In 2026, skills management is no longer a marginal concern devolved solely to human resources. It has become a question of survival for societies. Talent grows faster than organizational structures themselves. It is no longer enough to recruit or train: it is necessary to anticipate, adapt and sometimes question beliefs. For leaders, the overarching question is no longer “do we have the right skills right now?” “, but rather “will we be able to have them in the future?” »
An emerging skills shortage
The data speaks for itself. According to the World Economic Forum’s Future of Jobs 2025 report, 44% of current employee skills will experience significant changes by 2027. At the same time, 60% of companies say they face problems finding the right candidates, regardless of sector.
Currently, all sectors are affected by this shortage, not just digital or technical. According to France Stratégie (2024), almost half of French leaders see the skills gap as an obvious obstacle to their expansion. It has therefore become important to manage skills to ensure continuity and efficiency.
Skill: constant movement
Traditional logic based on positions and job descriptions is now reaching its limits. Skills are changing, versatile and sometimes mixed.
According to the LinkedIn Workplace Learning Report 2025, 89% of leaders believe that the ability to learn is the most important skill, surpassing even pure technical expertise. It has become crucial to remain competitive to have employees who can adapt quickly and change roles.
For leaders, it’s a transformation in the perspective towards teams: it’s no longer just about managing what they can do, but also what they can learn.
From recruitment to internal mobility
Rather than looking outside for rare skills, companies are increasingly focusing on internal development.
According to Deloitte Global Human Capital Trends 2025, 65% of companies that invest in internal mobility reduce their recruitment costs while increasing employee engagement.
Yet many still struggle to identify the real talents of their teams, beyond job titles. Internal mobility is only effective when it is managed with precision and strategy.
Soft skills, a real lever
It is no longer enough to have technical skills. In complex and unstable contexts, the ability to work in a team, to dialogue, to navigate uncertainty or to make decisions is essential.
According to McKinsey (2025), companies that place as much importance on soft skills as technical skills show operational performance 20% higher than the average in their field.
The challenge for managers is to identify these hidden skills and implement them concretely, in line with operational requirements.
Train differently: concrete above all
Training is no longer just a regulatory obligation. It becomes strategic, but on condition of rethinking its methods. According to PwC Workforce Survey 2024, 74% of employees believe that training is too far removed from their real needs. Successful companies prioritize:
- learning on the job,
- mentoring,
- communities of practice,
- personalized routes.
Training is no longer about accumulating hours, it’s about creating concrete and useful learning situations.
The key role of the manager
HR alone cannot carry out the skills strategy. According to Gallup (2024), organizations where managers actively participate in talent development have a 30% higher engagement rate.
The manager becomes the guarantor of a vision of skills aligned with the company’s strategy. He must arbitrate, prioritize and agree to invest, even when the results are progressive.
Skills and retention
Investing in skills also means retaining talent. According to LinkedIn (2025), 94% of employees would stay longer in a company that really develops their skills.
Not offering prospects for advancement often pushes talent towards the exit. Conversely, a company capable of offering clear trajectories, even non-linear ones, strengthens its attractiveness and its image.
Anticipate rather than endure
Forecast skills management is reinventing itself in 2026. The most mature companies encounter:
- economic data,
- the evolution of professions,
- the aspirations of employees.
According to BCG (2025), those who take a proactive approach to skills are 2.5 times more likely to achieve their strategic goals.
