Ensuring buy-in and alignment with internal and exter nal stakeholders involves linking the skills-first culture to overarching business and workforce goals, both at the organization or national level. This involves tel ling people and leadership “what is in it for them” , so that they can see the value for business and indi- viduals. Establishing clear criter ia to measure the benefits, return on investment a nd im- pact of adopting a skills-first ap proach. Such criteria not only facilitate the monitoring of pr ogress but also help in communicating the value and effectiveness of this appr oach to all stakeholders. Continuous engagement and feedback mech- anisms are crucial for maintaining alignment and securing ongoing support. This can be achieved by establishing regular communi- cation channels that allow for the exchange of insights and feedback between the orga- nization or government and its stakeholders. These channels should be designed to be in- clusive and accessible, ensuring that all voices are heard and considered in the ongoing de- velopment of the skills-first culture. See Key insight 1 to learn more.Find out how Georgia’s National Skills Agency ensured alignment between the pri- vate and public sectors to promote a skills- first culture at the national level. We’re taking the taxonomy and actually refining our definitions and measurement criteria into an actual tool. A key part of this process involves closely collaborating with individuals in the workplace to ensure that our definitions hold up in real-world application. Engaging directly with users has been invaluable – it not only guides us in refining our definitions but also strengthens our measurement approach, ensuring that the taxonomy remains aligned with actual workplace needs. ETSKey Enabler 3: Continuously ensure buy-in and alignment with internal and external stakeholders A key challenge in the process of adopting the Global Skills Taxonomy and fostering a skills-first culture common to businesses, governments, and lear ning providers is es- tablishing a culture where skills are trusted and recognized. This can be achieved by: –Engaging senior leadership early to gain their buy-in, understand theirconcerns, and align on the long-termvision. For businesses, this might in - volve demonstrating how skills canhelp track the impact of learning anddevelopment budgets on business out-comes. For governments, it could meanshowing how a skills-first approach candrive economic growth and improvepublic services. –Focusing on answering the “what’sin it for me” for key stakeholders, en - suring they see the benefits of adoptinga skills-first approach. –Consistently communicating with rel-evant stakeholders. For companies, this includes HR, other departmentsand employees; for governments, it means engaging with other governmen-tal institutions, the private sector, learn-ing providers and labour unions. Find out how Unilever created the founda-tions for setting up a successful skills-first culture. Key insight 1: Create the foundations for a skills-first culture Global Skills Taxonomy Adoption Toolkit 12

Global Skills Taxonomy Adoption Toolkit 2025