Economy Profile Working Age Population (Millions)  / 2 Taiwan, China 17.6 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 $ttitudes ,mproving :orsening Global average Global average 2  2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 24% 47% 29%  Cognitive skills Talent development of existing workforce -100% +100% 6% 77% 7%  Engagement skills Talent retention of existing workforce 8%  Management skills -100% +100% 29% 41% 2%  3hysical 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%$/ 3%  Ethics 41%  . Better articulate business purpose and impact 25%  More diversity, eTuity and inclusion policies and Self-eĴcacy 41%  . programmes 12 %  Working with others 35%  . Improve talent progression and promotion processes 9esRilling sRill focus 35%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 29%  . 3rovide eijective reskilling and upskilling 65% Analytical thinking 24%  . Improve internal-communication strategy 59% Leadership and social inIJuence 24%  . Support employee health and well-being 47% Creative thinking 41% 18%  AI and big data . Tapping into diverse talent pools 41% Systems thinking 12%  . Improve people-and-culture metrics and reporting 29% Curiosity and lifelong learning Oijer more remote and hybrid work opportunities within 12%  24% . Empathy and active listening countries 24% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Technological literacy ECONOMY G/2%$/ 12% Global citi]enship 65%  . Run comprehensive DEI training for managers 12% Motivation and self-awareness 12% 47%  Multi-lingualism . Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and :Rill stability 41%  . 5% virtual spaces 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % Set DEI goals, targets or Tuotas that exceed public reTuired) 41%  . reTuirements Training funding Embed DEI goals and solutions across the supply 35%  . 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) chain Oijer greater IJexibility on education reTuirements to ECONOMY GLOBAL 35%  . recruit from various backgrounds 6% 16% Co-funding across the industry :hare of companies ^ith +,0 7rograms 1% 24% 28% Free-of-cost training (share of organizations surveyed) Global % 29% 22% Funded by government 100% 87% Funded by my organi]ation 0% 24% 3ublic-private hybrid funding