6 kill outlookC 6 koillsr ene (^) esdkedil ltos perform well in key, stable roles within the company (share of organizations surveyed)
6 Nills NnoZledge and abilities $ttitudes
2 2
INDUSTRY G/ 2 %$/
Cognitive skills^24 %^2
Engagement skills^6 %
Management skills^13 % ^2
Physical abilities^3 %
Technology skills^17 %
Ethics^2 %
Self-eĴcacy^26 %^2
Working with others^9 %
(^96) keillss mkoilslti pnrigor (^) itsizekdil flo fr orecskuillisng and upskilling in the next five years (share of organizations surveyed)
6 Nills NnoZledge and abilities $ttitudes Global average
Leadership and social inIJuence^67 %
Analytical thinking^57 %
Technological literacy^52 %
Curiosity and lifelong learning^43 %
AI and big data^38 %
Motivation and self-awareness^38 %
Creative thinking^33 %
Resource management and operations^33 %
Service orientation and customer service^33 %
Empathy and active listening^24 %
:k 6 killis lrle sTutiaredb iblyit thye workforce that are expected to remain the same (share of all skills
reTuired)
G (^1) lobal% %
TTyrpaeisn oifn trgain (^) itnyg ppreioritized by organizations surveyed for future reskilling and upskilling (share of organizations
surveyed)
2 2 2
ROLES INDUSTRY G/ 2 %$/
Employer-sponsored apprenticeships^23 %
Internal training departments^29 %^2
Licensed training from professional associations^9 %
On-the-Mob training and coaching^26 %^27
Private-sector online-learning platforms^6 % ^2
8 niversities and other educational institutions^7 % ^0
Workforce strategy outlook
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
INDUSTRY G/ 2 %$/
. Improve talent progression and promotion processes^65 %
2. Provide eijective reskilling and upskilling^40 %
. Oijer higher wages^35 %
. Better articulate business purpose and impact^25 %^2
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^25 %^2
. Improve people-and-culture metrics and reporting^15 %
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^15 %
. Tapping into diverse talent pools^15 % ^0
. Improve internal-communication strategy^10 %
. Support employee health and well-being^10 %
K0oesyt c comommonp coomnpeonntenst (^) so off '+E,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
INDUSTRY G/ 2 %$/
. Run comprehensive DEI training for managers^70 % ^2
2. Run comprehensive DEI training for staij^50 %
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^40 %
. Set up Employee Representation Groups^35 %
. Prorolevside^ greater^ IJexibility^ on^ degree^ reTuirements^ for^30 %^22
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
Global %
Industry Profile 2 / 2
Automotive and Aerospace
Global Employee (millions, ILO estimates)
22. 9