【重磅启动】2026北美华人人力资源夏季论坛5月16日在硅谷举办，诚邀参加
在快速变化的环境中，很多 HR 并不缺信息， 真正稀缺的，是判断、位置感，以及可以继续对话的高质量同行关系。
2026 NACSHR 北美华人人力资源夏季论坛 将于 5 月 16 日（周六）在硅谷举办。 这是一次刻意回归“高密度、深讨论、强链接”的专业聚会，也是 NACSHR 在多年实践基础上的一次重要升级。
自 2016 年成立以来，北美华人人力资源协会（NACSHR）持续构建一个面向华人 HR 及相关从业者的专业交流平台。随着行业与环境的变化，我们也不断反思： 什么样的会议，才真正值得你相聚在NACSHR？
2026 年，我们给出的答案是： 用一天时间，完成最重要的讨论； 用一个场域，连接真正值得继续对话的人。
这不只是一场用来学习的会议，而是一个让专业关系自然发生的场域。
与传统以内容输出为核心的会议不同，2026 NACSHR 夏季论坛更关注：
你是否在一天之内，校准了几个关键判断
你是否更清楚自己所处的位置与下一步方向
你是否遇见了未来可以继续对话的同行
这里没有标准答案，也不追求共识。我们相信，真正有价值的收获，往往发生在讨论之间、对照之中，以及会后持续的交流里。
一天高密度主场，留白延展思考
2026 年夏季论坛采用 1 天高密度核心论坛 + 会前会后非正式延展交流 的结构设计。
所有核心讨论、分享与互动，均集中在 5 月 16 日（周六） 完成，确保内容与参与的专注度。同时，也为提前抵达或愿意多停留的参会者，保留自由交流与个性化延展的空间。
这不是把会议“缩短”， 而是把真正重要的事情放在最清晰的位置上。
聚焦硅谷语境，也连接更广阔的华人 HR 世界
2026 NACSHR 夏季论坛将立足硅谷，围绕企业 HR 一号位、组织与人才战略、华人 HR 的职业路径、AI 时代的判断与选择等核心议题展开讨论。这里既高度贴合硅谷的专业深度与前沿语境，也足够吸引来自北美各地、甚至海外的华人 HR 与相关从业者参与。
一个可以被记住的专业场域
我们希望，每一位离开会场的参会者，都能带走一些属于自己的东西——可能是一个尚未成形但重要的想法，可能是一次关键的对话，也可能是对自己下一阶段更清晰的判断。
这不是一场把时间填满的会议，而是一场为未来关系与思考预留空间的专业聚会。
Stay Together · Stay Thoughtful · Stay Connected
诚挚邀请北美及全球华人 HR、企业管理者及相关从业者共同参与 2026 NACSHR 北美华人人力资源夏季论坛，在硅谷，完成一次值得回看的专业相聚。
为确保会议质量与讨论深度，2026 NACSHR 北美华人人力资源夏季论坛 参考之前参会嘉宾的建议，采用 1 天高密度核心论坛 + 会前会后非正式延展交流 的结构设计。
NACSHR 2026 · 北美华人HR夏季论坛
2026 North American Chinese HR Summer Forum
时间：5月16日 周六全天 Saturday, May 16, 2026（9:00-17:00）VIP及特邀晚宴18:30-20:30 对外名额有限
地点：加州硅谷地区 Silicon Valley, California 交通便利
报名：https://nacshr.org/Survey/204F7A10-CA16-BD5E-57CE-0B95C3C2B760
门票分为：HR Pass 仅限InhouseHR和HR学生 和 General Pass 如HR服务机构、顾问等非InhouseHR均适合此类门票）
HR Pass 仅限InhouseHR和HR学生等企业内部相关岗位同仁 General Pass 如HR服务机构、顾问、创始人、创业者等其他非InhouseHR的均适合此类门票
夏季论坛超级早鸟票价格：
· HR Pass超级早鸟票： 150美元/人 仅限3月1日前或名额用完 （原价400美元）
· General Pass优惠票：300美元/人 仅限3月1日前或名额用完（原价600美元）且对外名额有限 额满为止
· HR Pass门票三人同行，享受8.5折优惠
· 周六晚宴门票（不单独销售）150美元/人 （原价200美元） 对外名额有限 额满为止
· Pitch Show 含现场资料发放和10分钟展示机会，含会议通票一张 仅限3个名额 现在仅需2000美元（3月1日前），原价3000美元
· 论坛赞助（演讲、展位、Panel 、晚宴赞助等诸多形式），具体请联系工作人员，多种模式对论坛支持！
· 同时预定9月26日 年度论坛超级早鸟票（参考目前价格）
HP 早鸟票 200美元 4月1日前 250美元 5月1日前 350 美元 5月15日前 门票400美元
GP 早鸟票 400美元 4月1日前 450美元 5月1日前 550 美元 5月15日前 门票 600美元
（会议期间提供咖啡和茶等 注：但午餐需自理，因酒店午餐成本非常高，所以不含会议午餐）为了确保所有参会者的最佳体验，NACSHR论坛管理团队将定期审核注册名单，并可能根据需要调整注册类别。如果您的注册类型被调整，您需补缴相应的费用差额。本政策旨在维护公平性，并提升所有与会者的参会体验。优惠门票价格以付费为准 付费指南：https://www.nacshr.org/3016/
NACSHR夏季论坛日程纲要（详细信息不断更新）
08:30 – 09:00 会议签到和会前交流
09:00 – 12:00 上午高密度全体会议
12:00 – 13:30 午间休息与集体合影留念
13:30 – 17:30 下午高密度全体会议
18:30 – 20:30 特邀嘉宾及 VIP 深度交流晚宴
同时为增加更多交流机会和个性化需求，特别设立了可选的非正式交流的时间和安排
会前交流：5月15日（周五）19:00 – 21:00 为方便提前抵达硅谷的参会者 地点：酒店 Bar
会后交流：5月17日周日，可以自行安排深度交流、硅谷探索、Hiking等活动，不设官方统一活动，方便大家自由安排。
更多会议相关内容，我们会不断更新，并通过NACSHR官网和社交媒体发布。
会议参展及赞助演讲合作
联系人：Annie（nacshr818@gmail.com）或 点击申请 ： https://www.nacshr.org/Survey/CDBE9324-6291-EB0E-3E50-91532A2A70BB
如何可以参与NACSHR论坛的合作？
我们欢迎各界同仁一起共襄盛会，各种合作形式可以参与其中：
· 作为人力资源服务机构，有多种方式可以参与共襄盛举。
你可以选择各种赞助形式，如钻石赞助、演讲赞助、展位、Demo展示，对话合作、年度合作、晚宴赞助等多种方式，具体可以联系我们。
名额有限，机会难得。
今年赞助一定级别以上，将获得类似
2026 北美华人人力资源夏季论坛｜独家合作猎头与人才服务机构
2026 北美华人人力资源夏季论坛｜官方合作移民与签证法律事务所
。。。。
你为什么不能错过NACSHR峰会：
聆听行业大咖的精心分享：
演讲嘉宾包括成功的企业家、重量级的行业内大咖、优秀的人才战略专家。
他们精通中国以及北美的人力资源市场，乐于分享他们的观点和经验。
确保您能听到行业内最专业成功人士的分享。
学习新知识，掌握新动态：
不论您是职场老将还是新兵，更新知识库是一个永恒的课题。
峰会设置了多种会议形式，各种方式获取行业动态和职场经验。
有行业内大咖的独家分享，帮助您打开新视野，更具竞争力。
职业发展新机遇，更广泛的选择：
NACSHR设置了北美地区HR岗位需求，现场更有机会面对面沟通交流。
非正式的会议交流，更有益深入交流，为您的职场铺就成功之路。
北美地区最大的华人HR行业盛会：
聚焦北美华人人力资源行业精英，汇聚北美职场华人力量。
汇集首屈一指的企业家、创业家和行业先锋，打造北美唯一、最大的华人HR盛会。
交流新资讯，结交新伙伴：
探讨行业热点话题，激发创新思维，共同推动HR行业的发展。
利用大会机会结识北美地区的华人HR同仁，拓展个人交际圈。
启发职场新思维，实现职业新突破：
探讨华人管理者如何实现职场发展目标。
设有职场人讨论环节，与嘉宾、行业专家和同行伙伴一起探讨如何在美国职场实现自我价值。
往届回顾：
2026洛杉矶：https://nacshr.org/3702.html
2025年度论坛：https://nacshr.org/3396.html
2024夏季论坛：https://nacshr.org/1991.html
2023年度论坛：https://www.nacshr.org/762.html
2019年度论坛：https://nacshr.org/678.html
2018年度论坛：https://nacshr.org/566.html
2018芝加哥交流：https://nacshr.org/382.html
2026 North American Chinese HR Summer Forum
May 16, 2026 · Silicon Valley
In a fast-changing world, HR professionals are not short of information.What is truly scarce are sound judgment, a clear sense of position, and high-quality peer relationships that can sustain meaningful dialogue over time.
The 2026 North American Chinese HR Summer Forum, hosted by North American Chinese Society of Human Resources (NACSHR), will take place on Saturday, May 16, 2026, in Silicon Valley.
This year’s forum marks a deliberate return to what matters most:high-density discussions, depth over breadth, and genuine professional connections.It also represents an important evolution of NACSHR’s long-standing mission.
A Forum Designed for Meaningful Connection — Not Just Learning
Founded in 2016, NACSHR has long been dedicated to building a trusted platform for Chinese HR professionals and related practitioners across North America.As the industry and external environment continue to evolve, we have repeatedly asked ourselves:
What kind of forum is truly worth gathering for?
Our answer for 2026 is clear:
Use one focused day to complete the most important discussions.Create a shared professional space where relationships worth continuing can naturally emerge.
This is not merely a conference to learn from,but a professional setting where meaningful connections take shape.
What This Forum Focuses On
Unlike traditional content-heavy conferences, the 2026 NACSHR Summer Forum centers on what participants take away when they leave:
Have you recalibrated a few key judgments within a single day?
Are you clearer about your current position and your next professional direction?
Have you met peers with whom future conversations genuinely matter?
There are no standard answers, and consensus is not the goal.We believe that the most valuable insights often arise between sessions, through comparison, dialogue, and continued interaction after the event.
One High-Density Core Day, With Space for Reflection
The 2026 forum adopts a 1-day high-density core forum, complemented by optional, informal pre- and post-event interactions.
All essential discussions, exchanges, and interactions will take place on Saturday, May 16, ensuring focus and depth.At the same time, participants who arrive early or choose to stay longer will have room for informal conversations and personalized extensions of the experience.
This is not about shortening the forum,but about placing what truly matters in the clearest possible focus.
Rooted in Silicon Valley, Connected to the Global Chinese HR Community
The 2026 NACSHR Summer Forum is firmly grounded in the Silicon Valley context, while remaining open to a broader Chinese HR community across North America and beyond.
Key discussion themes include:
The role and responsibility of CHROs and senior HR leaders
Organizational and talent strategy
Career paths and positioning for Chinese HR professionals
Judgment and decision-making in the AI era
The forum reflects both the depth and forward-looking mindset of Silicon Valley, and the diverse realities of Chinese HR professionals worldwide.
A Professional Space Worth Remembering
We hope that every participant leaves with something personal and lasting —a still-forming but important idea,a pivotal conversation,or a clearer sense of judgment for the next stage ahead.
This is not a conference designed to fill every minute,but a professional gathering that leaves room for future thinking and long-term relationships.
Stay Together · Stay Thoughtful · Stay Connected
We sincerely invite Chinese HR professionals, business leaders, founders, and HR-related practitioners from North America and around the world to join us in Silicon Valley for a professional gathering worth revisiting.
Event Details
Event NameNACSHR 2026 · North American Chinese HR Summer Forum2026 North American Chinese HR Summer Forum
Date & TimeSaturday, May 16, 2026Main Forum: 9:00 AM – 5:00 PMVIP & Invited Dinner: 6:30 PM – 8:30 PM (limited availability)
LocationSilicon Valley, CaliforniaConvenient transportation access
Registrationhttps://nacshr.org/Survey/204F7A10-CA16-BD5E-57CE-0B95C3C2B760
Ticket Types
HR PassFor in-house HR professionals and HR students only
General PassFor HR service providers, consultants, founders, entrepreneurs, and other non-in-house HR professionals
Super Early Bird Pricing (Summer Forum)
HR Pass – Super Early Bird:USD $150 per personAvailable until March 1 or until sold out(Regular price: USD $400)
General Pass – Early Offer:USD $300 per personAvailable until March 1 or until sold out(Regular price: USD $600)Limited external seats
Group Discount:HR Pass — 15% off for groups of three
Saturday VIP Dinner Ticket:USD $150 per person (not sold separately)Regular price: USD $200Limited availability
Additional Participation Options
Pitch ShowIncludes on-site materials distribution and a 10-minute presentation slotIncludes one forum passLimited to 3 slotsUSD $2,000 before March 1 (Regular price: USD $3,000)
Forum Sponsorship OpportunitiesSpeaking slots, demo presence, panels, dinner sponsorship, and other customized formatsPlease contact the organizing team for details
Early Booking for Annual Forum (September 26)Super Early Bird available when booked together(Pricing subject to future announcement)
参会指南-2026洛杉矶华人HR新年论坛1月3日周六举办（日程嘉宾），门票销售即将截止各位嘉宾，非常欢迎参加NACSHR北美华人人力资源新年论坛·洛杉矶！期待1月3日周末见！（Brea当天天气预计20-11度，多云间晴）
为营造良好的会议氛围，帮助大家尽快熟悉会议安排以及会议相关行政事宜，特别分享论坛相关注意事项如下，烦请了解和熟悉！
NACSHR 2026 · 洛杉矶
NACSHR 2026 · Los Angeles
北美华人HR新年论坛 Chinese HR New Year Forum
时间：2026年1月3日（周六） 9：00-17：00 Saturday, January 3, 2026 8点半开始签到，凭手机号即可
地点： Residence Inn By Marriott Anaheim Brea (180 S State College Blvd , Brea, California, USA, 92821) 提供免费停车
报名：https://www.nacshr.org/Survey/0A2575B1-DABC-432A-BF2F-7EF6E8898D1A
会议期间会场提供咖啡、软饮、零食等，但会议午餐需要自理 活动期间会组成不同小组，可结伴前往周边，步行或开车均可5分钟内，非常便利！
有任何问题随时联系我们：
nacshr818@gmail.com Wechat: hinacshr
参会其他注意事项 （更详尽事宜访问网站,以网站为准）：
视频和摄影 参加 NACSHR 即表示您同意由官方展会摄影师和摄像师拍摄您的形象。由此产生的材料，包括静态照片、视频和音频记录，NACSHV 可以在新闻材料、宣传材料、网站和其他宣传渠道中不受限制地使用。与会嘉宾可以使用智能手机拍照和捕捉数字图像，仅限于个人、非商业用途，且摄影活动不得造成干扰。在会议进行时，与会嘉宾可以在座位上拍照，条件是不得站在媒体区域、阻挡其他人视线或使用闪光灯。照片不得以任何方式出售、复制、传播、分发或用于任何商业目的。
直播和录制会议 虽然 NACSHR 会录制和拍摄各种会议活动，这些活动主要是为了现场观众的利益。尽管我们实行“禁止直播和录制”的政策，但我们理解与会者希望通过手机捕捉照片和视频，并在社交网络上分享的愿望。为了保护发言者和会议内容的版权，与会嘉宾不得直播会议，并且同意录制任何单场会议的连续视频不得超过 60 秒。
NACSHR活动
2025年12月28日
Josh Bersin
Yes, AI Is Really Impacting The Job Market. Here’s What To Do.Josh Bersin 在 2025 年末指出，美国就业市场正在出现结构性变化。整体失业率上升至 4.6%，其中应届大学毕业生的失业率接近 10%，成为最受冲击的群体。与此同时，不要求大学学历的岗位持续增长，一线员工的重要性正在被重新定义。更值得关注的是信任问题。Edelman 调研显示，70% 的员工不信任企业关于 AI 裁员的说法，只有 27% 信任 CEO。AI 不只是技术工具，而是一场社会与组织层面的转型。Josh Bersin 强调，AI 并非消灭岗位，而是放大能力。真正的挑战在于，企业是否愿意投资年轻人才，是否能用透明沟通化解 AI 焦虑。
详细来看
All year I’ve been studying the employment data and talking with press about the smallish impact of AI on the job market. Most of the slowdown in US jobs, from my data and conversations, has been driven by cost-cutting and general economic uncertainty, not explicit AI job replacement.
Well going into 2026 the situation is changing. The US unemployment rate is now 4.6%, up from 4.2% one year ago (a 9.5% increase) and 3.7% in November of 2023 (a 24.7% increase in two years). These are significant increases, especially considering that unemployment was 3.6% in November of 2022.
This tells me that the US economy is slowing after the post-pandemic “revenge buying” frenzy of 2021 and 2022. And of course US tariffs, inflation, and relatively high interest rates all contribute.
But now let’s look under the covers and break out unemployment into two sub-groups: new college graduates (24 years and younger), and more seasoned workers (age 25-35). Suddenly you see a divergence.
The green line, tenured college graduates, shows a steady unemployment rate below the average. This makes sense: these are experienced employees with skills, judgement, and seasoned decision-making maturity.
The orange line, new college graduates, is trending upward. In fact right now it’s almost 10%, which is the highest it has been since July 2021, the peak recovery from the pandemic. Looking backwards, the only time young college grad unemployment was this high was in 2011, a period of recovery from the 2008 recession. (St. Louis Fed agrees.)
And by the way, to round this out, jobs that do not require a degree are plentiful, roughly 82% of the workforce (up from 79% five years ago). So AI is not only slowing new college grad hiring, it’s also reducing the total number of jobs that require college.
There are three important things happening here:
First, whether it’s correct or not, employers are slowing down entry level hiring. Companies hire new college grads for many reasons (largely for talent pipeline), and many newly minted grads are far more AI-ready than we are. Despite this, it appears to economists that it’s harder than ever for these young folks to compete, so they need to “sell” their AI readiness and learning capacity.
Second, the frontline workforce is becoming much more important. The general automation of white collar work (it’s still early days) and the explosion of jobs in healthcare, social services, retail, repair, entertainment and distribution are making the “college grad” part of the workforce relatively smaller. That’s not to say the money isn’t good, but as a CEO or leader more and more of your energy has to go into supporting these frontline workers. (Read our Frontline-First research for more.)
Third, employees don’t trust CEO talk about jobs. A new study by Edelman shows a massive lack of people’s trust in business leaders (and AI scientists) around AI. This 5,000+ worker survey found that 70% of US workers do not trust statements about AI job reductions. When asked “who you do trust” only 27% of US workers trust the CEO. So we, as leaders, have a trust problem.
Here’s the trust data, and this is all about “Trust in AI’s Value” not “trust in the AI platform.”
AI Is a Socio-Technological Innovation
As I talked about in this week’s podcast, AI is “socio-technological.” It has many societal and sociological impacts.
If only half your employees believe what leaders are telling them, they’re going to hold back, grumble, and resist change. This is why economic insecurity is high: people are concerned about their jobs, careers, and future earnings.
(So AI anxiety could actually lower economic productivity!)
The solution to this is not to ignore the topic, but rather to discuss it openly.
None of us really know how much impact AI will have (I do know most platforms over-sell its value right now), and AI is a little scary.
We have to get comfortable with phones that talk back to us, creepy emails that know our name, avatar-based job interviews, AI-driven career advice, and AI-informed performance reviews. And in 2026 we’re going to see digital twins, robots, and more real-life animations of people at work. (Galileo Learn uses a “Josh Agent” to coach and challenge you as you learn.)
Here’s my advice. If you’re holding back on entry-level hiring you may be making a mistake. Younger staff, who have lived with this technology for more of their lives, are likely to be the ones to most quickly use AI, build with AI, and innovate with its new applications.
People who are tenured tend to see new tools as a way to “speed up what they know how to do.” New employees might just say “why not do it this way?” and bring you the reinvention you need.
Everyone Has The Opportunity To Be A Superworker Now
AI is not a job killer, it’s a big job-leveler.
You, as a younger worker, have access to information and research which was often hoarded by experts. If you’re willing to roll up your sleeves, you can move from “apprentice” to “newly minted expert” quickly. And if you’re looking for a job there’s no excuse for not becoming an expert on the company before you talk with a recruiter.
For senior, more tenured people the same applies. You can’t rely on your experience alone any more: you, too, should be digging in and learning about new technologies, tools, and advancements in your domain.
Employers: Be Careful How You Think
For hiring managers and executives, beware of the “tenure trap” above. Just because a senior person knows your business better, you may find that the young “AI-Guru” right out of college catches up fast. Remember, tenured people may see AI as a way to “do things the old way faster” rather than “rethink the way we work.”
For HR leaders and recruiters, remember one thing. Younger workers may learn faster and ultimately improve productivity at a faster rate (plus they cost less). If you seek out fast-learning AI pioneers they could be your Superworkers of the future.
And for CEOs and other execs, be honest and thoughtful about your plans. All our research points to AI as a “scaling technology,” not one to “eliminate jobs.” The more honest and supportive you are, the faster your employees will adapt and help your company stay ahead.
Josh Bersin
2025年12月22日
David Green
12 Opportunities for HR in 2026: Building Organisations That Thrive in the Agentic AgeThe best way to predict the future is to create it (Peter Drucker).
If 2024 and 2025 were years of experimentation with generative and agentic AI, 2026 is the year organisations must scale. CEOs now expect measurable productivity improvements, while CFOs demand disciplined value creation. Yet many organisations remain stuck in pilot mode - not because the technology is immature, but because their operating models, skills and structures cannot absorb AI at scale.
Two-thirds of CEOs say their competitive differentiation depends on having the right expertise in the right roles, supported by reskilling, selective hiring, AI agents and strategic partnerships - the “build, buy, bot, borrow” model. Workforce strategy has become a CEO-level concern.
Introduction: HR’s R&D Moment
In the AI future, HR becomes your R&D department (Ethan Mollick)
For HR, the implications are profound. As Ethan Mollick notes, “In the AI future, HR becomes your R&D department”. HR now sits at the intersection of work redesign, skills strategy, leadership capability, organisational health and AI governance. The choices HR makes in 2026 will determine whether organisations unlock agentic productivity - or continue to experiment with little or no impact.
During the 10+ years I’ve been publishing this annual look at the year ahead, it has evolved from predictions to opportunities, because the forces shaping work now unfold over multiple years – and as Niels Bohr wryly observed:
“Prediction is very difficult, especially if it's about the future!” (Niels Bohr)
As ever, the 2026 opportunities are informed by Insight222 research, conversations with CHROs and people analytics leaders, Digital HR Leaders podcast interviews, and extensive academic and market analysis.
What follows are 10 opportunities for HR to lead with clarity, evidence, purpose and humanity in the agentic age. As in past years, I will again crowdsource two additional opportunities from readers, so please add your ideas in the comments below. An extensive list of references and further reading are also provided at the end of the article.
"When HR is fully engaged, AI adoption accelerates" (Bain, You Can't Spell AI without HR)
THE 12 OPPORTUNITIES FOR HR IN 2026
FIG 1: 12 Opportunities for HR in 2026 - as envisaged by NotebookLM (Source: David Green)
#1. Redesign Work for a Human-AI Operating System
“Agentic AI is already changing the nature of tasks, workflows, and roles — and organisations must redesign work to fully capture the benefits.” (McKinsey, The State of AI in 2025)
Organisations are beginning to move beyond experimentation and rethinking how work is structured. HR should now take the lead in designing the operating system that orchestrates humans and AI agents: clarifying tasks, workflows, decision rights, escalation points and where humans add unique value.
The question is no longer “What can we automate?” but “What is the optimal blend of humans and agents to deliver what we need?” That means starting from outcomes, decomposing work into tasks, and then deciding which should be human-led, AI-augmented or agent-delivered.
A coherent operating system requires clear governance: transparency, ethical boundaries, decision thresholds, and norms for human oversight. With CEOs pushing for productivity and CFOs demanding cost discipline, HR has the opportunity to become the architect of safe, scalable, value-creating AI-enabled work. Organisations that get this right will accelerate productivity, decision quality and speed of execution; those that don’t risk remaining confined to pilot purgatory.
“The future of work will be shaped not by replacing humans, but by redesigning systems to optimise the partnership between people and technology.” (Oliver Wyman Forum, How Generative AI is Changing the Future of Work)
"When you redesign work around human strengths, AI becomes a multiplier, not a threat. The shift is from doing tasks to orchestrating outcomes." (Loren Shuster, Digital HR Leaders podcast episode)
FIG 2: Human Agency Scale (Source: Stanford)
#2. Elevate Strategic Workforce Planning into a Core Enterprise Discipline
“Strategic workforce planning is now a CEO-level priority.” (McKinsey, Workforce Planning in the Age of AI)
Strategic workforce planning (SWP) has been elevated from an HR process to a C-suite priority. CEOs now see talent, skills, automation and cost decisions as central to enterprise performance. Consequently, HR must transform SWP into a dynamic system connecting strategy, skills, cost and organisational design. This involves scenario modelling, internal mobility mapping, talent flow analysis and productivity forecasting- not traditional headcount planning.
The “build, buy, bot, borrow” portfolio CEOs expect HR to manage demands continuous decision-making, not annual cycles. In an agentic environment, demand for skills shifts constantly, and SWP becomes the mechanism that helps leaders decide: When to reskill. When to hire. When to deploy agents. When to partner
Done well, SWP becomes one of the CEO’s sharpest tools for competitiveness, enabling faster reallocation of talent, clearer trade-offs and more confident long-term investment.
"The companies that get ahead build workforce planning into the business rhythm, not as an annual HR exercise but as a strategic capability." (Diane Gherson, Digital HR Leaders Podcast episode)
FIG 3: Five shifts for the future of workforce planning (Source: Deloitte)
3. Build a Dynamic Skills and Capability Ecosystem
“Skills have become the currency of work — and organisations must create systems where people can move fluidly to opportunities.” (World Economic Forum, Global Skills Taxonomy Toolkit)
Static job architectures cannot keep up with the speed of work. HR must build a dynamic skills ecosystem that continuously identifies, updates and deploys skills. AI-driven inference can surface emerging capabilities in real time, replacing outdated self-reporting and static competency models.
This ecosystem supports transparent internal mobility, talent marketplaces, AI-enabled learning and capability building aligned to business priorities, not generic training. Employability shifts toward adaptability, breadth, and the ability to collaborate effectively with AI.
Skills ecosystems reduce external hiring, increase internal mobility and enable transformation at scale. In 2026, skills can become the operating layer of the enterprise, connecting strategy, workforce decisions and learning in one adaptive system.
“High-performing companies are shifting from jobs to skills, and from hierarchy to capability ecosystems that evolve as fast as the business.” (BCG, AI at Work 2025)
"The real reason to become a skills-based organisation is business agility. As strategy shifts and technology evolves, you have to continually understand who you have relative to the work that needs to get done." (Sandra Loughlin, Digital HR Leaders Podcast episode)
FIG 4: Core skills in 2030 (Source: World Economic Forum)
4. Reshape Leadership for the Agentic Age
“As AI changes how work happens, leadership must evolve.” (BCG, As AI Changes Work, CEOs Must Change How Work Happens)
Leadership models built for supervision, expertise and control are no longer fit for a world where agentic AI executes tasks, synthesises information and accelerates decision cycles. In the agentic age, the leader’s job shifts from managing work to orchestrating systems - framing problems, setting direction, governing risk and enabling people and agents to operate together productively.
The research appears to be unequivocal: organisations will only capture the value of AI if leaders develop new muscles- judgement, systems thinking, ethical reasoning, rapid learning, transparency and the ability to steward change at speed. Leaders must become designers of workflows, not reviewers of work; enablers of experimentation, not gatekeepers; role models for adaptability, not certainty.
Psychological safety becomes even more important. As Amy Edmondson notes, people need to feel safe challenging both leaders and AI outputs. Leaders who create clarity, connection and trust see far higher adoption of agentic tools. Insight222 research highlights that the most effective leaders use data and evidence to guide decisions, while staying deeply human in how they communicate and build culture.
Perhaps most importantly, leaders must unlearn. As Katarina Berg puts it, almost everything about how we lead “is being rewritten” - and clinging to legacy behaviours slows the organisation.
The leaders who thrive will be those who embrace humility, curiosity and the mindset of a system architect - guiding people and AI to create outcomes neither could achieve alone.
"Psychological safety extends to AI. People must feel safe to question outputs and raise concerns." (Amy Edmondson, Digital HR Leaders podcast episode)
“Leaders have to get comfortable unlearning…we can’t cling to practices that no longer help people thrive.” (Katarina Berg, Digital HR Leaders podcast episode)
5. Strengthen Organisational Health, Fairness & Inclusion to Unlock Sustainable Performance
“Improving worker wellbeing is a powerful mechanism to raise productivity — potentially by 10–15%.” (McKinsey Health Institute and World Economic Forum, Thriving workplaces: How employers can improve productivity and change lives)
Organisational health, fairness and inclusion are now fundamental economic multipliers. Organisations that prioritise wellbeing consistently outperform peers on innovation, retention, productivity and financial performance.
In the agentic age, these issues become even more central. Poorly implemented AI can increase cognitive load, reduce autonomy and introduce new fairness risks - from biased models to opaque decisioning. HR must embed fairness, safety and inclusion into workflows, hiring systems, performance management and career pathways. Work should be redesigned to reduce friction, protect autonomy and ensure equitable access to opportunity and skills.
Healthy organisations transform faster, retain scarce skills and build the trust required for AI adoption. “Make work better” shouldn’t just be a slogan (as well as the name of a rather excellent blog by Bruce Daisley); it should be a mandatory requirement for sustainable performance.
"Firms that prioritise wellbeing outperform the stock market… delivering higher shareholder returns.” (De Neve et al, Workplace Wellbeing and Firm Performance)
"Fairness matters more than ever. AI raises the stakes, so leaders must communicate clearly and build cultures of accountability." (Patricia Frost, Digital HR Leaders podcast episode)
FIG 5: The relationship between employee wellbeing and firm financial performance (Source: McKinsey, World Economic Forum, De Neve et al)
6. Reimagine Employee Experience for a Hybrid, AI-Augmented Workforce
“Employee experience is now the chief predictor of retention, productivity, and resilience.” (Deloitte, Global Human Capital Trends 2025)
Employee experience (EX) must now be designed as a system, not a collection of disconnected initiatives. Continuous listening, behavioural insights and real-time feedback loops replace annual surveys as the core instrumentation of EX.
AI is reshaping how people collaborate, solve problems and access support - from copilots in productivity tools to agents embedded in HR services. HR’s task is to ensure these tools remove friction, strengthen connection and enhance, rather than erode, meaning and craftsmanship.
Culture is experienced in small moments: team rituals, collaboration norms, clarity of roles, responsiveness of systems. Organisations that redesign EX holistically - across workflows, leadership behaviours, workplace design, technology and hybrid rhythms - should unlock higher levels of resilience, engagement and performance.
In 2026, EX should evolve to become the way strategy is felt by employees day-to-day, not a separate programme.
"Hybrid work isn’t a policy — it’s an ecosystem. You have to design experiences intentionally, otherwise you get the worst of both worlds." (Michael Fraccaro, Digital HR Leaders podcast episode)
Join me for a webinar on January 15 as we unveil the key findings from the Insight222 People Analytics Trends
Register to join Madhura Chakrabarti, PhD, Jonathan Ferrar and me for an exclusive webinar on January 15 as we unveil the findings of the sixth annual Insight222 People Analytics and AI Trends study. Based on data from 370+ companies across the globe. Sign-up here.
7. Scale People Analytics as a Strategic Intelligence Function
“People analytics must evolve from answering HR questions to shaping enterprise decisions.” (Insight222, People Analytics Trends Report 2025–26)
People analytics is becoming the intelligence system that guides enterprise decision-making. With skills data, workflow telemetry, organisational network insights and AI-usage patterns, organisations can finally understand how work actually happens rather than how it appears in org charts or process maps. This shift - from descriptive reporting to real-time organisational sensing - is fundamental in the agentic age.
To scale effectively, people analytics requires firm foundations: automated data pipelines, integrated skills and work data, responsible governance and the capability to design and run experiments at pace. The aim is not to produce more dashboards (heaven forbid); it is to produce clarity. Which behaviours drive productivity? How is value created in teams? Where are critical skills emerging or eroding? What is the impact of AI agents on work quality, decision velocity and employee experience?
Done well, people analytics becomes a strategic advantage: a system that enables early detection of risk, faster reallocation of talent, and continuous improvement of workflows and leadership behaviours. In an agentic organisation, the winners will be those who learn faster, not merely those who measure faster.
“The link between people data and business performance becomes clear when you can show how engagement and capability lift profitability.” (Sharon Taylor, Digital HR Leaders podcast episode)
"The power of people analytics comes when insight ties directly to business outcomes — performance, customer experience, productivity." (Dawn Klinghoffer, Digital HR Leaders podcast episode)
FIG 6: Insight222 Leading Companies in People Analytics Model (Source: Insight222)
8. Embed Responsible AI & Workforce Governance
“AI cannot scale without trust.” (Gartner, AI in HR: Hits, Misses and Growing Pains)
Trustworthy AI is now a business imperative. As organisations deploy agentic systems across workflows, HR must lead the creation of governance frameworks that ensure fairness, explainability and ethical use of both employee and organisational data. This means setting clear decision boundaries, defining human-in-the-loop oversight, stress-testing models for bias, and establishing transparent communication so employees understand how AI affects opportunities, assessments and career paths.
Effective governance also requires continuous monitoring of outcomes, not just initial risk assessments. Research shows that poorly governed AI erodes trust, increases cognitive load and amplifies inequity - while well-designed systems enhance autonomy, safety and performance at scale.
Governance is not a brake on innovation; it is the guardrail that enables safe acceleration. Organisations with explicit principles, documented guardrails and credible oversight adopt AI faster and with greater employee support. Responsible AI is no longer a peripheral concern - it is a core component of the modern social contract between employer and employee.
“Responsible AI must be embedded from the start, not retrofitted once problems occur.” (TI People, From AI Impact Assessment to Results)
"AI amplifies both good and bad decisions. Governance is not optional — it’s the difference between progress and harm" (Tomas Chamorro-Premuzic, Digital HR Leaders podcast episode)
9. Elevate the CHRO as Enterprise Co-Pilot in Organisational Reinvention
“The CHRO is now the CEO’s most important partner in navigating the AI transition.” (BCG, What CEOs Should Look For in an AI-First Chief People Officer)
With work, skills, leadership and operating models being redesigned simultaneously, the CHRO has become the CEO’s closest strategic partner. Boards increasingly rely on CHROs to assess leadership capability, organisational health, skills readiness, talent allocation and the workforce implications of AI-driven change.
The modern CHRO blends economics, organisational psychology, AI literacy, systems thinking, culture expertise and data fluency. They shape decisions on business model reinvention, automation strategy, productivity, leadership appointments, capability building and culture renewal.
This is a profound expansion of scope. CHROs who embrace this mandate will become architects of reinvention, not custodians of HR processes. The role is more complex, more consequential and more central to enterprise performance than at any point in the last 50 years – perhaps ever.
“The CHRO has moved from people expert to organisational architect — shaping how work evolves with technology.” (Lynda Gratton, Digital HR Leaders podcast episode)
"CHROs have a unique vantage point: they understand capability, culture and change. That combination is what drives transformation." (Janine Vos, Digital HR Leaders podcast episode)
10. Reinvent the HR Operating Model and HR Capabilities for the Agentic Era
“Traditional structures will not deliver the speed or integration now required.” (Mercer, Operating by Design: Mercer’s new outcome-driven operating model for HR and technology)
HR cannot deliver any of the nine opportunities presented in this article without reinventing itself. Traditional COEs and service-delivery models were designed for times of stability - not today’s world of continuous workflow redesign, dynamic skills needs and pervasive AI.
A modern HR operating model requires:
Cross-functional integration rather than siloed COEs
AI-enabled workflows that automate transactional work
Real-time intelligence from people analytics and skills data
Clear decision rights and owner–accountability for outcomes
HRBPs fluent in AI, economics, data and organisational diagnosis
HR teams need new foundational capabilities: systems thinking, experience design, product mindset, experimentation, behavioural science, data literacy and technical fluency.
Only by reinventing itself can HR enable reinvention everywhere else.
“The HR function of the future blends analytics, experimentation, organisational design and technology fluency. These are no longer optional skills—they are foundational.” (Insight222, People Analytics Trends Report 2025–2026)
“HR leaders need to think of themselves as product managers, where employment is the product. That mindset changes everything — from how we design experiences to how we drive adoption and co-create solutions with our stakeholders." (Tanuj Kapilashrami, Digital HR Leaders podcast episode)
FIG 7: The New HR Operating Model (Source: TI People)
WHAT HR MUST BECOME TO DELIVER THESE OPPORTUNITIES
To realise these ten opportunities, HR must evolve into a more integrated, insight-driven and future-defining organisational function. That transformation requires three essential shifts.
Operate as an integrated enterprise system.
Redesigning work, skills, leadership and employee experience cannot be achieved by isolated teams. Talent, learning, EX, people analytics and HR operations must function as an interconnected platform with shared outcomes, shared intelligence and shared accountability. The problems we are solving - skills scarcity, organisational redesign, leadership transformation and AI integration - are all system problems, and so therefore require system responses.
Become AI-fluent and evidence-led.
HR professionals do not need to become data scientists or engineers, but they must understand AI’s capabilities, risks and organisational implications. AI literacy, data fluency and scientific thinking are now foundational capabilities for those aspiring to successful careers in HR. As work becomes more agentic, judgement improves when paired with evidence - and HR must champion this partnership across the organisation, from frontline decisions to board-level discussions.
“If HR doesn’t understand how AI works, we can’t shape how work gets redesigned. Data and AI literacy isn’t optional anymore — it’s the entry ticket.” (Nickle LaMoreaux, Digital HR Leaders podcast episode)
Build a new capability portfolio.
The future HR function blends organisational psychology, behavioural science, systems thinking, experience design, experimentation, governance, talent economics and transformation leadership. These capabilities enable HR to redesign workflows, govern AI ethically, accelerate skill building and orchestrate complex, multi-year change.
In short, HR must become the function that designs, enables and accelerates organisational reinvention - not merely responds to it.
“The best HR teams are running experiments constantly. It’s not about having all the answers — it’s about learning faster than the organisation around you.” (Thomas Otter, Digital HR Leaders podcast episode)
CONCLUSION: HR'S MOMENT OF MAXIMUM INFLUENCE
2026 is a defining year. Organisations are no longer debating whether AI will reshape work - they are debating how fast, how safely and how humanely. That places HR at the centre of enterprise strategy in a way we have not seen in decades.
These opportunities are not tasks - they are capabilities to build. They demand a more integrated, experimental, analytical and courageous HR function. Some will challenge long-held assumptions. Most will stretch HR beyond its comfort zone.
But the prize is meaningful. Organisations that combine agentic technology with human judgement and care will outperform those relying on technology alone. HR—with its unique position at the intersection of people, work and strategy—holds the key for how organisations adapt, thrive and unlock value in the agentic age.
This is HR’s moment of maximum influence.
The question is not whether HR is ready — but whether we will seize the opportunity...
CROWDSOURCING: HELP SHAPE THE FINAL TWO OPPORTUNITIES
Each year, the best ideas come from this community. The challenges and innovations transforming HR rarely originate from a single company - they emerge from the everyday work of practitioners across industries.
So, once again, I’m opening up the final two opportunities to you.
If you were to add one opportunity HR must focus on in 2026, what would it be—and why?
It could be something emerging in your organisation, a challenge I have under-discussed in the first ten opportunities, or a shift you believe is coming faster than most expect.
Share your ideas in the comments. I’ll synthesise the strongest contributions into two additional opportunities - #11 and #12 - in an update of this article in the New Year.
Together, let’s shape the agenda for HR in 2026.
REFERENCES AND FURTHER READING
The following resources informed the 2026 opportunities and are all recommended reading (or listening!) for readers (Please note some resources informed more than one opportunity for in the interests of brevity have only been listed once):
Introduction: HR’s R&D Moment
PwC, 28th Annual Global CEO Survey (2025) | IBM Institute for Business Value, CEO Study: Five Mindshifts to Supercharge Business Growth (2025) | World Economic Forum (Attilio Di Battista, Sam Grayling, Ximena Játiva, Till Alexander Leopold, Ricky LI, Shuvasish Sharma, and Saadia Zahidi), Future of Jobs Report (2025) | Accenture (Karalee Close and Kestas Sereiva), Reinventing enterprise models in the age of generative AI (2025) | Ethan Mollick, One Useful Thing (Blog) | Jason Averbook, Now to Next (Blog) | Wharton and GBK Collective (Jeremy Korst, Stefano Puntoni and Prasanna Tambe), Accountable Acceleration: Gen AI Fast-Tracks Into the Enterprise (2025) | Bain (Vincent Greco, Ph.D and John Hazan), You Can't Spell AI without HR: The Surprising Secret to Scale (2025) | Peter Hinssen and David Green ?? - Uncertainty as an Opportunity: HR’s Role in Shaping the Future of Work (Digital HR Leaders podcast episode)
Opportunity 1 (Redesign Work for a Human–AI Operating System)
McKinsey Quantum Black (Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, Bryce Hall and Tara Balakrishnan), The State of AI in 2025: Agents, Innovation and Transformation (2025) | Microsoft Work Trends, 2025: The Year the Frontier Firm is born (2025) | Kathleen Hogan - Becoming a Frontier Firm: Orchestrating Microsoft’s Next Transformation in the Age of AI | Deloitte (Kyle Forrest, Chetan Jain, Greg Vert, Franz Gilbert, Arthur Mazor, Simona Spelman, Bhawna Bist, Derek Polzien), HR Reimagined (2025) | McKinsey ( Alexander Sukharevsky, Alexis Krivkovich, Arne Gast, Arsen Storozhev, Dana Maor, Deepak Mahadevan, Lari Hamalainen, and Sandra Durth), The agentic organization: Contours of the next paradigm for the AI era (2025) | Oliver Wyman Forum (Ana Kreacic, Amy Lasater-Wille, Lucia Uribe, Ravin Jesuthasan, CFA, FRSA, John Romeo, and Simon Luong), How Generative AI Is Changing The Future Of Work (2025) | Ravin Jesuthasan, CFA, FRSA, Want AI-Driven Productivity? Redesign Work (2025) | McKinsey Global Institute (Lareina Yee, Anu Madgavkar, Sven Smit, Alexis Krivkovich, Michael Chui, María Jesús Ramírez Larraín and Diego A. Castresana Bao), Agents, robots, and us: Skill partnerships in the age of AI (2025) | Loren I. Shuster and David Green ??, How LEGO Integrates People, Places and Culture (Digital HR Leaders podcast, 2024) | Dave Ulrich, Talent Advantage = AI (Artificial Intelligence) * HI (Human Ingenuity): A Formula for Business and HR Leaders (2025) | McKinsey (Sandra Durth, Asmus Komm, and Charlotte Seiler), HR’s transformative role in an agentic future (2025) | Stanford (Yijia Shao, Humishka Zope, Yucheng Jiang, Jiaxin Pei, David Nguyen, Erik Brynjolfsson, Yang Diyi), Future of Work with AI Agents (2025)
Opportunity 2 (Elevate Strategic Workforce Planning into a Core Enterprise Discipline)
McKinsey (Neel Gandhi, Sandra Durth, and Vincent Bérubé, Charlotte Seiler, Kritvi Kedia and Randy Lim), The Critical Role of Strategic Workforce Planning in the Age of AI (2025) | Deloitte (Susan Cantrell, Russell Klosk (智能虎), Zac Shaw, Kevin Moss, Christopher Tomke, and Michael Griffiths), The Future of Workforce Planning (2025) | Ross Sparkman and David Green ??, How to Influence Business Strategy Through Workforce Planning, (Digital HR Leaders podcast, 2025) | David Edwards, The Strategic Workforce Planning Handbook (2026) | Gartner (Maggie Schroeder-O’Neal and Jonah Shepp), 3 Steps to Initiate a Strategic Workforce Plan (2024) | PwC, Saratoga Annual HR & Workforce Benchmarking Report (2025) | Diane Gherson, Lynda Gratton and David Green ?? - The Key Role of HR In Successfully Integrating a Blended Workforce (Digital HR Leaders podcast, 2024)
Opportunity 3 (Build a Dynamic Skills and Capability Ecosystem)
World Economic Forum (Neil Allison , Ximena Játiva, and Aarushi Singhania), Global Skills Taxonomy Adoption Toolkit: Defining a Common Skills Language for a Future-Ready Workforce (2025) | Lisa K. Simon, How Much Is a Skill Worth? (2025) | BCG (Vinciane Beauchene, Sylvain Duranton, Nipun Kalra, and David Martin), AI at Work 2025: Momentum Builds, But Gaps Remain (2025) | World Economic Forum ( Mario Di Gregorio, Genesis Elhussein, Ximena Játiva, Saadia Zahidi), New Economy Skills: Unlocking the Human Advantage (2025) | Amy Baxendale and David Green ??, How Arcadis is Building a Skills Powered Organisation (Digital HR Leaders podcast, 2025), Sandra Loughlin, PhD and David Green ??, Building a Skills-Based Organisation: Lessons from a 30-Year Journey(Digital HR Leaders podcast, 2024)
Opportunity 4 (Reshape Leadership for the Agentic Age)
BCG (Vinciane Beauchene, Orsolya Kovacs-Ondrejkovic and David Martin), As AI Changes Work, CEOs Must Change How Work Happens (2025) | Gartner, Top 3 Strategic Priorities for Chief HR Officers (2025) | Rebecca Hinds, PhD and Bob Sutton, The 5 AI Tensions Leaders Need to Navigate (2025) | Katarina Berg and David Green ??, The New CHRO-CEO Partnership: Leading with Insight and Humanity (Digital HR Leaders podcast, 2025)
Opportunity 5 (Strengthen Organisational Health, Fairness & Inclusion to Unlock Sustainable Performance)
McKinsey Health Institute and World Economic Forum (Barbara Jeffery, Brooke Weddle, Jacqui Brassey, PhD, MA, MAfN ?️? ?? (née Schouten) and Shail Thaker) - Thriving workplaces: How employers can improve productivity and change lives (2025) | Jan-Emmanuel De Neve, Micah Kaats and George Ward, Workplace Wellbeing and Firm Performance (2024) | Erin Meyer and David Green ?? - How to Bridge Cultures and Lead Global Teams for Success (Digital HR Leaders podcast episode, 2025) | Patricia Frost, Ruslan Tovbulatov, and David Green ??, The AI Pivot: Seagate’s Workforce Transformation in the Age of AI (Digital HR Leaders podcast, 2025)
Opportunity 6 (Reimagine Employee Experience for a Hybrid, AI-Augmented Workforce)
Deloitte (Susan Cantrell, David Mallon, Kevin Moss, Nicole Scoble-Williams GAICD, and Yves Van Durme), 2025 Global Human Capital Trends (2025) | Brian Elliott, Nick Bloom and Prithwiraj Choudhury, Hybrid Work Is Not the Problem — Poor Leadership Is (2025) | Michael Fraccaro and David Green ??, How Mastercard is Using AI to Drive Employee Success and Leadership Growth(Digital HR Leaders podcast, 2024)
Opportunity 7 (Scale People Analytics as a Strategic Intelligence Function)
Insight222 (Madhura Chakrabarti, PhD, Heidi Binder-Matsuo, Jay Dorio, and Jonathan Ferrar) Navigating AI & People Analytics from Ambition to Action: People Analytics Trends Report 2025–2026 (Available from January 15, 2026) | Thomas Hedegaard Rasmussen, Mike Ulrich, and Dave Ulrich, Moving People Analytics From Insight to Impact (2023) | Cole Napper, The Tree of Value (2025) | Dawn Klinghoffer and David Green ??, How Microsoft Uses People Data to Shape Flexible Working That Helps Teams Thrive (Digital HR Leaders podcast, 2025) | Amy Coleman, Flexible work update (Microsoft, 2025) | Sharon Taylor, Jaco Van Vuuren and David Green ??, Digitising HR for 55,000 Employees: Lessons from Standard Bank (Digital HR Leaders podcast, 2024)
Opportunity 8 (Embed Responsible AI & Workforce Governance)
Gartner (Helen Poitevin), AI in HR: Hits, Misses & Growing Pains (2025) | TI People, From AI Impact Assessment to Results (2025) | Amy Edmondson and David Green ??, How Learning to Fail Can Help People and Organisations to Thrive (Digital HR Leaders podcast, 2024) | Dr Tomas Chamorro-Premuzic and David Green ?? - Why Authenticity Is Overrated — and What Great Leaders Do Instead (Digital HR Leaders podcast, 2025)
Opportunity 9 (Elevate the CHRO as Enterprise Co-Pilot in Organisational Reinvention)
BCG (Julie Bedard and David Martin), Strategy and Soft Skills: What CEOs Should Look For in an AI-First Chief People Officer (2025) | Josh Bersin, The Pivotal Role Of Chief HR Officer in AI Transformation (2025) | Josh Bersin and Kathi Enderes, Secrets Of The High Performing CHRO (2025) | Eric Anicich and Dart Lindsley, Reimagining Work as a Product (2024) | Dave Ulrich, Dick Beatty, and Patrick Wright, The HR Inflection Points: What’s Next for HR and How to Respond (2025) | Janine Vos and David Green ??, The CHRO’s Playbook: How to Build an Agile and Data-Driven HR Function (Digital HR Leaders podcast, 2025)
Opportunity 10 (Reinvent the HR Operating Model and HR Capabilities for the Agentic Era)
Mercer (Emily Liddle, Jim Scully, Alexandra Zea, Jonathan Gordin, David Mitchell, Kristin Rhebergen and JESS VON BANK), Operating by Design: Mercer’s new outcome-driven operating model for HR and technology (2025) | McKinsey (Asmus Komm, Fernanda Mayol, Neel Gandhi, Sandra Durth, and Dr. Jasmin Kiefer), A new operating model for people management: More personal, more tech, more human (2025) | Volker Jacobs, AI is Reshaping the HR Operating Model: Here's What 15 Leading Companies Discovered (2025) | Volker Jacobs and David Green ??, How AI is Reshaping the HR Operating Model (Digital HR Leaders podcast, 2025) | Tanuj Kapilashrami, Ravin Jesuthasan, CFA, FRSA, and David Green ??, How to Build the Skills-Powered Organisation (Digital HR Leaders podcast, 2024)
What HR Must Become to Deliver These Opportunities
Jacqui Canney and Brandon Roberts, How to make AI work for people: A playbook for HR and business leaders (2025) | Insight222 (Naomi Verghese, Jonathan Ferrar and Jordan Pettman), Building the People Analytics Ecosystem Operating Model 2.0 Report (2024) | Insight222 (Naomi Verghese and Jonathan Ferrar), Upskilling the HR Profession: Building Data Literacy at Scale (2023) | John Golden, Ph.D., Alexis Fink, Steve Hunt, The Future of Work 2025: Why HR Holds the Pen to Rewrite the Playbook (2025) | Tima Bansal and Julian Birkinshaw, Why You Need Systems Thinking Now (2025) | Amy Edmondson and Dr Tomas Chamorro-Premuzic, The Perils of Using AI to Replace Entry-Level Jobs (2025) | Nickle LaMoreaux and David Green ??, How IBM Uses AI to Transform Their HR Strategies (Digital HR Leaders podcast, 2024), Thomas Otter and David Green ?? - AI in HR Tech: What Investors and Leaders Need to Know (Digital HR Leaders podcast, 2025)
ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 120 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
MEET ME AT THESE EVENTS
I speak regularly at in-person and virtual events about people analytics, the future of work, and data driven HR. Below are the events I'm speaking at up to the end of May 2026:
February 25-26, People Analytics World, Zurich
March 17-19, Unleash America, Las Vegas
April 20-21, People Analytics World, London
May 18, Building Data Literacy in HR - Executive Masterclass, Warsaw
More events will be added as soon as they are confirmed.
THANK YOU
As the year draws to its close, I'd also like to thank a host of people: conference organisers that invited me to speak at their events in 2025, Digital HR Leaders podcast guests and sponsors and those that regularly share and comment on my content here. This is certainly not an exhaustive list but thank you to: Marc Coleman Jeremy Roden Barry Swales Louis Gordon Andreas De Neve ? Julius Schelstraete ? Tanya Arrowsmith Ben Harris Philip Arkcoll Parker Mitchell David Wilkins Julie Asselin Pushkaraj Bidwai Lewis Garrad Nick Lynn Anna A. Tavis, PhD Jeremy Shapiro Stela Lupushor Richard Rosenow Amit Mohindra Dan Riley Pietro Mazzoleni Dr Philip Gibbs Håvard Berntzen Even Bolstad Anne-Marie Andric Malgorzata SZARZEC Hung Lee Lucy Adams Maya Lane Deborah M. Weiss Matthew Bidwell Laura Zarrow Jennifer Neumann Ankita Jha Martha Curioni Sanja Licina, Ph.D. Serena H. Huang, Ph.D. Irada Sadykhova Irina Villacreces, M.S., SPHR, PMP Adam McKinnon, PhD. Hanadi El Sayyed Greg Newman David van Lochem Chin Yin Ong Swechha Mohapatra (IHRP-SP, SHRM-SCP, CIPD) Siobhan Savage ?? Dave Fineman Ben Zweig Jeff Schwartz Fatma Hedeya Meg Bear Dominic Boon Philippa Penfold FCIPD Narelle Burke Geetanjali Gamel Jonathon Frampton Dan Lapporte Shujaat Ahmad Blaine Ames Chris Long Rob Baker, FCIPD, MAPP Perry Timms Alicia Roach Catherine de la Poer Jeff Wellstead Paola Alfaro Alpízar Marta Gascón Corella Sergio Garcia Mora Sebastian Knepper Sebastian Kolberg Timo Tischer Bob Pulver Seth Hollander, MBA Melissa Arronte Victoria Holdsworth Alexandra Nawrat Nima Sherpa Green Gianni Giacomelli Phil Kirschner Roxanne Bisby Davis Amelia Irion Ekta Lall Mittal Arne-Christian Van Der Tang Stacia Garr Priyanka Mehrotra Laurent Reich Paul Rubenstein Dirk Jonker Jacob Nielsen Patrick Coolen Jaap Veldkamp Anish Lalchandani Michael Arena Greg Pryor David McLean Kate Bravery Brian Heger Anita Lettink Alan Susi Gal Mozes, PhD Prasad Setty Henrik Håkansson Dr. Tobias Bartholomé Colin Fisher Jenny Dearborn, MBA Toby Hough Jodie Evans Katarina Coppé Jurgen Hofstede Don Dela Paz Andrés García Ayala Angela LE MATHON Oliver Kasper Daisuke Ikegami Elson P. Kuriakose Phil Inskip Sophia Huang, Ed.D. Søren Kold Asaf Jackoby Joonghak Lee John Gunawan Josh Tarr Phil Willburn Ying Li Prabhakar Pandey Delia Majarín Tina Peeters, PhD Agnes Garaba Nico Orie Kouros Behzad Andrew Pitts Kristin Saboe, Ph.D. Nicole Lettich Al Adamsen Maria Alice Jovinski Miriam Daucher Chris Hare Avani Solanki Prabhakar Alex Browne Jaejin Lee Kevin Oakes Todd Raphael Ian OKeefe Amanda Nolen Kevin Le Vaillant
David Green
2025年12月22日
NACSHR活动
北美华人HR新年论坛 · NACSHR 2026洛杉矶 | 全球视野 × 本地实践 · 1月3日盛大举办！NACSHR 2026 · 洛杉矶 NACSHR 2026 · Los Angeles
北美华人HR新年论坛 Chinese HR New Year Forum
时间：2026年1月3日（周六） 9：00-17：00 Saturday, January 3, 2026
地点： Residence Inn By Marriott Anaheim Brea (180 S State College Blvd , Brea, California, USA, 92821)
报名：https://www.nacshr.org/Survey/0A2575B1-DABC-432A-BF2F-7EF6E8898D1A
在全球人才格局加速重塑、AI技术深度渗透职场、合规与监管持续升级的背景下，出海企业亟需精准落地本地HR策略，而北美华人职场专业人士也在不断寻找走向更广阔舞台的路径。NACSHR 2026 · 洛杉矶华人HR新年论坛，正是在这样的时代需求与群体共鸣中诞生。
这不仅是一场人力资源行业的专业论坛，更是一场专属于北美华人HR与企业高管的年度盛会。我们关心的不是空洞的愿景，而是切中当下的关键议题：
如何在北美市场 招到人、留住人、管好人？
如何在 AI加速变革 的趋势中找到个人与组织的定位？
如何更好地链接 服务机构、工具平台与优秀人才，实现企业与个人的共赢？
在这里，你将收获：
高密度信息沉浸：一线实践者的经验框架与最新行业打法（AI、薪酬、合规、招聘）；
多元互动场景：岗位机会对接、午餐社交、会员交流、快速展示秀，让你不仅仅是听众；
可信赖的人脉网络：结识值得深交的同行、未来的合作伙伴，甚至下一份工作的雇主；
持续延展的社群价值：论坛只是起点，你将融入 NACSHR 的长期社群，获得持续资源共享与影响力拓展。
这是一场属于你我共同塑造的盛会。对于HR，这是认清趋势、校准方向的机会；对于服务机构，这是展示专业、赢得客户的舞台；对于出海企业，这是重建组织能力、抓住人力关键的节点。
我们用心准备的不只是内容，而是一段值得你出发的旅程。
Stay Together. Stay Powerful.
NACSHR 2026 · 洛杉矶 华人HR新年论坛
时间：2026年1月3日（周六） 9：00-17：00
地点： Residence Inn By Marriott Anaheim Brea (180 S State College Blvd , Brea, California, USA, 92821)
报名：https://www.nacshr.org/Survey/0A2575B1-DABC-432A-BF2F-7EF6E8898D1A
门票类型：提前报名获得早鸟门票（无忧退票：会前两周可退、可保留名额至下次)
HR Leader Pass：仅限InhouseHR和学生及企业内部HR相关职能
General Pass：适用于HR服务机构、顾问、猎头人才服务等非InhouseHR相关
——————
· HR Pass优惠票： 198美元/人 12月15日前 （原价300美元）
· General Pass优惠票：300美元/人 12月15日前（原价600美元）名额按比例分配，额满为止
· HR Pass优惠票： 250美元/人 12月31日前 （原价300美元）
· General Pass优惠票：450美元/人 12月31日前（原价600美元）名额按比例分配，额满为止
· 展览展示门票：资料现场发放和5分钟展示机会，含门票一张：2000美元 仅剩一个名额
· 三人同行，享受8折优惠
· 赞助合作模式，具体请联系工作人员，多种模式对论坛支持！
因酒店费用过高，会议不提供午餐，但提供咖啡茶、软饮和小零食等
为了确保所有参会者的最佳体验，NACSHR论坛管理团队将定期审核注册名单，并可能根据需要调整注册类别。如果您的注册类型被调整，您需补缴相应的费用差额。本政策旨在维护公平性，并提升所有与会者的参会体验。
付费指南：https://www.nacshr.org/3016/
更多会议相关内容，我们会不断更新，并通过NACSHR官网和社交媒体发布。
会议参展及赞助演讲合作
联系人：Annie（nacshr818@gmail.com）或 点击申请 ： https://www.nacshr.org/Survey/CDBE9324-6291-EB0E-3E50-91532A2A70BB
媒体合作： nacshr818@gmail.com（备注媒体合作）
你为什么不能错过NACSHR峰会：
聆听行业大咖的精心分享：演讲嘉宾包括成功的企业家、重量级的行业内大咖、优秀的人才战略专家，精通中国以及北美的人力资源市场。
学习新知识，掌握新动态：不论您是职场老将还是新兵，更新知识库是一个永恒的课题，峰会设置了多种会议形式，帮助您打开新视野。
职业发展新机遇，更广泛的选择：NACSHR设置了北美地区HR岗位需求，提供面对面沟通交流机会。
北美地区最大的华人HR行业盛会：汇聚北美职场华人力量，打造北美唯一、最大的华人HR盛会。
交流新资讯，结交新伙伴：探讨行业热点话题，激发创新思维，共同推动HR行业的发展。
启发职场新思维，实现职业新突破：探讨华人管理者如何实现职场发展目标，与嘉宾和行业专家共同探讨如何在美国职场实现自我价值。
谁应该参加 NACSHR 洛杉矶新年论坛？
无论你正处于职场探索、企业拓展，还是希望建立行业影响力的阶段——这场论坛都为你准备了专属的参与价值：
· 华人HR从业者如果你正在美国从事招聘、HRBP、薪酬福利、HRIS或劳资合规工作，这里将为你带来最前沿的工具方法、最佳实践案例、招聘与职业发展机会，以及一群志同道合、可信赖的专业伙伴。
· 出海企业的人力负责人、总经理、创始人如果你是正在北美拓展的中资企业管理者，这场论坛将帮你快速掌握本地人力合规策略、人才招聘路径、激励制度与管理模式，同时链接有执行力的HR顾问、法律与运营资源。
· 想进入HR领域的在美新移民与学生群体如果你对HR感兴趣、正在寻找转型路径，这里能让你迅速理解真实市场需求、建立人脉基础、并找到前辈指引。
· 希望触达中资企业的HR服务机构与个人顾问如果你提供薪酬、保险、移民、福利、培训、工具或法律等服务，这场论坛将让你直接接触高意向的HR决策者与出海企业客户，为品牌建设、客户合作和市场推广提供精准舞台。
HR服务机构为什么要积极参与？
在北美市场，中资企业与华人HR决策者对本地服务资源的信任与合作机制尚在建设中。作为HR服务机构，这是一次进入高质量圈层、建立品牌心智、拓展真实客户的黄金机会。
· 精准触达：来自中资企业、HR团队的决策者直接面对面接触，远高于线上广告转化效率
· 主动参与：不仅限于展示位，你还可参与5分钟展示秀、圆桌讨论、联合活动策划等环节，展现专业能力
· 品牌曝光：通过资料包、海报、主持口播、社群渠道等形式，实现论坛前中后全周期品牌露出
· 内容共创：有机会与NACSHR联合发布报告、访谈、白皮书，共建行业影响力
· 进入长期社群体系：不仅是一次参会，更是成为NACSHR生态服务网络的一员，持续获取线索与合作
这不是一次参展，而是一次可信、可持续的市场进入。
NACSHR 2026 · Los Angeles
Chinese HR New Year Forum
Date & Time | Saturday, January 3, 2026 · 9:00 AM – 5:00 PMLocation | Greater Los Angeles Area (convenient access)
Registration | https://www.nacshr.org/Survey/0A2575B1-DABC-432A-BF2F-7EF6E8898D1A
As the global talent landscape rapidly reshapes, AI penetrates deeply into the workplace, and compliance and regulation continue to evolve, outbound enterprises urgently need to localize their HR strategies with precision. At the same time, Chinese professionals in North America are constantly seeking pathways to broader opportunities. The NACSHR 2026 · Los Angeles Chinese HR New Year Forum was born out of this shared demand and resonance.
This is not just a professional HR forum—it is an annual gathering dedicated to Chinese HR professionals and business executives across North America. The forum focuses on pressing, practical issues rather than abstract visions:
How to hire, retain, and manage talent in the North American market?
How to position both organizations and individuals in an era of accelerated AI transformation?
How to better connect with service providers, platforms, and outstanding professionals to achieve win-win outcomes?
What You Will Gain
High-density insights: First-hand frameworks and cutting-edge practices in AI, compensation, compliance, and recruiting.
Diverse participation formats: Job-matching, networking lunch, member exchanges, and lightning showcases—making you more than just an audience.
A trusted professional network: Build meaningful connections with peers, potential partners, and even future employers.
Sustained community value: The forum is just the beginning—you will be integrated into NACSHR’s ongoing HR community for continued collaboration and growth.
Ticket Categories & Pricing
HR PassExclusively for In-house HR professionals, internal HR functions, and students
Early Bird (before Dec 1: 150/person (Regular $300, limited availability)
Discounted (before Dec 31): $250/person (Regular $300)
General PassFor HR service providers, consultants, headhunters, and other non In-house HR professionals
Early Bird (before Dec 1): $350/person (Regular $600, limited availability)
Discounted (before Dec 31): $450/person (Regular $600)
Exhibition Pass
$2,000 limited availability)
Includes brochure distribution, 5-minute presentation slot, and 1 entry ticket
Additional Information
Group Discount: 20% off for three attendees together (not applicable to Early Bird tickets)
Lunch will not be provided due to high hotel catering costs, but coffee, tea, soft drinks, and light snacks will be available
NACSHR reserves the right to review and adjust registration categories; if a registration type is updated, the difference in ticket fees must be paid. This policy ensures fairness and an optimal experience for all attendees.
Payment Guide: https://www.nacshr.org/3016/
Why You Can’t Miss the NACSHR Forum
Hear from industry leaders: Featured speakers include successful entrepreneurs, senior industry experts, and talent strategists with deep knowledge of both the Chinese and North American HR markets.
Learn and stay updated: Whether a seasoned professional or a newcomer, continuous learning is essential. The forum offers multiple formats to broaden your HR perspective.
New career opportunities: NACSHR highlights HR job openings across North America and facilitates in-person networking.
The largest Chinese HR event in North America: Bringing together Chinese HR professionals and executives, creating the only and largest gathering of its kind.
Expand your network and insights: Explore hot topics, spark new ideas, and collaborate to advance the HR profession.
Inspire new thinking: Learn how Chinese professionals can achieve their career goals and personal growth in the U.S. workplace.
Who Should Attend the NACSHR Los Angeles Forum?
This forum is designed for you—whether you are exploring your career, expanding your business, or building professional influence:
Chinese HR professionalsIf you are working in the U.S. in recruitment, HRBP, compensation & benefits, HRIS, or labor compliance, you’ll gain access to cutting-edge tools, best practice case studies, career opportunities, and a trusted peer community.
HR leaders, GMs, and founders of outbound enterprisesIf you are managing Chinese enterprises expanding in North America, this forum will help you quickly master local compliance strategies, recruitment pathways, incentive systems, and management models, while connecting with experienced HR consultants, legal advisors, and operational resources.
New immigrants and students in North AmericaIf you are interested in HR or looking to transition into the field, this forum will help you understand real market demands, build a network, and find mentors to guide your path.
HR service providers and independent consultantsIf you provide payroll, insurance, immigration, benefits, training, tools, or legal services, this forum will connect you directly with decision-makers and outbound enterprise clients, offering a highly targeted stage for branding and client acquisition.
Why HR Service Providers Should Participate
In the North American market, trust and collaboration between Chinese enterprises and local HR service resources are still being established. For HR service providers, this forum is a golden opportunity to access a high-quality network, build brand recognition, and secure real clients.
Targeted access: Direct interaction with decision-makers from Chinese enterprises and HR teams—far more effective than online ads.
Active participation: Beyond booths, you can join the 5-minute showcase, panel discussions, and co-hosted activities to demonstrate expertise.
Brand exposure: Gain visibility before, during, and after the event through brochures, posters, host mentions, and community channels.
Content co-creation: Collaborate with NACSHR on reports, white papers, and interviews to build long-term influence.
Integration into the NACSHR ecosystem: Participation is not a one-time event but an entry into NACSHR’s service network for continuous leads and collaboration.
This is not just an exhibition—it is a credible, sustainable entry into the market.
Sponsorship & Media Partnerships
Exhibition & Sponsorship OpportunitiesContact: Annie (nacshr818@gmail.com)Apply here: https://www.nacshr.org/Survey/CDBE9324-6291-EB0E-3E50-91532A2A70BB
Media PartnershipsEmail: nacshr818@gmail.com (Please indicate "Media Partnership")
Stay Together. Stay Powerful.The annual flagship gathering for Chinese HR professionals in North America—see you in Los Angeles!
聚合AI时代的华人HR力量 ——2025 NACSHR北美华人人力资源年度论坛在硅谷圆满落幕
Redefining HR in the Age of AI: NACSHR 2025 Annual Conference Concludes Successfully in Silicon Valley
2025年10月4日至5日，NACSHR 2025 北美华人人力资源年度论坛在硅谷成功举办。这场由北美华人人力资源协会（NACSHR）主办的行业盛会，以“AI时代的人力资源变革与未来领导力”为主题，汇聚了来自旧金山湾区、洛杉矶、休斯顿、纽约、西雅图、温哥华及墨西哥等地的六十多位华人HR嘉宾与行业领袖，共同探讨AI技术、人本文化与组织创新的未来方向。在这场为期两天的深度交流中，参会者既是学习者，也是分享者；既是倾听者，更是共创者。正如NACSHR 发起人 Gawain在开幕致辞中所言：
“NACSHR不仅仅是华人HR的在北美的互动交流平台，更是一种连接的力量。我们在这里相互启发、相互成就，在AI的时代共同成长。”
本次论坛延续了NACSHR一贯的宗旨——以专业连接华人HR的全球力量，在AI与全球化浪潮下，汇聚思想、凝聚行动，为北美华人职场社群注入了新的信任与信心。
第一日 · 从AI到组织——重塑战略与协作的力量
10月4日的主题围绕“组织、AI与领导力”展开。多位嘉宾以不同视角深入剖析了AI如何重塑组织设计、决策逻辑与人才价值。
How to Design Your Organization to Support Global Business — Bijun Zhang
大会首日由本次论坛的主席 Bijun Zhang 开场。她以《How to Design Your Organization to Support Global Business》为主题，从组织设计与全球战略协同的角度，分享了跨地域团队在AI时代的成长之道。
她指出，组织设计的核心，不仅是结构，更是信任机制的建立。
“在跨时区、跨文化的团队中，真正的竞争力来自于‘清晰的边界’与‘有效的连接’。”
Bijun结合多地实践案例，提出通过“授权矩阵 + 沟通链路 + 文化共识”三要素，让全球团队在敏捷环境中高效协作。她总结道：“组织的韧性，不在规模，而在结构设计的智慧。”
The Art of Business Partnering in the Age of AI — Angela Rui
来自Canadian Solar 的 Global HR Director Angela Rui 带来了关于“AI时代的业务伙伴艺术”的分享。她认为，AI已成为HRBP最具影响力的“共驾工具”，帮助HR从事务性支持者成长为决策共创者。
Angela以实战案例讲述，如何通过AI工具洞察员工行为模式、优化绩效反馈、支持战略决策。
“AI让数据更透明，但真正的价值在于HR如何提出更好的问题。”
她强调，在AI与业务共驾的过程中，人性洞察将是HR无法被取代的核心竞争力。
川普2.0签证移民新政解读与HR应对之道 — Jiaqi (Jacky) Ji 律师
来自 Reid & Wise律所 的律师 Jiaqi (Jacky) Ji 带来了一场兼具专业性与现实指导意义的主题演讲。他从“政策误读”切入，详细剖析了近期引发热议的“10万美元入境费”事件，指出在社交媒体与碎片化信息环境下，HR应如何保持政策判断力与合规决策力。
“这是一场现实版的‘烽火戏诸侯’——政策还未实施，恐慌已先传播。”
Jacky系统解析了薪酬加权抽签机制、LCA提前布局策略及应对H-1B改革的关键要点。他提醒企业HR：
“在全球化与政治风险并存的时代，合规不仅是防御，更是战略能力。”
Panel：Organization Efficiency & AI Implementation
由 硅谷人才专家Tom Zhang 博士 主持的圆桌论坛聚焦“组织效率与AI实施”。与会嘉宾包括 Linda Lee（AI Fund Talent Partner）、Linsha Yao 与 Yalan Tan 等来自科技与生物医药行业的HR专家。
嘉宾们围绕“AI工具落地的关键障碍”展开深入探讨。讨论达成共识：
“AI能带来工具效率，但真正决定成败的，是文化的开放度与管理层的信任度。”
论坛现场氛围热烈，案例交流兼具前瞻性与实操性。
会议间隙，不分嘉宾还参与了会议合影的拍摄。
Thought Leadership Session：AI & HR Leadership — Tina Weinberger
来自 Cisco/Splunk 的高级HR业务伙伴 Tina Weinberger 以《Beyond the Hype: AI + HR Leadership》为题，带来极具洞察力的分享。她指出，AI对HR最大的改变，并非工作流程，而是“对工作的感受”。
“AI not only changes how we work — it changes how we feel about work.”
Tina提出“AI Confidence Framework”，包括四个核心要素：透明沟通、持续赋能、伦理治理、人机闭环。她强调，AI领导力的真正挑战不是工具选择，而是信任的建立。
“作为HR领袖，我们的使命不是管理变革，而是引导人走过变革。”
HR’s Next Evolution: How to Co-Pilot with AI Agents — Dr. Tom Q. Zhang
硅谷人才专家 Tom 博士在演讲中提出“共驾思维（Co-pilot Mindset）”，他指出：
“AI不会取代HR，但懂AI的HR，会取代不懂AI的HR。”
他展示了AI在招聘筛选、绩效预测、员工发展分析中的创新应用，并通过案例说明HR如何以AI为“副驾驶”，实现数据决策与人文洞察的融合。并强调未来的HR必须是会使用AI工具的人，同时在现场他还发布了一个正在招聘的HR主管岗位，其中之一的要求就是必须熟悉AI工具使用！这一要求引发全场同仁的思考和共鸣，也象征AI时代HR的新技能门槛
Solving HR Compliance and Payroll Challenges in North America with PEO — Joeyee Choon (ADP)
作为NACSHR战略合作伙伴代表，来自 ADP 的 Joeyee Choon 分享了PEO模式在北美合规与薪资管理中的创新实践。她指出：“在美国这样一个多州、多税制的环境中，共雇（Co-employment） 已成为企业提高合规与效率的关键机制。”
她以真实客户案例展示，企业通过PEO可平均节约20%的成本，并将HR从事务性流程解放出来。
“合规不是负担，而是组织持续成长的护栏。”
Redefining HR: Finding Your Unique Advantage in the Age of AI — Sandy Qian
来自 TransGlobal Insurance Agency 的 Sandy Qian 带来题为《Redefining HR: Finding Your Unique Advantage in the Age of AI》的主题演讲。她以IKIGAI模型为框架，引导HR思考个人使命与组织目标的契合点。
“AI可以自动化你的任务，但IKIGAI定义了你无法被取代的价值。”
Sandy提出，未来的HR应成为“技术的拥抱者、人性的守护者、组织文化的建设者”。
Panel：Building Leaders and Organizations in a Global Context
当天最后一个论坛由 Joki Jin 主持，嘉宾包括 Jane Xu、Carrie Peng、Cindy Fan、Grace Zhao等来自跨国科技与咨询领域的HR领导者。大家共同探讨了“全球背景下的组织领导力与人才流动趋势”，分享了多元文化团队中的实践心得。
“领导力的未来，不在权力，而在连接。”
她们从华人HR的视角出发，讨论如何在跨文化语境中平衡本地合规与全球战略，实现组织一致性与文化多样性共存。
Special Guest & VIP Dinner
夜幕降临，NACSHR特设的VIP Dinner 成为大会的温情收尾。在轻松的氛围中，嘉宾们围绕“AI与组织共生”“职业成长的长期主义”展开自由交流。这一环节不仅是社交聚会，更是一次深度链接与合作关系的延伸。许多嘉宾在会后已开启跨城市项目合作，成为未来持续共创的开端。
第二日 · 从组织到人本——在AI时代重新发现热爱与使命
10月5日的议程从技术与组织的视角，逐步走向“人性与热爱”的话题。AI不再是冷冰冰的系统，而成为激发创造力的伙伴。
From Business Leader to HR Head — Annie Jie Xu
开场分享嘉宾 Annie Jie Xu 分享了自己从20多年的商业领导者到HR负责人的转型之路。她以阿里巴巴二十年的成长经历为例，讲述如何从商业运营思维过渡到以人为本的组织建设！她谈到：最差的领导是很忙，最好的领导是会往后退。别人不帮你，是正常的，但是把事情做到极致，影响力就够了，别人也会来帮你。同时谈到阿里CPO童文红的职业经历启发了在场的每一位HR同仁。
“HR是企业灵魂的建构者。”
Annie以她的经历呼应了AI时代的人本管理主题——技术永远重要，但理解“人”的能力更不可或缺。
AI驱动的组织文化变革：如何让人机协作成为竞争优势 — Austin (Bo) Sun
Clausey AI 创始人 Austin Sun 带来对AI文化转型的系统思考。他以WM（Waste Management）的实践为例，指出：
“AI项目失败的90%原因不是技术，而是文化。”
Austin分享了如何通过内部AI培训、开放讨论与文化引导，让员工从焦虑到信任，最终实现AI共创。
“Don’t sell AI tools — build cultural momentum.”他的分享让“AI文化”从抽象概念变为可操作实践。
预见AI领导力进化 — Zhibin Liu
来自香港金融管理学院的 Zhibin Liu 客座教授，心理学家，以组织心理学视角探讨“高绩效与低焦虑的AI组织”。他通过实证研究与心理模型，说明AI领导力需要情绪智能（EQ）与适应智能（AQ）的双轮驱动。
“未来的领导者，既懂技术逻辑，也懂人心温度。”
Performance and Rewards Redesign in a Changing Workforce
由 Gabby Zhao 主持的圆桌论坛邀请 Cathy Wu、Freya Wang、Eva Meng 等HR专家，从多行业角度探讨绩效与激励机制的再设计。在AI与远程工作并行的环境下，如何用数据衡量绩效、用文化驱动动力，成为共识焦点。
如何找到自己的热爱，并把它创造到工作中 — 张岩
国际认证教练、团队领导力导师 张岩 带来最具情感共鸣的演讲。
“热爱，不是找到的，而是被创造的。”
她提出“四步法”：探索纯愿、广而告之、聆听回响、循响而行。
“幸福不是找到理想的工作，而是让当下的工作变得理想。”她的演讲以温暖和力量为论坛注入人文收尾，成为两天会议的情感高点。
HR in Startups: Building HR Functions from Zero to One
由 Libby Sun 主持，嘉宾包括 Lisa Qi、Yuqing Zhang、Ethan Zheng。他们从初创企业的角度探讨HR体系建设与快速成长的平衡。
“在初创企业，HR不是后台，而是生存引擎。”几位嘉宾以实战案例分享如何在资源有限的环境中搭建HR制度与文化支撑。
Thriving as Chinese HR Professionals in the North American Workplace
由 Mindy Gao、Jane Liang、William Chin参与的最后一场论坛，以“华人HR的职业成长与文化认同”为核心。他们探讨了如何在北美职场中建立影响力、获得认可，并以社群的方式彼此赋能。
“我们不仅在职场中工作，更在用行动定义‘华人HR’的力量。”
论坛在热烈掌声中落幕。两天16个环节的思想碰撞，带来了丰富的启发与情感共鸣。NACSHR以实际行动践行着“连接、学习与成长”的理念，为北美华人HR群体构建了一个持续交流、相互成就的专业共同体。
“当技术重塑世界，我们用热爱与连接重塑HR的未来。”
Stay Together, Stay Powerful.
NACSHR活动
2025年10月06日
NACSHR活动
【评选】2025北美华人人力资源年度大奖提名开始，期待您的参与！北美华人人力资源协会（North American Chinese Society of Human Resource，简称 NACSHR）于2025年8月正式启动2025北美华人人力资源年度大奖（2025 North American Chinese Human Resource Awards）评选。我们的使命是发掘和表彰华人HR在人力资源管理领域的卓越实践，认可在专业领域表现杰出的华人HR经理人、HR管理团队和HR服务机构。通过这一享有盛誉的评选活动，我们致力于展示华人HR的专业能力和贡献，提升华人人力资源品牌及其在职场的影响力，促进行业的交流、发展和进步。
The North American Chinese Society of Human Resource Management (NACSHR) officially launches the2025 North American Chinese Human Resource Awards in August 2025.
Our mission is to identify and recognize outstanding practices in the field of human resource management by Chinese HR professionals. These prestigious awards honor exceptional HR leaders, high-performing HR teams, and innovative HR service providers who have demonstrated excellence in their respective domains.
Through this influential awards program, NACSHR aims to showcase the professional capabilities and meaningful contributions of Chinese HR professionals, elevate the reputation of Chinese HR talent in the workplace, and foster industry-wide learning, collaboration, and advancement.
NACSHR2016年发起成立，一直致力于搭建华人HR专业交流和发展的平台，更好的帮助和团结在北美的华人人力资源工作者以及在北美职场的华人。我们相信通过本次评选活动将发掘更多优秀的华人HR专业人士和管理人员、服务机构，可以树立良好的典范，激励同行，推动所在行业持续发展！
2025北美华人人力资源年度大奖是卓越和成就的象征，为组织和个人提供了在全球范围内获得认可的平台。赢得这一奖项不仅代表着在行业内的卓越表现、创新和成功，还能激励其他人追求卓越，设定新的基准。
通过2025北美华人人力资源年度大奖，NACSHR致力于表彰和鼓励在职场上展现出色的华人HR专业人士和机构，促进华人在北美职场的交流、合作与发展。
Founded in 2016, NACSHR has been committed to building a platform for professional exchange and growth among Chinese HR practitioners. Our goal is to better support and connect Chinese HR professionals and workplace contributors across North America. Through this annual awards initiative, we hope to uncover and celebrate exemplary individuals, teams, and service organizations that can inspire peers and help drive progress across the HR industry.
The 2025 North American Chinese Human Resource Awards symbolize excellence and achievement. The program provides a platform for individuals and organizations to gain recognition not only within the HR community, but also on a global stage. Winning this award reflects a commitment to innovation, success, and leadership in the field—and serves to set new benchmarks that inspire others to strive for excellence.
Through this initiative, NACSHR is dedicated to celebrating and encouraging Chinese HR professionals and service institutions that demonstrate outstanding performance, while promoting broader exchange, collaboration, and development for the Chinese professional community in North America.
We sincerely invite you to participate in the nomination process for the 2025 North American Chinese Human Resource Awards.
诚挚邀请参与2025北美华人人力资源年度大奖的提名
2025北美华人人力资源年度大奖奖项设置
▶面向华人优秀的HR和HR团队
Best HR Practice Award （最佳人力资源实践奖）
Best HR Leader Award（ 最佳人力资源经理人奖）
Best HR Team Award（最佳HR团队奖）
▶面向华人HR服务机构及其创业者
Best HR Entrepreneur Award（最佳人力资源创业者）
Best HR Service Provider Award（最佳人力资源服务机构）
Innovative HR Service Provider Award（创新人力资源服务机构奖）
评选对象
2025年北美华人人力资源年度大奖面向华人HR、HR团队、华人人力资源科技或服务群体设置不同的细分奖项，参评的主体更加丰富和多元化，并提升更广泛的行业和职场影响力；
·北美地区华人HR专业人士或者HR管理团队
·为北美华人HR同仁提供人力资源产品或服务的华人人力资源机构或创业者
评选流程
评选启动：8月1日
报名阶段：8月1日至12月1日
评审阶段：12月1日至12月31日
颁奖：1月3日 洛杉矶 （或线上）
参与提名链接：https://www.nacshr.org/Survey/F618BF01-8AC0-8CC8-E821-4A59C7763DE3
具体流程：
1.提名参与评选，HR及HR团队免费提名参与和评选
2.收到提名后内部初步审查，预计3-5个工作日
3.内部审查通过后，需要提交参评案例，机构和产品奖需支付入围评审费用*
4.专家评审和工作人员回访
5.大众评审和综合评审
6.颁奖论坛，现场表彰
HR服务机构和产品奖项入围费用：
· 500美元 评审服务及公示，包含颁奖论坛门票1张 价值500美元，实物证书
· 1000美元 评审服务及公示，包含颁奖论坛门票2张 ，价值1000美元，实物证书
注意
1.参评申请一经提交，可在截止日期前撤回。
2.提交评选申请的主体需在北美地区有团队或公司；如果您意向为您的客户提交评选，我们建议您客户自行提交申请信息。
3.初审通过后需根据申请的奖项提供实践案例（企业实践、机构实践、个人实践）作为佐证信息。
参与奖项评选的收益
参与北美华人人力资源协会年度评选为个人和机构带来了诸多收益。以下是一些关键优势：
1. 荣誉与声望：赢得北美华人人力资源协会奖项是一项极具声望的荣誉，能够提升您的行业声誉和信誉。它将您与竞争对手区分开来，突显您的领导力和创新精神。
2. 曝光与可见性：该评选计划为您的品牌、产品或服务提供了宝贵的曝光机会，能够吸引行业专业人士和潜在客户的关注，开启新的机遇、合作和伙伴关系。
3. 卓越的验证：北美华人人力资源协会奖项是对您辛勤工作、奉献和成功的外部认可，证明您在您的领域中表现卓越并产生了积极影响。
4. 交流机会：参与评选可以让您与多元化的行业专业人士、思想领袖和影响者建立联系和互动，创造有助于新业务联系、合作和伙伴关系的网络机会。
5. 学习与对标：北美华人人力资源协会奖项为您提供了向行业内最佳实践学习的平台。通过研究和对标其他优秀的参赛作品，您可以获得洞察、启发和最佳实践，从而推动组织内部的持续改进和创新。
6. 员工士气与动力：通过北美华人人力资源协会的认可可以提升员工士气和动力。这种认可能激发员工的自豪感和成就感，进而提高员工满意度、留存率和忠诚度。
7. 营销与推广：作为北美华人人力资源协会评选的参与者或获奖者，您可以利用这一认可来增强您的营销活动、网站、社交媒体、新闻稿和其他沟通渠道，吸引更多的客户和利益相关者。
参与北美华人人力资源协会年度评选能够为您的专业声誉、业务增长和行业地位带来积极影响，是展示您成就并获得应有认可的宝贵机会。
奖项评选的影响力与影响
赢得北美华人人力资源协会奖项对个人或组织的成功有着重要的影响力和影响。以下是一些关键方式：
1. 行业认可：赢得北美华人人力资源协会奖项将您定位为行业内公认的领导者和创新者，建立信誉并增强您的声誉，使您更容易吸引新客户、合作伙伴、投资者和其他利益相关者。
2. 品牌可见性提升：获奖所带来的认可和宣传能显著提升您的品牌可见性，打开媒体报道、演讲机会和行业活动的大门，使您能够接触更广泛的受众并获得宝贵的曝光。
3. 竞争优势：赢得北美华人人力资源协会奖项赋予您相对于竞争对手的竞争优势，证明您的卓越表现、产品或服务的优越性，有助于在竞争激烈的市场中吸引和留住客户。
4. 客户信任与忠诚：北美华人人力资源协会奖项是卓越和质量的象征，通过获奖，您能够获得现有客户的信任和忠诚，并吸引新客户。客户更倾向于选择获得认可的企业。
5. 员工动力与参与：赢得北美华人人力资源协会奖项可以提升员工士气和动力，认可他们的辛勤工作和奉献，激发自豪感和成就感，从而提高员工参与度、生产力和留存率。
6. 商业机会与合作伙伴关系：与北美华人人力资源协会奖项相关的认可和声誉可以为新商业机会和合作伙伴关系打开大门，吸引潜在的投资者、合作伙伴和战略伙伴，他们希望与成功和创新的组织结盟。
7. 持续改进与创新：赢得北美华人人力资源协会奖项证明您对卓越的承诺，鼓励组织内部的持续改进和创新。这种认可可以成为进一步增长的催化剂，激励您不断突破界限，追求更大的成就。
赢得北美华人人力资源协会奖项的影响力和影响不仅限于即时的认可，它可以塑造您的职业或业务轨迹，对您的声誉、品牌和行业成功产生持久的积极影响。
附录其他常见问题和如何赢得大奖
*北美地区包含加拿大、美国、墨西哥、危地马拉、萨尔瓦多、伯利兹、 洪都拉斯、尼加拉瓜、哥斯达黎加、巴拿马、巴哈马、古巴、牙买加、海地、多米尼加共和国、安提瓜和巴布达、多米尼加联邦、圣卢西亚、圣文森特和格林纳丁斯、巴巴多斯、格林纳达、特立尼达和多巴哥、圣克里斯托弗和尼维斯联邦等２３个独立的国家。
如何赢得2024北美华人人力资源年度大奖
赢得2024北美华人人力资源年度大奖需要在各自的类别中展示卓越和创新。
以下是一些可能增加您获奖机会的步骤：
了解奖项类别和评选标准
熟悉奖项类别：了解各奖项类别，如最佳人力资源实践奖、最佳人力资源经理人奖、最佳HR团队奖、最佳人力资源创业者奖、最佳人力资源服务机构奖和创新人力资源服务机构奖。
评选标准：确保您的公司、产品、个人或团队成就符合奖项的评选标准和目标。
突出您的成就
清晰展示成就：明确且有效地传达您的成就和成果，展示其如何满足或超越奖项的评选标准。每个类别只需提名一项关键成就。
突出影响力：强调您的成就对组织、行业或社区产生的积极影响。
收集支持性证据
提供证据：为您的成就提供支持性证据，如客户推荐信、统计数据、案例研究和媒体报道，以证明您的卓越表现。
真实可信：确保所有提供的证据真实可信，能够客观支持您的申报内容。
提交强有力的申请
结构合理：提交一个结构清晰、专业的申请材料，有效展示您的成就并证明您符合奖项评选标准。
突出重点：在申请中突出您的关键成就和其独特性，确保评审委员能够一目了然。
合理的展示：你可以提交案例的文本版本，也可以是PPT版本，也可以是视频解说
寻求推荐
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NACSHR活动
2025年09月30日
NACSHR活动
参会指南：北美华人人力资源年度论坛日程及会议注意事项，保存收藏转发各位嘉宾，非常欢迎参加NACSHR北美华人人力资源年度论坛！期待周末见！
为营造良好的会议氛围，帮助大家尽快熟悉会议安排以及会议相关行政事宜，特别分享论坛相关注意事项如下，烦请了解和熟悉！
2025北美华人人力资源年度论坛
2025 NACSHR Annual Conference
时间：10月4日-5日 周六周日 October 4-5, 2024 （9:00-17:00 周六上午8点半签到）
地点：Hyatt Place Newark Silicon Valley （一楼会议室）
5600 John Muir Drive, Newark, CA 94560报名链接：https://nacshr.org/Survey/8C1E0920-8A4D-7646-22E3-B592C93B3CBC
联系方式：nacshr818@gmail.com 微信客服：hinacshr
会议午餐：需要自理 活动期间会组成不同小组，可结伴前往周边，步行或开车均可5分钟内 ，但会议期间会场提供咖啡、软饮、零食等
会议晚宴：VIP和特邀嘉宾 周六晚18点30分-20点30分 如需参加可提前购买，无法现场预定
天气一如既往的晴朗，温度适宜，25-13度，早晚凉
会议日程安排：
参会其他注意事项 （更详尽事宜访问网站,以网站为准）：
视频和摄影 参加 NACSHR 即表示您同意由官方展会摄影师和摄像师拍摄您的形象。由此产生的材料，包括静态照片、视频和音频记录，NACSHV 可以在新闻材料、宣传材料、网站和其他宣传渠道中不受限制地使用。与会嘉宾可以使用智能手机拍照和捕捉数字图像，仅限于个人、非商业用途，且摄影活动不得造成干扰。在会议进行时，与会嘉宾可以在座位上拍照，条件是不得站在媒体区域、阻挡其他人视线或使用闪光灯。照片不得以任何方式出售、复制、传播、分发或用于任何商业目的。
直播和录制会议 虽然 NACSHR 会录制和拍摄各种会议活动，这些活动主要是为了现场观众的利益。尽管我们实行“禁止直播和录制”的政策，但我们理解与会者希望通过手机捕捉照片和视频，并在社交网络上分享的愿望。为了保护发言者和会议内容的版权，与会嘉宾不得直播会议，并且同意录制任何单场会议的连续视频不得超过 60 秒。
NACSHR活动
NACSHR活动
NACSHR活动
Josh Bersin
David Green
NACSHR活动
NACSHR活动
NACSHR活动
NACSHR活动
NACSHR活动
