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Leaders should discover how to handle work while preserving engagement", shared one participant from the Energy Sector. "With hybrid designs ingrained, big organisations require tools to determine engagement and handle work", commented an HR leader in a Financial Services company. of participants pointed out Skill Retention as either Critical (53.8%) or Very Important (23.1%).

This reflects the long-term nature of efforts in appealing and keeping skill. In Australia, large enterprises report and as their primary engagement challenge. Southeast Asian participants highlight and restricted career development, especially in smaller organisations. Mid-sized organisations face a double difficulty: handling while maintaining trust and team cohesion in hybrid environments.

Particularly for employee well-being, some strategies organisations are preparing for 2025 include broadening mental health assistance (61% of respondents), producing opportunities for social connection (58%), and tension management/resilience structure programs (50%). An excellent 65% of participants said that their Talent Management budget would remain the same in 2025. Areas of spend concern will be in talent development and leadership programs, besides more general skills upskilling.

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These themes resonate throughout industries, labor force sizes, and regions. The most important leadership skills/themes to augment in 2025 would be: Coaching and mentoring, together with EQ/Self-awareness, were pointed out by 38% of respondents. Further down the concern list, was 4% mentioning ethical leadership as a focus location for advancement amongst senior skill.