Economy Profile Working Age Population (Millions)  / 2 Israel 5.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 42% 26% 27%  Cognitive skills Talent development of existing workforce -100% +100% 21% 79% 5%  Engagement skills Talent retention of existing workforce 11%  Management skills -100% +100% 42% 53% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 13%  Technology skills ECONOMY G/2%$/ 5%  Ethics 58%  . Improve talent progression and promotion processes 28%  Self-eĴcacy 58%  . 2ijer higher wages 7 %  Working with others 26%  . Tapping into diverse talent pools 9esRilling sRill focus 21%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 21%  . Improve working hours and overtime 55% Creative thinking 2ijer more remote and hybrid work opportunities within 21%  . countries 35% Analytical thinking 21%  . Provide eijective reskilling and upskilling 30% AI and big data 30% 16%  Curiosity and lifelong learning . Better articulate business purpose and impact 30% Design and user experience 16%  . Support employee health and well-being 30% Environmental stewardship 11%  25%  Improve people-and-culture metrics and reporting Leadership and social inIJuence 25% 4uality control Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Resource management and operations ECONOMY G/2%$/ 25% Talent management 56%  . Run comprehensive DEI training for managers :Rill stability % 44%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Set DEI goals, targets or Tuotas that exceed public 44%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 2ijer greater IJexibility on education reTuirements to 39%  . recruit from various backgrounds ECONOMY GLOBAL Embed DEI goals and solutions across the supply 33%  . 11% 16% Co-funding across the industry chain 22% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 39% 22% Funded by government Global % 89% 87% Funded by my organi]ation 22% 24% Public-private hybrid funding