2025年全球人才市場展望報告：領(lǐng)軍企業(yè)、高等院校及勞動政策制定者行動與投資指南（英文）

2025TalentMarketOutlookHowtheworld’sleadingemployers,universities,andlaborpolicymakersplantoactandinvest

in2025TableofContentWelcomeLetter

3AboutTheSurvey

4SurveyDemographics

5Key

Characteristics

for2025

8OrganizationalPriorities

10Major

Talent

Trends

for

Employers

13SkillsDevelopment

15ValueofHigherEducation

25Cross-SectorCollaboration

34HybridWork

Arrangements

40TheRoleofPolicymaking

43TalentMarketOutlookReportInside

the2025Welcome!Thisreportis

FutureTalentCouncil’s–firstever–accumulatedoverviewofhowourecosystemofleadingemployers,universities,

andpolicymakersareplanningtoactandinvestinthecomingyear.Wehopethatourglobaldataandannualoverviewcangrowintoakey

partof

yourannualcalendarandthatthiswork,bitbybit,canbecome

avaluablestrategicsupportforyou,andyourorganization.Toyou–dearfriendsandmembersofFutureTalentCouncil–thankyou.Thankyouforyourdedicationtohelpingimprovehumancapability

andopportunityaroundtheworld.

Youraccomplishmentsalongsidefellowcorporate,educationaland

governmentalgloballeaderswillhelppositivelyshapethelearning

andworkinglivesofpeopleforgenerationstocome.WereitnotformycolleaguesAlexaZamfir,EmirCetinel,andKarl

Kwarnmark,thisprojectwouldnothavehappened.Thankyou.Here’s

to2025!DanielKjellssonDirector-General,FutureTalentCouncilThis

comprehensive

survey

engaged+200senior

leaders

from

theFutureTalentCouncilcommunity,representingemployers,academia,

andpolicymakersacross47countriesspanningsixcontinents.Participantsrespondedto30targetedquestions,includingopen-endedandmultiple-choiceformats.Resultswerecollectedbetween

November4and

December102024.Quantitativesurveyresponseswerecomplimentedbyadditionalqualitativeinterviews.AbouttheReportAglobalsphereofimpactTherespondentdemographicsforthissurveyreflectabroad

spectrumofinstitutionalrepresentation.Highereducationinstitutionscomprisethelargestsegment,accountingfor45.7%ofparticipants,providinginsightsintoacademic

preparationandworkforcedevelopmenttrends.Corporationsmakeupacloselycomparable44.3%,offeringperspectivesonindustrydemandsandtheevolvingnatureoftheworkplace.Lastly,thepublicsectorrepresents10%ofrespondents,

contributingviewpointsonpolicyandregulatoryframeworks.Collectively,therespondentsofthisreportinfluence2.8millionstudents,1.6millionemployees,and24.9millioncitizens,offering

arobustfoundationforunderstandingkeytrendsin2025.SurveyDemographicsHigher

Education

45.7%Corporation44.3%PublicSector

10%GeographicaldistributionThesurveyresponsesreflectadiverseglobalperspective,withstrongrepresentationfrommajoreconomicregions.North

America

(43%)and

Europe

(24%)provide

insights

from

westernmarkets,while

contributions

from

APAC

(19%),MENA

(8%),and

SouthAmerica(3%)highlightevolvingtalenttrendsandregionaladaptations.Thisbroadgeographicaldistributionenablesustoidentifybothuniversal

trendsandregionalvariationsinapproachestotalentdevelopment,AIintegration,andworkplaceevolutionfor2025.SurveyDemographicsMENAEurope24%8%N.America43%APAC19%S.America3%29%25%2015%1%%RoledistributionThesurveyrespondentsarepredominantlyseniorleaderswithintheirorganizations,with

AcademicLeadershipaccountingfor29%,

primarilyrepresentedbytitlessuchasProvostandVice-Provost.CorporateDirectorlevelfollowsat26%,andC-Suiteexecutivesrepresent20%.Additionally,VPandDepartmentHeadsmakeup15%.Notably,three-quartersoftherespondentsholdseniorleadership

positions,offeringinsightsintohoworganizationsarepreparingtoaddressthechallengesandopportunitiesof2025.Academic

LeadershipDirector

LevelC-SuiteVP/

Headof

DepartmentOtherSurveyDemographics0%5%10%15%20%25%30%1KeyCharacteristicsof

2025

TalentMarketOutlookReportInside

the2025KeycharacteristicsTounderstandthedefiningtraitsof

the2025talentmarket,weaskedrespondents

toidentifykeycharacteristics,whichwethencategorizedintofourthemes.Themostprominentthemeisflexibility,with45mentionshighlightingtheenduring

shifttowardhybridandflexibleworkmodelsasacorefeatureoftheworkplace.FollowingcloselyistheemphasisonAIanddigitalskills,cited42times,underscoring

thegrowingindispensabilityoftechnologicalcompetenceacrossindustries.AswellasaplantoincreaseinvestmentsintoAIliteracy.Adaptabilityandresiliencewerementioned38times,reflectingthedemandfortalentcapableofthrivingamidconstantchange.Similarly,theneedforlearningand

reskillingwasidentifiedascritical,with32mentions.Culturalconsiderationsalsoemergedstrongly,particularlydiversityandinclusion,whichgarnered30mentions.Thissignalsanongoingfocusonequityandworkplace

culturedespiteglobalchallenges.Sustainabilityreceivedonly15mentions,raisingconcernsaboutitsrelative

prioritization.Thisdisparitysuggestsapotentialgapbetweenimmediateorganizationalneedsandlong-termimperatives.WhatWordsWillBestDescribeTheKeyCharacteristicsOfThe2025TalentMarket?Tech&

InnovationSkills&

LearningCulturalElementsWork

ModelsOrganizational

PrioritiesTalentMarketOutlookReportInside

the2025本報告來源于三個皮匠報告站（）,由用戶Id:349461下載,文檔Id:650683,下載日期:2025-05-09WhatKeyGoalsOr

Priorities

Has

YourOrganizationSetFor2025?Patternsemergefromthisglobalsurvey:ArtificialIntelligenceisn't

justabuzzword–it'sbecomingthebackboneoforganizationalstrategyfor2025.FromuniversitiesintheU.S.revampingcurriculatoincludeAIliteracy,tocorporations

in

ThailandandIndiafocusingondigitaltransformation,there'sapalpablesensethatAI

adoptionisn'toptionalanymore.What'sparticularlyinterestingishowthistechnologicalshiftispairedwithastrong

emphasisonhumanelements–respondentshighlightedtheneedforupskillingexistingtalentandensuringtheirworkforcecaneffectivelyworkalongsideAItools.Thehighereducationsectorshowscontrastingpriorities.Whilethere'saclearpush

towardtechnologicalintegrationandAIadoption,there'sanequallystrongfocuson

"high-touch"elementslikeinternationalcollaborationandstudentexperience.SeveralNorthAmericaninstitutionsemphasizedtheneedtoexpandtheirglobalfootprint,whiletheirAsianandEuropeancounterpartsarefocusingonstreamlining

operationsthroughAIanddigitaltransformationwhilebuildingrobusttalentpipelines.Weareverymuchan

AIfirstcompany

goinginto2025,thiswillbethecoreof

howweWhatemergesisamixoforganizationalprioritiesthatsuggests2025willbeayearof

transition:Technologicaladvancement,particularlyinAI,isadominanttheme,butleadershipisalsofocusingonmaintaininghumanconnectionsanddevelopment.Theemphasisondiversity,inclusion,andsustainabilityacrossmultipleresponses

indicatesthatorganizationsaretryingtobalanceinnovationwithresponsibility.

Weareverymuchan

AIfirstcompany

goinginto2025,

thiswillbethecoreof

howweworkwithclientsandhow

we

streamline

ourselves

internally.

99Memberof

FutureTalentCouncil&SeniorTalentLeaderatMarketing

AgencyDespitemultipleglobalchallenges,there'saprevailingsenseofoptimism,

particularlyaroundtechnologicaladvancementandAIadoption.Thedatashowsanotablesplit:whilemanyleaders,especiallythoseintechnology

andemergingmarketslikeIndiaandUAE,expressstrongoptimismdrivenbyAIadvancesandgrowthopportunities,there'saclearundercurrentofconcernabout

geopoliticalinstabilityandeconomicuncertainty.Thehighereducationsectorshowsvaryingresponsesbyregion.WhileNorthAmericaneducationleadersexpressconcernaboutbudgetconstraintsandpolitical

headwinds,theircounterpartsinemergingmarketsappearmoreoptimistic,focusingonIndustry5.0andnewcollaborativeframeworks.Corporateleaders,particularlyintechnologyandconsultingsectors,generallyshow

strongeroptimism,citingAIadaptationandmarkettransformationaskeydrivers.AUKadvertisingCEOhighlights

"aclear

shifttowardsmoredynamic,

skills-basedhiring

and

AI-driven

processesthatempower

bothbusinessesandindividuals,

"Thedatarevealsthatpoliticaluncertainty,especiallythe2024U.S.election,

weighsheavilyonleaders'mindsastheylooktoward2025.Respondentsacrosssectorscitedthisasakeyfactor,suggestingthatwhiletechnologicaladvancementbringsoptimism,politicalstabilityremainscrucialin

organizationalconfidence,creatingcountervailingforcesshapingleaders'outlooks.Neutral15%Veryoptimistic41%SomewhatoptimisticHowOptimisticAre

You

About2025?Somewhat

Pessimistic8%35%MajorTalent

Trendsfor

EmployersTalentMarketOutlookReportInside

the2025AI

will

transform

workforce

strategyWith43%oforganizations

prioritizing

AIintegrationin2025,

companies

are

transformingtheirworkforce

planning.C-suiteexecutivesparticularlyemphasizethis

shift,with

65%of

CEOs

and

CHROsciting“AIimpact”astheirprimaryconcernforfuturetalentstrategies.Employers:WhatMajorTrendsDoYou

ForeseeShapingYour2025?39%oforganizationsarereimaginingtheirworkmodelsthroughupdatedremoteandhybridarrangements.Thisworkplacetransformationrepresentsthesecondmostsignificanttrendshapingstrategies,reflectingapermanentshiftinoperatingmodels.29%oforganizationsidentifyupskillingascrucialforfuturesuccess.ThistrendisparticularlypronouncedinAsia-Pacificregions,wheretalentshortagesanddigitaltransformationaredrivingincreasedinvestment

inemployeedevelopmentprograms.Upskillingefforts

are

criticalFlexible

work

ishereto

stay123aA-《

-YSkillsDevelopmentTalentMarketOutlookReportInside

the2025MostSought

After

Skills*

2025*by

companiesAdaptability&

ResilienceAI&Technical

LiteracyCriticalThinkingLeadership&

CollaborationEmotional

Intelligence45%42%39%32%29%0%10%20%30%40%50%A

shift

in

how

organizations

view

talentTheskillslandscapefor2025isevolvingintoablendofprioritizingtechnologicalliteracyandhumancapabilities.WhileAIandtechnicalskillsfeatureprominentlyacrossresponses,there'salsoanemphasison(whatisstilldeemed)uniquelyhumanattributes.Arecurringpatternamongstresponseswasemployers

listingDigitalSkillsalongsideEmotionalIntelligenceandAdaptabilityascriticalcompetencesin2025.Organizationsarepreparingforafuturewheretechnicalliteracyandhumanadaptabilityareequallyvital.Thecorporatesectorshowsinterestingvariationsbyindustry.Technologyandfinancialservicesfirms

areheavilyemphasizingAI-specificskills.Traditionalindustriesaretakinganotablydifferentapproach,oftenemphasisingtheabilitytoleadinthe

faceofincompleteinformationasapriorityskill.OneGlobalHeadofTalentAcquisitionnoted:“

Iamlooking

forresilience,adaptability,andreliability–becausewecanteacheverythingelse”

.Perhapsmostrevealingistheconsistentemphasisonadaptabilityandlearningagilityacrossnearly

allresponses,regardlessofindustryorgeography.Thispointstoafundamentalshiftinhoworganizationsviewtalent:ratherthanseekingfixedskillsets,

they'reincreasinglyvaluingtheabilitytolearnandadaptinanAI-augmentedworkplace.Severalrespondentsmentioned"AIliteracy"asdistinctfromdeeptechnicalexpertise,suggestingthatunderstandingandworkingalongsideAImaybecomeasfundamentalasbasiccomputerliteracyistoday.MostSought

After

Skills*

2025*by

companiesWiththe

speedatwhichtechnologyisimpactingtheworldof

work,andour

inabilityto

seearoundcorners,nowmorethan

ever,cognitiveabilityandcognitiveagilitymatter.Theimpactof

AI,returntoofficeandnewworkfromhome

policies,

andother

socio–economic

factorsis

yettobe

fullyunderstood–andwilllikelyevolvecontinuously.Therefore,weneedtalentthatcanadaptquicklytonew

businessneedsandchallenges.Mostimportantly,though,businessesmustunderstandwhat

thattalentwants

sowecanbuildenvironmentsthatofferthoseelementsand

foster

inclusivecultures.StevenEhrlichSVP,GlobalCustomer

Development,RadancyRoughly70%ofrespondentsexpecttomodifytheirjobdescriptionsandskills

requirementsinresponsetoAIadvancementsin2025.What'sinterestingisthatthissentimentcutsacrossindustriesandgeographies,

indicatingawidespreadrecognitionof

AI'simpactonworkresponsibilities.Whiletechnologyandprofessionalservicessectorsshownear-universalagreement

aboutthesechanges,traditionalindustriesinmanufacturing,chemicals,andbanking

aresimilarlyalignedintheirplanstoadjustrequirements.Theminoritywhodon'tplantoadjust

jobrequirementstendtocomefromeitherhighlyspecializedfieldsorindustrieswithstronghuman-centriccomponents,such

aseducationandliveevents,suggestingthatcertaincorehumanskillsareviewedasrelativelyimmunetoAIdisruption.Thesmallnumberofuncertainresponses,primarilyfromcompaniesintransition

economiesortraditionalindustries,hintsatawait-and-seeapproachtohowAItechnologieswillmaturebeforemakingformalchangestohiringrequirements.10%No20%Yes70%DoYouExpectYourOrganizationToAdjustJobDescriptions

OrSkillsRequirementsIn2025DueToAIAdvancements?UncertainTechnology&

ITFinancialServicesManufacturingProfessionalServicesEducationHealthcareRetail79.2%68.4%61.5%52.8%48.7%45.3%42.1%No17.5%Yes75%DoYouExpectYourOrganizationTo

InvestInAILiteracyTrainingin2025?0.0%

20.0%40.0%60.0%80.0%Uncertain7.5%75%plan

to

invest

in

AI

literacy

trainingAnoverwhelmingmajorityofglobalcorporateleadersplantoinvestinAI

literacytrainingduring2025,revealingaclearrecognitionof

AI'sgrowing

importanceacrossindustries.ThedatashowsastrongcommitmenttobuildingAIcompetency:ofthe40

surveyedorganizations,roughly75%plantoinvestinAIliteracytraining,

whileonlyabout17%havedecidedagainstsuchinvestments,withtheremaining8%uncertain

abouttheirplans.What'sinterestingisthepatternofcompaniesnotplanningtoinvestinAI

training.Theseorganizationstendtofallintotwodistinctcategories:traditional

industrieslikesteelmanufacturingandoil&gas,andsurprisingly,some

HRandconsumergoodscompanies.Thismightsuggesteitherthattheseorganizationsdon'tseeimmediateAI

applicationsintheircoreoperations,ortheymaybeplanningtooutsource

AI-relatedfunctionsratherthanbuildinternalcapacity.DoYouExpectYourOrganizationto

InvestinAILiteracyTrainingin2025?72.4%65.3%38.235.7%33.3%52.1%%DoYouExpectYourOrganizationToHireMoreOrFewerEmployeesIn2025ComparedTo2024?11%No41.1%Technology&

DigitalProfessionalServicesEducationManufacturingFinancialServicesEnergy&

Resources0.0%20.0%40.0%60.0%80.0%Yes47.9%UncertainA“digital

divide”in

hiring

intentionsWhile

47.8%of

organizations

plan

to

increase

their

headcount

in2025,a

substantial

41.3%

arelookingtoreducetheirworkforce,with10.9%stilluncertain.Thesplitisn'tfallingalongtraditionalindustrylines.Instead,we'reseeingwhatmightbecalled

a"digital

divide"in

hiring

intentions:Technologyanddigitalcompaniesarethemostbullishabouthiring(72.4%planningtoincrease

headcount),followedcloselybyprofessionalservices(65.3%).Traditionalpowerhouseindustrieslikemanufacturingandfinancialservicesarepredominantly

planningreductions,withonlyaboutathirdexpectingtoincreasetheirworkforce.Geographicpatternsaddanotherlayerofintrigue.Swedishcompaniesacrosssectorsarenotably

optimistic,withmostplanningtohiremore.Meanwhile,UK-basedorganizationsareshowingmorecaution,withamajorityplanningreductions

orremaininguncertain.Inemergingmarkets,there'sasimilarlyclearsplit:technology-focusedcompaniesplantohiremore,

whiletraditionalindustriesareplanningreductions,suggestingapossibleaccelerationofexistingeconomictransformationintheseregions.DoYouExpect

To

Hire

MoreOrLess

In2025?Thedatarevealsastrongorganizationalcommitmenttoworkforcedevelopment,

withanoverwhelmingmajorityofcompaniesplacingsignificantemphasison

upskillingandreskillinginitiativesfor2025.Of

the40organizations

surveyed,65%consider

it

either

a"high"or"top"priority,

demonstratingaclearrecognitionthatworkforcedevelopmentisn'toptionalin

today'srapidlyevolvingbusinesslandscape.Thiscommitmentspansacrossindustriesandgeographies,suggestinga

universalunderstandingoftheneedtoinvestinhumancapital.What'sparticularlyinterestingisthepatternofprioritizationsacrosssectors:Traditionalindustrieslikemanufacturing,banking,andpharmaceuticalsareshowing

justasmuchcommitmenttoupskillingastechnologycompanies.Forinstance,leadersfromcompaniesinsteelmanufacturingandchemicalproduction

rateupskillingasa"highpriority,"matchingtheemphasisplacedbytheircounterparts

intechandfinancialservices.Thefeworganizationsratingthisasalowornon-prioritytendtobeinspecialized

sectorsorregionaloperations,withonlyabout7.5%ofrespondentsplacingitin

theselowercategories.Regardlessofindustry,mostorganizationsseeworkforce

developmentascrucialtotheirfuturesuccess,likelydrivenbytechnologicaladvancementandchangingbusinessmodels.HowWillYourOrganizationPrioritizeUpskillingAndReskillingInitiativesIn2025?Moderate

Priority

27.7%High

Priority49.5%Low

Priority

5%Top

Priority14.9%Not

aPriority:3%ValueofHigher

EducationTalentMarketOutlookReportInside

the202531.859.1

9.150.0

35.714.3ValueofHigher

EducationEmerging

MarketsDeveloped

Markets0.0

20.040.0

60.0

80.0

100.0 Uncertain

(%)

More

(%)Less

(%)100.050.0

25.0

25.050.010.040.033.3

16.7

50.020.025.0

55.0ValueofHigher

EducationHealthcareFinanceManufacturingTechnologyServices0.0

20.0

40.060.080.0100.0 Uncertain

(%)

More

(%)

Less

(%)Thedataprovidesanintriguingsnapshotofhowthevalueoftraditionaluniversity

degreesisperceivedacrossindustriesand

regions.Whilesomeindustries,likehealthcareandchemicals,stillseedegreesasavaluable

asset,others,suchastechnologyandretail,areincreasinglylessreliantonformalqualifications.Thisdivergencehighlightsagrowingemphasisonskills,certifications,

andpracticalexperienceovertraditionalacademiccredentialsinmanysectors.Geographictrendsalsorevealimportantnuances.Respondentsinemergingeconomies,includingPakistanandMexico,aremorelikelytoperceivedegreesas

becomingmorevalued.Incontrast,professionalsindevelopedregions,suchastheUnitedStatesandWestern

Europe,oftenviewdegreesaslesscritical.Thissuggeststhatwhileadvancedeconomiesmaybetransitioningtoalternativemeasuresoftalent,formaleducation

retainsprestigeinmarketsstillbuildingtheirknowledgeeconomies.Thesefindingsunderscoreabroadertransformationintalentacquisition:Organizationsappeartobereassessingtheroleofhighereducationintheirhiring

strategies,withsomeleaningtowardaskills-firstapproach.However,gapsinthedata,includingmissingresponses,signaltheneedfordeeper

explorationtofullyunderstandtheunderlyingdriversoftheseperceptions.ValueofHigherEducation

for

EmployersThesurveyrevealsaclearconsensusamonghighereducationleadersaboutthetransformativeforcesshapingthesectoroverthenext3-5years.AIanddigitaltransformationemergeasthedominanttrend,with82%

ofrespondentshighlightingitsimpactacrossvariousaspectsofeducation–fromteachingmethodstoadministrativeprocesses.Thedatasuggestsamultilayeredtransformationisunderway:WhileAIleadstheconversation,there'ssignificantemphasisonflexibilityineducationdelivery(45%)andashifttowardskills-based

educationandmicro-credentials(41%).Thisindicatesarethinkingof

educationalmodelstomeetevolvingstudentandmarketneeds.Industry

partnerships

(38%)and

demographic

shifts

(35%)represent

thenexttierof

focusareas,pointingtobothopportunitiesandchallenges.Leadersareparticularlyfocusedonadaptingtochangingstudentpopulationswhilestrengtheningconnectionswithemployers.Student

supportandwellbeing(28%)roundsoutthemajortrends,reflectinggrowingrecognitionoftheimportanceofholisticstudentsuccess.Findingssuggesthighereducationisenteringaperiodofchange,driven

bytechnologicaladvancementbutequallyshapedbychangingstudent

needsandworkforcedemands.82%435%28%45%1%AI

Integration&

Digital

TransformationFlexible/

Hybrid

Learning

ModelsSkills-Based

Education&Micro-credentialsIndustry-Academia

PartnershipsEnrollment&

Demographics

ShiftsStudent

Support&

WellbeingHigherEducationKeyTrendsin0%20%40%60%80%38%Thequintessentialissueof

ourtimesisundereducation

of

thoseof

usleadinghighereducation.Wedon’tlearninrealtimeandmostof

our

portalsaretransactions

tocomplywithrules–nottransformingthedegree

structures,assessment

processes,and

pedagogical

practicestoalignwith

thedemandsofthenext10

years.Mostinstructorsareadding

guardrailsandthinkingaboutthe

currentrealityof

“cheating”ratherthan

seizingtheopportunity

todrivetransformationacrosstheadministration,research,andteachingdomains.Most

staff

are

puttinghandbrakesonchangemakingtheirinstitutionsincreasinglyirrelevantinthemarketplaceof

preparing

tomorrow’stalent.Werisk

preparing

students

forourown

past,nottheir

future.Prof.JohnFischettiChair,FTC

Center

for

HigherEducation

TransformationPro-ViceChancellorUniversityofNewcastle,2019-2024Thesurveyofalmost100highereducationleadersrevealsacautiously

optimisticyetnotablymixe