While the recent heatwave may have subsided, it’s time to look at what’s hot in the world of HR. So, we’re back with our June HR marketing insights. June’s data shows a UK labour market under pressure, with hiring slowing, cost rising, and difficult workforce decisions becoming more common.
Meanwhile, extreme heat and growing redundancy numbers are putting more scrutiny on decisions around who to hire, how to protect employees and where organisations cut or reshape roles.
For HR, the thread running through all of this is judgement. Decisions are harder to make, harder to explain and more closely watched.
Vacancies hit a five year low despite early signs of recovery
Vacancy levels across the UK have dropped to their lowest point in roughly five years, with recruitment activity slowing and fewer people moving between roles. Employers are being more cautious, holding back on long term hiring decisions and focusing on cost control. Every hire carries more scrutiny, and decisions that might have been routine now require much more justification.
The good news is that there are early signs of improvement. According to Adzuna, UK vacancies increased by 2.85% month-on-month in May 2026, and some roles are being filled more quickly. However, that recovery is narrow. Growth is concentrated in a handful of sectors, such as teaching and construction, while large parts of the labour market continue to contract.
This is what makes the current moment harder to interpret. It’s not a clear downturn or a recovery. It’s both at once, and HR leaders are adjusting to that reality. They are looking for insight that reflects where hiring is working and where it is failing. For those speaking to HR audiences, broad commentary about recovery won’t hold attention when the experience on the ground is inconsistent.
Workplace heat leaves some HR judgements in the cold
June’s heat has pushed workplace conditions into trending conversations. In the UK, there is still no legal maximum temperature for indoor work. Employers are required to provide a reasonable environment, yet what counts as reasonable is left open to interpretation. That ambiguity sits with HR. Teams are responsible for assessing risk, supporting employee wellbeing and maintaining output, often without clear benchmarks to guide decisions.
The practical challenges of this are wide ranging. Physical roles carry a higher risk of heat related illness. Office environments without cooling can affect concentration and productivity. For those working from home, responsibility is less direct but still present, raising questions around guidance and flexibility in extreme heat. Some employees face additional risks due to health conditions or pregnancy, which requires more careful consideration.
There are steps employers can take. Adjusting hours, introducing more breaks, allowing flexible working or relaxing dress expectations can all help. The caveat here is that each one has to be weighed against operational needs and fairness across the workforce.
At the same time, there are growing calls for clearer regulation, including proposals for maximum temperature limits. The government has signalled that guidance is under review, which suggests further change is likely.
For HR teams, this creates an ongoing balancing act. Actions taken now may need to be revisited as expectations evolve. Communication becomes critical. Employees want clarity on what will happen when conditions become difficult, and how decisions are being made.
3. Redundancy plans rise as cost pressure and regulation collide
Redundancy planning is increasing across the UK. Research indicates that around a third of employers expect to make cuts before the start of next year, with larger organisations more likely to follow through.
Drivers include rising operating costs, slower growth and changing skill requirements – all contributing to workforce reviews. Some organisations are reducing headcount to manage immediate financial pressure. Others are restructuring to meet longer term needs.
Upcoming changes to redundancy rules are set to bring about even more challenges. From 2027, consultation requirements will become more demanding and the consequences of getting them wrong will increase. This is already influencing how organisations approach workforce decisions.
There is also the impact on those who remain. How redundancies are managed shapes perceptions of fairness and stability well beyond the immediate process.
This is where surface level discussion falls short. HR leaders are looking for clear, grounded thinking on how organisations are approaching these decisions, what alternatives are being considered and how communication is being handled in practice.
What June’s HR trends mean for engaging HR leaders
These trends overlap in ways that make day-to-day HR decision making far more complex. Hiring is uneven, workplace conditions are harder to standardise and workforce planning is becoming more sensitive.
For HR leaders, that changes what cuts through. Three things matter this month.
Reality over reassurance: Insight needs to reflect the mixed picture HR teams are working within, where some roles are easier to fill while others stall.
Guidance that works in grey areas: Workplace heatwave conditions have exposed how often HR operates without fixed rules. Content that helps leaders think through practical scenarios rather than policy, is more useful when decisions sit in that grey space.
Clarity on difficult workforce decisions: With redundancy planning increasing, HR leaders are looking for clear thinking on how organisations approach consultation, communication and alternatives. Vague advice falls away quickly when the stakes are high.
Relevance with HR decision makers this month comes from recognising how these pressures interact, not treating them as isolated topics. That is what keeps content useful when attention is tight and decisions carry more weight.
