HR Monitor 2026：人事职能的转折点（英）2026

A comprehensive benchmark survey of workforce andHR trends across Europe, the United States, and Chinadelivers critical insights for today’s HR leaders. 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 & OrganizationalPerformance Practice. Contents HR at a turning point: Fromfunctional excellence to system-level transformation4 Strategic workforce planning in theage of human–AI collaboration6 Talent acquisition: Enhancinghiring effectiveness as labormarkets steady11 Employee development: Preparingworkers for rapidly evolving skilland AI requirements A cautious workforce: Insightsinto employee experienceand retention HR’s operating model:Rewiring the people functionin the age of AI31 Conclusion39 Appendix40 About the authors42 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 ownoperating model and demonstrating how to embed AI into core processes. 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, evaluateprogress, and identify key areas for action. 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 fromdiscussions with HR leaders and experts across McKinsey’s People & Organizational Performance Practice.The result is a robust data set enabling cross-country, cross-industry, and year-over-year comparisons. (Note:Year-over-year differences in survey results should be interpreted as directional only, as country coveragechanged slightly compared to 2025, with the addition of China, the Netherlands, and Belgium.) 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 emergingfrom our survey data, along with recommendations for leaders. Thank you for your interest in theHR Monitor. We look forward to further refining and expanding thisbenchmark in the coming years. Julian KirchherrPartner, Berlin Kristina StörkAssociate Partner, Munich Vincent BérubéSenior Partner, Montréal HR at a turning point: Fromfunctional excellence to system-level transformation 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,training and skills growth, employee expectations and organizational responses, and AI experimentationand scaled impact. 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 anddemand is shifting toward more people-centered and AI-related capabilities as the need for routinetask-based skills declines. Organizations must evolve toward forward-looking, task- and capability-based planning or risk underestimating the scale of the workforce transformation ahead. Automation and AI are rapidly reshapinghow work gets done and which skillsare required. —In employer-driven labor markets, recruiting is becoming les