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1、Positive progress?Skills for the future of financial services 2025April 20252 Future Skills Report 2025Jump to contentsContentsForeword.3Key findings.4Introduction and methodology.5Chapter 1:State of skills in 2024.6Skills at the heart of business strategy.6Fewer vacancies but hard-to-fill roles rem

2、ain.7AI adoption slowed by lack of specialist talent and managerial guidance.10Chapter 2:Supply and demand changes reflect reskilling activity.11Skills demand still outstrips supply across the board.11For most technical skills demand decreased,but it remains high for some.12Demand for most behaviour

3、s continues to increase.13Reskilling activity is targeted at hard-to-fill roles.14Case study:Reskilling at NatWest.15Technical skills and behaviours both prioritised through investment.16Chapter 3:Prioritising learning.18Reduction in mandatory learning time.18Case study:Essential learning at Leeds B

4、uilding Society.20New active learners measure to gauge workforce participation.20Embedding learning in the flow of work.21Internal mobility as a result of upskilling.22Cross-cutting themes drive future skill demands.22Chapter 4:Building our future workforce.24The seven types of talent supply our sec

5、tor needs to leverage.24Reskilling a targeted effort.25Upskilling a volume piece.25Retention a constant challenge.26Case study:Talent marketplace at Standard Chartered Bank.28Early careers and apprenticeships.28External talent-skills-based hiring.30International talent.30Conclusion.31To secure skill

6、s we need to look externally and internally.313 Future Skills Report 2025Jump to contentsForeword Signs of positive progress on skills.Lets keep up the momentum.The UKs financial services sector is at a pivotal moment.In todays rapidly evolving business environment,organisations face significant cha