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^24 % 
Engagement skills^6 % 
Management skills^12 % 
Physical abilities^2 % 
Technology skills^15 % 
Ethics^2 % 
Self-eĴcacy^26 % 
Working with others^14 % 
(^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^58 %
Leadership and social inIJuence^54 %
Curiosity and lifelong learning^46 %
Resilience, IJexibility and agility^46 %
AI and big data^38 %
Technological literacy^38 %
Motivation and self-awareness^29 %
Creative thinking^21 %
Design and user experience^21 %
Empathy and active listening^21 %
: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^13 %^16 %
Free-of-cost training^42 %^28 %
Funded by government^17 %^22 %
Funded by my organi]ation^96 %^87 %
Public-private hybrid funding^21 %^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
71 % -^100 % +^100 % 17 %
Talent development of existing workforce
8 % -^100 % +^100 % 67 %
Talent retention of existing workforce
33 % -^100 % +^100 % 54 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
ECONOMY G/ 2 %$/
. Improve talent progression and promotion processes^63 % 
. Provide eijective reskilling and upskilling^50 % 
. Improve working hours and overtime^25 % 
. Oijer higher wages^25 % 
. Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^25 % 
. Improve people-and-culture metrics and reporting^21 % 
. Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^21 % 
. Support employee health and well-being^21 % 
. Better articulate business purpose and impact^13 % 
. Oijer more remote work across national borders^13 % 
K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
ECONOMY G/ 2 %$/
. Run comprehensive DEI training for managers^59 % 
. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^41 % 
. Run comprehensive DEI training for staij^41 % 
. SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^41 % 
. Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^32 % 
. Set up Employee Representation Groups^32 % 
:h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
Global %
Economy Profile  / 2
Sweden
Working Age Population (Millions)
7. 3