 2026
Top 10 Articles on Workplace Culture: October 2026
Welcome to the Inspiring Workplaces Top 10 Articles on Workplace Culture.
We want to help inform and inspire you with some of the best content out there. Each edition, we consolidate these articles to give you a quick and easy snapshot of the ideas, research and trends shaping the world of work. To help drive you and your organisations forward.
The articles are underpinned by seven key elements reflected in our bespoke COMPASS methodology, which also underpin the Top Inspiring Workplaces worldwide. They are: Wellbeing, Culture & Purpose, Leadership, Inclusion & Belonging, Employee Experience, Communication & Voice and Society & Sustainability.
10 Workplace Culture Lessons Every Leader Should Take From October
This month’s workplace thinking highlights a challenge that goes to the heart of organisational success: creating a PeopleFirst culture requires more than good intentions, supportive policies or ambitious transformation programmes. It requires organisations to consistently deliver on the promises they make to their people. From belonging and leadership trust to workplace wellbeing and technological change, the articles demonstrate how everyday employee experiences shape the strength and sustainability of organisational culture.
Belonging is emerging as one of the clearest indicators of a healthy workplace. Employees need to feel more than included on paper. They want to know that their contributions matter, that they can develop and that they are part of something meaningful. Research into engagement and retention reinforces the importance of connection, while practitioner experiences demonstrate how belonging is created through leadership behaviours, development opportunities and the quality of everyday relationships. It is not simply about bringing people together, but about helping them feel genuinely valued.
Managers are increasingly central to whether organisations succeed or struggle through change. Middle managers are often expected to communicate difficult decisions, maintain employee confidence and deliver performance without sufficient involvement in the decisions themselves. At the same time, organisations are asking managers to develop new capabilities and support employees through changing expectations. The message is clear: managers cannot be expected to create trust, develop people and sustain performance without meaningful investment in their own development, authority and support.
Trust in leadership and HR is becoming a question of organisational accountability. Employees judge their organisations not only by what leaders say, but by the decisions they make and the consistency of their actions. HR teams can introduce policies, programmes and cultural initiatives, but they cannot independently create a positive workplace when senior leadership behaviours undermine those efforts. Trust must be demonstrated across the organisation, particularly when difficult decisions need to be made or employees are asked to navigate uncertainty.
Protecting culture becomes even more important as organisations grow. Expansion, transformation and new ways of working can create opportunities, but they can also weaken the relationships and shared behaviours that make an organisation distinctive. The experiences of people leaders demonstrate why culture must remain connected to business strategy. An organisation’s external reputation is ultimately shaped by the people delivering its promises, making employee experience inseparable from customer experience and long-term success.
Wellbeing needs to move beyond supporting individuals to improving the conditions in which they work. Organisations have made considerable progress in recognising mental health, but offering support is only part of the answer. Excessive workloads, unclear expectations, limited autonomy and poor management can all contribute to preventable stress. Alongside better work design, everyday acts of empathy, genuine conversations and psychological safety can make an important difference to whether employees feel supported before challenges become overwhelming.
AI is testing whether organisations can balance progress with fairness and human connection. As technology changes the nature of work, leaders face questions about how to prepare employees, distribute opportunities and maintain confidence through uncertainty. Rather than treating AI readiness as a destination, organisations need cultures that encourage continuous learning and adaptation. They must also recognise that the benefits of technology may not be shared equally, making inclusive access, employee development and thoughtful leadership essential.
Together, these articles reinforce a simple message: the future of workplace culture will be shaped by how consistently organisations put people first. Those that strengthen belonging, invest in managers, build trust, protect wellbeing and ensure that progress benefits their people will be better equipped to create inspiring workplaces where individuals and organisations thrive together.
The articles are as follows…
Case Study: Building a Culture of Belonging
Source: The HR Director
Author: Catrinel Stanila, Chief People Officer, Orbit
IW COMPASS Point: Inclusion & Belonging, Culture & Purpose & Employee Experience
Creating a sense of belonging requires more than an inclusive statement or a collection of employee initiatives. Drawing on her experience at housing provider Orbit, Catrinel Stanila explores how a PeopleFirst approach can strengthen organisational culture while improving the experiences of both employees and customers. The article demonstrates the importance of investing in people, providing meaningful opportunities for development and empowering employees to make a positive contribution. It also highlights the connection between internal culture and external performance, showing why the way organisations treat their people can directly influence the experiences they create for customers.
Key Takeaways
- Belonging is created through everyday experiences – Employees develop a stronger connection to their organisation when they feel trusted, respected and recognised for their contribution. Leaders need to ensure that belonging is reflected in everyday behaviours, relationships and decisions rather than relying solely on formal inclusion initiatives.
- Investing in people strengthens organisational culture – Development opportunities, supportive leadership and meaningful career pathways demonstrate that employees are valued. Organisations that make these investments can help people build confidence, develop their capabilities and see a future for themselves within the business.
- Employee experience and customer experience are closely connected – Employees who feel supported and empowered are better positioned to deliver positive experiences for customers. A PeopleFirst culture therefore has implications beyond employee satisfaction, influencing service quality, relationships and organisational performance.
Read the full article here
How HR Can Help Middle Managers Protect Trust When Selling Change
Source: People Management
Author: Blair McPherson
IW COMPASS Point: Leadership, Communication & Voice & Employee Experience
Middle managers are frequently placed in the difficult position of communicating and implementing organisational decisions they have had little opportunity to influence. Blair McPherson explores the pressure this creates and the potential consequences for trust between managers, employees and senior leadership. When managers are expected to champion changes without fully understanding or supporting them, their credibility can suffer. The article challenges HR professionals and senior leaders to think more carefully about how managers are involved in organisational change and what they need to communicate decisions honestly, confidently and effectively.
Key Takeaways
- Managers cannot build trust through communication scripts alone – Employees expect their managers to explain decisions, answer questions and acknowledge concerns. Providing managers with prepared messages is not enough if they lack the understanding or confidence to discuss the reasoning behind organisational change.
- Involving managers earlier strengthens their credibility – Managers are more effective advocates for change when they have opportunities to contribute their perspectives and understand the implications for their teams. Early involvement also helps organisations identify potential problems before decisions are implemented.
- Honest communication is more valuable than forced positivity – Employees are often capable of accepting difficult decisions when leaders explain them openly and respectfully. Managers should be supported to acknowledge uncertainty, recognise employee concerns and communicate authentically rather than presenting every change as an unquestionable improvement.
Read the full article here
Invest in Managers First to Build Workforce Scaffolding, Not Just Skills
Source: Forbes Human Resources Council
Author: Chrissy Toskos, Chief People and Experience Officer, Securitas Security Services USA, North America
IW COMPASS Point: Leadership, Employee Experience & Culture & Purpose
Organisations are investing heavily in developing employee capabilities, but skills alone cannot create an adaptable and high-performing workforce. Chrissy Toskos argues that managers play a critical role in providing the structures, guidance and support that allow employees to put their capabilities into practice. Rather than approaching workforce development as a series of isolated training initiatives, organisations need to strengthen the leadership environment surrounding employees. This includes developing managers who can coach, support change and connect individual development with organisational priorities, creating a stronger foundation for sustainable performance.
Key Takeaways
- Managers provide the foundations for employee success – Training and development are more effective when employees have managers who encourage learning, provide constructive feedback and create opportunities to apply new skills. Organisations should therefore see manager development as a fundamental part of workforce capability building.
- Developing skills without support structures limits their impact – Employees may acquire new capabilities but struggle to use them when expectations are unclear, workloads are excessive or managers are unable to provide guidance. Sustainable development requires the right systems, relationships and working conditions alongside formal learning.
- Leadership capability must evolve with changing workplace demands – Managers increasingly need to support adaptability, technological change and employee wellbeing while maintaining performance. Investing in their confidence and capabilities helps organisations prepare their entire workforce for future challenges.
Read the full article here
Nobody Trusts HR. It’s Up to Companies to Fix It
Source: Fast Company
Author: Mark C. Crowley
IW COMPASS Point: Leadership, Culture & Purpose & Communication & Voice
HR functions are often expected to take responsibility for employee wellbeing, workplace culture and organisational trust, yet many of the decisions shaping these experiences sit outside their direct control. Mark C. Crowley examines the challenges facing HR and argues that restoring employee confidence requires accountability from organisational leadership as a whole. When employees experience a disconnect between stated values and business decisions, additional HR programmes are unlikely to resolve the underlying problem. The article makes a compelling case for treating trust and culture as leadership responsibilities rather than outcomes that can be delegated to the people function.
Key Takeaways
- Workplace trust cannot be delegated to HR – HR teams can develop policies, provide guidance and support employees, but organisational culture is ultimately shaped by leadership decisions and behaviours. Senior leaders must take visible responsibility for creating the conditions in which trust can develop.
- Employees notice when actions contradict organisational values – Statements about wellbeing, inclusion and employee care lose credibility when they are inconsistent with everyday decisions. Organisations need to examine whether their priorities, management practices and treatment of employees genuinely reflect their stated commitments.
- HR needs influence, not simply responsibility – People professionals are better positioned to strengthen culture when they have meaningful opportunities to challenge decisions and shape organisational strategy. Giving HR accountability without corresponding influence can undermine both its effectiveness and employees’ confidence in the function.
Read the full article here
SHRM Global Employee Monitor Finds Belonging Is Key to Engagement and Retention
Source: SHRM
Author: SHRM Research
IW COMPASS Point: Inclusion & Belonging, Employee Experience & Culture & Purpose
Belonging is increasingly recognised as an important influence on how employees experience work and whether they feel committed to their organisations. Drawing on international research, SHRM explores the relationship between belonging, engagement and retention, reinforcing the importance of connection and inclusion in today’s workplace. The findings challenge organisations to look beyond traditional measures of employee satisfaction and consider whether people genuinely feel accepted, respected and valued. They also highlight why creating inclusive environments should be viewed as an essential element of organisational performance rather than a standalone people initiative.
Key Takeaways
- Belonging plays an important role in employee commitment – Employees who feel connected to their colleagues and organisation are better positioned to develop positive relationships with their work. Leaders should recognise that engagement and retention are influenced by the quality of people’s everyday experiences, not simply their employment conditions.
- Inclusion must be experienced, not just promised – Policies and organisational commitments provide important foundations, but employees also need to feel accepted, respected and able to contribute. Organisations should examine whether their workplace practices consistently deliver the inclusive culture they intend to create.
- Understanding belonging requires listening to different employee groups – Experiences of inclusion and connection may vary across teams, locations, roles and backgrounds. Regular employee feedback can help organisations identify where belonging is strong, where people feel disconnected and what practical improvements are needed.
Read the full article here
Big Interview: Mandarin Oriental’s Chief People & Culture Officer — People and Brands Are Inseparable
Source: HR Grapevine
Author: Editorial interview featuring ShaoWei Ong, Chief People & Culture Officer, Mandarin Oriental
IW COMPASS Point: Culture & Purpose, Leadership & Employee Experience
As organisations expand, maintaining a consistent and meaningful culture becomes increasingly challenging. In this interview, Mandarin Oriental’s Chief People & Culture Officer, ShaoWei Ong, discusses the relationship between organisational identity, employee experience and the customer promise. The hospitality group’s approach highlights why culture cannot be treated as separate from business strategy, particularly when employees are responsible for delivering distinctive experiences across different locations and markets. The conversation offers valuable lessons for leaders seeking to protect their organisational values while embracing growth, innovation and changing employee expectations.
Key Takeaways
- Employees bring an organisation’s brand to life – Customer experiences are shaped by the behaviours, decisions and relationships of the people delivering them. Organisations need to ensure that their employee experience reflects the values and promises they communicate externally.
- Growth requires deliberate cultural leadership – Expanding into new markets or increasing organisational scale can place pressure on established ways of working. Leaders need to identify the values and behaviours that define their culture and ensure they remain meaningful as the organisation evolves.
- Innovation should strengthen rather than replace human connection – Technology and operational improvements can create efficiencies, but they should also enable employees to deliver better experiences. Organisations must balance innovation with the personal relationships and human qualities that make their culture distinctive.
Read the full article here
There’s No Such Thing as an AI-Ready Culture
Source: Harvard Business Review
Authors: Sarah Jensen Clayton, Michael Welch and Khoi Tu
IW COMPASS Point: Culture & Purpose, Leadership & Employee Experience
As organisations invest in artificial intelligence, many are attempting to define what an AI-ready culture should look like. Sarah Jensen Clayton, Michael Welch and Khoi Tu challenge this approach, arguing that technological change is too continuous and unpredictable for organisations to prepare for a single future state. Instead, leaders should focus on creating cultures that are capable of adapting, learning and evolving as new opportunities and challenges emerge. The article shifts attention away from technology adoption alone and towards the leadership behaviours, organisational capabilities and employee experiences needed to navigate sustained transformation.
Key Takeaways
- Adaptability matters more than achieving a fixed state of readiness – Organisations cannot prepare for every technological development in advance. Building cultures that encourage curiosity, experimentation and continuous learning helps employees and leaders respond more effectively as circumstances change.
- Successful transformation depends on organisational behaviour – New technology will not automatically improve performance if employees lack confidence, support or opportunities to contribute. Leaders need to examine how decision-making, communication and learning practices influence the organisation’s ability to adapt.
- People must remain central to technological change – Employees need to understand how changing tools and expectations affect their work and future opportunities. Transparent communication, meaningful involvement and investment in development can help organisations build confidence while embracing innovation.
Read the full article here
AI Benefits at Work Unevenly Distributed
Source: Gallup
Author: Jeffrey M. Jones, PhD
IW COMPASS Point: Inclusion & Belonging, Employee Experience & Leadership
Artificial intelligence is creating opportunities to improve productivity and change how employees approach their work, but not everyone is benefiting equally. Gallup’s research examines how the advantages of workplace AI are distributed across different employees and working environments. The findings suggest that those already experiencing more favourable working conditions may be better positioned to access and benefit from emerging technologies. This raises important questions for leaders about inclusion, opportunity and whether technological progress could unintentionally reinforce existing workplace inequalities.
Key Takeaways
- Technology can widen existing workplace inequalities – Employees with greater access to resources, development opportunities and supportive working environments may be better positioned to benefit from AI. Organisations should examine whether technology adoption is creating new divisions between different roles and employee groups.
- Access alone does not guarantee meaningful opportunity – Providing employees with new tools is only the beginning. Training, managerial encouragement and opportunities to experiment are also important in helping people develop the confidence and capabilities to use technology effectively.
- The success of AI should be measured beyond productivity – Efficiency gains are valuable, but organisations should also consider how technology affects employee experience, development and fairness. Understanding who benefits, and who may be left behind, can help leaders make more inclusive decisions.
Read the full article here
World Mental Health Day: Listen, Identify and Act on Work-Related Stress
Source: Health and Safety Executive (HSE)
Author: HSE, featuring Kayleigh Roberts, Work-Related Stress Policy Lead
IW COMPASS Point: Wellbeing, Communication & Voice & Leadership
Creating a mentally healthy workplace requires more than raising awareness or encouraging employees to speak openly about stress. To mark World Mental Health Day 2026, the UK’s Health and Safety Executive highlights the importance of listening to employees, identifying the organisational pressures affecting their wellbeing and taking meaningful action. With an estimated 964,000 workers experiencing work-related stress, depression or anxiety in Great Britain, resulting in 22.1 million working days lost, the scale of the challenge is significant. The article reinforces that employers have a responsibility to address the causes of workplace stress, including excessive workloads, poor communication and limited employee control, rather than relying solely on individual resilience or wellbeing initiatives.
Key Takeaways
- Listening is only valuable when it leads to action – Encouraging employees to share concerns is an important starting point, but organisations must demonstrate that their feedback influences decisions. Reviewing workloads, improving communication and addressing identified pressures help build trust and show employees that their wellbeing genuinely matters.
- Workplace stress prevention is a leadership responsibility – Excessive demands, unclear expectations and poorly managed working arrangements can contribute to preventable stress. Leaders need to examine how work is organised and managed, ensuring that employees have appropriate resources, support and control over their responsibilities.
- Wellbeing requires continuous attention, not occasional campaigns – Creating healthier workplaces means regularly identifying risks, responding to employee feedback and reviewing whether improvements are effective. Making conversations about stress and workload part of everyday management can help organisations address emerging problems before they escalate.
Read the full article here
World Mental Health Day 2026: HR Leaders Share the Small Actions That Make a Difference
Source: Human Resources Online
Author: Human Resources Online editorial team, featuring perspectives from HR leaders
IW COMPASS Point: Wellbeing, Leadership & Inclusion & Belonging
Meaningful support for employee mental health does not always begin with large-scale programmes or significant financial investment. To mark World Mental Health Day, Human Resources Online brings together perspectives from HR leaders on the small, everyday actions that can improve workplace wellbeing. The article highlights the importance of genuine conversations, empathy, active listening and leadership behaviours that help employees feel safe and supported. It offers a reminder that organisational culture is experienced through daily interactions, and that seemingly simple actions can contribute to stronger relationships and a more compassionate working environment.
Key Takeaways
- Small leadership behaviours can have a meaningful impact – Regular check-ins, genuine questions and thoughtful conversations help employees feel recognised as individuals rather than simply as workers. Leaders should create opportunities for connection that go beyond performance updates and operational discussions.
- Mental wellbeing should be part of everyday management – Supporting employees requires ongoing attention rather than occasional awareness campaigns. Managers need the confidence and capability to recognise concerns, listen without judgement and help people access appropriate support when needed.
- Psychological safety encourages employees to seek help – People are more likely to discuss challenges when they believe they will be treated with empathy and respect. Organisations should develop cultures where speaking openly about wellbeing is supported through consistent leadership behaviour and meaningful action.
Read the full article here
