2025亚太地区技能影响调查报告（英）_38页_22mb

2025 APAC Skills Impact Survey Report Summary

Core Content Overview

The 2025 APAC Skills Impact Survey Report explores how organisations across the Asia-Pacific region are integrating skills into their talent strategies and HR practices. It highlights the growing recognition of skills as a critical asset for business growth and talent success, while also identifying challenges and opportunities for advancement in skills management.

Key Findings and Main Points

Top HR Priorities in APAC

• Talent Attraction and Retention is the top priority across all APAC markets.
• Workforce Agility and Resilience ranks second, especially in the context of global disruptions and AI advancements.
• Strong Bench of Leaders is the third priority, with concerns over the impending departure of experienced leaders.
• Prepare for GenAI, Employee Wellbeing, and Transparency and Equity are also gaining attention.

Skills-Based Initiatives in HR

• 61% of organisations have implemented skills-based initiatives to achieve their top HR priorities.
• Leadership Development and Succession Planning are the most impactful levers for talent and business success.
• Data-Driven People Analytics and Organisation Structure Optimisation and Job Design are also key levers, though less widely adopted.

Skills Frameworks and Maturity

• 68% of organisations have established a skills framework, with 74% of those who consider skills critical having one in place.
• Most frameworks are department or job family-specific, with only 26% encompassing the entire organisation.
• Skills maturity is uneven across APAC, with Australia (62%) and Malaysia (67%) leading, while China (50%) and India (57%) lag behind despite acknowledging the value of skills.

Skills Identification and Validation

• 44% of organisations use technology tools, external benchmarks, and assessment platforms for skills identification.
• Over half still rely on traditional methods like job descriptions and manager surveys, which can be outdated or biased.
• Validation of skills is often informal or lacking, with manager evaluations and employee assessments being common but not always reliable.
• A structured, objective validation process is needed to ensure the accuracy and relevance of skills frameworks.

Integration with HR Practices

• Skills are most integrated into Career Development & Mobility, followed by Learning & Development.
• Recruitment & Selection focuses on technical skills, while Workforce Planning, Performance Management, and Rewards are still in early stages of integration.
• The integration of skills with Job Architecture is crucial for organisational agility and effective talent management.

Challenges in Skills Initiatives

• Limited budgets and resources are the main barriers to skills progress.
• Measuring programme effectiveness remains a challenge, leading to hesitation in implementing new initiatives.
• Employee engagement and time constraints also hinder the success of skills programmes.

Aon Recommendations

1. Engage Business Stakeholders to demonstrate the value and impact of skills initiatives.
2. Start with Pilot Programmes to achieve quick wins and build momentum.
3. Establish Robust Skills Identification and Validation through structured and objective processes.
4. Align Skills Frameworks with Job Architecture and External Benchmarks to improve accuracy and adaptability.
5. Use Objective Assessments and Clear KPIs to measure and prove the effectiveness of skills initiatives.

Key Insights

• Skills are increasingly viewed as essential for organisational competitiveness and talent success.
• While progress is being made, many organisations still lack the infrastructure, expertise, and governance to fully leverage skills data.
• A collaborative approach involving HR and functional teams is necessary for creating agile and relevant skills frameworks.
• The use of technology and analytics is growing, but adoption remains uneven across APAC markets.
• Employee engagement and training time are significant challenges that must be addressed for skills initiatives to succeed.

Conclusion

The report underscores the importance of skills in shaping the future workforce and enhancing HR practices. It calls for a more structured, data-driven, and collaborative approach to skills management, with a focus on aligning skills with organisational goals, job architecture, and external market trends. By addressing current limitations and investing in skills-based strategies, organisations can better prepare for the evolving talent landscape and drive sustainable growth.