2026人力资源转型_从支持职能到价值引擎_32页_5mb

Four Power Moves for the CHRO

Core Content

This report, titled Four Power Moves for the CHRO, outlines the evolving role of Chief Human Resources Officers (CHROs) in a rapidly changing business environment. It is based on a comprehensive survey of over 7,000 HR and business leaders across 115 countries and 25 industries, conducted by BCG in partnership with the World Federation of People Management Associations (WFPMA). The study focuses on 28 people management topics, assessing their future importance and current capabilities.

Main Findings

• HR is no longer just a support function but a key driver of transformation and value creation.
• Digital and AI capabilities are critical but lag behind in current HR functions, despite their rising importance.
• Traditional HR topics like compliance and employee relations remain strong, but they are not enough to deliver outstanding business performance.
• Employee engagement and well-being, recruiting and onboarding, and sustainability are foundational, but their impact on business value is still limited.
• Small and medium-sized enterprises (SMEs) are significantly behind in adopting digital and AI solutions compared to large companies.
• CHROs must shift their focus from internal HR excellence to directly influencing business outcomes.

Key Topics and Priorities

Future Importance Ranking (Top 10)

Current Capabilities Ranking (Top 10)

Four Power Moves for the CHRO

1. Deliver business value through HR

   • HR should move beyond administrative functions and directly align with business strategies.
   • Focus on linking HR initiatives to business outcomes such as innovation, productivity, and financial performance.
   • Use predictive analytics to anticipate business needs and guide resource allocation.

2. Lead the digital and AI transformation

   • CHROs must drive the adoption of digital and AI technologies across the entire organization.
   • Embrace GenAI and other emerging technologies to enhance HR processes and improve employee experiences.
   • Overcome barriers such as data privacy concerns, lack of technical skills, and uncoordinated pilots.

3. Build workforce and leadership capabilities

   • Develop a skills-based strategy that aligns with business goals and supports AI and digital transformation.
   • Focus on strategic workforce planning, leadership development, and upskilling programs.
   • Ensure that the workforce has the right capabilities to meet evolving business needs.

4. Anchor the change

   • Implement clear governance structures and operating rhythms to ensure HR changes take root.
   • Embed new behaviors into performance management systems.
   • Create a culture of accountability to sustain the impact of HR initiatives.

Critical Insights

• Digital solutions have shown the most significant increase in importance, moving up 13 ranks to 12th.
• GenAI adoption is growing but remains limited, with only 38% of respondents viewing it as highly relevant today.
• SMEs need to catch up in digital and AI implementation, as large companies are more likely to prioritize these areas.
• Employee engagement and well-being are important but are moving toward foundational status rather than differentiating factors.
• HR must shift from cost centers to value drivers by focusing on measurable business outcomes.

Conclusion

The report emphasizes that HR leaders must develop both business acumen and digital fluency to effectively support enterprise transformation. By aligning HR strategies with business goals and leveraging technology, CHROs can drive greater value and ensure the long-term success of their organizations.