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^49 %
/eadership and social inIJuence^39 %
AI and big data^38 %
Creative thinking^36 %
Resilience, IJexibility and agility^35 %
Curiosity and lifelong learning^31 %
Technological literacy^28 %
Design and user experience^27 %
Talent management^25 %
Motivation and self-awareness^24 %
: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)
2 2
ROLES REGION GLOBAL
Employer-sponsored apprenticeships^13 %^1 %
Internal training departments^25 %^2 %
/icensed training from professional associations^12 %^13 %
On-the-job training and coaching^31 %^2 %
Private-sector online-learning platforms^11 %^12 %
8 niversities and other educational institutions^8 %^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 10 % 16 %
Free-of-cost training 32 % 28 %
Funded by government 19 % 22 %
Funded by my organi]ation 94 % 87 %
Public-private hybrid funding 19 % 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
46 % -^100 % +^100 % 30 %
Talent development of existing workforce
6 % -^100 % +^100 % 79 %
Talent retention of existing workforce
23 % -^100 % +^100 % 51 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
IN'USTR< GLOBAL
- Improve talent progression and promotion processes^52 % %
- Provide eijective reskilling and upskilling^34 %^3 %
- Oijer higher wages^33 %^3 %
. Better articulate business purpose and impact^24 %^2 %
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^22 %^21 % - Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^22 %^1 %
- Support employee health and well-being^22 %^1 %
. Improve internal-communication strategy^18 %^1 %
. Improve people-and-culture metrics and reporting^15 %^1 %
. Improve working hours and overtime^15 %^1 %
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
REGION GLOBAL - Run comprehensive DEI training for managers^53 % ^2 %
- Run comprehensive DEI training for staij^45 %^36 %
- Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^37 %^33 %
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^34 %^26 %
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^28 %^23 %
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
Global %
Region Profile / 2
Europe