Kazakhstan has risen to 20th place in the global IMD World Talent Ranking in terms of investment in human capital. The financial sector plays a significant role in corporate training: large banks have actively begun using machine learning algorithms to assess competencies and prevent team burnout.
What happened
Over the past four years, Kazakhstan has climbed 19 positions in the Investment & Development block of the global talent ranking. According to a Ranking.kz review, the country ranked 11th in the world in the specific Employee training indicator, overtaking the UK, Japan, and Singapore.
The high assessment by international analysts coincided with the results of the local “HR Brand Award Central Asia 2025” competition. The main awards were taken by financial and technological companies that have moved personnel management into a digital environment.
Country and market
The banking sector acts as the driver of HR digitalization in Kazakhstan. Halyk Bank received two awards at once for projects at the intersection of human resources management and artificial intelligence.
The bank has transitioned to a skill-based approach: AI and digital analytics assess employee competencies to form personalized development recommendations. Over 90% of the staff have already undergone this procedure. The second project is aimed at preventing professional burnout. A special ML model analyzes more than 120 parameters of work behavior. If the algorithm detects critical changes, the system sends a notification to the manager to take preventive measures.
Technological HR solutions are also being tested by other players in the region. Kazakhstan’s KMF Bank launched a digital AI mentor, AiDana, while Uzbekistan’s ANOR BANK and Click were recognized for internal digital transformation and the development of team projects.
Why it matters
The financial sector is turning personnel management into a precise mathematical task, where predictive analytics helps identify team fatigue in advance and plan career tracks more accurately. Competition for talent in Central Asia is growing, and classical methods of specialist development are no longer sufficient.
What’s next
Major players will continue to automate HR processes. A logical next step could be the expansion of AI competency assessment to the initial scoring of candidates during mass hiring.