See Key insight 8 to learn how emerging tech- nologies can be leveraged to streamline skills mapping. Identifying both the critical skills the or - ganization currently possesses and those needed to support the overall business and workforce strategy is essential. Without this alignment, efforts risk becoming siloed or disconnected from strategic goals, leading to wasted resources and missed opportunities. PwC AI has dramatically transformed the skills mapping process, reducing what once took 12 to 18 hours to a matter of moments. With advanced algorithms and user-friendly tools, anyone can now harness the power of tech-nology to visualize and cross-reference taxonomies. This shift not only accelerates the process but also allows us to efficient-ly analyse vast amounts of data that human brains simply can’t handle alone. HSSO Australia1. Identify critical skills forthe workfor ceBusinesses and the education industry Depending on the use case, there are two types of data that organizations can used to under-stand their skill needs. This includes Human Resources (HR) and Learning and Development (L&D) data – such as work history, credentials, performance goals, self and peer skill assess-ments, job architecture and project documen-tation. To pinpoint critical skills that the organi-zation possesses or needs to achieve strategic objectives, several tailored approaches can be considered (Figure 3). Learn more how SAP is leveraging new tech- nologies for skills assessment and mapping skills demand and supply.Governments Governments can combine two approaches to identify key information on sectors, occupa-tions, and both current and emerging skills. –Leverage data: Use existing data sources, such as labour-force surveys, business sur - veys, job advertisements, administrative re-cords, training participation data and interna-tional frameworks. –Stakeholder engagement: Engage in con- sultations with industry stakeholders, labourunions and learning providers to validatefindings and secure buy-in. This approach will not only contribute to a gran-ular skills mapping and ensure stakeholder buy-in, but it can also allow the identification of the key initiatives needed to leverage skills to en-hance business competitiveness and support employment and employability. AI-driven analytics can enhance data analysis and forecasting, while resources like the World Economic Forum’s Future of Jobs Report of-fer country-level insights to prioritize skills and guide training objectives. Find out how the government of Australia is developing a National Skills Taxonomy. Global Skills Taxonomy Adoption Toolkit 28

Global Skills Taxonomy Adoption Toolkit 2025