6 kill outlook
Core skills
6 kills needed to 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^29 %^2
Engagement skills^3 %
Management skills^14 % ^2
Physical abilities^0 %
Technology skills^18 %
Ethics^2 %
Self-eĴcacy^24 %^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 $ttitudes Global average
AI and big data^64 %
Analytical thinking^61 %
Resilience, IJexibility and agility^50 %
Design and user experience^43 %
Service orientation and customer service^43 %
Technological literacy^36 %
Talent management^32 %
Creative thinking^29 %
/eadership and social inIJuence^25 %
Curiosity and lifelong learning^21 %
:k 6 killis lrle sTutiaredb iblyit thye workforce that are expected to remain the same (share of all skills
reTuired)
%
Global %TTyrpaeisn oifn trgain (^) itnyg ppreioritized by organizations surveyed for future reskilling and upskilling (share of organizations
surveyed)
2 2
ROLES INDUSTRY G/ 2 %$/
Employer-sponsored apprenticeships^9 %
Internal training departments^27 %^2
/icensed training from professional associations^17 %
2 n-the-Mob training and coaching^25 %^27
Private-sector online-learning platforms^11 % ^2
8 niversities and other educational institutions^10 % ^0
Workforce strategy outlook
)usiness practices to improve talent availability
Top practices with the greatest potential to improve talent availability (share of organizations surveyed)
INDUSTRY G/ 2 %$/
. Improve talent progression and promotion processes^52 %
. Provide eijective reskilling and upskilling^52 %
. 2 ijer higher wages^38 %
. Better articulate business purpose and impact^24 %^2
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^24 %
.^2 coijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^24 %^2
. Support employee health and well-being^24 %
. Improve people-and-culture metrics and reporting^17 %
. Improve internal-communication strategy^14 %
(^02) ijer more remote work across national borders^10 %
K0oesyt c comommonp coomnpeonntenst (^) so off '+E,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
INDUSTRY G/ 2 %$/
. Run comprehensive DEI training for managers^68 % ^2
2. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^57 %
. Run comprehensive DEI training for staij^43 %
. Set up Employee Representation Groups^39 %
.^2 reijcerur^ igt rfreoatme vr^ IJareixoiubsili tbyack^ on^ gerdouucnatdsion^ reTuirements^ to^36 %^2
:h(sharae roef o orgfan cizoatmionps saunrvieeyesd (^) )^ith +, 0 7 rograms %
Global %
Industry Profile 2 / 2
Insurance and pensions management
Global Employee (millions, ILO estimates)
16. 0