2025年全球技能现状报告

Table of Contents Introduction3 Key Findings 4 Bracing for a Skills Shortage:From Awareness to Action5 Today’s Skills vs. Tomorrow’s Needs8 Skills-Based Strategies Take Hold11 The Goal: Accelerate the Transitionto a Skills-Based Future15 AI as a Catalyst for Change18 Key Skills-Based Strategies20 Start Your Skills-Based Journey23 The State of Skills in EMEA24 Research Methodology25 Introduction As AI agents enter the workplace and shifting demographicscompound existing talent shortages, organisations haverealised that traditional workforce management strategiesare not keeping up. Our latest research reveals that over half of business leaders (51%) areconcerned about a future talent shortage, driven by the fact that only32% strongly believe the skills within their organisation today are thesame that they will need for future success. In response to an uncertain future, leaders are embracing skills-basedstrategies as a way to make their organisations more adaptable andresilient. Over half of organisations worldwide (55%) have already startedthe shift to a skills-based approach, with an additional 23% planning todo so within the next 12 months. Transitioning to a skills-based approach is not without its challenges, whichinclude resistance to change, the high degree of upskilling and reskillingneeded, and the challenge of connecting skills data across differentsystems – but the rapid rise of AI is playing a key role in acceleratingthis shift. Organising work around skills is no longer a futuristic conceptbut an urgent necessity. For the doers, the doubters, traditionalists and boundary pushers: thisreport is for you. Read on to discover insights that will help to inform your strategy forlong-term success and shine a light on how you can get started. Keytopics include: Global executives’ perspectives on why they are investingin a skills-based strategy The most-valued skills groups and predicted gaps withinorganisations today How to get started with skills-based strategies and the wayAI accelerates the transformation Key findings “AI is reshaping theworkplace, but thehuman element has neverbeen more essential.Organisations thatembrace a skills-firstmindset will not onlyunlock AI’s potentialbut also harness humaningenuity in new andtransformative ways. Leaders are bracing for a talent shortage.Over half of businessleaders (51%) are concerned about a future talent shortage,driven by the fact that only 32% strongly believe the skills withintheir organisation today are the same that they will need forfuture success. Skills-based strategies are taking hold.In pursuit of greateragility and resilience, 55% of businesses have started theirtransition to a skills-based organisation, with an additional23% planning to do so within the next 12 months. Productivity, growth and agility are top of mind.Key reasons for making the shift to a skills-based strategy include: Chris ErnstChief Learning Officer, Workday •Improved productivity and business growth (47%)•Greater innovation and creativity (46%)•Increased organisational agility and internal mobility (45%) Digital skills are key to future success.The skills businessleaders say they will need to accomplish their goals in the next5 years are: •Digital (65%), such as proficiency with software and Gen AI•Operational (59%), such as project management andplanning•Specialist (47%), such as engineering, healthcare andaccounting Leaders are working to overcome challenges.The top businessand technology challenges to becoming a skills-basedorganisation include: •The time required to reskill employees (43%)•Resistance to change (38%)•Aligning skills strategies with broader businessobjectives (34%)•Connecting and consolidating data across systems (33%) AI has a vital role to play in the transition.41% strongly agreethat AI will help to mitigate a skills shortage with these keyexpected benefits: •Increased productivity through automation of routinetasks (52%)•Enhanced decision-making based on data-driveninsights (52%)•More personalised and effective learning anddevelopment (47%) Bracing for a skills shortage:from awareness to action Leaders can sense a storm on the horizon, and it’s motivating them to act. of leaders stronglybelieve that the skillswithin their organisationtoday are the ones thatthey will need for futuresuccess. of business leadersare somewhat or veryconcerned abouta potential skills shortagewithin the next 3 years. of leaders say that theyhave a clear view of skillswithin their organisation. A key contributing factor for this anxiety is a lack of visibility, with only54% of business leaders reporting that they have a clear view of skillswithin their organisation. Our conversations with business leaders indicate that concerns aboutupcoming skills shortages stem from factors such as the pace oftechnological change, evolving skills requirements and competitionfor talent. Even before the advent of AI, skills-based strategies captivat