6 kill outlookC 6 koillsr ene (^) esdRedil ltos perform well in key, stable roles within the company (share of organizations surveyed)
Skills, knowledge and abilities $ttitudes
2 2 2
ECONOMY G/ 2 %$/
Cognitive skills^29 %
Engagement skills^7 %
Management skills^8 %
3 hysical abilities^2 %
Technology skills^13 %
Ethics^3 %
Self-eĴcacy^25 %
Working with others^12 %
(^96) keillss mRoilslti pnrigor (^) itsizeRdil flo fr orecskuillisng and upskilling in the next ıve years (share of organizations surveyed)
Skills, knowledge and abilities $ttitudes Global average
Analytical thinking^65 %
Leadership and social inIJuence^59 %
Creative thinking^47 %
AI and big data^41 %
Systems thinking^41 %
Curiosity and lifelong learning^29 %
Empathy and active listening^24 %
Talent management^24 %
Technological literacy^24 %
Global citi]enship^12 %
Motivation and self-awareness^12 %
Multi-lingualism^12 %
:R 6 killis lrle sTutiaredb iblyit thye workforce that are expected to remain the same (share of all skills
reTuired)
(^5) Global% %
T 3 rreafeirnreidn sgou (^) rfcuesn odf ifunngding for training, upskilling and reskilling efforts (share of organizations surveyed)
ECONOMY GLOBAL
Co-funding across the industry^6 %^16 %
Free-of-cost training^24 %^28 %
Funded by government^29 %^22 %
Funded by my organi]ation^100 %^87 %
3 ublic-private hybrid funding^0 %^24 %
:orkIorce strateJ\ outlook
T(xapelectnedt cohuantgleo oin Rtal (^) einnt (^) availab ility, development and retention in the next ıve years (share of organizations
surveyed)
,mproving :orsening Global average Global average
Talent availability when hiring
24 % -^100 % +^100 % 47 %
Talent development of existing workforce
6 % -^100 % +^100 % 77 %
Talent retention of existing workforce
29 % -^100 % +^100 % 41 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
ECONOMY G/ 2 %$/
. Better articulate business purpose and impact^41 %
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^41 %
. Improve talent progression and promotion processes^35 %
. Oijer higher wages^35 %
. 3 rovide eijective reskilling and upskilling^29 %
. Improve internal-communication strategy^24 %
. Support employee health and well-being^24 %
. Tapping into diverse talent pools^18 %
. Improve people-and-culture metrics and reporting^12 %
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^12 %
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
ECONOMY G/ 2 %$/
. Run comprehensive DEI training for managers^65 %
. Run comprehensive DEI training for staij^47 %
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^41 %
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^41 %
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^35 %
. Oreijcerur^ igt rfreoatme vr^ IJareixoiubsili tbyack^ on^ gerdouucnatdsion^ reTuirements^ to^35 %
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms 1 %
Global %
Economy Profile / 2
7 aiZan, &hina
Working Age Population (Millions)
. 6