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Leaders must learn how to handle work while maintaining engagement", shared one participant from the Energy Sector. "With hybrid designs ingrained, large organisations require tools to determine engagement and manage work", commented an HR leader in a Financial Providers company. of respondents pointed out Skill Retention as either Critical (53.8%) or Extremely Important (23.1%).

This reflects the long-lasting nature of efforts in engaging and maintaining talent. In Australia, large business report and as their main engagement obstacle. Southeast Asian respondents highlight and limited career development, particularly in smaller sized organisations. Mid-sized organisations face a dual difficulty: managing while preserving trust and group cohesion in hybrid environments.

Specifically for worker wellness, some strategies organisations are preparing for 2025 consist of expanding psychological health support (61% of participants), creating opportunities for social connection (58%), and stress management/resilience structure programs (50%). An excellent 65% of respondents said that their Talent Management budget would stay unchanged in 2025. Areas of invest top priority will be in talent development and management programs, besides more basic skills upskilling.

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These themes resonate across industries, workforce sizes, and regions. The most important leadership skills/themes to enhance in 2025 would be: Training and mentoring, together with EQ/Self-awareness, were cited by 38% of participants. Even more down the priority list, was 4% citing ethical management as a focus location for advancement amongst senior talent.