2026年人力资源趋势研究报告（英文版）

2026HumanCapitalTrendsStudyTechnologyPowered.

PeopleDriven.HowHumans

AmplifyOutcomesin

theAge

ofAIAbouttheReportandDataMethodology

3ForewordByronBeebe–CEO,Human

Capital4ExecutiveSummary5TheAuthors8Chapter1:AIImplementationhasGoneMainstream;AIReadinesshasNot

9Chapter2:Investingin

People

istheUltimateAdvantageintheAgeofAI

21Chapter3:TurnInvestmentinto

Impact:EVPsarePoweringMeaningfulChange35Chapter4:Conclusion48Chapter5:GeographicalOverviews50Global

51Australia

53Brazil

55Canada

57China

59Colombia61Germany63Hong

Kong

65India

67Ireland

69Italy

71Malaysia

73Mexico

75Netherlands

77Nordics

79Philippines

81Poland

83Portugal

85Singapore

87Spain

89Türkiye

91U.A.E.93UK95U.S.A.

97ParticipantFigures99Contents2

DataMethodologyFrom

November2025to

January

2026,Aon

conducteda

Human

Capital

Trends

survey.

2,361

board

directorsandseniorbusinessand

people

leadersfromorganizationsworldwidesharedtheirperspectives

onarangeof

human

capital

topics.Theglobalsurveyspanned62geographies,including

23withsamplesof30+participants(ourthresholdfor

statisticalsignificance),acrossarangeofindustries.NorthAmerica(NA)geographieshadtotal

responsesfrom697participants

across

Canada

(88)

and

theUnited

States

of

America(U.S.A.)(609).Europe,MiddleEastandAfrica

(EMEA)

geographies

hadresponsesfrom926participants

across

Germany(31),Ireland(51),Italy

(154),

Netherlands

(42),

Nordics(66),Poland(75),

Portugal

(64),

Spain

(80),Türkiye(62),United

Arab

Emirates(U.A.E.)

(34)

and

the

UnitedKingdom(UK)(138).Additional

EMEA

geographies

with

fewer

than30participants

are

not

listed(129).Asia-Pacific(APAC)geographieshad

responsesfrom504participants

across

Australia(125),

China(34),Hong

Kong

(57),

India

(89),

Malaysia

(31),the

Philippines(60)and

Singapore(48).

AdditionalAPACgeographieswithfewerthan30participantsare

not

listed

(60).LatinAmerica(LATAM)geographieshad

responses

from234participantsacross

Brazil(75),

Colombia

(34)and

Mexico(67).Additional

LATAM

geographies

withfewerthan30participantsarenot

listed

(58).Forclarity,ourdatapoints

have

been

roundedtothe

nearestwholenumber.Thismeanssometimes

aset

ofpercentageswillnotaddup

to

exactly

100%.Unlessotherwisestated,alldatawithinthisreport

comesfromouranalysisofAon’sHuman

Capital

TrendssurveyandEmployeeSentimentsurvey.About

theReportThis

study

is

based

on

findings

from

Aon’s

2026HumanCapitalTrendssurveyandinsights

fromAon’steamofhumancapitalspecialists.

It

isdesignedtoequipseniorbusiness,human

resources

andpeopleleaderswith

insights

intotoday’sorganizations,theirworkforcesandthehuman

capitalstrategiesrequiredtooptimizetalentand

strengthenperformance.Thankyoutoourteamofhumancapitalthought

leaderswhocontributed.AbouttheReport&DataMethodologyAbouttheReportandDataMethodology

3ForewordOrganizations

across

theglobeface

a

definingmoment.AIadvancementsarequicklydeveloping.Employee

expectationsareshifting.Technologyhasmadedata

moreaccessible.Simplyput:Theglobal

landscape

is

changingatspeed.Inthisfast-pacedworld,focusingontodayisno

longer

enough.Thenearanddistantfuturemust

beconfronted

withconfidence.That’swhyI’mproudto

presentour

report,

rich

indataandinsight,ontoday’sglobal

humancapitaltrends.Thisreportpreciselydefinestheemployeeandemployerrelationshipinthis

newworld.

Providing

leaderswiththeforesight,readinessandintent

needed

toseewhat’scomingandshapewhat’snext.Wedelve

intothegapbetweenhigh

ratesofAI

implementationandlowAIreadiness.Ourdata

suggests

that

investing

inpeopleisthe

ultimateadvantage

inthe

age

ofAI.We

uncoverhowinvestmentcanbeturned

into

impact,with

employeevaluepropositionsdrivingmeaningfulchange.Ifharnessed,theseinsightscan

illuminate

a

pathforwardfororganizationsaroundtheworldandhelp

themachieveapowerfulcompetitiveadvantage.

I

also

believethatthisreportcanactas

a

callto

action

for

organizationslookingtocultivateastronger,happier

andmoreproductiveworkforce.Whiletoday’schallengesareevident,theopportunities

aretheretobeseized.Let’sworktogether

to

navigate

thesechangesandtransformyourorganizationintoa

powerhouseoftomorrow.ByronBeebeCEOof

HumanCapitalForeword4ExecutiveSummaryArtificialintelligence(AI)in

theworkplacehasrapidly

evolved

from

exploration

to

execution,

transforming

the

workforce

and

elevating

thestrategic

valueofhuman

capital.Organizations

thatunlock

technology’s

potential

today

arebetterpositioned

to

stay

ahead

tomorrow.But

a

fundamental

questionremains:Howdopeople

andtechnology

alignin

thisnew

ageof

AI?People,ateverylevelofthe

organization,

havethepossibilitytoamplifyimpactandmultiply

outcomeswithtransformativetechnologyintheirhands.

Pairedwiththis,humanleadership,adaptabilityand

innovation

becometheenginesforreshapingthefutureofgrowth.Organizationsthatembracethismay

be

better

positionedtobuildtheresilienceneeded

tothrive

in

anuncertain

world—one

in

which39%of

companies

arepursuingorconsideringmergersandacquisitionsamid

ongoingvolatility.Our2026HumanCapitalTrends

Study

highlightsthe

foresight,readinessandintent

leaders

needtoalign

peopleandAIforthenextchapterof

growth.Execut

iveSummary

5ImplementationhasGoneMainstream.AIReadiness

has

NotOrganizationsaredeployingAIfasterthantheyare

buildingtheskills,structuresandhumansupportneeded

to

harness

it.

Seventy-three

percent

oforganizationshavedeployedorarepilotingAIintheir

organizations,butonly18%haveseenthemajorityoftheirworkforceparticipateinAIreskilling/upskillingprogramsinthepast12months.Thereare

plentyofopportunitiesforupskilling,ledby

fullworkforce

assessments,disciplinedtrainingandchangemanagement.Theresultwillbe

more

harmonious

technologicalintegrationthatcultivatesamore

skilled,confidentworkforceembracingAI.InvestinginPeopleistheUltimateAdvantage

intheAgeofAIAsAIreshapeswork,technologyalonewillnotdeliver

results.Whenaskedtoranktheworkforceskillsmostcriticaltosuccessoverthenextthreeyears,adaptabilityandchangemanagementcamefirst,followedbyleadershipandpeople

management,

with

digitalliteracyandtechnologyadoptionthird.These

resultsunderscorethefactthathumancapabilitiesremaintheprimarydriversoforganizationalsuccess.

Theadvantage,therefore,liesin

how

effectivelyorganizationsunlockthepotentialoftheir

people.

In

thisenvironment,skillssuchascreativity,judgment

andcollaborationbecomeeven

morevital—capabilitiesthatdependonmotivation,psychological

safetyandengagement.Bybuilding

a

culturethatmotivatesemployeesandstrengthensengagement,

organizationscanrealizeAI’struevalue.Thiscanbedonethroughongoingtrainingandreskilling,effectivepaytransparency,greateropportunityequity

andsustainedcommitmenttoemployeewellbeing.TechnologyandAIareessential,butwithoutstrong

humancapabilities,transformationislikelytofail.Execut

iveSummary6TurnInvestmentintoImpact:EVPs

are

Powering

MeaningfulChangeFiscalpressureishigh,but

the

cost

of

misaligned

people

investmentishigher.Aspeople

costs

continueto

rise,

a

persistentgapremainsbetweenintendedsupport

and

theemployeeexperience.Dataiskeytounlockingthe

full

potential

of

a

people

strategy,butmanyorganizationsmay

befalling

short,

bothinhowthey

usedata

and

in

how

clearly

theydefinetheiremployeevaluepropositions(EVPs).Just

12%ofChiefPeopleOfficers

and

Board

Directorsusecomprehensive,interactiveanalyticstools,and

only38%oforganizationsreporta

high

levelof

HR

datamaturity,limitingtheirabilitytotranslate

insight

intomeaningfulworkforceimpact.Atthesametime,

only19%oforganizationshavean

EVPthat

is

clearly

definedandwellunderstood.Data-drivenEVPs,builton

employee

needs

andeffectivecommunication,arecriticalbuildingblocksfor

closingthatgapanddrivingmeaningfulchange.

Ourfindingsrevealthatorganizationswithaclearlydefinedandwell-understoodEVPcandeliverastronger

impactacross

several

employee

priorities—49%

rate

theirleadership’scommitmenttoemployeewellbeingas

strongandvisible,34percentagepoints

higherthan

companieswithoutanEVP.Theseorganizationsare

also21percentagepoints

more

likely

to

address

the

genderretirementsavingsgap,and20

percentage

pointsmorelikelytopersonalize

employee

benefits

nowor

inthefuture.Together,thesegapsrevealacritical

disconnect:Withoutstrongdatafoundationsandaclear

EVPtoguidedecisionmaking,peopleinvestment

canstruggle

toconvertspendintoimpact.

Embeddingdata

moredeeplyintopeoplestrategyand

EVPdesign

can

help

to

improveinsightandconnectbusiness

investmentwith

realhuman

outcomes.Theopportunitiestodrivegrowththroughhumancapitalstrategiesareclear,butimpactwill

depend

on

howeffectivelyleadersusedataand

technologyto

empowerpeople.Thosewhoactdecisivelytodaycan

shapetomorrow’scompetitiveadvantage.Execut

iveSummary7AmandaScottAmanda

leadsAon’s

NorthAmericaTalent

Solutionsbusiness,deliveringdata‑driven

strategiesacross

RewardsandCareerAdvisory,

Executiveand

BoardAdvisory,

and

DataSolutionsandAssessment.Withmorethan

20years

of

consultingexperience,she

has

heldglobal

leadershiproles

spanning

M&A,Talent

and

Rewards,

andclientrelationship

management,and

isarecognizedthought

leader

andfrequent

industryspeaker.Amandais

also

thefounderandCEO

of

Mike’s

Mates,

a

UK

mental

healthcharity,andserves

on

severalnonprofitand

industry

boards.DougMeltonDoug

Melton

isChiefCommercial

Officer

forAon’sGlobal

HumanCapital

business,

helpingorganizationsuse

data

andanalyticstobetter

manageworkforce,healthandcompensation

risks.

He

brings

deepexpertisein

healtheconomics

and

actuarialanalyticsand

isa

frequentcontributortoAonresearch,

industrydiscussionsand

podcasts.

In

his

role,Dougworkscloselywithclients

andregionalleaderstotranslate

insight

into

practicalstrategiesthatsupportbetter

decisionmakingacrosstheworkforce

lifecycle.

Doug

holdsa

PhDand

MPH

in

healthpolicyand

management,with

a

focusonhealth

insurance

economics.ByronBeebeByron

Beebe

isChief

ExecutiveOfficer

of

HumanCapitalatAon

and

a

member

oftheAon

ExecutiveCommittee.

Heleadsthedevelopmentof

integratedHealth,WealthandTalentsolutions,deliveringactionableanalyticsandconnectedpeoplestrategiesforclients.Having

joined

Aon

in1991,

Byron

hasplayeda

pivotal

role

inshapingthefirm’s

HumanCapitalvalueproposition,withdeepexpertisein

retirement

andtotalrewards.

He

holdsa

BA

in

Mathematics

fromWabashCollegeand

is

a

Fellow

of

theSocietyofActuariesand

an

Enrolled

Actuary.LisaPatelLisa

Patel

is

Head

of

Health

&Talent,EMEAatAon,overseeingthe

businessacross27countries

and

leadingsolutionsthatsupportmorethan

10,500

clients.With30years’experience

inthe

employeebenefitsindustry,

shejoinedAon

in

2018and

has

served

on

boththe

EMEAandGlobal

Human

CapitalExecutive

leadershipteams.

Lisa

bringsdeepexpertiseacross

healthcare,

risk,pensions,talentandflexible

benefits,and

holdsa

BSc

in

Mathsand

Economicsfrom

the

UniversityofWarwickand

is

a

Fellow

ofthe

Pensions

Management

Institute.The

AuthorsIntroducing

ourreport

authors.TheAuthors

8AIImplementationhasGoneMainstream;

AIReadinesshasNotAmandaScottNorthAmericaTalentSolutions1AIisnolongeremerging;

it

is

alreadyembedded

acrossmanyorganizations.But

whileimplementationhas

accelerated,

generally

workforcereadinesshasnot.Many

employers

aredeploying

AI

faster

than

they

arebuilding

the

skills,

structures

andhuman

supportneeded

tomakeit

effective.AIreadinessisaboutmore

than

training.Itreflects

anorganization’s

ability

toredeploywork,evolve

skills,redesigndecisionmakingandrealignrewards

as

technologyreshapeshow

valueiscreated.Itextends

well

beyondtechnicalenablement,encompassingleadership

expectations,

job

design,

workforce

capability,datamaturity,governance

and

theoverallemployeeexperience.Organizations

that

consider

strengtheningAIreadiness

andbridging

this

gapbetweentechnology

andpeople

arebetterpositionedto

develop

a

workforce

equipped

torealizethe

value

that

widespread

AI

deploymentisdesigned

to

deliver

andunlock

stronger

growth,

improvedmargins

and

fasterinnovation.110Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

NotKey

TakeawayOrganizationsaredeployingAIfasterthantheyare

buildingtheskills,structuresandhumansupport

neededtomake

iteffective.ActionBuildpeoplereadinessat

the

same

pace

asAI

adoption,byadequatelytraining/upskillingyour

workforcetostayaheadofthecompetition.73%oforganizationshavedeployedorarepilotingAIintheirorganizations,whileonly18%haveseenthemajorityoftheir

workforceparticipateinAIreskilling/upskillingprogramsinthepast12months.111

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

Not+Upskilling

the

AI-Augmented

WorkforceAIimplementationis

nowcommonplace,

butdeploymentalonemayexposedeepergaps

in

skills

andorganizationalreadiness.Globally,44%oforganizationshavedeployedAI,withanother29%pilotingthetechnology.Just8%

saytheyareneitherusing

nor

activelyconsidering

thetechnology.However,thisrapidadoption

is

often

notmatchedbyworkforceinvestment.Only

28%oforganizationshavehired

newemployeeswithAIexpertiseandjust18%reportthatmostoftheirworkforcehasparticipatedinAIreskilling

or

upskillingprograms

in

the

past12

months.To

address

this

gap,

sustainedinvestmentinupskilling

and

reskillingcan

supportthedevelopmentofstrongerhumancapitalandcansupportAItomovefromexperimentation

towardsdeliveringfullervaluecreation.HRleadersgenerallyremainconfidentthat

existing

roleswillendure,evenasAIcreates

newskills

andopportunities.Nearlyhalfoforganizations(49%)identifyHRasatop

priorityforAI

deployment

—secondonlytoIT—

reflecting

HR’s

central

role

inshapingworkforcecapability.WithinHR,learningand

developmentranksasthesecond-highestpriorityapplication

for

AI(39%).8%20%44%29%01–2021–4041–6061–80%oftheworkforcethathasparticipatedinAIreskilling/upskillingprogramsin

last12

months.47%Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

Not Deployed44% Piloting29%

Pre-implementation20%

Notactivelyusing8%16%14%AIReskilling/UpskillingAI

AdoptionStage10%7%6%81–100112

Lessthan

aquarteroforganizationshavea

Head

ofAI

role.Just35%deployingAIwasto“advanceworkforcereskilling

orupskilling,”with“increaseoperationalefficiency”

at81%and“automate

routine

tasks”at80%.TurningAIintoaforcethattruly

unlocks

human

potentialrequiresmorethantechnologyalone.Organizationsshouldconsiderhowtoequipemployeeswiththeskills,confidenceandclaritytoworkalongsideAI.AcomprehensiveAIstrategydesignedtohelpemployeesunderstand

howthetechnologycantransformtheirrolescanopen

newopportunitiesforbothindividualsandtheorganization.Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

Notoforganizationsstatedtheirkeyobjective

in113ThequestionisnolongerwhetherAI

willchange

work,buthowquickly

organizationsadapt,howdeeplyrolesandskillsevolve

and

where

newsourcesof

valueemerge.“Thequestionisnolongerwhether

AIwill

changework,

buthowquicklyorganizationsadapt,how

deeply

roles

andskillsevolveandwherenewsources

ofvalueemerge.Leaderswhorecognizethismoment

can

move

beyondnarrowefficiencygainstoredesignwork

itself

—rethinkingroles,skillsand

reward

modelsto

better

alignhumancapabilitywithAI’sexpandingpotential.MarinusvanDriel-Partner,WorkforceTransformation,AonHumanCapital,NorthAmericaRedefining

the

Valueof

WorkAIisreshapingwhatworkis,wherevalue

is

created

and

howhumancontributionisrecognized.As

automation

and

augmentationexpand,thefocusisshiftingawayfromrole

replacementandtowardroleredefinition.Thiswillelevate

judgment,creativityandhumanconnectionalongsidetechnologicalcapability.84%agreedthatwiththeincreasingautomationoftasks

throughtechnology,employeesneedtoplacegreater

emphasisonfosteringtheirsoftskills.Thosewhoactearlycanreducedisruptiontotheirworkforcewhilepositioningtheirorganizationsforgrowth.114

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

NotAIGuidelines28%Only28%oforganizations

havefully

operationalAIguidelineswithoversightmechanismsin

place.TheResponsibilityGapAsAIembedsdeeperintoorganizations,responsibility

isincreasinglyshiftingfromexperimentationtowardstewardship,andmanyemployersarenotyetfullyprepared.WhileAIis

increasinglyinfluencingdecisions,rolesandoutcomes,only28%oforganizationshavefullyoperationalAIguidelineswithoversightmechanismsin

place,and

lessthanhalfhaveestablished

a

team

responsibleforAIgovernance.ScalingAIresponsiblyrequiresworkforceliteracy,aclearunderstandingof

readiness

acrossteamsandrobustgovernancecoveringethical

use,accountabilityandcompliance.Withoutthesefoundations,AIrisksmovingfasterthantrust,

limiting

itsvalueandpotentiallyexposingorganizationstoreputational,regulatoryandworkforcerisk.115Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

NotActivate

Skills

Growth

Through

AI-EnabledLearningAsorganizationsinvestinworkforce

upskilling,AIcan

play

a

powerful

role

—

not

just

as

a

tool,

but

as

aneffectiveteacherwhenembeddedwithinastructuredskills-developmentframework.Overhalfofemployers(55%)arenowencouragingemployee-drivenlearning,signalingashifttowardsharedownershipofdevelopmentbetweenorganizationsandtheirworkforce.However,self-directedlearningalonemay

not

besufficient.Clearlydefinedandsupportedlearningpathwayscanenableemployeestoinvestthe

timeandeffortneededtobuild

newskills.This,

in

turn,

can

supportemployeeconfidencetopursuedevelopment

orentirelynewrolesasopportunities

appear.Additional

support,whetherthroughmanagers,coachesortargetedinterventions,remainsimportant.Fromtheemployeeperspective,thisfocusonskills

isalreadybeginningtoreshapepatternsof

career

mobility.

Seventy-sixpercentofemployersagreethat

hiringandtalentdevelopmentstrategiesareincreasinglyprioritizingskillsandcompetenciesoverformaldegrees.

Yetonly35%areusingAI-drivenlearning

platformstomeaningfullyengageemployees.Thishighlights

anopportunityfororganizationstostrengthentheir

upskillingapproachandbetterconnectlearningto

growthand

mobility.Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

Not116WhatCan

YouDo?Cultivatepeoplereadinessbefore

and

duringAI

integrationbyefficientlyupskillingyourworkforce

tostayaheadofthecompetitionandovercoming

financialpressuresinthe

process.

UtilizingAIas

adriverforemployeeself-improvementcanalso

bebeneficialforprogressingAI

readiness.117

Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

NotBuildworkforcecapabilityandgovernance

toscaleAIresponsibly.●

EstablishAIliteracyandfluency

pathwaysthat

equipleaders,managersandemployees

towork

confidentlywithAI.●

Assessindividualandteam

readinessforAI

adoptiontotailorenablementandchange

interventionswheretheyareneededmost.●

Implementcleargovernanceframeworkscovering

responsibleuse,ethics,complianceanddecision

accountability.●

Putin

placecontrolsto

manageAI

and

model

risk

whilemaintaininginnovation

momentum.●

EnsureongoingoversightsoAIadoption

remains

trusted,transparentandalignedtoorganizational

valuesand

regulation.Redesignwork,skillsandwaysofoperating

tocaptureAI-enabledproductivity.●

RedesignjobsandworkflowstocombinehumanandAIcapabilitiesinwaysthat

improve

performanceandsafety.●

Mapfuturecriticalskillstoguide

reskilling,redeploymentandhiringstrategiesasAIchanges

rolerequirements.●

Alignorganizationdesign,operatingmodelsand

incentiveswithnewAI-enabledwaysofworking.●

Supportenterprise-widechangethroughstructuredchangemanagementgroundedin

workforcedataandinsights.●

EnableleaderstotranslateAI

ambition

intopractical,actionableworkforcedecisionsthrough

data-ledleadershipexperiences.QuantifywhereAIwillcreatevalueandriskacrosstheworkforce.●

Understandwhichtasksarelikelyto

beautomated,

augmentedorfundamentallyredefined.●

Usedata-drivenanalysistoidentifywhereAIwill

mostsignificantlyimpactroles,skills,productivity

andcostacrosstheorganization.●

Applyexternalbenchmarks,whereavailable,alongsideinternalworkforcedatatoprioritizeAI

opportunitieswiththegreatestbusinessreturn.●

Evaluateorganizationalreadiness,

includingleadershipalignmentandemployeeadoptionrisk,

beforescalingAIinitiatives.●

Establishaclear,evidence-basedapproachthatalignsleadersonwheretofocusAIinvestmentfirst.118Chapter1:AIImplementationhasGoneMainstream;AIReadinesshas

NotKey

Actions

to

ConsiderCase

StudyTheBoard-LevelRequestAlargetelecommunicationsfirmwaspreparingforacriticalboardmeetingand

needed

data-driveninsightstoshapeitsevolvingAIstrategyspanningtechnologyandworkforceinvestment.Specifically,

theclientrequiredinsightinto

how

AIwill

augment

or

transformworkduetoAIandinvestment

needed

in

peopleandtechnology.OurApproachWeidentifiedroleslikelyto

evolve

throughAI-driven

augmentationorautomation,assessedevolvingskills

toguidefuturetalen