Economy Profile Working Age Population (Millions)  / 2 United States of America 226.0 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% 41% 37% 25%  Cognitive skills Talent development of existing workforce -100% +100% 3% 77% 6%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 28% 46% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 3%  Ethics 54%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 32%  . Oijer higher wages 11 %  Working with others 31%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 29%  . Better articulate business purpose and impact 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 $ttitudes Global average 27%  . programmes 47% AI and big data Oijer more remote and hybrid work opportunities within 23%  . countries 47% Analytical thinking 19%  . Support employee health and well-being 46% Creative thinking 41% 17%  Resilience, IJexibility and agility . Improve people-and-culture metrics and reporting 37% Leadership and social inIJuence 15%  . Tapping into diverse talent pools 35% Curiosity and lifelong learning 13%  27%  Improve internal-communication strategy Empathy and active listening 27% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 26% Technological literacy ECONOMY G/2%$/ 26% Design and user experience 64%  . Run comprehensive DEI training for managers :Rill stability % 51%  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) Set DEI goals, targets or Tuotas that exceed public 45%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 34%  . 8% 16% Co-funding across the industry chain 25% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 21% 22% Funded by government Global % 95% 87% Funded by my organi]ation 24% 24% Public-private hybrid funding