Public policies Globally, when asked about the public-policy interventions with the highest perceived potential to increase access to talent over the 2025-2030 period, employers identified funding for reskilling and upskilling (55%) and provision of reskilling and upskilling (52%) as the two most crucial policy measures (Figure 4.6). This points to businesses’ desire for sustained public investment in skills development to align workforce capabilities with future labour-market demands. Improving public education systems has risen in perceived priority and now ranks 3rd, with 47% of respondents highlighting this policy measure, up from 4th in the report’s 2023 edition. In Israel, Kazakhstan and the Philippines, public education system improvements saw the largest increase in priority as a public policy measure to enhance talent availability, rising seven, six, and six places, respectively, compared to 2023. Simultaneously, wage-setting flexibility has moved to 5th place globally, up from 6th in 2023, with 38% of respondents highlighting this policy measure. Wage subsidies saw the biggest decline in perceived importance, moving from 3rd in 2023 to 8th in this year’s edition, with 26% of respondents pointing to it as a critical policy tool. Flexibility in hiring and firing practices, ranked 4th, has declined two places since 2023, now highlighted by 44% of employers. Despite the overall decline in emphasis on this measure, wage subsidies remain the top highlighted policy in Türkiye and Morocco, while hiring and firing flexibility is the most emphasized priority in eleven countries, including Australia, Brazil, Republic of Korea and Singapore. In light of demographic shifts, companies are increasingly exploring policy interventions aimed at broadening the talent pool. Changes to labour laws related to remote work are highlighted as a priority by 36% of employers, with strong demand in particular from companies headquartered in supporting health and well-being and upskilling and reskilling, which are viewed as essential by employers, but less so by employees, who rank them 8th and 7th, respectively. By contrast, employees place higher value on working hours, which tops the list of desired policies, while employers rank this measure the eighth most effective strategy to boost talent availability; and pension policies, which rank 5th for employees – 10 places higher than for employers. Both employees and employers placed less emphasis on supporting workers with caregiving responsibilities and articulating business purpose and social impact. RankBusiness practices to boost talent availability: employee vs. employer perspective FIGURE B4.1 Source ADP Research and World Economic Forum analysis.Note In the ADP Research survey, the question is framed as follows: From the following list, which are the top three (perks) reasons you stay with your current employer? The options were matched with the list of business practices to boost talent availability in the Future of Jobs Survey. Employee perspective Employer perspectiveEmployee (ADP Research) and employer (Future of Jobs Survey) ranking of stated business practice to boost talent availability, and gap between the two. Supporting workers with caregiving responsibilities Articulating business purpose and impact Supporting employee health and well-being Providing effective reskilling and upskilling Offering remote work across national borders Changes to pension schemes and extend their retirement age Offering remote and hybrid work opportunities within countries Offering higher wages Improving talent progression and promotion processes Improving working hours and overtime policies Future of Jobs Report 2025 54