Region Profile  / 2 Sub-Saharan 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 58% Analytical thinking Talent availability when hiring 56% /eadership and social inIJuence -100% +100% 36% 45% 47% Creative thinking Talent development of existing workforce 44% Resilience, IJexibility and agility -100% +100% 2% 81% 40% Technological literacy Talent retention of existing workforce 33% Empathy and active listening -100% +100% 15% 49% 33% Environmental stewardship )usiness practices to improve talent availability 33% Resource management and operations Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 30% AI and big data IN'USTR< GLOBAL 30% Service orientation and customer service 50% % 1. Improve talent progression and promotion processes 30% Talent management 38% 3% 2. Oijer higher wages :Rill stability % 33% 3% 6kills reTuired by the workforce that are expected to remain the same (share of all skills 3. Provide eijective reskilling and upskilling Global % reTuired) 21% 2% . Better articulate business purpose and impact Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations 21% 1% . Support employee health and well-being surveyed)  2 2 2 More diversity, eTuity and inclusion policies and 19% 1% 6. programmes ROLES REGION GLOBAL 17% 1% . Improve internal-communication strategy 18% 1% Employer-sponsored apprenticeships Remove degree reTuirements and conduct skills-based 17% 6% . 29% 2% hiring Internal training departments Oijer more remote and hybrid work opportunities within 14% 21% . 12% 13% countries /icensed training from professional associations 14% 1% . Tapping into diverse talent pools 24% 2% On-the-job training and coaching Key components of +,0 programmes 7% 12% Private-sector online-learning platforms 0ost common components of '(, programmes (share of organizations surveyed) REGION GLOBAL 10% 1% 8niversities and other educational institutions Enable inclusion and accessibility across physical and 43% 33% 1. virtual spaces Training funding 36% 2% 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 2. Run comprehensive DEI training for managers REGION GLOBAL Oijer greater IJexibility on education reTuirements to 29% 2% 3. recruit from various backgrounds 10% 16% Co-funding across the industry 29% 36% . Run comprehensive DEI training for staij 20% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 29% 26% . 29% 22% Funded by government reTuirements 85% 87% Funded by my organi]ation :hare of companies ^ith +,0 7rograms 1% (share of organizations surveyed) 24% 24% Public-private hybrid funding Global %