Economy Profile Working Age Population (Millions)  / 2 Belgium 8.2 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 $ttitudes ,mproving :orsening Global average Global average 22   22  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 52% 17% 22%  Cognitive skills Talent development of existing workforce -100% +100% 17% 61% 5%  Engagement skills Talent retention of existing workforce 15%  Management skills -100% +100% 35% 30% 5%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 17%  Technology skills ECONOMY G/2%$/ 3%  Ethics 59%  . Improve talent progression and promotion processes 22%  More diversity, eTuity and inclusion policies and Self-eĴcacy 41%  . programmes 11 %  Working with others 41%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 36%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 32%  . Improve internal-communication strategy 50% Analytical thinking 27%  . Improve people-and-culture metrics and reporting 45% AI and big data 23%  . Better articulate business purpose and impact 45% Leadership and social inIJuence Oijer more remote and hybrid work opportunities within 45% 9%  Resource management and operations . countries 35% Talent management 9%  . Oijer more remote work across national borders 30% Design and user experience 5%  30%  Improve working hours and overtime Resilience, IJexibility and agility 25% Creative thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Curiosity and lifelong learning ECONOMY G/2%$/ 25% Technological literacy Oijer greater IJexibility on education reTuirements to 61%  . recruit from various backgrounds :Rill stability % 52%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for managers Global % reTuired) Enable inclusion and accessibility across physical and 39%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 30%  . Run comprehensive DEI training for staij ECONOMY GLOBAL Embed DEI goals and solutions across the supply 26%  . 22% 16% Co-funding across the industry chain Provide greater IJexibility on degree reTuirements for 26%  44% 28% Free-of-cost training . roles 17% 22% Funded by government Set DEI goals, targets or Tuotas that exceed public 26%  . reTuirements 100% 87% Funded by my organi]ation 26%  . Set up Employee Representation Groups 35% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %