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^26 % 
Engagement skills^8 % 
Management skills^12 % 
Physical abilities^3 % 
Technology skills^16 % 
Ethics^6 % 
Self-eĴcacy^20 % 
Working with others^9 % 
(^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^77 %
Leadership and social inIJuence^53 %
Empathy and active listening^35 %
Resilience, IJexibility and agility^35 %
Technological literacy^35 %
AI and big data^29 %
Environmental stewardship^29 %
Resource management and operations^29 %
Talent management^29 %
Curiosity and lifelong learning^24 %
: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^12 %^16 %
Free-of-cost training^18 %^28 %
Funded by government^6 %^22 %
Funded by my organi]ation^100 %^87 %
Public-private hybrid funding^29 %^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
41 % -^100 % +^100 % 35 %
Talent development of existing workforce
6 % -^100 % +^100 % 82 %
Talent retention of existing workforce
29 % -^100 % +^100 % 35 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
ECONOMY G/ 2 %$/
. Improve talent progression and promotion processes^47 % 
. Provide eijective reskilling and upskilling^47 % 
. Better articulate business purpose and impact^35 % 
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^35 % 
. Oijer higher wages^29 % 
. Support employee health and well-being^29 % 
. Tapping into diverse talent pools^18 % 
. Improve internal-communication strategy^12 % 
. Improve working hours and overtime^12 % 
. Rhierinmgove^ degree^ reTuirements^ and^ conduct^ skills-based^12 % 
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
ECONOMY G/ 2 %$/
. Run comprehensive DEI training for managers^65 % 
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^59 % 
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^59 % 
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^47 % 
. Run comprehensive DEI training for staij^47 % 
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms 88 %
Global %
Economy Profile  / 2
Hong Kong SAR, China
Working Age Population (Millions)
5. 9