People are losing confidence in big systems like the government and the media. Trust in employers has slipped a bit too, but it’s still stronger than those other institutions. That difference matters because it gives HR a real chance to step in and deliberately build trust inside the organization.
The element of trust involves being upfront and open, providing honest and respectful commitment, taking responsibility for mistakes, and allowing input into decisions. Trust is the foundational element in inspiring and motivating and is a key driver in leading through uncertainty and achieving strategic goals.
In practical terms, workplace trust shows up in three places: trust in leadership decisions, trust in the fairness of people systems, and trust in the day-to-day employee experience.
As a senior executive advisor, I’ve spent hundreds of hours in deep dialogue with HR leaders worldwide. Recently, I’ve felt a clear inflection point in workplace trust. That isn’t surprising given how much uncertainty is putting trust under pressure, from AI deployment and wage compression to heightened performance demands and economic and geopolitical volatility. This gut feeling is further confirmed by the latest findings from the Edelman Trust Barometer (Edelman, 2026):
- Only 51% of respondents say they trust the government.
- Media trust remains below 50% in many markets.
- In contrast, “my employer” is trusted by approximately 75% of respondents globally.
The story varies by sector, workforce segment, and geography, but the overall direction is consistent: People are looking to their employer for stability when other institutions feel less reliable.
Trust has shifted to the workplace, and it’s not something to ignore. Increasingly, work is where people look for psychological safety, especially when the outside world feels unstable. In many cases, managers and teammates are the people employees rely on most for clarity, support, and steadiness, and strong peer relationships reinforce that sense of stability, according to McLean & Company’s Employee Engagement Trends Report 2026.
If HR and leaders fail to act, engagement and credibility will erode. It’s a pivotal time to be in HR and a real opportunity to build trust every day. As ambiguity grows and decisions happen faster, transparency helps employees feel informed, valued, and connected. And when leaders act in line with their values and communicate clearly, employees are more likely to trust the organization and stay committed.
HR leaders are now critical enablers of workplace trust. HR can’t substitute for leadership credibility, but it can most effectively embed trust into the system’s employees’ experience so values and promises show up consistently in how work gets done. Because HR shapes the systems employees feel most directly, through hiring, performance, pay, growth, and listening, it can turn trust from a value into consistent, repeatable practices. Here are five priorities to focus on:
- Make values operational (not just aspirational). Move from words to alignment by articulating organizational values and translating them into decision frameworks, leadership expectations, and everyday behavior.
- Increase transparency by strengthening listening strategies, fostering engagement, and supporting psychological safety.
- Institutionalize fairness with rigor and clarity by establishing data governance and strengthening operational excellence.
- Equip leaders to activate trust. Help build trust by partnering with leaders and managers as change agents and champions to activate trust at every leadership level through daily actions.
- Support leaders to initiate trust through coaching, development, and feedback.
This moment demands more from HR. As trust shifts away from traditional institutions and settles in the workplace, employees will look for leaders who make fair decisions, communicate clearly, and follow through. It is a defining opportunity for human resources to stabilize trust by building it into the systems leaders use and the everyday choices people experience. That is a lot to ask from HR, and it can’t be done without support.
The momentum is now, and the support HR needs may look different from what it has in the past. In a world searching for something steady, the workplace has become a source of belief. HR’s partnership with leaders will determine whether that belief holds.
To learn more about turning uncertainty into opportunity with trust, visit McLean & Company’s HR’s Moment research. If you are interested in learning more about our research and services, please reach out to jcampbell@mcleanco.com.
Works Cited
“2026 Edelman Trust Barometer: Global Report.” Edelman Trust Institute, Jan. 2026.