In a context where major transformations are reshaping the world of work under the combined effect of technological developments, new employee expectations, and the need to adapt HR models to these changes, Cigref is publishing a new MEMO entitled ‘Equipping organisations for future skills development over the next 10 years’.
The aim of this note is to share how Cigref member organisations, large companies and public administrations are currently preparing their digital sectors for skills changes by 2035.
This document is a continuation of the work carried out over several years by our association to anticipate digital skills needs and support IT departments in their HR strategies.
Ce rapport est disponible en français (French version).
Anticipating skills changes: a strategic and human imperative
Organisations today face dual pressure: strategic and operational. The acceleration of technological innovations – generative and agentic AI, cloud, cybersecurity, automation – is redefining jobs and skills. At the same time, longer careers and the coexistence of several generations within companies are posing unprecedented challenges.
Once considered an adjustment variable, skills are now recognised as a lever for stability and resilience in a constantly changing environment.
Meeting HR needs for the next 10 years
The Skills Needs Trend Barometer, conducted by Cigref since 2023, highlighted the need to broaden the planning horizon in 2025. While many organisations were already planning 3-5 years ahead, several of them are now looking 10 years ahead.
The objective is clear: to internalise critical skills, develop and nurture talent internally, while strengthening strategies to attract and integrate new profiles.
A combined approach: short term and long term
This NIAC highlights the concrete steps taken by large companies and public administrations:
- Developing talent internally through personalised plans, certification modules and tailored training programmes.
- Promoting intergenerational transmission and engagement, which are essential in organisations that are becoming learning and inclusive.
- Attracting and integrating new talent, drawing on innovative HR practices.
- Supporting organisational change to foster buy-in and strengthen resilience.
- Move from anticipating HR needs 3 to 5 years in advance to forecasting 10 years ahead.
Conclusion: towards learning and inclusive organisations
Cigref member organisations are demonstrating inventiveness in preparing their digital sectors for the challenges of tomorrow. Anticipating skills is not just a question of professions, but raises profound questions about the place of work and human-machine relationships in society.
With this new MEMO, Cigref offers its members and the digital ecosystem a framework for understanding and levers for action to collectively prepare for the transformations of the next ten years.
Our thanks go to Renaud BLECH, Chief Digital Officer & CIO of NAVAL GROUP, who led this work, as well as to all the participants in this year’s HR-IT circle.
Cigref would also like to express its sincere gratitude to the following individuals for their rich and stimulating contributions to the working group’s discussions:
- Élise CRISPIN, Manager of Engagement, Skills and HR Transformation at Crédit Agricole.
- Geoffrey CHEVALIER, HR at EDF;
- Michel PEPINO, Chief Information Officer at VIRBAC;
- Thierry VANHAVERBEKE, Director of Data & AI Transformation at Air France KLM.
This note was written by Marine de Sury, Mission Director at Cigref.