Introduction

Foreword

To say change in workplace cultures is constant does not mean it’s predictable. The challenges employees and organisations face this year are new, in part, because the world outside of work is still rapidly changing—economically, politically, technologically—and has become less separated from work. The question at hand now is, how can organisations move their people toward a meaningful vision of the future when surrounded by uncertainty? The answers in this year’s report provide a roadmap to help workers, leaders, and employers achieve greater personal and professional outcomes together. And it all starts with inspiration, a powerful spark that drives action, fosters inclusion, and cultivates success.

Most organisations embrace the fact that to remain competitive, they must continually evolve and grow. The problem is that the motivations of senior leadership don’t always reach or move the workforce. This year, our report offers a path forward that reignites employee passion and illuminates strategies to achieve goals.

This year’s report begins with inspiration, a measurable force that arises from meaningful interactions and stokes vision and engagement. Next, the active practice of hope capitalizes on inspiration while drawing on the support and guidance of teams and leaders. Taken together, inspiration and hope elevate the employee experience and positively impact both cultural and business metrics.

Our report continues by providing a new framework to help employees feel included in ways that are practical, sustainable, and scalable. It also explores the subject of healthy performance cultures, specifically highlighting what’s possible when high expectations are matched by the same level of support. Then, we take a closer look at the topic of transparency in the workplace and how it can improve communication, empower leaders, and create space for feedback and dialogue that ensures employees are seen, valued, and inspired to contribute at a high level. And throughout, we examine how recognition amplifies outcomes for both productivity and wellbeing.

To gain these important insights, the O.C. Tanner Institute examined the perspectives of tens of thousands of employees, leaders, HR practitioners, and business executives around the globe.

According to our research, the challenges facing employees, both on and off the clock, are more demanding than ever. And we feel privileged to share our findings and a blueprint for organisations to spark inspiration, drive hope, and champion the power of inclusive teams to achieve powerful and lasting outcomes.

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As we saw in last year’s Global Culture Report, nearly one-third of employees are operating in survival mode. People can struggle both on and off the job, and without a reliable way to feel whole or recharged, they face higher risks of absenteeism, burnout, and mental health struggles. Conversely, those who report thriving show higher resilience, engagement, and performance. And in environments of relentless change, a high-performing workforce is a critical component of business success.

Of course, organisations and HR leaders can’t remove every employee challenge—personal or professional. But what if work could be a place of renewal instead of a drain? A place that helps people feel and perform their best, where individuals see immediate obstacles as paths to greater opportunity?

What if the workplace were a place of intentional inspiration?

In our context, to inspire means to rally and energise; to align to a common goal with clarity and excitement. Beyond motivational books and speeches, or even charismatic leaders, what employees need is a workplace with vision, connection, and opportunity that inspires them, especially in difficult circumstances.

This year’s report explores how organisations can foster cultures that help employees thrive despite the challenges of work and life. Specifically, it examines key drivers of these cultures, including inspiration, hope, inclusive teams, healthy performance, and the power of transparency and recognition.

If there’s ever been a time when your people want to be as inspired as your organisation needs them to be, it’s now.

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Opportunities for Organisations in 2026

Our research identifies several ways organisations can benefit their people. Each is the subject of a chapter in this year’s report.

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1. Connect employees with sources of inspiration

Whether it’s outside resources, conversations with leaders or peers, or safe environments to take risks and learn quickly, connecting employees with the spark for inspirational, innovative thinking is the first step.

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2. Practice hope

More than wishful thinking, the practice of hope helps employees use their inspiration to overcome obstacles and reach goals.

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3. Build inclusive teams

Rethink what inclusion means and how all employees can contribute, feel they belong, and inspire one another.

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4. Create a culture of healthy performance

Employees want to achieve their potential. High, sustainable performance involves a combination of big expectations and robust support.

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5. Be transparent and help employees find their place

More than just open communication, true transparency gives employees a voice and helps them see where they fit in the bigger picture of your organisation.

We hope these opportunities and the specific findings behind them help clarify the importance of inspiration in creating workplaces where every employee can find new strength, innovate, and thrive.

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Talent Magnet Areas

Each year, we measure changes in the six core elements of workplace culture that together determine employee decisions to join, engage with, and remain at any place of work. We call them Talent Magnets because of their power to attract and connect people to their teams and organisations.

This year, each of our Talent Magnet scores increased 1–2%. This indicates that while organisations are making improvements to their cultures, there’s still significant opportunity for more gains, particularly in the areas of wellbeing, leadership, and appreciation.

“The only real voyage of discovery consists not in seeking new landscapes but in having new eyes.”
—Marcel Proust, French Novelist

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Great Work Explained

O.C. Tanner knows forward-thinking organisations need measures that consider more than just employee commitment and motivation. They need practical metrics that capture the quality, efficiency, and innovation shaping and amplifying business outcomes. It’s called great work.

Based on our research, we’ve established an index for great work identifying five behaviours that directly correspond to employee performance, business results, and strategies for improvement. Employees who consistently do great work demonstrate the following:

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1. Ask the right question

Great workers ask how they can make a difference and then focus on who their work serves—whether it’s customers, clients, team members, or leaders.

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2. Go and see

Next, they observe and examine what’s being done and how people experience it to discover new possibilities.

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3. Talk to an outer circle

They also talk to others they wouldn’t normally interact with and generate ideas they wouldn’t have otherwise. Inviting others to join them, they expand their network beyond those they know.

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4. Improve the mix

Employees who do great work think, plan, and fine-tune the changes they make, often adding improvements and removing elements that don’t work or add value.

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5. Deliver the difference

Lastly, great workers are laser-focused on positive outcomes and persist until they get results. If their work isn’t loved the first time, they learn why and try again.

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