2026年人力资源监测：针对欧洲、美国和中国劳动力与人力资源趋势的全面基准调研

A comprehensive benchmark survey of workforce andHR trends across Europe, the United States, and China June 2026 HR Monitor 2026 June 2026 This report is a collaborative effort by Julian Kirchherr, Karel Eloot, Sandra Durth, Ulf Schraderand Vincent Bérubé, with Charlotte Seiler, Kira Rupietta, Kristina Störk, Marlene Senst, SéverineFobe, and Simon Gallot Lavallée, representing views from McKinsey’s People & Organizational Contents Preface As AI transforms how work gets done, the people function is more important than ever. The workforce isundergoing fundamental change as roles and skill requirements shift and new forms of human–machinecollaboration emerge. HR is taking on a new dual role: It serves as an architect of AI transformation, shapinghow work, roles, and capabilities evolve, and as a “lighthouse,” leading by example in reimagining its own In this environment, chief human resource officers (CHROs) and other HR leaders need a sharperunderstanding of where the function stands today and how it needs to advance. We have expanded ourHRMonitorreport to provide leaders with richer data to benchmark their people function against peers, evaluate Our inaugural report in 2024 focused on Germany’s HR landscape. Last year, we highlighted workforce andHR trends across Europe. This year, we surveyed approximately 1,300 HR professionals and 5,500 employeesacross ten countries, with a primary focus on Europe (Belgium, France, Germany, Italy, Netherlands, Poland,Spain, and the United Kingdom), complemented by comparative data from the United States and China. Thedata was collected in January 2026, spans multiple industries, and is complemented by insights drawn from This year’s report explores what HR delivers—covering core dimensions such as workforce planning, talentacquisition, learning and development, and employee experience—and how HR generates value, includingthe impact of digital technologies and AI. Additionally, it compares HR’s own assessment with employees’experiences to highlight potential perceptual gaps. In each chapter, we will highlight the key themes emerging Thank you for your interest in theHR Monitor. We look forward to further refining and expanding this Julian KirchherrPartner, Berlin Kristina StörkAssociate Partner, Munich Vincent BérubéSenior Partner, Montréal HR at a turning point: Fromfunctional excellence to system- Economic pressures, AI disruptions, and shifting workforce expectations are redefining effective peoplemanagement. While many HR functions have strengthened processes in recent years, our data reveal aneed for broader progress. Structural gaps persist between operational planning and strategic foresight, Based on our survey data, this year’sHR Monitoridentifies five priority changes that leaders will need toembrace in the age of human–AI collaboration: —Workforce planning must move beyond operational capacity planning to strategic capabilityplanning.Automation and AI are rapidly reshaping how work gets done and which skills are required.Yet, workforce planning remains predominantly focused on short-term headcount planning, with only11 percent of organizations adopting a long-term perspective. At the same time, skills gaps persist and Automation and AI are rapidly reshapinghow work gets done and which skills —In employer-driven labor markets, recruiting is becoming less critical but hiring effectiveness remainsessential.Global labor markets have largely steadied, with offer acceptance rates up three percentagepoints and overall hiring success up four percentage points. While the market continues to favoremployers, they still need to make hiring practices more efficient. Companies may need to processhigher application volumes per vacancy, requiring greater screening and coordination effort. At the same —Performance management and employee development are back on leaders’ agendas, but remainfragmented in execution.Many organizations are placing renewed emphasis on measurableperformance and systematic capability building. However, this ambition is not yet reflected in practice.Learning participation remains limited, with 24 percent of employees reporting no training participation —Amid economic instability, labor market mobility is declining and compensation is a top concern foremployees.In an environment of macroeconomic uncertainty, employee mobility is declining. Voluntaryattrition is down two percentage points year over year, even as employee satisfaction levels remainbroadly stable. At the same time, employees’ decisions to stay at their jobs are increasingly drivenby tangible factors: compensation (52 percent), work–life balance (46 percent), and job security (45 —Agentic HR operating models are emerging, but large-scale AI adoption remains limited.Thetraditional Ulrich model is gradually giving way to more agile and technology-enabled configurations,but most organizations remain in a hybrid transition. Although automation models suggest substantialAI p