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 $ttitudes
2   2  2   2
ECONOMY G/ 2 %$/
Cognitive skills^24 % 
Engagement skills^6 % 
Management skills^12 % 
Physical abilities^2 % 
Technology skills^18 % 
Ethics^3 % 
Self-eĴcacy^24 % 
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^54 %
AI and big data^46 %
Resilience, IJexibility and agility^42 %
Creative thinking^38 %
Leadership and social inIJuence^36 %
Curiosity and lifelong learning^33 %
Technological literacy^28 %
Design and user experience^27 %
Service orientation and customer service^24 %
Empathy and active listening^22 %
: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^14 %^16 %
Free-of-cost training^25 %^28 %
Funded by government^18 %^22 %
Funded by my organi]ation^97 %^87 %
Public-private hybrid funding^19 %^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
39 % -^100 % +^100 % 34 %
Talent development of existing workforce
4 % -^100 % +^100 % 80 %
Talent retention of existing workforce
23 % -^100 % +^100 % 45 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
ECONOMY G/ 2 %$/
. Improve talent progression and promotion processes^51 % 
. Provide eijective reskilling and upskilling^36 % 
. Better articulate business purpose and impact^28 % 
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^28 % 
. Support employee health and well-being^25 % 
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^24 % 
. Oijer higher wages^23 % 
. Improve people-and-culture metrics and reporting^20 % 
. Tapping into diverse talent pools^18 % 
 Improve internal-communication strategy^13 % 
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
ECONOMY G/ 2 %$/
. Run comprehensive DEI training for managers^60 % 
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^49 % 
. Run comprehensive DEI training for staij^49 % 
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^47 % 
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^33 % 
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
Global %
Economy Profile  / 2
,ndia
Working Age Population (Millions)