WEF_Future_of_Jobs_2023

Skill outlook

(^96) keillss mRoilslti pnrigor (^) itsizeRdil flo fr orecskuillisng and upskilling in the next ıve years (share of organizations surveyed)
Skills, knowledge and abilities Attitudes Global aYerage
Creative thinking^47 %
AI and big data^46 %
Analytical thinking^44 %
Resilience, IJexibility and agility^43 %
Leadership and social inIJuence^37 %
Empathy and active listening^29 %
Design and user experience^27 %
Talent management^27 %
Environmental stewardship^27 %
Curiosity and lifelong learning^25 %
:R 6 killis lrle sTutiaredb iblyit thye workforce that are expected to remain the same (share of all skills
reTuired)

%

Global %

TTyrpaeisn oifn trgain (^) itnyg ppreioritized by organizations surveyed for future reskilling and upskilling (share of organizations
surveyed)
17 % 2 % 2 % 12 % 12 %
ROLES REGION GLOBAL
Employer-sponsored apprenticeships^17 %^1 %
Internal training departments^26 %^2 %
Licensed training from professional associations^9 %^13 %
On-the-Mob training and coaching^23 %^2 %
Private-sector online-learning platforms^12 %^12 %
8 niversities and other educational institutions^12 %^1 %
T 3 rreafeirnreidn sgou (^) rfcuesn odf ifunngding for training, upskilling and reskilling efforts (share of organizations surveyed)
REGION GLOBAL
Co-funding across the industry 11 % 16 %
Free-of-cost training 27 % 28 %
Funded by government 13 % 22 %
Funded by my organi]ation 88 % 87 %
Public-private hybrid funding 29 % 24 %
:orkIorFe VtrDteJ\ outlook
T(xapelectnedt cohuantgleo oin Rtal (^) einnt (^) availability, development and retention in the next ıve years (share of organizations
surveyed)
,PproYing :orsening Global aYerage Global aYerage
Talent availability when hiring
42 % -^100 % +^100 % 37 %
Talent development of existing workforce
5 % -^100 % +^100 % 81 %
Talent retention of existing workforce
20 % -^100 % +^100 % 56 %
)Toup psriacneticesss w pithr athec gtriceateess (^) t tpoot (^) einmtialp troo imvpero tvea tlaleennt tav aaivlabaiillitay (bshilaritey of organizations surveyed)
IN'USTR< GLOBAL

1. Improve talent progression and promotion processes^53 % %


2. Oijer higher wages^31 %^3 %


3. Better articulate business purpose and impact^31 %^2 %
   . Ocoijuenr^ tmrieosre^ remote^ and^ hybrid^ work^ opportunities^ within^27 %^21 %
   . Provide eijective reskilling and upskilling^26 %^3 %


4. Support employee health and well-being^23 %^1 %
   . Improve people-and-culture metrics and reporting^20 %^1 %
   . Improve internal-communication strategy^18 %^1 %
   . Mproogreram^ divmeressity,^ eTuity^ and^ inclusion^ policies^ and^17 %^1 %
   1  Tapping into diverse talent pools^10 %^1 %
   K0oesyt c comommonp coomnpeonntenst (^) so off '+(,, p (^0) ro pgrramogmersa m(sharmee osf organizations surveyed)
   REGION GLOBAL


5. Run comprehensive DEI training for managers^46 % ^2 %


6. Evinrtabuall es^ ipnacesclusion^ and^ accessibility^ across^ physical^ and^44 %^33 %


7. Run comprehensive DEI training for staij^42 %^36 %
   . SreeTt^ uDireEmI^ geonaltss,^ targets^ or^ Tuotas^ that^ exceed^ public^33 %^26 %
   . Ecmhaibned^ DEI^ goals^ and^ solutions^ across^ the^ supply^30 %^23 %
   :h(sharaer oef oorgfan cizoatimonps asunrvieeysed (^) )^ith +, 0 7 rograms %
   Global %
   Region Profile  / 2
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