How can Luxembourg continue to attract talent against a backdrop of growing skills needs?
Muriel Morbé: Luxembourg faces a structural challenge: by 2040, 335,000 new recruits will be needed to offset retirements and support the economy’s growth. These needs exceed the capacity of the local market alone.
Attracting international talent and cross-border workers remains a key driver for sustaining the country’s competitiveness and development. Indeed, Luxembourg continues to attract talent, as evidenced by a net migration figure of 7,844 people in 2025, but there is significant movement, with 24,985 arrivals against 17,141 departures. This trend serves as a reminder that attractiveness is not measured solely by the ability to attract new talent: it also depends on the ability to create favourable conditions for them to settle and integrate sustainably in Luxembourg.
It is in this spirit that initiatives such as “Work in Luxembourg” and the Talent Desk at the Chamber of Commerce have been established, supporting international talent, their families and businesses at every stage of international mobility and the integration process. The aim is to facilitate the settlement of international talent in Luxembourg and to support the procedures involved in international recruitment.
Beyond simply attracting talent, meeting future needs also involves developing the skills already present in the labour market. Luxembourg has significant potential that needs to be harnessed and developed.
The challenge is therefore to act simultaneously on two complementary fronts: attracting new talent and investing in the development of the skills already present within organisations.
Why are upskilling and reskilling becoming essential?
MM: Businesses operate in an environment where needs are changing rapidly. Artificial intelligence, digitalisation, sustainability, cyber security and regulatory changes are transforming professional practices and the skills required.
In the Economic Barometer published by the Chamber of Commerce in the second half of 2025, 55 per cent of business leaders identified the shortage of skilled labour as a major challenge for 2026. This confirms that the issue of skills is no longer a peripheral concern. It directly affects companies’ ability to grow, adapt and sustain their operations.
Upskilling helps to strengthen and update the skills already utilised within the organisation. Reskilling supports more significant changes, opening up new opportunities for staff when needs change.
These two approaches do not replace recruitment; they complement it. They enable organisations to make better use of available talent, support internal mobility and develop more sustainable solutions to their needs.
How does skills development contribute to talent retention?
MM: Employees’ expectations have changed. Pay and working conditions remain important, but they are no longer always enough to foster long-term engagement. Talented individuals are also looking for prospects, a sense of purpose, recognition and the opportunity for progression. The Workmonitor 2025 confirms this: 77 per cent of respondents state that training and development are important to them, whether in their current role or when looking for a new job.
Continuous professional development meets this expectation when it is designed as a journey. It enables everyone to better understand changes in their professional environment, to boost their confidence and to envisage their future within the organisation.
It is also a driver of internal mobility. When an organisation gives its staff the means to develop, it reduces the risk of talent moving elsewhere. It creates a stronger link between individual aspirations and collective needs.
Managers play a vital role in this process. They are closest to the teams. They can identify needs, encourage learning and support the application of skills in day-to-day work.
What role does the House of Training play in this process?
MM: The House of Training was set up 10 years ago by the Chamber of Commerce and the ABBL with a clear mission: to anticipate, support, advise and train. This mission takes on particular importance in a context where skills are becoming a key factor in competitiveness.
Our role is to transform the needs identified on the ground into concrete and tailored training programmes. To do this, we draw on the strength of our ecosystem: businesses, professional federations and associations, advisory committees, field studies and expert trainers.
This close connection enables us to remain in touch with economic and sector-specific realities. It helps us to develop practical solutions that can be directly implemented by businesses and their staff.
Continuing professional development enables the transition from identifying a need to taking concrete action. It helps businesses anticipate change, support their teams and sustainably strengthen their competitiveness.
Access to training also remains a key challenge. Co-funding mechanisms play a vital role, particularly for SMEs, the self-employed, older workers and critical skills such as artificial intelligence or digital technology.
The challenge today is to better coordinate recruitment, onboarding, skills development and staff retention. Only then will Luxembourg be able to meet its talent needs in the long term.