The Agenda:
Who is hiring?
Top HR and work-related articles
Tips for CV making, job search, interviews, and career progression
Industries trends
Leadership
Recruitment news
Freelancing news
Vocational guidance
Mindfulness
Psychological insert
Top stories from my clients
Blog recap
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Who is hiring?
As we enter February 2026, the global labour market is not in chaos, but it is also not flourishing.
Instead, it finds itself in a state of precarious equilibrium.
In numerous advanced economies, employment levels are stable, unemployment rates remain unchanged, and layoffs are not widespread, yet the rate of new hiring has significantly decreased, leading to what economists refer to as a “low-hire, low-fire” labour market.
Companies are exercising caution, bringing on fewer new employees while keeping their current staff, often due to economic uncertainty and rising expenses that make them hesitant to expand.
In the United States, for instance, weekly unemployment benefit claims saw a slight uptick in February but are still at relatively low levels, indicating that layoffs are not widespread.
The unemployment rate is projected to hover around 4.3%, similar to January, suggesting stability rather than crisis.
However, the underlying narrative is one of reduced hiring, with companies creating fewer new positions while retaining their existing workforce.
Likewise, in Germany, the overall unemployment rate has remained quite stable at approximately 6.3%, with only a slight rise in the number of unemployed individuals, less than analysts had anticipated, indicating a labour market that is neither significantly deteriorating nor significantly improving.
Throughout much of Europe and in various regions worldwide, young individuals are encountering particularly challenging pathways to employment.
In the United Kingdom, the number of young people who are not engaged in education, training, or employment (known as NEETs) has surged to levels not witnessed in over a decade.
This is not merely a statistic, but a reflection of deeper structural challenges: employers are increasingly on the lookout for experienced or highly skilled candidates, while many young job seekers find it difficult to secure entry-level positions that align with their skills.
This reflects wider global trends noted by labour economists: mismatches in skills and structural gaps are becoming increasingly significant barriers to youth employment, as technological advancements, especially the swift spread of AI and automation, alter workplace demands more rapidly than educational systems and training programs can adapt.
Nevertheless, global labour statistics also reveal some encouraging signs.
In numerous developed nations, labour force participation rates, the proportion of working-age individuals who are either employed or actively seeking employment, have approached record levels.
This indicates that many individuals remain engaged with the workforce and are actively pursuing opportunities, even amid slower hiring conditions.
However, this participation conceals profound inequality and segmentation.
For example, women and specific demographic groups continue to encounter obstacles when trying to enter or maintain employment.
In some instances, labour force participation among women is still significantly lower than that of men, highlighting ongoing structural barriers in various societies.
A recurring topic in this month’s discussions about the labour market is the impact of technology and economic uncertainty.
On one side, certain sectors, particularly those utilising digital and AI-related technologies, are flourishing, generating new high-skilled job opportunities.
Conversely, automation continues to eliminate certain routine tasks, putting parts of the workforce at risk of becoming obsolete or facing extended periods of unemployment unless they can undergo retraining.
Additionally, broader economic uncertainties ranging from tariff policies to changing consumer demand are causing companies to be cautious.
While current empirical data does not indicate a surge in layoffs, many CEOs express that they do not intend to make significant hires in 2026, reflecting a cautious business outlook rather than outright pessimism.
In the end, the narrative surrounding the global labour market this February reflects a sense of careful stability alongside emerging challenges.
While the headline figures show resilience, there are also clear indications that numerous workers, particularly those who are younger or in the middle of their careers, are facing a more intricate and competitive environment.
Top 10 Multinationals Hiring Right Now:
Adobe – Engineering, AI, product & remote tech roles
Morgan Stanley – Finance, operations, data & risk
Palo Alto Networks – Cybersecurity & cloud security roles
Siemens Energy – Energy, engineering & project management
Unilever – Marketing, finance & supply chain
Holcim – Operations & sustainability roles
Henkel – Manufacturing, sales & brand management
Euronet Worldwide – Fintech & payment systems
Adecco Group – Global recruitment & talent solutions
Standard Chartered – Banking, compliance & emerging markets
Top HR and work-related articles
Investors say companies combining human and AI capabilities gain a competitive advantage, according to Mercer’s Global Talent Trends 2026 report.
Mercer’s 2026 Global Talent Trends report highlights a workforce at a turning point.
Organisations are pursuing growth, but face mounting pressure from talent shortages, digital disruption, and internal misalignment.
AI is widely viewed by executives as the key to unlocking productivity and competitive advantage.
Yet the report makes clear that technology alone won’t deliver results.
Real impact depends on redesigning work so that human and AI capabilities reinforce one another.
Investors are aligned with this view, favouring companies that successfully combine both.
At the same time, businesses face a talent paradox: AI may reduce certain roles, but demand for digital and future-ready skills is outpacing supply.
Large-scale reskilling and workforce redesign are now central priorities.
Employees understand this shift; many are eager to upskill, but anxiety about job security is rising.
A deeper challenge lies in misalignment.
The C-suite prioritises AI-driven transformation and ROI, while HR focuses on employee experience.
Meanwhile, fewer employees report thriving at work, and concerns about obsolescence are growing.
This gap risks undermining productivity just when organisations need peak performance.
Ultimately, Mercer’s message is clear: success in the human-machine era will depend less on how much companies invest in AI and more on how well they align strategy, leadership, skills, and culture around a human-centred transformation.
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How interim management can drive strategic transformation in the C-suite.
Interim management is a strategic solution for organisations needing experienced leadership during periods of change, crisis, or transition without committing to a permanent hire.
Unlike consultants, interim executives step directly into leadership roles, take full accountability, and deliver immediate, hands-on impact.
Companies turn to interim leaders to fill sudden leadership gaps, manage mergers or restructurings, drive transformation, or provide specialised expertise.
Their external perspective, industry experience, and focus on results make them particularly effective when speed and execution are critical.
To maximise impact, organisations must clearly define objectives, ensure cultural integration, empower decision-making, and plan for knowledge transfer.
Success is measured not only by short-term results but also by the lasting capabilities and strategic improvements left behind.
Ultimately, interim management is not just a temporary fix; it is a powerful lever for agility, transformation, and sustainable growth.
https://www.mercer.com/en-us/about/newsroom/mercer-s-global-talent-trends-2026-report
https://www.c-suite-strategy.com/blog/how-interim-management-can-drive-strategic-transformation-in-the-c-suite
Tips for CV making, job search, interviews, and career progression
Hacking the AI filters probably won’t get you the job.
As AI-backed hiring grows, some job seekers try “resume hacks” like keyword stuffing or hiding text to pass automated filters.
Experts from Indeed, Glassdoor, LinkedIn, and Greenhouse warn that these tricks rarely help and can backfire once a human reviews the application.
