Next Phase of Global Capability Centers in 2026

Leaders must discover how to handle work while preserving engagement", shared one participant from the Energy Sector. "With hybrid designs embedded, large organisations require tools to determine engagement and manage work", commented an HR leader in a Financial Services company. of participants pointed out Talent Retention as either Vital (53.8%) or Really Important (23.1%).

Southeast Asian participants emphasize and limited career development, particularly in smaller organisations. Mid-sized organisations deal with a dual obstacle: managing while keeping trust and team cohesion in hybrid environments.

Particularly for employee well-being, some strategies organisations are planning for 2025 include expanding psychological health assistance (61% of participants), developing chances for social connection (58%), and tension management/resilience structure programs (50%). A good 65% of participants stated that their Talent Management spending plan would stay the same in 2025. Areas of invest priority will be in talent advancement and leadership programs, besides more general abilities upskilling.

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These styles resonate across industries, workforce sizes, and regions. The most critical management skills/themes to enhance in 2025 would be: Coaching and mentoring, together with EQ/Self-awareness, were mentioned by 38% of participants. Further down the top priority list, was 4% mentioning ethical management as a focus area for advancement among senior skill.