Economy Profile Working Age Population (Millions)  / 2 Bahrain NA 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% 27% 48% 26%  Cognitive skills Talent development of existing workforce -100% +100% 2% 83% 6%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 19% 50% 1%  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%$/ 3%  Ethics 56%  . Improve talent progression and promotion processes 21%  Self-eĴcacy 42%  . Provide eijective reskilling and upskilling 12 %  Working with others 29%  . Improve people-and-culture metrics and reporting 9esRilling sRill focus 25%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 25%  . Oijer higher wages 53% Analytical thinking Oijer more remote and hybrid work opportunities within 25%  . countries 45% AI and big data More diversity, eTuity and inclusion policies and 19%  . 45% Creative thinking programmes 34% 17%  Leadership and social inIJuence . Improve internal-communication strategy 32% Resilience, IJexibility and agility 17%  . Support employee health and well-being 32% Technological literacy 13%  30%  Tapping into diverse talent pools Design and user experience 28% Dependability and attention to detail Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 28% Empathy and active listening ECONOMY G/2%$/ 26% Service orientation and customer service 38%  . Run comprehensive DEI training for managers :Rill stability 6% Enable inclusion and accessibility across physical and 36%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) Provide greater IJexibility on degree reTuirements for 32%  . Training funding roles 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 32%  . Run comprehensive DEI training for staij ECONOMY GLOBAL Embed DEI goals and solutions across the supply 30%  . 17% 16% Co-funding across the industry chain 33% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 50% 22% Funded by government Global % 94% 87% Funded by my organi]ation 29% 24% Public-private hybrid funding