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The world of work is changing and creating challenges and opportunities for the employment inclusion of young people with disabilities. In this article, the perceptions held by young adults with disabilities regarding participation in the future of work are examined.

One-on-one interviews were conducted with Canadian young adults (ages 18–36 years) living with a disability. Participants were asked about their thoughts regarding the impact of the changing nature of work on their labor market involvement and career aspirations. A thematic analysis was performed to identify and examine emergent salient themes.

In total, 22 young adults were interviewed; over half held secure employment. Career aspirations and work-related decisions were primarily shaped by a participant's health needs. The future of work was seen as a more proximal determinant to employment. Digital technologies were expected to impact working conditions and create barriers and facilitators to employment. Participants who indicated being securely employed held positive expectations regarding the impact of digital technology on their work. Participants working precariously held negative appraisals regarding the impact of digital technologies on employment opportunities. The role of technological and soft skills was critical to participating in a labor market reliant on advanced technology. Participants reported barriers to developing job skills related to their disability and their work arrangements.

This research highlights the importance of considering changes in the future of work, especially the digital transformation of the economy, in the design of initiatives which promote the employment inclusion of young adults with disabilities. Despite the significance of the changing nature of work, supporting health needs and encouraging access to secure work arrangements also remain paramount.

This study seeks to investigate talent development practices within the evolving business landscape, focusing on human resources in Bangladesh.

Due to the study’s complexity, qualitative research methods were chosen. Data collection involved interviews with two clusters: Cluster A comprised 20 HR professionals with at least two years of talent management experience, recruited through purposive sampling. Cluster B involved in-depth interviews with seventeen employees from various departments, excluding HR.

The research findings revealed that talent acquisition strategies are shifting toward hiring experienced professionals for critical roles, emphasizing expertise. While organizations prioritize aligning talent development with long-term goals, concerns persist over unethical practices in hiring processes. Succession planning emerges as vital for leadership continuity and agile talent management practices gain traction. Additionally, digital transformation reshapes development methods, while employee self-development initiatives are increasingly valued. Employer branding plays a crucial role in talent acquisition, with employee and employer branding serving as key components of the talent acquisition process.

This study offers actionable insights for organizations in Bangladesh to overhaul talent development methods, ensuring alignment with long-term objectives, adopting agile talent management and leveraging digital transformation. These strategies are essential for cultivating future leaders’ adeptness at navigating the evolving business landscape.

The paper offers valuable insights into the future of work (FoW) and talent development practices, particularly from the unique perspective of developing nations. This perspective sheds light on how organizations in these regions navigate challenges and opportunities, which may differ from those in first-world corporate cultures.