2026年人才重塑者：AI时代携手人才并为其成就价值研究报告-

TalentReinventors

DeliveringvaluewithandforpeopleintheageofAI

2

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Contents

Introduction

05

ThesixcharacteristicsofTalentReinventors

10

Clarity

14

Intelligentteaming20

Talentmobility26

Co-learning33

Breakthroughleadership38

Personalizedexperiences

Thebarriersto

reinventingtalent

42

Actionstotakenow

46

Reinventtalentstrategy

withanAI-powered

approach

48

Createacultureof

continuouslearning

49

Leadinnewanddynamicways

Conclusion

50

Thetalentadvantage

52

Abouttheresearch

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

3

Authors

KaraleeClose

GlobalLead,

Talent&Organization,Accenture

StephenWroblewski

GlobalTalentLead,

Talent&Organization,Accenture

JessicaVanSingel

GlobalResourcesIndustryGroupLeadandAmericasStrategyPracticeLead,

Talent&Organization,Accenture

SumreenAhmad

ManagingDirector,MiddleEast,

Talent&Organization,Accenture

MamtaKapur

SeniorPrincipal&EuropeResearchLead,

Talent&Organization,AccentureResearch

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

“ThefutureofAI

andcompaniesis

humaninthelead,notjustintheloop.”

JulieSweet

ChairandCEO,Accenture

4

5

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Introduction

ThelastfewyearshaverevealedAI’s

enormouspotentialandasimpletruth:

Realvalueshowsupwhenpeopleandtechnologyadvancetogether.

AsAIadoptionaccelerates,returnsare

uneven.ManyorganizationsareinvestingheavilyinAI,buthavenotupdatedtheirtalentstrategyaccordingly.

Ourlatestresearchuncoversnewopportunitiestodeliverinnovation

withtalent.Wesurveyed1,320C-suite

executivesand4,560employeesacross20industriesand12countriesbetweenAugustandSeptember2025andfoundanelite

group—just18%oforganizations—thataretakingadifferentapproachtotalentanddeliveringrealvalue.

WecallthemTalentReinventors.

Comparedtotheirpeers,TalentReinventors

are7xmorelikelytostrengthenorganizationalculture,6xmorelikelytoimproveemployee

experience,and4xmorelikelytoenhance

workforceadaptability.Theyalsoreportan11%upliftininnovation-relatedskills.Thosegainscandriverealvalue:Decadesofacademic

researchshowthatadaptiveculture,

psychologicalsafetyandinnovationreadinessareamongthestrongestpredictorsoflong-

termfinancialperformance.1

TalentReinventorsprovethepoint.Accordingtoourresearch,thisgroupofcompaniesgrewrevenue1.8percentagepointshigherand

grewprofit1.4percentagepointshigherthantheirpeersin2025.

Researchsnapshot

Wesurveyed

1,320C-suiteexecutivesand

4,560employeesacross

20industriesand12countries

Keyinsight

oforganizationsstudied—TalentReinventors—

aredeliveringrealvalue

SeeAbouttheResearchattheendofthisreport

fordetailsonourmethodology.Unlessotherwisenoted,alldataincludedinthisreportisfromthisstudy.

18%

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Outcomes

TalentReinventorsare:

4x

Morelikelytoimproveworkforce

adaptability

In2025,theyexperienced:

1.8%

Higherrevenuegrowth

7x

Morelikelytostrengthen

organizationalculture

6x

Morelikelytocreategreatemployee

experiences

1.4%11%

Upliftin

innovationskills

Higherprofitgrowth

6

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Whatsetstheseorganizationsapartisadistinctiveandmoreintegratedapproachtotalent—a

human+AI

talentstrategy

—thatreshapesworkandtheworkforcearoundasharedsetofgoals.

ThisstrategyispoweredbyAIanddata,butitspurposeisdeeply

human:toreinventwhatandhowworkgetsdoneandhelppeoplegrowtheircareers.

Itgivesorganizationsunprecedentedvisibilityintowhichtasksdeserve

focus,whichskillswillmatternext

andhowpeopleandtechnologycanelevateeachother’sperformance.

Thisreportbreaksdownsix

characteristicsthataresharedby

TalentReinventors.Together,these

characteristicsallowthemtobuilda

workforcethatdrivesvaluebyhelpingpeopleunlocknewpotentialwith

technology.

TalentReinventorssharesixcharacteristicsthatcreatevaluefortheirorganizationsbycontinuallyredesigningworkandreshapingtheworkforcetoalignaroundsharedgoalsandemergingopportunities.Theyenable

7

peopleandtechnologytogrow,contributeandthrivetogether.

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Clarity

Intelligentteaming

Talentmobility

Thesix

Co-learning

Personalizedexperiences

Breakthroughleadership

characteristicsofTalent

Reinventors

8

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

9

Takentogether,thesesixcharacteristicsrepresentanewmindsetforleadersintheAIeraandprovideaframeworkforbuildingaworkforceofthefuture:

Clarity

Creatinga

commonviewof

valueacrosstalent,technologyand

strategytofocusonmeasurable

outcomes

Intelligentteaming

UsingAIto

understandteam

health,skillsand

performance,

givingleaders

greatervisibility

intoworkforce

capabilities,needsandpotential

Talent

mobility

Placingpeople

wheretheyare

mostneeded

basedonbusinessstrategy,skillsandemergingroles

Co-learning

EnablingpeopleandAItoevolvetogetherintheflowofwork

Breakthroughleadership

Cultivatingleaderswhoprioritize

coachingover

control,leadwithhumility,elevate

humanpotential

andcreatea

cultureofcuriosity

Personalizedexperiences

Creating

tailoredcareer

developmentandlearningpathwaysanchoredin

meaningfulwork,foreveryemployee

Mostorganizationshavestrengthsinsomeoftheseareasandgapsinothers.WhatsetsTalentReinventorsapartistheirefforttostrengtheneachcharacteristicand,concurrently,knitallsixtogether.Byfocusingonprogressoverperfection,theycreatemoreintegratedtalentfoundationsthatsupporttheneedsoftodayandthevisionfortomorrow.

Clarity

Intelligentteaming

Talent

mobility

Co-learning

Breakthroughleadership

Personalizedexperiences

Alignmentacrossfunctionsallowsasingledefinitionofvalueand

sharedprioritiestocreateanorthstarforreinvention.

10

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

11

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Clarity

Inmostorganizations,differentfunctionalareassettheirowngoalsand

priorities,oftenworkinginsiloswithlittlecross-functionalinteraction.

Inevitably,upskillingandtechnologyadoptionadvanceatdifferentrates,

creatinggapsthatpreventteamsfromworkingtogethertowardsharedgoals.

Onlyone-thirdoftherespondentstooursurveyindicatedtheirtalentstrategyisfullyalignedwiththeirtechnologyand

AIstrategy.ThismisalignmentmakesitdifficultfororganizationstocapturevaluefromAI,letalonescaleit.

Theconsequencesareincreasingly

visibleattheemployeelevel.Only24%reporthavingfullaccesstoAItools,

justoveroneinfivestronglyagreethatexperimentationwithAIisrewardedandonly21%feeltheyhaveavoiceinhowAIisintroduced.2

Whenaccess,permissionsand

expectationsareunclear,agencyerodesandprogressstalls.Thislackofclarity

alsounderminesconfidenceandtrust.

Whilemanyleadersexpressempathyforworkforceconcerns,thatempathyisnottranslatingintoconfidenceoralignment:only18%ofemployeesstronglyagree

thatleadershiphasclearlycommunicatedhowtheorganizationwillnavigate

changein2026.3Withoutacredible

roadmap,reassuranceringshollowandtheconfidencegapbetweenleadersandemployeescontinuestowiden.

“AIhasexposedthegapbetween

howfastthebusinessandtechnologyareevolvingandhowslowlytalent

systemsadapt.Workforceplanning

wasoncestatic;nowskillsandroles

areshiftinginrealtime,andalignmentremainspartial.”

SeniorTechnologyLeader,GlobalEnergyCompany

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAIClarity

TalentReinventors,incontrast,bringteamstogetheraround

sharedpriorities.Thisalignmentsharpenstalentdecisions—

clarifyinghowrolesevolve,whichskillstoscaleandwhat

trainingisrequired.ByaligningHR,technology,data,operationsandbusinessfunctions,TalentReinventorsseemeasurable

improvementsinareaslikegrowth,innovation,revenue,costs,productivity,workforceagilityandtimetomarket.

Thatsameclaritybenefitstheorganizationanditspeople,helpingemployeesadvancetheirskillsandcareers—andmotivatingthemtoembracethetechnologythat’smakingitpossible.AIanddataintegrationiskey,providingvisibilityintoworkflowssoTalent

Reinventorsknowwhat’sworking,whichprocessesneedtobeimprovedandwherevalueisreallybeingcreated.

AlmostallTalentReinventors(96%)haveatalentstrategythatisfullyintegratedwithtechnologyandAIthroughstrongHRand

ITcollaboration.AndalthoughAIadoptionisapriorityatmany

organizations,93%ofTalentReinventorsareactivelyredefining

talentstrategytosupportAIadoption,includingoperatingmodelshifts.Meanwhile,76%ofTalentReinventorsuseAI-enabled

systemstodynamicallyadjustgoalsinrealtime.Theyare7.6x

morelikelytoensurethatemployeesaredoingworkthatmattersandalignstoevolvingbusinessgoals.

12

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAIClarity

13

Caseinpoint:VolkswagenGroupisinthemidst

ofareinventionshapedbyaclearambition:to

evolvefromatraditionalautomakerintoaglobal

automotivetechnologyleader.Centraltothis

journeyisthebeliefthatAImustbecomean

enterprisecapability—embeddedintohowvehiclesaredesigned,howfactoriesarerunandhowpeoplework—ratherthanaseriesofisolatedpilots.4

Tosupportthisambition,Volkswagenisbringing

itsteamsandsystemstogetherbyusingshared

platforms,commondatafoundationsand

coordinatedgovernance.Initiativessuchasits

DigitalProductionPlatformaredesignedtoconnectfactoriesglobally,deliveringAI-enabledinsights,

qualityimprovementsandefficiencygainsacrossbrandsandregions.5

Talentisadefiningpillarofthetransformation.

ThroughitsWE&AIinitiative,launchedin

2024,Volkswagenhasestablishedoneofits

largestinternaleducationandqualification

programstodate.6Theinitiativeisdesignedtoenableemployeesatalllevelstoengagewith

AIresponsiblyandpractically,reinforcingthe

ideathatAIliteracyisanenterpriseexpectation,notanichetechnicalskill.Morethan130,000

employeesworldwidehavealreadybeenreached,signalingaculturalshifttowardhuman-AI

collaboration.

VolkswagenisalsostrengtheningitsecosystemthroughitsgloballynetworkedAILab,regional

engineeringhubsandpartnershipsthatexpandaccesstodata,engineeringandAIcapabilities,

aligningtalentpipelineswithtechnologydeliverytoacceleratelearningandskillsdevelopment.7

Together,thesemovessignalatransformation

stillunderway:onefocusedonclarityofintent,disciplinedscalingandthedeliberatedesign

ofanoperatingmodelbuiltforinnovation,

resilienceandlong-termcompetitiveadvantage.

WhatTalentReinventorsaregettingright

TalentstrategysupportsAIadoption

93%haveactivelyredefined

theirtalentstrategytosupport

AIadoption,includingoperating

modelshifts,versus18%ofothers.

HR,ITandthebusinessshareobjectives

96%haveatalentstrategythatisfullyintegratedwithtechnologyandAI,versus16%ofothers.

Dynamicgoal-settingdrivesvalue

76%useAI-enabled

systemstodynamicallyadjustgoalsinrealtime,versus10%ofothers.

Clarity

Human-AIpairingprovidesdeepinsightsintoskills,teamdynamicsandhumanpotential,helping

organizationscreatestronger

teamsandnewwaysofworking.

Intelligentteaming

Talent

mobility

Co-learning

Breakthroughleadership

Personalizedexperiences

14

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

15

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Intelligentteaming

AsAIbecomesembeddedindailyworkflows,

teams—notjustindividuals—areincreasingly

usingdataandinsightstostrengthenexecution,innovationanddecision-making.

Workisbecomingmorefluid,spreadingacrossfunctionalareasandtechnologyplatforms,soit’scrucialthat

organizationshelpteamsadapttheirwaysofworkingtogether.Mostorganizationsarenotthereyet.

Only19%ofemployeessaytheyworkinteamsthat

experimentwithAIanddigitaltoolstodevelop,learn

andimprovetogether.Andonly17%ofemployeesfeel

psychologicallysafespeakinguporsharingideaswithintheirteams,abarrierthaterodescollaborationand

innovation.

Today,only25%ofC-suiteexecutivesuseadvanced

AIanalyticstotrackteamcollaborationandmeasure

innovation.TalentReinventorsaretheexception,making

AI’sroleintheworkflowexplicitandenablingpeopleto

seehowtheirworkevolvesalongsidetechnology.Theyare1.6xmorelikelythanpeerstotrackbehavioraladoption

withadvancedAItools.TheyalsoleverageAI-generatedmatchingtoassessteamfit,guideassignmentsand

proactivelyflagriskssuchasburnoutorexclusion,usingdatanotjusttomonitorperformance,buttostrengthenteamhealthandjudgment.(Figure1).

Figure1:TalentReinventorsuseAItoelevateteamjudgmentandeffectiveness

TalentReinventorsare1.7x

morelikelytouseAI-generatedmatchingtoassessteamfit,

guideassignmentsandflagriskssuchasburnoutorexclusion

TalentReinventorsare

2.8xmorelikelytosayAI

enhancescollectivejudgment

TalentReinventorsare

1.7xmorelikelytoprioritizeemotionalintelligenceandAIfluency

84%

1.7x

49%

55%

1.7x

33%

2.8x

9%

25%

Others

Talent

Reinventors

Others

Talent

Reinventors

Others

Talent

Reinventors

Source:AccenturetalentreinventionCXOsurvey,2025(N=1,320)

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAIIntelligentteaming

“Aclear,company-wideplanforAI

wouldmakearealdifference.Rightnow,teamsaremovingatdifferentspeeds,

usingdifferenttools,andlargelyfiguringthingsoutontheirown.Ashared

directionwouldhelpteamslearnandgrowtogetherandlifttheorganizationasawhole.”

MarketingManager,

HealthandNutrition,GlobalChemicalsCompany

16

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAIIntelligentteaming

Bytappingintoacontinuousflowofdata,TalentReinventors

betterunderstandwhattheirpeopleneedtofeelsafeandvalued,andtheytailorexperiencesaccordingly.

Comparedtopeers,theirteamsarehealthier,with75%reportingreducedstressandimprovedwell-being.Theyare1.5xmore

likelytosayAIimprovesskilldevelopmentand1.7xmorelikelytoprioritizeemotionalintelligenceandAIfluency,with55%citing

bothskillsasimportant.UsingAIanddata,theyhavetheinsightstheyneedtounderstandhowteamsarefunctioningtodayand

howhumansandAIcancollaboratebettertomorrow.

17

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAIIntelligentteaming

“Wecollectcontinuousemployee

feedbackthrough[our]organization

healthsurvey,360-degreeassessments,andsentimentanalysisfromteam

interactions.With[Microsoft]Copilot

embeddedinTeams,leaderscanaccessreal-timesentimentreports.”

NehaDonald

Director,GlobalTransformationStrategy&Innovation,PepsiCo

18

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAIIntelligentteaming

19

Caseinpoint:WhenMicrosoftundertookalargeengineeringreorganization,itsleadersneededasharperunderstandingofhow—andhowwell—theirteamswereworkingtogether.Actingas

“customerzero,”theyusedtheirownAI-enabledemployeeengagementplatforms,MicrosoftVivaInsightsandMicrosoftVivaGlint,tocapturekeyintelligence.8Theseplatformsapplymachine

learningandorganizationalnetworkanalytics

tomillionsofcollaborationsignalsinemails,

meetingsandMicrosoftTeamschatsandcombinethemwithsentimentdatatoseehowinformation

flowedbeforeandafterthere-org.Theywereabletoseewhichteamsbecametooinsularorwere

overstretchedafterrestructuringandwhere

cross-teamcollaborationincreasedordroppedoff,enablingthemtoadjustteamdesign,clarifyrolesandtargetsupportfasterthantraditionalmethodsallowed.

TheirteamsnowuseVivaInsightstoalignon

thingslikemeeting-freedays,focus-timeblocks

andagreedcollaborationhours,andtrackwhetherthosenormsimprovewell-beingandproductivity

fortheirpeople.BycreatingacontinuousfeedbackloopwhereAI-enabledanalyticsamplifyhuman

judgment,Microsoftteamleadersnowspot

issuesearly,aligncross-functionalworkandbuildhealthier,strongerteams.

AIacceleratesupskilling

Human-AIcollaborationhelpsteamsbuildskills

faster.TalentReinventorsare1.5xmorelikelyto

saythatAIstrengthensskilldevelopment.

Human-AIcollaboration

booststeamperformance

TalentReinventorsare

1.5xmorelikelytoreportfaster,higher-qualityteamdecision-makingand

2.8xmorelikelytosayAImeaningfullyenhancescollectivejudgment.

WhatTalentReinventorsaregettingright

Trustandconnection

AIimprovesteamhealth

Datadrivesteamdesign

arestronger

TalentReinventorsare1.7x

TalentReinventorsare

TalentReinventors

morelikelytosayhuman-

1.7xmorelikelytouse

createenvironments

AIcollaborationreduces

AI-generatedmatching

whereAIenhances

stressandimprovesteam

forrolefit,assignments

teams’interpersonal

well-being,acritical

andburnoutdetection,

relationships.Theyare

foundationforsustained

and1.4xmorelikelyto

1.8xmorelikelytoreport

performance.

useteamhealthdata

strongertrustandhuman

toguidecoachingand

connection.

removefrictionpoints.

Clarity

Intelligent

teaming

Talent

mobility

Highlyadaptableworkforcescreatemoreopportunities

forpeopletodomeaningfulwork,deliveringvaluefortheorganizationwhiledriving

careergrowth.

Co-learning

Breakthroughleadership

Personalizedexperiences

20

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

21

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAI

Manyorganizationslackthevisibilityintotheirworkforcethatwouldallowthemtomatchtherightpeoplewiththerightopportunities.Withoutthisvisibility,theymayenduphiringandtrainingexternalresourceswhenthetalenttheyneedcanoftenbedevelopedin-house.

Infact,69%oforganizationsstillrelyonexternalhiring

orlimited,adhocinternalhiringwithlittlevisibilityinto

skillsorcareerpathways.Internalmobilityremainslargelydisconnectedfromanydata-driventalentstrategy—only7%oforganizationsuseAI-enabledplatformstopoweraninternal-firstmobilitystrategy.

Employeesrecognizethechallenge.Forty-fivepercentsayit’sdifficulttofindinternalroles,projectsorlearningopportunities,and76%reportthatcareerpathways

areunclear.Askedwhatwouldmostacceleratetheir

careersinthenextonetotwoyears,employeesprioritizetargetedtrainingtobuildfuture-relevantskills(56%),

clearinternalpathways(34%)andgreaterautonomyandflexibility(30%).

Talentmobility

22

TalentReinventors|DeliveringvaluewithandforpeopleintheageofAITalentmobility

Figure