2026年人工智能影响力报告

A benchmark of the field and what it takes for HRto land in the AI winner’s circle. Overview Organizations are pouring resources into AI, yet many remain stuck in early experimentation, strugglingto translate investment into meaningful, scalable impact. Against this backdrop, understanding how AIis reshaping HR, where its value is truly emerging and why so few organizations are capturing strategic Avature’s AI Impact Survey Report explores these questions through three critical lenses: the current stateof AI adoption across HR, the future trends reshaping the workforce and the concrete actions talent leaders By blending global survey insights with expert interpretation and customer experience, the reportdelivers the clarity HR needs to set direction, shape investment and successfully navigate the shift fromexperimentation to sustained, organization-wide impact. Readers will walk away with a clear benchmark of SIX KEY TAKEAWAYS 48% 88% of organizations expect to increase investment inAI over the next 12 months, but 51% remain stuckin the piloting phase, and just 5% are using it for cite skills shortages as their top HR challenge andconfidence in forecasting future skill needs is low:just 11% feel “very confident” predicting needs 12 70% 76% of organizations are still building AI capabilitiesor have only isolated pockets of talent. Only 9% of respondents concerned about AI’s impact onearly-career positions believe it will significantly 27% 83% expect AI-related skills to be increasingly requiredin job descriptions over the next year. see AI driving innovation today, but that numberjumps to 38% when looking at the next 2 to 5 Table of Contents Part I: The Current State of AI in HR...........................................................................................4 Everyone’s Investing in AI, but Almost No One Is Ready To Scale ItThe Skills Gap: A Strategic Bottleneck for AI Maturity Part II: Future Trends - AI’s Impact on Business, the Workforce and People.................... 12 The Entry-Level Squeeze: Efficiency Today, Pipeline Risk TomorrowSignals of Change, but No Clear Consensus Land in the Winner’s Circle.......................................................................................................... 21 About Our Research..................................................................................................................... 22 About Avature................................................................................................................................ 22 Part I:The Current State of AI in HR Everyone’s Investing in AI, but Almost No One Is Ready To Scale It An overwhelming 88% of organizations expect to increase their spending on AI technology over the next 12months, with more than half planning to invest significantly. Yet our survey reveals a critical gap between When asked how far along they are in their AI journeys, 51% admit they remain in the exploratory phase,assessing use cases, running pilots or building foundational understanding. A smaller segment—23%—isapplying AI tactically to automate tasks, cut costs and streamline operations, but few have progressedbeyond incremental efficiency gains. Only 11% report that AI is integrated into core processes, and just “If all you get from AI is that individualusers become more efficient, as abusiness, you probably don’t end up onthe right side of disruption, in the winner’s Dimitri BoylanFounder and CEO, Avature Despite this surge in investment, several factors continue to hold organizations back from unlocking thetransformative potential of AI. Skills shortages remain HR’s defining challenge, with 48% of respondentsstruggling to find or develop the capabilities needed to fill critical roles. At the same time, 31% cite To understand why AI maturity remains stalled, let’s take a closer look at the obstacles slowing HR’s The Skills Gap: A Strategic Bottleneck for AI Maturity While organizations race to adopt AI, their internal capabilities tell a very different story. Only 9% reporthaving strong, organization-wide AI expertise, while 70% say they are either still building foundational skillsor have only pockets of AI capability. This mismatch between ambition and readiness signals more than a This concern runs even deeper when looking at future skills. Nearly half of respondents identify skillsgaps as their top HR challenge, yet confidence in forecasting emerging skill needs remains strikingly low.Only 11% feel “very confident” predicting the skills their organization will require in the next year, and that “It’s really difficult at this very, very earlystage to imagine the workforce of 2028…It’s going to require a skillset that’s not Dimitri BoylanFounder and CEO, Avature With aggressive investment underway, the risk is clear: organizations may spend heavily on AI while lackingthe talent, structures and foresight needed to translate that investment into real competitive advan