2026年人力资源趋势研究报告（英文版）

2026HumanCapitalTrendsStudy

TechnologyPowered.PeopleDriven.

HowHumansAmplify

OutcomesintheAgeofAI

Contents

AbouttheReportandDataMethodology3

Foreword

ByronBeebe–CEO,HumanCapital4

ExecutiveSummary5

TheAuthors8

Chapter1:AIImplementationhasGone

Mainstream;AIReadinesshasNot

9

Chapter2:InvestinginPeopleisthe

UltimateAdvantageintheAgeofAI

21

Chapter3:TurnInvestmentintoImpact:

EVPsarePoweringMeaningfulChange

35

Chapter4:Conclusion

48

Chapter5:GeographicalOverviews50

Global51

Australia53

Brazil55

Canada57

China59

Colombia61

Germany63

HongKong65

India67

Ireland69

Italy71

Malaysia73

Mexico75

Netherlands77

Nordics79

Philippines81

Poland83

Portugal85

Singapore87

Spain89

Türkiye91

U.A.E.93

UK95

U.S.A.97

ParticipantFigures99

2

AbouttheReport&DataMethodology

AbouttheReportandDataMethodology

3

AbouttheReport

ThisstudyisbasedonfindingsfromAon’s2026

HumanCapitalTrendssurveyandinsightsfrom

Aon’steamofhumancapitalspecialists.Itis

designedtoequipseniorbusiness,humanresourcesandpeopleleaderswithinsightsintotoday’s

organizations,theirworkforcesandthehumancapitalstrategiesrequiredtooptimizetalentandstrengthenperformance.

Thankyoutoourteamofhumancapitalthoughtleaderswhocontributed.

DataMethodology

FromNovember2025toJanuary2026,AonconductedaHumanCapitalTrendssurvey.2,361boarddirectorsandseniorbusinessandpeopleleadersfrom

organizationsworldwidesharedtheirperspectivesonarangeofhumancapitaltopics.

Theglobalsurveyspanned62geographies,including23withsamplesof30+participants(ourthresholdforstatisticalsignificance),acrossarangeofindustries.

NorthAmerica(NA)geographieshadtotalresponsesfrom697participantsacrossCanada(88)andthe

UnitedStatesofAmerica(U.S.A.)(609).

Europe,MiddleEastandAfrica(EMEA)geographieshadresponsesfrom926participantsacrossGermany

(31),Ireland(51),Italy(154),Netherlands(42),Nordics

(66),Poland(75),Portugal(64),Spain(80),Türkiye

(62),UnitedArabEmirates(U.A.E.)(34)andtheUnitedKingdom(UK)(138).AdditionalEMEAgeographieswithfewerthan30participantsarenotlisted(129).

Asia-Pacific(APAC)geographieshadresponses

from504participantsacrossAustralia(125),China(34),HongKong(57),India(89),Malaysia(31),

thePhilippines(60)andSingapore(48).AdditionalAPACgeographieswithfewerthan30participantsarenotlisted(60).

LatinAmerica(LATAM)geographieshadresponsesfrom234participantsacrossBrazil(75),Colombia(34)andMexico(67).AdditionalLATAMgeographieswithfewerthan30participantsarenotlisted(58).

Forclarity,ourdatapointshavebeenroundedtothenearestwholenumber.Thismeanssometimesasetofpercentageswillnotadduptoexactly100%.

Unlessotherwisestated,alldatawithinthisreportcomesfromouranalysisofAon’sHumanCapitalTrendssurveyandEmployeeSentimentsurvey.

Foreword

4

Foreword

Organizationsacrosstheglobefaceadefiningmoment.

AIadvancementsarequicklydeveloping.Employeeexpectationsareshifting.Technologyhasmadedatamoreaccessible.Simplyput:Thegloballandscapeischangingatspeed.

Inthisfast-pacedworld,focusingontodayisnolongerenough.Thenearanddistantfuturemustbeconfrontedwithconfidence.

That’swhyI’mproudtopresentourreport,richin

dataandinsight,ontoday’sglobalhumancapital

trends.Thisreportpreciselydefinestheemployee

andemployerrelationshipinthisnewworld.Providingleaderswiththeforesight,readinessandintentneededtoseewhat’scomingandshapewhat’snext.WedelveintothegapbetweenhighratesofAIimplementation

andlowAIreadiness.OurdatasuggeststhatinvestinginpeopleistheultimateadvantageintheageofAI.Weuncoverhowinvestmentcanbeturnedintoimpact,withemployeevaluepropositionsdrivingmeaningfulchange.

Ifharnessed,theseinsightscanilluminateapath

forwardfororganizationsaroundtheworldandhelpthemachieveapowerfulcompetitiveadvantage.Ialsobelievethatthisreportcanactasacalltoactionfororganizationslookingtocultivateastronger,happierandmoreproductiveworkforce.

Whiletoday’schallengesareevident,theopportunitiesaretheretobeseized.Let’sworktogethertonavigatethesechangesandtransformyourorganizationintoapowerhouseoftomorrow.

ByronBeebe

CEOofHumanCapital

ExecutiveSummary

5

ExecutiveSummary

Artificialintelligence(AI)inthe

workplacehasrapidlyevolvedfromexplorationtoexecution,transformingtheworkforceandelevatingthe

strategicvalueofhumancapital.

Organizationsthatunlocktechnology’spotentialtodayarebetterpositionedtostayaheadtomorrow.Butafundamentalquestionremains:Howdopeopleand

technologyaligninthisnewageofAI?

People,ateveryleveloftheorganization,havethe

possibilitytoamplifyimpactandmultiplyoutcomes

withtransformativetechnologyintheirhands.Paired

withthis,humanleadership,adaptabilityandinnovationbecometheenginesforreshapingthefutureof

growth.Organizationsthatembracethismaybebetterpositionedtobuildtheresilienceneededtothriveinan

uncertainworld—oneinwhich39%ofcompaniesarepursuingorconsideringmergersandacquisitionsamidongoingvolatility.

Our2026HumanCapitalTrendsStudyhighlightstheforesight,readinessandintentleadersneedtoalignpeopleandAIforthenextchapterofgrowth.

ExecutiveSummary

6

ImplementationhasGoneMainstream.

AIReadinesshasNot

OrganizationsaredeployingAIfasterthantheyarebuildingtheskills,structuresandhumansupport

neededtoharnessit.Seventy-threepercentof

organizationshavedeployedorarepilotingAIintheirorganizations,butonly18%haveseenthemajorityoftheirworkforceparticipateinAIreskilling/upskillingprogramsinthepast12months.Thereareplenty

ofopportunitiesforupskilling,ledbyfullworkforceassessments,disciplinedtrainingandchange

management.Theresultwillbemoreharmonioustechnologicalintegrationthatcultivatesamoreskilled,confidentworkforceembracingAI.

InvestinginPeopleistheUltimateAdvantageintheAgeofAI

AsAIreshapeswork,technologyalonewillnotdeliverresults.Whenaskedtoranktheworkforceskills

mostcriticaltosuccessoverthenextthreeyears,

adaptabilityandchangemanagementcamefirst,

followedbyleadershipandpeoplemanagement,withdigitalliteracyandtechnologyadoptionthird.Theseresultsunderscorethefactthathumancapabilities

remaintheprimarydriversoforganizationalsuccess.Theadvantage,therefore,liesinhoweffectively

organizationsunlockthepotentialoftheirpeople.Inthisenvironment,skillssuchascreativity,judgmentandcollaborationbecomeevenmorevital—

capabilitiesthatdependonmotivation,psychologicalsafetyandengagement.Bybuildingaculturethat

motivatesemployeesandstrengthensengagement,organizationscanrealizeAI’struevalue.Thiscan

bedonethroughongoingtrainingandreskilling,

effectivepaytransparency,greateropportunityequityandsustainedcommitmenttoemployeewellbeing.

TechnologyandAIareessential,butwithoutstronghumancapabilities,transformationislikelytofail.

andwell-understoodEVPcandeliverastrongerimpactacrossseveralemployeepriorities—49%ratetheir

leadership’scommitmenttoemployeewellbeingasstrongandvisible,34percentagepointshigherthancompanieswithoutanEVP.Theseorganizationsarealso21percentagepointsmorelikelytoaddressthegenderretirementsavingsgap,and20percentagepointsmorelikelytopersonalizeemployeebenefitsnoworinthefuture.

Together,thesegapsrevealacriticaldisconnect:

WithoutstrongdatafoundationsandaclearEVPto

guidedecisionmaking,peopleinvestmentcanstruggletoconvertspendintoimpact.Embeddingdatamore

deeplyintopeoplestrategyandEVPdesigncanhelptoimproveinsightandconnectbusinessinvestmentwithrealhumanoutcomes.

Theopportunitiestodrivegrowththroughhuman

capitalstrategiesareclear,butimpactwilldependonhoweffectivelyleadersusedataandtechnologytoempowerpeople.Thosewhoactdecisivelytodaycanshapetomorrow’scompetitiveadvantage.

TurnInvestmentintoImpact:EVPsarePoweringMeaningfulChange

Fiscalpressureishigh,butthecostofmisalignedpeopleinvestmentishigher.Aspeoplecostscontinuetorise,apersistentgapremainsbetweenintendedsupportandtheemployeeexperience.

ExecutiveSummary

Dataiskeytounlockingthefullpotentialofapeoplestrategy,butmanyorganizationsmaybefallingshort,bothinhowtheyusedataandinhowclearlythey

definetheiremployeevaluepropositions(EVPs).Just12%ofChiefPeopleOfficersandBoardDirectors

usecomprehensive,interactiveanalyticstools,andonly38%oforganizationsreportahighlevelofHRdatamaturity,limitingtheirabilitytotranslateinsightintomeaningfulworkforceimpact.Atthesametime,only19%oforganizationshaveanEVPthatisclearlydefinedandwellunderstood.

Data-drivenEVPs,builtonemployeeneedsand

effectivecommunication,arecriticalbuildingblocksforclosingthatgapanddrivingmeaningfulchange.Our

findingsrevealthatorganizationswithaclearlydefined

7

TheAuthors

8

TheAuthors

Introducingourreportauthors.

ByronBeebe

ByronBeebeisChiefExecutiveOfficerofHumanCapitalatAonandamemberoftheAonExecutiveCommittee.He

leadsthedevelopmentofintegrated

Health,WealthandTalentsolutions,

deliveringactionableanalyticsand

connectedpeoplestrategiesforclients.HavingjoinedAonin1991,Byronhas

playedapivotalroleinshapingthefirm’sHumanCapitalvalueproposition,with

deepexpertiseinretirementandtotal

rewards.HeholdsaBAinMathematicsfromWabashCollegeandisaFellowoftheSocietyofActuariesandanEnrolledActuary.

AmandaScott

AmandaleadsAon’sNorthAmericaTalentSolutionsbusiness,deliveringdata‑drivenstrategiesacrossRewardsandCareer

Advisory,ExecutiveandBoardAdvisory,andDataSolutionsandAssessment.

Withmorethan20yearsofconsulting

experience,shehasheldgloballeadershiprolesspanningM&A,TalentandRewards,andclientrelationshipmanagement,

andisarecognizedthoughtleaderand

frequentindustryspeaker.AmandaisalsothefounderandCEOofMike’sMates,aUKmentalhealthcharity,andservesonseveralnonprofitandindustryboards.

LisaPatel

LisaPatelisHeadofHealth&Talent,

EMEAatAon,overseeingthebusiness

across27countriesandleading

solutionsthatsupportmorethan10,500clients.With30years’experienceintheemployeebenefitsindustry,shejoined

Aonin2018andhasservedonboth

theEMEAandGlobalHumanCapital

Executiveleadershipteams.Lisabrings

deepexpertiseacrosshealthcare,risk,

pensions,talentandflexiblebenefits,andholdsaBScinMathsandEconomicsfromtheUniversityofWarwickandisaFellowofthePensionsManagementInstitute.

DougMelton

DougMeltonisChiefCommercialOfficerforAon’sGlobalHumanCapitalbusiness,helpingorganizationsusedataand

analyticstobettermanageworkforce,

healthandcompensationrisks.Hebringsdeepexpertiseinhealtheconomicsandactuarialanalyticsandisafrequent

contributortoAonresearch,industry

discussionsandpodcasts.Inhisrole,

Dougworkscloselywithclientsand

regionalleaderstotranslateinsightintopracticalstrategiesthatsupportbetterdecisionmakingacrosstheworkforcelifecycle.DougholdsaPhDandMPHinhealthpolicyandmanagement,withafocusonhealthinsuranceeconomics.

1

AIImplementation

hasGoneMainstream;AIReadinesshasNot

AmandaScott

NorthAmericaTalentSolutions

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

10

AIisnolongeremerging;itisalready

embeddedacrossmanyorganizations.

Butwhileimplementationhasaccelerated,generallyworkforcereadinesshasnot.ManyemployersaredeployingAIfasterthantheyarebuildingtheskills,structuresandhumansupportneededtomakeiteffective.

AIreadinessisaboutmorethantraining.It

reflectsanorganization’sabilitytoredeploy

work,evolveskills,redesigndecisionmaking

andrealignrewardsastechnologyreshapes

howvalueiscreated.Itextendswellbeyond

technicalenablement,encompassing

leadershipexpectations,jobdesign,workforcecapability,datamaturity,governanceandthe

overallemployeeexperience.

Organizationsthatconsiderstrengthening

AIreadinessandbridgingthisgapbetween

technologyandpeoplearebetterpositioned

todevelopaworkforceequippedtorealize

thevaluethatwidespreadAIdeploymentis

designedtodeliverandunlockstrongergrowth,improvedmarginsandfasterinnovation.

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

1

KeyTakeaway

OrganizationsaredeployingAIfasterthantheyarebuildingtheskills,structuresandhumansupportneededtomakeiteffective.

+

Action

BuildpeoplereadinessatthesamepaceasAIadoption,byadequatelytraining/upskillingyourworkforcetostayaheadofthecompetition.

oforganizationshavedeployedorare

pilotingAIintheirorganizations,while

only18%haveseenthemajorityoftheirworkforceparticipateinAIreskilling/

upskillingprogramsinthepast12months.

11

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

12

UpskillingtheAI-AugmentedWorkforce

AIimplementationisnowcommonplace,but

deploymentalonemayexposedeepergapsinskillsandorganizationalreadiness.

Globally,44%oforganizationshavedeployedAI,

withanother29%pilotingthetechnology.Just8%saytheyareneitherusingnoractivelyconsideringthetechnology.However,thisrapidadoptionisoftennotmatchedbyworkforceinvestment.Only28%

oforganizationshavehirednewemployeeswith

AIexpertiseandjust18%reportthatmostoftheir

workforcehasparticipatedinAIreskillingorupskillingprogramsinthepast12months.Toaddressthisgap,sustainedinvestmentinupskillingandreskillingcansupportthedevelopmentofstrongerhumancapital

andcansupportAItomovefromexperimentationtowardsdeliveringfullervaluecreation.

HRleadersgenerallyremainconfidentthatexistingroleswillendure,evenasAIcreatesnewskillsand

opportunities.Nearlyhalfoforganizations(49%)

identifyHRasatoppriorityforAIdeployment—

secondonlytoIT—reflectingHR’scentralrolein

shapingworkforcecapability.WithinHR,learninganddevelopmentranksasthesecond-highestpriority

applicationforAI(39%).

AIAdoptionStage

8%

20%

44%

29%

Deployed44%

Piloting29%

Pre-implementation20%Notactivelyusing8%

AIReskilling/Upskilling

16%

14%

10%

7%

6%

81–100

47%

01–2021–4041–6061–80

%oftheworkforcethathasparticipatedin

AIreskilling/upskillingprogramsinlast12months.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

TurningAIintoaforcethattrulyunlockshumanpotentialrequiresmorethantechnologyalone.

Organizationsshouldconsiderhowtoequip

employeeswiththeskills,confidenceandclarity

toworkalongsideAI.AcomprehensiveAIstrategy

designedtohelpemployeesunderstandhowthe

technologycantransformtheirrolescanopennew

opportunitiesforbothindividualsandtheorganization.

Lessthana

quarter

oforganizationshaveaHeadofAIrole.

Just

oforganizationsstatedtheirkeyobjectivein

35%

deployingAIwasto“advanceworkforcereskillingorupskilling,”with“increaseoperationalefficiency”at81%and“automateroutinetasks”at80%.

13

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

14

RedefiningtheValueofWork

AIisreshapingwhatworkis,wherevalueiscreatedandhowhumancontributionisrecognized.Asautomationandaugmentationexpand,thefocusisshiftingawayfromrolereplacementandtowardroleredefinition.Thiswillelevatejudgment,creativityandhumanconnectionalongside

technologicalcapability.

“

ThequestionisnolongerwhetherAIwillchangework,buthowquicklyorganizationsadapt,howdeeplyrolesandskillsevolveandwherenewsourcesofvalue

emerge.Leaderswhorecognizethismomentcanmovebeyondnarrowefficiencygainstoredesignworkitself—rethinkingroles,skillsandrewardmodelstobetteralignhumancapabilitywithAI’sexpandingpotential.

MarinusvanDriel-Partner,WorkforceTransformation,AonHumanCapital,NorthAmerica

Thosewhoactearlycanreducedisruptiontotheir

workforcewhilepositioningtheirorganizationsforgrowth.

agreedthatwiththeincreasingautomationoftasksthroughtechnology,employeesneedtoplacegreateremphasisonfosteringtheirsoftskills.

84%

Thequestionisnolongerwhether

AIwillchangework,buthowquicklyorganizationsadapt,howdeeply

rolesandskillsevolveandwherenewsourcesofvalueemerge.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

15

TheResponsibilityGap

AsAIembedsdeeperintoorganizations,responsibilityisincreasinglyshiftingfromexperimentation

towardstewardship,andmanyemployersare

notyetfullyprepared.WhileAIisincreasingly

influencingdecisions,rolesandoutcomes,only

28%oforganizationshavefullyoperationalAI

guidelineswithoversightmechanismsinplace,andlessthanhalfhaveestablishedateamresponsible

forAIgovernance.ScalingAIresponsiblyrequires

workforceliteracy,aclearunderstandingofreadinessacrossteamsandrobustgovernancecoveringethicaluse,accountabilityandcompliance.Withoutthese

foundations,AIrisksmovingfasterthantrust,limitingitsvalueandpotentiallyexposingorganizationsto

reputational,regulatoryandworkforcerisk.

AIGuidelines

28%

Only28%oforganizationshavefullyoperationalAIguidelineswithoversightmechanismsinplace.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

16

ActivateSkillsGrowthThroughAI-EnabledLearning

Asorganizationsinvestinworkforceupskilling,AI

canplayapowerfulrole—notjustasatool,butasan

effectiveteacherwhenembeddedwithinastructured

skills-developmentframework.Overhalfofemployers

(55%)arenowencouragingemployee-driven

learning,signalingashifttowardsharedownershipof

developmentbetweenorganizationsandtheirworkforce.However,self-directedlearningalonemaynotbe

sufficient.Clearlydefinedandsupportedlearning

pathwayscanenableemployeestoinvestthetime

andeffortneededtobuildnewskills.This,inturn,cansupportemployeeconfidencetopursuedevelopmentorentirelynewrolesasopportunitiesappear.Additionalsupport,whetherthroughmanagers,coachesor

targetedinterventions,remainsimportant.

Fromtheemployeeperspective,thisfocusonskillsis

alreadybeginningtoreshapepatternsofcareermobility.Seventy-sixpercentofemployersagreethathiring

andtalentdevelopmentstrategiesareincreasingly

prioritizingskillsandcompetenciesoverformaldegrees.Yetonly35%areusingAI-drivenlearningplatforms

tomeaningfullyengageemployees.Thishighlightsanopportunityfororganizationstostrengthentheirupskillingapproachandbetterconnectlearningtogrowthandmobility.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

17

WhatCanYouDo?

CultivatepeoplereadinessbeforeandduringAIintegrationbyefficientlyupskillingyourworkforcetostayaheadofthecompetitionandovercomingfinancialpressuresintheprocess.UtilizingAIasadriverforemployeeself-improvementcanalsobebeneficialforprogressingAIreadiness.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

18

KeyActionstoConsider

QuantifywhereAIwillcreatevalueandriskacrosstheworkforce.

●Understandwhichtasksarelikelytobeautomated,augmentedorfundamentallyredefined.

●Usedata-drivenanalysistoidentifywhereAIwillmostsignificantlyimpactroles,skills,productivityandcostacrosstheorganization.

●Applyexternalbenchmarks,whereavailable,

alongsideinternalworkforcedatatoprioritizeAIopportunitieswiththegreatestbusinessreturn.

●Evaluateorganizationalreadiness,including

leadershipalignmentandemployeeadoptionrisk,beforescalingAIinitiatives.

●Establishaclear,evidence-basedapproachthat

alignsleadersonwheretofocusAIinvestmentfirst.

Redesignwork,skillsandwaysofoperatingtocaptureAI-enabledproductivity.

●Redesignjobsandworkflowstocombine

humanandAIcapabilitiesinwaysthatimproveperformanceandsafety.

●Mapfuturecriticalskillstoguidereskilling,

redeploymentandhiringstrategiesasAIchangesrolerequirements.

●Alignorganizationdesign,operatingmodelsandincentiveswithnewAI-enabledwaysofworking.

●Supportenterprise-widechangethrough

structuredchangemanagementgroundedinworkforcedataandinsights.

●EnableleaderstotranslateAIambitioninto

practical,actionableworkforcedecisionsthroughdata-ledleadershipexperiences.

BuildworkforcecapabilityandgovernancetoscaleAIresponsibly.

●EstablishAIliteracyandfluencypathwaysthatequipleaders,managersandemployeestoworkconfidentlywithAI.

●AssessindividualandteamreadinessforAIadoptiontotailorenablementandchangeinterventionswheretheyareneededmost.

●Implementcleargovernanceframeworkscoveringresponsibleuse,ethics,complianceanddecisionaccountability.

●PutinplacecontrolstomanageAIandmodelriskwhilemaintaininginnovationmomentum.

●EnsureongoingoversightsoAIadoptionremainstrusted,transparentandalignedtoorganizationalvaluesandregulation.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

19

CaseStudy

TheBoard-LevelRequest

Alargetelecommunicationsfirmwaspreparingfor

acriticalboardmeetingandneededdata-driven

insightstoshapeitsevolvingAIstrategyspanning

technologyandworkforceinvestment.Specifically,theclientrequiredinsightintohowAIwillaugmentortransformworkduetoAIandinvestmentneededinpeopleandtechnology.

OurApproach

WeidentifiedroleslikelytoevolvethroughAI-drivenaugmentationorautomation,assessedevolvingskillstoguidefuturetalentneeds,andhighlightedreskillingandupskillingpathwaysforrolesimpactedbyAI.

TheImpact

●Informedboard-leveldiscussionsonworkforceandtechnologyinvestments.

●Identifiedsurplustalentpoolsforredeploymentintohigher-valueroles.

●Focusedreskillinginitiativestooptimallybenefitemployeesandtheorganization.

●Enableddata-backeddecisionsonwhereAIcouldoptimizeworkandelevatehumanimpact.

●Supportedrealizationofpotentialcostsavingsthroughstrategicworkforceshifts.

1

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

Ireland

71%

Malaysia

21%

.

2

InvestinginPeopleis

theUltimateAdvantage

intheAgeofAI

LisaPatel

HeadofHealth&Talent,EMEA

2

AIisreshapingworkforces,buttechnologyalonewon’tdeliverresults.Humanskillsremainvitalforbothshort-andlong-termbusinesssuccess.

Chapter2:InvestinginPeopleistheUltimateAdvantageintheAgeofAI

Inthisenvironment,skillssuchascriticalthinking,

creativityandcollaborationbecomeevenmorevital

andareunderpinnedbymotivation,psychological

safetyandengagement.Bybuildingaculturethat

motivatesemployeesandstrengthensengagement—throughongoingtrainingandreskilling,effectivepaytransparency,greateropportunityequityandsustainedcommitmentinemployeewellbeing—organizations

canmovetowardsrealizingAI'struevalue.

TechnologyandAIareessential,butwithout

stronghumancapabilities,successfultransformationisunlikely.

“

ThewinnersintheapplicationofAIwillleadwithworld-class

peoplestrategies.AIrepresentsahistoricopportunityforgrowth,particularlyfororganizationsthatapproachtransformationby

integratingpeopleandtechnology—sotheyevolveinlockstep.

Byclosingthegapbetweenambitionandreadiness,leaderscanactwithconfidence,strengthenlong-termresilienceandwin

todayandinthefuture.

22

GregCase,PresidentandCEO,Aon

2

Chapter2:InvestinginPeopleistheUltimateAdvantageintheAgeofAI

23

KeyTakeaway

Humanskillsarethedifferentiatingfactorin

tra