For companies that come to growth, skills -based hiring will play an important role in the management of talents in 2025, because the rapidly evolving labor market requires that individuals who can quickly adapt to today's challenges and technologies.
THE lack of skills has remained a hot topic throughout 2025, and it is not going.
Having good workforce underpinks commercial success, but in recent years, a skills gap has had an impact on organizations worldwide and has slowed growth in various sectors.
Skills VS Qualifications
Of course, traditional qualifications Stay precious, but cannot always align with the specific skills and skills necessary to grasp new innovations in different industries.
Breaking the green ceiling: role of HR managers in the green skills difference commission
The skills -based hiring gives employers more confidence than the candidates they provide have the talents and the capacities required to prosper.
This approach rationalizes the recruitment process and guarantees that companies remain agile and responsive to market changes.
Go to the world
In today's Global talentCompanies must fight harder than ever to attract and keep the right people with the right skills at the right time.
According to the labor groupThe Talent War reached a 17 -year -old summit in 2025, with nearly four out of five employers who find it difficult to recruit the people they need.
Like the skills shortage Mertones between regions and industries, employers are counting more and more on the mobility of the workforce to fill the gaps.
The workforce has noted more than half (55%) of these companies questioned say that they are ready to hire internationally, and 57% plan to offer more flexibility in the place where employees work as the shortage of talent increases.
Another investigation by Ey Revealed three out of four employers consider crucial mobility for business continuity, and 93% of employees say that work on an international scale was going to change their life.
Education leaving the shortages of unrealized regional skills
The life cycle of talents
The advantages of global mobility can be felt at each stage Talent management Life cycle – to attract him talents and update to planning and retirement of the next generation.
There are generally six stages in the life cycle of talent management:
Step 1: Supply and recruitment
The life cycle begins with the acquisition of talents. Global mobility can be essential to build a value proposal for attractive employees (EVP) for potential employees.
This is particularly true for those of the younger generations who are often more mobile. Advertising advantages and advantages such as travel allowances, resettlement packages and international progression opportunities can also stimulate the reputation of a business, which means that talent will happen to you.
Step 2: Hiring and integration
The second step is between the moment when a candidate accepts an offer and his first months of work. Employers should regularly check with new hires, mainly if the recruit has been displayed abroad.
They may need additional help to settle, establish new connections or learn the language, and should have a mentor named to help respond to all the first points of pain. Surveys can also be a useful tool for getting comments and ensuring that the process is more easily working in the future.
Four information on the future of skills in talent management
Step 3: Performance management
Once an employee has participated in his role for a reasonable time, priority becomes management of his performance and that of his broader department or of the organization as a whole.
Are the right processes and the right people in place to achieve the company's goals? If anyone has been strategically placed in a new location to fill a skills gap, for example, has this ambition been made? Are they able to make a tangible difference? Otherwise, why not?
Step 4: Employee development
The development phase is an opportunity for employees to develop new or difficult new skills. Global mobility can provide many moments of upgrade, provided they are used in the right way.
Organizations should prioritize the development objectives that align with the skills that the company needs and the management that the employee wishes to take in his career.
Make an apprenticeship and development budget available so that there are possibilities for autonomous learning or local courses, which can also expand the professional network of the employee in a new country.
Step 5: retention
Global mobility can be a strategic tool to maintain talent in a competitive commercial environment, but it requires planning, communication and support.
International opportunities can be a real draw for ambitious employees.
However, there must be a good adjustment in terms of skills and skills and their personal and family situation. Employees will also need training, coaching and mentoring to prepare them for their new challenge.
Step 6: Law planning
Repatriation is a delicate and often neglected part of the world mobility process.
The end of an assignment must be planned and communicated well in advance.
Employees should feel happy to return to a significant and rewarding role that benefits as much as possible from their international experience. There should be time to give the next person and reintegrate support as the employee gets used to returning to his country of origin (preventing the reverse crop shock).
The roadmap to the global talent management strategy
Filling the skills gap is not a rapid solution, but a continuous process that requires the collaboration and commitment of various internal and external stakeholders, including governments, educational establishments, businesses and candidates.
By prioritizing talent management, update and inclusiveness, it is possible to reduce the gap between the skills required by employers and those owned by the workforce.
Developing an effective global talent management strategy is the marker of a competitive company that can meet the changing needs for today's workforce while achieving its objectives.
In 2025, emphasize the alignment of this strategy on the objectives and the global vision of the company – in doing so, it is possible to achieve broader trade benefits of global mobility concerning the recruitment and retention of talents, the diversity and the development of an impressive pipeline of leadership talent.
By Zain Ali, CEO and co-founder of Centuro Global
Finn founded Learnopoly to provide unbiased, in-depth online course reviews, helping learners make informed choices. With a decade in financial services, he developed strategic partnerships and business development expertise. After a frustrating experience with a biased course review, Finn was inspired to create a trusted learning resource.