2026年全球人力资本趋势报告（英文版）-

Choosingthehumanadvantage

2026GlobalHumanCapitalTrendsFromtensionstotippingpoints:

Deloitte.

Insghts

Tableofcontents

02...Fromtensionstotippingpoints:Choosingthehumanadvantage

08...Gettinghumanandmachinerelationshipsright

16...Factorfabrication?AIisblurringthelinewhenitcomesto

peopleandwork

23...AIandthefutureofhumandecision-making

31...DealingwithAI’sculturaldebt

38...Theorchestrationadvantage

47...Haveorganizationalfunctionsoutlivedtheirfunction?

55...Stayingrelevantinaworldthatwon’tsitstill

65...Decisionsthatecho

2026GlobalHumanCapitalTrends1

Fromtensionstotippingpoints:Choosingthehumanadvantage2

Fromtensionstotippingpoints:Choosingthehumanadvantage

The2026GlobalHumanCapitalTrendssurveyrevealstheintentionalchoicesorganizationscanmaketoadaptcontinuously,movewith

speed,andleadwithahumanedge

ShannonPoynton,JasonFlynn,NicScoble-Williams,VictorReyes,DavidMallon,andSueCantrell

C

ontrolorempowerment?Stabilityoragility?Automationoraugmen-tation?

Lastyear

,weexploredthesetensionsandtheneedtonavigatethepolaritiesatplay.Butin2026,thepaceofchangeissharpening

theedgesofthesequestions.Organizationsarenolongerjusttryingtobalancecompetingforces:Theyarestandingatatippingpoint.

Inour2026GlobalHumanCapitalTrendssurvey,7in10businessleaderssaytheirprimarycompet-itivestrategyoverthenextthreeyearsistobefastandnimble—toquicklyadapttoandcapitalizeonchangingbusiness,customerormarketneeds.Leadersalsoreportthatthetwomostimportantdriversofsuccessareacceleratinghowpeopleandresourcesareorchestratedtoperformworkandincreasingtheirorganization’sandworkforce’sabilitytoadapttochangeandspeed.

TheclassicScurveofgrowthhaslongdescribedhowbusinessesandworkevolve:graduallift,rapidacceleration,andeventualplateau.Today,thatcurveiscompressing.AIandworkforcetransfor-mationareacceleratingtheclimbandbringingtheplateausooner(figure1).Organizationsarepressedtoleaptothenextcurvemorequicklytoremaincompetitive.Longcyclesofplanningandpredict-ableexecutionmaynolongerholdinaworldwheremarkets,technologies,andworkerandcustomerexpectationsshiftinrealtime.Successmaynowdependmoreonsensingchange,experimentingquickly,andadaptingcontinuously.

Today,newdataandworkforceinsights—rang-ingfromorganizationaldigitaltwinstoreal-timeanalytics—makeitpossibletoseewhereanorgani-zationsitsonthecurveandactivelysteerhowandwhentojumptothenextone.

Fromtensionstotippingpoints:Choosingthehumanadvantage3

Figure1

Thetraditional‘Scurve’thatdefinesbusinessevolutioniscompressing

decision

momentof

Growth

Pathofhighperformers

Traditionalapproach

Time

Source:Deloi廿eanalysis.

Historically,organizationsjumpedthecurvebyaddingnewtech-nology,astrategythatmaynolongerbeenough.Organizationswilllikelyneedtomaketheleapdifferently.

Competitiveadvantageisnowprimarilylessdrivenbytechnol-ogydifferentiationandmorebycultivatingthehumanedge.Technology—especiallysomethingasincreasinglyubiquitousasAI—isreplicable.Peoplearen’t.Humanscreatecompetitivediffer-entiationthroughadaptivity,creativity,andjudgementamiduncer-taintyandchange.WhenitcomestoAI,valueisunlockedthroughareimaginationofworkthatbringsthebestofhumansandmachinestogetherinconcert.

Indeed,recentDeloitteresearchwith100C-suiteleadersrevealsthatmostorganizations(59%)aretakingatech-focusedapproachwhenitcomestoAI.Butthosetakingatech-focusedapproachare1.6xmorelikelytonotrealizereturnsonAIinvestmentsthatexceedexpectationscomparedtothosethattakeahuman-centricapproach.

1

Thishuman-centricfocusallowsorganizationstoconfidentlyjumpthecurveratherthanstayonthesamecurve,orworse,falloffthecurveentirely(figure2).

Threetippingpointsshapingthefutureofwork

Whatmakesthismomentdifferentisthatthepressuresonorgani-zationsarenolongersequential,butcompounding.Technologicaladvancementisconvergingwitheconomicvolatility,geopoliticaltensions,societalexpectations,andarapidlyshiftingworkforce.Theboundarybetweenplanningandexecutioniscollapsing,evenascostpressures,efficiencymandates,andquestionsoftrustandclarityintensify.Manyleadersfeeloverwhelmed—awareofthechallengesbutstrugglingtoactdecisively.Tensionsoncemanage-ableovertimearenowtippingpoints,wherehesitationrisksmissedopportunitiesandlastingconsequencesfororganizations,theirpeople,andsociety.

Inmomentsofdiscontinuity,leadersfaceachoice:remaintetheredtotheoldcurveorleapboldlytothenext.Winningorganizationsseetippingpointsasanopeningratherthanacrisisbutchangingthatmindsetisn’teasy.Lettinggooffamiliarmodels,rewiringassumptions,andbringingpeoplealongrequirecourage,discom-fort,andpersistence.Byconstantlyembracingreinvention,theycanturndisruptionintomomentum—unlockingnewvalue,humanpotential,andgrowthonthenextS-curve.Thenextcurveisn’tonthehorizon—it’sunfoldingnow.

Fromtensionstotippingpoints:Choosingthehumanadvantage4

Figure2

Ahuman-centricfocuscanhelporganizationsjumpthecurve

cpti

EQ\*jc3\*hps15\o\al(\s\up7(z),b)

EQ\*jc3\*hps15\o\al(\s\up9(ed),-omraat)

EQ\*jc3\*hps15\o\al(\s\up3(ch),ion)

ine

Human-centricfocus

Machine-tech-centricfocus

Lackofintentionality

Time

Source:Deloi廿eanalysis.

In2026,threetippingpointsstandoutasespeciallyimportant—momentswhereleaderswillneedtodecidewhethertoclingtotheoldcurveorleaptothenext.Eachtippingpointrepresentsashiftthatorganizationscannolongerdefer.Theyarenotdistantpossibilitiesbutpresentrealities,demandingchoicesthatwilldefinehoworganizationscreatevalue,buildtrust,andunleashhumanpotentialinanAI-poweredworld.Giventhespeedandcomplexityofchange,thesetippingpointscaneithersweepleadersalongorbecomemomentstoactwithprecisionandintention.

Fromhuman+machinetohumanxmachine

Theboundariesbetweenhumansandmachinesareblurring.Organizationswilllikelyneedtoredesignworktoharnesshuman–machinesynergy,movingbeyondhavinghumansandmachinesworksidebyside.Thisincludesarethinkingofculture,decisionrights,andtrustindataitself.Thequestionsarefundamental:Howdoescultureevolvewhenpeopleandintelligentagentsworksidebyside?Whohastheauthoritytodecidewhenalgorithmsactandwhenhumansintervene?Andhowcanorganizationsprotectthem-selvesagainstmisinformationanduntrustworthyoutputsinaworldwhereAIisbothacollaboratorandarisk?

Fromcostefficiencytovaluecreation

Relentlesscostpressures,changingconsumerandworkerbehaviors,andgeopoliticalshiftshavepushedmanyorganizationstowardefficiencyatallcosts.Butasthatmodeltips,thefocusshouldshifttowardvalue.Thismeansevolvingfunctionstobefit-for-purpose,investingininnovation,andprioritizinggrowththroughadaptabil-ityratherthansimplyreducingexpense.Atthesametime,

demo-

graphicshiftsanddisappearingworkforces

aremakinghumancapacityitselfascarceresource,elevatingtheneedtoinvestwherehumanscreateuniqueandirreplaceablevalue.Organizationsthatsucceedwilllikelynotbethosethatautomatethefastest,butthosethatchannelefficiencyintoreinvestment,fuelingnewformsofvaluecreationandworkerperformance.

Fromstaticplanstodynamicorchestration

Thefutureisbothhereandunknown,makingcuriosityacoreorga-nizationalcapability.Stayingrelevantmeanscontinuallyreimag-ininghowworkerschange,learn,andgrow.Andasstrategyandexecutionmerge,organizationswilllikelyneedtomovebeyondstructuredjobsandworkers,orchestratingcapacityandcapabilitiestomeetshiftingdemands.Thismeansbuildingsystemsforperpetual

Fromtensionstotippingpoints:Choosingthehumanadvantage5

learning,experimentation,andreinvention,whereworkersarenotonlyadaptingtodisruptionbutempoweredtoshapeit.Purpose,values,andcultureshouldevolvefromstaticstatementsintolivingpartsoftheorganization,anchoringthemwhileprovidingthefree-domtoadapt,compete,andthrive.

Exploringthetippingpointsinthisyear’strends

Eachtippingpointpresentsanopportunityforleaderstotestnewpossibilitiesandacceleratetowardthenextcurve,whilealsosurfac-ingquestionsthatcannolongerbedeferred.ThepromiseofAIisexpandingrapidly,reachingfurtherintoworkandtheworkforcethaneverbefore;yetthegapbetweenitspotentialandtoday’srealityremainswide.Bridgingthatgapwilllikelyrequireorganizationstointentionallyevolvehowworkisdesigned,howworkersstayrelevant,andhowleadershipandcultureenableadaptation.

Thisyear’sreportfocusesonchoicesthatourresearchshows,despitebeingpowerfulleversofvalue,areoftenoverlooked.Manyorga-nizationsarenotyetmakingintentionaldecisionsintheseareas.Thechaptersthatfollowexaminethesequestionsindepth,illumi-natingthedecisionsleaderswillneedtonavigatetothriveinanAI-powered,constantlyshiftingworld.

•Howdowemaximizethevalueofhumansandmachineswork-ingtogether?WhatchoicesmattermostwhenredesigningworkforhumansworkinginconcertwithAI—andhowdothesechoicesshapetheexperienceandperformanceofthehumansinthesystem?AsAIbecomespartofeverydaywork,mostorga-nizationsstillaren’tintentionallydesigninghowhumansandmachinesinteract,limitingreturnsandreinforcingoutdatedprocesses.Ourresearchshowsthatthosewhointentionallyredesignroles,workflows,anddecision-makingtosupporthuman–AIcollaborationaremorelikelytoexceedexpectationsoninvestmentreturnsanddelivermeaningfulwork.WithAIaccesswidening,intentionaldesign—nottechnologyalone—isbecomingtherealdifferentiator.

•Howdoweknowwhatistrueaboutpeopleandwork?Howcanorganizationstrustthedatatheyrelyontomakedecisionsaboutpeopleandwork?AIisincreasinglyblurringauthorshipanderodingconfidencefrombothworkersandorganizations.Yetaccordingtoour2026survey,feworganiza-tionsaremakingsignificantprogresstoaddresstheseconcerns.Tostayresilient,leaderswilllikelyneedtoexpandfromfocus-ingoncybersecuritytofocusingondisinformationsecurityandestablishingstrongerfoundationsofdigitaltrust.

•Who’saccountablewhenbothhumansandAIaremakingdecisions?Whenhumansandmachinesinteract,who’stheboss?Whodecides?Andhowwillaccountability,decisionrights,andleadershipevolve?AIisincreasinglyinfluencingorganiza-tionaldecisionsandauthority.Treatingdecision-makingasa

strategicdiscipline—andintentionallydesigninghowhumansandAIsharejudgmentandaccountability—isimportanttomaintainingtrustandprotectinghumanagency.Donewell,AIcanstrengthenratherthanoverridehumandecisionmaking.

•HowisAIchangingourculture?Howdoescultureshiftwhenintelligentmachinesarepartoftheworkforce?Whataretheimplicationsforconnection,trust,andthehumanfabricoforganizations?ManyorganizationsareoverlookingAI’simpactonhuman-to-humanbehaviors,allowingmisalignment,distrust,andunaddressednormstoaccumulateas“culturaldebt.”Withworkersquestioningwhatcountsaseffort,owner-ship,fairness,andaccountability—andmostorganizationsrarelyevaluatingAI’sculturaleffects—trustandcohesionareerodingjustwhentheymattermost.Toavoidthisquietdete-rioration,leadersshouldintentionallyreinforceandevolveculturesothatAIstrengthens,ratherthanundermines,sharedvaluesandperformance.

•Howdoweorchestratecapabilityandcapacityatspeed?AIisacceleratinghowworkhappens,andadvantageisshift-ingfromallocatingtalentinstaticstructurestoorchestrat-ingpeople,skills,data,andtechnologyinrealtime.Speednowoutpacesscale,yetmostorganizationsaren’tmovingfastenough.Thosethatcontinuouslyreconfigurecapabilitiesaroundoutcomesaremorelikelytooutperformfinanciallyandcreatemeaningfulwork,turningvolatilityintoopportunity.

Fromtensionstotippingpoints:Choosingthehumanadvantage6

•Howdowegetmorevaluefromourfunctions?Ascostefficiencygiveswaytovaluecreation,howshouldcorefunc-tionslikehumanresources,finance,andITevolvetobefitforpurpose?Traditionalfunctionsareincreasinglytooslowandsiloedfortoday’sbusinessdemands,yetfeworganizationsaremakingprogressinmovingbeyondthem.AsworkbecomesmoremultidisciplinaryandAIandinnovationrequireseamlesscollaboration,organizationsmayneedtorethinkanddecon-structfunctions,reassemblingcapabilitiesaroundoutcomesratherthanrigidstructures.

•Howdowestayrelevant?Traditionalchangemanagementandtrainingmaybetooslowtohelporganizationsandworkersadaptasthepaceofchangeaccelerates.Feworganizationsmanagechangeeffectively,andevenfewermeetcontinuouslearningneeds.AIisreshapingboth,enablingworkerstolearn,adapt,andapplynewskillsdirectlyintheflowofwork.Organizationsthatbuildthisalways-on,real-timeadaptabilitycanavoidstalledtransformationsanddisengagedtalent,turn-ingworkforcegrowthandresponsivenessintoanewcompet-itiveadvantage.

Makingtheleapwithhumanadvantage

Reinventionisnolongerepisodic:It’sthenewbaselineforworkandtheworkforce.Theorganizationsthatthrivewilllikelybetheonestotreatdiscontinuityasmomentum,movingquicklytorede-signwork,roles,andvalueratherthanrevertingtooldstrategiesinresponsetoAIandotheradvances.

AstheS-curvecompresses,sodothecapabilitiesrequiredtonavi-gateit.Whereinnovation,scaling,andefficiencyoncehappenedinsequence,todaytheyincreasinglyneedtocoexist,oftenwithinthesameteamsandeventhesameindividuals.Buildingthehumanadvantageisnowascriticalasmanagingtechnologyitself.Thatmeansnotsimplypreparingworkersforthefuture,butbuildingaworkforcethatcancontinuallylearn,adapt,andreinventinrealtime.Thosethatmakebold,intentionalchoicestostrengthentheirhumanedgewillsetthebenchmarkforsuccess.

Fromtensionstotippingpoints:Choosingthehumanadvantage7

Endnotes

1.

S

ueCantrell,DavidMallon,AniketBandekar,andSimona

Spelman,“

Scalingyourhumanedge

,”DeloitteInsights2Action,Oct.27,2025.

Gettinghumanandmachinerelationshipsright8

Gettinghumanandmachinerelationshipsright

TomultiplyhumanpotentialwithAI,organizationscandeliberatelydesignhumanandmachineinteractions

NicScoble-Williams,SueCantrell,DavidMallon,andStefanoBesana

N

early60%ofworkersnowuseartificialintelligenceintentionallyatwork,accordingtoarecentstudybytheMelbourneBusinessSchool,yetfeworganizationsareintention-allydesigningforhowhumansand

machinesactuallyinteract.1Organizationsroutinelydesignhuman-to-humanrelationships,andincreas-inglymachine-to-machineworkflowsaswell.Butmanyarestilldesigningworkforpeopleandtech-nologyseparately,ratherthandesigningforbothtogether.

Thislackofintentionalityisleavingmanyorgani-zationsstrugglingtorealizevaluefromAI.Whilesomeorganizationsareseeingresults,mostaren’trealizingareturnontheirinvestmentsatthespeedtheyneed.2Organizationscan’tcountoncohe-sivehuman-AIinteractionstohappenorganically,

consideringthatonly14%ofleadersrespondingtoour2026GlobalHumanCapitalTrendssurveysaytheyareadeptatshapingthoseinteractions.

Theproblem,accordingtorecentDeloitteresearch,isthatmostorganizations(59%)aretakingatech-focusedapproachtoAI.3TheylayerAIontolegacysystemsandprocesses,ratherthanreimagin-inghowhumansandAIinteract,collaborate,andmakedecisions.Thisissimilartothewayhistoriccitiesareoftenforcedtoaddnewinfrastructureontooldfoundationsratherthanredesigningforflowandconnectionfromthegroundup.

ButinaworldwhereaccesstoAIisrapidlydemoc-ratizing,technologyalonenolongersetsorganiza-tionsapart—peopledo.It’showpeopleinteractwithAIthroughintentionaldesignthatcanmakethedifference.

Gettinghumanandmachinerelationshipsright9

DeloitteresearchshowsthatorganizationsaretwiceaslikelytoexceedtheirreturnoninvestmentexpectationsforAIwhentheyprioritizeworkdesign,thoughtfullyredesigninghumanandmachineinteractionsandroles.4ConsidertheresultswhenoneEuropeantele-communicationscompanyaddedanAI“expert”tocustomerservicewithoutchangingrolesorworkflowandsawasmall5%productiv-itylift.Butdedicating90%ofthefullrolloutbudgettoredesigninghuman-AIinteractions—newworkflows,trustthresholds,escalationpaths,androbusttraining—unlockeda30%productivityincrease,asagentslearnedtopartnerwithAI.5

Leadersincreasinglyrecognizewhat’satstake:Sixty-sixpercentacknowledgethattheintentionaldesignofhuman-AIinteractionisimportanttoorganizationalsuccess.Yetonly6%saythey’releading

inthisarea(figure1).Ouranalysisshowsthatorganizationsleadingthewayonintentionaldesignofhuman-AIinteractionarenearly2.5timesmorelikelytoreportbetterfinancialresultsandtwiceaslikelytosaytheyprovidemeaningfulwork.

Thescaffoldingforintentionalinteractiondesign

Effectivehumanandmachineinteractionisn’tintuitive;itwon’thappenbyaccidentordefault.Organizationsshouldintentionallydesignhuman-AIinteractionsatboththeorganizationwidemacrolevel(includingdesignprinciples,governance,andstrategy)andthemoregranularmicrolevel(specificinteractionsforparticularwork,workers,andteams).

Figure1

Organizationssayit’simportanttodesignhuman-machineinteractions,yetonly6%aremakinggreatprogresstowarddoingso

Percentageofrespondentsansweringthequestions,“Howimportantisdesigningefectiveinteractionbetween

machines(e.g.,AI,robots)andyourhumanworkforcetoenhancebothorganizationperformanceandworkforcetrustandwell-being?”and“Whereisyourorganizationonitsjourneytoaddressthisissue?”

66%recognizetheimportance......with57%havingefortsunderway...and6%makinggreatprogress

60%

Ⅲeg4pbetween

ⅢosewhorecognizeⅢeimport4nceof

Ⅲistrend4nd卅osewhoaremaking

realprogressinaddressingit

Source:AnalysisofDeloi廿e’s2026GlobalHumanCapitalTrendssurveydata.

Gettinghumanandmachinerelationshipsright10

Fordesigntosucceedatbothlevels,itneedstoconsiderbothhard-wiringandsoftwiring.Hardwiringincludesformalelementslikeredesignedroles,accountability,decisionrights,andclearescala-tionprotocolsthatdictatewhenworkshiftsfromAItoahuman.Softwiringincludesinformalelementssuchasleadershipbehaviors,culture,andpsychologicalsafetythatgivepeoplethetrustandconfidencetoquestion,escalate,experiment,andlearnwithAI.

Designatthemacrolevel

OrganizationsneedaclearviewofthemacrodimensionsofworkdesignalongwiththehardwiringandsoftwiringchoicesthatshapehowhumansandAIactuallycollaborate(figure2).

Startingwithaclearstrategicambitionofthedesiredhumanandbusinessoutcomesisfoundational.Forexample,MichaelEhret,seniorvicepresidentandchiefpeopleofficeratWalmartInternational,highlightshowthecompanybringstheoutcome-drivenandhuman-centereddesignprinciplestolifethroughitsAIstrategy.Heexplains,“WedesignthewayourpeopleworkwithAIsothatitprovidesanoutcome.ToomanyorganizationstreatAIasanadoptionproblemwithoutfirstaskinghowyoucanachievetheoutcomesdesired.What’sreallyrequiredisbehavioralchange—nottechnicaltraining.”6While56%ofsurveyedleaderssaytheyaredesigningprimarilyforbusinessoutcomessuchascostorspeed,agrowingnumberofleaders(40%)aredesigningforbothbusinessandhumanoutcomes(suchaswell-being).

Anotherkeymacrodimensionisgovernanceandaccountability.Asthedimensionsofhuman-AIcollaborationexpand—spanningtechnology,people,process,risk,andculture—theC-suiteshouldincreasinglyoperateasasymphony.Business,informationtechnol-ogy,humanresource,finance,operations,risk,andlegaleachplaytheirpart,allfollowingthesamescore.

Tomovebeyondtraditionalsilos,someorganizationsareadopt-ingcross-functionalgovernancemodels.Forexample,ModernahasmergedITandHRtounifytechnologyandpeoplestrategy;7Skillsoft’sAIcouncilenablescross-functionaloversight;8andDisney’schiefAIandcollaborationofficerfocusesonenablingbettercollaborationacrossthebusiness.9

Oncetheorganizationestablishesgovernance,leaderscansetoveralldesignprinciplestoguideteamsincreatingoptimalhumanandmachineinteractions.Theseprinciplesshouldbeanchoredintheenterprise’svaluesandmission,sotheymightvarybyorganization.Somedesignprinciplestobeginwithinclude:

•Outcome-driven:Definethehumanandbusinessoutcomestoamplify,focusingonresultsthattranscendwhathumansorAIcouldachievealone.

•Contextual:Tailorsolutionstoeachworkflow,team,riskprofile,andhuman-AIrelationship.

•Transparent:Makeroles,decisionrights,trustthresholds,andaccountabilityexplicit,soeveryoneunderstandshowhumanandAIcontributionscombinetodrivesuperioroutcomes.

Figure2

Macrodimensionsofworkdesign

Dimension

Examplesofhardwiring

Examplesofso什wiring

Strategicambition

Howcantheinteractionsbetweenhumansandmachinesimprovebusinessandhumanoutcomes?

Governanceandaccountability

Whomakesthesedesignchoices?Whoownstheconsequences?Howareoutcomesmonitoredandevaluated?

Designprinciples

Whatprinciplesaregoingtoguideyourdesignchoices?

Ethicsandtrust

Whatethicalframeworksguideeforts?

Infrastructure

Whatphysicalandtechnologicalfoundationsarerequired?

•Boardorstakeholdergovernance

•Strategicplanning

•Riskandorganizationalcontrols

•Decisionrights

•Organizationalstructure

•Technologystack

•Partners,alliances,andecosystems

•Laborrelations

•Culture

•Leadership

•Purpose

•Brand

Source:Deloi廿eanalysis.

Gettinghumanandmachinerelationshipsright11

•Adaptive:Designhuman-AIsystemsforcontinuouslearning,feedback,andevolution,ensuringtheysustainoutcomesandadaptasneedschange.

•Human-centered:Elevatehumanagency,creativity,judgment,empathy,andleadership.AIshouldamplifyandneverdiminishwhatmakesusuniquelyhuman.

•Empowering:DesignAIsystemsandculturesoworkersareconfidenttochallenge,escalate,experiment,andlearnfrombothsuccessandfailure.

SavetheChildrendemonstrateshowchoicesaroundtrustcanaccel-erateadoptionandimpact.Theorganization’searlygenAIpilotsdeliveredfragmentedadoption.Toaddressthis,theorganizationworkedonbuildingacultureofcuriosity,learning,andcollabora-tionthroughavarietyofmechanisms,includingtraining,leadershipengagement,andanambassadornetwork.TheorganizationalsoestablishedclearguardrailsonwhenandhowtousegenAI.Thisapproachquicklydoubledweeklyusage(from36%to71%),and

asfluencyandadoptionincreased,theorganizationwasabletoapplyAItomorevalue-creatingusecases(quadruplingcomplextaskapplicationfrom10%to45%).Guardrailawarenessincreasedfrom42%to70%andcollaborativelearningfrom36%to60%.Havingstrengtheneditscapabilitiesandculture,theorganizationisnowpositionedtoredesignworkandrolesforgreaterimpact.10

Designatthemicrolevel

Beyondestablishingthefoundationsattheorganizationallevel,leadersneedtoconsiderhowtodesignhumanandmachineinterac-tionsthatareoptimalforeachteamandtypeofworker.Themicrodimensionsofworkdesignwillvarybasedonthework,therelativerolesforhumansandAI,theteamcomposition,andmore(figure3).

Consider,forexample,how7-ElevenredesignedrolesforhumansandAI.WhenrapidAIautomationthreatenedtomakethecompa-ny’sspecializedrecruiterroleobsolete,itusedtherolloutof“Rita”—anAIassistantautomating95%ofroutinehiringtasksandfreeing40,000hoursweekly—toredesigntheroleratherthanreplaceit.

Figure3

Microdimensionsofworkdesign

Dimension

Examplesofhardwiring

Examplesofso什wiring

Work

Whatspecificworkjourneysorflowsareinscope?

RolesforhumansandAI

Whatworkdohumansdo?Whatskillsandcapabilitiesdohumansneed?WhattasksareAImodelsoragentsdesignedtoperform?

Human-AIrelationship

HowdohumansandAIworktogether?WhataretherelativelevelsofhumanagencyandAIautonomyneeded?

Teamcompositionandactivation

Howaretherightgroupsofhumansandagentscombinedquicklyand

e术cientlytogetworkdone?HowarehumansandAIpreparedforworkingwitheachother?

Performance,learning,andreflection

HowaretheperformanceandgrowthofhumansandAIsupported?

Evaluationandadaptation

Howareworkefortandoutputsmonitored,evaluated,andimprovedovertime?

Security/dataaccess

ForworkersandAIalike,whatapplicationsordataresourcesareessential?

Howisthisdatamonitoredandoptimizedovertime?

•Job/roledesign

•Jobarchitecture

•Processesandprocedures

•Workspaces,tools,andequipment

•Talentacquisition

•Workforcemanagement

•Onboarding

•Humanlearninganddevelopment

•AIandAIagenttrainingandreinforce-ment

•Knowledgemanagement

•HRservicedelivery

•ITservicedelivery

•Dataengineeringanddatamanagement

•Cyber

•Managementpractices

•Culture

•Collaborationandteaming

Source:Deloi廿eanalysis.

Gettinghumanandmachinerelationshipsright12

Recruitersshiftedfromtransactionaltaskstoastrategicfocusonenablingstoreleaders,partneringmorecloselywithstorestoimprovehiringquali