Business practices to increase talent availability, 2025-2030 FIGURE 4.5 Source World Economic Forum, Future of Jobs Survey 2024.Share of employers surveyed identifying the stated business practices as promising to increase talent availability. Supporting employee health and well-being Providing effective reskilling and upskilling Improving talent progression and promotion processes Offering higher wages Tapping into diverse talent pools Offering remote and hybrid work opportunities within countries Offering diversity, equity and inclusion policies and programmes Improving working hours and overtime policiesArticulate business purpose and impact Offering remote work across national borders Supplementing childcare for working parents Improving safety in the workplace Supporting workers with caregiving responsibilities Removing degree requirements and conduct skills-based hiring Changes to pension schemes and extend their retirement age Supporting worker representation 64% 63% 62% 50% 47% 43% 39% 38%37% 27% 26% 25% 24% 19% 14% 11% priority by 50% of respondents, with particular significance in the Education and Training sector, where 61% of employers emphasize this measure. Tapping into diverse talent pools continues to increase in importance, with almost half of surveyed employers (47%) now emphasizing the potential of this strategy – a substantial increase from just over 10% in the report’s 2023 edition. These findings highlight the potential of skills-first approaches in identifying and attracting talent based on skills rather than traditional credentials.44 In line with this, employers also show increased interest in offering flexibility measures, such as enabling remote work across national borders (27%) and supporting workers with caregiving responsibilities (26%). By contrast, articulating business purpose and impact has seen a decline in emphasis, dropping from 4th place in the report’s 2023 edition, with 37% of employers highlighting the promise of this measure. Talent availability: an employee perspective BOX 4.1 In collaboration with ADP Research To complement the Future of Jobs Survey’s focus on employer perspectives on talent availability, collaboration for this report with ADP Research has produced a data set that provides the employee perspective, aiming to understand the key factors and priorities that would make workers want to stay in a job. The resulting analysis reveals both convergences and divergences in priorities for talent attraction and retention (Figure B4.1). Where employees’ reasons to stay and employers’ practices align include: improving talent progression and promotion processes (employer rank 3rd vs. employee rank 2nd), offering higher wages (employer rank 4th vs. employee rank 3rd), and providing remote or hybrid work opportunities (employer 6th vs. employee 4th). The findings also highlight areas of misalignment between employee and employer expectations. The divergence is most pronounced around Future of Jobs Report 2025 53