WEF_Future_of_Jobs_2023

6 kill outlook

C 6 koillsr ene (^) esdRedil ltos perform well in key, stable roles within the company (share of organizations surveyed)
Skills, knowledge and abilities $ttitudes
2    2   2
ECONOMY G/ 2 %$/
Cognitive skills^25 % 
Engagement skills^7 % 
Management skills^14 % 
Physical abilities^3 % 
Technology skills^16 % 
Ethics^2 % 
Self-eĴcacy^21 % 
Working with others^12 % 
(^96) keillss mRoilslti pnrigor (^) itsizeRdil flo fr orecskuillisng and upskilling in the next ıve years (share of organizations surveyed)
Skills, knowledge and abilities $ttitudes Global average
Analytical thinking^59 %
AI and big data^53 %
Leadership and social inIJuence^53 %
Curiosity and lifelong learning^29 %
Resilience, IJexibility and agility^29 %
Programming^24 %
4 uality control^24 %
Technological literacy^24 %
Creative thinking^18 %
Design and user experience^18 %
Empathy and active listening^18 %
:R 6 killis lrle sTutiaredb iblyit thye workforce that are expected to remain the same (share of all skills
reTuired)

%

Global %

T 3 rreafeirnreidn sgou (^) rfcuesn odf ifunngding for training, upskilling and reskilling efforts (share of organizations surveyed)
ECONOMY GLOBAL
Co-funding across the industry 40 % 16 %
Free-of-cost training 40 % 28 %
Funded by government 25 % 22 %
Funded by my organi]ation 100 % 87 %
Public-private hybrid funding 25 % 24 %
:orkIorce strateJ\ outlook
T(xapelectnedt cohuantgleo oin Rtal (^) einnt (^) availability, development and retention in the next ıve years (share of organizations
surveyed)
,mproving :orsening Global average Global average
Talent availability when hiring
43 % -^100 % +^100 % 24 %
Talent development of existing workforce
5 % -^100 % +^100 % 67 %
Talent retention of existing workforce
24 % -^100 % +^100 % 43 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
ECONOMY G/ 2 %$/
. Improve talent progression and promotion processes^52 % 
. Oijer higher wages^38 % 
. Provide eijective reskilling and upskilling^33 % 
. Improve people-and-culture metrics and reporting^29 % 
. Better articulate business purpose and impact^24 % 
. Improve internal-communication strategy^24 % 
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^24 % 
. Support employee health and well-being^19 % 
. Improve working hours and overtime^14 % 
. Oijer more remote work across national borders^14 % 
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
ECONOMY G/ 2 %$/
. Run comprehensive DEI training for managers^55 % 
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^40 % 
. Run comprehensive DEI training for staij^40 % 
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^40 % 
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^35 % 
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
Global %
Economy Profile  / 2
)inOand
Working Age Population (Millions)