Top 10 in-demand job skills for managers for 2025

The top 10 in-demand job skills for 2025 list reported by World Economic Forum (WEF) is outdated.

There are new job skills employers are looking for and we present them in this article.

The world is changing at a breakneck pace. New technologies are disrupting industries, different generations with different values are working together in the same office and people are using new ways to communicate and express themselves.

The workplace is not the same as it was two years ago, let alone five or ten. Leadership and people management are today at a crossroads (see our piece on quiet quitting) and the skills employers are looking for in new hires are changing almost every year.

That’s why we believe the list of top 10 in-demand job skills for 2025 that the World Economic Forum published two years ago needs updating.

The Top 10 in-demand job skills for 2025 before the Great Resignation

Every year, the World Economic Forum publishes the Future of Jobs report which showcases various highly useful statistics and data including the top skills required for jobs five years in the future.

Here are the WEF’s recommendations for 2025:

Analytical thinking and innovation
Active learning and learning strategies
Complex problem solving
Critical thinking and analysis
Creativity, originality and initiative
Leadership and social influence
Technology use, monitoring and control
Technology design and programming
Resilience, stress tolerance and flexibility
Reasoning, problem solving and ideation

The problem with the latest report of the forum is that it was published before the Great Resignation and its impact on the global workforce, which began in early 2021. It’s 2022 and the business environment is struggling with a new trend: Quiet Quitting.

Both the Great Resignation and Quiet Quitting are symptoms of the same problem: lack of leadership. It’s not that before the pandemic employees didn’t have leadership. They had. But in today’s world, a world of work-from-home, work-from-everywhere, with a healthier work-life balance, a new type of leadership is required.

The type of leadership Future of Work Strategy Expert @London Business School and BRAND MINDS 2023 speaker Lynda Gratton writes about in her article for Harvard Business Review, Managers can’t do it all.

The Top 10 in-demand job skills for 2025 after the Great Resignation + Quiet Quitting, for managers

What are employees looking for in their job roles?

Values alignment. Millennials and Generation Z are now the largest segments in the workplace. What countless surveys and reports have found was that the members of both generations are seeking jobs in mission-driven companies whose values align with their own. When companies fail to live up to their own values and the employees’ expectations, the employees will take it to the street with protests and call-outs. And I give just two examples: the Google walkouts in 2018, and more recently, the pressure employees and customers have put on brands still doing business in Russia.

Flexible work schedules. Millennials with families expect their jobs to provide them with a healthy work-life balance where they can spend quality time with their children and spouses. Nearly 1 in 5 Gen Z’ers want to run their own business, and the vast majority of them have one pet hobby they would like to nurture and manage so flexible work schedules are important for them too.

Professional growth & development opportunities. No one wants to do the same job for years and then retire. Employees want to grow as professionals and advance in their careers. They expect employers to provide them with on-site training or offer a training allowance they can use to develop their skills further. According to LinkedIn statistics, Gen Z learners watched 50% more hours of educational content on LinkedIn. Improve my skills to improve your company.

Opinion heard and Initiative welcomed. There is no bigger satisfaction than working in an environment where your opinion is heard, your input is valued and you are expected and encouraged to improve how the company is doing email marketing, or customer service or product design. When you see how your work contributes to the organization’s larger purpose, it’s the best feeling.

What skills are managers expected to acquire or develop?

Performance development. Managers need to shift from performance management to performance development. It’s not enough to monitor and assess performance, they need to support employees in developing their skills which leads to increased performance.

Communication, Empathy and emotional support. Gallup recommends that managers have one meaningful conversation per week with each team member — 15-30 minutes. They found this helps employees reduce disengagement and burnout.

S-curve employee learning management. The S learning curve strategy is a great framework to build a winning team and a highly efficient tool for employee development. This framework is the essence of professional development for employees at every stage of their careers. The manager identifies any skills gap the employee needs to close.

Diversity and inclusion management. Generation Z is the most diverse generation we have ever seen. Managing and nurturing the development of these workers needs to align with the company’s business goals and the development needs of other generations working together in the same office.

Top 10 required job skills for managers for 2025, BRAND MINDS edition

  1. Performance development
  2. Peer-to-peer and team coaching
  3. S-learning curve management
  4. Communication, Empathy and emotional support
  5. Employee growth culture
  6. Engagement and retaining
  7. Retraining and career coaching
  8. Diversity and inclusion support
  9. Skills gap anticipation
  10. Agility


Your employees are quiet quitting. How to stop quiet quitting in your company.

Gallup: Globally, 79% of employees are either not engaged or are actively disengaged at work

I’m sure you’ve heard the term quiet quitting by now, it has been popping out in the media and on our social media feeds since the beginning of this year’s summer.

On TikTok especially there are over 140 million views of #quietquitting videos at the time of writing.

Quiet quitting refers to employees doing the work that is in their job description and not going above and beyond for their employer as they have done previously.

Source: Gallup

The various meanings of quiet quitting

Some creators are talking about “Act your wage, ” a slogan that has been gaining momentum lately. It’s a creative wordplay that links the lack of going above and beyond to the amount written on the paycheck. It’s worth noting that managers are quiet quitting too with only 1 in 3 managers being engaged at work (source).

Other creators explain the quiet quitting trend by rejecting burnout, finding a healthy work/life balance and saying that they are no longer “subscribing to the hustle culture mentality that work has to be your life”.

Survey reports show that this trend has been growing especially among Gen-Z employees with polls on LinkedIn showing that quiet quitting is a strong indicator for employees eventually leaving the company and joining the Great Resignation, the trend that’s been sweeping the world for the past two years.

In my opinion, quiet quitting takes on different meanings depending on the industry and the job’s specifics. For some professionals it’s not about staying late, working weekends or taking on work that is not in their job descriptions – unpaid work. This is not what is happening.

How quiet quitting is hurting employers

It’s about losing the enthusiasm of being part of a greater mission, of knowing your work has a higher meaning and your contribution is appreciated. It’s about not offering solutions, not taking the initiative and coming up with fresh ideas on how to achieve business goals.

It’s about being passive and a Yes man. It’s about giving up and not caring if the business fails or succeeds. And it’s more dangerous for the employer because creativity and innovation stem from being proactive and saying what if we do this or I’ve been thinking about a new way to delight our customers or the x trend is coming, we need to prepare for it or I have an amazing idea for our next marketing campaign.

When you hear crickets at the next team meeting, know that your employees are quiet quitting and you are in the middle of a burning house.

But there’s still time to put out the fire.


Why quiet quitting is especially high among Gen Z employees and why employers should pay attention

The latest piece on quiet quitting doing the rounds on social media is this opinion article where the author says employees are not quiet quitting, they are in fact working and suggests we use a new term: work for grown-ups.

The author says that both employers and employees should see the job as a “contractual relationship of mutual respect and clearly defined obligations “ and nothing more. And that employers shouldn’t concern themselves with whether or not employees “love them”, their work has a purpose, that all they need to know in terms of engagement is if they think their work is harming their health, if they have a “decent line manager” and if they think they’re paid fairly.

My thoughts reading this were that the author is oblivious to key traits of employees in Gen Z who will make up 27% of the workforce by 2025 in OECD countries.

And also that we’re soooo past “decent line manager”. It’s not the 80s anymore!

I’ll mention just 3 traits influencing Gen Z’s outlook on work-life:

They want to work for a company that fits their values
Work-life balance and diversity in the workplace are paramount
They are expecting opportunities to learn and grow from the employer

Gen Z is influencing the future of work for everyone in the workforce (Are you concerned about how the future of work influences your workforce? Check this out!).

Now replace “loving” the company with having shared values, “harming their health” with having a healthy work/life balance and the “decent line manager” with a manager actively invested in their professional growth and we have a view closer to reality as employers.

How to stop quiet quitting in your company

The solution is to raise engagement.

HRs have been traditionally tasked with employee engagement.

Among Gallup’s findings shared in its 2022 report on employee engagement, one fact stands out:

Employee engagement is not HR’s job; it’s the manager’s. 

Because the manager assigns the tasks to team members and knows the workload of every one of them, what are their strengths, what are they struggling with at work and their life outside of work.

The cause and the solution of quiet quitting is leadership. It’s time for people leading people. 

How should managers nurture and maintain employee engagement?

Through ongoing coaching conversations with employees.

Here are Gallup’s recommendations:

Managers must see engagement as one of their primary responsibilities;
Managers must have one meaningful conversation per week with each team member — 15-30 minutes, to help employees reduce disengagement and burnout;
Employees must see how their work contributes to the organization’s larger purpose;
Managers need to create accountability for individual performance, team collaboration and customer value.

Gallup: 12 elements of employee engagement that predict high team performance in critical business outcomes including retention, productivity, safety, sales and revenue

Source: Gallup’s Building a High-Development Culture Through Your Employee Engagement Strategy Report

Future of Work Strategy Expert @London Business School LYNDA GRATTON: Focus on your managers

Lynda Gratton is an award-winning Professor of Management Practice at the London Business School.

She designed the ‘Human Resource Strategy in Transforming Companies’ programme and has since led it for over 20 years. The programme is considered one of the world’s leading programmes on people and organisations.

Lynda Gratton has chaired the World Economic Forum Council on Leadership and is currently co-chair of the World Economic Forum Global Future Council on Work, Wages and Job Creation.

In her latest article for Harvard Business Review published in the March-April 2022 issue of the magazine, she stated the following findings:

75% of employees reported that the most stressful aspect of their jobs was their immediate boss
weekly one-to-ones with managers during uncertain times have amazing results:

54% increase in engagement,
31% increase in productivity,
15% decrease in burnout,
16% decrease in depression among employees

As the saying goes, people join companies and leave their managers.{…} Having good relationships with their managers is the top factor in employees’ job satisfaction, which in turn is the second-most-important determinant of their overall well-being.

Lynda Gratton

Managers’ role needs to change from traditional, performance management, to what today’s and tomorrow’s workforce needs, performance development.

Are you an employer? Now is the time to develop your managers’ leadership skills!

BRAND MINDS 2023 is the best business event for your managers.

Your team leaders will learn new strategies to grow employee retention and engagement from Future of Work Strategy Expert Lynda Gratton.


Human Resources managers who have sent their managers and teams to past editions of BRAND MINDS have noticed a significant increase in employee engagement and motivation.

The participants’ feedback is that BRAND MINDS is a great reward for their hard work and the acknowledgement that their employer cares for their professional growth and development.

Send your team to BRAND MINDS 2023!

This is the structure of a winning team

One of the most important tasks of top executives is to make sure, in collaboration with the head of human resources, that new talent comes into the company. Professionals whose skills, expertise, education and attitude help the company meet its business goals and carry out its mission.

These professionals don’t work in a bubble, isolated from each other. Given the highly dynamic profile of the business world over the last years, when digital disrupted entire industries from top to bottom and forced companies to adapt and reinvent themselves, employees need to collaborate and work in teams.

The structure of the team is of paramount importance. Who needs to be part of the team? Is it better to have seniors outnumbered by juniors? How long it takes for a junior to become a senior? How engaged and motivated continues to be the employee who reached the highest level of expertise?

The S learning curve is an efficient team development strategy

The S learning curve strategy is a great framework to build a winning team and a highly efficient tool for employee development. This framework is the essence of professional development for employees at every stage of their careers.

Created by prominent sociologist and communication specialist Everett Rogers, the S learning curve is the template for the innovation process. The curve was later developed by team performance expert and BRAND MINDS 2022 speaker Whitney Johnson to map out the stages of building the best team.

By applying the S learning curve model to the professional learning and development of the employee, we can place every employee in one of the following categories:

Fast learners

The 3 stages of employee engagement

Each employee and team member is in a different stage of the learning curve. It is the talent development specialist’s job to understand at which stage is the employee and to discover what is the next step for them and how to best help the team and the company from that place.

When the employee is at the first stage, their work is exciting and challenging. In the second stage, that of fast learners, the employee feels the work they are doing is pushing them to become better and overdeliver.

When the employee becomes an expert, the work might start to feel not as challenging and exciting as in the previous stage and it is possible for their engagement level to drop.

The solution? To go back to the first stage of the S learning curve and take on challenges of a different nature within the company, maybe in a different team or a different department – all in line with their set of skills.

The employee goes through the S learning curve in 4 years

According to the latest research on employee development, every employee goes through the S learning curve in 4 years on average.

This is a very important and necessary piece of information for recruitment and talent development professionals. Based on this knowledge, they can create development plans for various teams through which they can maintain a high level of motivation and engagement among employees.

The perfect structure of the winning team: 15% beginners, 15% experts and 70% fast learners

Contrary to what you might believe, a successful team is not comprised of experts, but fast learners because they absorb every knowledge available to them to do a stellar job.

What is the reasoning for the 15%-15%-70% team structure?

The beginners are the employees who ask questions and are highly driven to learn as much as possible. With a fresh and unbiased view of their jobs and the company, these employees can highlight aspects of the business or operational processes that the other team members have missed thus creating new opportunities for change.

As far as the experts on the team are concerned, it is recommended to cap their number to 15%. They serve the team best when they have the necessary framework to help them pass on their body of knowledge.

The fast learners are the engine of the company. They have a high level of productivity, meet their goals efficiently and push themselves and the business further.

There you have it: if you want to build the best team you need to develop every member of your team. Employee development is one of the most important elements of company culture.

Do you want to protect your company from the Great Resignation or the quiet quitting movement?

Invest in your employees, help them improve their professional skills because when they grow, your business grows.

From LinkedIn’s 2022 Global Trends Report

BRAND MINDS is the best professional development event for your team. It’s like an MBA except you don’t send your employees to eight training programs over the course of a year, and they still get the expertise of eight business leaders with a combined experience of 160 years.

One of the business leaders whose expertise is focused on high-performing teams is Lynda Gratton, Future of Work Strategy Expert @London Business School.

She is an award-winning author on the future of work and the role of corporations. As the Professor of Management Practice at the London Business School, she designed the ‘Human Resource Strategy in Transforming Companies’ programme and has since led it for over 20 years. The programme is considered one of the world’s leading programmes on people and organisations.

Join BRAND MINDS 2023 and learn from Lynda Gratton the ultimate Human Resources strategy for thriving companies.


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