Economy Profile Working Age Population (Millions)  / 2 Korea, Republic of 40.6 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 $ttitudes ,mproving :orsening Global average Global average 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 30% 50% 26%  Cognitive skills Talent development of existing workforce -100% +100% 5% 85% 7%  Engagement skills Talent retention of existing workforce 10%  Management skills -100% +100% 35% 35% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 18%  Technology skills ECONOMY G/2%$/ 4%  Ethics 50%  . Oijer higher wages 20%  Self-eĴcacy 45%  . Improve talent progression and promotion processes 13 %  Working with others 35%  . Better articulate business purpose and impact 9esRilling sRill focus 35%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 25%  . programmes 50% Analytical thinking 25%  . Tapping into diverse talent pools 50% Creative thinking 20%  . Improve internal-communication strategy 40% AI and big data 40% 15%  Curiosity and lifelong learning . Improve people-and-culture metrics and reporting 40% Technological literacy 15%  . Improve working hours and overtime 35% Leadership and social inIJuence 10%  25%  Support employee health and well-being Resilience, IJexibility and agility 25% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Teaching and mentoring ECONOMY G/2%$/ 20% Global citi]enship 63%  . Run comprehensive DEI training for managers :Rill stability % 63%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 47%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 42%  . chain ECONOMY GLOBAL Set DEI goals, targets or Tuotas that exceed public 42%  . 10% 16% Co-funding across the industry reTuirements 50% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 25% 22% Funded by government Global % 100% 87% Funded by my organi]ation 20% 24% Public-private hybrid funding