How can you better invest in your people in 2026?
From technology adoption to human capability
In 2026, AI is now deeply integrated into our day-to-day business processes. Our ability to use technology to transform our work is no longer a talking point, it’s been (or is being) adopted and businesses are now adjusting.
In a recent piece published by the World Economic Forum, they highlight the five defining questions of 2026. One of which is how can we better invest in our people?
The below is a short excerpt from the piece:
Investing in reskilling and upskilling will be crucial to achieving a resilient workforce in this economic landscape given that 22% of today’s jobs worldwide will change in just the next five years driven particularly by AI.
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Human skills in an AI-enabled workplace
At Intuition, we have worked with large global organizations since 1985, and have drawn our own conclusions on this topic. One major theme we’ve identified over the past few years, particularly since the pandemic, is human skills.
Human skills as defined by the WEF, are:
Human-centric skills – often referred to as “21st century”, “durable” or “soft” skills – are uniquely human capabilities that promote adaptability, innovation and meaningful interaction in dynamic and often uncertain environments.
In this piece, we list some of the key human skills our clients are looking for in their corporate environments across a range of business lines.
Sustaining performance under pressure
Resilience shows up in everyday work more often than we tend to acknowledge. A role you did not get. A deal that fell through. Feedback that did not land well. These moments are common, particularly in fast-moving, high-pressure environments.
What matters is not the setback itself, but the response to it.
For some, disappointment slows momentum. Confidence dips and decision-making becomes more cautious. Over time, this affects performance and willingness to take on challenge. Resilience is the ability to recover quickly and reengage, maintaining effectiveness even when outcomes are uncertain.
In today’s organizations, pressure and change are constant. Resilience is not about avoiding difficulty, but about staying focused and productive when it occurs. As a human skill, it can be developed and strengthened, and it plays a critical role in sustaining performance over time.
Converting intent into action
Motivation is what turns intent into action. Without it, even the best ideas and strategies stall.
High performers are not consistently successful because they work longer hours or rely on external pressure. They are effective because they are able to generate momentum and sustain effort over time. Motivation is the mechanism that makes that possible.
It is also not constant. Energy and focus fluctuate, influenced by workload, clarity of goals, feedback, and progress. When motivation dips, action slows, decisions are deferred and performance invariably suffers.
In modern work environments, where autonomy is higher and structures are looser, this matters more now than ever. Motivation underpins follow-through, adaptability, and the willingness to engage with a challenge. It is not something to outsource to managers or incentives alone.
As a human skill, motivation can most certainly be understood, influenced, and developed. When organizations invest in helping people build it deliberately, they create the conditions for sustained performance rather than short-term bursts of effort.
Decision quality in complex environments
Decision-making sits at the center of everyday work. Many choices are routine and made quickly while others carry real consequence, affecting performance, relationships, and outcomes.
As complexity increases, instinct and convenience are no longer enough. And this is where critical thinking matters.
Critical thinking is the ability to assess information objectively, weigh alternatives, and understand the implications of action before decisions are made. It involves analysis, evaluation, and clear reasoning, particularly when the stakes are high or information is incomplete.
In modern organizations, this skill is increasingly valuable. Work is less predictable, problems are less defined, and decisions are made with imperfect data. People who can think critically are better equipped to manage risk, challenge assumptions, and arrive at sound judgments. Over time, this capability underpins better performance and more consistent decision-making across both professional and personal contexts.
Strengthening collaboration and leadership
Empathy is often dismissed as a buzzword, but in practice it plays a central role in how people work together.
At its core, empathy is the ability to understand another person’s perspective, emotions, and context. It is not about sympathy or agreement. It is about accurately reading situations and responding appropriately.
In the workplace, this matters more than it first appears. Empathy underpins effective communication, collaboration, and leadership. It helps people anticipate concerns, manage conflict, and build trust, particularly in complex or high-pressure environments.
While empathy begins early in life, it does not stop developing there. Like other human skills, it can be strengthened over time through awareness and practice. As organizations become more diverse, distributed, and dependent on collaboration, empathy becomes less optional and more foundational.
Thriving through disruption: Leadership strategies that deliver
Expanding options beyond established thinking
Creativity is often framed as “thinking outside the box,” but in practice the box is fairly easy to define. It is habit, precedent, and the quiet assumptions about how things are supposed to be done.
Some constraints are structural. Processes, budgets, timelines, and hierarchy all shape what feels possible. Others are internal. Doubts about whether ideas will be valued, whether they are original enough, or whether creativity is even part of one’s role.
Over time, these limits narrow expansive thinking. Many people learn to prioritize correctness and efficiency at the expense of exploration. The result is not a lack of creativity, but a lack of permission to use it.
Creativity in modern organizations is not about artistic talent. It is about generating alternatives, seeing connections, and approaching problems from different angles. Most people are capable of this when conditions support it.
As a human skill, creativity can be developed. When organizations create space for experimentation and challenge established thinking, they unlock better problem-solving and more resilient ways of working.
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This year, as AI continues to reshape roles, workflows, and expectations, the question is no longer whether people need new skills, but which ones matter most over time. Technical capability will continue to evolve quickly but human capability will determine whether that change translates into better outcomes.
Remember, resilience, motivation, critical thinking, empathy, and creativity are not abstract ideals. They are practical skills that shape how people respond to pressure, make decisions, work with others, and adapt when conditions shift. They influence performance just as directly as technical knowledge, particularly in environments defined by uncertainty and pace.
Investing in people therefore requires a broader lens. Organizations that recognize this create workforces that are not only capable of using new tools, but equipped to navigate what comes next.
