What happened
In a Q&A, as reported by Talent Canada, Fiona Betivoiu, senior vice-president of talent, learning and consulting solutions at Gallagher, laid out her priorities for employee engagement in 2026. Her first point is that HR leaders should build a culture that can absorb change, especially from AI and shifting expectations at work. She names mentorship and leadership development as the main tools.
She describes the current period as a transformational moment, not routine change. Leaders, in her view, need to run at two speeds: deliver the day-to-day work while staying tied to long-term goals, with a clear employee value proposition linking the two.
She also points to a common gap. Many organizations lack an integrated approach, so talent acquisition, learning and performance management run as separate programs. She recommends assessing HR maturity first, then connecting those functions and explaining the purpose behind each initiative. On AI, she says employees react with a wide range of emotions, so engagement cannot be one-size-fits-all. On inclusion, she says to involve people, invite feedback and make room for different perspectives.
Why it matters if you are hiring
Engagement is a retention issue, and retention is a hiring cost issue. If your recruiting message, your onboarding and your performance reviews tell different stories, new hires notice quickly, and some leave.
The employee value proposition is where this lands first. What you promise in a job posting should match what a manager delivers in month three. Roles that carry the most weight here are first-line supervisors, team leads and HR business partners, because they are the ones coaching people through new tools and new expectations.
AI adds a second pressure. Employers adding automation or AI tools will need managers who can explain what changes and what does not. That is a hiring criterion now, not only a training topic. When you assess candidates for leadership roles, ask how they have supported a team through a major change.
The inclusion point is practical too. Asking current employees what they want from work, across ages and backgrounds, tells you what to put in front of candidates.
One thing to do this week
Pull your last job posting, your onboarding plan and your performance review template for one role. Put them side by side and check whether they describe the same employer. Write down every mismatch, and fix the biggest one before your next hire starts.
Traverse has placed operations, contract, finance, sales and technical people with Canadian and US employers since 1997, and we help hiring managers find leaders who can keep teams steady through change.