Skill outlook(^96) keillss mRoilslti pnrigor (^) itsizeRdil flo fr orecskuillisng and upskilling in the next ıve years (share of organizations surveyed)
Skills, knowledge and abilities Attitudes Global aYerage
Analytical thinking^53 %
Creative thinking^49 %
AI and big data^46 %
Leadership and social inIJuence^41 %
Resilience, IJexibility and agility^36 %
Service orientation and customer service^33 %
Design and user experience^31 %
Technological literacy^31 %
Curiosity and lifelong learning^29 %
4 uality control^26 %
:R 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)
17 % 2 % 12 % 27 %
ROLES REGION GLOBAL
Employer-sponsored apprenticeships^17 %^1 %
Internal training departments^25 %^2 %
Licensed training from professional associations^12 %^13 %
On-the-job training and coaching^27 %^2 %
Private-sector online-learning platforms^10 %^12 %
8 niversities and other educational institutions^9 %^1 %
T 3 rreafeirnreidn sgou (^) rfcuesn odf ifunngding for training, upskilling and reskilling efforts (share of organizations surveyed)
REGION GLOBAL
Co-funding across the industry 14 % 16 %
)ree-of-cost training 26 % 28 %
)unded by government 31 % 22 %
)unded by my organi]ation 87 % 87 %
Public-private hybrid funding 26 % 24 %
:orkIorFe VtrDteJ\ outlook
T(xapelectnedt cohuantgleo oin Rtal (^) einnt (^) availab ility, development and retention in the next ıve years (share of organizations
surveyed)
,PproYing :orsening Global aYerage Global aYerage
Talent availability when hiring
28 % -^100 % +^100 % 45 %
Talent development of existing workforce
4 % -^100 % +^100 % 81 %
Talent retention of existing workforce
17 % -^100 % +^100 % 60 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
IN'USTR< GLOBAL
- Oijer higher wages^47 %^3 %
- Improve talent progression and promotion processes^46 % %
- Provide eijective reskilling and upskilling^32 %^3 %
. Improve people-and-culture metrics and reporting^22 %^1 %
. Support employee health and well-being^18 %^1 % - Better articulate business purpose and impact^17 %^2 %
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^16 %^21 %
. Improve internal-communication strategy^16 %^1 %
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^15 %^1 %
1 Improve working hours and overtime^14 %^1 %
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
REGION GLOBAL - Run comprehensive DEI training for managers^40 % ^2 %
- Run comprehensive DEI training for staij^35 %^36 %
- Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^28 %^33 %
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^25 %^23 %
. Prorolevside^ greater^ IJexibility^ on^ degree^ reTuirements^ for^25 %^22 %
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
Global %
Region Profile / 2
0 iddOe (ast and 1 ortK $Irica