2026 C-suite study reports

2025 C-suite study reports

2024 C-suite study reports

2023 C-suite study reports

2022 C-suite study reports

2021 C-suite study reports

2019 C-suite study reports

2017 C-suite study reports

2015 C-suite study reports

2013 C-suite study reports

2012 C-suite study reports

2011 C-suite study reports

2010 C-suite study reports

2009 C-suite study reports

2008 C-suite study reports

2006 C-suite study reports

2005 C-suite study reports

2004 C-suite study reports

2003 C-suite study reports

Explore past C-suite studies

2025 経営層スタディ

2024 経営層スタディ

2023 経営層スタディ

2022 経営層スタディ

2021 経営層スタディ

2020 経営層スタディ

2018 経営層スタディ

2015 経営層スタディ

2013 経営層スタディ

Japanレポート

Industry Reports

役職別レポート

テーマ別レポート

過去のグローバル経営層スタディ

Explore how CHROs are reimaging and modernizing their organization to deliver better business outcomes, and unlock employee and work potential.

CHRO/Talent and skills

CHRO/Talent and Skills - Research, reports, and insights

Change is continual in today&rsquo;s business environment. Companies are deploying at scale new technologies&mdash;especially those called &ldquo;exponential&rdquo; because their impact scales so quickly&mdash;to make use of the massive volumes of data being produced and captured by devices in an Internet of Things (IoT). Businesses are also using these technologies&mdash; especially artificial intelligence (AI) and automation&mdash;to build new business platforms and restructure the flow of work across their extended ecosystems.

And, of course, most recently, the global pandemic has drastically accelerated everything, including a massive, unprecedented shift in where work gets done.

But at the heart of all these changes are the people making them, the people charged with implementing them, and the people directly or indirectly affected by them. And with diminished human contact wrought by the pandemic, enterprises must now become inherently humanized, build engagement with remote employees, foster trust in uncertain times, and cultivate a resilient workforce capable of facing whatever the future may hold.

HR 3.0: A business imperative&mdash;and a paradigm shift

Our research shows that the radical reinvention of human resources is critical for organizations. More than two thirds of the executives we surveyed say that the global HR function is ripe for disruption. Even more convincing? The best companies in the world&mdash;those outpacing all others in profitability, revenue growth, and innovation&mdash;are extremely confident in the need to reinvent HR. Eight times as many HR execs from these north star companies are already driving the disruption in their organizations, as compared to others.&nbsp;

<blockquote>
More than 2/3 of executives surveyed say the global HR function is ripe for disruption.
</blockquote>

We also uncovered widespread agreement on five common characteristics that underpin HR 3.0:

<ul>
	<li>Deeply personalized experience-centric design</li>
	<li>Skills placed at the core of the enterprise</li>
	<li>Data-driven decision making powered by AI</li>
	<li>Agile practices for speed and responsiveness</li>
	<li>Consistent transparency to preserve trust and reduce reputational risk.</li>
</ul>

Employee experience is central in 3.0, as HR helps drive a company&rsquo;s overall enterprise transformation. The HR function becomes more automated and AI-driven, more data-centric and consultative, and more agile than before.&nbsp; However, achieving this future vision is not easy. Only 30 percent of companies tell us they are living some of the principles today, and only 1 in 10 are leading in all five.

<blockquote>
Only 1 in 10 companies surveyed say they are leading in all five HR 3.0 principles.
</blockquote>

It appears that HR executives are unsure how best to evolve their operating model to HR 3.0. Which programs and activities should they prioritize? What investments will accelerate the journey?

To answer these questions, we examined a multitude of people practices that HR units around the globe are deploying at various stages of maturity. We tested each for its impact on enabling enterprise transformation to understand the activities in HR that will have the most value. Our analysis has identified ten priority Action Areas critical to the HR 3.0 model. The Action Areas span the breadth of the human resources function, in some cases wholly reinventing traditional people practices.

Ten Action Areas critical to HR 3.0

<img alt="Ten Action Areas critical to HR 3.0" height="526" src="https://s3.us-south.cloud-object-storage.appdomain.cloud/ibv/0ef874bef89c4ded849fe18563d69189.jpg" width="720" />

Learn more about how the world&rsquo;s best companies are acting in these ten areas, taking bold steps to apply the principles of HR 3.0 to accelerate their transformations and outperform their peers.

a25c8615df19479eac29da2357f5b720.webp

Talent and Skills, CHRO

Explore 10 action areas that will transform talent management through skill development, data, and AI.

4b7526ebf4504862ba995f12e73dfef8.webp

Accelerating the journey to HR 3.0

Accelerating the journey to HR 3.0

Mastering the art of change in the digital domain

Agentic AI’s strategic ascent

AI-powered productivity: Human resources

The CMO revolution: 5 growth moves to win with AI

Cybersecurity 2028: Your workforce, built for the AI frontier

Reimagine human potential in the generative AI era