Region Profile  / 2 Middle East and North Africa Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (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 Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 53% Analytical thinking Talent availability when hiring 49% Creative thinking -100% +100% 28% 45% 46% AI and big data Talent development of existing workforce 41% Leadership and social inIJuence -100% +100% 4% 81% 36% Resilience, IJexibility and agility Talent retention of existing workforce 33% Service orientation and customer service -100% +100% 17% 60% 31% Design and user experience )usiness practices to improve talent availability 31% Technological literacy Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 29% Curiosity and lifelong learning IN'USTR< GLOBAL 26% 4uality control 47% 3% 1. Oijer higher wages :Rill stability 46% % % 2. Improve talent progression and promotion processes 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 32% 3% 3. Provide eijective reskilling and upskilling Training type 22% 1% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Improve people-and-culture metrics and reporting surveyed) 18% 1% 17% 2% 12% 27% . Support employee health and well-being ROLES REGION GLOBAL 17% 2% 6. Better articulate business purpose and impact 17% 1% Employer-sponsored apprenticeships Oijer more remote and hybrid work opportunities within 16% 21% . countries 25% 2% Internal training departments 16% 1% . Improve internal-communication strategy 12% 13% Licensed training from professional associations More diversity, eTuity and inclusion policies and 15% 1% . programmes 27% 2% On-the-job training and coaching 14% 1% 1 Improve working hours and overtime 10% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 9% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 40% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 35% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 14% 16% Co-funding across the industry 28% 33% 3. virtual spaces 26% 28% )ree-of-cost training Embed DEI goals and solutions across the supply 25% 23% . chain 31% 22% )unded by government Provide greater IJexibility on degree reTuirements for 25% 22% . 87% 87% )unded by my organi]ation roles 26% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %