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Leaders should learn how to handle work while keeping engagement", shared one respondent from the Energy Sector. "With hybrid designs ingrained, large organisations need tools to determine engagement and manage work", commented an HR leader in a Financial Services company. of respondents pointed out Talent Retention as either Important (53.8%) or Very Important (23.1%).

Southeast Asian respondents emphasize and restricted career progression, especially in smaller organisations. Mid-sized organisations face a dual challenge: handling while preserving trust and group cohesion in hybrid environments.

Specifically for employee well-being, some strategies organisations are preparing for 2025 consist of expanding psychological health support (61% of participants), developing opportunities for social connection (58%), and tension management/resilience structure programs (50%). A great 65% of participants said that their Talent Management spending plan would remain unchanged in 2025. Areas of spend priority will remain in skill advancement and leadership programs, besides more general abilities upskilling.

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These themes resonate across markets, labor force sizes, and regions. The most crucial management skills/themes to enhance in 2025 would be: Coaching and mentoring, together with EQ/Self-awareness, were mentioned by 38% of participants. Even more down the top priority list, was 4% mentioning ethical management as a focus location for development among senior talent.