This is the weekly Work Life newsletter. If you are interested in more careers-related content, sign up to receive it in your inbox.
 
 

Upskilling, or intentionally building new skills to remain relevant as roles evolve, is emerging as one of the defining priorities for 2026 as professionals look beyond their next promotion and focus on long-term employability.
 
 

Martina Valkovicova, the executive director of professional growth at the University of British Columbia’s Sauder School of Business, is seeing this shift happen in real time.

 
 

“We need to take into consideration the context that we are operating in. Where is the labour market heading?” she says. In a slower market, Ms. Valkovicova is seeing professionals use stability strategically. “People are staying in their roles. They’re using the time to upskill and prepare for their next opportunity.”
 
 

Randstad’s 2025 workplace trends report backs this up. While more than a third of Canadian workers say their employers have improved skilling support, many aren’t waiting around. In fact, 32 per cent say they’re willing to invest in upskilling on their own. For some, upskilling means increasing literacy around artificial intelligence. For others, it means strengthening business fundamentals or leadership capability.
 
 

However, data from the World Economic Forum’s Future of Jobs Report shows that employers are flagging upskilling as an increasingly urgent priority now too. The survey shows 63 per cent of employers identify skill gaps as the biggest barrier to business transformation between 2025 and 2030. In response, 85 per cent plan to prioritize upskilling their workforce.

 
 
 

While AI is central to much of this urgency, Ms. Valkovicova says technical literacy alone isn’t enough.
 
 

“We are living in a ‘VUCA’ world – volatile, uncertain, complex and ambiguous,” she says. In that environment, she argues, adaptability is non-negotiable. “What made you successful in this job is not going to make you successful in your new one.”
 
 

She also emphasizes the enduring importance of human judgment. Ms. Valkovicova, who partners with organizations to create customized professional development programs, says that some of the ‘softer’ skills, such as communication, critical thinking and creative problem-solving continue to top employer wish lists.
 
 

“A smart professional is actually going to ask themselves, what are the basics of AI tools that I need to understand so I can combine it with those human skills,” she says.

 
 

Whether you’re an individual trying to stay relevant or an organization trying to transform, upskilling has emerged as a tactical solution, but it takes work.

 
 

Ms. Valkovicova says the biggest barrier she is seeing professionals face when it comes to upskilling or continued education is a lack of time. But even busy professionals can make small commitments such as listening to a podcast or starting a short, self-paced course.

 
 

“Your most valuable skill right now is to learn a new one. Just get started with something,” she says.

 
 

In the next article, we’ll explore how AI anxiety is influencing upskilling decisions and why leadership – not just literacy – will determine who thrives in the next phase of work.
 
 

 
 
 
 
 
 

66 per cent
 
 

That’s the share of Canadians who say inflation is already affecting their ability to save and invest for retirement, underscoring the growing strain of balancing immediate expenses with long-term financial security.
 
 
 
 

 
 
 
 
 
 

Building a side hustle can quickly shift from energizing to exhausting, leaving many professionals unsure whether to double down or walk away before burnout and financial strain set in.
 
 

Consultant Sophie Warwick and side-hustle coach Christen James say it’s important to be honest about how long you can realistically sustain the extra workload, watch for financial red flags that suggest it’s becoming an “expensive hobby” and give yourself permission to step away if your well-being is being compromised.

 
 
 
 

 
 
 
 
 
 

“There are the people getting layoff notices, the people being told they might get laid off, and then there’s everybody else watching from the sidelines wondering if they’ll be next,” says David Macdonald, a senior economist with the Canadian Centre for Policy Alternatives. “They’re going to be a lot more nervous about making big purchases or even going out to lunch to eat.”
 
 

This article examines how the unwinding of a government-job-fuelled economic surge has left the city of Ottawa with the weakest job market in the country.
 
 
 
 

 
 
 
 
 
 

While much of the conversation has focused on “quiet quitting,” Forbes reports that “quiet managing” – where leaders go silent, offer vague feedback and avoid tough conversations – may be a more damaging and widespread workplace problem.