Developing a resilient workforce: Public and private sector strategies for continuous people development and meaningful jobs

In today’s rapidly changing world, investing in continuous people development and creating meaningful jobs is crucial for building a modern and resilient society. As organizations and economies face challenges, such as demographic shifts, climate change or exponential technology advancements, the need for a skilled, adaptable and resilient workforce has never been more pressing. This article explores how the public and private sectors can invest in continuous people development and meaningful jobs, drawing on Zurich’s holistic approach to People Sustainability, which focuses on empowering employees to build skills for the future and thrive in the workplace.

Continuous people development is essential for addressing some of the biggest issues in the world today. According to the World Economic Forum, the Fourth Industrial Revolution is transforming industries and creating new job opportunities, but it also poses a risk of job displacement. According to The Future of Jobs Report 2025, 170 million jobs are projected to be created and 92 million jobs to be displaced by 2030, mainly driven by technological advancements, green transition and sustainability and demographic and socioeconomic shifts. Investing in continuous people development, from young adults to mature workers, ensures that individuals are prepared and have the skills needed to navigate these changes, while contributing to economic growth and societal well-being. In fact, the Forum predicts the top skills for 2030 to be resilience, flexibility and agility, analytical thinking, curiosity and lifelong learning, in addition to AI and technological literacy.

Governments play a pivotal role in providing relevant, quality education and training programmes that equip individuals with the skills needed for the modern workforce. This includes investing in STEM (Science, Technology, Engineering and Mathematics) education, vocational training and lifelong learning initiatives. For example, countries like Switzerland and Germany have successfully implemented dual education systems that combine classroom learning with hands-on work experience.

Academia can support this further with relevant study outcomes and continuously adapting their offerings to reduce the skills gap. According to the Forum, 39% of workers’ core skills are expected to change by 2030. The change reflects significant but stabilizing disruption in skills due to the accelerated adoption of digital tools, AI and other frontier technologies.

Public policies can create an enabling environment for continuous people development. Governments can offer tax incentives and subsidies to companies that invest in employee training and development. These incentives encourage businesses to prioritize workforce development without imposing additional bureaucratic burdens. While inclusive labour market policies, such as anti-discrimination laws and gender equality initiatives, are important, their implementation can vary globally. Therefore, focusing on incentives may provide a more universally applicable approach to enhancing job quality and accessibility.

Collaboration between the public and private sectors can amplify the impact of human capital investments. Public-private partnerships can facilitate the sharing of resources, expertise and best practices, closing skills gaps in high-demand areas like AI, green technology and healthcare. For instance, the Singapore SkillsFuture initiative is a national movement that encourages individuals, employers and the government to take collective responsibility for continuous learning and skills development. Other examples include the Global Alliance for Youth, where more than 25 multinationals work with the World Economic Forum, the International Labour Organization, The World Bank, Global Apprenticeship Network (GAN) and UNESCO to foster youth employability and Junior Achievement (JA) Worldwide, which promotes immersive learning in entrepreneurship, work readiness and financial health to more than 17 million students worldwide each year.

It is in companies’ own interest to invest in the continuous development of their employees. According to the Forum, 59% of workers will require reskilling by 2030. Zurich prioritizes internal career development through initiatives like MyJourney, a platform that helps employees assess and develop their skills. There is also the My70Percent programme, which supports short-term assignments in different business areas to build new skills and enhance on-the-job learning, which can also be offered virtually or in a hybrid mix. Employees are also encouraged to volunteer to give back to their communities not only for the societal benefits but also to further build their skills.

A diverse and inclusive workplace fosters innovation, creativity and belonging, creating loyal employees. The broadening of working-age populations requires new approaches, such as providing targeted training and job placement services for older workers, youth and women. Zurich is committed to diversity, equity and inclusion, exemplified by its focus on more gender-balanced leadership teams and equity in pay. Employee-led resource groups contribute to building an inclusive work environment through awareness and education. Another example is ‘This is Us. This is Me’, an initiative from Zurich Ireland that creates a safe space for employees from diverse backgrounds engaging in discussions and shaping an inclusive environment where authenticity is key. In Switzerland, Zurich established a programme with public authorities to hire people with disabilities or returning from long-term sickness; and its cooperation with Athletes Network opens doors for active and retiring athletes to enter the workforce. These are just a few examples, highlighting that such efforts not only create high employee engagement but also attract a wider and more diverse talent pool.

Supporting the holistic health of employees is crucial for building a resilient workforce. Zurich’s People Sustainability aspiration includes creating awareness and offering resources that promote physical, mental, social and financial health. This approach ensures that employees are not only skilled but also resilient and adaptable. According to the global 2024 Well-being Diagnostic Survey, employees expect considerably more support from their employer regarding their financial well-being. Such investments pay off as organizations that are highly effective in this area tend to achieve better financial outcomes.

Continuous people development can only be successful if it fosters a growth mindset among employees. This is particularly relevant when it comes to AI and emerging technologies. Contrary to the common fear of AI taking away jobs, the reality is that there will be a shortage of labour, making it essential to utilize technology to enable employees to focus on meaningful work. Employers should support employees in developing the necessary skills and mindset to thrive amid rapid technological change. This includes training on leveraging AI tools and technologies to enhance productivity and innovation. With Z.Lab, we have deployed group learning formats in Switzerland, Austria and at Zurich Santander, where employees collectively reflect on trends and emerging technologies, identify essential future skills and seamlessly integrate action into team and individual development programmes. In Italy, our Generation programme offers unemployed young adults a free 18-week training programme with many of them becoming full-time employees, helping bring digital skills and modern ways of working to all generations.

Zurich’s investment in employees has yielded significant results. Employee engagement exceeded the Global Finance and Insurance Norm by 4% and is even above the High Performance Norm according to the 2024 Employee Experience Survey, while voluntary turnover decreased even further. Our focus on continuous learning and development has enabled us to fill 73.4% of vacancies through internal hiring, demonstrating the effectiveness of an ‘internal first’ approach.

Furthermore, our commitment as an employer has been recognized externally. In 2024, the Group received the Forbes World’s Best Workplaces award and several of our countries continue to receive Top Employer, Great Place to Work, Equity, Diversity, and Gender Equality (EDGE), or other certifications and awards. This validates employees’ high levels of engagement and commitment to Zurich as an employer, which positively impacts customer satisfaction and business performance.

Investing in continuous people development and creating meaningful jobs is essential for building a modern and resilient society. Both the public and private sectors have crucial roles to play. Governments must provide relevant and quality education and training, adapted at pace to external trends and developments, create supportive policy frameworks and foster public-private partnerships. Companies, on the other hand, should invest in employee development and create resilient and inclusive work environments.

At Zurich, we have seen firsthand the benefits of prioritising People Sustainability. Our approach has not only enhanced our business performance but also contributed to the personal and professional growth of our people. We encourage other organizations to make People Sustainability a priority and take proactive steps to invest in their workforce.

Now is the time to prioritise continuous people development, helping employees adapt to our changing world of work. By doing so, we can create a brighter future together, where individuals, businesses and society at large can thrive.