Organisations may impair their growth prospects due to deepening skills shortages, according to the results of a new survey. It shows that only 10 percent of HR and learning professionals fully believe their teams have the right skills to support business goals over the next one to two years.
The survey, by learning platform Skillsoft of 1,000 HR and learning and development professionals across the US, UK, Germany and Australia, reveals major gaps emerged in leadership, AI and technical capabilities. Almost three in 10 respondents cited skills as a deciding factor that could make or break their organisation’s growth plans.
In the UK specifically, roughly 30 percent of employers reported significant AI skills shortages, followed by 26 percent in leadership and 18 percent in technical skills.
‘Redundant’ HR strategies
And many organisations are relying on outdated talent strategies. Although 85 percent have systems in place for talent development, only six percent rate theirs as “outstanding”, and just one in five believe their learning strategies clearly align with corporate priorities.
Less than a quarter use unified platforms that map workforce capabilities effectively. Many report existing solutions are fragmented, manually intensive and lack flexibility, making it hard to measure and address skill gaps at scale.
“Skills gaps are already impeding growth, and traditional approaches to talent development are only worsening the issue,” Skillsoft’s chief people officer, Ciara Harrington, said. “To compete in today’s human‑AI world, organisations must place skills at the centre of their strategy.”
Broader risks facing organisations
The survey also highlights other structural risks:
- One in three report that employee engagement is not being effectively addressed
- More than a quarter say their organisation focuses on short-term needs rather than planning for future demands
- A similar share say employees are being promoted without appropriate preparation
Concerns extend to the future of work: 37 percent fear losing top talent, 33 percent cite burnout as a barrier, and 24 percent worry AI is evolving faster than upskilling efforts
Skills intelligence still underused
Only 18 percent of organisations regularly assess skill development throughout the learning journey. But nearly half see an opportunity for AI to improve skills intelligence by identifying gaps more accurately.
At the same time, while a mix of learning formats is available — online video courses (58 percent), group training (57 percent), mentorship and live instructor-led sessions at about 50 percent each — emerging AI tools are desirable improvements. These include adaptive learning (43 percent), real-time feedback (42 percent), interactive simulations (38 percent) and personalised development paths (33 percent).
Reports such as the World Economic Forum’s future jobs outlook assign urgency to the findings. It predicts that nearly 40 percent of core skills will change by 2030, emphasising adaptability, leadership and analytical thinking as top competencies. The Forum also notes that half of workers have recently undertaken training as part of longer-term reskilling strategies, yet other research remains consistent in showing that a large proportion of the workforce lacks confidence in their ability to advance careers due to skill gaps.
Why this matters for HR
Skill shortages hinder innovation, risk project delays and add stress for existing staff. Without strategic overhaul, companies may face compounded issues: stalling transformation, difficulty retaining top performers and growing misalignment between workforce capability and business needs.
Effective organisational response rests on integrating skills strategy with performance planning and measurement, experts say. Organisations that move to link skills intelligence with actual business outcomes — using regular assessments, AI-supported personalisation and clearer governance — will be better equipped to lead in rapidly evolving markets, they advise.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
