Skills gaps are the single biggest barrier stopping businesses from thriving in the next five years

That's the stark reality from the latest global employer survey by the World Economic Forum. But for intentional people leaders, this isn't just a problem, it's a clear call to action, showing us exactly where to focus to build the future workforce.

The world of work is shifting faster than ever. We're talking big forces like new technologies (hello, AI!), dealing with economic wobbles, and even things like the green transition changing industries.

As people leaders, navigating this isn't just about keeping lights on; it's about making a real, meaningful difference in our workplaces and for the people who make them tick. Intentional leadership means shaping the future, not just reacting to it, so everyone can thrive.

The global employer survey dug deep into what over 1,000 employers from around the globe are seeing and planning for the next five years, up to 2030. It offers some brilliant insights for those of us serious about leading with purpose.

Here's a few things that jumped out at me:

• Tech is a partner, not a problem. Technologies like AI are expected to be huge drivers of business transformation. But instead of just thinking about how tech might replace tasks, the report highlights the idea of human-machine collaboration, or "augmentation". This is where technology is designed to complement and enhance human work. As leaders, we need to lean into this, thinking about how to make tech a tool that empowers our teams, not just automates away their roles. Why does this matter? Because investment decisions and policy choices today shape whether technology displaces or enhances human work in the years to come. The data from employers shows a significant plan to complement and augment the workforce with new technologies.

• Skills are the new currency. The report confirms what we're all feeling: skills are changing rapidly. Skills gaps are actually identified as the number one barrier to transformation across most industries and economies surveyed. Wowsers. But here's the good news: employers are increasingly investing in re-skilling and up-skilling initiatives to match evolving demands. The share of the workforce that's completed training has gone up. For us, this means prioritising learning and development isn't just a nice-to-have; it's essential for overcoming the biggest hurdle to progress. Focus on boosting skills like analytical thinking, resilience, flexibility and agility, and AI and big data. Employers see these as increasingly important core skills. Also keep an eye on networks and cybersecurity and environmental stewardship as emerging priorities.

• Investing in people's well-being is a smart strategy. Guess what popped up as the top priority for increasing talent availability between 2025 and 2030? Supporting employee health and well-being. This leapfrogged other strategies, showing a major shift in focus. Why is this crucial? Because looking after your people makes your organisation more attractive and helps you keep great talent. It's not just about productivity; it's about building a sustainable, thriving workplace where people want to stay.

• Growth and opportunities are there if we look. Despite the complex environment, the report actually finds a strongly net-positive global employment outlook. Yes, some jobs will decline as technology advances, but new jobs are emerging, particularly in areas like AI and Machine Learning, Data Analysis, and Sustainability. As intentional leaders, our job is to help people navigate these transitions. This involves providing re-skilling and up-skilling opportunities to help bridge emerging divides and support movement into roles that combine technical and human skills.

• Talent progression and fair pay matter. While well-being is key, traditional factors haven't disappeared. Improving talent progression and promotion processes is still a major focus for employers seeking to improve talent availability. Offering higher wages is also identified as important. What drives wage decisions? Aligning wages with productivity and performance, and competing for talent and skills. This tells us that clear paths for growth and fair compensation remain foundational to attracting and keeping the best people.

So, what's the big picture here?

The data from leading employers is clear: the future of work is human-centred, even as technology accelerates. Investing in our people's skills, well-being, and growth isn't just good practice; it's the essential strategy for navigating the coming changes and building resilient, competitive organisations. Intentional leaders know that when we prioritise our workforce in these ways, we're not just improving business outcomes, we're creating workplaces where everyone has the opportunity to succeed.

As a people leader, what are you doing today to shape the future of work tomorrow?