2026人才优势报告_首席人力资源官的四大战略行动_32页_5mb

Four Power Moves for the CHRO Summary

Core Content

This document outlines the evolving role of the Chief Human Resources Officer (CHRO) in a rapidly changing business environment. It emphasizes the need for CHROs to move beyond traditional HR functions and become strategic contributors to business value creation through digital and AI transformation, workforce and leadership development, and embedding new behaviors in the organization.

Key Findings

• HR Capabilities and Business Value: Stronger HR capabilities in areas such as employee engagement, well-being, and sustainability lead to greater business value. However, many HR teams are still focused on traditional functions rather than strategic ones.
• Digital and AI Importance: Digital solutions, especially HR process automation, have seen a significant rise in importance, improving 13 ranks to 12th. Despite this, current capabilities in digital and AI are among the lowest, indicating a need for urgent investment.
• Company Size Differences: Large companies are more likely to prioritize topics like GenAI, people analytics, and strategic insights, while SMEs lag in their adoption of these technologies.
• Future-Critical Priorities: The report identifies two main clusters of topics that should be priorities for CHROs:
  • Leading in a Two-Speed World: Supporting AI and digital transformation across the enterprise while driving internal HR digitization.
  • Building Workforce and Leadership Capabilities: Including talent management, leadership development, and upskilling.

Main Viewpoints

• Strategic Alignment: HR must align with business strategies and focus on outcomes rather than just activities. This includes linking people strategies directly to innovation, productivity, and financial performance.
• Measuring Impact: HR should shift focus from traditional metrics to business metrics, using tools like capability value to measure the impact of upskilling and other people-related initiatives.
• Hiring as a Superpower: Strong capabilities in planning, analytics, mobility, and emerging technologies lead to faster and more effective hiring processes.
• Digital and AI Transformation: CHROs need to lead the transformation by implementing AI and digital tools, reshaping processes, and building the necessary data infrastructure and skills within the HR function and across the enterprise.

Key Information

• Survey Data: The report is based on a survey of over 7,000 HR and business leaders across 115 countries and 25 industries.
• Prioritization of Topics: The 28 people management topics were ranked based on their future importance and current capabilities, identifying the most urgent areas for action.
• Case Studies: The report includes case studies of companies that have successfully implemented the four power moves, demonstrating the potential for HR to become a key driver of business value.

Four Power Moves for the CHRO of the Future

1. Deliver Business Value Through HR

   • HR must align with business priorities and focus on outcomes.
   • Traditional metrics should be replaced with business metrics that reflect the impact of talent decisions on profitability, growth, and innovation.

2. Lead the Digital and AI Transformation

   • CHROs should implement digital and AI tools to support business units and drive enterprise-wide transformation.
   • They must also build the necessary data infrastructure and ensure that HR and business teams have the skills to succeed with AI.

3. Build Workforce and Leadership Capabilities

   • Developing a skills-based strategy is essential for driving business success.
   • This includes leadership development, upskilling, and strategic workforce planning.

4. Anchor the Change

   • CHROs need to ensure that changes take root through clear governance, performance management schemes, and a culture of accountability.

Recommendations

• Invest in Digital Solutions: HR teams should prioritize the implementation of digital and AI tools to streamline workflows and enhance the employee experience.
• Focus on Strategic Metrics: Use business metrics to measure the impact of HR initiatives and align them with organizational goals.
• Develop People-Centric Capabilities: Invest in employee engagement, well-being, and sustainability to improve retention and drive business success.
• Lead AI Adoption: CHROs must lead the adoption of AI by addressing barriers such as data privacy, technical skills, and uncoordinated pilots.

Conclusion

HR is no longer just an administrative function but a strategic driver of business value. CHROs need to take a proactive approach in leveraging digital and AI, building workforce capabilities, and embedding new behaviors to ensure long-term success. The report provides a roadmap for HR leaders to transform their functions and contribute more effectively to business outcomes.