# embeddings_queue

created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_210.md", "filename": "Future_of_Jobs_Report_2025_Page_210.md", "title": "Future_of_Jobs_Report_2025_Page_210", "hash": "f38b4ef75ba7dc7e2ca0bd01d1af53db", "processed_at": "2025-03-05T09:16:39.868514", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 210\n# United Arab Emirates\n\n## Contextual Indicators\n\n| Indicators |  |  |\n|---|---|---|\n| Labour force participation (2023) |  |  |\n| Vulnerable employment (2022) |  |  |\n| Share of youth not in employment, education, or training (NEET) (2023) |  |  |\n| Unemployment rate (2023) |  |  |\n| Unemployment rate among workers with basic edu. (2023) |  |  |\n| Unemployment rate among workers with advanced edu. (2023) |  |  |\n| Secondary Education Attainment (2022) | 84% | 74% |\n| Tertiary Education Attainment (2022) | 1% | 54% |\n| Ease of finding skilled employees in local labour market (2024) | 9% | 5 |\n| Fill vacancies by hiring foreign labour (2024) | 2% | 6 |\n| Country investment in mid-career training (2022) | 1% | 5 |\n\n\n\n## Jobs and Skills outlook\n\n**21%** | Global 22%\n\n*Labour-market churn*\n\n*Five-year structural labour-force churn*\n\n\n**41%** | Global 39%\n\n*Skill disruption*\n\n*Shares of core skills which will change*\n\n\n**85%** | Global 83%\n\n*Organizations with DEI priorities*\n\n*Share of organizations with DEI priorities*\n\n\n**87%** | Global 88%\n\n*AI exposure*\n\n*Share of organizations running AI programmes*\n\n\n\n## Working Age Population (Millions)\n\n9.4\n\n\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*\n\n\n| Trend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Increased efforts and investments to reduce carbon emissions |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Increased focus on labour and social issues |  |  |\n| Slower economic growth | 76% | 38% |\n| Increased restrictions to global trade and investment | 59% | 30% |\n| Increased government subsidies and industrial policy | 56% | 27% |\n| Ageing and declining working-age populations | 42% | 26% |\n| Growing working-age populations | 41% | 17% |\n| Stricter anti-trust and competition regulations | 38% | 12% |\n\n\n\n\n### Technology trends driving business transformation\n\n*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*\n\n\n| Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR...) |  |  |\n| Robots and autonomous systems |  |  |\n| Energy generation, storage and distribution |  |  |\n| New materials and composites |  |  |\n| Sensing, laser and optical technologies |  |  |\n| Semiconductors and computing technologies | 91% | 20% |\n| Satellites and space technologies | 66% | 14% |\n| Quantum and encryption | 48% | 14% |\n| Biotechnology and gene technologies | 25% | 8% |\n\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\n*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*\n\n|  | 1. Net growth | 2. Global net growth | 3. Churn |\n|---|---|---|---|\n|  | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|---|---|---|---|---|---|\n\n\n## Visual Description\n\nTwo horizontal bar charts visualizing the projected changes in roles and skills.\n\n**Chart 1: Key Roles for Business Transformation**\n\nThis chart shows the net growth, global net growth, and churn for several key roles.  AI and Machine Learning Specialists show the highest positive net growth (47), followed by Business Intelligence Analysts (22).  Data Entry Clerks show the most significant negative net growth (-27).  The chart uses bars extending to the right for growth and to the left for decline.  A darker shade within the bar represents job growth, while a lighter shade represents job displacement.\n\n**Key Insights:** Roles related to AI and data analysis are expected to grow significantly, while more traditional roles like Data Entry Clerk are expected to decline.  Job displacement (lighter shade) is a factor across all roles.\n\n\n**Chart 2: Skills of Increasing Use by 2030**\n\nThis chart compares the projected increase in use of certain skills by 2030 within the specific economy and globally.  Analytical thinking, AI and big data, and Technological literacy all show strong growth both within the economy and globally.  The chart visually represents the percentages with horizontal bars.\n\n\n**Key Insights:** The skills most in demand for the future heavily emphasize analytical thinking, technological proficiency, and expertise in areas like AI and big data.\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n| CORE SKILLS OF 2025 | Economy | Global |\n|---|---|---|\n| Analytical thinking |  |  |\n|  | AI and big data | 61% | 87% |\n|  | Technological literacy | 56% | 87% |\n|  | Networks and cybersecurity | 56% | 77% |\n|  | Creative thinking | 54% | 67% |\n|  | Leadership and social influence | 53% | 66% |\n\n\n## Future of Jobs Report 2025 210"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_21.md", "filename": "Future_of_Jobs_Report_2025_Page_21.md", "title": "Future_of_Jobs_Report_2025_Page_21", "hash": "570886204237fa63dab8b755ed563b16", "processed_at": "2025-03-05T09:16:39.868514", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 21\n# FIGURE 2.3 Job growth and decline (%), 2025-2030\n\nProjected job creation (blue) and displacement (purple) between 2025 and 2030, as a percentage of total current employment in the corresponding job role. The projected net growth or decline for each occupation over the next five years (diamonds) is calculated by subtracting total job displacement from total job creation.\n\n## Visual Description\n\nThis figure presents a horizontal bar chart showing projected job growth and decline between 2025 and 2030. The chart lists various occupations on the y-axis and percentage change in workforce on the x-axis, ranging from -50% to +100%.  Each occupation has three bars associated with it:\n\n* **Light Blue Bar (left-aligned):** Represents the percentage of *jobs created*.\n* **Purple Bar (left-aligned, overlapping blue bar):**  Represents the percentage of *jobs displaced*.\n* **Diamond Marker:** Represents the *net growth or decline*, calculated by subtracting job displacement from job creation. This marker sits on the horizontal axis, indicating the overall percentage change.\n\nThe occupations are broadly categorized and listed seemingly in descending order of net growth. At the top of the chart, roles like Big Data Specialists, FinTech Engineers, and AI and Machine Learning Specialists show substantial positive net growth. Towards the middle, roles like Chefs and Cooks, Nursing Professionals, and Media and Communication workers show moderate to small growth or decline. Towards the bottom, roles such as Data Entry Clerks, Bank Tellers, and Postal Service Clerks exhibit significant negative net growth (decline).\n\n**Key Insights:**\n\n* Technology-related roles are projected to experience significant growth.\n* Many traditional roles in areas like administration, clerical work, and some manufacturing are expected to decline.\n*  Some sectors, like education and healthcare, are expected to see relatively stable employment levels.\n\n**Data Table Representation (Approximated):**\n\nIt is difficult to give precise numerical values from this image, but the chart can be generally represented as follows. Note: \"+\" indicates growth, \"-\" indicates decline.\n\n| Occupation                                 | Jobs Created (%) (Approx.) | Jobs Displaced (%) (Approx.) | Net Growth/Decline (%) (Approx.) |\n|---------------------------------------------|-----------------------------|------------------------------|-----------------------------------|\n| Big Data Specialists                       | 80                         | 15                          | +65                             |\n| Postal Service Clerks                      | 10                         | 70                          | -60                             |\n| ...                                          | ...                         | ...                          | ...                             |\n\n\n**Legend:**\n\n* Jobs created\n* Jobs displaced\n* Net growth or decline\n\n**Note:**\n\n`1Drafters, Engineering Technicians, and Mapping Technicians; 2Farmworkers, Labourers, and Other Agricultural Workers; 3Water Transportation Workers, including Ship and Marine Cargo Workers, Controllers, and Technicians; 4Sheet and Structural Metal Workers, Moulders and Welders; 5Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products; Manufacturing, Mining, Construction, and Distribution Managers; 7Door-To-Door Sales Workers, News and Street Vendors, and Related Workers`\n\n\n**Source:**\n\nWorld Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_211.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_211.md", "filename": "Future_of_Jobs_Report_2025_Page_211.md", "title": "Future_of_Jobs_Report_2025_Page_211", "hash": "d5c0d7156c05a1707d5ef913fd5cea8e", "processed_at": "2025-03-05T09:16:39.868514", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 211\n# United Arab Emirates\n\n## Upskilling and reskilling outlook\n\n* **44** | Global 41: Would not need training by 2030\n* **28** | Global 29: Would be upskilled in their current role\n* **18** | Global 19: Would be upskilled and redeployed\n* **10** | Global 11: Would be unlikely to upskill\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task       | Human | Global | Combination | Global | Technology | Global |\n| ---------- | ----- | ----- | ----------- | ----- | --------- | ----- |\n| ALL TASKS |       |       |            |       |          |       |\n| Now       |       |       |            |       |          |       |\n|           |       |       |            | 43%  | 27%      | 31%  |\n| 2030      |       |       |            |       |          |       |\n|           |       |       |            | 48%  | 30%      | 22%  |\n|           |       |       |            | 26%  | 31%      | 43%  |\n|           |       |       |            | 33%  | 33%      | 34%  |\n\n\n## Visual Description\n\nThe bar chart shows the projected shift in task completion from \"Now\" to \"2030,\" broken down by human, combined human-technology, and technology-driven tasks. Currently, a significant portion of tasks are performed by humans, followed by a mix of humans and technology, and finally a smaller portion by technology alone.  By 2030, the projection shows an increase in tasks performed by a combination of humans and technology, while tasks performed solely by humans decrease. The share of tasks performed purely by technology also increases, albeit less dramatically than the combined approach.\n\n**Key Insights:**\n\n* A substantial shift towards human-technology collaboration is expected by 2030.\n* While automation will increase, the human element remains important, particularly in conjunction with technology.\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\n**Share of organizations surveyed expecting the barriers will hinder their organization transformation**\n\n| Barrier                                     | Economy | Global |\n| ------------------------------------------- | ------- | ----- |\n| Skills gaps in the labour market            |         | 72%   |\n|                                          |         | 63%   |\n| Organization culture and resistance to change |         | 47%   |\n|                                          |         | 46%   |\n| Inability to attract talent to the industry |         | 42%   |\n|                                          |         | 37%   |\n| Outdated or inflexible regulatory framework  |         | 34%   |\n|                                          |         | 39%   |\n| Insufficient understanding of opportunities   |         | 28%   |\n|                                          |         | 25%   |\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n* **Talent availability when hiring:** 26% (-100%) to +100% (40%)\n* **Talent development of existing workforce:** 2% (-100%) to +100% (58%)\n* **Talent retention of existing workforce:** 6% (-100%) to +100% (44%)\n\n\n## Visual Description (Talent Availability)\n\nThree horizontal bar charts depict expected talent availability changes over five years for hiring, development, and retention.  Each chart has a scale from -100% to +100%.  For hiring, the expectation is slightly positive overall. Development shows a significant positive expectation. Retention shows a moderate positive expectation.\n\n\n## Public policy\n\n### Public policies to improve talent availability\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy                                                    | Economy | Global |\n| --------------------------------------------------------- | ------- | ----- |\n| Funding for reskilling and upskilling                    |         | 63%   |\n|                                                        |         | 55%   |\n| Provision of reskilling and upskilling                    |         | 55%   |\n|                                                        |         | 52%   |\n| Flexibility on hiring and firing practices                 |         | 45%   |\n|                                                        |         | 44%   |\n| Changes to labour laws related to remote work             |         | 37%   |\n|                                                        |         | 36%   |\n| Improvements to public education systems                 |         | 37%   |\n|                                                        |         | 47%   |\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n* **Growing:** 33% Global, 52% \n* **Similar:** 8% Global, 41%\n* **Declining:** 59% Global, 8%\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **49** | Global 48: Targeted recruitment, retention and progression initiatives\n* **45** | Global 42: Set DEI goals, targets or quotas\n* **40** | Global 51: Run comprehensive DEI training for managers and staff\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **79** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **68** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **55** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization\n\n\n## Working Age Population (Millions)\n\n9.4"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_214.md", "filename": "Future_of_Jobs_Report_2025_Page_214.md", "title": "Future_of_Jobs_Report_2025_Page_214", "hash": "4eec5204d1153fb9567e5922b39075ed", "processed_at": "2025-03-05T09:16:39.869511", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 214\n# United States of America\n\n## Contextual indicators\n\n| INDICATORS | min | max |\n|---|---|---|\n| Labour force participation (2023) |  |  |\n| Vulnerable employment (2022) |  |  |\n| Share of youth not in employment, education, or training (NEET) (2023) |  |  |\n| Unemployment rate (2023) |  |  |\n| Unemployment rate among workers with basic edu. (2023) |  |  |\n| Unemployment rate among workers with advanced edu. (2023) |  |  |\n| Secondary Education Attainment (2023) | 64% | 95% |\n| Tertiary Education Attainment (2023) | 4% | 49% |\n| Ease of finding skilled employees in local labour market (2024) | 11% | 5 |\n| Fill vacancies by hiring foreign labour (2024) | 3% | 5 |\n| Country investment in mid-career training (2022) | 2% | 5 |\n\nWorking Age Population (Millions): **227.6**\n\n\n## Jobs and Skills outlook\n\n* **23%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **35%** (Global 39%): Skill disruption (Shares of core skills which will change)\n* **97%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **94%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization:\n\n| Trend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Increased efforts and investments to reduce carbon emissions |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Slower economic growth |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Ageing and declining working-age populations | 68% | 47% |\n| Increased focus on labour and social issues | 60% | 42% |\n| Increased restrictions to global trade and investment | 55% | 29% |\n| Growing working-age populations | 52% | 26% |\n| Increased government subsidies and industrial policy | 51% | 23% |\n| Stricter anti-trust and competition regulations | 49% | 20% |\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation:\n\n| Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR...) |  |  |\n| Robots and autonomous systems |  |  |\n| Energy generation, storage and distribution |  |  |\n| New materials and composites |  |  |\n| Semiconductors and computing technologies |  |  |\n| Sensing, laser and optical technologies | 94% | 23% |\n| Quantum and encryption | 64% | 19% |\n| Biotechnology and gene technologies | 41% | 15% |\n| Satellites and space technologies | 33% | 10% |\n\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):\n\n| Role | Net growth | Global net growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 142 | 82 | 142 |\n| Data Analysts and Scientists | 40 | 41 | 41 |\n| Sustainability Specialists | 34 | 33 | 34 |\n| Business Development Professionals | 14 | 19 | 15 |\n| General and Operations Managers | -2 | 4 | 11 |\n| Administrative Assistants and Executive Secretaries | -19 | -20 | 21 |\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030:\n\n| Skill | Economy | Global |\n|---|---|---|\n| Analytical thinking |  | 75% | 90% |\n| Resilience, flexibility and agility |  | 73% | 71% |\n| Leadership and social influence |  | 66% | 69% |\n| Creative thinking |  | 63% | 68% |\n| Empathy and active listening |  | 56% | 68% |\n\n\n## Visual Description\n\nSeveral bar charts and a combination chart are present, visualizing data related to the future of work in the United States.  The charts compare US data to global averages in some cases.  Key insights include specific technology trends, skills gaps, and anticipated job growth and decline.  The data suggests significant disruption and transformation are expected by 2030.\n\n\n**Future of Jobs Report 2025 214**"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_213.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_213.md", "filename": "Future_of_Jobs_Report_2025_Page_213.md", "title": "Future_of_Jobs_Report_2025_Page_213", "hash": "e98a090f765d29217d4e3672ee35a894", "processed_at": "2025-03-05T09:16:39.869511", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 213\n# United Kingdom\n\n## Upskilling and reskilling outlook\n\n* **35** | Global 41: Would not need training by 2030\n* **32** | Global 29: Would be upskilled in their current role\n* **22** | Global 19: Would be upskilled and redeployed\n* **12** | Global 11: Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task        | Human | Global | Combination | Global | Technology | Global |\n|-------------|-------|--------|-------------|--------|-----------|--------|\n| ALL TASKS  |       |        |             |        |           |        |\n| Now        |       |        |             |        |           |        |\n|            |       | 45%   |             | 33%   |           | 22%   |\n|            |       | 48%   |             | 30%   |           | 22%   |\n| 2030      |       |        |             |        |           |        |\n|            |       | 29%   |             | 36%   |           | 34%   |\n|            |       | 33%   |             | 33%   |           | 34%   |\n\n\n## Public policy\n\n### Public policies to improve talent availability\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy                                    | Economy | Global |\n|------------------------------------------|---------|--------|\n| Provision of reskilling and upskilling    | 55%     | 52%    |\n| Flexibility on hiring and firing practices | 52%     | 44%    |\n| Funding for reskilling and upskilling      | 51%     | 55%    |\n| Improvements to public education systems  | 46%     | 47%    |\n| Changes to immigration laws               | 42%     | 26%    |\n\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier                                        | Economy | Global |\n|-------------------------------------------------|---------|--------|\n| Skills gaps in the labour market                | 62%     | 63%    |\n| Organization culture and resistance to change    | 46%     | 46%    |\n| Lack of adequate data and technical infrastructure | 40%     | 32%    |\n| Inability to attract talent to the industry      | 38%     | 37%    |\n| Outdated or inflexible regulatory framework      | 30%     | 39%    |\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Trend     | Global | Global | Global | Global |\n|-----------|--------|--------|--------|--------|\n| Growing   |        | 42%    | 48%    | 10%    |\n| Similar   |        |        |        |        |\n|           |        | 52%    | 41%    | 8%     |\n| Declining |        |        |        |        |\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n\n* Talent availability when hiring: 46% (-100% to +100%)\n* Talent development of existing workforce: 5% (-100% to +100%)\n* Talent retention of existing workforce: 21% (-100% to +100%)\n\n## Visual Description\n\nSeveral horizontal bar charts are displayed, using shades of light blue and purple to represent different data segments.  The charts generally show a comparison between the United Kingdom's data and a global average.\n\n**Key Insights:**\n\n* **Human-machine frontier:** The chart shows a shift towards more technology involvement in tasks by 2030.\n* **Public Policies:** Reskilling/upskilling and flexible hiring/firing practices are seen as the most impactful policies for talent availability.\n* **Transformation Barriers:** Skills gaps and organizational culture are perceived as the most significant barriers to transformation.\n* **Wage trends:** More organizations expect wage shares to grow or remain similar rather than decline.\n* **Talent Availability:** There's a negative outlook for hiring but a positive outlook for developing and retaining existing talent in the next five years.\n* **DEI Actions:** The most planned DEI actions are DEI training and targeted recruitment/retention.\n* **AI Strategy:** Reskilling existing employees for AI is the most popular strategy.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **58** | Global 51: Run comprehensive DEI training for managers and staff\n* **58** | Global 48: Targeted recruitment, retention and progression initiatives\n* **52** | Global 42: Set DEI goals, targets or quotas\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **90** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **74** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **66** | Global 62: Hiring new people with skills to better work alongside AI"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_212.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_212.md", "filename": "Future_of_Jobs_Report_2025_Page_212.md", "title": "Future_of_Jobs_Report_2025_Page_212", "hash": "0ad9927c6f722bbbbdad9073e8cde16a", "processed_at": "2025-03-05T09:16:39.869511", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 212\n# United Kingdom\n\n## Contextual indicators\n\n| INDICATORS | min | max |\n|---|---|---|\n| Labour force participation (2023) |  |  |\n| Vulnerable employment (2022) |  |  |\n| Share of youth not in employment, education, or training (NEET) (2023) |  |  |\n| Unemployment rate (2023) |  |  |\n| Unemployment rate among workers with basic edu. (2023) |  |  |\n| Unemployment rate among workers with advanced edu. (2023) |  |  |\n| Secondary Education Attainment (2023) | 64% | 79% |\n| Tertiary Education Attainment (2023) | 14% | 42% |\n| Ease of finding skilled employees in local labour market (2024) | 13% | 5 |\n| Fill vacancies by hiring foreign labour (2024) | 3% | 5 |\n| Country investment in mid-career training (2022) | 2% | 4 |\n\n\n## Jobs and Skills outlook\n\n* **23%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)\n* **33%** (Global 39%) Skill disruption (Shares of core skills which will change)\n* **95%** (Global 83%) Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **93%** (Global 88%) AI exposure (Share of organizations running AI programmes)\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*\n\n| Trend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Slower economic growth |  |  |\n| Ageing and declining working-age populations |  |  |\n| Rising cost of living, higher prices or inflation | 64% | 47% |\n| Increased focus on labour and social issues | 57% | 43% |\n| Growing working-age populations | 56% | 28% |\n| Increased restrictions to global trade and investment | 56% | 26% |\n| Increased government subsidies and industrial policy | 51% | 23% |\n| Stricter anti-trust and competition regulations | 48% | 20% |\n\n### Technology trends driving business transformation\n\n*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*\n\n| Technology Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR... |  |  |\n| Robots and autonomous systems |  |  |\n| Energy generation, storage and distribution |  |  |\n| Semiconductors and computing technologies |  |  |\n| New materials and composites |  |  |\n| Sensing, laser and optical technologies | 92% | 24% |\n| Quantum and encryption | 62% | 23% |\n| Biotechnology and gene technologies | 40% | 15% |\n| Satellites and space technologies | 33% | 10% |\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\n*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*\n\n\n| Role | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|---|---|---|---|---|---|\n| Big Data Specialists | 319 | 113 | 320 |  |  |\n| AI and Machine Learning Specialists | 151 | 82 | 151 |  |  |\n| Data Analysts and Scientists | 29 | 41 | 29 |  |  |\n| Business Development Professionals | 14 | 19 | 15 |  |  |\n| General and Operations Managers | -4 | 4 | 9 |  |  |\n| Data Entry Clerks | -26 | -26 | 26 |  |  |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n| Skill | Economy | Global |\n|---|---|---|\n| Analytical thinking |  |  |\n| Resilience, flexibility and agility |  |  |\n| Leadership and social influence |  |  |\n| Creative thinking |  |  |\n| Motivation and self-awareness |  |  |\n| AI and big data | 80% | 92% |\n| Networks and cybersecurity | 73% | 71% |\n| Technological literacy | 65% | 71% |\n| Resilience, flexibility and agility | 62% | 69% |\n| Curiosity and lifelong learning | 56% | 68% |\n\n## Visual Description\n\nSeveral bar charts and a combination bar/scatterplot chart are presented, comparing \"Economy\" (UK specific) vs. \"Global\" data across various metrics. The charts display data related to labor market churn, skills disruption, DEI priorities, AI exposure, macrotrends, technology trends impacting business transformation, key roles for business transformation, and skills increasing in use by 2030.  Most charts are horizontal bar charts with two bars per category (one for Economy/UK and one for Global).  One chart utilizes a combination of horizontal bars and scatterplot points to show net growth and churn for specific job roles.\n\nKey insights include the UK generally lagging behind the global average in labor market churn and AI adoption, but exceeding the global average in the share of organizations with DEI priorities. The charts highlight growth areas such as AI/ML specialists and data analysts, as well as increasing demand for skills like analytical thinking, resilience, flexibility, and agility.  There are also apparent challenges like the rising cost of living and a potential decline in data entry clerk roles.  Specific numerical values are provided for each data point.  More detailed interpretation is difficult without access to the full report.\n\n\n## Future of Jobs Report 2025 212"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_215.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_215.md", "filename": "Future_of_Jobs_Report_2025_Page_215.md", "title": "Future_of_Jobs_Report_2025_Page_215", "hash": "7331a7a8f37599815930b6d39f0f9e2d", "processed_at": "2025-03-05T09:16:39.869511", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 215\n# United States of America\n\n## Upskilling and reskilling outlook\n\n* **39** | Global 41: Would not need training by 2030\n* **29** | Global 29: Would be upskilled in their current role\n* **21** | Global 19: Would be upskilled and redeployed\n* **11** | Global 11: Would be unlikely to upskill\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n## Visual Description\n\nTwo horizontal stacked bar charts illustrate the percentage of tasks allocated to humans, technology, and a combination of both for the present (Now) and projected future (2030).\n\n**Now:**\n* Human:  Light blue bar segment\n* Combination: Medium blue bar segment\n* Technology: Dark blue bar segment\n* Percentages labeled on the right side of each bar segment\n\n**2030:**\n* Human: Light blue bar segment\n* Combination: Medium blue bar segment\n* Technology: Dark blue bar segment\n* Percentages labeled on the right side of each bar segment\n\n\n**Key Insights:** The visualizations suggest a shift towards increased involvement of technology in task completion from the present to 2030, with a corresponding decrease in purely human-executed tasks.  The combination category appears relatively stable.\n\n\n## Public policy\n\n### Public policies to improve talent availability\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n* Provision of reskilling and upskilling: **55%** | Global 52%\n* Funding for reskilling and upskilling: **55%** | Global 55%\n* Flexibility on hiring and firing practices: **48%** | Global 44%\n* Improvements to public education systems: **41%** | Global 47%\n* Changes to labour laws related to remote work: **35%** | Global 36%\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n* Skills gaps in the labour market: **58%** | Global 63%\n* Organization culture and resistance to change: **43%** | Global 46%\n* Inability to attract talent to the industry: **41%** | Global 37%\n* Lack of adequate data and technical infrastructure: **37%** | Global 32%\n* Outdated or inflexible regulatory framework: **31%** | Global 39%\n\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n## Visual Description\n\nA horizontal stacked bar chart shows projected wage trends.  Segments are colored and labeled with categories like \"Growing,\" \"Similar,\" and \"Declining.\"  Percentages for each segment are presented on the right side.  The chart differentiates between the surveyed economy and global averages.\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n* Talent availability when hiring: 41%  | -100% | +100% | 27%\n* Talent development of existing workforce: 3% | -100% | +100% | 68%\n* Talent retention of existing workforce: 21% | -100% | +100% | 35%\n\n## Visual Description\nThree horizontal bar charts depict the expected change in talent availability, development, and retention over five years. Each chart has a central point representing -100% and +100% change, with bars extending to the left (worsening) or right (improving).  Percentages and global averages are marked on the chart.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n* **62** | Global 48: Targeted recruitment, retention and progression initiatives\n* **61** | Global 51: Run comprehensive DEI training for managers and staff\n* **55** | Global 42: Set DEI goals, targets or quotas\n\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **87** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **73** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **68** | Global 62: Hiring new people with skills to better work alongside AI\n\n\nFuture of Jobs Report 2025 215"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_217.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_217.md", "filename": "Future_of_Jobs_Report_2025_Page_217.md", "title": "Future_of_Jobs_Report_2025_Page_217", "hash": "576e6c417a47ba5a1d84199816c69d17", "processed_at": "2025-03-05T09:16:39.870509", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 217\n# Uzbekistan\n\n## Upskilling and reskilling outlook\n\n| Metric                       | Uzbekistan | Global |\n|----------------------------|------------|--------|\n| Would not need training by 2030 | 52        | 41     |\n| Would be upskilled in their current role | 22        | 29     |\n| Would be upskilled and redeployed | 14        | 19     |\n| Would be unlikely to upskill      | 12        | 11     |\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task Type | Human | Combination | Technology |\n| --------- | ----- | ----------- | --------- |\n| ALL TASKS (Now)  |       |            |          |\n| ALL TASKS (2030) |       |            |          |\n\n## Visual Description\n\nA stacked bar chart shows the projected shift in task completion from 2020 (Now) to 2030, categorized by human, combination (human and technology), and technology.  Specific percentage values are provided on the right side of the chart, aligned with each segment of the bars. Uzbekistan's data is embedded within the Global averages.  It appears that a significant portion of tasks currently done by humans will be done by a combination of humans and technology or by technology alone by 2030.  The chart uses light blue for \"Human\", medium blue for \"Combination\", and dark blue for \"Technology.\"\n\n**Key Insights:**\n\n* A shift towards increased technology involvement in task completion is anticipated.\n* The \"Combination\" category experiences the most significant growth, suggesting a collaborative approach between humans and technology.\n* The proportion of tasks completed solely by humans decreases.\n\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy                                          | Economy | Global |\n|-------------------------------------------------|---------|--------|\n| Flexibility on hiring and firing practices     | 57%     | 44%    |\n| Improvements to public education systems         | 57%     | 47%    |\n| Provision of reskilling and upskilling         | 50%     | 52%    |\n| Flexibility on setting wages                   | 37%     | 38%    |\n| Changes to labour laws related to remote work | 33%     | 36%    |\n\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\n**Share of organizations surveyed expecting the barriers will hinder their organization transformation**\n\n| Barrier                                      | Economy | Global |\n|---------------------------------------------|---------|--------|\n| Skills gaps in the labour market            | 78%     | 63%    |\n| Organization culture and resistance to change | 30%     | 46%    |\n| Outdated or inflexible regulatory framework    | 30%     | 39%    |\n| Shortage of investment capital               | 30%     | 26%    |\n| Inability to attract talent to the industry   | 27%     | 37%    |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n\n| Talent Focus                     | -100% | +100% |\n|-----------------------------------|-------|-------|\n| Talent availability when hiring    | 37%   | 43%   |\n| Talent development of existing workforce | 0%    | 84%   |\n| Talent retention of existing workforce | 3%    | 71%   |\n\n## Visual Description\n\nA diverging bar chart illustrates the expected change in talent availability over five years, broken down into three categories: talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce.  Purple represents a worsening trend, and light blue signifies improvement.  The scale goes from -100% to +100%. Triangular markers indicate global averages.\n\n**Key Insights:**\n\n* Positive outlook for all three categories.\n* Strongest anticipated improvement is in talent development of existing workforce.\n* Talent retention is expected to improve, though less dramatically than development.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n| Measure                                                                  | Uzbekistan | Global |\n|---------------------------------------------------------------------------|------------|--------|\n| Targeted recruitment, retention and progression initiatives                  | 47        | 48     |\n| Pay equity reviews and salary audits                                      | 33        | 39     |\n| Run comprehensive DEI training for managers and staff                    | 27        | 51     |\n\n\n\n## AI Strategy\n\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n| Strategy                                                                     | Uzbekistan | Global |\n|------------------------------------------------------------------------------|------------|--------|\n| Hiring new people with skills to design AI tools and enhancements ...       | 65        | 69     |\n| Downsizing workforce where AI can replicate people's work                   | 58        | 41     |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 52        | 77     |"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_218.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_218.md", "filename": "Future_of_Jobs_Report_2025_Page_218.md", "title": "Future_of_Jobs_Report_2025_Page_218", "hash": "c818f4b42b0b0e55cb7ddd27edeaaa8d", "processed_at": "2025-03-05T09:16:39.870509", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 218\n# Viet Nam\n\n## Contextual indicators\n\n| Indicators | min | max |\n|---|---|---|\n| Labour force participation (2023) |  |  |\n| Vulnerable employment (2022) |  |  |\n| Share of youth not in employment, education, or training (NEET) (2023) |  |  |\n| Unemployment rate (2023) |  |  |\n| Unemployment rate among workers with basic edu. (2023) |  |  |\n| Unemployment rate among workers with advanced edu. (2023) |  |  |\n| Secondary Education Attainment (2023) |  | 39% |\n| Tertiary Education Attainment (2023) |  | 15% |\n| Ease of finding skilled employees in local labour market (2024) |  | 5 |\n| Fill vacancies by hiring foreign labour (2024) |  | 4 |\n| Country investment in mid-career training (2022) |  | 4 |\n\n\n## Jobs and Skills outlook\n\n* **16%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **37%** (Global 39%): Skill disruption (Shares of core skills which will change)\n* **87%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **96%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n| Trend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Slower economic growth |  |  |\n| Ageing and declining working-age populations |  |  |\n| Increased restrictions to global trade and investment |  |  |\n| Increased efforts and investments to adapt to climate... | 69% | 41% |\n| Increased focus on labour and social issues | 66% | 41% |\n| Increased geopolitical division and conflicts | 59% | 28% |\n| Growing working-age populations | 48% | 21% |\n| Increased government subsidies and industrial policy | 48% | 17% |\n| Stricter anti-trust and competition regulations | 45% | 10% |\n\n\n\n### Technology trends driving business transformation\n\n| Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR... |  |  |\n| Robots and autonomous systems |  |  |\n| Energy generation, storage and distribution |  |  |\n| New materials and composites |  |  |\n| Semiconductors and computing technologies |  |  |\n| Quantum and encryption | 76% | 10% |\n| Sensing, laser and optical technologies | 72% | 7% |\n| Biotechnology and gene technologies | 59% | 7% |\n| Satellites and space technologies | 52% | 3% |\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\n* Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n| Role | Net growth | Global net growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 36 | 82 | 36 |\n| E-commerce Specialists | 26 | 20 | 26 |\n| Business Development Professionals | 24 | 19 | 24 |\n| Managing Directors and Chief Executives | 8 | 5 | 8 |\n| General and Operations Managers | 5 | 4 | 5 |\n| Assembly and Factory Workers | -7 | 0 | 20 |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n| Skill | Economy | Global |\n|---|---|---|\n| Analytical thinking | 79% | 96% |\n| Leadership and social influence | 75% | 70% |\n| Creative thinking | 71% | 68% |\n| Resource management and operations | 63% | 68% |\n| AI and big data | 63% | 68% |\n| Networks and cybersecurity |  | 70% |\n| Talent management |  | 68% |\n| Resilience, flexibility and agility |  | 68% |\n\n\n## Visual Description\n\nSeveral bar charts and one combination chart visualize data about the economy, skills, and business transformation in Vietnam.  The charts compare Vietnam's data with global averages and often show data for both the Vietnamese economy and global trends side-by-side.\n\nKey insights from the charts include:\n\n* **Significant Skill Disruption:** Vietnam faces a high level of skill disruption (37%), slightly above the global average (39%).  This suggests a need for reskilling and upskilling initiatives.\n* **Focus on DEI:** A large proportion of organizations in Vietnam (87%) prioritize Diversity, Equity, and Inclusion (DEI), on par with the global average.\n* **AI Adoption:**  Vietnam shows a high rate of AI adoption (96%) compared to the global average (88%).\n* **Macroeconomic Trends:**  Several macroeconomic trends are identified as drivers of business transformation, with \"Increased efforts and investments to adapt to climate...\" being a key factor both globally and in Vietnam.\n* **Technological Transformation:** AI and information processing technologies are seen as the biggest drivers of technological transformation, followed by robots and autonomous systems.\n* **Job Growth:**  AI and Machine Learning Specialists, E-commerce Specialists, and Business Development Professionals are expected to see significant net job growth. Assembly and Factory Workers are projected to have negative net growth.\n* **Skills of the Future:**  Analytical thinking, AI and big data, leadership and social influence are predicted to be the most important skills by 2030, with high demand both in Vietnam and globally.\n\nThe combination chart shows the net growth and structural churn (job growth, job displacement) for key roles.  This helps visualize which roles are growing and shrinking in the Vietnamese economy.\n\n\n_Note: Due to the limitations of the image provided, the exact numerical values for several data points could not be transcribed.  This may impact the precision of some insights._"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_216.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_216.md", "filename": "Future_of_Jobs_Report_2025_Page_216.md", "title": "Future_of_Jobs_Report_2025_Page_216", "hash": "284572dd73dac6bd24143f84abb9ddda", "processed_at": "2025-03-05T09:16:39.870509", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 216\n# Uzbekistan\n\n## Contextual Indicators\n\n| Indicators | min | max |\n|---|---|---|\n| Labour force participation (2020) |  |  |\n| Vulnerable employment (2022) |  |  |\n| Share of youth not in employment, education, or training (NEET) | - |  |\n| Unemployment rate (2020) |  |  |\n| Unemployment rate among workers with basic edu. |  |  |\n| Unemployment rate among workers with advanced edu. (2020) |  |  |\n\n| | | |\n|---|---|---|\n| **30%** | *Global 22%* | **36%** | *Global 39%* |\n| Labour-market churn | Skill disruption |\n| Five-year structural labour-force churn | Shares of core skills which will change |\n\n\n| Indicators | min | max |\n|---|---|---|\n| Secondary Education Attainment (2022) | 62% | 97% |\n| Tertiary Education Attainment (2022) | 34% | 62% |\n| Ease of finding skilled employees in local labour market (2024) | NA | 4 |\n| Fill vacancies by hiring foreign labour (2024) | 4% | 4 |\n| Country investment in mid-career training (2021) | 1% | 5 |\n\n|  |  |\n|---|---|\n| **60%** | *Global 83%* | **84%** | *Global 88%* |\n| Organizations with DEI priorities | AI exposure |\n| Share of organizations with DEI priorities | Share of organizations running AI programmes |\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*\n\n| Trend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased focus on labour and social issues |  |  |\n| Growing working-age populations |  |  |\n| Increased government subsidies and industrial policy |  |  |\n| Slower economic growth |  |  |\n\n| Trend | Economy | Global |\n|---|---|---|\n| Increased geopolitical division and conflicts | 51% | 27% |\n| Increased restrictions to global trade and investment | 51% | 19% |\n| Increased efforts and investments to adapt to climate... | 41% | 16% |\n| Increased efforts and investments to reduce carbon... | 35% | 14% |\n| Ageing and declining working-age populations | 32% | 14% |\n| Stricter anti-trust and competition regulations | 30% | 5% |\n\n### Technology trends driving business transformation\n\n*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*\n\n\n| Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR... |  |  |\n| Robots and autonomous systems |  |  |\n| New materials and composites |  |  |\n| Energy generation, storage and distribution |  |  |\n| Quantum and encryption |  |  |\n\n| Trend | Economy | Global |\n|---|---|---|\n| Biotechnology and gene technologies | 69% | 17% |\n| Sensing, laser and optical technologies | 47% | 11% |\n| Semiconductors and computing technologies | 36% | 11% |\n| Satellites and space technologies | 33% | 3% |\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\n*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*\n\n\n| Role | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|---|---|---|---|---|---|\n| Business Intelligence Analysts | 21 | 18 | 21 |  |  |\n| University and Higher Education Teachers | 21 | 16 | 23 |  |  |\n| Lawyers | 11 | 2 | 13 |  |  |\n| Accountants and Auditors | 6 | -8 | 27 |  |  |\n| Accounting, Bookkeeping and Payroll Clerks | -13 | -18 | 21 |  |  |\n| Administrative Assistants and Executive Secretaries | -27 | -20 | 27 |  |  |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n| CORE SKILLS OF 2025 | Economy | Global |\n|---|---|---|\n| Analytical thinking |  | 65% |\n| Resilience, flexibility and agility |  | 65% |\n| Systems thinking |  | 62% |\n| Motivation and self-awareness |  | 59% |\n| Talent management |  | 59% |\n\n\n| SKILLS OF INCREASING USE BY 2030 | Economy | Global |\n|---|---|---|\n| Networks and cybersecurity |  | 76% |\n| AI and big data |  | 75% |\n| Programming |  | 64% |\n| Multi-lingualism |  | 63% |\n| Technological literacy |  | 63% |\n\n\n## Visual Description\n\nSeveral bar charts and one combination chart visualize data about Uzbekistan's economy, skills, and job market.  The charts compare Uzbekistan's data with global and/or regional averages and income group averages. Data is shown for various years, typically around 2020-2024.\n\nThe combination chart shows net growth, job growth, job displacement, and churn for key roles expected to be impacted by business transformation.  Positive values indicate growth, while negative values indicate decline. For example, Business Intelligence Analysts are projected to have strong net growth (21%), driven primarily by job growth (18%) and some churn (21%). Administrative Assistants and Executive Secretaries, on the other hand, are expected to decline significantly (-27%).\n\nThe bar charts cover various topics including: contextual indicators (labor force, education, etc.), macrotrends driving business transformation, technology trends driving transformation, and skills of increasing use by 2030.  They consistently show Uzbekistan's data alongside global benchmarks, allowing for comparison.  For example, while Uzbekistan has lower tertiary education attainment (34%) than the global average, it shows a high rate of organizations with DEI priorities (60%) compared to the global average (83%).\n\nKey insights include the anticipated growth in roles related to technology and data analysis, the importance of skills like analytical thinking and technological literacy, and the impact of broader trends like geopolitical division and automation on the Uzbek economy.  The visualization highlights areas of strength and weakness for Uzbekistan, informing potential areas for investment and policy focus."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_219.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_219.md", "filename": "Future_of_Jobs_Report_2025_Page_219.md", "title": "Future_of_Jobs_Report_2025_Page_219", "hash": "a75edce6ed249676c87c071e6acfc550", "processed_at": "2025-03-05T09:16:39.870509", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 219\n# Viet Nam\n\n## Upskilling and reskilling outlook\n\n* **41** | Global 41: Would not need training by 2030\n* **26** | Global 29: Would be upskilled in their current role\n* **19** | Global 19: Would be upskilled and redeployed\n* **14** | Global 11: Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task       | Human | Combination | Technology |\n| ---------- | ----- | ----------- | --------- |\n| ALL TASKS Now |       |            |           |\n| 2030      |       |            |           |\n\n\n## Visual Description\n\nA stacked bar chart displays the percentage of tasks completed by predominantly people, technology, or a combination of both for the current time (\"Now\") and projected for 2030.  The chart segments represent Human (light blue), Combination (medium blue), and Technology (dark blue).  Global averages are shown for each category, but specific values for Vietnam are not visible in the image.\n\n**Key Insights:**\n\n* It appears that human involvement in tasks is projected to decrease by 2030, while the share of tasks performed by technology or a combination of human and technology will increase.\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\nShare of respondents who agree that the particular public policy has the greatest potential to increase the talent availability.\n\n| Policy                                          | Economy | Global |\n| ------------------------------------------------ | ------- | ------ |\n| Flexibility on hiring and firing practices       | 59%     | 44%    |\n| Funding for reskilling and upskilling          | 59%     | 55%    |\n| Changes to immigration laws                     | 50%     | 26%    |\n| Changes to pension schemes and retirement ages | 46%     | 25%    |\n| Wage subsidies                                 | 41%     | 26%    |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organizations surveyed expecting the barriers will hinder their organization transformation.\n\n| Barrier                                         | Economy | Global |\n| ----------------------------------------------- | ------- | ------ |\n| Skills gaps in the labour market               | 62%     | 63%    |\n| Lack of adequate data and technical infrastructure | 55%     | 32%    |\n| Organization culture and resistance to change  | 41%     | 46%    |\n| Insufficient understanding of opportunities      | 41%     | 25%    |\n| Outdated or inflexible regulatory framework     | 41%     | 39%    |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues.\n\n| Trend      | Percentage |\n| ---------- | ---------- |\n| Growing    |           |\n| Similar    |           |\n| Declining  |           |\n\n\n\n## Visual Description\n\nA stacked horizontal bar chart displays the wage trends. The segments represent Growing (light teal), Similar (mid teal), and Declining (purple/grey). Global averages are shown. Specific Vietnamese values are not visible.\n\n**Key Insights:**\n\nWhile there is a significant portion expecting similar wage shares, a noticeable portion of respondents expect wages to grow. A smaller percentage anticipates a decline.\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years.\n\n| Metric                                 | Improving | Worsening |\n| --------------------------------------- | -------- | -------- |\n| Talent availability when hiring        | 39%      |         |\n| Talent development of existing workforce | 5%       |         |\n| Talent retention of existing workforce  | 18%      |         |\n\n\n\n## Visual Description\n\nThree horizontal bar charts, each representing a talent metric (availability when hiring, development of existing workforce, and retention of existing workforce), show projected changes. The bars extend from -100% to +100%.  Segments are colored light blue (improving) and purple (worsening). Global average markers are also shown. Specific values for Vietnam are mostly obscured.\n\n**Key Insights:**\n\nMost metrics appear to show improvement, particularly talent development, with a smaller positive change expected in talent retention. Talent availability when hiring shows both positive and negative expectations.\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure.\n\n* **61** | Global 42: Set DEI goals, targets or quotas\n* **61** | Global 48: Targeted recruitment, retention and progression initiatives\n* **57** | Global 51: Run comprehensive DEI training for managers and staff\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence.\n\n* **82** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **68** | Global 62: Hiring new people with skills to better work alongside AI\n* **68** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization\n\n\n## Working Age Population\n\n**63.9** (Millions)"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_220.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_220.md", "filename": "Future_of_Jobs_Report_2025_Page_220.md", "title": "Future_of_Jobs_Report_2025_Page_220", "hash": "918f731e6f87189d7f7236c9eb5e340d", "processed_at": "2025-03-05T09:16:39.870509", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 220\n# Zimbabwe\n\n## Contextual Indicators\n\n| Indicators | Year | Min | Max |\n|---|---|---|---|\n| Labour force participation | 2023 |  |  |\n| Vulnerable employment | 2022 |  |  |\n| Share of youth not in employment, education, or training (NEET) | 2023 |  |  |\n| Unemployment rate | 2023 |  |  |\n| Unemployment rate among workers with basic edu. | 2023 |  |  |\n| Unemployment rate among workers with advanced edu. | 2023 |  |  |\n| Secondary Education Attainment | 2022 |  | 66% |\n| Tertiary Education Attainment | 2022 |  | 17% |\n| Ease of finding skilled employees in local labour market | 2024 |  | 5 |\n| Fill vacancies by hiring foreign labour | 2024 |  | 4 |\n| Country investment in mid-career training | 2022 |  | 4 |\n\n\n## Jobs and Skills outlook\n\n* **16%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **47%** (Global 39%): Skill disruption (Shares of core skills which will change)\n* **100%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **91%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n| Trend | Economy | Global |\n|---|---|---|\n| Rising cost of living, higher prices or inflation |  |  |\n| Broadening digital access |  |  |\n| Increased focus on labour and social issues |  |  |\n| Slower economic growth |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Increased efforts and investments to reduce carbon emissions |  |  |\n| Increased government subsidies and industrial policy |  | 28% |\n| Increased restrictions to global trade and investment |  | 22% |\n| Growing working-age populations |  | 22% |\n| Ageing and declining working-age populations |  | 17% |\n| Increased geopolitical division and conflicts |  | 11% |\n\n### Technology trends driving business transformation\n\n| Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR...) |  |  |\n| Energy generation, storage and distribution |  |  |\n| Robots and autonomous systems |  |  |\n| Satellites and space technologies |  |  |\n| New materials and composites |  |  |\n| Semiconductors and computing technologies |  | 17% |\n| Sensing, laser and optical technologies |  | 11% |\n| Biotechnology and gene technologies |  | 11% |\n| Quantum and encryption |  | 6% |\n\n## Jobs outlook\n\n### Key roles for business transformation\n\n*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*\n\n|  | Net growth | Global net growth | Churn |\n|---|---|---|---|\n| Sustainability Specialists | 22 | 33 | 22 |\n| Environmental Protection Professionals | 18 | 28 | 18 |\n| Business Services and Administration Managers | 9 | -7 | 29 |\n| Assembly and Factory Workers | 2 | 0 | 10 |\n| Accountants and Auditors | -8 | -8 | 12 |\n| General and Operations Managers | -9 | 4 | 9 |\n\n\n\n## Visual Description\n\nSeveral horizontal bar charts visualize data related to Zimbabwe's economy, jobs, and skills outlook.  The charts compare Zimbabwe's data with global averages and in some cases, income group averages. They represent trends in areas like labour force participation, education attainment, skill disruption, macrotrends driving business transformation, and key roles expected to experience growth.\n\nKey insights include the relatively high labour market churn and skill disruption expected in Zimbabwe, the identification of key macrotrends like rising cost of living and broadening digital access, and the expected growth of roles such as sustainability specialists and environmental protection professionals. The charts also highlight key skills expected to be in increasing demand, such as resilience, flexibility, and agility, as well as analytical and creative thinking.  There's also information about the adoption of specific technologies, like AI and semiconductor technologies.\n\nThe final chart visualizes the net growth, global net growth, and churn for several roles. Sustainability specialists show the most significant positive net growth, while General and Operations Managers face the most significant decline.\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n| Core Skills of 2025 | Economy | Global |\n|---|---|---|\n| Motivation and self-awareness |  |  |\n| Resilience, flexibility and agility |  |  |\n| Service orientation and customer service |  |  |\n| Analytical thinking |  |  |\n| Creative thinking |  |  |\n\n| Skills of Increasing Use by 2030 | Economy | Global |\n|---|---|---|\n| Resilience, flexibility and agility | 75% | 82% |\n| Systems thinking | 67% | 82% |\n| Creative thinking | 58% | 80% |\n| AI and big data | 58% | 80% |\n| Technological literacy | 58% | 78% |\n\n_Future of Jobs Report 2025 220_"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_22.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_22.md", "filename": "Future_of_Jobs_Report_2025_Page_22.md", "title": "Future_of_Jobs_Report_2025_Page_22", "hash": "d60a4f41d65862d92809d2768c6e3936", "processed_at": "2025-03-05T09:16:39.871504", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 22\n# Job Growth and Decline\n\nTo approximate the total impact of job growth and decline, this report combines the job outlook expectations of surveyed employers with estimates of the total number of workers in the corresponding roles, based on ILO employment data. However, the Future of Jobs data set only provides information on roles for which survey data availability meets a minimum coverage threshold, and corresponds to 1.18 billion workers in total, which is a subset of the ILO's total employment data. The conclusions derived for this subset should not be treated as comprehensive, but rather as providing insights on selected segments of the global workforce.\n\nFigure 2.4 shows the 15 largest net growth and decline job roles in absolute numbers. The highest growth in absolute numbers of jobs is driven by roles that make up the core of many economies.\n\nFarmworkers top the list of the largest growing job roles in the next five years and are expected to see 35 million more jobs by 2030. Green transition trends, including increased efforts and investments to reduce carbon emissions and adapt to climate change, are the driving forces behind this job growth. Broadening digital access and rising cost of living also contribute to the growth of this job role, which currently employs more than 200 million workers worldwide.\n\n\nDelivery Drivers, Building Construction Workers, Salespersons and Food Processing Workers are also among the largest-growing job types in the next five years. While technology is impacting growth in almost all occupations, demographic trends and economic trends also contribute to the projected net increase in these job roles.\n\nCare jobs, including Nursing Professionals, Social Work and Counselling Professionals, and Personal Care Aides are expected to see significant growth over the next five years, driven by demographic trends, especially aging populations. Increased focus on labor and social issues is also identified as a contributing factor.\n\n\nEducation-related roles such as University and Higher Education Teachers and Secondary Education Teachers are also predicted to be among the biggest job creators in absolute terms over the next five years globally. Broadening digital access and growing working-age populations are the top two contributing drivers of this job growth, while increased focus on labour and social issues is seen as an additional factor.\n\nAdditionally, Software and Applications Developers, General and Operations Managers, and Project Managers, are among the job categories driving the most net job growth.\n\nConversely, in parallel to the fastest-declining job roles, Clerical and Secretarial Workers are among the job categories predicted to see the largest net job decline in absolute terms (Figure 2.5).\n\n\nSection 2.2 further analyses the impact of each of the five identified labour-market macrotrends on growing and declining jobs. However, there is also a group of large and growing jobs that are driven by many trends in combination. This includes Building Framers, Finishers, and Related Trades Workers; Light Truck or Delivery Services Drivers; Car, Van and Motorcycle Drivers; General and Operations Managers; and Social Work and Counselling Professionals. For these jobs, it is the broad sweep of transformative forces, rather than one or two specific labour-market drivers, which is generating growth expectations."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_221.md", "filename": "Future_of_Jobs_Report_2025_Page_221.md", "title": "Future_of_Jobs_Report_2025_Page_221", "hash": "bc0712e1bd1019f4fc1be4fb54de152d", "processed_at": "2025-03-05T09:16:39.871504", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 221\n# Zimbabwe\n\n## Upskilling and reskilling outlook\n\n| Metric                       | Zimbabwe | Global |\n| ---------------------------- | -------- | ------ |\n| Would not need training by 2030 | 51      | 41     |\n| Would be upskilled in their current role | 23      | 29     |\n| Would be upskilled and redeployed      | 16      | 19     |\n| Would be unlikely to upskill            | 10      | 11     |\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n| --------- | ----- | ------ | ----------- | ------ | --------- | ------ |\n| Now       |       |       |            |       |           |        |\n| 2030     |       |       |            |       |           |        |\n\n\n## Visual Description\n\nThe chart shows the projected shift in task completion from 2023 to 2030, broken down by human, technology, and combined human-technology effort. \n\n* **Now:**  Human effort accounts for the largest portion, followed by technology, then combined effort. The specific percentages are: Human - approximately 40%; Technology - approximately 35%, Combined approximately 25% according to visual estimates. \n* **2030:**  A significant shift is projected, with human effort decreasing, technology effort increasing substantially, and combined effort remaining relatively stable. The specific percentages are approximately: Human-25%, Technology-40%, Combined-35%.\n\n**Key Insight:**  The visualization indicates a substantial rise in the use of technology for task completion by 2030, taking over as the primary mode of execution from human effort.\n\n\n## Public policy\n\n### Public policies to improve talent availability\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy                                   | Economy | Global |\n| ----------------------------------------- | ------- | ------ |\n| Improvements to public education systems | 70%     | 47%    |\n| Changes to labour laws related to remote work | 60%     | 36%    |\n| Flexibility on setting wages             | 50%     | 38%    |\n| Funding for reskilling and upskilling    | 50%     | 55%    |\n| Provision of reskilling and upskilling   | 50%     | 52%    |\n\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier                                        | Economy | Global |\n| ---------------------------------------------- | ------- | ------ |\n| Organisation culture and resistance to change | 50%     | 46%    |\n| Shortage of investment capital                  | 50%     | 26%    |\n| Skills gaps in the labour market                | 44%     | 63%    |\n| Outdated or inflexible regulatory framework     | 44%     | 39%    |\n| Lack of adequate data and technical infrastructure | 39%     | 32%    |\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Trend    | Value |\n| -------- | ----- |\n| Growing  | 40%   |\n| Similar | 50%    |\n| Declining | 10%   |\n\n\n## Visual Description\n\nA stacked bar chart represents the projected wage trends. The Zimbabwe data shows segments for \"Growing\", \"Similar\", and \"Declining\". The Global data is also represented with the same segments. Visual estimates place the split as follows:\n* **Zimbabwe:** Growing - 40%, Similar - 50%, Declining - 10%\n* **Global:** Growing - 52%, Similar - 41%, Declining - 8%.\n\n**Key Insight:** While both Zimbabwe and globally expect a sizable portion of companies to maintain similar wage shares, Zimbabwe projects a higher proportion of declining wage shares (10%) compared to the global average (8%).\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n| Talent Focus                     | Improving | Worsening |\n| --------------------------------- | -------- | --------- |\n| Talent availability when hiring   |          |           |\n| Talent development of existing workforce |          |           |\n| Talent retention of existing workforce |          |           |\n\n\n## Visual Description\n\nThree horizontal bar charts display talent trends: talent availability when hiring, talent development, and talent retention. Each bar visually represents the percentage expecting improvement (light blue) and worsening (purple).  The triangle markers indicate global averages.\n\n* **Talent availability when hiring**: A small portion expects improvement, a larger portion anticipates worsening, the split seems roughly 50/50 between improvement and worsening based on the visual.\n* **Talent development of existing workforce**:  A larger portion expects improvement compared to worsening, the split seems around 10/90 improvement to worsening based on the visual.\n* **Talent retention of existing workforce**: A larger portion expects improvement compared to worsening, the split seems around 20/80 improvement to worsening based on the visual.\n\n**Key Insight:** Across all three areas, improvement is expected but concerns remain about worsening talent availability, particularly in hiring. The development and retention of existing workforces appear more optimistic.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure                                                       | Value   | Global |\n| -------------------------------------------------------------- | ------ | ------ |\n| Targeted recruitment, retention and progression initiatives | 70     | 48     |\n| Run comprehensive DEI training for managers and staff        | 60     | 51     |\n| Set DEI goals, targets or quotas                               | 40     | 42     |\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n| Strategy                                                                  | Value   | Global |\n| ------------------------------------------------------------------------- | ------ | ------ |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 82     | 77     |\n| Transitioning people from jobs that AI will cause to decline, to other roles within your organization | 55     | 47     |\n| Re-orienting your organization to target new business opportunities created by AI | 55     | 49     |\n\n\n## Working Age Population (Millions)\n\n6.3"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_222.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_222.md", "filename": "Future_of_Jobs_Report_2025_Page_222.md", "title": "Future_of_Jobs_Report_2025_Page_222", "hash": "da944434fa749f1bbebd13cc79632c68", "processed_at": "2025-03-05T09:16:39.871504", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 222\n# Central Asia\n\n**23%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**38%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**64%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**63%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**33.1**\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                     | Region | Global |\n|------------------------------------------|--------|--------|\n| Broadening digital access                 | 61%    | 27%    |\n| Rising cost of living, higher prices or inflation | 52%    | 23%    |\n| Increased focus on labour and social issues | 37%    | 19%    |\n| Slower economic growth                    | 32%    | 19%    |\n| Increased government subsidies and industrial policy | 30%    | 15%    |\n| Growing working-age populations          | 27%    | 14%    |\n| Increased geopolitical division and conflicts |        | 34%    |\n| Increased efforts and investments to reduce carbon... |        | 47%    |\n| Increased restrictions to global trade and investment |        | 23%    |\n| Increased efforts and investments to adapt to climate... |        | 41%    |\n| Ageing and declining working-age populations |        | 40%    |\n| Stricter anti-trust and competition regulations |        | 17%    |\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Technology Trend                                 | Region | Global |\n|-------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) | 69%    | 10%    |\n| Energy generation, storage and distribution      | 50%    | 10%    |\n| Robots and autonomous systems                    | 45%    | 9%     |\n| New materials and composites                      | 36%    | 8%     |\n| Semiconductors and computing technologies        | 14%    | 9%     |\n| Quantum and encryption                          |        | 12%    |\n| Sensing, laser and optical technologies           |        | 18%    |\n| Biotechnology and gene technologies               |        | 11%    |\n| Satellites and space technologies                 |        | 9%     |\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n| Role                                       | Net growth | Global net growth | Churn |\n|--------------------------------------------|------------|-------------------|-------|\n| AI and Machine Learning Specialists        | 49         | 82               | 49    |\n| University and Higher Education Teachers    | 24         | 16               | 26    |\n| Accountants and Auditors                   | 3          | -8               | 15    |\n| Lawyers                                     | -4         | 2                | 12    |\n| Accounting, Bookkeeping and Payroll Clerks | -12        | -18              | 13    |\n| Administrative Assistants and Executive Secretaries | -18        | -20              | 18    |\n\n\n\n## Visual Description\n\nSeveral horizontal bar charts and diverging bar charts are presented, comparing regional data to global data. Key insights and data include:\n\n**Macrotrends:** Broadening digital access is the top macrotrend driving business transformation in the region (61% vs 27% globally). Increased geopolitical division and conflict is a global driver (34%).\n\n**Technology Trends:** AI and Information processing technologies are the top tech trend driving business transformation in the region (69% vs 10% globally).\n\n**Jobs Outlook:** AI and Machine Learning specialists are experiencing the highest net growth both regionally (49%) and globally (82%), while Administrative and Executive Secretary roles are declining (-18% regionally, -20% globally).\n\n**Skill Outlook (2025):** Analytical thinking is identified as a core skill both regionally and globally (75% regionally, 81% globally).\n\n**Skill Outlook (2030):** AI and Big Data is expected to be the most increasing skill in use by 2030 (75% regionally and 81% globally). Talent management (62% regionally and 59% globally) and creative thinking (62% regionally and 59% globally) are also anticipated to see significant increases."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_224.md", "filename": "Future_of_Jobs_Report_2025_Page_224.md", "title": "Future_of_Jobs_Report_2025_Page_224", "hash": "31e4e024b7fa40bc0e4e32b483466662", "processed_at": "2025-03-05T09:16:39.871504", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 224\n# Eastern Asia\n\n**28%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**32%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**93%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**86%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**1167.5**\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                    | Region | Global |\n|-----------------------------------------|--------|--------|\n| Ageing and declining working-age populations |        |        |\n| Broadening digital access                |        |        |\n| Slower economic growth                   |        |        |\n| Increased efforts and investments to reduce carbon... |        |        |\n| Rising cost of living, higher prices or inflation |        |        |\n| Increased focus on labour and social issues   |        |        |\n\n| Trend                                                | Region | Global |\n|-----------------------------------------------------|--------|--------|\n| Increased geopolitical division and conflicts         | 84%    | 48%    |\n| Increased efforts and investments to adapt to climate... | 66%    | 47%    |\n| Increased restrictions to global trade and investment    | 66%    | 28%    |\n| Increased government subsidies and industrial policy     | 61%    | 22%    |\n| Growing working-age populations                      | 58%    | 20%    |\n| Stricter anti-trust and competition regulations         | 52%    | 9%     |\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                                      | Region | Global |\n|-----------------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR... |        |        |\n| Robots and autonomous systems                             |        |        |\n| Energy generation, storage and distribution                 |        |        |\n| Semiconductors and computing technologies                  |        |        |\n| New materials and composites                              |        |        |\n\n| Trend                                        | Region | Global |\n|---------------------------------------------|--------|--------|\n| Sensing, laser and optical technologies     | 92%    | 31%    |\n| Quantum and encryption                       | 61%    | 27%    |\n| Biotechnology and gene technologies          | 39%    | 27%    |\n| Satellites and space technologies            | 39%    | 19%    |\n\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n| Role                                                    | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|---------------------------------------------------------|------------|------------|-----------------|------------|-------------------|\n| AI and Machine Learning Specialists                 | 49         |            |                 |            |                   |\n| General and Operations Managers                         | 31         |            |                 |            |                   |\n| Managing Directors and Chief Executives                  | 19         |            |                 |            |                   |\n| Assembly and Factory Workers                          | -4         |            |                 |            |                   |\n| Administrative Assistants and Executive Secretaries       | -18        |            |                 |            |                   |\n| Accounting, Bookkeeping and Payroll Clerks               | -19        |            |                 |            |                   |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Core Skills of 2025       | Region | Global |\n|---------------------------|--------|--------|\n| Analytical thinking        |        | 71%    |\n| Leadership and social influence |        | 66%    |\n| Curiosity and lifelong learning |        | 64%    |\n| Creative thinking          |        | 64%    |\n| Motivation and self-awareness |        | 59%    |\n\n\n\n| Skills of Increasing Use By 2030 | Region | Global |\n|---------------------------------|--------|--------|\n| AI and big data                 |        | 87%    |\n| Creative thinking                |        | 73%    |\n| Curiosity and lifelong learning   |        | 66%    |\n| Networks and cybersecurity      |        | 64%    |\n| Leadership and social influence   |        | 61%    |\n\n\n## Visual Description\n\nSeveral charts and tables present data on labor market trends, business transformation drivers, technology trends, key roles, and skills outlook for Eastern Asia.  Horizontal bar charts compare regional data with global averages.  A horizontal bar chart with divergent bars visualizes net growth and churn for specific job roles.  \n\nKey insights include:\n\n* **High labor market churn and skill disruption:** Eastern Asia shows higher churn (28%) than the global average (22%), and a significant proportion of core skills (32%) are expected to change.\n* **Focus on DEI and AI:** A large share of organizations prioritize DEI (93%) and are running AI programs (86%).\n* **Key Macrotrends:** Geopolitical division, climate change adaptation, and trade restrictions are identified as key drivers of business transformation.\n* **Technology Trends:**  AI and related technologies are seen as major drivers of transformation, followed by robotics and automation.\n* **Job Roles:** AI/Machine Learning Specialists show high net growth, while administrative and clerical roles show decline.\n* **Skills:** Analytical thinking, leadership & social influence, and curiosity & lifelong learning are expected to be crucial skills.\n\nThe provided charts offer a valuable snapshot of current and future trends in the Eastern Asian job market, emphasizing the importance of adapting to technological advancements and focusing on key skills for future success."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_223.md", "filename": "Future_of_Jobs_Report_2025_Page_223.md", "title": "Future_of_Jobs_Report_2025_Page_223", "hash": "a47e07e4bc776877904d83764d67a21e", "processed_at": "2025-03-05T09:16:39.871504", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 223\n# Central Asia\n\n## Upskilling and reskilling outlook\n\n* **53 | Global 41:** Would *not* need training by 2030\n* **23 | Global 29:** Would be upskilled in their current role\n* **13 | Global 19:** Would be upskilled and redeployed\n* **10 | Global 11:** Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task        | Human | Global | Combination | Global | Technology | Global |\n| ----------- | ----- | ----- | ----------- | ----- | --------- | ----- |\n| ALL TASKS - Now  |       |       |            |       |          |       |\n| ALL TASKS - 2030 |       |       |            |       |          |       |\n\n\n## Visual Description\n\nA stacked bar chart depicts the projected shift in human, combined human-technology, and technology task completion for \"All Tasks\" from \"Now\" to 2030.\n\n* **Now:**  Human tasks comprise the largest portion, followed by technology tasks, then combined tasks. Specific percentage values are present next to each bar section: 44% Human, 31% Combined, and 25% Technology globally.  Another set of data points exists but is cut off in the image and impossible to determine relevance. \n* **2030:**  Technology tasks increase significantly and make up the largest portion, followed by human tasks, then combined tasks. Specific percentage values: 29% Human, 32% Combined, 39% Technology globally. Again, an additional set of data points is cut off in the image.\n\n**Key Insight:**  The chart indicates a projected shift towards technology-dominated task completion by 2030, with a corresponding decrease in purely human-completed tasks.\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier                                       | Region | GLOBAL |\n| --------------------------------------------- | ------ | ------ |\n| Skills gaps in the labour market                |       | 75%    |\n| Organisation culture and resistance to change   |       | 63%    |\n| Shortage of investment capital                 |       | 46%    |\n| Lack of adequate data and technical infrastructure |       | 32%    |\n| Outdated or inflexible regulatory framework    |       | 39%    |\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy                                            | REGION | GLOBAL |\n| ------------------------------------------------- | ------ | ------ |\n| Improvements to public education systems         | 61%    | 47%    |\n| Funding for reskilling and upskilling               | 55%    | 55%    |\n| Provision of reskilling and upskilling             | 52%    | 52%    |\n| Flexibility on setting wages                       | 38%    | 38%    |\n| Flexibility on hiring and firing practices         | 36%    | 44%    |\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Growing | Global | Similar | Global | Declining | Global |\n| ------- | ----- | ------- | ----- | -------- | ----- |\n|         |       |         |       |          |       |\n\n\n## Visual Description\n\nA stacked horizontal bar chart represents wage trend projections. The categories are \"Growing\", \"Similar,\" and \"Declining,\" each with regional and global data. \n\nThe specific data points for Global are 66% Growing, 31% Similar and 3% Declining.  Another set of data is present but cut off and uninterpretable.\n\n## Talent availability outlook\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n| Talent Area                      | Value  | Change from -100% |\n| -------------------------------- | ------ | ---------------- |\n| Talent availability when hiring    | 27%    | +100%            |\n| Talent development of existing workforce | 2%     | +100%            |\n| Talent retention of existing workforce | 6%     | +100%            |\n\n\n## Visual Description\n\nThree horizontal bar charts show the expected change in talent availability, development, and retention.  Each bar represents a percentage change from a baseline of -100%.  A small purple portion represents the global average.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **42 | Global 48:** Targeted recruitment, retention and progression initiatives\n* **38 | Global 39:** Pay equity reviews and salary audits\n* **31 | Global 51:** Run comprehensive DEI training for managers and staff\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **62 | Global 69:** Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **54 | Global 77:** Reskilling and upskilling your existing workforce to better work alongside AI\n* **48 | Global 62:** Hiring new people with skills to better work alongside AI\n\n\n## Future of Jobs Report 2025\n\n223"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_225.md", "filename": "Future_of_Jobs_Report_2025_Page_225.md", "title": "Future_of_Jobs_Report_2025_Page_225", "hash": "79a9ca5179e6df0ab2913540291eacfa", "processed_at": "2025-03-05T09:16:39.872501", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 225\n# Eastern Asia\n\n## Upskilling and reskilling outlook\n\n* **41** | Global 41: Would not need training by 2030\n* **25** | Global 29: Would be upskilled in their current role\n* **18** | Global 19: Would be upskilled and redeployed\n* **15** | Global 11: Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n\n\n## Visual Description\n\nThere are several bar charts and a stacked bar chart in this section.\n\n**Stacked Bar Chart: Human-Machine Frontier**\n\nThis chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, for the present (Now) and projected for 2030.  The segments for \"Now\" show Human tasks slightly smaller than combined tasks, and technology tasks taking up the remaining, largest portion.  For 2030, the human segment is noticeably smaller, the combined segment larger than \"Now\", and the technology segment the largest, similar to \"Now\" but potentially an even greater share.  Specific percentage values are provided on the chart to the right of each bar.\n\n\n**Bar Charts:**\n\n* **Public policies to improve talent availability:** This chart displays the share of respondents who agree that particular public policies can improve talent availability. The policies listed are: Provision of reskilling and upskilling, Flexibility on hiring and firing practices, Flexibility on setting wages, Funding for reskilling and upskilling, and Changes to pension schemes and retirement ages. Data is shown for the region and globally, with regional values generally higher than global values except for \"Changes to pension schemes.\"\n\n* **Transformation barriers:** This chart presents the share of organizations that expect certain barriers will hinder their transformation.  Barriers include: Organization culture and resistance to change, Inability to attract talent to the industry, Insufficient understanding of opportunities, Inability to attract talent to my firm, and Outdated or inflexible regulatory framework.  Again, regional values are shown alongside global values.\n\n* **Talent trend:** This chart illustrates the expected change in talent availability over five years.  It breaks down the responses for talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce.  A horizontal bar is used for each, with negative values (worsening) to the left of the center point and positive values (improving) to the right. Global averages are marked on each bar.\n\n* **Wage trends:** This chart shows the projected share of wages as a percentage of total company revenue. Categories are Growing, Similar, and Declining, with regional and global values displayed for each.\n\n\n**Key Insights from Visualizations:**\n\n* Technology is expected to play a significantly larger role in completing tasks by 2030.\n* Reskilling and upskilling are viewed as the most effective public policies for improving talent availability.\n* Organizational culture and resistance to change are considered the biggest barriers to business transformation.\n* Talent availability is expected to worsen when hiring but improve in development and retention.\n* Wages as a share of company revenue are expected to either grow or remain similar for most organizations.\n\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\nShare of respondents who agree that the particular public policy has the greatest potential to increase the talent availability\n\n| Policy | Region | Global |\n|---|---|---|\n| Provision of reskilling and upskilling | 60% | 52% |\n| Flexibility on hiring and firing practices | 55% | 44% |\n| Flexibility on setting wages |  |  |\n| Funding for reskilling and upskilling | 49% | 38% |\n| Changes to pension schemes and retirement ages | 43% | 55% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n| Trend | Global | Similar | Global | Declining | Global |\n|---|---|---|---|---|---|\n| Growing | 55% | 43% | 2% | | |\n|  | 52% | 41% | 7% |  |  |\n\n\n\n## Transformation barriers\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Region | Global |\n|---|---|---|\n| Organization culture and resistance to change | 64% | 46% |\n| Inability to attract talent to the industry | 53% | 37% |\n| Insufficient understanding of opportunities | 44% | 25% |\n| Inability to attract talent to my firm | 41% | 27% |\n| Outdated or inflexible regulatory framework | 39% | 39% |\n\n\n## Talent availability outlook\n\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n* _Improving_ \u25b2 Global average\n* _Worsening_ \u25b2 Global average\n\n| Talent Area | Percentage Change |\n|---|---|\n| Talent availability when hiring | 51% (-100% to +28%) |\n| Talent development of existing workforce | 0% (-100% to +83%) |\n| Talent retention of existing workforce | 23% (-100% to +30%) |\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **60** | Global 51: Run comprehensive DEI training for managers and staff\n* **38** | Global 33: Anti-harrassment protocols\n* **36** | Global 42: Set DEI goals, targets or quotas\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n* **82** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **70** | Global 62: Hiring new people with skills to better work alongside AI\n* **68** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_226.md", "filename": "Future_of_Jobs_Report_2025_Page_226.md", "title": "Future_of_Jobs_Report_2025_Page_226", "hash": "bbece14cfd88cd157294810c08fbbdf4", "processed_at": "2025-03-05T09:16:39.872501", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 226\n# Europe\n\n**21%** | *Global 22%*\nLabour-market churn\nFive-year structural labour-force churn\n\n**36%** | *Global 39%*\nSkill disruption\nShares of core skills which will change\n\n**84%** | *Global 83%*\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**90%** | *Global 88%*\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**597.0**\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                      | Region | Global |\n|-------------------------------------------|--------|--------|\n| Broadening digital access                 |        |        |\n| Rising cost of living, higher prices or inflation |        |        |\n| Increased efforts and investments to reduce carbon... |        |        |\n| Ageing and declining working-age populations       |        |        |\n| Increased focus on labour and social issues          |        |        |\n| Increased efforts and investments to adapt to climate... |        |        |\n\n\n| Trend                                       | Region | Global |\n|--------------------------------------------|--------|--------|\n| Slower economic growth                    |        |        |\n| Increased geopolitical division and conflicts |        |        |\n| Growing working-age populations             |        |        |\n| Increased restrictions to global trade and investment |        |        |\n| Stricter anti-trust and competition regulations |        |        |\n| Increased government subsidies and industrial policy |        |        |\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                         | Region | Global |\n|--------------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |        |        |\n| Robots and autonomous systems                              |        |        |\n| Energy generation, storage and distribution               |        |        |\n| New materials and composites                             |        |        |\n| Semiconductors and computing technologies              |        |        |\n\n| Technology Trend                 | Region | Global |\n|---------------------------------|--------|--------|\n| Sensing, laser and optical technologies |        |        |\n| Quantum and encryption         |        |        |\n| Biotechnology and gene technologies     |        |        |\n| Satellites and space technologies       |        |        |\n\n\n\n### Jobs outlook\n\n#### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n*Net growth*  *Job Growth*  *Job displacement*  *Net Growth* *Global net growth*\n1. Net growth\n2. Global net growth\n3. Churn\n\n## Visual Description\n\nSeveral horizontal bar charts and one combination chart visualize data related to business transformation trends, technology trends, and skill outlooks.  The charts compare regional data with global data.  Specific percentage values are provided for each category in the charts.\n\nThe combination chart displays projected net growth and churn for several job roles.  The chart shows both regional and global net growth percentages, as well as job growth, displacement, and churn for the region.\n\n\n### Key Insights\n\n* AI and related technologies are key drivers of business transformation, both regionally and globally.\n* Certain job roles, like AI and Machine Learning Specialists and Data Analysts and Scientists, are expected to experience significant growth.\n* Analytical thinking, resilience, flexibility, and agility are identified as core skills for 2025 and beyond.\n\n\n### Skill outlook\n\n#### Skills of increasing use by 2030\n\n| Skill                           | Region | Global |\n|--------------------------------|--------|--------|\n| Analytical thinking             |        |        |\n| Resilience, flexibility and agility |        |        |\n| Leadership and social influence  |        |        |\n| Motivation and self-awareness    |        |        |\n| Curiosity and lifelong learning    |        |        |\n\n| Skill                           | Region | Global |\n|--------------------------------|--------|--------|\n| AI and big data                |        |        |\n| Networks and cybersecurity     |        |        |\n| Technological literacy          |        |        |\n| Curiosity and lifelong learning |        |        |\n| Resilience, flexibility and agility |        |        |\n\n\n\nFuture of Jobs Report 2025 226"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_227.md", "filename": "Future_of_Jobs_Report_2025_Page_227.md", "title": "Future_of_Jobs_Report_2025_Page_227", "hash": "cb03c815c7cbe6de02aa289a0f29bf04", "processed_at": "2025-03-05T09:16:39.872501", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 227\n# Europe\n\n## Upskilling and reskilling outlook\n\n| Metric                           | Region | Global |\n| -------------------------------- | ------ | ------ |\n| Would not need training by 2030 | 38     | 41     |\n| Would be upskilled in their current role | 32     | 29     |\n| Would be upskilled and redeployed | 19     | 19     |\n| Would be unlikely to upskill    | 11     | 11     |\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task    | Human | Global | Combination | Global | Technology | Global |\n| ------- | ----- | ----- | ----------- | ----- | --------- | ----- |\n| ALL TASKS|       |       |            |       |          |       |\n| Now     |       |       |            |       |          |       |\n| 2030   |       |       |            |       |          |       |\n\n\n\n## Visual Description\n\nTwo stacked bar charts visualize the human-machine frontier and how it is expected to change. The first chart shows the current breakdown of tasks, while the second chart projects the breakdown for 2030.  Each bar segment represents the percentage of tasks completed by primarily humans, technology, or a combination of both.\n\n**Key Insights:**\n\n* **Shift towards Technology/Combination:** The visualization clearly indicates a shift away from human-dominated tasks towards those performed by technology or a combination of humans and technology.  \n* **Decreased Reliance on Solely Human Labor:**  The proportion of tasks completed solely by humans is projected to decrease significantly by 2030.\n\n**Data Extraction:**\n\n* **Now:** Human: 48%, Combination: 32%, Technology: 20% (Global values are the same)\n* **2030:** Human: 34%, Combination: 34%, Technology: 32% (Global values are close: 33%, 33%, 34% respectively)\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n\n| Policy                                       | Region | Global |\n| --------------------------------------------- | ------ | ------ |\n| Funding for reskilling and upskilling          | 57%    | 55%    |\n| Provision of reskilling and upskilling       | 47%    | 52%    |\n| Flexibility on hiring and firing practices     | 47%    | 52%   |\n| Improvements to public education systems      | 46%    | 44%    |\n| Changes to labour laws related to remote work | 44%    | 47% |\n| Changes to labor laws related to remote work | 39%    | 36% |\n\n\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier                                           | Region | Global |\n| ------------------------------------------------- | ------ | ------ |\n| Skills gaps in the labour market                  | 66%    | 63%    |\n| Organization culture and resistance to change      | 46%    | 46%    |\n| Inability to attract talent to the industry       | 41%    | 37%    |\n| Outdated or inflexible regulatory framework        | 39%    | 39%    |\n| Lack of adequate data and technical infrastructure | 32%    | 32%    |\n\n\n\n## Talent availability outlook\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n\n## Visual Description\n\nThree horizontal bar charts illustrate talent trends. Each chart represents a different aspect: talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. The bars are split into two sections: \"Improving\" (light blue) and \"Worsening\" (purple).  A triangle marker indicates the global average.\n\n**Key Insights:**\n\n* **Positive Outlook for Talent Development and Retention:**  The majority of respondents expect improvement in talent development and retention of their existing workforce.\n* **Mixed Outlook for Hiring:**  While a significant portion anticipates improved talent availability when hiring, a substantial number also expect it to worsen.\n\n\n**Data Extraction:**\n\n* **Talent availability when hiring:** Improving: 21%, Worsening: 54% (Global average marked)\n* **Talent development of existing workforce:** Improving: 63%, Worsening: 5% (Global average marked)\n* **Talent retention of existing workforce:** Improving: 36%, Worsening: 22% (Global average marked)\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n| Measure                                                        | Region | Global |\n| -------------------------------------------------------------- | ------ | ------ |\n| Run comprehensive DEI training for managers and staff        | 52     | 51     |\n| Pay equity reviews and salary audits                         | 46     | 39     |\n| Targeted recruitment, retention and progression initiatives | 44     | 48     |\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n| Strategy                                                                        | Region | Global |\n| ------------------------------------------------------------------------------- | ------ | ------ |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 79     | 77     |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 70     | 69     |\n| Hiring new people with skills to better work alongside AI                        | 65     | 62     |\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n\n## Visual Description\n\nA stacked horizontal bar chart displays projected wage trends. The bar segments are categorized as \"Growing\" (light blue), \"Similar\" (teal), and \"Declining\" (light purple). Triangle markers indicate the global average.\n\n\n**Key Insights:**\n\n* **Expected Wage Growth is Predominant:** A large majority of organizations project that wages will grow as a percentage of total revenue.\n* **Few Predict Declining Wage Proportion:**  Only a small fraction expect wages to decline relative to total revenue.\n\n\n**Data Extraction:**\n\n* **Growing:** 49%, **Similar:** 45%, **Declining:** 6% (Global: 52%, 41%, 7% respectively)\n\n\n\nFuture of Jobs Report 2025 227"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_228.md", "filename": "Future_of_Jobs_Report_2025_Page_228.md", "title": "Future_of_Jobs_Report_2025_Page_228", "hash": "87e32be0e23b162102ee861d562ec7b2", "processed_at": "2025-03-05T09:16:39.872501", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 228\n# Latin America and the Caribbean\n\n**23%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**42%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**89%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**94%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**377.5**\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Region | Global |\n|------------------------------------|--------|--------|\n| Broadening digital access           |        |        |\n| Increased focus on labour and social issues |        |        |\n| Increased efforts and investments to reduce carbon... |        |        |\n| Increased efforts and investments to adapt to climate... |        |        |\n| Rising cost of living, higher prices or inflation |        |        |\n| Slower economic growth              |        |        |\n\n| Trend                                                       | Region | Global |\n|------------------------------------------------------------|--------|--------|\n| Ageing and declining working-age populations                |        | 33%    |\n| Growing working-age populations                            |        | 23%    |\n| Increased restrictions to global trade and investment       |        | 19%    |\n| Increased geopolitical division and conflicts               |        | 16%    |\n| Increased government subsidies and industrial policy        |        | 14%    |\n| Stricter anti-trust and competition regulations           |        | 14%    |\n\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                                       | Region | Global |\n|------------------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |        |        |\n| Robots and autonomous systems                              |        |        |\n| Energy generation, storage and distribution                |        |        |\n| New materials and composites                              |        |        |\n| Sensing, laser and optical technologies                   |        |        |\n\n\n| Trend                                            | Region | Global |\n|-------------------------------------------------|--------|--------|\n| Semiconductors and computing technologies       |        | 20%    |\n| Biotechnology and gene technologies            |        | 15%    |\n| Satellites and space technologies              |        | 13%    |\n| Quantum and encryption                         |        | 13%    |\n\n\n\n\n### Jobs outlook\n\n#### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n\n| Role                                    | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|-----------------------------------------|------------|------------|-----------------|------------|-------------------|\n| Data Analysts and Scientists           | 51         | 41         | 51              |            |                   |\n| AI and Machine Learning Specialists   | 50         | 82         | 50              |            |                   |\n| Business Intelligence Analysts          | 31         | 18         | 34              |            |                   |\n| Sustainability Specialists              | 29         | 33         | 29              |            |                   |\n| Lawyers                                 | -10        | 2          | 15              |            |                   |\n| Administrative Assistants and Executive Secretaries | -26        | -20        | 26              |            |                   |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Skill                               | Region | Global |\n|------------------------------------|--------|--------|\n| Resilience, flexibility and agility |        | 81%    |\n| Analytical thinking                 |        | 74%    |\n| Leadership and social influence    |        | 69%    |\n| Systems thinking                    |        | 67%    |\n| Empathy and active listening       |        | 67%    |\n\n\n| Skill                       | Region | Global |\n|----------------------------|--------|--------|\n| AI and big data            |        | 92%    |\n| Creative thinking           |        | 84%    |\n| Technological literacy      |        | 81%    |\n| Empathy and active listening |        | 70%    |\n| Design and user experience  |        | 70%    |\n\n\n## Visual Description\n\nSeveral bar charts and a horizontal bar chart are present on this page.\n\nThe first set of bar charts shows regional and global data for various macrotrends and technology trends driving business transformation.  Generally, the regional responses are lower than the global averages for these trends.\n\nAnother set of horizontal bar charts displays data on key roles for business transformation, showing net growth, job growth, and job displacement for roles like Data Analysts, AI Specialists, etc. Some roles, like Administrative Assistants, show negative net growth.\n\nA final set of horizontal bar charts presents the core skills and skills of increasing use by 2030, comparing regional and global data. Again, regional data tends to be slightly lower than global data for these skills.  Resilience, flexibility, and agility are highly ranked, along with AI and Big Data.  Empathy and active listening appear in both core skills and skills of increasing use."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_23.md", "filename": "Future_of_Jobs_Report_2025_Page_23.md", "title": "Future_of_Jobs_Report_2025_Page_23", "hash": "5785508b8bbbe96d747273356995f188", "processed_at": "2025-03-05T09:16:39.872501", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 23\n# Largest growing and declining jobs, 2025-2030\n\nTop jobs, ordered by largest net job growth and decline, in absolute terms, calculated based on ILO occupation employment statistics and expected net growth reported by employers surveyed.\n\n## Top largest growing jobs\n\n* Farmworkers, Labourers, and Other Agricultural Workers\n* Light Truck or Delivery Services Drivers\n* Software and Applications Developers\n* Building Framers, Finishers, and Related Trades Workers\n* Shop Salespersons\n* Food Processing and Related Trades Workers\n* Car, Van and Motorcycle Drivers\n* Nursing Professionals\n* Food and Beverage Serving Workers\n* General and Operations Managers\n* Social Work and Counselling Professionals\n* Project Managers\n* University and Higher Education Teachers\n* Secondary Education Teachers\n* Personal Care Aides\n\n\n## Top largest declining jobs\n\n* Cashiers and Ticket Clerks\n* Administrative Assistants and Executive Secretaries\n* Building Caretakers, Cleaners and Housekeepers\n* Material-Recording and Stock-Keeping Clerks\n* Printing and Related Trades Workers\n* Accounting, Bookkeeping and Payroll Clerks\n* Accountants and Auditors\n* Transportation Attendants and Conductors\n* Security Guards\n* Bank Tellers and Related Clerks\n* Data Entry Clerks\n* Client Information and Customer Service Workers\n* Graphic Designers\n* Business Services and Administration Managers\n* Claims Adjusters, Examiners, and Investigators\n\n\n## Visual Description\n\nThe image presents two horizontal bar charts visualizing projected job growth and decline between 2025 and 2030.\n\n**Chart 1: Top Largest Growing Jobs**\n\nThis chart shows the top 15 jobs expected to experience the largest growth, measured in millions of jobs.  The bars are light blue and extend to the right of the zero mark. Farmworkers, Labourers, and other Agricultural Workers show the largest projected growth, around 30 million jobs. Other high-growth jobs include Light Truck or Delivery Services Drivers and Software and Applications Developers.  Jobs further down the list show progressively smaller growth, with Personal Care Aides experiencing the least growth among the top 15.\n\n**Chart 2: Top Largest Declining Jobs**\n\nThis chart shows the top 15 jobs expected to experience the largest decline, measured in millions of jobs. The bars are light purple and extend to the left of the zero mark. Cashiers and Ticket Clerks are projected to decline the most, by about -15 million jobs. Administrative Assistants and Executive Secretaries, and Building Caretakers, Cleaners, and Housekeepers follow with significant declines as well.  Jobs lower on the list show progressively smaller declines, with Claims Adjusters, Examiners, and Investigators projected to experience a minimal decline.\n\n\n**Key Insights:**\n\n* The agricultural and logistics sectors are projected to see substantial growth in employment.\n* The demand for tech-related roles like Software and Application Developers is also expected to increase considerably.\n* Several clerical and administrative roles are anticipated to decline sharply, likely due to automation and technological advancements.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_229.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_229.md", "filename": "Future_of_Jobs_Report_2025_Page_229.md", "title": "Future_of_Jobs_Report_2025_Page_229", "hash": "b02a0b12e02c90581ae2731fa85fac54", "processed_at": "2025-03-05T09:16:39.872501", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 229\n# Latin America and the Caribbean\n\n## Upskilling and reskilling outlook\n\n|                        | Region | Global |\n|------------------------|-------|-------|\n| Would not need training by 2030 | 41    | 41    |\n| Would be upskilled in their current role | 27    | 29    |\n| Would be upskilled and redeployed | 22    | 19    |\n| Would be unlikely to upskill | 10    | 11    |\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n| --------- | ----- | ----- | ----------- | ----- | --------- | ----- |\n| Now       |       |       |            |       |          |       |\n| 2030     |       |       |            |       |          |       |\n\n\n## Visual Description\n\nThe first chart under \"Human-machine frontier\" shows the percentage of tasks allocated to humans, technology, or a combination of both, for the present time (Now) and projected for 2030.  The regional data is overlaid on the global average.  For \"Now\" data, it appears humans complete the largest share of tasks, followed by technology, and then combined efforts.  The 2030 projection shows a decrease in human-led tasks and an increase in both technology and combined efforts. Specific percentage values are visible for the global data, but the regional values are obscured.  Globally, for \"Now\" data, the approximate breakdown is: Human - <50%, Combination ~20%, Technology >25%. For the 2030 projection, the breakdown is roughly: Human <40%, Combination ~30%, Technology >30%.\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n|                                         | Region | Global |\n| --------------------------------------- | ----- | ----- |\n| Flexibility on hiring and firing practices | 57%   | 44%   |\n| Provision of reskilling and upskilling  | 51%   | 52%   |\n| Improvements to public education systems   | 51%   | 52%   |\n| Funding for reskilling and upskilling     | 50%   | 47%   |\n| Flexibility on setting wages            | 47%   | 55%   |\n| Flexibility on setting wages            | 44%   | 38%   |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n|                                                        | Region | Global |\n| ------------------------------------------------------ | ----- | ----- |\n| Skills gaps in the labour market                       | 53%   | 63%   |\n| Organisation culture and resistance to change          | 49%   | 46%   |\n| Outdated or inflexible regulatory framework           | 48%   | 39%   |\n| Shortage of investment capital                        | 28%   | 26%   |\n| Lack of adequate data and technical infrastructure     | 28%   | 32%   |\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Growing | Global | Similar | Global | Declining | Global |\n| ------- | ----- | ------- | ----- | -------- | ----- |\n|         |       |         |       |          |       |\n\n\n\n## Visual Description\nThis stacked bar chart shows regional and global perspectives on wage trends.  \"Growing,\" \"Similar,\" and \"Declining\" wages are shown as proportions of a whole.  The regional data is overlaid on the global average.  Globally, about half of the organizations project that wages will remain \"Similar,\"  while \"Growing\" accounts for slightly less and \"Declining\" is a small portion. Exact regional percentages are obscured. Global percentages are approximately: Growing - 44%, Similar - 48%, Declining - 9%.\n\n\n## Talent availability outlook\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n|                            | -100% | +100% |\n| -------------------------- | ----- | ----- |\n| Talent availability when hiring | 37%   | 37%   |\n| Talent development of existing workforce | 4%     | 80%   |\n| Talent retention of existing workforce | 20%   | 57%   |\n\n\n## Visual Description\n\nThis chart presents regional data overlaid on global averages regarding perceived changes in talent availability.  Three categories are displayed: hiring, development of existing workforce, and retention of existing workforce.  A horizontal bar displays worsening (left of center) and improving (right of center) talent availability predictions. The global average is marked by a triangle. For all three categories, the majority of respondents expect improvement, especially for talent development. The global averages for each are as follows: Talent availability when hiring (+37%), Talent development of existing workforce (+80%), Talent retention of existing workforce (+57%). Specific regional values are not fully visible.\n\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n|                                                              | Region | Global |\n| ------------------------------------------------------------- | ----- | ----- |\n| Run comprehensive DEI training for managers and staff           | 66    | 51    |\n| Targeted recruitment, retention and progression initiatives     | 59    | 48    |\n| Anti-harassment protocols                                       | 54    | 33    |\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n\n|                                                                                            | Region | Global |\n| ------------------------------------------------------------------------------------------- | ----- | ----- |\n| Reskilling and upskilling your existing workforce to better work alongside AI                 | 79    | 77    |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 74    | 69    |\n| Hiring new people with skills to better work alongside AI                                 | 72    | 62    |"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_230.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_230.md", "filename": "Future_of_Jobs_Report_2025_Page_230.md", "title": "Future_of_Jobs_Report_2025_Page_230", "hash": "8f31c251dc7a68980387182169a7329f", "processed_at": "2025-03-05T09:16:39.873499", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 230\n# Middle East and Northern Africa\n\n## Region Profile\n\n* **Labour-market churn:** 19% (Global 22%)\n    * Five-year structural labour-force churn\n* **Skill disruption:** 46% (Global 39%)\n    * Shares of core skills which will change\n* **Organizations with DEI priorities:** 72% (Global 83%)\n    * Share of organizations with DEI priorities\n* **AI exposure:** 85% (Global 88%)\n    * Share of organizations running AI programmes\n* **Working Age Population (Millions):** 197.7\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*\n\n| Macrotrend                                      | Region | Global |\n|---------------------------------------------------|--------|--------|\n| Rising cost of living, higher prices or inflation |        |        |\n| Broadening digital access                       |        |        |\n| Slower economic growth                          |        |        |\n| Increased efforts and investments to reduce carbon |        |        |\n| Increased geopolitical division and conflicts     |        |        |\n| Increased efforts and investments to adapt to climate change |        |        |\n| Increased government subsidies and industrial policy |        | 50%    | 31% |\n| Increased restrictions to global trade and investment |        | 60%    | 29% |\n| Increased focus on labour and social issues       |        | 42%    | 28% |\n| Stricter anti-trust and competition regulations   |        | 47%    | 24% |\n| Ageing and declining working-age populations      |        | 34%    | 18% |\n| Growing working-age populations                 |        | 41%    | 24% |\n\n\n### Technology trends driving business transformation\n\n*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*\n\n| Technology Trend                                                 | Region | Global |\n|-----------------------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |        |        |\n| Robots and autonomous systems                                  |        |        |\n| Energy generation, storage and distribution                     |        |        |\n| New materials and composites                                     |        |        |\n| Semiconductors and computing technologies                       |        |        |\n| Sensing, laser and optical technologies                          |        | 86%    | 14% |\n| Biotechnology and gene technologies                             |        | 58%    | 8%  |\n| Satellites and space technologies                               |        | 41%    | 7%  |\n| Quantum and encryption                                          |        | 30%    | 6%  |\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\n*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*\n\n| Role                                           | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|------------------------------------------------|------------|------------|-----------------|------------|-------------------|\n|  1. Net growth |              |            |                 |            |                   |\n|  2. Global net growth |             |           |                |           |                  |\n|  3. Churn |             |           |                |           |                  |\n| AI and Machine Learning Specialists              |            |            |                 | 65         | 82, 65           |\n| Business Development Professionals             |            |            |                 | 26         | 19, 26           |\n| Business Intelligence Analysts                  |            |            |                 | 19         | 18, 23           |\n| Assembly and Factory Workers                    |            |            |                 | 8          | 0, 26            |\n| Accountants and Auditors                       |            |            |                 | -3         | -8, 9            |\n| Administrative Assistants and Executive Secretaries |            |            |                 | -33        | -20, 42          |\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n| Skill                                      | Region | Global | SKILLS OF INCREASING USE BY 2030                       | Region | Global |\n|--------------------------------------------|--------|--------|-------------------------------------------------------|--------|--------|\n| **CORE SKILLS OF 2025**                    |        |        |                                                       |        |        |\n| Creative thinking                         |        |        | Creative thinking                                     |        | 64%    |\n| Resilience, flexibility and agility         |        |        | Resilience, flexibility and agility                    | 46%    | 68%    |\n| Analytical thinking                        |        |        | Technological literacy                               | 47%    | 67%    |\n| Leadership and social influence            |        |        | Networks and cybersecurity                           | 50%    | 72%    |\n| AI and big data                           |        |        | AI and big data                                       | 57%    | 74%    |\n\n\n## Visual Description\n\nSeveral horizontal bar charts and one combination chart visualize data related to business transformation trends in the Middle East and Northern Africa.\n\n**Macrotrends & Technology Trends:** These charts compare regional and global responses regarding factors driving business transformation.  Longer bars indicate a higher percentage of organizations identifying that factor as influential.  For example, globally, a larger percentage of organizations believe \"Increased restrictions to global trade and investment\" will drive transformation compared to \"Increased government subsidies and industrial policy.\" Regionally, however, the proportions might be different. Similarly, for technology trends, AI and information processing technologies are expected to drive more transformation globally than Quantum and Encryption.\n\n**Key Roles for Business Transformation:** This combination chart shows projected net growth, job growth, job displacement, and churn for various roles. AI and Machine Learning Specialists show high projected growth, indicated by a long light blue bar extending to the right of the zero line. Administrative and Executive roles show negative growth, with bars extending to the left of the zero line, suggesting a decline in these positions. The purple bars represent job displacement and the light blue bars job growth. The overall net growth is the combination of these two, represented by a darker blue line and marker.\n\n**Skills of Increasing Use by 2030:**  These charts display projected increases in the demand for specific skills, both regionally and globally. Longer bars represent a higher expected increase in usage by 2030.  Both regionally and globally, \"AI and Big Data\" is expected to see the highest growth, followed by Networking and Cybersecurity.\n\n\n**Key Insights:**\n\n* **Technological Transformation:** AI, information processing, and related fields are major drivers of transformation, impacting both required job roles and skills.\n* **Decline of Traditional Roles:** Administrative and Executive Secretary roles are projected to decline.\n* **Skill Gaps:**  The increasing need for skills related to AI, Big Data, and cybersecurity highlights the importance of developing these competencies in the workforce.\n* **Regional Variations:** While global trends are important, regional responses show unique priorities and potential deviations from global averages. This suggests the need for tailored strategies."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_231.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_231.md", "filename": "Future_of_Jobs_Report_2025_Page_231.md", "title": "Future_of_Jobs_Report_2025_Page_231", "hash": "13ee8ac01473c2b130b491e86b5f08d6", "processed_at": "2025-03-05T09:16:39.873499", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 231\n# Middle East and Northern Africa\n\n## Upskilling and reskilling outlook\n\n* **51 | Global 41:** Would not need training by 2030\n* **26 | Global 29:** Would be upskilled in their current role\n* **15 | Global 19:** Would be upskilled and redeployed\n* **9 | Global 11:** Would be unlikely to upskill\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n\nALL TASKS\n\n| Timeframe | Human | Combination | Technology |\n|---|---|---|---|\n| Now |  |  |  |\n| 2030 |  |  |  |\n\n\n\n## Visual Description\n\nA stacked bar chart shows the percentage of tasks completed by predominantly people (light blue), predominantly technology (dark blue), or a combination of both (medium blue) for the Middle East and Northern Africa region, compared to the global average. Two timeframes are presented: \"Now\" and \"2030.\"  Each segment of the stacked bars shows the percentage breakdown for each category. Corresponding percentage labels appear to the right of each bar.\n\n**Key Insights:**\n\n* The chart indicates a shift towards increased technology involvement in tasks by 2030, both regionally and globally.\n* The proportion of tasks completed by predominantly humans appears to decrease from \"Now\" to \"2030\".\n*  The proportion of tasks completed through a combination of humans and technology seems to remain relatively stable or possibly decrease slightly from \"Now\" to \"2030\".\n\n## Public policy\n\n**Public policies to improve talent availability**\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n\n| Policy | Region | Global |\n|---|---|---|\n| Funding for reskilling and upskilling | 58% | 55% |\n| Provision of reskilling and upskilling | 53% | 52% |\n| Improvements to public education systems | 53% | 52% |\n| Flexibility on setting wages | 41% | 38% |\n| Wage subsidies | 41% | 26% |\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Trend | Region | Global |\n|---|---|---|\n| Growing |  | 63% |\n| Similar |  | 27% |\n| Declining |  | 10% |\n\n\n\n## Visual Description\n\nA horizontal stacked bar chart shows the projected changes in wages as a percentage of total company revenue.  The categories are \"Growing\", \"Similar\", and \"Declining,\" represented by light blue, teal, and light purple respectively.  The chart compares regional data for the Middle East and Northern Africa with the global average.  Percentage labels are shown for each segment.\n\n**Key Insights:**\n\n*  Globally, a significant majority of organizations project wage growth as a percentage of revenue.\n* A smaller percentage of organizations anticipate wages remaining similar to current levels.\n* A relatively small minority project a decline in wages as a percentage of revenue.\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Region | Global |\n|---|---|---|\n| Skills gaps in the labour market | 63% | 63% |\n| Organization culture and resistance to change | 42% | 46% |\n| Outdated or inflexible regulatory framework | 39% | 39% |\n| Lack of adequate data and technical infrastructure | 34% | 32% |\n| Inability to attract talent to the industry | 28% | 37% |\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n\n| Area | Improving | Worsening |\n|---|---|---|\n| Talent availability when hiring | 23% (+100%) | |\n| Talent development of existing workforce | 5% (+100%) | |\n| Talent retention of existing workforce | 14% (+100%) | |\n\n\n\n## Visual Description\n\n\nThree horizontal bar charts show the expected talent trend in the Middle East and Northern Africa region compared to the global average. The categories are \"Talent availability when hiring,\" \"Talent development of existing workforce,\" and \"Talent retention of existing workforce.\" Each bar is divided into \"Improving\" (light blue) and \"Worsening\" (light purple) segments, with the regional data presented as a solid bar and the global average marked by a triangle. The percentage change from -100% to +100% is indicated along the x-axis, with percentage labels shown for each bar.\n\n**Key Insights:**\n\n* Across all three areas, respondents expect talent availability to improve, both regionally and globally.\n* The percentage improvement is highest for talent availability when hiring.\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **36 | Global 42:** Set DEI goals, targets or quotas\n* **35 | Global 48:** Targeted recruitment, retention and progression initiatives\n* **34 | Global 51:** Run comprehensive DEI training for managers and staff\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **73 | Global 77:** Reskilling and upskilling your existing workforce to better work alongside AI\n* **62 | Global 69:** Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **51 | Global 62:** Hiring new people with skills to better work alongside AI"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_232.md", "filename": "Future_of_Jobs_Report_2025_Page_232.md", "title": "Future_of_Jobs_Report_2025_Page_232", "hash": "27f7451663eb0243c9c680b1826066fa", "processed_at": "2025-03-05T09:16:39.873499", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 232\n# Northern America\n\n**21%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**37%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**96%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**94%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**255.5**\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                     | Region | Global |\n|------------------------------------------|--------|--------|\n| Broadening digital access                 | 67%    | 45%    |\n| Slower economic growth                    | 60%    | 34%    |\n| Increased focus on labour and social issues | 52%    | 44%    |\n| Ageing and declining working-age populations | 48%    | 35%    |\n| Increased efforts and investments to adapt to climate... | 42%    | 47%    |\n| Rising cost of living, higher prices or inflation | 48%    | 28% |\n| Increased restrictions to global trade and investment | 40%    | 23%    |\n| Stricter anti-trust and competition regulations | 45%    | 25%    |\n| Increased government subsidies and industrial policy | 41%    | 17% |\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                | Region | Global |\n|------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) | 96%    | 22%    |\n| Robots and autonomous systems                 | 86%    | 30%    |\n| Semiconductors and computing technologies    | 61%    | 16%    |\n| Energy generation, storage and distribution   | 58%    | 18%    |\n| Quantum and encryption                        | 36%    | 9%     |\n| New materials and composites           | 20%    | 9% |\n| Sensing, laser and optical technologies | 33%    | 9%     |\n| Satellites and space technologies        | 41%    | 9%     |\n| Biotechnology and gene technologies         | 28%    | 11%    |\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth:  Light Blue\n* Job Growth: Dark Blue\n* Job displacement: Purple\n\n| Role                               | Net Growth | Global Net Growth | Churn |\n|------------------------------------|------------|-------------------|-------|\n| AI and Machine Learning Specialists | 91         | 82                | 91    |\n| Big Data Specialists              | 33         | 113               | 35    |\n| Data Analysts and Scientists        | 22         | 41                | 23    |\n| Business Development Professionals   | 12         | 19                | 15    |\n| General and Operations Managers     | -4         | 4                 | 14    |\n| Accountants and Auditors           | -7         | -8                | 11    |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Region: Light Blue\n* Global: Dark Blue\n\n\n**CORE SKILLS OF 2025**\n\n| Skill                       | Region | Global |\n|----------------------------|--------|--------|\n| Analytical thinking         | 79%    | 90%    |\n| Resilience, flexibility and agility | 79%    | 80%    |\n| Leadership and social influence | 68%    | 67%    |\n| Empathy and active listening   | 66%    | 65%    |\n| Technological literacy        | 64%    | 65%    |\n\n\n\n**SKILLS OF INCREASING USE BY 2030**\n\n| Skill                         | Region | Global |\n|------------------------------|--------|--------|\n| AI and big data               | 79% | 90%    |\n| Technological literacy      | 79% | 80%    |\n| Resilience, flexibility and agility | 68% | 67%    |\n| Creative thinking             | 66% | 65%    |\n| Networks and cybersecurity     | 64%    | 65%    |\n\n\n\n## Visual Description\n\nSeveral horizontal bar charts are presented, comparing regional data with global averages across various categories related to business transformation and skills.  Light blue represents regional data and dark blue global data.\n\n**Key Insights:**\n\n* **Macrotrends:** Broadening digital access is a significant driver of business transformation both regionally and globally.  Increased geopolitical division and conflicts are also major drivers.  Interestingly, while the region shows higher concern for broadening digital access and slower economic growth as drivers of transformation, the global average shows a greater emphasis on environmental concerns.\n* **Technology Trends:** AI and information processing technologies are seen as the most important technological drivers of transformation, followed by robots and autonomous systems.  Globally, these trends are similarly important, though perceived to a lesser degree. Quantum and encryption is seen as a much less significant driver in the region compared to globally.\n* **Jobs Outlook:**  AI and Machine Learning Specialists and Big Data Specialists are the roles experiencing the most significant net growth.  General and Operations Managers and Accountants and Auditors are seeing negative net growth both regionally and globally.\n* **Skill Outlook:**  Analytical thinking, resilience/flexibility/agility, and technological literacy are the top core skills for 2025, with the regional percentages slightly lower than the global averages in each case.  The skills predicted to increase most in use by 2030 mirror these trends, though with even greater emphasis on technological literacy.\n\nThe charts also provide insights into regional differences compared to global trends, suggesting that some trends are more pronounced in North America compared to the rest of the world.  The jobs and skills outlook sections highlight potential areas of growth and decline in the labor market."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_233.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_233.md", "filename": "Future_of_Jobs_Report_2025_Page_233.md", "title": "Future_of_Jobs_Report_2025_Page_233", "hash": "530da8e44254c81b950207d5ad56bd54", "processed_at": "2025-03-05T09:16:39.873499", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 233\n# Northern America\n\n## Upskilling and reskilling outlook\n\n* **33** | Global 41\n  Would not need training by 2030\n* **32** | Global 29\n  Would be upskilled in their current role\n* **24** | Global 19\n  Would be upskilled and redeployed\n* **10** | Global 11\n  Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  | 44% | 34% | 22% |\n| 2030 |  |  |  |  |  |  | 31% | 38% | 31% |\n|  |  |  |  |  |  |  | 33% | 33% | 34% |\n\n\n\n## Public policy\n\n### Public policies to improve talent availability\n\nShare of respondents who agree that the particular public policy has the greatest potential to increase the talent availability\n\n\n| Policy | Region | Global |\n|---|---|---|\n| Funding for reskilling and upskilling |  | 56% | 55% |\n| Provision of reskilling and upskilling |  | 56% | 52% |\n| Flexibility on hiring and firing practices |  | 46% | 44% |\n| Changes to labour laws related to remote work |  | 40% | 36% |\n| Improvements to public education systems |  | 40% | 47% |\n\n\n## Wage outlook\n\n### Wage trends\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n| Growing | Global | Similar | Global | Declining | Global |\n|---|---|---|---|---|---|\n|  |  |  |  |  |  | 35% | 52% | 14% |\n|  |  |  |  |  |  | 52% | 41% | 7% |\n\n\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Region | Global |\n|---|---|---|\n| Skills gaps in the labour market |  | 67% | 63% |\n| Inability to attract talent to the industry |  | 48% | 37% |\n| Organization culture and resistance to change |  | 42% | 46% |\n| Lack of adequate data and technical infrastructure |  | 35% | 32% |\n| Outdated or inflexible regulatory framework |  | 33% | 39% |\n\n\n## Talent availability outlook\n\n### Talent trend\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n* Improving: Light Blue Bars\n* Global Average: Triangles on Light Blue Bars\n* Worsening: Purple Bars\n* Global Average: Triangles on Purple Bars\n\n\n**Talent availability when hiring:**\n\n* 43%\n* -100% to +100% Scale\n\n**Talent development of existing workforce:**\n\n* 4%\n* -100% to +100% Scale\n\n**Talent retention of existing workforce:**\n\n* 22%\n* -100% to +100% Scale\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **79** | Global 48\n  Targeted recruitment, retention and progression initiatives\n\n* **67** | Global 51\n  Run comprehensive DEI training for managers and staff\n\n* **64** | Global 39\n  Pay equity reviews and salary audits\n\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n\n* **84** | Global 77\n  Reskilling and upskilling your existing workforce to better work alongside AI\n* **82** | Global 69\n  Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **66** | Global 62\n  Hiring new people with skills to better work alongside AI\n\n\n## Visual Description\n\nSeveral bar charts and stacked bar charts visualize data related to workforce trends and business transformation.\n\n**Human-Machine Frontier:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, for \"now\" and \"2030\".  Key insight:  There is a projected shift towards more tasks being completed by a combination of humans and technology in 2030 compared to now.\n\n**Public Policies to Improve Talent Availability:**  This horizontal bar chart shows the percentage of respondents who agree that particular public policies have the greatest potential to increase talent availability, comparing regional responses to global averages. Key Insight: Funding for reskilling and upskilling, along with the provision of reskilling and upskilling, are seen as the most impactful policies, both regionally and globally.\n\n**Wage Trends:**  This stacked horizontal bar chart presents the share of organizations projecting growing, similar, or declining wages as a percentage of total company revenue. Key insight:  A larger share of organizations project wages to remain similar rather than grow or decline.\n\n**Transformation Barriers:** This horizontal bar chart displays the share of organizations expecting certain barriers to hinder their transformation. Skills gaps in the labour market are identified as the most significant barrier.\n\n**Talent Trend:** This chart visualizes talent availability outlooks (improving vs. worsening) for hiring, development, and retention, comparing regional views to global averages.\n\n**DEI Actions and AI Strategy:** These charts show the percentage of employers planning to implement specific DEI measures and AI strategies. Reskilling existing workforce for AI is the most popular AI strategy."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_235.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_235.md", "filename": "Future_of_Jobs_Report_2025_Page_235.md", "title": "Future_of_Jobs_Report_2025_Page_235", "hash": "45e5670c776a18fd6f56d42823b37ac8", "processed_at": "2025-03-05T09:16:39.873499", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 235\n# South-eastern Asia\n\n## Upskilling and reskilling outlook\n\n* **38** | Global 41: Would not need training by 2030\n* **26** | Global 29: Would be upskilled in their current role\n* **25** | Global 19: Would be upskilled and redeployed\n* **11** | Global 11: Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n## Visual Description\n\nTwo stacked bar charts compare the regional and global distribution of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected to 2030.  The charts show percentages for each category, but some labels are obscured in the provided image.\n\n**Key Insights:**\n\n* A shift is projected towards more technology-driven task completion by 2030.\n* There appears to be a significant increase in tasks completed by a combination of humans and technology.\n\n\n## Public policy\n\n### Public policies to improve talent availability\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy | Region | Global |\n|---|---|---|\n| Flexibility on hiring and firing practices | 59% | 44% |\n| Provision of reskilling and upskilling | 59% | 52% |\n| Flexibility on setting wages | 50% | 38% |\n| Funding for reskilling and upskilling | 50% | 55% |\n| Improvements to public education systems | 50% | 47% |\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n## Visual Description\n\nA stacked bar chart displays the percentage of organizations predicting changes in wage allocation as a percentage of total company revenue.  The chart is divided into \"Growing,\" \"Similar,\" and \"Declining\" wage trends, comparing regional data to global averages. Specific percentage labels are somewhat obscured in the image.\n\n**Key Insights:**\n\n* Regionally, more organizations project a growing share of wages.\n\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Region | Global |\n|---|---|---|\n| Skills gaps in the labour market | 69% | 63% |\n| Lack of adequate data and technical infrastructure | 59% | 32% |\n| Outdated or inflexible regulatory framework | 52% | 39% |\n| Inability to attract talent to the industry | 41% | 37% |\n| Organization culture and resistance to change | 41% | 46% |\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n## Visual Description\n\nThree horizontal bar charts represent expected changes in talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. Each chart spans from -100% to +100%, showing regional results compared to a global average.  Specific percentage values are partially obscured.\n\n**Key Insights:**\n\n* Positive growth is expected in all three areas of talent availability, both regionally and globally.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **59** | Global 42: Set DEI goals, targets or quotas\n* **46** | Global 51: Run comprehensive DEI training for managers and staff\n* **46** | Global 48: Targeted recruitment, retention and progression initiatives\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **91** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **77** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **59** | Global 62: Hiring new people with skills to better work alongside AI\n\n\nFuture of Jobs Report 2025 235"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_234.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_234.md", "filename": "Future_of_Jobs_Report_2025_Page_234.md", "title": "Future_of_Jobs_Report_2025_Page_234", "hash": "ed2af40394c6e203c9837f3f36aa2ab6", "processed_at": "2025-03-05T09:16:39.873499", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 234\n# South-eastern Asia\n\n**20%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**43%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**86%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**96%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**400.5**\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                                     | Region | Global |\n|----------------------------------------------------------|--------|--------|\n| Increased efforts and investments to reduce carbon...        |        |        |\n| Broadening digital access                                  |        |        |\n| Slower economic growth                                    |        |        |\n| Increased efforts and investments to adapt to climate...        |        |        |\n| Rising cost of living, higher prices or inflation           |        |        |\n| Ageing and declining working-age populations                |        |        |\n| Growing working-age populations                           |        | 72%    | 35% |\n| Increased geopolitical division and conflicts             |        | 72%    | 31% |\n| Increased focus on labour and social issues                |        | 69%    | 28% |\n| Increased government subsidies and industrial policy      |        | 55%    | 24% |\n| Increased restrictions to global trade and investment     |        | 52%    | 21% |\n| Stricter anti-trust and competition regulations            |        | 38%    | 14% |\n\n\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Technology Trend                                            | Region | Global |\n|-------------------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |        |        |\n| Robots and autonomous systems                              |        |        |\n| Energy generation, storage and distribution                 |        |        |\n| New materials and composites                               |        |        |\n| Semiconductors and computing technologies                   |        |        |\n| Sensing, laser and optical technologies                      |        | 90%    | 14% |\n| Satellites and space technologies                          |        | 72%    | 10% |\n| Quantum and encryption                                    |        | 45%    | 10% |\n| Biotechnology and gene technologies                          |        | 38%    | 3%  |\n\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n\n| Role                                                       | -100% | NET GROWTH | 0    | 100% | 1. | 2. | 3. |\n|------------------------------------------------------------|--------|------------|------|--------|----|----|----|\n| AI and Machine Learning Specialists                        |        |            |      | 38     | 38 | 82 | 38 |\n| Data Analysts and Scientists                              |        |            |      |        | 27 | 41 | 27 |\n| Business Development Professionals                         |        |            |      |        | 19 | 19 | 19 |\n| Lawyers                                                    |        |            |      |        | 6  | 2  | 12 |\n| Managing Directors and Chief Executives                    |        |            |      |        | 3  | 5  | 3  |\n| Accounting, Bookkeeping and Payroll Clerks                  |        |            |      |        | -23 | -18| 23 |\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| CORE SKILLS OF 2025                  | Region | Global |\n|---------------------------------------|--------|--------|\n| Resilience, flexibility and agility   |        | 71%    |\n| Leadership and social influence        |        | 67%    |\n| Technological literacy                 |        | 67%    |\n| Analytical thinking                    |        | 67%    |\n| Creative thinking                     |        | 63%    |\n\n\n| SKILLS OF INCREASING USE BY 2030 |      |      |\n|-----------------------------------|------|------|\n| AI and big data                  |      | 96%  |\n| Networks and cybersecurity         |      | 92%  |\n| Resilience, flexibility and agility   |      | 83%  |\n| Technological literacy                 |      | 78%  |\n| Analytical thinking                    |      | 78%  |\n\n\n\n## Visual Description\n\nSeveral bar charts and a horizontal bar chart are presented, visualizing data related to business transformation, technology trends, key roles, and skills in Southeast Asia.  \n\nThe charts compare regional data with global averages, using different shades of blue. The horizontal bar chart depicts net growth, job growth, job displacement, and churn for various roles.  Triangles indicate the specific data points on this chart.\n\nKey insights include specific macrotrends and technologies driving business transformation, predicted growth in AI and data-related roles, and increasing demand for skills like resilience, flexibility, and agility. The visualization highlights significant differences between regional and global trends in some areas. For example, while the regional focus on AI and information processing technologies may be high, the global share is even higher.  Similarly, some roles are expected to experience significant churn while others show strong growth.  Finally, the skills gap analysis points towards skills that will be in high demand in the future."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_236.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_236.md", "filename": "Future_of_Jobs_Report_2025_Page_236.md", "title": "Future_of_Jobs_Report_2025_Page_236", "hash": "b8e4b44aaf0bba3b854ff38d4b84f330", "processed_at": "2025-03-05T09:16:39.874494", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 236\n# Southern Asia\n\n**28%** | Global 22%\nLabour-market churn\n*Five-year structural labour-force churn*\n\n**52%** | Global 39%\nSkill disruption\n*Shares of core skills which will change*\n\n**86%** | Global 83%\nOrganizations with DEI priorities\n*Share of organizations with DEI priorities*\n\n**92%** | Global 88%\nAI exposure\n*Share of organizations running AI programmes*\n\nWorking Age Population (Millions): **873.8**\n\n\n## Trend outlook\n\n# Macrotrends driving business transformation\n\n*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*\n\n| Trend                                    | Region | Global |\n|-----------------------------------------|--------|--------|\n| Broadening digital access                |        |        |\n| Increased efforts and investments to reduce carbon... |        |        |\n| Increased focus on labour and social issues |        |        |\n| Increased geopolitical division and conflicts |        |        |\n| Increased efforts and investments to adapt to climate... |        |        |\n| Rising cost of living, higher prices or inflation |        |        |\n\n\n| Trend                                                | Region | Global |\n|-----------------------------------------------------|--------|--------|\n| Increased government subsidies and industrial policy    |        | 24%    |\n| Growing working-age populations                      |        | 18%    |\n| Stricter anti-trust and competition regulations        |        | 18%    |\n| Increased restrictions to global trade and investment |        | 16%    |\n| Ageing and declining working-age populations        |        | 11%    |\n| Slower economic growth                               |        | 8%     |\n\n## Technology trends\n\n# Technology trends driving business transformation\n\n*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*\n\n| Trend                                                                 | Region | Global |\n|----------------------------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026)         |        |        |\n| Robots and autonomous systems                                          |        |        |\n| New materials and composites                                           |        |        |\n| Sensing, laser and optical technologies                               |        |        |\n| Energy generation, storage and distribution                             |        |        |\n\n| Trend                                           | Region | Global |\n|------------------------------------------------|--------|--------|\n| Semiconductors and computing technologies        |        | 24%    |\n| Satellites and space technologies               |        | 18%    |\n| Biotechnology and gene technologies             |        | 18%    |\n| Quantum and encryption                         |        | 11%    |\n\n\n\n## Jobs outlook\n\n# Key roles for business transformation\n\n*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*\n\n\n|                                           | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|-------------------------------------------|------------|------------|-----------------|------------|-------------------|\n| **1. Net growth**                        |            |            |                 |            |                   |\n| **2. Global net growth**                 |            |            |                 |            |                   |\n| **3. Churn**                            |            |            |                 |            |                   |\n\n| Role                                                    | -100%  | NET GROWTH     | 0    | 100% | 1. | 2. | 3. |\n|---------------------------------------------------------|--------|---------------|------|-------|---|---|---|\n| Supply Chain and Logistics Specialists                 |        |               |      | 30    | 30 | 17 | 30 |\n| Assembly and Factory Workers                           |        |               |      | 23    | 23 | 0  | 39 |\n| Business Development Professionals                     |        |               |      | 15    | 15 | 19 | 15 |\n| Vocational Education Teachers                          |        |               |      | 14    | 14 | 9  | 14 |\n| Project Managers                                       |        |               |      | 8     | 8  | 17 | 8  |\n| Accounting, Bookkeeping and Payroll Clerks                |        |               |      | -25   | -25 | -18| 27 |\n\n\n## Skill outlook\n\n# Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n| CORE SKILLS OF 2025     | Region | Global |\n|--------------------------|--------|--------|\n| Analytical thinking        |        |        |\n| Creative thinking         |        |        |\n| AI and big data           |        |        |\n| Talent management          |        |        |\n| Technological literacy     |        |        |\n\n\n| SKILLS OF INCREASING USE BY 2030 | Region | Global |\n|-----------------------------------|--------|--------|\n| AI and big data                    |        | 93%    |\n| Technological literacy            |        | 70%    |\n| Creative thinking                  |        | 70%    |\n| Quality control                   |        | 69%    |\n| Analytical thinking               |        | 65%    |\n\n\n## Visual Description\n\nSeveral charts and graphs are presented, visualizing data related to business transformation trends, technology trends, key roles, and skills in Southern Asia.\n\n**Macrotrends & Technology Trends:** These are horizontal bar charts comparing regional and global data.  Generally, the regional responses are slightly lower than the global responses for each trend.  For Macrotrends, \"Broadening digital access\" shows the highest percentages. For technology trends, \"AI and information processing technologies\" are highest, followed by \"Semiconductors and computing technologies.\"\n\n**Key Roles for Business Transformation:** This is a combination bar chart and table.  It displays the projected net growth, job growth, job displacement, net growth, and global net growth for several roles.  \"Supply Chain and Logistics Specialists\" show the greatest net growth, while \"Accounting, Bookkeeping and Payroll Clerks\" show a negative net growth.  The chart provides specific percentage values for each category.\n\n**Skills of Increasing Use by 2030:** These charts compare regional and global anticipated skill usage. They show projected increases in demand for several skills, with AI and big data having the largest projected global increase, followed by Creative thinking and Technological literacy.  The 2025 core skills are also shown.\n\nKey insights from these visualizations include the significant impact of digital transformation, the growing importance of AI and related technologies, and the changing demands for skills in the future job market.  The data suggests a need for upskilling and reskilling initiatives to address the projected skill gaps."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_237.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_237.md", "filename": "Future_of_Jobs_Report_2025_Page_237.md", "title": "Future_of_Jobs_Report_2025_Page_237", "hash": "581df4dd4c77589115d8c4dbf03ad560", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 237\n# Southern Asia\n\n## Upskilling and reskilling outlook\n\n|                       | Region | Global |\n|-----------------------|-------|-------|\n| Would not need training by 2030 | 44    | 41    |\n| Would be upskilled in their current role | 24    | 29    |\n| Would be upskilled and redeployed | 20    | 19    |\n| Would be unlikely to upskill    | 12    | 11    |\n\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n| --------- | ----- | ----- | ----------- | ----- | --------- | ----- |\n| Now       |       |       |            |       |          |       |\n| 2030     |       |       |            |       |          |       |\n\n\n## Visual Description\n\nTwo stacked bar charts visualize the projected shift in human vs. machine task completion from \"Now\" to \"2030\".  The first bar represents the current state (\"Now\") and is segmented as follows (from left to right): Light Blue (Human), Medium Blue (Combination), and Dark Blue/Grey (Technology).  The percentages for each segment are labeled to the right of the bar: Human - 55%, Combination - 19%, Technology - 26%.  The second bar represents the projected state for 2030 and follows the same color scheme.  The percentages for 2030 are: Human - 34%, Combination - 23%, Technology - 43%.\n\n**Key Insights:** The visualization shows a clear trend of increasing reliance on technology for task completion.  While human-led tasks currently make up the majority, this is projected to decrease significantly by 2030.  The proportion of tasks involving a combination of humans and technology is expected to increase slightly, while technology-dominated tasks will see the largest growth.\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\nShare of respondents who agree that the particular public policy has the greatest potential to increase the talent availability\n\n|                         | Region | Global |\n|-------------------------|-------|-------|\n| Provision of reskilling and upskilling | 57%   | 52%   |\n| Funding for reskilling and upskilling   | 54%   | 55%   |\n| Improvements to public education systems | 54%   | 47%   |\n| Flexibility on hiring and firing practices | 32%   | 44%   |\n| Changes to labour laws related to remote work | 29%   | 36%   |\n\n\n## Transformation barriers\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n|                                    | Region | Global |\n|------------------------------------|-------|-------|\n| Skills gaps in the labour market    | 71%   | 63%   |\n| Organization culture and resistance to change | 45%   | 46%   |\n| Outdated or inflexible regulatory framework | 34%   | 39%   |\n| Insufficient understanding of opportunities | 32%   | 25%   |\n| Inability to attract talent to the industry | 29%   | 37%   |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n| Growing | Global | Similar | Global | Declining | Global |\n| ------- | ----- | ------- | ----- | -------- | ----- |\n|         |       |         |       |          |       |\n\n## Visual Description\n\nA stacked horizontal bar chart shows the projected wage trends. The segments are, from left to right: Light Blue (Growing), Teal (Similar), and Lavender (Declining).  The top bar represents regional data, and the bottom bar global data. The percentages are displayed next to each segment. Regional percentages: Growing- 64%, Similar- 29%, Declining- 7%. Global percentages: Growing - 52%, Similar - 41%, Declining - 7%.\n\n**Key Insight:** Both regionally and globally, most organizations project an increase in the share of wages relative to total revenue. While a substantial portion expects the share to remain similar, only a small percentage anticipates a decline.\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n|                       | -100% | +100% |\n|-----------------------|-------|-------|\n| Talent availability when hiring | 29%   | 39%   |\n| Talent development of existing workforce | 7%     | 74%   |\n| Talent retention of existing workforce | 22%   | 48%   |\n\n## Visual Description\n\nA series of horizontal bar charts tracks the expected change in talent availability, development, and retention over five years. Each bar has two segments: purple (Worsening) on the left and light blue (Improving) on the right.  The percentages shown at the beginning and end of each bar indicate the starting point (-100%) and the maximum extent of change (+100%).\n\n**Key Insights:** There's a significant expected improvement in talent availability, development, and retention over the next five years. While retention shows a moderate increase, the most substantial positive shifts are projected for talent development and availability when hiring.\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n|                                                | Region | Global |\n|------------------------------------------------|-------|-------|\n| Run comprehensive DEI training for managers and staff | 61    | 51    |\n| Set DEI goals, targets or quotas                | 57    | 42    |\n| Targeted recruitment, retention and progression initiatives | 54    | 48    |\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n|                                                                                                    | Region | Global |\n|----------------------------------------------------------------------------------------------------|-------|-------|\n| Reskilling and upskilling your existing workforce to better work alongside AI                         | 73    | 77    |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 62    | 69    |\n| Hiring new people with skills to better work alongside AI                                        | 58    | 62    |"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_238.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_238.md", "filename": "Future_of_Jobs_Report_2025_Page_238.md", "title": "Future_of_Jobs_Report_2025_Page_238", "hash": "7d9a70ed74af0c8bd1a870dce1cf3c21", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 238\n# Sub-Saharan Africa\n\n**31%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**40%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**96%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**89%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n**341.2**\n\n\n## Trend outlook\n\n# Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Region | Global |\n|------------------------------------|--------|--------|\n| Increased focus on labour and social issues |        |        |\n| Broadening digital access          |        |        |\n| Rising cost of living, higher prices or inflation |        |        |\n| Slower economic growth             |        |        |\n| Increased efforts and investments to reduce carbon... |        |        |\n| Increased efforts and investments to adapt to climate... |        |        |\n\n\n| Trend                                            | Region | Global |\n|-------------------------------------------------|--------|--------|\n| Increased government subsidies and industrial policy | 64%    | 26%    |\n| Increased restrictions to global trade and investment | 59%    | 23%    |\n| Increased geopolitical division and conflicts    | 59%    | 21%    |\n| Growing working-age populations                  | 49%    | 15%    |\n| Ageing and declining working-age populations      | 33%    | 13%    |\n| Stricter anti-trust and competition regulations   | 33%    | 3%     |\n\n\n# Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                   | Region | Global |\n|---------------------------------------------------|--------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |        |        |\n| Energy generation, storage and distribution          |        |        |\n| Robots and autonomous systems                      |        |        |\n| New materials and composites                       |        |        |\n| Satellites and space technologies                  |        |        |\n\n| Technology Trend                             | Region | Global |\n|----------------------------------------------|--------|--------|\n| Quantum and encryption                       | 85%    | 13%    |\n| Sensing, laser and optical technologies        | 49%    | 8%     |\n| Semiconductors and computing technologies    | 39%    | 8%     |\n| Biotechnology and gene technologies           | 18%    | 8%     |\n\n\n## Jobs outlook\n\n# Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n## Visual Description\n\nA horizontal bar chart displays net growth of several job roles.  The x-axis represents percentage change from -100% to +100%. The y-axis lists job roles. Each role has a light blue bar representing net growth, some also have a purple bar segment overlapping the blue one indicating job displacement, and a triangle marker indicating the global net growth for comparison.\n\n\n| Role                                           | Net Growth | Global Net Growth | Churn |\n|------------------------------------------------|------------|-------------------|-------|\n| AI and Machine Learning Specialists          | 33         | 82                | 33    |\n| Assembly and Factory Workers                 | 2          | 0                 | 10    |\n| Accountants and Auditors                      | -3         | -8                | 9     |\n| General and Operations Managers              | -9         | 4                 | 13    |\n| Business Services and Administration Managers | -11        | -7                | 27    |\n| Administrative Assistants and Executive Secretaries | -20        | -20               | 28    |\n\n\n\n# Skill outlook\n\n# Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Region\n* Global\n\n## Visual Description\n\nTwo sets of horizontal bar charts show projected skill demand changes.  The first set, \"CORE SKILLS OF 2025,\" shows regional and global demand for four core skills.  The second set, \"SKILLS OF INCREASING USE BY 2030,\" compares regional and global demand for four tech-related skills.\n\n\n**CORE SKILLS OF 2025**\n\n| Skill                        | Region | Global |\n|-----------------------------|--------|--------|\n| Resilience, flexibility and agility |        | 64%    |\n| Technological literacy         |        | 64%    |\n| Leadership and social influence |        | 61%    |\n| Analytical thinking            |        | 61%    |\n| Motivation and self-awareness |        | 58%    |\n\n\n\n**SKILLS OF INCREASING USE BY 2030**\n\n\n| Skill                        | Region | Global |\n|-----------------------------|--------|--------|\n| AI and big data               |        | 89%    |\n| Technological literacy         |        | 88%    |\n| Resilience, flexibility and agility |        | 83%    |\n| Networks and cybersecurity     |        | 79%    |\n| Creative thinking             |        | 76%    |\n\n\nKey insights from the visualization:\n\n* Demand for AI and Machine Learning Specialists is projected to grow significantly, both regionally and globally.\n* Assembly and Factory Worker roles show modest regional growth but no global growth.\n* Several roles, including Accountants and Auditors, General and Operations Managers, Business Services and Administration Managers, and Administrative Assistants and Executive Secretaries, are projected to decline.\n* Resilience, flexibility, and agility, along with technological literacy, are identified as crucial core skills, with high demand expected both regionally and globally.  \n* In the longer term (by 2030), AI and big data skills are expected to be in very high demand globally.  \n* Demand for technological literacy, resilience, flexibility and agility, and networking and cybersecurity skills are all projected to increase significantly."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_239.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_239.md", "filename": "Future_of_Jobs_Report_2025_Page_239.md", "title": "Future_of_Jobs_Report_2025_Page_239", "hash": "0f957f7f171b7648d34cc539841b3b04", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 239\n# Sub-Saharan Africa\n\n## Upskilling and reskilling outlook\n\n* **46** | Global 41: Would not need training by 2030\n* **25** | Global 29: Would be upskilled in their current role\n* **20** | Global 19: Would be upskilled and redeployed\n* **9** | Global 11: Would be unlikely to upskill\n\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n| --------- | ----- | ----- | ----------- | ----- | ---------- | ----- |\n| Now      |       |       |            |       |          |       |\n| 2030     |       |       |            |       |          |       |\n\n\n## Visual Description\n\nTwo stacked horizontal bar charts visualize the allocation of tasks between humans and technology, now and projected for 2030.\n\n* **Now:** The first bar shows the current task allocation. Human tasks are represented by a light blue segment, combination tasks by a medium blue, and technology tasks by a dark blue. The respective percentages are Human: 51%, Combination: 34%, Technology: 15%.\n* **2030:**  The second bar chart projects a shift in task allocation. The light blue (Human) segment is smaller, the medium blue (Combination) segment has increased, and the dark blue (Technology) segment has grown significantly.  The percentages are: Human: 48%, Combination: 30%, and Technology: 22%.\n\n**Key Insight:** The visualization suggests a significant increase in the use of technology for completing tasks by 2030, with a corresponding decrease in solely human-executed tasks. The portion of tasks requiring a combination of human and technology interaction also decreases. This indicates a growing reliance on technology in the future.\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier                                        | Region | GLOBAL |\n| ---------------------------------------------- | ----- | ----- |\n| Skills gaps in the labour market                 | 51%   | 63%   |\n| Shortage of investment capital                 | 51%   | 26%   |\n| Organization culture and resistance to change    | 46%   | 46%   |\n| Outdated or inflexible regulatory framework      | 39%   | 39%   |\n| Lack of adequate data and technical infrastructure | 33%   | 32%   |\n\n\n## Public policy\n\n**Public policies to improve talent availability**\n\n**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**\n\n| Policy                                                      | REGION | GLOBAL |\n| ----------------------------------------------------------- | ----- | ----- |\n| Funding for reskilling and upskilling                      | 68%   | 55%   |\n| Provision of reskilling and upskilling                      | 64%   | 52%   |\n| Changes to labour laws related to remote work                 | 54%   | 36%   |\n| Improvements to public education systems                    | 50%   | 47%   |\n| Flexibility on setting wages                              | 36%   | 38%   |\n\n## Visual Description: Public Policy to Improve Talent Availability Grid\n\nA horizontal stacked bar chart illustrates survey responses regarding public policies to improve talent availability. The chart uses light blue, purple, and light green to represent regional and global responses. The exact breakdown of responses is difficult to determine from the image.\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n\n## Visual Description: Wage Trends\n\nA horizontal stacked bar chart visualizes the projected share of wages and workers' compensation as a percentage of company revenue. The chart is divided into four sections: Growing (light blue), Similar (light green), Declining (purple), and a final Global (light grey), each representing a different projection. The regional projection is represented by the inner portion of the bars, while the global projection is shown by the outer portion.  The specific numerical values are difficult to accurately discern from the image but approximately Growing: 55% Region/52% Global, Similar: 35% Region/41% Global, Declining: 10% Region/7% Global.\n\n**Key Insight:** Most organizations project growing wage shares, suggesting a potential increase in labor costs relative to revenue.\n\n\n## Talent availability outlook\n\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n| Category                                    | Value  |\n| ------------------------------------------ | ----- |\n| Talent availability when hiring            | 33%  |\n| Talent development of existing workforce | 0%   |\n| Talent retention of existing workforce      | 0%   |\n\n## Visual Description: Talent Trend\n\nThree horizontal bar charts, for \"Talent availability when hiring,\" \"Talent development of existing workforce,\" and \"Talent retention of existing workforce,\" show the projected trend. Light blue sections extend to the right of the 0% mark, indicating a positive outlook (improving), while purple sections extend to the left, indicating a negative outlook (worsening).  Each has a triangle marker indicating the Global Average.  The specific values for improving/worsening are included to the right of the chart (+100%, +100%, +100% for improving and -100%, -100%, and -100% before each respective bar).\n\n\n\n## DEI Actions\n\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **71** | Global 48: Targeted recruitment, retention and progression initiatives\n* **57** | Global 51: Run comprehensive DEI training for managers and staff\n* **39** | Global 42: Set DEI goals, targets or quotas\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n\n* **89** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **61** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **61** | Global 49: Re-orienting your organization to target new business opportunities created by AI\n\n\n## Working Age Population (Millions)\n\n341.2"}


created_at: 2025-03-05 15:16:49
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_24.md", "filename": "Future_of_Jobs_Report_2025_Page_24.md", "title": "Future_of_Jobs_Report_2025_Page_24", "hash": "3de0e56e246ac3e3c661d0083f7d38e8", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 24\n# FIGURE 2.5 Job growth and decline (number of employees), 2025-2030\n\nProjected job creation (blue) and displacement (purple) between 2025 and 2030, in absolute number of jobs, estimated by surveyed employers and calculated based on ILO occupational employment statistics. Projected net number of jobs created or displaced for each occupation over the next five years (diamonds) is calculated by subtracting total job displacement from total job creation.\n\n## 15 largest growing jobs\n\n* Farmworkers, Labourers, and Other Agricultural Workers\n* Light Truck or Delivery Services Drivers\n* Software and Applications Developers\n* Building Framers, Finishers, and Related Trades Workers\n* Shop Salespersons\n* Food Processing and Related Trades Workers\n* Car, Van and Motorcycle Drivers\n* Nursing Professionals\n* Food and Beverage Serving Workers\n* General and Operations Managers\n* Social Work and Counselling Professionals\n* Project Managers\n* University and Higher Education Teachers\n* Secondary Education Teachers\n* Personal Care Aides\n\n## 15 largest declining jobs\n\n* Claims Adjusters, Examiners, and Investigators\n* Business Services and Administration Managers\n* Graphic Designers\n* Client Information and Customer Service Workers\n* Data Entry Clerks\n* Bank Tellers and Related Clerks\n* Security Guards\n* Transportation Attendants and Conductors\n* Accountants and Auditors\n* Accounting, Bookkeeping and Payroll Clerks\n* Printing and Related Trades Workers\n* Material-Recording and Stock-Keeping Clerks\n* Building Caretakers, Cleaners and Housekeepers\n* Administrative Assistants and Executive Secretaries\n* Cashiers and Ticket Clerks\n\n## Visual Description\n\nTwo horizontal bar charts are presented, showing projected job growth and decline between 2025 and 2030.  The x-axis represents millions of jobs, ranging from -50 to 50.  A vertical line at 0 separates job growth (positive values) from job decline (negative values).  \n\nThe top chart displays the 15 largest growing jobs.  Each job title is listed on the left, with a corresponding horizontal bar extending to the right. The bars are segmented in purple and blue, likely representing job displacement and creation, respectively. A diamond marker indicates the net change in jobs (creation minus displacement). Most of these jobs show significant positive net growth.\n\nThe bottom chart shows the 15 largest declining jobs, using the same visual format. The bars for these jobs extend to the left of the zero line, indicating a negative net change.  Purple and blue segments again represent displacement and creation, with the diamond marker showing the net difference.\n\nKey Insights:\n\n* The top chart shows a significant positive net growth in several job categories, particularly in farmworkers, laborers and other agricultural workers, and light truck or delivery services drivers.\n* Software and Application Developers also shows substantial projected growth.\n* The bottom chart highlights substantial decline expected in several clerical roles, such as Cashiers and Ticket Clerks, and Administrative Assistants and Executive Secretaries.\n\n\n\n**Image:**\n\nA photo depicts two individuals dressed in traditional Amish attire standing in a field next to a wrapped bale of hay. A horse-drawn hay baler, identified as a New Holland 648, is visible in the background.  The field appears recently mown.  The overall impression is of a rural agricultural scene.\n\n**Source:**\n\nWorld Economic Forum, Future of Jobs Survey 2024;\nInternational Labour Organization, ILOSTAT."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_240.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_240.md", "filename": "Future_of_Jobs_Report_2025_Page_240.md", "title": "Future_of_Jobs_Report_2025_Page_240", "hash": "1b829fdce12bd46bc2ffb031b2b89a94", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 240\n# Accommodation, Food, and Leisure\n\n## Key Statistics\n\n* **24%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **42%** (Global 39%): Skill disruption (Shares of core skills which will change)\n* **80%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **77%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization:\n\n| Trend                                    | Industry | Global |\n|-----------------------------------------|---------|--------|\n| Rising cost of living, higher prices or inflation |         | 64%    |\n| Increased focus on labour and social issues |         | 54%    |\n| Broadening digital access                  |         | 51%    |\n| Increased efforts and investments to reduce carbon... |         | 46%    |\n| Slower economic growth                   |         | 43%    |\n| Ageing and declining working-age populations |         | 43%    |\n\n| Trend                                                    | Industry | Global |\n|---------------------------------------------------------|---------|--------|\n| Increased geopolitical division and conflicts             | 50%    | 30%    |\n| Increased efforts and investments to adapt to climate... | 54%    | 22%    |\n| Growing working-age populations                         | 60%    | 21%    |\n| Increased government subsidies and industrial policy       | 47%    | 13%    |\n| Increased restrictions to global trade and investment     | 42%    | 11%    |\n| Stricter anti-trust and competition regulations          | 40%    | 8%     |\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation:\n\n| Trend                                                             | Industry | Global |\n|------------------------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR...) |         | 80%    |\n| Robots and autonomous systems                                    |         | 53%    |\n| Energy generation, storage and distribution                     |         | 38%    |\n| New materials and composites                                     |         | 20%    |\n| Sensing, laser and optical technologies                          |         | 17%    |\n\n| Trend                                                | Industry | Global |\n|-----------------------------------------------------|---------|--------|\n| Biotechnology and gene technologies                   | 86%    | 13%    |\n| Satellites and space technologies                    | 58%    | 7%     |\n| Quantum and encryption                              | 41%    | 7%     |\n| Semiconductors and computing technologies              | 30%    | 7%     |\n\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):\n\n| Role                                           | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|------------------------------------------------|------------|------------|-----------------|------------|-------------------|\n| AI and Machine Learning Specialists            | 64         |            |                 |            | 82               |\n| General and Operations Managers                | 41         |            |                 |            | 4                 |\n| Hotel and Restaurant Managers                   | 18         |            |                 |            | 19               |\n| Food and Beverage Serving Workers              | 12         |            |                 |            | 6                 |\n| Chefs and Cooks                                | 11         |            |                 |            | 15               |\n| Accountants and Auditors                       | 2          |            |                 |            | -8               |\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation:\n\n| Strategy                                                              | Industry | Global |\n|-----------------------------------------------------------------------|---------|--------|\n| Upskill your workforce                                                 | 81%    | 85%    |\n| Hire staff with new skills to meet emerging business needs           | 69%    | 70%    |\n| Complement and augment your workforce with new technologies            | 64%    | 63%    |\n\n\n## Upskilling and reskilling outlook\n\n* **38** (Global 41): Would *not* need training by 2030\n* **31** (Global 29): Would be upskilled in their current role\n* **19** (Global 19): Would be upskilled and redeployed\n* **12** (Global 11): Would be unlikely to upskill\n\n\n## Visual Description\n\nSeveral bar charts and a grid visualization are present.\n\nThe bar charts consistently compare \"Industry\" (light blue) and \"Global\" (dark blue) data across various categories.  Generally, the \"Global\" percentages are slightly higher than the \"Industry\" percentages.\n\nThe grid visualization represents the upskilling and reskilling outlook. It appears to show the proportion of respondents falling into the four categories mentioned above (no training needed, upskilled in current role, upskilled and redeployed, unlikely to upskill).  Light purple likely corresponds to one set of respondents, while light teal corresponds to another, but the exact mapping is not discernible from the image alone. The size of the blocks suggests relative proportions within each category."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_242.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_242.md", "filename": "Future_of_Jobs_Report_2025_Page_242.md", "title": "Future_of_Jobs_Report_2025_Page_242", "hash": "a870ed57203c65182b9dcc0560196966", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 242\n# Advanced Manufacturing\n\n50% | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n37% | Global 39%\nSkill disruption\nShares of core skills which will change\n\n78% | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n86% | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n# Trend outlook\n\n## Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                                    | Industry | Global |\n|---------------------------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon...    |         |        |\n| Rising cost of living, higher prices or inflation          |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n| Broadening digital access                              |         |        |\n| Ageing and declining working-age populations              |         |        |\n| Increased geopolitical division and conflicts            |         |        |\n| Increased focus on labour and social issues              |         | 60%    |\n| Slower economic growth                                  |         | 53%    |\n| Increased government subsidies and industrial policy    |         | 49%    |\n| Increased restrictions to global trade and investment   |         | 48%    |\n| Growing working-age populations                         |         | 47%    |\n| Stricter anti-trust and competition regulations          |         | 45%    |\n\n\n## Technology trends\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                                             | Industry | Global |\n|-------------------------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026)     |         |        |\n| Robots and autonomous systems                                     |         |        |\n| New materials and composites                                      |         |        |\n| Energy generation, storage and distribution                        |         |        |\n| Sensing, laser and optical technologies                            |         |        |\n| Semiconductors and computing technologies                           |         | 81%    |\n| Biotechnology and gene technologies                              |         | 69%    |\n| Quantum and encryption                                             |         | 63%    |\n| Satellites and space technologies                               |         | 49%    |\n\n\n# Jobs outlook\n\n## Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n\n| Role                                               | Net Growth | 1 | 2 | 3 |\n|----------------------------------------------------|------------|---|---|---|\n| AI and Machine Learning Specialists                  |            | 82 | 82 | 82 |\n| Sustainability Specialists                          |            | 30 | 33 | 30 |\n| Industrial and Production Engineers                |            | 19 | 15 | 28 |\n| Assembly and Factory Workers                      |            | 11 | 0 | 25 |\n| General and Operations Managers                    |            | 1 | 4 | 9 |\n| Administrative Assistants and Executive Secretaries |            | -24 | -20 | 24 |\n\n\n# Workforce Strategy outlook\n\n## Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n| Strategy                                                             | Industry | Global |\n|----------------------------------------------------------------------|---------|--------|\n| Upskill your workforce                                                | 83%     | 85%    |\n| Complement and augment your workforce with new technologies          | 71%     | 63%    |\n| Accelerate the automation of processes and tasks                     | 67%     | 73%    |\n\n\n## Upskilling and reskilling outlook\n\n\n| Outcome                                        | Value | Global |\n|-------------------------------------------------|-------|--------|\n| Would not need training by 2030                 | 46    | 41     |\n| Would be upskilled in their current role       | 29    | 29     |\n| Would be upskilled and redeployed              | 15    | 19     |\n| Would be unlikely to upskill                   | 9     | 11     |\n\n\n## Visual Description\n\nSeveral charts and graphs are presented, visualizing data related to workforce transformation, skills, and technology trends in advanced manufacturing.\n\nOne chart shows the net growth of various roles, with AI and Machine Learning Specialists showing the highest positive growth. Another chart displays core skills of 2025 and skills of increasing use by 2030, highlighting resilience, flexibility, and agility as a key skill.\n\nA bar chart presents macrotrends driving business transformation, indicating increased focus on areas like carbon reduction, adapting to climate change, and DEI priorities. Another bar chart shows technology trends, with AI and information processing, along with semiconductors and computing, leading the way.\n\nFinally, a grid visualizes upskilling and reskilling outlook, categorizing the workforce into those needing training, those who will be upskilled in their current roles, those who will be upskilled and redeployed, and those unlikely to upskill.  The relative sizes of the groups in the visualization indicate the proportions of the workforce in each category.\n\nKey Insights:\n\n* Significant workforce transformation is expected, with high growth in roles related to AI and sustainability.\n* Resilience, flexibility, and agility are crucial skills for the future.\n* Companies are prioritizing DEI initiatives and focusing on new technologies like AI and semiconductors.\n* Upskilling and reskilling are key strategies for workforce transformation, with a significant portion of the workforce expected to be upskilled in some capacity.\n\n\n# Future of Jobs Report 2025 242"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_241.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_241.md", "filename": "Future_of_Jobs_Report_2025_Page_241.md", "title": "Future_of_Jobs_Report_2025_Page_241", "hash": "e5a403ee573918b85f888d126c2153df", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 241\n# Accommodation, Food, and Leisure\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| Task Type | Now (Industry/Global) | 2030 (Industry/Global) |\n|---|---|---|\n| Human | 55%/21% | 43%/23% |\n| Combination | 24%/30% | 34%/33% |\n| Technology | 22%/48% | 34%/43% |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 66% | 63% |\n| Inability to attract talent to the industry | 55% | 37% |\n| Organization culture and resistance to change | 47% | 46% |\n| Outdated or inflexible regulatory framework | 33% | 39% |\n| Lack of adequate data and technical infrastructure | 28% | 32% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n| Talent Area | Improving (Industry/-100%) | Worsening (Industry/-100%) | Global average (+100%) |\n|---|---|---|---|\n| Talent availability when hiring | 59% |  |  | 20% |\n| Talent development of existing workforce | 5% |  |  | 68% |\n| Talent retention of existing workforce | 23% |  |  | 50% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues\n\n| Trend | Industry | Global |\n|---|---|---|\n| Growing | 56% | 52% |\n| Similar | 38% | 41% |\n| Declining | 7% | 7% |\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* Run comprehensive DEI training for managers and staff: 52% (Industry) / 51% (Global)\n* Set DEI goals, targets or quotas: 48% (Industry) / 42% (Global)\n* Targeted recruitment, retention and progression initiatives: 46% (Industry) / 48% (Global)\n\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n* Reskilling and upskilling your existing workforce to better work alongside AI: 67% (Industry) / 77% (Global)\n* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 56% (Industry) / 69% (Global)\n* Hiring new people with skills to better work alongside AI: 51% (Industry) / 62% (Global)\n\n\n## Visual Description\n\nSeveral horizontal bar charts and stacked bar charts are presented on this page, visualizing data related to business transformation, talent, wages, and DEI and AI strategies within the Accommodation, Food, and Leisure industry.\n\n**Key Insights:**\n\n* **Shift towards Technology:** The human-machine frontier chart shows a projected increase in tasks completed by technology by 2030.\n* **Skills Gap a Major Barrier:** The transformation barriers chart highlights \"skills gaps in the labour market\" as the most significant obstacle to business transformation.\n* **Talent Availability Concerns:**  The talent trend charts indicate a pessimistic outlook for talent availability, particularly in hiring.\n* **Wage Growth Expected:**  Most organizations project an increase in wages and compensation.\n* **DEI and AI Strategy Focus:**  A significant proportion of employers plan to implement DEI measures and AI strategies, focusing on reskilling/upskilling existing workforce and hiring new talent with relevant AI skills.\n\n\nThe specific data points for each chart are provided in the text above."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_244.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_244.md", "filename": "Future_of_Jobs_Report_2025_Page_244.md", "title": "Future_of_Jobs_Report_2025_Page_244", "hash": "4b90bf4d0d115482111481a91990045b", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 244\n# Agriculture Forestry and Fishing\n\n## Labour-market churn\n24% | Global 22%\n\nFive-year structural labour-force churn\n\n## Skill disruption\n41% | Global 39%\n\nShares of core skills which will change\n\n## Organizations with DEI priorities\n67% | Global 83%\n\nShare of organizations with DEI priorities\n\n## AI exposure\n83% | Global 88%\n\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                      | Industry | Global |\n|-------------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon... |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Broadening digital access                   |         |        |\n| Increased geopolitical division and conflicts |         |        |\n| Ageing and declining working-age populations    |         |        |\n| Increased focus on labour and social issues   |         | 57%   |\n| Increased government subsidies and industrial policy |         | 57%   |\n| Slower economic growth                       |         | 57%   |\n| Growing working-age populations               |         | 46%   |\n| Increased restrictions to global trade and investment |         | 43%   |\n| Stricter anti-trust and competition regulations  |         | 43%   |\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                              | Industry | Global |\n|---------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                      |         |        |\n| Energy generation, storage and distribution          |         |        |\n| Biotechnology and gene technologies                |         |        |\n| Sensing, laser and optical technologies            |         |        |\n| New materials and composites                       |         | 84%   |\n| Semiconductors and computing technologies           |         | 60%   |\n| Satellites and space technologies                   |         | 57%   |\n| Quantum and encryption                             |         | 41%   |\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth: Net Growth\n* Job Growth: Job Growth\n* Job displacement: Churn\n* Global net growth: Global net growth\n\n\n| Role                                             | Net growth | Job Growth | Churn | Global net growth |\n|--------------------------------------------------|------------|------------|-------|------------------|\n| AI and Machine Learning Specialists             |            |            |       | 42               |\n| Farmworkers, Labourers, and Other Agricultural Workers |            |            |       | 20               |\n| General and Operations Managers                  |            |            |       | 13               |\n| Assembly and Factory Workers                     |            |            |       | 10               |\n| Accounting, Bookkeeping and Payroll Clerks      |            |            |       | -14              |\n| Administrative Assistants and Executive Secretaries |            |            |       | -19              |\n\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Skill                            | Industry | Global |\n|---------------------------------|---------|--------|\n| Systems thinking                 |         |        |\n| Analytical thinking               |         |        |\n| Leadership and social influence  |         |        |\n| Creative thinking                 |         |        |\n| Resilience, flexibility and agility |         | 63%   |\n| Environmental stewardship          |         | 59%   |\n| Technological literacy            |         | 56%   |\n| AI and big data                   |         | 56%   |\n| Creative thinking                 |         | 56%   |\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n| Strategy                                                       | Industry | Global |\n|----------------------------------------------------------------|---------|--------|\n| Upskill your workforce                                         |         | 88%   |\n| Hire staff with new skills to meet emerging business needs     |         | 71%   |\n| Complement and augment your workforce with new technologies      |         | 67%   |\n\n## Upskilling and reskilling outlook\n\n| Outcome                                           | % | Global |\n|----------------------------------------------------|---|--------|\n| Would *not* need training by 2030                   | 54 | 41     |\n| Would be upskilled in their current role          | 21 | 29     |\n| Would be upskilled and redeployed                 | 16 | 19     |\n| Would be unlikely to upskill                      | 10 | 11     |\n\n\n## Visual Description\n\nSeveral bar charts and a grid visualization are present, depicting various trends and predictions for the Agriculture, Forestry, and Fishing industry.\n\n**Bar Charts:**\n\n* **Macrotrends:**  Shows the percentage of organizations identifying specific macrotrends as drivers of business transformation.  Both industry-specific and global data are shown. Trends include efforts to reduce carbon emissions, adapting to climate change, rising cost of living, broadening digital access, geopolitical divisions, and aging workforce.  Increased focus on labor/social issues, government subsidies, slower economic growth, working-age population growth, trade restrictions, and stricter competition regulations are also shown.\n* **Technology Trends:** This chart highlights the technology trends expected to drive business transformation, again showing both industry and global perspectives. Trends include AI/information processing, robotics, energy generation, biotechnology, sensing/laser/optical technologies, new materials, semiconductors, satellites/space, and quantum encryption.\n* **Key Roles for Transformation:** Displays the projected net growth of several roles, indicating expected job growth, displacement, and churn. Roles include AI/ML specialists, farmworkers, general managers, assembly workers, accounting clerks, and administrative assistants.\n* **Skills of Increasing Use:**  Presents the core skills expected to be in increasing demand by 2030, showing industry and global trends for skills like systems thinking, analytical thinking, leadership, creative thinking, resilience/flexibility, environmental stewardship, technological literacy, and AI/big data.\n* **Workforce Strategy:** This bar chart displays the percentage of organizations planning to upskill their workforce, hire for new skills, and augment their workforce with technologies. Both industry-specific and global data points are provided.\n\n**Grid Visualization:**\n\n* **Upskilling/Reskilling Outlook:** This grid visualizes the percentage of workers predicted to fall into four categories by 2030:  no training needed, upskilled in current role, upskilled and redeployed, or unlikely to upskill.  The grid is color-coded for each category.\n\n**Key Insights:**\n\n* **Sustainability and Technology:** A clear focus on environmental concerns and technological advancements is evident.\n* **Skills Gap:**  Significant skill disruption is anticipated, requiring upskilling and reskilling initiatives. Systems thinking, analytical thinking, and resilience are key.\n* **AI and Automation:** AI, robotics, and automation are expected to significantly impact job roles.\n* **Workforce Transformation:**  Organizations are actively planning to adapt their workforces through upskilling, new hires, and technology integration.\n\n\nThe report predicts significant changes driven by technology and sustainability concerns. Organizations recognize the need to adapt their workforce by acquiring new skills and embracing technological advancements.  AI, automation, and digitalization are expected to play significant roles in transforming the industry.  The report emphasizes the importance of upskilling and reskilling to prepare the workforce for the future of work in this sector."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_243.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_243.md", "filename": "Future_of_Jobs_Report_2025_Page_243.md", "title": "Future_of_Jobs_Report_2025_Page_243", "hash": "49ef61b5b02447db90ec6b05b6463964", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 243\n# Advanced Manufacturing\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Combination | Technology |\n|---|---|---|---|\n| Now |  |  |  |\n|  | Global | Global | Global |\n| 2030 |  |  |  |\n|  | Global | Global | Global |\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n| Business Practice | Industry | Global |\n|---|---|---|\n| Providing effective reskilling and upskilling | 67% | 63% |\n| Supporting employee health and well-being | 62% | 64% |\n| Improving talent progression and promotion processes | 60% | 62% |\n| Offering higher wages | 56% | 50% |\n| Tapping into diverse talent pools | 50% | 47% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n| Growing | Similar | Declining |\n|---|---|---|\n| Global | Global | Global |\n\n\n\n## Transformation barriers\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 69% | 63% |\n| Inability to attract talent to the industry | 40% | 37% |\n| Organization culture and resistance to change | 34% | 46% |\n| Inability to attract talent to my firm | 32% | 27% |\n| Outdated or inflexible regulatory framework | 30% | 39% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n\n\n**Talent availability when hiring**\n\n* 42%\n* -100%\n* +100% | 37%\n\n**Talent development of existing workforce**\n\n* 2%\n* -100%\n* +100% | 77%\n\n\n**Talent retention of existing workforce**\n\n* 21%\n* -100%\n* +100% | 54%\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **57** | Global 51 \n* Run comprehensive DEI training for managers and staff\n\n* **49** | Global 39\n* Pay equity reviews and salary audits\n\n* **47** | Global 48\n* Targeted recruitment, retention and progression initiatives\n\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n* **80** | Global 77\n* Reskilling and upskilling your existing workforce to better work alongside AI\n\n* **72** | Global 69\n* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n\n* **58** | Global 62\n* Hiring new people with skills to better work alongside AI\n\n\n## Visual Description\n\nSeveral bar charts and stacked bar charts are present, visualizing data related to advanced manufacturing.\n\n**Human-machine frontier:** This stacked bar chart shows the percentage of tasks completed predominantly by humans, technology, or a combination of both, now and projected for 2030.  It indicates a shift towards more technology-driven tasks.\n\n**Business practices to improve talent availability:** This bar chart presents the top practices organizations believe will improve talent availability, comparing industry-specific responses to global averages. Reskilling and upskilling is identified as the most impactful practice.\n\n**Wage trends:** This stacked bar chart displays the projected share of wages and other compensation as a percentage of total company revenue.  It shows proportions for growing, similar, and declining wage trends, comparing industry perspectives to global averages.\n\n**Transformation barriers:** This bar chart shows the perceived barriers to organizational transformation, again comparing industry and global data. Skills gaps in the labor market is identified as the biggest barrier.\n\n**Talent trend:**  These horizontal bar charts illustrate anticipated changes in talent availability over the next five years for hiring, development, and retention of existing workforce. They compare industry projections to global averages.\n\n**DEI Actions:** Three separate sections each display the percentage of employers planning to implement specific diversity, equity and inclusion (DEI) measures. These include DEI training, pay equity reviews and audits, and targeted recruitment/retention initiatives.\n\n**AI Strategy:** This visualization shows the percentage of employers planning to implement specific strategies in response to increasing AI capability. These strategies include reskilling existing workforces, hiring new people with AI design skills and hiring people to work alongside AI.  Each strategy is shown with industry and global benchmarks.\n\nKey insights across the visualizations indicate a focus on talent, specifically reskilling and upskilling in response to both technological advancements (AI and automation) and talent availability challenges. DEI initiatives are also highlighted as an important area of focus."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_246.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_246.md", "filename": "Future_of_Jobs_Report_2025_Page_246.md", "title": "Future_of_Jobs_Report_2025_Page_246", "hash": "0d2b5e70f83c47abac550fe4e8b95010", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 246\n# Automotive and Aerospace\n\n**17%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**38%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**87%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**83%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                      | Industry | Global |\n|-------------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon... |         | 71%   |\n| Broadening digital access                  |         | 63%   |\n| Rising cost of living, higher prices or inflation |         | 56%   |\n| Increased geopolitical division and conflicts |         | 54%   |\n| Increased efforts and investments to adapt to climate... |         | 50%   |\n| Increased focus on labour and social issues |         | 48%   |\n\n\n\n| Trend                     | Industry | Global |\n|--------------------------|---------|--------|\n| Slower economic growth                | 47% | 48%   |\n| Increased restrictions to global trade and investment | 60% | 46%   |\n| Ageing and declining working-age populations | 50% | 31%   |\n| Increased government subsidies and industrial policy | 34% | 29%   |\n| Stricter anti-trust and competition regulations | 41% | 27%   |\n| Growing working-age populations                | 46% | 21%   |\n\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                                       | Industry | Global |\n|------------------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR... |         | 92%   |\n| Robots and autonomous systems                              |         | 73%   |\n| Energy generation, storage and distribution                  |         | 60%   |\n| New materials and composites                               |         | 52%   |\n| Sensing, laser and optical technologies                      |         | 40%   |\n\n\n| Trend                               | Industry | Global |\n|------------------------------------|---------|--------|\n| Semiconductors and computing technologies | 86% | 38%   |\n| Satellites and space technologies        | 58% | 25%   |\n| Quantum and encryption                    | 41% | 17%   |\n| Biotechnology and gene technologies        | 30% | 6%    |\n\n\n\n\n\n### Jobs outlook\n\n#### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n* 1. Net growth\n* 2. Global net growth\n* 3. Churn\n\n| Role                               | Net Growth | 1. | 2. | 3. |\n|------------------------------------|------------|----|----|----|\n| Robotics Engineers                  |            | 65 | 37 | 65 |\n| AI and Machine Learning Specialists |            | 35 | 82 | 35 |\n| Business Intelligence Analysts      |            | 20 | 18 | 25 |\n| Human Resources Specialists         |            | 3  | 5  | 7  |\n| Assembly and Factory Workers        |            | 2  | 0  | 24 |\n| Accounting, Bookkeeping and Payroll Clerks |            | -23 | -18 | 23 |\n\n\n### Skill outlook\n\n#### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Industry\n* Global\n\n**CORE SKILLS OF 2025**\n\n| Skill                          | Industry | Global |\n|-------------------------------|---------|--------|\n| Analytical thinking            | 72% | 100%   |\n| Creative thinking               | 69% | 84%    |\n| Resilience, flexibility and agility | 67% | 78%    |\n| Motivation and self-awareness   | 62% | 71%    |\n| Leadership and social influence  | 59% | 71%    |\n\n\n### Workforce Strategy outlook\n\n#### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n* Industry\n* Global\n\n| Strategy                                         | Industry | Global |\n|-------------------------------------------------|---------|--------|\n| Upskill your workforce                           | 95% | 85%   |\n| Transition existing staff from declining to growing roles | 74% | 51%   |\n| Hire staff with new skills to meet emerging business needs | 74% | 70%   |\n\n\n## Upskilling and reskilling outlook\n\n**43** | Global 41\nWould *not* need training by 2030\n\n**27** | Global 29\nWould be upskilled in their current role\n\n**20** | Global 19\nWould be upskilled and redeployed\n\n**11** | Global 11\nWould be unlikely to upskill\n\n\n## Visual Description\n\nA grid visualization displays the projected distribution of workforce upskilling and reskilling needs by 2030.  The grid is divided into four color-coded sections representing four categories: no training needed (light purple), upskilled in current role (light teal), upskilled and redeployed (slightly darker teal), and unlikely to upskill (light pink). Each square within a section represents a percentage point. The number of squares in each section visually represents the percentage of the workforce expected to fall into that category, both for the specific industry (Automotive and Aerospace) and globally.\n\n\nThe largest section of the grid is light purple, representing employees who would *not* need training, followed by the teal sections representing upskilling. The smallest section is light pink, representing those unlikely to upskill.\n\n**Key Insights:**\n\n* A substantial portion of the workforce in this industry and globally is expected to require some form of upskilling or reskilling by 2030.\n* A significant number of employees may not require additional training, suggesting existing skills are sufficient for their current roles.\n* Redeployment after upskilling is anticipated for a notable portion of the workforce.\n* A relatively small percentage is expected to remain unlikely to upskill.\n\n\nFuture of Jobs Report 2025 246"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_245.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_245.md", "filename": "Future_of_Jobs_Report_2025_Page_245.md", "title": "Future_of_Jobs_Report_2025_Page_245", "hash": "758b6b43dd5559070caa7ee3dd290975", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 245\n# Agriculture Forestry and Fishing\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| Task | Human | Combination | Technology |\n|---|---|---|---|\n| ALL TASKS Now | 51% | 27% | 22% |\n| 2030 | 35% | 28% | 38% |\n\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n| Practice | Industry | Global |\n|---|---|---|\n| Improving talent progression and promotion processes | 67% | 62% |\n| Supporting employee health and well-being | 63% | 64% |\n| Offering higher wages | 58% | 50% |\n| Providing effective reskilling and upskilling | 58% | 63% |\n| Articulate business purpose and impact | 42% | 37% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues\n\n\n| Trend | Industry | Global |\n|---|---|---|\n| Growing | 63% | 52% |\n| Similar | 29% | 41% |\n| Declining | 8% | 7% |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 68% | 63% |\n| Outdated or inflexible regulatory framework | 51% | 39% |\n| Lack of adequate data and technical infrastructure | 46% | 32% |\n| Inability to attract talent to the industry | 43% | 37% |\n| Organization culture and resistance to change | 38% | 46% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n| Talent Area | Improving | Worsening | Net Change | Global Average |\n|---|---|---|---|---|\n| Talent availability when hiring | 38% |  | +100% | 33% |\n| Talent development of existing workforce | 0% |  | +100% | 63% |\n| Talent retention of existing workforce | 13% |  | +100% | 54% |\n\n## Visual Description\n\nSeveral horizontal bar charts are presented on this page, visualized with light blue and light purple bars. The first visualizes the shift in task completion from \"now\" to 2030, categorized by human, combination (human-machine), and technology dominance. The second shows top business practices for improving talent availability, ranked by the percentage of surveyed organizations. The third displays wage trends. The fourth identifies key barriers for business transformation. The fifth represents the talent trend outlook in hiring, development, and retention.  The last two show planned DEI actions and AI strategies.\n\nKey Insights:\n\n* **Shift towards technology:** A notable shift is predicted from human-led tasks to more technology-driven and combination tasks by 2030.\n* **Talent-focused practices:**  Improving talent progression, supporting employee wellbeing, and reskilling/upskilling are identified as important practices for talent availability.\n* **Skills gap:** The largest barrier to business transformation is identified as the skills gap in the labor market.\n* **Positive talent outlook:** Organizations generally expect improvements in talent availability, especially in development and retention of the existing workforce.\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity, and inclusion measure\n\n| Measure | % | Global Average |\n|---|---|---|\n| Set DEI goals, targets or quotas | 42 | 42 |\n| Run comprehensive DEI training for managers and staff | 38 | 51 |\n| Targeted recruitment, retention, and progression initiatives | 33 | 48 |\n\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n| Strategy | % | Global Average |\n|---|---|---|\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 61 | 69 |\n| Hiring new people with skills to better work alongside AI | 61 | 62 |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 57 | 77 |"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_247.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_247.md", "filename": "Future_of_Jobs_Report_2025_Page_247.md", "title": "Future_of_Jobs_Report_2025_Page_247", "hash": "43e318527a4373910deccb70839ff74a", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 247\n# Automotive and Aerospace\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task Type | Now (Industry) | Now (Global) | 2030 (Industry) | 2030 (Global) |\n|---|---|---|---|---|\n| Human | 46% | 48% | 31% | 33% |\n| Combination | 32% | 30% | 33% | 33% |\n| Technology | 22% | 22% | 36% | 34% |\n\n\n## Business Practice\n\n### Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n| Business Practice | Industry | Global |\n|---|---|---|\n| Providing effective reskilling and upskilling | 73% | 63% |\n| Improving talent progression and promotion processes | 70% | 62% |\n| Supporting employee health and well-being | 65% | 64% |\n| Improving working hours and overtime policies | 60% | 38% |\n| Articulate business purpose and impact | 51% | 37% |\n\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 69% | 63% |\n| Organization culture and resistance to change | 52% | 46% |\n| Inability to attract talent to my firm | 42% | 27% |\n| Shortage of investment capital | 40% | 26% |\n| Lack of adequate data and technical infrastructure | 38% | 32% |\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n* **Talent availability when hiring:**  27% improving vs. -100% (Global average is +5%)\n* **Talent development of existing workforce:** 0% improving vs. -100% (Global average is 0%)\n* **Talent retention of existing workforce:** 16% improving vs. -100% (Global average is +46%)\n\n## Visual Description\nThree horizontal bar charts visualize talent trend outlook.  The first bar shows that 27% of respondents expect improved talent availability when hiring, compared to a global average decline of -100%, resulting in a difference of +105%. The second bar represents talent development of the existing workforce, with 0% expecting improvement compared to the global average of -100%, indicating a +100% difference. The third bar displays talent retention of the existing workforce, with 16% foreseeing improvement against a global average of -100%, showing a difference of +116%. These bars indicate a more optimistic outlook within the industry compared to global averages.\n\n\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n* **Growing:** 47% (Industry), 52% (Global)\n* **Similar:** 42% (Industry), 41% (Global)\n* **Declining:** 11% (Industry), 7% (Global)\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **Targeted recruitment, retention and progression initiatives:** 65% (Industry), 48% (Global)\n* **Run comprehensive DEI training for managers and staff:** 54% (Industry), 51% (Global)\n* **Pay equity reviews and salary audits:** 46% (Industry), 39% (Global)\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **Reskilling and upskilling your existing workforce to better work alongside AI:** 86% (Industry), 77% (Global)\n* **Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills:** 74% (Industry), 69% (Global)\n* **Hiring new people with skills to better work alongside AI:** 71% (Industry), 62% (Global)"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_248.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_248.md", "filename": "Future_of_Jobs_Report_2025_Page_248.md", "title": "Future_of_Jobs_Report_2025_Page_248", "hash": "8ded85fffec1f5e1b0635f3ba7074f4c", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 248\n# Chemical and Advanced materials\n\n**19%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**42%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**91%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**83%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n## Trend outlook\n\n# Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                                       | Industry | Global |\n| :---------------------------------------------------------- | :------- | :------ |\n| Increased efforts and investments to reduce carbon...        |         |         |\n| Increased efforts and investments to adapt to climate...    |         |         |\n| Broadening digital access                                   |         |         |\n| Slower economic growth                                       |         |         |\n| Increased geopolitical division and conflicts                 |         |         |\n| Increased restrictions to global trade and investment        |         |         |\n| Rising cost of living, higher prices or inflation            |         | 38%    |\n| Increased focus on labour and social issues                  |         | 35%    |\n| Increased government subsidies and industrial policy        |         | 29%    |\n| Ageing and declining working-age populations                 |         | 29%    |\n| Growing working-age populations                             |         | 18%    |\n| Stricter anti-trust and competition regulations               |         | 15%    |\n\n\n\n# Technology trends\n\n## Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                               | Industry | Global |\n| :------------------------------------------------------------ | :------- | :------ |\n| New materials and composites                                 |         |         |\n| AI and information processing technologies (big data, VR, AR...) |         |         |\n| Energy generation, storage and distribution                  |         |         |\n| Robots and autonomous systems                                |         |         |\n| Semiconductors and computing technologies                      |         |         |\n| Biotechnology and gene technologies                           |         | 18%    |\n| Quantum and encryption                                       |         | 12%    |\n| Sensing, laser and optical technologies                     |         | 12%    |\n| Satellites and space technologies                            |         | 3%     |\n\n## Jobs outlook\n\n# Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role                                        | -100% | NET GROWTH | 0    | 100% | 1.  | 2.  | 3.  |\n| :------------------------------------------ | :----- | :--------- | :---- | :---- | :--- | :--- | :--- |\n| AI and Machine Learning Specialists          |       |           |      |      | 52  | 82  | 52  |\n| Business Development Professionals        |       |           |      |      | 23  | 19  | 23  |\n| Strategic Advisors                         |       |           |      |      | 20  | 20  | 27  |\n| Chemical Processing Plant Operators        |       |           |      |      | 11  | 9   | 15  |\n| Lawyers                                     |       |           |      |      | -1  | 2   | 10  |\n| Administrative Assistants and Executive Secretaries |       |           |      |      | -22 | -20 | 22  |\n\n\n## Skill outlook\n\n# Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| CORE SKILLS OF 2025                | Industry | Global |       | SKILLS OF INCREASING USE BY 2030 | Industry | Global |\n| :---------------------------------- | :------- | :------ | :---- | :-------------------------------- | :------- | :------ |\n| Resilience, flexibility and agility |         |        |       | AI and big data                    | 66%    | 86%    |\n| Creative thinking                   |         |        |       | Environmental stewardship          | 62%    | 75%    |\n| Leadership and social influence    |         |        |       | Talent management                 | 59%    | 67%    |\n| Motivation and self-awareness       |         |        |       | Networks and cybersecurity         | 52%    | 65%    |\n| Curiosity and lifelong learning      |         |        |       | Leadership and social influence    | 48%    | 63%    |\n\n## Workforce Strategy outlook\n\n# Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n| Strategy                                                        | INDUSTRY | GLOBAL |\n| :-------------------------------------------------------------- | :------- | :------ |\n| Upskill your workforce                                            | 73%    | 85%    |\n| Hire staff with new skills to meet emerging business needs        | 68%    | 70%    |\n| Complement and augment your workforce with new technologies       | 68%    | 63%    |\n\n\n## Upskilling and reskilling outlook\n\n|                                         |     | Global |\n| :-------------------------------------- | :-- | :------ |\n| Would not need training by 2030         | 48  | 41     |\n| Would be upskilled in their current role | 26  | 29     |\n| Would be upskilled and redeployed      | 18  | 19     |\n| Would be unlikely to upskill            | 8   | 11     |\n\n\n## Visual Description\n\nThere is a grid visualization representing upskilling and reskilling outlook, showing the percentage distribution of employees across four categories:  \"Would not need training by 2030\", \"Would be upskilled in their current role\", \"Would be upskilled and redeployed\", and \"Would be unlikely to upskill\".  The visualization uses color-coded blocks to represent percentages, seemingly comparing industry-specific data with global averages.  The exact percentages are difficult to discern without a clearer view of the grid.\n\n\n\n**Key Insights:**\n\n* The visualization provides insights into the anticipated workforce transformation by 2030 regarding upskilling and reskilling needs.\n* It allows for comparison between industry-specific trends and global trends.\n* It highlights the proportions of employees who will require various levels of training or redeployment to adapt to future job requirements.\n\n\n*Future of Jobs Report 2025 248*"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_249.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_249.md", "filename": "Future_of_Jobs_Report_2025_Page_249.md", "title": "Future_of_Jobs_Report_2025_Page_249", "hash": "ce5c4ceeff5b59ee535dbeff3789b1d1", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 249\n# Chemical and Advanced materials\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task | Human | Combination | Technology |\n|---|---|---|---|\n| Now |  |  |  |\n| 2030 |  |  |  |\n\n## Visual Description\n\nA horizontal stacked bar chart shows the percentage of tasks completed by predominantly people (light blue), predominantly technology (dark blue), or a combination (medium blue). Data is shown for the current time (\"Now\") and projected for 2030.  Global percentages are displayed to the right of each bar.\n\n* **Now:** Human 38%, Combination 37%, Technology 26%\n* **2030:** Human 28%, Combination 35%, Technology 37%\n\n**Key Insight:** The chart indicates a shift towards greater use of technology in task completion by 2030, with a corresponding decrease in tasks completed predominantly by humans. The proportion of tasks involving a combination of humans and technology remains relatively stable.\n\n\n## Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n| Practice | Industry | Global |\n|---|---|---|\n| Improving talent progression and promotion processes | 75% | 62% |\n| Supporting employee health and well-being | 63% | 64% |\n| Offering higher wages | 50% | 50% |\n| Articulate business purpose and impact | 46% | 37% |\n| Tapping into diverse talent pools | 46% | 47% |\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 56% | 63% |\n| Inability to attract talent to the industry | 50% | 37% |\n| Organization culture and resistance to change | 44% | 46% |\n| Outdated or inflexible regulatory framework | 44% | 39% |\n| Inability to attract talent to my firm | 41% | 27% |\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n## Visual Description\n\nA stacked bar chart presents the projected share of wages and other forms of worker's compensation as a percentage of total company revenue. The chart segments the responses into \"Growing,\" \"Similar,\" and \"Declining,\" providing both industry-specific and global averages.\n\n* **Growing:** Industry 46%, Global 52%\n* **Similar:** Industry 50%, Global 41%\n* **Declining:** Industry 4%, Global 7%\n\n**Key Insight:**  A greater share of organizations within the industry project growing wage shares compared to the global average, while a smaller percentage anticipate declining shares. This suggests a potentially more positive outlook for worker compensation within the industry compared to the global trend.\n\n\n## Talent availability outlook\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n## Visual Description\n\nHorizontal bar charts display the talent availability outlook, comparing industry responses to the global average across three categories: hiring, development of existing workforce, and retention of existing workforce. Light blue represents improvement (+100%), while purple represents worsening (-100%). The axis starts at -100% and extends to a positive percentage (+X%).\n\n* **Talent availability when hiring:** Industry 33% improving, Global average -1% worsening (+25% on the axis)\n* **Talent development of existing workforce:** Industry 4% improving, Global average -2% worsening (+75% on the axis)\n* **Talent retention of existing workforce:** Industry 17% improving, Global average -5% worsening (+54% on the axis)\n\n**Key Insight:** The industry shows a positive outlook in all three categories, with expected improvement in talent availability.  This contrasts with the global average, which shows a slight decline in talent availability across all three aspects.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure | Industry | Global |\n|---|---|---|\n| Run comprehensive DEI training for managers and staff | 48 | 51 |\n| Set DEI goals, targets or quotas | 48 | 42 |\n| Pay equity reviews and salary audits | 44 | 39 |\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n| Strategy | Industry | Global |\n|---|---|---|\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 65 | 69 |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 65 | 77 |\n| Hiring new people with skills to better work alongside AI | 48 | 62 |"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_25.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_25.md", "filename": "Future_of_Jobs_Report_2025_Page_25.md", "title": "Future_of_Jobs_Report_2025_Page_25", "hash": "82dc67c82d4a4f50980efdd25c920d67", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 25\n# 2.2 Expected impact of macrotrends on employment\n\nThe remainder of this chapter discusses how Future of Jobs Survey respondents expect each of the five macrotrends driving labour market transformation \u2013 technological change, geoeconomic fragmentation, green transition, demographic shifts and economic uncertainty \u2013 to influence job growth and decline by 2030.\n\n# FIGURE 2.6 Expected impact of macrotrends and technology trends on jobs, 2025-2030\n\n*Projected job creation attributed to each trend (blue) and projected job displacement attributed to each trend (purple) between 2025 and 2030, based on the job growth and decline attribution expectations of surveyed employers and ILO employment figures by occupation. The projected net number of jobs created or destroyed attributed to each trend in the next five years (diamonds) is calculated by subtracting the total number of declining jobs from the total number of growing jobs. The Appendix provides additional details and the data behind this figure.*\n\n\n## Visual Description\n\nThe figure is a horizontal bar chart showing projected job creation (blue), displacement (purple), and net effect (diamond) for various macrotrends and technology trends between 2025 and 2030.  The x-axis represents the number of jobs in millions, ranging from -10 to 20.  The y-axis lists the trends.  Blue bars extend to the right of the zero line, purple bars to the left, and diamond markers indicate the net effect.\n\n**Key Insights:**\n\n* **Broadening digital access** leads in both job creation and displacement, with a large positive net effect.\n* **AI and information processing technologies** also show a significant positive net effect.\n* **Robotics and autonomous systems** have a substantial negative net effect, displacing more jobs than they create.\n* **Slower economic growth** also displays a negative net effect.\n\n**Data Table Representation:**\n\n| Trend                                                     | Jobs Created (M) | Jobs Displaced (M) | Net Effect (M) |\n|----------------------------------------------------------|-------------------|--------------------|-----------------|\n| Broadening digital access                                | 9.9              | 9.1              | 9.9            |\n| Growing working-age populations                          | 9.1              |                   | 9.1            |\n| Increased efforts to adapt to climate change           | 5.5              |                   | 5.5            |\n| Increased focus on labour and social issues               | 5.2              |                   | 5.2            |\n| Ageing and declining working-age populations             | 3.8              |                   | 3.8            |\n| Increased efforts to reduce carbon emissions            | 3.1              |                   | 3.1            |\n| Increased government subsidies and industrial policy       | 2.8              |                   | 2.8            |\n| AI and information processing technologies              | 1.8              |                   | 1.8            |\n| Increased restrictions to global trade and investment   | 1.3              |                   | 1.3            |\n| Energy generation, storage and distribution              | 1.0              |                   | 1.0            |\n| Increased geopolitical division and conflicts            | 0.9              |                   | 0.9            |\n| New materials and composites                           | 0.9              |                   | 0.9            |\n| Rising cost of living, higher prices or inflation         | 0.8              |                   | 0.8            |\n| Stricter anti-trust and competition regulations        | 0.7              |                   | 0.7            |\n| Semiconductors and computing technologies               | 0.6              |                   | 0.6            |\n| Quantum and encryption                                 | 0.3              |                   | 0.3            |\n| Biotechnology and gene technologies                    | 0.2              |                   | 0.2            |\n| Sensing, laser and optical technologies                 | 0.1              |                   | 0.1            |\n| Satellites and space technologies                        | 0.1              |                   | 0.1            |\n| Slower economic growth                                  |                  | -1.6             | -1.6           |\n| Robots and autonomous systems                           |                  | -4.8             | -4.8           |\n\n# Technological change\n\nTechnology is predicted to be the most divergent driver of labour-market change, with broadening digital access expected to both create and displace more jobs than any other macrotrend (19 million and 9 million, respectively). Meanwhile, trends in AI and information processing technology are expected to create 11 million jobs, while simultaneously displacing 9 million others, more than any other technology trend. Robotics and autonomous systems are expected to be the largest net job displacer, with a net decline of 5 million jobs.\n\nThese three trends \u2013 broadening digital access, advancements in AI and information processing, and robotics and autonomous systems technologies \u2013 also feature prominently as drivers of the fastest growing and declining jobs. In fact,\n\nSource: World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_250.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_250.md", "filename": "Future_of_Jobs_Report_2025_Page_250.md", "title": "Future_of_Jobs_Report_2025_Page_250", "hash": "99bfe2c0a2935827453317294662b13f", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 250\n# Education and Training\n\n22% | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n44% | Global 39%\nSkill disruption\nShares of core skills which will change\n\n91% | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n93% | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Industry | Global |\n|-----------------------------------|---------|--------|\n| Broadening digital access          |         |        |\n| Increased focus on labour and social issues |         |        |\n| Slower economic growth            |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Increased geopolitical division and conflicts |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n\n\n| Trend                                   | Industry | Global |\n|----------------------------------------|---------|--------|\n| Ageing and declining working-age populations |       | 29%   |\n|                                        |       | 40%   |\n| Growing working-age populations        |       | 27%   |\n|                                        |       | 24%   |\n| Increased government subsidies and industrial policy |       | 20%   |\n|                                        |       | 21%   |\n| Stricter anti-trust and competition regulations |       | 18%   |\n|                                        |       | 17%   |\n| Increased efforts and investments to reduce carbon... |       | 16%   |\n|                                        |       | 47%   |\n| Increased restrictions to global trade and investment |       | 11%   |\n|                                        |       | 23%   |\n\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Trend                                                            | Industry | Global |\n| --------------------------------------------------------------- | -------- | ------- |\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                                 |         |        |\n| Semiconductors and computing technologies                      |         |        |\n| Energy generation, storage and distribution                        |         |        |\n| Sensing, laser and optical technologies                         |         |        |\n\n\n\n| Trend                                    | Industry | Global |\n|-----------------------------------------|---------|--------|\n| Satellites and space technologies        |         | 11%    |\n|                                         |         | 9%     |\n| New materials and composites             |         | 11%    |\n|                                         |         | 30%    |\n| Quantum and encryption                   |         | 9%     |\n|                                         |         | 12%    |\n| Biotechnology and gene technologies       |         | 7%     |\n|                                         |         | 11%    |\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth:\n* Job Growth:\n* Job displacement:\n* Net Growth: Global net growth\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role                                     | -100% | NET GROWTH | 0 | 100% | 1. | 2. | 3. |\n|------------------------------------------|-------|------------|---|-------|----|----|----|\n| AI and Machine Learning Specialists      |       |            |   |       | 42 | 82 | 42 |\n| Sustainability Specialists               |       |            |   |       | 34 | 33 | 34 |\n| University and Higher Education Teachers |       |            |   |       | 19 | 16 | 24 |\n| Vocational Education Teachers            |       |            |   |       | 13 | 9  | 21 |\n| Administrative Assistants and Executive Secretaries |       |            |   |       | -8 | -20 | 21 |\n| Data Entry Clerks                       |       |            |   |       | -30 | -26 | 33 |\n\n\n## Skill outlook\n\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Skill                       | Industry | Global | SKILLS OF INCREASING USE BY 2030                  | Industry | Global |\n| --------------------------- | -------- | ------- | ------------------------------------------------ | -------- | ------- |\n| Analytical thinking        |         |        | AI and big data                                  | 70%     | 85%    |\n| Resilience, flexibility and agility |         |        | Curiosity and lifelong learning                    | 66%     | 79%    |\n| Creative thinking           |         |        | Creative thinking                                 | 64%     | 79%    |\n|                            |         |        | Technological literacy                            | 56%     | 76%    |\n|                            |         |        | Analytical thinking                              | 54%     | 70%    |\n\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n| Strategy                                        | Industry | Global |\n|-------------------------------------------------|---------|--------|\n| Upskill your workforce                         |         |        |\n| Accelerate the automation of processes and tasks |         |        |\n| Hire staff with new skills to meet emerging business needs |         |        |\n\n## Upskilling and reskilling outlook\n\n|                                     | Industry | Global |\n| ----------------------------------- | -------- | ------- |\n| Would not need training by 2030     | 42       | 41      |\n| Would be upskilled in their current role | 26       | 29      |\n| Would be upskilled and redeployed   | 18       | 19      |\n| Would be unlikely to upskill        | 13       | 11      |\n\n\n## Visual Description\n\nThere is a grid visualization displaying upskilling and reskilling data.  It appears to represent the percentage breakdown of employees across different upskilling/reskilling categories. The categories are: Would not need training by 2030, Would be upskilled in their current role, Would be upskilled and redeployed, and Would be unlikely to upskill. The grid is divided into rows representing these categories and columns likely representing different industries or regions, though these are not labeled in the visible portion. Each cell in the grid is colored, with varying shades of purple and teal likely indicating different percentages within each category. The exact percentages are not discernible from the grid itself, but the relative sizes of the colored areas within each cell suggest the proportion of employees falling into each category.  More specific interpretation requires the full labels and a key for the colors."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_251.md", "filename": "Future_of_Jobs_Report_2025_Page_251.md", "title": "Future_of_Jobs_Report_2025_Page_251", "hash": "fc8650b21b977a6ac47bdd6e224a04d1", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 251\n# Education and Training\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task Type | Now (Industry/Global) | 2030 (Industry/Global)|\n|---|---|---|\n| Human | 57%/25% | 39%/29% |\n| Combination | 19%/30% | 31%/33% |\n| Technology | 48%/22% | 33%/34% |\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 57% | 63% |\n| Organization culture and resistance to change | 48% | 46% |\n| Inability to attract talent to my firm | 32% | 27% |\n| Outdated or inflexible regulatory framework | 32% | 39% |\n| Lack of adequate data and technical infrastructure | 30% | 32% |\n\n\n\n## Business Practice\n\n### Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n| Practice | Industry | Global |\n|---|---|---|\n| Improving talent progression and promotion processes | 61% | 62% |\n| Offering higher wages | 61% | 50% |\n| Supporting employee health and well-being | 55% | 64% |\n| Tapping into diverse talent pools | 50% | 47% |\n| Providing effective reskilling and upskilling | 43% | 63% |\n\n\n### Wage outlook\n\n#### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Trend | Industry/Global |\n|---|---|\n| Growing | 57%/41% |\n| Similar | 2%/7% |\n| Declining | 52%/41% |\n\n\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* Run comprehensive DEI training for managers and staff: 55% (Global: 51%)\n* Targeted recruitment, retention and progression initiatives: 41% (Global: 48%)\n* Anti-harassment protocols: 41% (Global: 33%)\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* Reskilling and upskilling your existing workforce to better work alongside AI: 81% (Global: 77%)\n* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 71% (Global: 69%)\n* Re-orienting your organization to target new business opportunities created by AI: 60% (Global: 49%)\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n| Area | Change | Improving/Global Average | Worsening/Global Average |\n|---|---|---|---|\n| Talent availability when hiring | +100% | 42% |  |\n| Talent development of existing workforce | +100% | 74% |  |\n| Talent retention of existing workforce | +100% | 49% |  |\n\n## Visual Description\n\nSeveral horizontal bar charts and stacked bar charts visualize survey data related to talent, business transformation, wages, DEI, and AI strategy.\n\n**Human-machine frontier:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, for now and projected for 2030.  It shows a shift towards more technology-driven tasks in the future.\n\n**Transformation barriers:** This horizontal bar chart displays the perceived barriers to business transformation, with \"Skills gaps in the labour market\" being the most significant concern.\n\n**Business practices to improve talent availability:** This horizontal bar chart highlights preferred practices, with \"Improving talent progression and promotion processes\" and \"Offering higher wages\" topping the list.\n\n**Wage trends:** A stacked horizontal bar chart illustrates projected wage trends, with a majority expecting growth.\n\n**DEI Actions:** This displays the percentage of employers planning to implement specific DEI measures, with training being the most common.\n\n**AI Strategy:**  This shows the planned strategies related to AI adoption, with \"Reskilling and upskilling existing workforce\" being the most prominent.\n\n**Talent Trend:** This horizontal bar chart displays the expected changes in talent availability regarding hiring, development, and retention, all showing positive growth projections.  All three metrics show a +100% change.\n\nKey insights include the increasing role of technology in tasks, the importance of skills development, the focus on talent progression and competitive wages, the prioritization of DEI training, and the emphasis on upskilling/reskilling in response to AI.  The data also suggests a positive outlook for talent availability in the future."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_252.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_252.md", "filename": "Future_of_Jobs_Report_2025_Page_252.md", "title": "Future_of_Jobs_Report_2025_Page_252", "hash": "1c2a02f61929e3f8edcad19c76aeebaf", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 252\n# Electronics\n\n## Labour-market churn\n17% | Global 22%\nFive-year structural labour-force churn\n\n## Skill disruption\n33% | Global 39%\nShares of core skills which will change\n\n## Organizations with DEI priorities\n87% | Global 83%\nShare of organizations with DEI priorities\n\n## AI exposure\n95% | Global 88%\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                       | Industry | Global |\n|--------------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon\u2026 |         |        |\n| Broadening digital access                   |         |        |\n| Ageing and declining working-age populations |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Increased geopolitical division and conflicts   |         |        |\n| Increased focus on labour and social issues    |         |        |\n\nIncreased restrictions to global trade and investment: 32% (Global 23%)\nIncreased efforts and investments to adapt to climate\u2026: 29% (Global 41%)\nSlower economic growth: 25% (Global 42%)\nGrowing working-age populations: 21% (Global 24%)\nIncreased government subsidies and industrial policy: 18% (Global 21%)\nStricter anti-trust and competition regulations: 18% (Global 17%)\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                                             | Industry | Global |\n|------------------------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026)     |         |        |\n| Robots and autonomous systems                                       |         |        |\n| Energy generation, storage and distribution                       |         |        |\n| Semiconductors and computing technologies                            |         |        |\n| Sensing, laser and optical technologies                            |         |        |\n\nNew materials and composites: 28% (Global 30%)\nQuantum and encryption: 21% (Global 12%)\nSatellites and space technologies: 10% (Global 9%)\nBiotechnology and gene technologies: 7% (Global 11%)\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n\n| Role                                | Net Growth | 1 | 2 | 3 |\n|-------------------------------------|------------|---|---|---|\n| AI and Machine Learning Specialists  |            | 81 | 82 | 81 |\n| Robotics Engineers                   |            | 27 | 37 | 27 |\n| Electrotechnology Engineers          |            | 21 | 15 | 21 |\n| Business Development Professionals   |            | 18 | 19 | 18 |\n| Industrial and Production Engineers |            | 1  | 15 | 16 |\n| Assembly and Factory Workers        |            | 0  | 0  | 19 |\n\n\n## Visual Description\n\nSeveral horizontal bar charts and one combination chart visualize data related to business transformation, technology trends, job outlook, and workforce strategy within the electronics industry.  The charts compare industry-specific data with global averages.\n\nThe combination chart displays \"Net Growth\" for several roles, using a horizontal bar ranging from -100% to 100%. Three data points are shown for each role, representing Net Growth, Global Net Growth, and Churn.\n\nA heatmap-style visualization shows the breakdown of workforce upskilling/reskilling plans, indicating percentages for \"Would not need training,\" \"Would be upskilled in their current role,\" \"Would be upskilled and redeployed,\" and \"Would be unlikely to upskill.\"\n\n\n## Key Insights\n\n* AI and related roles are expected to experience significant growth.\n* Core skills are shifting towards analytical and creative thinking, as well as resilience and adaptability.\n* Organizations are prioritizing automation and upskilling/reskilling initiatives for their workforce.\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n| Macrotrend                                   | Industry | Global |\n|---------------------------------------------|---------|--------|\n| Accelerate the automation of processes and tasks | 87%     | 73%    |\n| Upskill your workforce                       | 78%     | 85%    |\n| Hire staff with new skills to meet emerging business needs | 70%     | 70%    |\n\n## Upskilling and reskilling outlook\n\n* Would not need training by 2030: 38% (Global 41%)\n* Would be upskilled in their current role: 33% (Global 29%)\n* Would be upskilled and redeployed: 17% (Global 19%)\n* Would be unlikely to upskill: 12% (Global 11%)"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_253.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_253.md", "filename": "Future_of_Jobs_Report_2025_Page_253.md", "title": "Future_of_Jobs_Report_2025_Page_253", "hash": "b3c82ec1e0676507e5b286cb36cdbecd", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 253\n# Electronics\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  | 40% |  | 30% |  | 21% |\n| 2030 |  | 25% |  | 39% |  | 35% |\n\n\n## Transformation barriers\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 64% | 63% |\n| Inability to attract talent to the industry | 43% | 37% |\n| Outdated or inflexible regulatory framework | 43% | 39% |\n| Inability to attract talent to my firm | 36% | 27% |\n| Shortage of investment capital | 32% | 26% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n\n* Improving: Global average\n* Worsening: Global average\n\n\n| Talent availability |  |  |\n|---|---|---|\n| Talent availability when hiring | 61% | +13% |\n| Talent development of existing workforce | 0% | +74% |\n| Talent retention of existing workforce | 9% | +44% |\n\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n\n* Industry\n* Global\n\n| Business Practice | Industry | Global |\n|---|---|---|\n| Supporting employee health and well-being | 61% | 64% |\n| Articulate business purpose and impact | 57% | 37% |\n| Providing effective reskilling and upskilling | 57% | 63% |\n| Improving talent progression and promotion processes | 52% | 62% |\n| Tapping into diverse talent pools | 52% | 47% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n* Growing: Global\n* Similar: Global\n* Declining: Global\n\n\n## Visual Description\n\nSeveral bar charts and some numerical data blocks are shown.\n\n**Human-machine frontier chart:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both for now and projected for 2030.  It shows a shift towards more tasks involving a combination of humans and technology in the future.\n\n**Transformation Barriers chart:** This chart displays the perceived barriers to organizational transformation, both for the industry and globally. Skills gaps are the most prominent barrier.\n\n**Talent Availability chart:** This chart visualizes the expected change in talent availability over five years, broken down by hiring, development, and retention. Positive growth is expected in all three areas.\n\n**Business Practices chart:** This chart depicts the top practices for improving talent availability, comparing industry-specific data to the global average.  Supporting employee health and well-being is considered most important.\n\n**Wage Trends chart:** This chart shows the projected changes in wages as a percentage of total revenue, segmented into growing, similar, and declining categories.\n\n**DEI Actions:** Three numerical blocks show the percentage of employers planning to implement specific diversity, equity, and inclusion (DEI) measures: comprehensive DEI training, pay equity reviews, and targeted recruitment/retention initiatives.\n\n**AI Strategy:**  Three numerical blocks indicate the percentage of employers planning to implement various strategies to adapt to the increasing capabilities and prevalence of AI, including reskilling, hiring new AI talent, and transitioning employees from jobs that AI might displace.\n\n**Key Insights:**\n* The electronics industry anticipates a shift towards a human-technology collaborative work environment.\n* Skills gaps pose the biggest obstacle to transformation.\n* Organizations prioritize employee well-being as a key to talent availability.\n* DEI and AI strategy are important focus areas for employers.\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **48** | Global: 51\nRun comprehensive DEI training for managers and staff\n\n* **44** | Global: 39\nPay equity reviews and salary audits\n\n* **39** | Global: 48\nTargeted recruitment, retention and progression initiatives\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n* **81** | Global: 77\nReskilling and upskilling your existing workforce to better work alongside AI\n\n* **67** | Global: 69\nHiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n\n* **52** | Global: 47\nTransitioning people from jobs that AI will cause to decline, to other roles within your organization"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_254.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_254.md", "filename": "Future_of_Jobs_Report_2025_Page_254.md", "title": "Future_of_Jobs_Report_2025_Page_254", "hash": "97471c2b23dd1bda1fb375311099f115", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 254\n# Energy Technology and Utilities\n\n**19%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**40%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**81%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**72%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                      | Industry | Global |\n|-------------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon... |         |        |\n| Broadening digital access                  |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n| Increased geopolitical division and conflicts |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Increased focus on labour and social issues      |         |        |\n\n\n| Trend                                      | Global |\n|-------------------------------------------|--------|\n| Slower economic growth                   | 29%    |\n| Increased government subsidies and industrial policy | 28%    |\n| Increased restrictions to global trade and investment | 28%    |\n| Growing working-age populations                | 26%    |\n| Ageing and declining working-age populations       | 26%    |\n| Stricter anti-trust and competition regulations  | 16%    |\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Technology Trend                             | Industry | Global |\n|----------------------------------------------|---------|--------|\n| Energy generation, storage and distribution    |         |        |\n| AI and information processing technologies (big data, VR, AR... |         |        |\n| Robots and autonomous systems               |         |        |\n| New materials and composites                 |         |        |\n| Semiconductors and computing technologies    |         |        |\n\n\n| Technology Trend                             | Global |\n|----------------------------------------------|--------|\n| Sensing, laser and optical technologies       | 14%    |\n| Quantum and encryption                       | 7%     |\n| Biotechnology and gene technologies            | 3%     |\n| Satellites and space technologies            | 2%     |\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role                                       | Net Growth | 1. | 2. | 3. |\n|--------------------------------------------|------------|----|----|----|\n| AI and Machine Learning Specialists      |            | 46 | 82 | 46 |\n| Renewable Energy Engineers               |            | 46 | 38 | 46 |\n| Sustainability Specialists                |            | 32 | 33 | 32 |\n| Energy Engineers                          |            | 20 | 18 | 21 |\n| Project Managers                          |            | 12 | 17 | 14 |\n| Accounting, Bookkeeping and Payroll Clerks |            | -15| -18| 15 |\n\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Skill                            | Industry | Global |\n|---------------------------------|---------|--------|\n| Analytical thinking               |         |        |\n| Creative thinking                |         |        |\n| Resilience, flexibility and agility |         |        |\n| Technological literacy           |         |        |\n| Leadership and social influence    |         |        |\n\n| Skill                            | Global |\n|---------------------------------|--------|\n| AI and big data                 | 91%    |\n| Networks and cybersecurity       | 79%    |\n| Technological literacy           | 67%    |\n| Curiosity and lifelong learning  | 67%    |\n| Leadership and social influence    | 62%    |\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n| Strategy                                                     | Industry | Global |\n|-------------------------------------------------------------|---------|--------|\n| Upskill your workforce                                       | 90%    | 85%    |\n| Hire staff with new skills to meet emerging business needs      | 77%    | 70%    |\n| Complement and augment your workforce with new technologies | 69%    | 63%    |\n\n\n## Upskilling and reskilling outlook\n\n| Category                                     | Global |\n|----------------------------------------------|--------|\n| Would not need training by 2030              | 39     |\n| Would be upskilled in their current role      | 32     |\n| Would be upskilled and redeployed           | 18     |\n| Would be unlikely to upskill                 | 11     |\n\n\n## Visual Description\n\nSeveral bar charts and a grid visualization represent data related to business transformation, technology trends, job outlook, skills outlook, and workforce strategy.\n\n**Macrotrends & Technology Trends:** Horizontal bar charts compare industry-specific and global responses on various macro trends (e.g., carbon reduction efforts, digital access) and technology trends (e.g., AI, biotechnology) driving business transformation.  Generally, global responses show slightly higher percentages than industry-specific ones across most trends.\n\n**Key Roles for Business Transformation:** A horizontal bar chart with a central zero-point displays net growth, job growth, and job displacement for various roles. AI and Machine Learning specialists, along with Renewable Energy Engineers show high positive net growth. Accounting, Bookkeeping, and Payroll Clerks show negative net growth.  Three data points are plotted for each role, representing net growth, global net growth, and churn.\n\n**Skills of Increasing Use by 2030:** Two horizontal bar charts compare industry and global data on core skills and skills of increasing use by 2030. Analytical thinking, AI and big data, and networks and cybersecurity show high demand both globally and within the industry.\n\n**Workforce Strategy:** A horizontal bar chart depicts the percentage of organizations focusing on upskilling, hiring for new skills, and complementing/augmenting the workforce with new technologies.  Upskilling is the most prevalent strategy.\n\n**Upskilling and Reskilling Outlook:** A grid visualizes the percentage breakdown of workforce requiring no training, upskilling in current role, upskilling and redeployment, and unlikely to upskill by 2030.  The largest segment is \"would not need training,\" followed by \"would be upskilled in their current role.\"\n\n**Key Insights:**\n\n* Digital transformation, AI, and sustainability are key drivers of change in the energy, technology, and utilities sector.\n* Roles related to AI, renewable energy, and sustainability will see significant growth.\n* Analytical thinking, technological literacy, and adaptability are crucial skills for the future.\n* Upskilling and reskilling are critical components of workforce strategies for organizations.\n\n\nFuture of Jobs Report 2025 254"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_255.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_255.md", "filename": "Future_of_Jobs_Report_2025_Page_255.md", "title": "Future_of_Jobs_Report_2025_Page_255", "hash": "0a66ddf1c4632913ffbec5f66deacd89", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 255\n# Energy Technology and Utilities\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  | 43% | 34% | 23% |  | |\n| 2030 |  | 31% | 38% | 31% |  | |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 81% | 63% |\n| Outdated or inflexible regulatory framework | 44% | 39% |\n| Inability to attract talent to the industry | 37% | 37% |\n| Organization culture and resistance to change | 37% | 46% |\n| Lack of adequate data and technical infrastructure | 30% | 32% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n* Improving: Global average\n* Worsening: Global average\n\n\n| Talent Area | Value | Change |\n|---|---|---|\n| Talent availability when hiring | 37% | -100% +2% |\n| Talent development of existing workforce | 26% | -100% +21% |\n| Talent retention of existing workforce | 43% | -100% +39% |\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n* Industry\n* Global\n\n| Business Practice | Industry | Global |\n|---|---|---|\n| Improving talent progression and promotion processes | 79% | 62% |\n| Providing effective reskilling and upskilling | 77% | 63% |\n| Supporting employee health and well-being | 62% | 64% |\n| Articulate business purpose and impact | 51% | 37% |\n| Offering remote and hybrid work opportunities within countries | 51% | 43% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n* Growing: Global\n* Similar: Global\n* Declining: Global\n\n| Trend | Percentage |\n|---|---|\n| Growing | 50% |\n| Similar | 38% |\n| Declining | 12% |\n| Growing | 52% |\n| Similar | 41% |\n| Declining | 7% |\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n\n| Measure | Percentage | Global |\n|---|---|---|\n| Run comprehensive DEI training for managers and staff | 62 | 51 |\n| Set DEI goals, targets or quotas | 60 | 42 |\n| Targeted recruitment, retention and progression initiatives | 55 | 48 |\n\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n| Strategy | Percentage | Global |\n|---|---|---|\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 74 | 69 |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 74 | 77 |\n| Hiring new people with skills to better work alongside AI | 61 | 62 |\n\n\n## Visual Description\n\nSeveral stacked bar charts, horizontal bar charts, and tables are presented, visualizing data related to the future of work in the energy technology and utilities sector.\n\n**Key Insights:**\n\n* **Shift towards Technology:** The human-machine frontier chart indicates a shift towards greater technology involvement in tasks by 2030, albeit with a slight increase in combination roles.\n* **Skills Gaps and Regulations:** The transformation barriers chart highlights skills gaps and outdated regulations as major obstacles.\n* **Talent Availability Concerns:** The talent trend chart reveals concerns about talent availability across hiring, development, and retention.\n* **Focus on Upskilling and Well-being:** Business practices focused on talent progression, reskilling/upskilling, and employee well-being are prioritized.\n* **DEI and AI Strategy:** DEI initiatives and AI-related strategies are planned, with emphasis on training, goal setting, and targeted recruitment for DEI, and reskilling/upskilling for AI integration.\n* **Wage Outlook:**  Wage trends show a slight majority projecting growth in wage share relative to company revenue.\n\n\nThe visuals collectively paint a picture of a sector undergoing significant transformation, grappling with talent challenges, and actively implementing strategies to adapt to technological advancements and promote diversity and inclusion."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_256.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_256.md", "filename": "Future_of_Jobs_Report_2025_Page_256.md", "title": "Future_of_Jobs_Report_2025_Page_256", "hash": "300ea5ffdde98a67ce966e9064d83e3c", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 256\n# Financial services and Capital markets\n\n## Key Statistics\n\n* **30% (Global 22%):** Labour-market churn (Five-year structural labour-force churn)\n* **41% (Global 39%):** Skill disruption (Shares of core skills which will change)\n* **88% (Global 83%):** Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **97% (Global 88%):** AI exposure (Share of organizations running AI programmes)\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization:\n\n| Trend                                     | Industry | Global |\n|------------------------------------------|---------|--------|\n| Broadening digital access               |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n| Slower economic growth                   |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Ageing and declining working-age populations |         |        |\n| Increased geopolitical division and conflicts |         |        |\n| Increased efforts and investments to reduce carbon... |         | 35%  |\n| Increased focus on labour and social issues |         | 33%  |\n| Increased restrictions to global trade and investment |         | 28%  |\n| Growing working-age populations |         | 23%  |\n| Stricter anti-trust and competition regulations |         | 23%  |\n| Increased government subsidies and industrial policy |         | 19%  |\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation:\n\n\n| Trend                                               | Industry | Global |\n|----------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                         |         |        |\n| Quantum and encryption                                |         |        |\n| Semiconductors and computing technologies              |         |        |\n| Energy generation, storage and distribution           |         |        |\n| New materials and composites                           |         |  9%   |\n| Sensing, laser and optical technologies            |         |  6%   |\n| Satellites and space technologies                      |         |  5%   |\n| Biotechnology and gene technologies                 |         |  3%   |\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):\n\n| Role                                 | Net growth | Global net growth | Churn |\n|--------------------------------------|------------|-------------------|-------|\n| AI and Machine Learning Specialists    | 228        | 82               | 228   |\n| Data Analysts and Scientists          | 40         | 41               | 40    |\n| Business Intelligence Analysts       | 18         | 18               | 20    |\n| Financial and Investment Advisers     | 12         | 11               | 15    |\n| Human Resources Specialists          | 3          | 5                | 13    |\n| Accountants and Auditors            | -11        | -8               | 14    |\n\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation:\n\n| Macrotrend                                      | Industry | Global |\n|-----------------------------------------------|---------|--------|\n| Upskill your workforce                          | 87%     | 85%    |\n| Accelerate the automation of processes and tasks | 82%     | 73%    |\n| Hire staff with new skills to meet emerging business needs | 73%     | 70%    |\n\n## Upskilling and reskilling outlook\n\n* **42% (Global 41%):** Would *not* need training by 2030\n* **25% (Global 29%):** Would be upskilled in their current role\n* **21% (Global 19%):** Would be upskilled and redeployed\n* **12% (Global 11%):** Would be unlikely to upskill\n\n## Visual Description\n\nA grid visualization shows the distribution of reskilling needs. The grid is divided into four sections representing the four categories listed above (no training needed, upskilled in current role, upskilled and redeployed, unlikely to upskill).  Each section contains a number of smaller squares.  Two lighter shades of teal/green and purple are used to fill these smaller squares. The exact number of squares filled in each section cannot be determined due to the cutoff nature of the image.  The visualization indicates a significant proportion of respondents fall into the \"no need for training\" and \"upskilling in current role\" categories.\n\n\n## Skills of increasing use by 2030\n\n| Skill                        | Industry | Global |\n|-----------------------------|---------|--------|\n| Analytical thinking          | 80%     | 95%    |\n| Resilience, flexibility and agility | 73%     | 84%    |\n| Leadership and social influence | 66%     | 82%    |\n| Creative thinking            | 65%     | 67%    |\n| Technological literacy      | 65%     | 68%    |"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_257.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_257.md", "filename": "Future_of_Jobs_Report_2025_Page_257.md", "title": "Future_of_Jobs_Report_2025_Page_257", "hash": "7dc905d0e42bea82ab2ed003b43a0800", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 257\n# Financial services and Capital markets\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n\n## Visual Description\n\nThe first chart labeled \"Human-machine Frontier\" is a 100% stacked bar chart showing the percentage of tasks completed by predominantly people (Human), predominantly technology (Technology), or a combination of both (Combination).  Data is presented for the current time (\"Now\") and projected for 2030, with separate global percentages shown for each category.\n\n* **Now:** Human ~44%, Combination ~35%, Technology ~21% (Global percentages: Human ~48%, Combination ~30%, Technology ~22%)\n* **2030:** Human ~28%, Combination ~35%, Technology ~38% (Global percentages: Human ~33%, Combination ~33%, Technology ~34%)\n\nThe chart suggests a shift towards a higher percentage of tasks being completed by technology or a combination of human and technology by 2030, and a corresponding decrease in solely human-completed tasks.\n\n\n## Transformation barriers\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 66% | 63% |\n| Organization culture and resistance to change | 52% | 46% |\n| Outdated or inflexible regulatory framework | 44% | 39% |\n| Lack of adequate data and technical infrastructure | 38% | 32% |\n| Inability to attract talent to the industry | 34% | 37% |\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n* Improving: \u25b2 Global average\n* Worsening: \u25b2 Global average\n\n|  | % | -100% | +100% |\n|---|---|---|---|\n| Talent availability when hiring | 28% |  | | 1% |\n| Talent development of existing workforce | 23% |  |  | 15% |\n| Talent retention of existing workforce | 37% |  |  | 37% |\n\n\n## Visual Description\n\nThe \"Talent Trend\" section displays a horizontal bar chart for three categories: Talent availability when hiring, Talent development of existing workforce, and Talent retention of existing workforce.  Each bar represents the percentage of respondents who expect improvement or worsening in their talent situation over the next five years, compared to a global average.  The percentage represents the expected change from -100% (significant worsening) to +100% (significant improvement).\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n* Growing: Global\n* Similar: Global\n* Declining: Global\n\n\n## Visual Description\n\nThe \"Wage Trends\" chart is a stacked bar chart showing the projected share of wages and other worker compensation as a percentage of company revenue.  It's split into Growing, Similar, and Declining categories, each with industry and global averages.  The data shows:\n\n* **Industry:** Growing: ~46%, Similar: ~45%, Declining: ~8%\n* **Global:** Growing: ~41%, Similar: ~8%, Declining: ~0%\n\nThis suggests a general expectation of wage growth as a percentage of revenue, with a larger proportion expecting growth in the industry-specific data compared to the global average.\n\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* **58** | Global: 51\n  * Run comprehensive DEI training for managers and staff\n* **57** | Global: 48\n  * Targeted recruitment, retention and progression initiatives\n* **47** | Global: 39\n  * Pay equity reviews and salary audits\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* **80** | Global: 77\n  * Reskilling and upskilling your existing workforce to better work alongside AI\n* **74** | Global: 69\n  * Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **69** | Global: 62\n  * Hiring new people with skills to better work alongside AI"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_258.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_258.md", "filename": "Future_of_Jobs_Report_2025_Page_258.md", "title": "Future_of_Jobs_Report_2025_Page_258", "hash": "c89d5f94dc3fbcea90d033da70b9673e", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 258\n# Government and Public sector\n\n23% | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n38% | Global 39%\nSkill disruption\nShares of core skills which will change\n\n75% | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n76% | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n* Broadening digital access\n* Increased efforts and investments to adapt to climate...\n* Increased efforts and investments to reduce carbon...\n* Increased focus on labour and social issues\n* Ageing and declining working-age populations\n* Rising cost of living, higher prices or inflation\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n* AI and information processing technologies (big data, VR, AR\u2026)\n* Robots and autonomous systems\n* Energy generation, storage and distribution\n* Semiconductors and computing technologies\n* Sensing, laser and optical technologies\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role                                   | Net Growth | 1 | 2 | 3 |\n|----------------------------------------|------------|---|---|---|\n| AI and Machine Learning Specialists      |            | 179 | 82 | 179 |\n| Supply Chain and Logistics Specialists |            | 21  | 17 | 22  |\n| Civil Engineers                        |            | 16  | 13 | 19  |\n| Water Transportation Workers, including Ship and Marine Car\u2026 | | 16 | 16 | 26 |\n| General and Operations Managers        |            | 5   | 4  | 20  |\n| Administrative Assistants and Executive Secretaries | | -13 | -20 | 19 |\n\n\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n\n* Industry\n* Global\n\n**CORE SKILLS OF 2025**\n\n* Leadership and social influence\n* Analytical thinking\n* Resource management and operations\n* Service orientation and customer service\n* Resilience, flexibility and agility\n\n**SKILLS OF INCREASING USE BY 2030**\n\n* AI and big data\n* Networks and cybersecurity\n* Technological literacy\n* Environmental stewardship\n* Creative thinking\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n* Industry\n* Global\n\n\n* Upskill your workforce\n* Complement and augment your workforce with new technologies\n* Accelerate the automation of processes and tasks\n\n\n\n## Upskilling and reskilling outlook\n\n\n| Metric                                     | Industry | Global |\n| ----------------------------------------- | -------- | -------- |\n| Would not need training by 2030          | 37      | 41      |\n| Would be upskilled in their current role | 33      | 29      |\n| Would be upskilled and redeployed         | 18      | 19      |\n| Would be unlikely to upskill             | 12      | 11      |\n\n## Visual Description\n\nSeveral bar charts and a grid visualization depict data related to workforce trends and transformation in the government and public sector.\n\n**Macrotrends driving business transformation:** This chart shows broadening digital access as the leading driver, followed by efforts to adapt to climate change, and efforts to reduce carbon emissions. Slower economic growth is the leading external macroeconomic factor.\n\n**Technology trends driving business transformation:** AI and information processing technologies are the most significant technological drivers, followed by robotics and autonomous systems, and energy generation, storage and distribution. Satellites and space technologies are also identified as a significant trend.\n\n**Key roles for business transformation:** This chart illustrates projected net growth in specific roles, with AI and Machine Learning Specialists showing the highest positive growth. Several roles, including Administrative Assistants and Executive Secretaries, show negative growth.\n\n**Skills of increasing use by 2030:** Leadership and social influence, along with analytical thinking, are predicted to be core skills in 2025. Looking ahead to 2030, AI and big data skills top the list, followed by networks and cybersecurity.\n\n**Key components of your workforce strategy by 2030:** Upskilling the workforce is the primary strategy, closely followed by complementing and augmenting the workforce with new technologies.\n\n**Upskilling and reskilling outlook:** This grid visualizes the proportion of the workforce expected to require different levels of training by 2030. A significant portion is expected to need upskilling within their current role or through redeployment, while a smaller portion will not require training. A small percentage are anticipated to be unlikely to upskill.\n\n**Key Insights:**\n\n* Digital transformation, climate change, and social issues are key drivers of change in the sector.\n* AI, robotics, and related technologies are crucial for future workforce development.\n* Demand for AI and Machine Learning specialists is expected to grow significantly.\n* Upskilling and reskilling are critical strategies for navigating workforce transformation.\n* A significant portion of the workforce will need training or redeployment by 2030 to adapt to evolving skill requirements."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_259.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_259.md", "filename": "Future_of_Jobs_Report_2025_Page_259.md", "title": "Future_of_Jobs_Report_2025_Page_259", "hash": "cee59e35c210e94d712a57a38ef519af", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 259\n# Government and Public sector\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| Task | Human | Combination | Technology |\n|---|---|---|---|\n| Now | 53% (Global) | 30% (Global) | 17% (Global) |\n| 2030 | 48% (Global) | 30% (Global) | 22% (Global) |\n|  | 34% (Industry) | 39% (Industry) | 27% (Industry) |\n|  | 33% (Industry) | 33% (Industry) | 34% (Industry) |\n\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n| Practice | Industry | Global |\n|---|---|---|\n| Improving talent progression and promotion processes | 80% | 62% |\n| Providing effective reskilling and upskilling | 80% | 63% |\n| Supporting employee health and well-being | 65% | 64% |\n| Offering higher wages | 48% | 50% |\n| Improving working hours and overtime policies | 40% | 38% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Organization culture and resistance to change | 68% | 46% |\n| Skills gaps in the labour market | 52% | 63% |\n| Outdated or inflexible regulatory framework | 52% | 39% |\n| Lack of adequate data and technical infrastructure | 41% | 32% |\n| Shortage of investment capital | 36% | 26% |\n\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n\n| Talent Area | Value | Global Average Difference |\n|---|---|---|\n| Talent availability when hiring | 23% | -100% (+3%)|\n| Talent development of existing workforce | 33% | -100% (+20%) |\n| Talent retention of existing workforce | 48% | -100% (+25%) |\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n| Measure | Percentage | Global Average |\n|---|---|---|\n| Run comprehensive DEI training for managers and staff | 50 | 51 |\n| Anti-harassment protocols | 48 | 33 |\n| Targeted recruitment, retention and progression initiatives | 43 | 48 |\n\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n| Strategy | Percentage | Global Average |\n|---|---|---|\n| Reskilling and upskilling your existing workforce to better work alongside AI | 84 | 77 |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 76 | 69 |\n| Hiring new people with skills to better work alongside AI | 63 | 62 |\n\n\n## Visual Description\n\nSeveral bar charts and stacked bar charts visualize data related to talent availability, business transformation barriers, and DEI and AI strategies within the Government and Public Sector.\n\n**Human-machine frontier:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both for the current time and projected for 2030.  It shows a slight shift towards more technology-driven tasks in the future.\n\n**Business practices to improve talent availability:** This bar chart displays the top practices for improving talent availability, comparing industry-specific data to the global average.  Improving talent progression and providing reskilling/upskilling are highlighted as key practices.\n\n**Wage trends:** This stacked bar chart depicts the projected share of wages and other forms of compensation as a percentage of total company revenue. It segments the data into growing, similar, and declining categories, comparing industry data to the global average.\n\n**Transformation barriers:**  This bar chart identifies key barriers to business transformation, comparing industry responses to the global average. Organization culture and resistance to change, along with skills gaps, are shown as major obstacles.\n\n**Talent trend:**  This chart visualizes the expected change in talent availability (when hiring, developing existing workforce, and retaining existing workforce) over five years.  It indicates expected declines in talent availability across all three areas.\n\n**DEI Actions:** This chart presents the percentage of employers planning to implement specific DEI measures, including DEI training, anti-harassment protocols, and targeted recruitment.  It compares industry-specific data to the global average.\n\n**AI Strategy:**  This chart shows the percentage of employers planning to implement various AI strategies, such as reskilling existing workforce, hiring new people with AI design skills, and hiring people with skills to work alongside AI.  It compares industry data to the global average.\n\nKey Insights:\n\n* **Shift towards technology:** The human-machine frontier chart indicates a growing reliance on technology for task completion.\n* **Talent challenges:** Several visualizations highlight challenges related to talent, including availability, development, and retention.  Upskilling and reskilling are emphasized as important solutions.\n* **DEI and AI focus:**  The charts on DEI actions and AI strategies reveal a focus on these areas within the government and public sector, indicating a commitment to diversity and inclusion and adaptation to AI-driven changes.\n* **Wage outlook:** The wage trends chart provides insight into expected compensation changes.\n* **Transformation barriers:** The barriers to transformation chart identifies key obstacles that organizations anticipate facing."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_26.md", "filename": "Future_of_Jobs_Report_2025_Page_26.md", "title": "Future_of_Jobs_Report_2025_Page_26", "hash": "6297097c6b83678b1e525263a4451bbb", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 26\n# The Shifting human-machine frontier: automation versus augmentation, 2025-2030\n\nThey are among the top drivers of growth for the 10 fastest-growing jobs: AI and information processing technologies are among the top three drivers of growth for all 10 of these jobs; whereas broadening digital access is a top three driver for nine out of these 10 (all except Autonomous and Electric Vehicle Specialists); and robotics and autonomous systems technologies for seven out of these 10 (all except Security Management Specialists, UI and UX Designers, and Light Truck or Delivery Services Drivers). In addition, of the 10 fastest- and 10 largest-declining roles, only two (Printing and Related Trades Workers, and Building Caretakers, Cleaners and Housekeepers) feature other trends among their top three drivers of job decline.\n\nBy contrast, the largest-growth jobs are influenced by a broader range of macrotrends. The three technology-based trends stand out as expected growth drivers only for light truck and delivery services drivers, software and applications developers, and nursing professionals. This projected growth in demand for nursing professionals is also driven by aging and declining working-age populations, further explored in the demographic shifts section of this chapter.\n\nThe presence of both Graphic Designers and Legal Secretaries just outside the top 10 fastest-declining job roles, a first-time prediction not seen in previous editions of the Future of Jobs Report, may illustrate GenAI's increasing capacity to perform knowledge work. Job decline in both roles is seen as driven by both AI and information processing technologies as well as by broadening digital access. This is a major change from the report's 2023 edition, when Graphic Designers were considered a moderately growing job and Legal Secretaries did not feature in the expected job growth/decline list.\n\n\n# The Shifting human-machine frontier: automation versus augmentation\n\nThe interplay between humans, machines and algorithms is redefining job roles across industries. Automation is expected to drive changes in people's ways of working, with the proportional share of tasks performed solely or predominantly by humans expected to decline as technology becomes more versatile. Future of Jobs Survey respondents estimate that, today, 47% of work tasks are performed mainly by humans alone, with 22% performed mainly by technology (machines and algorithms), and 30% completed by a combination of both. By 2030, employers expect these proportions to be nearly evenly split across these three categories/approaches (Figure 2.7).\n\n\n## Figure 2.7 The shifting human-machine frontier: automation versus augmentation, 2025-2030\n\n*Share of total work tasks expected to be delivered predominantly by human workers, by technology (machines and algorithms), or by a combination of both.*\n\n\n## Visual Description\n\nThe chart is a 100% stacked bar graph showing the share of total work tasks expected to be completed by people, technology, or a combination of both for the years \"Now\" and \"By 2030\".\n\n* **Now:**\n    * People: 47%\n    * Combination: 30%\n    * Technology: 22%\n* **By 2030:**\n    * People: 33%\n    * Combination: 33%\n    * Technology: 34%\n\n\n## Key Insights\n\nThe chart shows a projected shift in how work tasks are completed. While currently, humans perform the majority of tasks (47%), this is projected to decrease to 33% by 2030.  The use of technology alone is expected to increase from 22% to 34%.  The proportion of tasks completed by a combination of humans and technology is projected to remain relatively stable, increasing slightly from 30% to 33%. The most significant change is the decrease in human-only tasks and the increase in technology-only tasks.\n\n\nGlobally, the expected reduction in the proportion of work tasks performed by humans is driven primarily by increased automation. Of the nearly 15 percentage point reduction in the proportion of total work tasks delivered by humans in 2030 versus 2025, nearly 82% is attributable to advancing automation, while 19% is projected to derive from expanded human-machine collaboration (Figure 2.8).\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_261.md", "filename": "Future_of_Jobs_Report_2025_Page_261.md", "title": "Future_of_Jobs_Report_2025_Page_261", "hash": "ea9f11a4b4207ef682a414be455e6bb4", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 261\n# Information and Technology services\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n## Visual Description\n\nThere are two stacked horizontal bar charts illustrating the percentage of tasks completed by predominantly people, technology, or a combination of both.\n\n**Chart 1: Now**\n\n* Human (Light Blue): 41%\n* Combination (Medium Blue): 38%\n* Technology (Dark Blue): 22%\n\n**Chart 2: 2030**\n\n* Human (Light Blue): 26%\n* Combination (Medium Blue): 41%\n* Technology (Dark Blue): 34%\n\n**Key Insight:** The visualization projects a shift towards increased reliance on a combination of human and technology efforts for task completion by 2030, with a decrease in solely human-led tasks and a slight increase in solely technology-led tasks.\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n| Practice | Industry | Global |\n|---|---|---|\n| Providing effective reskilling and upskilling | 63% | 63% |\n| Improving talent progression and promotion processes | 61% | 62% |\n| Tapping into diverse talent pools | 61% | 47% |\n| Supporting employee health and well-being | 56% | 64% |\n| Offering remote and hybrid work opportunities within countries | 53% | 43% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues\n\n\n## Visual Description\n\nTwo stacked horizontal bar charts showing projected wage trends.\n\n**Chart 1: Industry**\n\n* Growing (Light Teal): 49%\n* Similar (Medium Teal): 39%\n* Declining (Purple): 11%\n\n**Chart 2: Global**\n\n* Growing (Light Teal): 8%\n* Similar (Medium Teal): 52%\n* Declining (Purple): 41%\n\n**Key Insight:**  The industry projection anticipates a significantly larger share of organizations expecting wage growth compared to the global average. The global projection leans more towards similar wage levels, with a significant portion anticipating a decline.\n\n\n## Transformation barriers\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 64% | 63% |\n| Organization culture and resistance to change | 40% | 46% |\n| Lack of adequate data and technical infrastructure | 31% | 32% |\n| Inability to attract talent to my firm | 30% | 27% |\n| Outdated or inflexible regulatory framework | 30% | 39% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n|  | Improving | Global average | Worsening | Global average |\n|---|---|---|---|---|\n| Talent availability when hiring | 31% | -100% |  | |\n| Talent development of existing workforce | 0% | -100% |  | |\n| Talent retention of existing workforce | 17% | -100% |  | |\n\n\n## Visual Description\n\nThree horizontal bar charts illustrating talent availability trends, comparing industry responses to the global average.  Light blue represents improvement, while purple represents worsening.  A central grey line marks the global average (-100%).\n\n**Key Insight:**  All three charts (hiring, development, retention) show the industry lagging behind the global average in terms of expected talent availability improvement.\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* Run comprehensive DEI training for managers and staff: 59 (Global: 51)\n* Set DEI goals, targets or quotas: 54 (Global: 42)\n* Targeted recruitment, retention, and progression initiatives: 51 (Global: 48)\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n* Reskilling and upskilling your existing workforce to better work alongside AI: 87 (Global: 77)\n* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 79 (Global: 69)\n* Hiring new people with skills to better work alongside AI: 73 (Global: 62)\n\nFuture of Jobs Report 2025 261"}


created_at: 2025-03-05 15:16:49
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_262.md", "filename": "Future_of_Jobs_Report_2025_Page_262.md", "title": "Future_of_Jobs_Report_2025_Page_262", "hash": "899a801b4700594a899fca821f6f54a0", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 262\n# Infrastructure\n\n**14%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**35%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**81%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**78%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                     | Industry | Global |\n|------------------------------------------|---------|--------|\n| Increased efforts to reduce carbon...     |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n| Broadening digital access               |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Increased focus on labour and social issues |         |        |\n| Slower economic growth                  |         |        |\n\n\n| Trend                                       | Global | Industry |\n|--------------------------------------------|--------|---------|\n| Ageing and declining working-age populations | 41%    | 47%    |\n| Increased geopolitical division and conflicts  | 36%    | 54%    |\n| Increased government subsidies and industrial policy | 29%    | 51%    |\n| Growing working-age populations           | 21%    | 50%    |\n| Increased restrictions to global trade and investment | 17%    | 42%    |\n| Stricter anti-trust and competition regulations | 16%    | 41%    |\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                               | Industry | Global |\n|----------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                         |         |        |\n| New materials and composites                           |         |        |\n| Energy generation, storage and distribution           |         |        |\n| Semiconductors and computing technologies             |         |        |\n\n| Trend                                     | Global | Industry |\n|------------------------------------------|--------|---------|\n| Sensing, laser and optical technologies | 21%    | 87%    |\n| Satellites and space technologies         | 8%     | 58%    |\n| Quantum and encryption                  | 4%     | 57%    |\n| Biotechnology and gene technologies       | 3%     | 55%    |\n\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth:\n* Job Growth: \n* Job displacement: \n* Net Growth: Global net growth\n    1. Net growth\n    2. Global net growth\n    3. Churn\n\n| Role                                       | Net Growth | 1 | 2 | 3 |\n|--------------------------------------------|------------|---|---|---|\n| AI and Machine Learning Specialists        |            | 50 | 82 | 50 |\n| Sustainability Specialists                |            | 30 | 33 | 30 |\n| Assembly and Factory Workers                |            | 20 | 0  | 25 |\n| Civil Engineers                           |            | 14 | 13 | 14 |\n| Administrative Assistants and Executive Secretaries |            | -17 | -20 | 18 |\n| Accounting, Bookkeeping and Payroll Clerks |            | -21 | -18 | 22 |\n\n\n\n### Skill outlook\n\n#### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Industry\n* Global\n\nCORE SKILLS OF 2025\n\n\n| Skill                             | Industry | SKILLS OF INCREASING USE BY 2030 | Global |\n|-----------------------------------|---------|---------------------------------|--------|\n| Analytical thinking              |         | AI and big data                   | 65%    | 80% |\n| Creative thinking                  |         | Networks and cybersecurity         | 59%    | 71% |\n| Resilience, flexibility and agility |         | Talent management                 | 59%    | 70% |\n| Leadership and social influence    |         | Technological literacy             | 55%    | 68% |\n| Curiosity and lifelong learning  |         | Resilience, flexibility and agility | 52%    | 67% |\n\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n* Industry\n* Global\n\n| Strategy                                       | INDUSTRY | GLOBAL |\n|--------------------------------------------|---------|--------|\n| Upskill your workforce                       | 83%     | 85%    |\n| Hire staff with new skills to meet emerging business needs | 72%     | 70%    |\n| Accelerate the automation of processes and tasks | 69%     | 73%    |\n\n\n## Upskilling and reskilling outlook\n\n|                                  | Industry | Global |\n|----------------------------------|---------|--------|\n| Would not need training by 2030   | 44      | 41     |\n| Would be upskilled in their current role | 27      | 29     |\n| Would be upskilled and redeployed    | 17      | 19     |\n| Would be unlikely to upskill        | 12      | 11     |\n\n\n## Visual Description\n\nSeveral charts and graphs are present, visualizing data related to workforce trends in the Infrastructure industry.\n\nOne chart shows the breakdown of workforce strategies. Another displays a grid representing the percentage of employees who would need training, upskilling, redeployment, or are unlikely to upskill by 2030. It appears to use color coding (teal, purple, light teal) to differentiate these categories. Another set of horizontal bar charts compares industry and global perspectives on various macrotrends and technological trends driving business transformation.  A bar chart shows net growth for various roles, indicating job growth and displacement. Another chart lists both core skills of 2025 and projected skills of increasing use by 2030, along with the percentage of industry and global respondents indicating each skill.  \n\nKey insights include specific technological trends (like AI),  macro trends (like cost of living increases), and skills (like analytical thinking) that are impacting the infrastructure industry. The data suggests a significant shift in required skills and roles within the industry, necessitating substantial workforce transformation through upskilling and reskilling initiatives.  It appears there is significant alignment between the industry and global trends."}


