kpmg -人力全速运行 重塑当今功能的五大关键趋势 HRat full velocity The five key trends reshaping the function,today

KPMG

HRatfullvelocity

Thefivekeytrendsreshapingthefunction,today

AmidtheIntelligenceAge,workisshiftingataratetheHRfunctionhasnotexperiencedbefore.Tomeetthesenewdemands,HRmustfundamentallychangehowtheyoperatetobeina

constantstateofimprovementandintegratingAI.

ArtificialIntelligence(Al)isacceleratingworkforcechange,employeeexpectationsarefragmenting,organizationalstructuresandrolesarebeingre-engineered,andtalenteconomicsarebecoming

aboard-levelpriority.Throughthisrapidtransformation,HRneedstobeinaposition-inclosealignmentwithFinanceandIT-todrivethenecessarychangestoenablepeopletoadapt

andthrive.Itisalsoanopportunitytobuildthefoundationsforabroaderstrategicroleintheorganization,drivingachangemodelandculturethatisfitfortheimpactofAl,andenablesthebusinesstodeliveronitsstrategy.

Movingfromtransformation'cycles'

to'states'

Whatsetsthisperiodofchangeapartfromothersis

thatgloballyacrossKPMGfirms'clientbase,researchprograms,andin-marketdelivery,itisincreasingly

clearthatorganizationsandfunctionsarenolongerinatransformation'cycle',rathertheyareinatransformation'state'.Transformationcyclesareprojectbasedandhaveaclearstartandend,buttransformationstatescontinueandintensify.IftheHRfunctionisnotreadyforthiswayofoperating,theflow-oneffecttothebroaderbusinesswilllikelybeserious.

Reducedemployeeengagement,pooroptimizationofrolesandteams,andslowuptakeoftechnology,for

example,canleadtohighercoststodeliverservices,slowerdeliveryspeed,andaninabilitytoprovide

experience-led,personalized,consumer-gradeofferingsforHRcustomers.

However,ifHRoperateswithasingleenterpriseworkforceplanandfocusesonoptimizingan

'Al-plus-human'environment,thecorrectfoundationscanbeinplacetovastlyimprovecompetitiveness.

ThetrendsthatmatterforHR

Inthisenvironmentofchange,fivekeytrendswilllikelybeshapingthestrategyandapproachofpathfinding¹Chief

HumanResourcesOfficers(CHROs).

ThesefivetrendshighlighttheimportanceofbeingAl-firstinHRdelivery:

01

Al-enabledreinvention:from

automationtointelligentorchestration

ThelatestadvancesinagenticAlareenablingHRtomovebeyondtaskautomationtowardsintelligentorchestration;whereworkiscoordinatedacrossmultiplesteps,systemsandstakeholders.Thismeansusingspecializeddigital

agentstocompleteorconnectworkflowsatscale,whilehumansfocusonexceptions,governance,andjudgementhandling.Thishelpstoreducefrictionforemployeesandmanagers,lowerscost-to-serve,andimprovesspeedand

consistencywithoutsacrificingcontrol.

ApracticalstartingpointistoconsoldateHRservices

intoasingle'frontdoor'andredesignasmallnumberofhigh-volumejourneys²end-to-end.Ratherthanoptimizingindividualstepsinisolation,organizationscanreimagineexperiencessuchasredesigningtheentirehiringjourney,usingagenticAltoorchestrateeverystage—frominitialcandidateattractionandscreeningthroughinterviewsand

offermanagement.

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Inthismodel,intelligentdigitalagentsworktowarda

definedoutcome,dynamicallyplanningactions,executingtasksinparallel,monitoringprogressandadaptinginrealtime.Thisend-to-endapproachreducesfragmentation,

streamlinesthejourneyanddeliversasmoother,more

personalizedexperienceforcandidates,whilemaintainingappropriatehumanoversight.

OnewayorganizationsarebeginningtoachieveAI-

enabledjourneysisthroughanintegrated,AI-poweredorchestrationplatformthatcoordinatesworkacross

systemsandstakeholders.Earlyevidencesuggeststhat,whenappliedatscaleforrecruitment,thisapproachcanincreaserecruitercapacityandsupporthigherlevelsofinternalmobility,demonstratingpotentialgainsinboth

efficiencyandtalentengagement.

Asthesejourney-basedmodelsscale,acriticalquestioncomestothefore:howshoulddifferentformsof

digitalexecution,coordinationanddecision-makingbeintentionallydesignedtoworktogether?

Movingfromisolatedautomationtointelligent

orchestrationrequiresawayofthinkingaboutagenticAInotasasinglecapability,butasasetofcomplementaryrolesoperatingacrosstheHRoperatingmodel,fromtaskexecution,tocoordination,tooversightandexperience.

OneusefulmethodistoanalyzeagenticAIthroughthe

distinctrolesagentsplayinenablingdelivery,coordinationandgovernance.

Usedasaplanningandarchitecturelens,thisapproach

helpsHRleadersdeterminewheredifferenttypesof

agentsshouldoperate,howtheyshouldbecomposed

togetheracrosssystemsandfunctions,andwhatlevel

ofoversightisrequiredasorchestrationbecomesmoredynamic.Framedthisway,agenticAIsupportsdeliberatedesignchoices,notjustautomationdecisions,while

preservingaccountability,controlandtrust.

KPMGprofessionalshaveclassifiedsix

complementaryagentrolesthatcanbeidentified:

Executionandcoordination:

1.Task-levelagentsexecutespecific,repeatableactionssuchasdatavalidation,eligibilitychecksandpolicy

application.

2.Process-levelagentscoordinatesequencesoftasks,managingtheflowofactivitiesacrosssystemsand

hand-offs.

Functionalandend-to-endorchestration:

3.Function-levelagentsprovidedomainoversightwithinHR,ensuringoperationalactivityalignswithfunctionalpolicies,performanceobjectivesandregulatory

requirements.

4.Value-streamagentsorchestrateentireemployee

journeysend-to-end,cuttingacrossHR,IT,Financeandotherfunctionstooptimizeoutcomesratherthansilos.

Trust,riskandexperience:

5.Controlagentsunderpinintelligentorchestrationbymonitoringrisk,enforcingcomplianceandapplyingguardrailsacrossalllayers,ensuringAI-enabled

decisionsremainethical,auditableandsafe.

6.Experienceagentsshapehowemployees,

managersandcandidatesinteractwithAI,ensuringtransparency,clarityandappropriateescalationtohumanswhenrequired.

02

Strategicsourcingstrategyand

ecosystems:vendorversus‘in-house’tostrategicportfoliodecisionsforAI

Strategicsourcingstrategyandecosystemsfocusesonwhereworkisperformed,howitisdelivered,andbywhom—acrossinternalteams,digitallabor,managedservicesandadvisory

partners.Sourcingstrategyisnolongerabinaryin-house

versusoutsourcedecision.PathfindingHRfunctionsare

adoptingaportfoliostrategythatmatchesworktothemosteffectiveexecutionmodelbasedoncapability,risk,speed,

experience,andcost;especiallyasAIreshapestheeffortandskillprofileofHRwork.

HRportfoliosincreasinglyblendhumanexpertise,agentic

andAIautomateddelivery,platformcapability,andexternal

servicepartners,whichisgivingrisetothreeindustry-agnosticpathways.Theseare:

•Transformandoutsource(vendor-ledacceleration):Outsourceanentireservicetower3toavendorwithend-to-endaccountabilityforoutcomes,supportedbyoutcome-

basedcontinuousimprovementandagentoptimization.

•Managedserviceprovider(co-sourceandco-build/buy):Thisfeaturesanend-to-endservicedeliverythatisprovidedthroughaco-sourcedhybridmodelofinternal-externalteamwithsharedaccountabilityforoutcomes.ThisisincreasinglyaugmentedbyadedicatedAIagentlayerthatsupportsexecution,monitoring,optimization,andreportingacrosshumanandagenticdelivery.

•In-housebuild(strategiccontrol):Thisgovernsreusableagentsbuiltinternallytomaximizedatastewardship,

controlandcross-enterprisereuse,whileretainingstrategicownershipofcriticalcapability.

ForHR,sourcingrequiresadeliberatebuild-buy-borrow-part-nerstrategy,withoutcome-basedvendorgovernance,andclarityonwhichcapabilitiesmustbeownedforriskcontrol.Fortheorganization,thiscouldleadtobetterspeed-to-valueandflexibilitytoscaleupanddown.

03

Thehumananddigitalworkforce:totalworkforcemanagement

Workforcestrategiesincreasinglyspanfourbodiesof

workers:employees,contractors,vendorsanddigitalteams.Asaresult,alignmentwithFinance,ITandOperationsiskeyandincreasinglyaboutstewardinghowworkisresourced

anddeliveredacrossthetotalworkforce.

ForPathfinderCHROs,thisrepresentsashiftbeyond

traditionalworkforceplanningtostewardshipofthe

organization’send-to-endlaborstrategy,inwhatcanbedefinedaslaborstewardship.Laborstewardshiptakesanenterpriseviewacrossemployee,contingentlabor,digitallaborandserviceproviders,ensuringtherightmix

ofresourcesisdeployedintherightway.

AsorganizationsoperateinanAI-plus-humanenvironmentandtransformationbecomesapermanentstate,talentcannolongerbetreatedasstatic.Skills,capacityandrolesarebeingcontinuouslyevolved—reshapedaroundcapabilitiesandoutcomes.Laborstewardshipenablesmoredeliberateandbetterlaborallocationdecisions(capacity,costand

risk),ratherthanallowingworkforcedecisionstobe

fragmentedacrossfunctionsandvendors.Italsohelpstoreduce‘shadow’digitallaborthatcreatescomplianceandsecurityexposure.

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04

Workforcemanagementshiftsfromstatictocontinuous,signal-drive

“zero-bench”engine

Traditionalworkforceplanningmodelswerebuiltforstability,notvolatility.InanenvironmentshapedbyAI,automationandconstantdemandshifts,staticheadcountplansandrole-basedjobarchitecturearetooslowandlacknuance.Asaresult,

organizationsarebeginningtorethinktheworkforceitselfasacontinuouslymanagedsystem.

Inthisenvironment,theworkforcemustberebuilttominimizeidlecapacitywhilemaximizingadaptability.Pathfindingorganizationsaremovingtowarda‘zero-bench’engine,whichmeanshavingnounmanagedunder-utilization.Thisapproachcontinuouslysenseswhereskills,tasksandcapacityaredriftingoutofalignmentwithbusinessdemands.

Thisshiftisunderpinnedbydata-drivenworkforceplanningandsignaling.Predictivesignalsidentifywhereworkischanging,

wheredemandismerging,andwhereindividualsorgroupsarelikelytobedisplacedorunder-utilized.

Atthesametime,skillsandtasksaretakingprecedenceoverstaticjobdescriptions,enablingorganizationstoseetalent

asadynamicportfolio.Thiscreatesthefoundationforfasterredeployment,targetedupskilling,andmorefluidmovementofpeople.

Crucially,Pathfindingorganizationsareconnectingsignalsand

action,creatingbridgesthatlinkunder-utilizedorunder-skilled

workerstotraining,emergingprojects,andnewsourcesof

demand.Thisisturningworkforcemanagementintoacontinuousloop:sense,signal,redeploy,reskill;ratherthanaperiodicexercise.

ForHR,thispresentsamovefromworkforceplanningasa

forecastingactivitytoworkforceorchestrationasacontinuousdisciplinethatisgroundedindata,focusedonskillsandtasks,andtightlylinkedtobusinessdemand.

05

AIadoptionisacultureshift,notatechnologyrollout

AsAImovesfromexperimentationintoeverydaywork,culture

isemergingasaprerequisiteforchangeadoption,determining

whetherAIbecomesembeddedatscaleorstalls.High-performingAI-enabledorganizationsarerecognizingthattechnology-first

approachesareinsufficientwithoutleaderrole-modelling,cross-functionalcollaboration,anddisciplinedchangemanagement.

Attheteamlevel,culturalexpectationsareevolving.

Teamsincreasinglyrequirethefreedomtotestandlearn

withAI,supportedbynormsthatencourageexperimentation.Transparencyisalsoessential—whenAIiswrong,easy

escalationandoverridemechanisms(withoutblame)areneededtomaintaintrustandreinforcehumanjudgement.

Leadersneedtoguideteamsthroughthehumanexperienceof

constantchange.Empatheticleadership,resilience-buildingand

clarityofpurposearecriticalasrolesevolveandworkisre-shaped.

ForHR,thismeansAIadoptionisincreasinglytreatedasa

managedchangeoutcome,notatechnologymilestone.HRplaysacentralroleinshapingtheculturalconditionsforadoptionby

buildingliteracy,reinforcingbehaviors,andsendingconsistenttrustsignals.

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Frominsighttoaction:afaststart

ForHRfunctionsreadytothriveinthisaccelerat-edenvironment,therearesomepracticalstepsthatcanbetakentoday.Theseinclude:

•CheckyourHR‘vitals’:

Establishafact-basedviewofthecurrenthealthofyourHRFunctionacrosscost,experience,

riskandcapability,andbenchmarkagainstpeersandleadingpractice.Usethisdiagnosticto

identifywherevalueisconstrainedandwherechangewillhavethegreatestimpact,enablingprioritizationofasmallnumberoffocusareas.Metricstomeasure:Costtoserve,experiencescores,riskindicators,capabilitygaps.

•Maptheexperience‘frontdoor’:

Documentwheretheworkforcegoestoday;simplifyengagemententrypointsforHR

servicesandtechnology;andinstrumentthetopthreefrictionjourneysthatdrivedemandanddissatisfaction.Metricstomeasure:

Adoption,containment,journeydropoff.

•Prioritizewhattoactonfirst:

ScoreHRjourneysagainstconsistenteaseofimplementationandimpactcriteria,plottingthemonaprioritizationmatrixtodistinguishquickwinsfromstrategicplays.Metricsto

measure:Impact,effort,time-to-value,risk.

•Picktwo-to-threehigh-volumejourneys:

Redesigntheseprocessesend-to-endwith

AIassistancetoimprovespeed,qualityand

efficiency,focusingonwherescaleand

repetitioncreatethegreatestreturn.Metricstomeasure:Cycletime,rework,costpervolume(handleperhumananddigitalFTE),experiencequality,levelofaugmentation.

•ConnectAITransformationdirectlytotheworkforcetoshapethefutureoperatingmodel:

BreakdownhowworkiscurrentlyperformedtounderstandtheimpactofAIonroles,

skills,andcapacity.Usethisinsighttoassessworkforcevalue,anticipateroleevolution,

anddesigntherightbalanceofpeopleand

agents.Useapeopleandagentbased

analyticaltooltosupportimpactassessmentandscenariomodelingtocreateandoptimizeafuturehybridworkforcelikeKPMGMystro.Metrictomeasure:Roleimpact,valueshift,skilladjacency,workforcecapacitymix,

adoptionandaugmentationlevels.

Navigatingwhatliesahead

AsyouprepareforthisnewHRenvironment,focusingonfactorssuchasAlintegration,datadrivenworkforceshaping,enhancedboardleveloversightandmore,KPMGisheretohelp.

TheHRfunctionsthatexcelinconstantchangeandhelptheirbusinessdeliveronstrategyaretransformingwithoutdelay.Ifyouwouldliketodiscussthesetrendsandhowyourfunctioncangetontrack,getintouch.

TolearnmorepleasevisitourWorkforce,PeopleandHRpage.

Contacts

MarkWilliamson

GlobalLeaderofPeopleandChangeKPMGInternational

CaitlinBayley

GlobalHRFunctionalLeadKPMGInternational

Footnotes:

1APathfindingorganization,functionorleaderisonethatladsitspeersbyactivelyreshapinghowworkisdone,movingeary,learningfast,andembedingnewcapabilitiesintocoreoperationsratherthanwaitingforperfectconitions.Followers,bycontrast,tendtowaitforprovenblueprintsbeforeacting,slowingthe

translationofinnovationintoimpact.

²AnHRjourneyisanend-to-endsequenceofinteractions,processes,decisionsandsystemsthatdeliveraspecificoutcomeforanemployee,managerorcandidate,cuttingacrossfunctions,technologesandserviceproviders.

3Aservicetoweriadefinedgroupofelatedwork/services/capbiftiestharemanagedandsourcedandtogetheralloworganizationstoaplydifferentdeliveryandsourcingstrategiestodifferenttypesofwork.Forexample