Next Phase of the GCC America Strategy in 2026

Leaders must find out how to manage work while keeping engagement", shared one respondent from the Energy Sector. "With hybrid designs embedded, large organisations need tools to determine engagement and manage work", commented an HR leader in a Financial Providers company. of participants cited Talent Retention as either Important (53.8%) or Extremely Important (23.1%).

This shows the long-lasting nature of efforts in appealing and retaining talent. In Australia, large business report and as their main engagement obstacle. Southeast Asian participants emphasize and limited profession development, especially in smaller organisations. Mid-sized organisations face a dual obstacle: managing while maintaining trust and team cohesion in hybrid environments.

Particularly for worker well-being, some methods organisations are preparing for 2025 consist of expanding psychological health support (61% of respondents), developing opportunities for social connection (58%), and stress management/resilience structure programs (50%). A good 65% of participants said that their Skill Management spending plan would stay the same in 2025. Locations of spend priority will be in skill advancement and management programs, besides more general abilities upskilling.

ANSR July USA PRs

Driving Enterprise Cost Reduction through Strategic Optimization

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