# embeddings_queue

created_at: 2025-03-05 15:16:47
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scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_flight_attendants.md

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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_flight_attendants.md", "filename": "bls_gov_ooh_transportation_and_material_moving_flight_attendants.md", "title": "bls_gov_ooh_transportation_and_material_moving_flight_attendants", "hash": "52705768aafd3b05c1105f730bccf32d", "processed_at": "2025-03-05T09:16:39.839918", "chroma:document": "{\n    \"title\": \"Flight Attendants: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"Flight attendants provide routine services and respond to emergencies to ensure the safety and comfort of airline passengers.\",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/flight-attendants.htm\",\n    \"date\": \"2024-08-29\",\n    \"text\": [\n\n## Summary\n\nPlease enable javascript to play this video.\n\n[Video transcript available at https://www.youtube.com/watch?v=S6a3XVIMnHE.](https://www.youtube.com/watch?v=S6a3XVIMnHE)| Quick Facts: Flight Attendants | |\n\n\\| --- | --- |\n\n\\| 2023 Median Pay | $68,370 per year |\n\n\\| Typical Entry-Level Education | High school diploma or equivalent |\n\n\\| Work Experience in a Related Occupation | Less than 5 years |\n\n\\| On-the-job Training | Moderate-term on-the-job training |\n\n\\| Number of Jobs, 2023 | 130,300 |\n\n\\| Job Outlook, 2023-33 | 10% (Much faster than average) |\n\n\\| Employment Change, 2023-33 | 12,900 |\n\nQF\n\n### [What Flight Attendants Do](#tab-2)\n\nFlight attendants provide routine services and respond to emergencies to ensure the safety and comfort of airline passengers.\n\n### [Work Environment](#tab-3)\n\nFlight attendants have variable work schedules, including evenings, weekends, and holidays, because airlines operate every day, and some offer overnight flights. Attendants work in an aircraft and may be away from home several nights per week.\n\n### [How to Become a Flight Attendant](#tab-4)\n\nFlight attendants typically receive on-the-job training from their employer and must be certified by the[Federal Aviation Administration](http://www.faa.gov/)(FAA).\n\n### [Pay](#tab-5)\n\nThe median annual wage for flight attendants was $68,370 in May 2023.\n\n### [Job Outlook](#tab-6)\n\nEmployment \t\t\t\t\t\t\tof flight attendants is projected to grow \t\t\t\t\t\t\t 10 percent from 2023 to 2033, much faster than the average for all occupations.\n\nAbout 19,500 openings for flight attendants are projected each year, on average, over the decade. \t\t\t \t\t\t\t\t\t Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.\n\n### [State & Area Data](#tab-7)\n\nExplore resources for employment and wages by state and area for flight attendants.\n\n### [Similar Occupations](#tab-8)\n\nCompare the job duties, education, job growth, and pay of flight attendants with similar occupations.\n\n### [More Information, Including Links to O*NET](#tab-9)\n\nLearn more about flight attendants by visiting additional resources, including O*NET, a source on key characteristics of workers and occupations.\n    ]\n}"}


created_at: 2025-03-05 15:16:47
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scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_heavy_and_tractor_trailer_truck_drivers.md

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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_heavy_and_tractor_trailer_truck_drivers.md", "filename": "bls_gov_ooh_transportation_and_material_moving_heavy_and_tractor_trailer_truck_drivers.md", "title": "bls_gov_ooh_transportation_and_material_moving_heavy_and_tractor_trailer_truck_drivers", "hash": "83fa32b4477529921737af88d24a760b", "processed_at": "2025-03-05T09:16:39.839918", "chroma:document": "{\n    \"title\": \"Heavy and Tractor-trailer Truck Drivers: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"Heavy and tractor-trailer truck drivers transport goods from one location to another.\",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/heavy-and-tractor-trailer-truck-drivers.htm\",\n    \"date\": \"2024-08-29\",\n    \"text\": [\n\n## Summary\n\nPlease enable javascript to play this video.\n\n[Video transcript available at https://www.youtube.com/watch?v=yz8Oku9fQfQ.](https://www.youtube.com/watch?v=yz8Oku9fQfQ)| Quick Facts: Heavy and Tractor-trailer Truck Drivers | |\n\n\\| --- | --- |\n\n\\| 2023 Median Pay | $54,320 per year $26.12 per hour |\n\n\\| Typical Entry-Level Education | Postsecondary nondegree award |\n\n\\| Work Experience in a Related Occupation | None |\n\n\\| On-the-job Training | Short-term on-the-job training |\n\n\\| Number of Jobs, 2023 | 2,211,300 |\n\n\\| Job Outlook, 2023-33 | 5% (As fast as average) |\n\n\\| Employment Change, 2023-33 | 102,000 |\n\nQF\n\n### [What Heavy and Tractor-trailer Truck Drivers Do](#tab-2)\n\nHeavy and tractor-trailer truck drivers transport goods from one location to another.\n\n### [Work Environment](#tab-3)\n\nWorking as a long-haul truck driver is a lifestyle choice because these drivers can be away from home for days or weeks at a time.\n\n### [How to Become a Heavy or Tractor-trailer Truck Driver](#tab-4)\n\nHeavy and tractor-trailer truck drivers usually have a high school diploma and attend a professional truck driving school. They must have a commercial driver\u2019s license (CDL).\n\n### [Pay](#tab-5)\n\nThe median annual wage for heavy and tractor-trailer truck drivers was $54,320 in May 2023.\n\n### [Job Outlook](#tab-6)\n\nEmployment \t\t\t\t\t\t\tof heavy and tractor-trailer truck drivers is projected to grow \t\t\t\t\t\t\t 5 percent from 2023 to 2033, about as fast as the average for all occupations.\n\nAbout 240,300 openings for heavy and tractor-trailer truck drivers are projected each year, on average, over the decade. \t\t\t \t\t\t\t\t\t Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.\n\n### [State & Area Data](#tab-7)\n\nExplore resources for employment and wages by state and area for heavy and tractor-trailer truck drivers.\n\n### [Similar Occupations](#tab-8)\n\nCompare the job duties, education, job growth, and pay of heavy and tractor-trailer truck drivers with similar occupations.\n\n### [More Information, Including Links to O*NET](#tab-9)\n\nLearn more about heavy and tractor-trailer truck drivers by visiting additional resources, including O*NET, a source on key characteristics of workers and occupations.\n    ]\n}"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_home.md
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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_home.md", "filename": "bls_gov_ooh_transportation_and_material_moving_home.md", "title": "bls_gov_ooh_transportation_and_material_moving_home", "hash": "861f258aa37e2726060f6b65f0c420ab", "processed_at": "2025-03-05T09:16:39.840914", "chroma:document": "{\n    \"title\": \"Transportation and Material Moving Occupations: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"\",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/\",\n    \"date\": \"2024-08-29\",\n    \"text\": [\n\nPERCUSSION INNER STARTfolder_path : //Sites/wwwBlsGov/Publications/OOH/Transportation-and-Material-Moving\n\n- [OOH HOME](/ooh/home.htm)|\n\n- [OCCUPATION FINDER](/ooh/occupation-finder.htm)|\n\n- [OOH FAQ](/ooh/about/ooh-faqs.htm)|\n\n- [HOW TO FIND A JOB](/ooh/how-to-find-a-job/home.htm)|\n\n- [A-Z INDEX](/ooh/a-z-index.htm)|\n\n- [OOH SITE MAP](/ooh/ooh-site-map.htm)\n\n[Occupational Outlook Handbook](/ooh/home.htm)>[Transportation and Material Moving](/ooh/transportation-and-material-moving/home.htm)>\n\n# Transportation and Material Moving Occupations\n\n[PRINTER-FRIENDLY](/ooh/transportation-and-material-moving/print/home.htm)\n\nWorkers in these occupations move people and goods.\n\nOverall employment in transportation and material moving occupations is projected to grow faster than the average for all occupations from 2023 to 2033. About 1.9 million openings are projected each year, on average, in these occupations due to employment growth and the need to replace workers who leave the occupations permanently.\n\nThe median annual wage for this group was $40,050 in May 2023, which was lower than the median annual wage for all occupations of $48,060.\n\nBLS employment projections, wage, and other data for related occupations not shown in the following table are available on the[Data for Occupations Not Covered in Detail](https://www.bls.gov/ooh/about/data-for-occupations-not-covered-in-detail.htm#Transportation%20and%20material%20moving%20occupations)page. Information highlighting physical demands, cognitive and mental requirements, and other qualifications for workers in this group are available in a BLS[Occupational Requirements Survey](https://www.bls.gov/ors/factsheet/pdf/transportation-and-material-moving-occupations.pdf)(ORS) profile.\n\n| Image | OCCUPATION | JOB SUMMARY | ENTRY-LEVEL EDUCATION | 2023 MEDIAN PAY |\n\n\\| --- | --- | --- | --- | --- |\n\n\\| | Airline and Commercial Pilots | Airline and commercial pilots fly and navigate airplanes, helicopters, and other aircraft. | See How to Become One | $171,210 |\n\n\\| | Air Traffic Controllers | Air traffic controllers coordinate the movement of aircraft to maintain safe distances between them. | Associate's degree | $137,380 |\n\n\\| | Bus Drivers | Bus drivers transport people between various places. | High school diploma or equivalent | $48,230 |\n\n\\| | Delivery Truck Drivers and Driver/Sales Workers | Delivery truck drivers and driver/sales workers pick up, transport, and drop off packages and small shipments within a local region or urban area. | High school diploma or equivalent | $39,950 |\n\n\\| | Flight Attendants | Flight attendants provide routine services and respond to emergencies to ensure the safety and comfort of airline passengers. | High school diploma or equivalent | $68,370 |\n\n\\| | Hand Laborers and Material Movers | Hand laborers and material movers manually move freight, stock, or other materials. | See How to Become One | $36,770 |\n\n\\| | Heavy and Tractor-trailer Truck Drivers | Heavy and tractor-trailer truck drivers transport goods from one location to another. | Postsecondary nondegree award | $54,320 |\n\n\\| | Material Moving Machine Operators | Material moving machine operators use equipment to transport objects. | See How to Become One | $44,750 |\n\n\\| | Railroad Workers | Railroad workers ensure that passenger and freight trains operate safely. They may drive trains, coordinate the activities of the trains, or control signals and switches in the rail yard. | High school diploma or equivalent | $73,580 |\n\n\\| | Taxi Drivers, Shuttle Drivers, and Chauffeurs | Taxi drivers (including ride-hailing drivers), shuttle drivers, and chauffeurs transport people to and from the places they need to go. | No formal educational credential | $35,180 |\n\n\\| | Water Transportation Workers | Water transportation workers operate and maintain vessels that take cargo and people over water. | See How to Become One | $64,930 |\n\n## 2023 Median Pay\n\nThe wage at which half of the workers in the occupation earned more than that amount and half earned less. Median wage data are from the BLS Occupational Employment Statistics survey.\n\n## Entry-level Education\n\nTypical level of education that most workers need to enter this occupation.\n\n**Last Modified Date:**Thursday, August 29, 2024\n\nPERCUSSION INNER ENDRecommend this page using:[Facebook](javascript:void(0);)[Twitter](javascript:void(0);)[LinkedIn](javascript:void(0);)<div><a href=\\\"javascript:void(0);\\\" class=\\\"share_googleplus\\\"><img src=\\\"/images/icons/google.png\\\"></a><span><a href=\\\"javascript:void(0);\\\" class=\\\"share_googleplus\\\">Google+</a></span></div>\n    ]\n}"}


created_at: 2025-03-05 15:16:47
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scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_material_moving_machine_operators.md

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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_material_moving_machine_operators.md", "filename": "bls_gov_ooh_transportation_and_material_moving_material_moving_machine_operators.md", "title": "bls_gov_ooh_transportation_and_material_moving_material_moving_machine_operators", "hash": "b5b154bf07a5feeb4a65bed1be9200d1", "processed_at": "2025-03-05T09:16:39.840914", "chroma:document": "{\n    \"title\": \"Material Moving Machine Operators: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"Material moving machine operators use equipment to transport objects.\",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/material-moving-machine-operators.htm\",\n    \"date\": \"2024-08-29\",\n    \"text\": [\n\n## Summary\n\nPlease enable javascript to play this video.\n\n[Video transcript available at https://www.youtube.com/watch?v=WNb5Idn3iP8.](https://www.youtube.com/watch?v=WNb5Idn3iP8)| Quick Facts: Material Moving Machine Operators | |\n\n\\| --- | --- |\n\n\\| 2023 Median Pay | $44,750 per year $21.51 per hour |\n\n\\| Typical Entry-Level Education | See How to Become One |\n\n\\| Work Experience in a Related Occupation | See How to Become One |\n\n\\| On-the-job Training | See How to Become One |\n\n\\| Number of Jobs, 2023 | 847,700 |\n\n\\| Job Outlook, 2023-33 | 3% (As fast as average) |\n\n\\| Employment Change, 2023-33 | 22,500 |\n\nQF\n\n### [What Material Moving Machine Operators Do](#tab-2)\n\nMaterial moving machine operators use equipment to transport objects.\n\n### [Work Environment](#tab-3)\n\nMost material moving machine operators work full time,\u00a0and some work more than 40 hours per week. Because materials are shipped around the clock, some operators work overnight shifts.\n\n### [How to Become a Material Moving Machine Operator](#tab-4)\n\nEducation requirements vary by occupation. Crane and tower operators typically need work experience in a related occupation.\n\n### [Pay](#tab-5)\n\nThe median annual wage for material moving machine operators was $44,750 in May 2023.\n\n### [Job Outlook](#tab-6)\n\nOverall employment \t\t\t\t\t\t\tof material moving machine operators is projected to grow \t\t\t\t\t\t\t 3 percent from 2023 to 2033, about as fast as the average for all occupations.\n\nAbout 85,500 openings for material moving machine operators are projected each year, on average, over the decade. \t\t\t \t\t\t\t\t\t Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.\n\n### [State & Area Data](#tab-7)\n\nExplore resources for employment and wages by state and area for material moving machine operators.\n\n### [Similar Occupations](#tab-8)\n\nCompare the job duties, education, job growth, and pay of material moving machine operators with similar occupations.\n\n### [More Information, Including Links to O*NET](#tab-9)\n\nLearn more about material moving machine operators by visiting additional resources, including O*NET, a source on key characteristics of workers and occupations.\n    ]\n}"}


created_at: 2025-03-05 15:16:47
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scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_water_transportation_occupations.md

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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_water_transportation_occupations.md", "filename": "bls_gov_ooh_transportation_and_material_moving_water_transportation_occupations.md", "title": "bls_gov_ooh_transportation_and_material_moving_water_transportation_occupations", "hash": "3d3e63f54aea9bcf16bd5353c559cc1f", "processed_at": "2025-03-05T09:16:39.840914", "chroma:document": "{\n    \"title\": \"Water Transportation Workers: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"Water transportation workers operate and maintain vessels that take cargo and people over water. \",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/water-transportation-occupations.htm\",\n    \"date\": \"2024-08-29\",\n    \"text\": [\n\n## Summary\n\nPlease enable javascript to play this video.\n\n[Video transcript available at https://www.youtube.com/watch?v=V2zvpJucsK4.](https://www.youtube.com/watch?v=V2zvpJucsK4)| Quick Facts: Water Transportation Workers | |\n\n\\| --- | --- |\n\n\\| 2023 Median Pay | $64,930 per year $31.22 per hour |\n\n\\| Typical Entry-Level Education | See How to Become One |\n\n\\| Work Experience in a Related Occupation | See How to Become One |\n\n\\| On-the-job Training | See How to Become One |\n\n\\| Number of Jobs, 2023 | 85,000 |\n\n\\| Job Outlook, 2023-33 | 3% (As fast as average) |\n\n\\| Employment Change, 2023-33 | 2,500 |\n\nQF\n\n### [What Water Transportation Workers Do](#tab-2)\n\nWater transportation workers operate and maintain vessels that take cargo and people over water.\n\n### [Work Environment](#tab-3)\n\nMost water transportation workers are full time, and many work more than 40 hours per week. Schedules vary and may require workers to spend long periods away from home. These workers may be exposed to all kinds of weather.\n\n### [How to Become a Water Transportation Worker](#tab-4)\n\nEducation and training requirements for water transportation workers vary by occupation. There are no educational requirements for entry-level sailors and marine oilers, but other water transportation workers typically complete U.S. Coast Guard-approved training programs.\n\n### [Pay](#tab-5)\n\nThe median annual wage for water transportation workers was $64,930 in May 2023.\n\n### [Job Outlook](#tab-6)\n\nOverall employment \t\t\t\t\t\t\tof water transportation workers is projected to grow \t\t\t\t\t\t\t 3 percent from 2023 to 2033, about as fast as the average for all occupations.\n\nAbout 9,700 openings for water transportation workers are projected each year, on average, over the decade. \t\t\t \t\t\t\t\t\t Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.\n\n### [State & Area Data](#tab-7)\n\nExplore resources for employment and wages by state and area for water transportation workers.\n\n### [Similar Occupations](#tab-8)\n\nCompare the job duties, education, job growth, and pay of water transportation workers with similar occupations.\n\n### [More Information, Including Links to O*NET](#tab-9)\n\nLearn more about water transportation workers by visiting additional resources, including O*NET, a source on key characteristics of workers and occupations.\n    ]\n}"}


created_at: 2025-03-05 15:16:47
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scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_taxi_drivers_and_chauffeurs.md

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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_taxi_drivers_and_chauffeurs.md", "filename": "bls_gov_ooh_transportation_and_material_moving_taxi_drivers_and_chauffeurs.md", "title": "bls_gov_ooh_transportation_and_material_moving_taxi_drivers_and_chauffeurs", "hash": "3499a918a17c1cc2f93ebfe0aa82fbc9", "processed_at": "2025-03-05T09:16:39.840914", "chroma:document": "{\n    \"title\": \"Taxi Drivers, Shuttle Drivers, and Chauffeurs: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"Taxi drivers (including ride-hailing drivers), shuttle drivers, and chauffeurs transport people to and from the places they need to go.\",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/taxi-drivers-and-chauffeurs.htm\",\n    \"date\": \"2025-01-14\",\n    \"text\": [\n\n## Summary\n\nPlease enable javascript to play this video.\n\n[Video transcript available at https://www.youtube.com/watch?v=CcpvU_pzR-s.](https://www.youtube.com/watch?v=CcpvU_pzR-s)| Quick Facts: Taxi Drivers, Shuttle Drivers, and Chauffeurs | |\n\n\\| --- | --- |\n\n\\| 2023 Median Pay | $35,180 per year $16.91 per hour |\n\n\\| Typical Entry-Level Education | No formal educational credential |\n\n\\| Work Experience in a Related Occupation | None |\n\n\\| On-the-job Training | Short-term on-the-job training |\n\n\\| Number of Jobs, 2023 | 393,400 |\n\n\\| Job Outlook, 2023-33 | 11% (Much faster than average) |\n\n\\| Employment Change, 2023-33 | 41,700 |\n\nQF\n\n### [What Taxi Drivers, Shuttle Drivers, and Chauffeurs Do](#tab-2)\n\nTaxi drivers (including ride-hailing drivers), shuttle drivers, and chauffeurs transport people to and from the places they need to go.\n\n### [Work Environment](#tab-3)\n\nSome\u00a0taxi drivers, shuttle drivers, and chauffeurs work part time. Work schedules vary and may include early mornings, evenings, or weekends.\n\n### [How to Become a Taxi Driver, Shuttle Driver, or Chauffeur](#tab-4)\n\nTaxi drivers, shuttle drivers, and chauffeurs typically have no formal educational requirements. They typically get brief on-the-job training. They also may need a special driver\u2019s license, such as a taxi or limousine license.\n\n### [Pay](#tab-5)\n\nThe median annual wage for shuttle drivers and chauffeurs was $35,240 in May 2023.\n\nThe median annual wage for taxi drivers was $34,680 in May 2023.\n\n### [Job Outlook](#tab-6)\n\nOverall employment \t\t\t\t\t\t\tof taxi drivers, shuttle drivers, and chauffeurs is projected to grow \t\t\t\t\t\t\t 11 percent from 2023 to 2033, much faster than the average for all occupations.\n\nAbout 52,100 openings for taxi drivers, shuttle drivers, and chauffeurs are projected each year, on average, over the decade. \t\t\t \t\t\t\t\t\t Many of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.\n\n### [State & Area Data](#tab-7)\n\nExplore resources for employment and wages by state and area for taxi drivers, shuttle drivers, and chauffeurs.\n\n### [Similar Occupations](#tab-8)\n\nCompare the job duties, education, job growth, and pay of taxi drivers, shuttle drivers, and chauffeurs with similar occupations.\n\n### [More Information, Including Links to O*NET](#tab-9)\n\nLearn more about taxi drivers, shuttle drivers, and chauffeurs by visiting additional resources, including O*NET, a source on key characteristics of workers and occupations.\n    ]\n}"}


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scraped_data\compressed_markdowns\bls_gov_ooh_transportation_and_material_moving_railroad_occupations.md

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{"filepath": "scraped_data\\compressed_markdowns\\bls_gov_ooh_transportation_and_material_moving_railroad_occupations.md", "filename": "bls_gov_ooh_transportation_and_material_moving_railroad_occupations.md", "title": "bls_gov_ooh_transportation_and_material_moving_railroad_occupations", "hash": "bb12e6fc853c422fd22744b34f3c0862", "processed_at": "2025-03-05T09:16:39.840914", "chroma:document": "{\n    \"title\": \"Railroad Workers: Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics\",\n    \"description\": \"Railroad workers ensure that passenger and freight trains operate safely. They may drive trains, coordinate the activities of the trains, or control signals and switches in the rail yard.\",\n    \"source\": \"www.bls.gov\",\n    \"link\": \"https://www.bls.gov/ooh/transportation-and-material-moving/railroad-occupations.htm\",\n    \"date\": \"2024-08-29\",\n    \"text\": [\n\n## Summary\n\nPlease enable javascript to play this video.\n\n[Video transcript available at https://www.youtube.com/watch?v=MfiUoy8D-JU.](https://www.youtube.com/watch?v=MfiUoy8D-JU)| Quick Facts: Railroad Workers | |\n\n\\| --- | --- |\n\n\\| 2023 Median Pay | $73,580 per year $35.38 per hour |\n\n\\| Typical Entry-Level Education | High school diploma or equivalent |\n\n\\| Work Experience in a Related Occupation | See How to Become One |\n\n\\| On-the-job Training | Moderate-term on-the-job training |\n\n\\| Number of Jobs, 2023 | 83,000 |\n\n\\| Job Outlook, 2023-33 | 2% (Slower than average) |\n\n\\| Employment Change, 2023-33 | 1,300 |\n\nQF\n\n### [What Railroad Workers Do](#tab-2)\n\nRailroad workers ensure that passenger and freight trains operate safely. They may drive trains, coordinate the activities of the trains, or control signals and switches in the rail yard.\n\n### [Work Environment](#tab-3)\n\nNearly all railroad workers are employed in the rail transportation industry. Most work full time, and some work more than 40 hours per week.\n\n### [How to Become a Railroad Worker](#tab-4)\n\nRailroad workers\u00a0typically need\u00a0a high school diploma or equivalent and several months of on-the-job training.\n\n### [Pay](#tab-5)\n\nThe median annual wage for railroad workers was $73,580 in May 2023.\n\n### [Job Outlook](#tab-6)\n\nOverall employment \t\t\t\t\t\t\tof railroad workers is projected to grow \t\t\t\t\t\t\t 2 percent from 2023 to 2033, slower than the average for all occupations.\n\nDespite limited employment growth, about 7,300 openings for railroad workers are projected each year, on average, over the decade. \t\t\t \t\t\t\t\t\t Most of those openings are expected to result from the need to replace workers who transfer to different occupations or exit the labor force, such as to retire.\n\n### [State & Area Data](#tab-7)\n\nExplore resources for employment and wages by state and area for railroad workers.\n\n### [Similar Occupations](#tab-8)\n\nCompare the job duties, education, job growth, and pay of railroad workers with similar occupations.\n\n### [More Information, Including Links to O*NET](#tab-9)\n\nLearn more about railroad workers by visiting additional resources, including O*NET, a source on key characteristics of workers and occupations.\n    ]\n}"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_10.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_10.md", "filename": "Future_of_Jobs_Report_2025_Page_10.md", "title": "Future_of_Jobs_Report_2025_Page_10", "hash": "41f45556126cfbe4a96c0a92ac09ef26", "processed_at": "2025-03-05T09:16:39.840914", "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 10\n# Drivers of labour-market transformation\n\nTechnological developments, the green transition, macroeconomic and geoeconomic shifts, and demographic changes are driving transformation in the global labour market, reshaping both jobs and required skills. This chapter provides a picture of how companies expect these macrotrends to drive industry transformation by 2030.\n\n\n## 1.1 Expected impact of macrotrends on business transformation\n\n**FIGURE 1.1 Macrotrends driving business transformation**\n\nShare of employers surveyed that identify the stated trend as likely to drive business transformation.\n\n\n## Visual Description\n\nThe figure presents a horizontal bar chart showing the percentage of employers surveyed who believe certain macrotrends are likely to drive business transformation.  The chart lists 12 macrotrends on the vertical axis, ordered from highest percentage to lowest, and the percentage of employers on the horizontal axis, ranging from 0% to 100%. Each bar is color-coded based on the category of the macrotrend.\n\nHere's the data from the chart:\n\n* **Technology change:**\n    * Broadening digital access: 60%\n* **Economic uncertainty:**\n    * Rising cost of living, higher prices or inflation: 50%\n    * Increased efforts and investments to reduce carbon emissions: 47%\n    * Increased focus on labour and social issues: 46%\n    * Slower economic growth: 42%\n    * Increased efforts and investments to adapt to climate change: 41%\n* **Demographic shifts:**\n    * Ageing and declining working-age populations: 40%\n    * Increased geopolitical division and conflicts: 34%\n    * Growing working-age populations: 24%\n* **Geoeconomic fragmentation:**\n    * Increased restrictions to global trade and investment: 23%\n* **Green transition:**\n    * Increased government subsidies and industrial policy: 21%\n    * Stricter anti-trust and competition regulations: 17%\n\n**Key Insights:**\n\nBroadening digital access is seen as the most significant driver of business transformation, with 60% of employers identifying it as such. Economic uncertainty factors like rising living costs, carbon emission reduction efforts, and social issues also rank highly.  Demographic shifts and geopolitical factors are also considered important drivers. Green transition related trends have lower percentages, suggesting they are viewed as less impactful drivers of transformation compared to the other categories.\n\n\n## Technological change\n\nMore employers \u2013 60% \u2013 expect broadening digital access to transform their business than any other trend, with similar proportions of employers across all regions selecting this trend. This growing digital access is a critical enabler for new technologies to transform labour markets (Figure 1.1).\n\nThe Future of Jobs Survey asked employers how advances in nine key technologies are transforming...\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_100.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_100.md", "filename": "Future_of_Jobs_Report_2025_Page_100.md", "title": "Future_of_Jobs_Report_2025_Page_100", "hash": "4e184c4db452f103a3005e5b7fc57022", "processed_at": "2025-03-05T09:16:39.841910", "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 100\n# Fractional metrics\n\nRespondents aggregated roles included in the jobs taxonomy to six groups:\n\n- Main roles in the organization with a growing employment outlook for the next five years\n- Main roles in the organization with a declining employment outlook for the next five years\n- Main roles in the organization with a stable employment outlook for the next five years\n- Roles that are relatively small presently but strategically important and with a growing employment outlook for the next five years\n\n\nRespondents allocated up to five roles from the jobs taxonomy to each of the four groups. One of the five roles in the presently relatively small but strategically important and with a growing employment outlook could be specified by a free-text field. Free-text fields were subsequently allocated to jobs in the jobs taxonomy where possible. Metrics on roles are only published in the report when they meet statistical criteria in a given sample.\n\nRespondents subsequently allocated workforce fractions to each of the above groups of jobs at present, and estimated the growth and decline of the main roles with growing outlook, main roles with declining outlook, and relatively small roles presently with growing outlook. These workforce fractions were used to calculate two metrics: estimated net growth between 2025 and 2030 and estimated structural labour-market churn from 2025 to 2030, for the labour forces pertaining to roles in the jobs taxonomy. In the calculation of net growth, for a specific role, a simple mean of the growth and decline was first calculated based on projection from the respondents who have selected this role, while the growth of the roles identified as stable outlook is zero. The net growth draws on weighted averages of the growth and decline weighted on the number of respondents who consider this role as growing and stable, with the numerator reflecting the weighted shares of anticipated workforce increases and decreases and the denominator aggregating total workforce shares across all anticipated states (growing, declining and stable). The churn metric, similarly, adopts absolute values for workforce decreases. These methodologies aim to present an objective, scalable perspective on workforce transformations at the role and industry level.\n\n# Reweighted metrics\n\nInternational Labour Organization (ILO) data were then used to translate the forecast fractional net growth for each role into estimates of the number of jobs that will be created or displaced between 2025 and 2030. ILO estimates of the number of employees in each occupational category of ISCO08 level 2 were used as a basis for the number of employees working at the time of publication.\n\nTo account for the absence of China-specific data in the ILO\u2019s employment-by-occupation dataset, a China employment multiplier was calculated based on the share of China\u2019s employment figure in global employment figure and applied under the assumption that China\u2019s labour market structure aligns with global patterns. To approximate the number of employees in each occupation of the jobs taxonomy used in the Future of Jobs Survey, the jobs taxonomy (a modified and extended version of the O*NET SOC occupational classification) was mapped to the ISCO08 occupational taxonomy used in the ILO data by modifying and extending the map developed by the U.S. Bureau of Labor Statistics, which connects SOC level 4 and ISCO08 level 4. Estimates of present employment were then multiplied by the fractional net growth estimates obtained from the survey, to estimate net growth worldwide in units of millions of employees.\n\nUsing this method, the Future of Jobs dataset described in Chapter 2 corresponds to 1.18 billion employees. By comparison, the ILO dataset used in the analysis accounts for 2.18 billion employees, and 2.76 billion employees upon applying the China multiplier. The remaining 1.58 billion employees correspond to roles for which the Future of Jobs Survey did not collect sufficient data to reliably estimate net growth. Data on employees rather than general employment was used as organizations responding to the Future of Jobs Survey maintain workers in formal rather than informal employment.\n\nThe estimates of the number of employees per sector which can be found in the Industry Profiles are based on the full dataset of 2.18 billion employees worldwide. This calculation is described in the user guide to the profiles.\n\n\n# Attribution to jobs\n\nTo analyze the impact of specific trends on job growth and decline, survey respondents attributed the growth and decline of roles to macrotrends and technology trends. Respondent\u2019s weighted attribution was used to allocate a fraction of job changes to specific trends. These were then mapped to ILO occupation data to calculate the absolute number of jobs created and destroyed per occupation in the next five years."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_102.md", "filename": "Future_of_Jobs_Report_2025_Page_102.md", "title": "Future_of_Jobs_Report_2025_Page_102", "hash": "8329c2a36e4dde3a903d34bf0f67ed42", "processed_at": "2025-03-05T09:16:39.841910", "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 102\n# Job taxonomy\n\n_The occupational taxonomy was modified and extended from O*NET SOC._\n\n| Job family | Occupation |\n|---|---|\n| **Architecture and Engineering** | * Architects and Surveyors\n* Biochemical and Biomedical Engineers\n* Chemical Engineers\n* Civil Engineers\n* Drafters, Engineering Technicians, and Mapping Technicians\n* Electrotechnology Engineers\n* Energy Engineers\n* Environmental Engineers\n* Industrial and Production Engineers\n* Materials Engineers\n* Mechanical Engineers\n* Mining Engineers, Metallurgists and Related Professionals\n* Nuclear Engineers\n* Renewable Energy Engineers\n* Robotics Engineers |\n| **Arts, Design, Entertainment, Sports and Media** | * Advertising and Public Relations Professionals\n* Broadcasting Technicians\n* Commercial and Industrial Designers\n* Entertainers and Performers, Sports and Related Workers\n* Fashion Designers\n* Graphic Designers\n* Handicraft Workers\n* Interior Designers\n* Media and Communication Workers\n* Photographers\n* Video Game Designers\n* Writers and Authors |\n| **Business and Financial Operations** | * Accountants and Auditors\n* Business Intelligence Analysts\n* Claims Adjusters, Examiners, and Investigators\n* Compliance Officers\n* Credit and Loans Officers\n* Digital Marketing and Strategy Specialists\n* Digital Transformation Specialists |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_101.md", "filename": "Future_of_Jobs_Report_2025_Page_101.md", "title": "Future_of_Jobs_Report_2025_Page_101", "hash": "077496e1586b8364617034188ada1d36", "processed_at": "2025-03-05T09:16:39.841910", "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 101\n# Skill taxonomy\n\nSkills were selected from levels 3 and 4 of the Global Skills Taxonomy to represent skills of interest to organizations across sectors and economies.\n\nTo limit the potential impact of randomization inherent in survey data, two techniques were employed: capping the maximum impact of a particular trend-job combination and removing attributions with an insufficient number of respondents. Specifically, the total impact of a single trend on a job was capped at the 99th percentile of all trend-job combinations, 1.61 million for job increase, and 1st percentile, minus 872 thousand for job loss, and attribution pairs with fewer than three votes were excluded, with their impact categorized as unexplained.\n\n\n## TABLE A2\n\n| Skill family (level 1) | Skill cluster (level 2) | Skill |\n|---|---|---|\n| Attitudes | Ethics | Environmental stewardship |\n|  |  | Global citizenship |\n|  | Self-efficacy | Curiosity and lifelong learning |\n|  |  | Dependability and attention to detail |\n|  |  | Motivation and self-awareness |\n|  |  | Resilience, flexibility and agility |\n|  | Working with others | Empathy and active listening |\n|  |  | Leadership and social influence |\n|  |  | Teaching and mentoring |\n| Skills, knowledge and abilities | Cognitive skills | Analytical thinking |\n|  |  | Creative thinking |\n|  |  | Multi-lingualism |\n|  |  | Reading, writing and mathematics |\n|  |  | Systems thinking |\n|  | Engagement skills | Marketing and media |\n|  |  | Service orientation and customer service |\n|  | Management skills | Quality control |\n|  |  | Resource management and operations |\n|  |  | Talent management |\n|  | Physical abilities | Manual dexterity, endurance and precision |\n|  |  | Sensory-processing abilities |\n|  | Technology skills | AI and big data |\n|  |  | Design and user experience |\n|  |  | Networks and cybersecurity |\n|  |  | Programming |\n|  |  | Technological literacy |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_103.md", "filename": "Future_of_Jobs_Report_2025_Page_103.md", "title": "Future_of_Jobs_Report_2025_Page_103", "hash": "7f70c69745660fb0c3334f0bb01f44e0", "processed_at": "2025-03-05T09:16:39.841910", "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 103\n# Job taxonomy\n\n_The occupational taxonomy was modified and extended from O*NET SOC._\n\n| Job family | Occupation |\n|---|---|\n| Business and Financial Operations | * E-commerce Specialists\n* Financial Analysts\n* Financial and Investment Advisers\n* Human Resources Specialists\n* Insurance Underwriters, Valuers, and Loss Assessors\n* Investment Fund Managers\n* Management and Organisation Analysts\n* Recruiters and Technical Recruiters\n* Regulatory and Government Associate Professionals\n* Risk Management Specialists\n* Sales and Marketing Professionals\n* Social Media Strategist\n* Training and Development Specialists |\n| Community, Social Service and Protective Services | * Firefighting and Prevention Workers\n* Law Enforcement Workers, including Police Officers and Immigration Inspectors\n* Religious Professionals\n* Security Guards\n* Social Work and Counselling Professionals |\n| Computer and Mathematical | * AI and Machine Learning Specialists\n* Big Data Specialists\n* Blockchain Developers\n* Data Analysts and Scientists\n* Data Engineers\n* Data Warehousing Specialists\n* Database and Network Professionals\n* Database Architects\n* Devops Engineers\n* FinTech Engineers\n* Full Stack Engineers\n* ICT Operations and User Support Technicians\n* Information Security Analysts\n* Internet of Things Specialists\n* Mathematicians, Actuaries and Statisticians\n* Online Learning Managers |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_105.md", "filename": "Future_of_Jobs_Report_2025_Page_105.md", "title": "Future_of_Jobs_Report_2025_Page_105", "hash": "74e64bc86079a751491a2d14e71f001e", "processed_at": "2025-03-05T09:16:39.841910", "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 105\n# Job taxonomy\n\n_The occupational taxonomy was modified and extended from O*NET SOC._\n\n| Job family | Occupation |\n|---|---|\n| Healthcare Practitioners and Technicians | * Psychologists and Psychiatrists\n* Specialist Medical Practitioners\n* Traditional and Complementary Medicine Professionals\n* Veterinarians |\n| Hospitality and Food Related | * Baristas\n* Chefs and Cooks\n* Concierges and Hotel Desk Clerks\n* Event Managers\n* Food and Beverage Serving Workers\n* Food Service Counter Attendants\n* Hotel and Restaurant Managers |\n| Legal | * Arbitrators, Mediators, and Conciliators\n* Court Reporters\n* Judges\n* Judicial Law Clerks\n* Lawyers\n* Legal Secretaries\n* Paralegals and Legal Assistants\n* Title Examiners, Abstractors, and Searchers |\n| Management | * Business Services and Administration Managers\n* General and Operations Managers\n* Health and Education Services Managers\n* Legislators and Officials\n* Managing Directors and Chief Executives\n* Manufacturing, Mining, Construction, and Distribution Managers\n* Organisational Development Specialists\n* Product Managers\n* Production Managers in Agriculture, Forestry and Fisheries\n* Project Managers\n* Relationship Managers\n* Strategic Advisors |\n| Manufacturing and Production | * Assembly and Factory Workers\n* Chemical Processing Plant Operators\n* Food Processing and Related Trades Workers |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_106.md", "filename": "Future_of_Jobs_Report_2025_Page_106.md", "title": "Future_of_Jobs_Report_2025_Page_106", "hash": "9a3084c075c7351adf6df23d353b2491", "processed_at": "2025-03-05T09:16:39.842907", "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 106\n# Job taxonomy\n\n_The occupational taxonomy was modified and extended from O*NET SOC._\n\n| Job family | Occupation |\n|---|---|\n| Manufacturing and Production | * Garment and Related Trades Workers\n* Petroleum and Natural Gas Refining Plant Operators\n* Power Production Plant Operators\n* Printing and Related Trades Workers\n* Renewable Energy Technicians\n* Sheet and Structural Metal Workers, Moulders and Welders\n* Solar Energy Installation and System Engineers |\n| Natural Science and Sustainability | * Chemists and Chemical Laboratory Scientists\n* Environmental Protection Professionals\n* Food Scientists and Technologists\n* Life Scientists\n* Physical Scientists\n* Sustainability Specialists |\n| Office and Administrative | * Accounting, Bookkeeping and Payroll Clerks\n* Administrative Assistants and Executive Secretaries\n* Bank Tellers and Related Clerks\n* Client Information and Customer Service Workers\n* Data Entry Clerks\n* Material-Recording and Stock-Keeping Clerks\n* Postal Service Clerks\n* Statistical, Finance and Insurance Clerks |\n| Personal Care, Maintenance and Installation | * Building Caretakers, Cleaners and Housekeepers\n* Childcare Workers\n* Electronics and Telecommunications Installers and Repairers\n* Hairdressers, Beauticians and Related Workers\n* Home Appliance Installers and Repairers\n* Mechanics and Machinery Repairers\n* Personal Care Aides\n* Sports and Fitness Workers |\n| Sales | * Business Development Professionals\n* Cashiers and Ticket Clerks\n* Door-To-Door Sales Workers, News and Street Vendors, and Related Workers\n* Real Estate Sales Agents |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_108.md", "filename": "Future_of_Jobs_Report_2025_Page_108.md", "title": "Future_of_Jobs_Report_2025_Page_108", "hash": "f618cb5228411fee88833df85e85acdd", "processed_at": "2025-03-05T09:16:39.842907", "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 108\n# User Guide\n## Economy, Region, and Industry Profiles\n\nEconomy, Region, and Industry Profiles present data findings from the Future of Jobs Survey through these respective lenses, with the aim of providing specific practical information to decision-makers and experts in academia, business, government and civil society. Complementing the cross-industry and cross-economy analysis of results in the Future of Jobs Report, this section provides deeper granularity for given industries, regions and economies through dedicated profiles.  Additionally, the profiles are intended to enable interested companies and policy-makers with the opportunity to benchmark their organization or economy against the range of expectations prevalent in their industry or region. This User's Guide provides an overview of the information contained in the various profiles and their appropriate interpretation.\n\n## 1. Hard data contextual indicators:\n\nThis section aims to provide the reader with the latest available data from contextual indicators on an economy's labour market.\n\n### Working age population\n\nThe total working age population is displayed in the top right corner of the page for the economy profile. The working-age population is the number of people aged 25 and over. In addition to using a minimum age threshold, certain countries also apply a maximum age limit.\n\n* **Period:** 2020 or latest available data (accessed November 2024)\n* **Source:** ILOSTAT, International Labour Organization\n\n\n### Labour force participation\n\nThe labour force participation rate is the labour force as a percentage of the working-age population of people aged 25 and over. The labour force is the sum of all persons of working age who are employed and those who are unemployed.\n\n* **Period:** 2020 or latest available data (accessed November 2024)\n* **Source:** ILOSTAT, International Labour Organization\n\n### Share of youth not in employment, education, or training, ILO modelled estimates (NEET)\n\nThis indicator refers to the proportion of youth who are not in employment and not in education or training. Youth not in education are those who were neither enrolled in school nor in a formal training program (e.g. vocational training).\n\n* **Period:** 2019 or latest available data (accessed November 2024)\n* **Source:** ILOSTAT, International Labour Organization\n\n### Unemployment rate\n\nThe unemployment rate conveys the number of persons who are unemployed as a percentage of the labour force (i.e., the employed plus the unemployed).\n\n* **Period:** 2020 or latest available data (accessed November 2024)\n* **Source:** ILOSTAT, International Labour Organization\n\n### Unemployment rate among workers with basic and advanced education\n\nThe unemployment rate conveys the number of persons who are unemployed as a percentage of the labour force (i.e., the employed plus the unemployed). Data disaggregated by level of education are provided on the highest level of education completed, classified according to the International Standard Classification of Education (ISCED).\n\n* **Period:** 2023 (accessed November 2024)\n* **Source:** ILOSTAT, International Labour Organization\n\n### Vulnerable employment, total (% of total employment), ILO modelled estimates\n\nVulnerable employment is contributing family workers and own-account workers as a percentage of total employment.\n\n* **Period:** 2022 (accessed November 2024)\n* **Source:** World Bank, World Development Indicators database. Estimates are based on data obtained from International Labour Organization, ILOSTAT\n\n### Secondary education attainment\n\nThe percentage of population aged 25 and over that attained or completed upper secondary education.\n\n* **Period:** 2019 or latest available data (accessed November 2024)\n* **Source:** World Bank, World Development Indicators"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_11.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_11.md", "filename": "Future_of_Jobs_Report_2025_Page_11.md", "title": "Future_of_Jobs_Report_2025_Page_11", "hash": "ab28b2cae86f45f5b1e24b7b29605843", "processed_at": "2025-03-05T09:16:39.842907", "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 11\n# Technology trends driving business transformation, 2025-2030\n\nOf the nine technologies, three stand out as being expected to have the greatest impact. Robots and autonomous systems are expected to transform 58% of employers' businesses, while energy generation and storage technologies are expected to transform 41%. But it is artificial intelligence (AI) and information processing technologies that are expected to have the biggest impact \u2013 with 86% of respondents expecting these technologies to transform their business by 2030.\n\n## Visual Description\n\nThe figure is a horizontal bar chart showing the share of employers surveyed that identify certain technology trends as likely to drive business transformation between 2025-2030.\n\nThe technologies listed, and their corresponding percentage share, are:\n\n*   AI and information processing technologies: 86%\n*   Robots and autonomous systems: 58%\n*   Energy generation, storage, and distribution: 41%\n*   New materials and composites: 30%\n*   Semiconductors and computing technologies: 20%\n*   Sensing, laser, and optical technologies: 18%\n*   Quantum and encryption: 12%\n*   Biotechnology and gene technologies: 11%\n*   Satellites and space technologies: 9%\n\n**Key Insights:**\n\n*   AI and information processing technologies are expected to be the biggest driver of business transformation by a significant margin.\n*   Robotics and automation, and energy technologies are also predicted to be significant factors.\n*   Other technologies like new materials, semiconductors, sensing technologies, and quantum computing are expected to play a lesser, though still notable role.\n\n\n## Generative AI\n\nGenerative AI (GenAI) has seen a rapid surge in both investment and adoption across various sectors. Since the release of ChatGPT in November 2022, investment flows into AI have increased nearly eightfold. This has been accompanied by investment in the physical infrastructure needed to support these technologies, including servers and energy generation plants.  GenAI's natural language processing capabilities reduce barriers to usage and the need for specialized technical knowledge, driving demand for GenAI skills from both businesses and individuals.\n\nAlthough generalized adoption of AI applications remains comparatively low, adoption is growing rapidly. The information technology sector leads in AI adoption, while industries such as construction lag behind. This reflects the broader trend of advanced and middle-income economies experiencing higher adoption rates than low-income economies.\n\nWhile the full extent of long-term productivity gains from the technology is uncertain, workplace studies show that GenAI can enhance human skills and performance, substitute for tacit knowledge, and enhance knowledge work when applied appropriately. However, there are risks of adverse outcomes if used beyond its capability.\n\nLooking ahead, some believe GenAI could empower less specialized employees to perform more \"expert\" tasks, expanding the functions of roles such as Accounting Clerks, Nurses, and Teaching Assistants. It could also equip skilled professionals with cutting-edge knowledge, enabling them to solve complex problems more efficiently.  These outcomes are more likely if technological development focuses on enhancing, rather than substituting, human capabilities.\n\nHowever, without appropriate decision-making frameworks and economic incentives, there's a risk that technological development will focus on replacing human work, potentially increasing inequality and unemployment.\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_104.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_104.md", "filename": "Future_of_Jobs_Report_2025_Page_104.md", "title": "Future_of_Jobs_Report_2025_Page_104", "hash": "cc155ea550b1e6e9e17d3684e8970398", "processed_at": "2025-03-05T09:16:39.842907", "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 104\n# Job taxonomy\n\n_The occupational taxonomy was modified and extended from O*NET SOC._\n\n| Job family | Occupation |\n|---|---|\n| Computer and Mathematical | * Process Automation Specialists\n* Security Management Specialists\n* Software and Applications Developers\n* Software Testers\n* System Engineers\n* UI and UX Designers\n* Web Developers |\n| Construction and Extraction | * Building Framers, Finishers, and Related Trades Workers\n* Construction Laborers\n* Electrical Equipment Installers and Repairers\n* Mining, Petroleum and Other Extraction Workers |\n| Education and Training | * Primary School and Early Childhood Teachers\n* Secondary Education Teachers\n* Special Education Teachers\n* University and Higher Education Teachers\n* Vocational Education Teachers |\n| Farming, Fishing, and Forestry | * Farmworkers, Labourers, and Other Agricultural Workers\n* Fishing and Hunting Workers\n* Forestry Workers\n* Gardeners, Horticultural and Nursery Workers |\n| Healthcare Practitioners and Technicians | * Audiologists and Speech Therapists\n* Dentists and Associated Professions\n* Dietitians and Nutritionists\n* Environmental and Occupational Health and Hygiene Professionals\n* Epidemiologists and Public Health Specialists\n* Generalist Medical Practitioners\n* Health Technologists and Technicians\n* Midwifery Professionals\n* Nursing Professionals\n* Optometrists and Opticians\n* Paramedical and Emergency Medical Technicians\n* Personal Care Workers in Health Services\n* Pharmacists and Associated Professions\n* Physical Therapists |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_107.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_107.md", "filename": "Future_of_Jobs_Report_2025_Page_107.md", "title": "Future_of_Jobs_Report_2025_Page_107", "hash": "547613f9c5eb8be6b1ad3f6f12b9fcf0", "processed_at": "2025-03-05T09:16:39.842907", "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 107\n# Job taxonomy\n\n_The occupational taxonomy was modified and extended from O*NET SOC._\n\n| Job family | Occupation |\n|---|---|\n| Sales | * Sales and Purchasing Agents and Brokers\n* Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products\n* Securities and Finance Dealers and Brokers\n* Shop Salespersons\n* Telemarketers |\n| Social Science | * Economists\n* Social Science Research Assistants\n* Social Scientists and Related Workers\n* Survey Researchers |\n| Transportation and Logistics | * Autonomous and Electric Vehicle Specialists\n* Car, Van and Motorcycle Drivers\n* Commercial Pilots\n* Flight Attendants\n* Heavy Truck and Bus Drivers\n* Light Truck or Delivery Services Drivers\n* Locomotive Engine Drivers and Related Workers\n* Postal Service Mail Carriers\n* Refuse Workers\n* Supply Chain and Logistics Specialists\n* Transportation Attendants and Conductors\n* Transportation Inspectors\n* Water Transportation Workers, including Ship and Marine Cargo Workers, Controllers, and Technicians |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_109.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_109.md", "filename": "Future_of_Jobs_Report_2025_Page_109.md", "title": "Future_of_Jobs_Report_2025_Page_109", "hash": "d968500e0eb8c859fbbcd929ae4df2ca", "processed_at": "2025-03-05T09:16:39.843904", "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 109\n# Tertiary education attainment\n\nThe percentage of population aged 25 and over that attained or completed tertiary education.\n\n**Period:** 2020 or latest available data (accessed November 2024)\n**Source:** World Bank, World Development Indicators database. UNESCO Institute for Statistics (UIS)\n\n# Ease of finding skilled employees in local labour market\n\nScore computed based on the average response of companies operating in this country to the Executive Opinion Survey question \"In your country, to what extent can companies find people with the skills required to fill their vacancies in the local labour market?\" [1 = Not at all; 7 = To a great extent].\n\n**Period:** 2023-2024 weighted average\n**Source:** World Economic Forum, Executive Opinion Survey\n\n# Fill vacancies by hiring foreign labour\n\nScore computed based on the average response of companies operating in this country to the Executive Opinion Survey question \"In your country, to what extent can companies find people with the skills required to fill their vacancies by hiring foreign labour?\" [1 = Not at all; 7 = To a great extent].\n\n**Period:** 2023-2024 weighted average\n**Source:** World Economic Forum, Executive Opinion Survey\n\n# Country investment in mid-career training\n\nScore computed based on the average response of companies operating in this country to the Executive Opinion Survey question \"In your country, to what extent does government invest in mid-career reskilling and upskilling opportunities?\" [1 = Not at all; 7 = To a great extent].\n\n**Period:** 2023-2024 weighted average\n**Source:** World Economic Forum, Executive Opinion Survey\n\n# Labour-market churn\n\nThis figure is the five-year structural labour-market churn of surveyed employers that operate in the respective economy, region or industry, compared with the global average. Labour-market churn refers to the pace of reallocation of workers and jobs. The Future of Jobs Survey provides insight into structural labour-market churn, namely, the number of expected new jobs, plus the number of roles expected to be displaced during the period, divided by the size of the labour force in question. Structural churn disregards the \"natural\" churn of workers moving between jobs for business or personal reasons. For more information, please refer to Appendix A.\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n## Visual Description\n\nThis section describes figures related to the following sections:\n\n* Disruption to skills\n* Organizations with DEI priorities\n* Exposure to AI disruption\n* Macrotrends driving business transformation\n\n\nEach figure represents a comparison of data between specific economies/regions/industries and the global average. They depict shares or averages based on survey responses from employers. The specific questions used to collect the data are detailed within each section above.\n\n\n# Disruption to skills\n\nThis figure shows the average of estimates of surveyed employers that operate in the respective economy, region or industry, compared with the global average, for the question \"what proportion of the core skills required by your workforce will remain the same?\", compared to the global average.\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n# Organizations with DEI priorities\n\nThis figure shows the share of surveyed employers with diversity, equity and inclusion priorities that operate in the respective economy, region or industry, compared with the global average. The figure is calculated based on the share of respondents who select \"My organization doesn't have DEI priorities\" for the question \"What are likely to be the key components your workforce diversity, equity and inclusion (DEI) priorities by 2030?\".\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n# Exposure to AI disruption\n\nThis figure shows the share of surveyed employers with high exposure to AI that operate in the respective economy, region or industry, compared to the global average. The figure is calculated based on the share of respondents who do *not* select \"My organization has low exposure to AI\" for the question \"Which strategies is your organization likely to implement by 2030, in response Al's increasing capability and prevalence?\".\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n# Macrotrends driving business transformation\n\nThis bar chart shows the share of employers surveyed that identify the macrotrends as likely to drive transformation in the respective economy, region or industry, compared to the global average. It is based on the response to the question \"By 2030, which of the following trends are likely to drive transformation in your organization?\".\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_112.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_112.md", "filename": "Future_of_Jobs_Report_2025_Page_112.md", "title": "Future_of_Jobs_Report_2025_Page_112", "hash": "7497bcfb762b01a1753182a76ed100d5", "processed_at": "2025-03-05T09:16:39.843904", "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 112\n# Argentina\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\n\n## Jobs and Skills outlook\n\n* **19%** (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* **86%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **100%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n| Trend | Economy | Global |\n|---|---|---|\n| Increased efforts and investments to reduce carbon... |  |  |\n| Broadening digital access |  |  |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Slower economic growth |  |  |\n| Increased focus on labour and social issues |  |  |\n| Increased government subsidies and industrial policy | 70% | 26% |\n| Increased restrictions to global trade and investment | 70% | 26% |\n| Growing working-age populations | 44% | 26% |\n| Stricter anti-trust and competition regulations | 44% | 17% |\n| Increased geopolitical division and conflicts | 44% | 17% |\n| Ageing and declining working-age populations | 35% | 17% |\n\n### Technology trends driving business transformation\n\n| Trend | Economy | 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 | 96% | 26% |\n| Quantum and encryption | 57% | 22% |\n| Satellites and space technologies | 48% | 9% |\n| Biotechnology and gene technologies | 39% | 4% |\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| Data Analysts and Scientists | 85 | 85 | |\n| AI and Machine Learning Specialists | 81 | 81 | |\n| Business Development Professionals | 11 | 11 | |\n| General and Operations Managers | 8 | 19 | |\n| Accountants and Auditors | -5 | 5 | |\n| Data Entry Clerks | -24 | 24 | |\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 |  | 88% |\n| Leadership and social influence |  | 88% |\n| Empathy and active listening |  | 81% |\n| Resilience, flexibility and agility |  | 75% |\n| Creative thinking |  | 69% |\n| AI and big data | 100% |  |\n| Creative thinking | 94% |  |\n| Technological literacy | 88% |  |\n| Design and user experience | 81% |  |\n| Curiosity and lifelong learning | 81% |  |\n\n\n## Visual Description\n\nSeveral bar charts and a line chart are present, comparing Argentina's data to global averages and income group averages. Horizontal bar charts are used to represent data related to contextual indicators, macro trends, technology trends and skills. A line chart visually displays the net growth and churn of key roles for business transformation. The charts consistently use a light blue to represent Argentina's data and a darker blue for global data, with additional visual elements in some cases for income group averages or additional global metrics.\n\n\nKey insights include Argentina\u2019s high adoption of AI, the importance of analytical thinking and other core skills for the future job market, and significant predicted growth in roles like Data Analysts and AI/Machine Learning Specialists.  The visualization also highlights areas where Argentina lags behind global averages, such as in certain educational attainment metrics.  The charts provide a comparative view of Argentina\u2019s economic and skills landscape within a global context."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_110.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_110.md", "filename": "Future_of_Jobs_Report_2025_Page_110.md", "title": "Future_of_Jobs_Report_2025_Page_110", "hash": "97c3ae4c57489eb1c25cbac00263948d", "processed_at": "2025-03-05T09:16:39.843904", "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 110\n# 7. Technology trends driving business transformation\n\nThis bar chart shows the share of employers surveyed that identify the corresponding technology trends as likely to drive transformation in the respective economy, region or industry, compared to the global average. It is based on the response to the question \"By 2030, which of the following trends are likely to drive transformation in your organization?\".\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n## Visual Description\n\nThis bar chart displays the prevalence of various technology trends expected to drive business transformation by 2030.  The chart compares responses across different economies, regions, and industries to a global average.\n\n# 8. Key roles for business transformation\n\nThis table provides an overview of the top roles for industry transformation from 2025 until 2030. The list cites the most frequently selected roles of surveyed employers that operate in the respective economy, region or industry. Net growth represents the forecast increase or decrease in the size of a workforce. Churn represents the sum of job losses and created jobs in a workforce as a fraction of its initial size.\n\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n# 9. Core skills in 2025 and skills on the rise by 2030\n\nThis bar chart and table shows the top core skills in 2025 and skills with the most increase in use by 2030 in the respective economy, region or industry. The data is based on the question \"Currently, what are the core skills workers need to perform well in the key roles of your organization?\" and \"For your organization's key roles, would you expect an increase or decrease in the use of the following skills by 2030?\", compared to the global average.\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n# 10. Upskilling and reskilling outlook\n\nThe data shows the breakdown of the typical training outlook for a representative group of 100 workers, calculated based on averages of the training strategies reported by employers surveyed in the respective economy, region and industry, compared to the global average.\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n# 11. Shifting human-machine frontier\n\nThe bar chart shows share of total work tasks expected to be delivered predominantly by human workers, by technology (machines and algorithms), or by a combination of both, in the respective economy, region or industry, based on the question \"What proportion of time spent, on average across all tasks in your organization, is currently performed predominantly by technology (machines, algorithms etc.), predominantly by humans, or by a combination of the two?\", compared to the global average.\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n## Visual Description\n\nThis bar chart presents the anticipated shift in the division of labor between humans and machines (including algorithms) by 2030. It shows the proportion of tasks expected to be performed primarily by humans, primarily by technology, or by a combination of both. This data is compared across economies, regions, and industries, and benchmarked against a global average.\n\n\n# 12. Public policies to increase talent availability\n\nThis table shows top public policies, ranked by the share of employers identifying the stated public policies as promising to increase talent availability in the respective economy or region, compared to global averages. This is the result of the question \"Which public-policy measures are likely to significantly increase the availability of talent to your organization by 2030?\".\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n# 13. Business practices to improve talent availability\n\nThis table shows top business practices, ranked by the share of employers identifying the stated business practices as promising to increase talent availability in the respective industry, compared to global averages. This is the result of the question \"Which business practices have the greatest potential to increase the availability of talent to your organization by 2030?\".\n\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n\n# 14. Barriers to organisational transformation\n\nThe bar chart shows top barriers ranked by the share of employers surveyed expecting that the stated barrier will hinder their organisational transformation in the respective economy, region or industry, compared to global averages. This is the result of the question \"What are the major barriers to achieving your organization's goals by 2030?\".\n\n**Period:** 2024\n**Source:** World Economic Forum, Future of Jobs Survey\n\n\n## Visual Description\n\nThis bar chart illustrates the perceived barriers to organizational transformation.  Different barriers are ranked by the percentage of surveyed employers who anticipate those barriers hindering their transformation efforts.  The results are compared across economies, regions, and industries against a global average.\n\n# 15. Wage outlook\n\nThe bar chart shows the share of employers projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues, based on the question \"By 2030, as percentage of the company's total\n\n\n## Visual Description\n\nThis bar chart displays projections for the share of wages and other worker compensation as a percentage of total company revenue by 2030.  The chart represents the perspectives of various employers."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_113.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_113.md", "filename": "Future_of_Jobs_Report_2025_Page_113.md", "title": "Future_of_Jobs_Report_2025_Page_113", "hash": "c73f1c8118a0423ac0063700a1c70e64", "processed_at": "2025-03-05T09:16:39.843904", "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 113\n# Argentina\n\n## Upskilling and reskilling outlook\n\n|                        | Value | Global |\n|------------------------|-------|--------|\n| Would not need training by 2030 | 41    | 41     |\n| Would be upskilled in their current role | 29    | 29     |\n| Would be upskilled and redeployed | 18    | 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| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n| --------- | ----- | ----- | ----------- | ----- | --------- | ----- |\n| 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 present (Now) and projected for 2030.  \n\n* **Now:**  Human (light blue) takes up the largest portion, followed by Technology (dark blue), then Combination (medium blue). Global averages appear as thinner lines within each section.\n* **2030:** The proportion shifts. Technology becomes the largest, followed by Combination, then Human.  Global averages are similarly represented within the segments.  The technology portion increases significantly, combination also increases but less dramatically, while the human portion decreases significantly.\n\n**Key Insights:** The visualization projects a significant shift towards technology completing more tasks, with combined human-technology efforts also increasing. Human-only tasks are expected to decrease substantially.\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 | 64%     | 47%     |\n| Flexibility on hiring and firing practices | 50%     | 44%     |\n| Funding for reskilling and upskilling    | 50%     | 55%     |\n| Provision of reskilling and upskilling    | 50%     | 52%     |\n| Changes to labour laws related to remote work | 36%     | 36%     |\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          | 65%     | 63%     |\n| Outdated or inflexible regulatory framework | 57%     | 39%     |\n| Organization culture and resistance to change | 48%     | 46%     |\n| Inability to attract talent to the industry  | 44%     | 37%     |\n| Shortage of investment capital            | 30%     | 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 a percentage of the company's total revenues**\n\n\n|             | Growing | Global | Similar | Global | Declining | Global |\n|-------------|---------|--------|---------|--------|----------|--------|\n|             |         |        |         |        |          |        |\n|             | 21%     | 79%    | 0%      |        |          |        |\n|             | 52%     | 41%    | 8%      |        |          |        |\n\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|                                     | -100% | +100% |\n|-------------------------------------|-------|-------|\n| Talent availability when hiring     | 64%   | 21%   |\n| Talent development of existing workforce | 14%   | 57%   |\n| Talent retention of existing workforce | 29%   | 21%   |\n\n## Visual Description\n\nThree horizontal bar charts depict the anticipated changes in talent availability, development, and retention over five years. Each bar starts at -100% and extends towards +100%.\n\n* **Talent Availability When Hiring:** A larger portion of the bar is purple (worsening) with a smaller blue segment (improving), suggesting a negative outlook.\n* **Talent Development of Existing Workforce:**  A smaller purple portion and a larger blue segment indicate a positive outlook for development.\n* **Talent Retention of Existing Workforce:**  Similar to availability when hiring, a larger purple portion and smaller blue portion suggest a negative outlook for retention.\n\n**Key Insights:** Organizations anticipate challenges in hiring and retaining talent in the next five years but are more optimistic about developing their existing workforce.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n|                                               | Value | Global |\n|-----------------------------------------------|-------|--------|\n| Run comprehensive DEI training for managers and staff | 86    | 51     |\n| Pay equity reviews and salary audits        | 71    | 39     |\n| Anti-harassment protocols                      | 57    | 33     |\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| Strategy                                                                                   | Value | Global |\n|-------------------------------------------------------------------------------------------|-------|--------|\n| Hiring new people with skills to design AI tools and enhancements appropriate for organization-specific skills | 93    | 69     |\n| Hiring new people with skills to better work alongside AI                                     | 71    | 62     |\n| Re-orienting your organization to target new business opportunities created by AI           | 71    | 49     |"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_111.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_111.md", "filename": "Future_of_Jobs_Report_2025_Page_111.md", "title": "Future_of_Jobs_Report_2025_Page_111", "hash": "f5147035249b1363604c9c2b64afd4b5", "processed_at": "2025-03-05T09:16:39.843904", "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 111\n# 16. Talent trends\n\nThis bar chart shows the share of employers surveyed expecting a positive, neutral and negative outlook for talent availability, talent development and talent retention over the next five years in the respective economy, region or industry. It is based on the response to the question \"How would you rate talent availability, development and retention in your organization by 2030?\". *Net effect* is calculated by the share of employers who expect their talent availability to improve or improve significantly *minus* the share of employers who expect their talent availability to worsen or worsen significantly.\n\nPeriod: 2024\nSource: World Economic Forum, Future of Jobs Survey\n\n## Visual Description\n\nThis visualization is a bar chart displaying employer outlooks (positive, neutral, negative) on talent availability, development, and retention by 2030.  It is broken down by economy, region, or industry, and compared with global averages.  A \"net effect\" calculation is included which subtracts the percentage of negative outlooks from the percentage of positive outlooks.\n\nKey insights would include identifying which regions/industries/economies are most optimistic/pessimistic about future talent availability, and identifying which areas have the largest discrepancies between positive and negative outlooks (largest net effects).  This information would be valuable for policy makers, businesses, and individuals planning for future workforce needs.\n\n\n# 17. Planned implementation of diversity, equity and inclusion measures\n\nThis table shows the top diversity, equity and inclusion actions ranked by the share of employers surveyed which plan to implement the stated measure in the respective economy, region or industry, compared with global averages. This is the result of the question \"What are likely to be the key components your workforce diversity, equity and inclusion (DEI) priorities by 2030?\".\n\nPeriod: 2024\nSource: World Economic Forum, Future of Jobs Survey\n\n\n# 18. Workforce strategy in response to AI\n\nThis table shows the top workforce strategies in response to AI ranked by the share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence in respective economy, region or industry, compared with global averages. This is the result of the question \"Which strategies is your organization likely to implement by 2030, in response Al's increasing capability and prevalence?\".\n\nPeriod: 2024\nSource: World Economic Forum, Future of Jobs Survey"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_114.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_114.md", "filename": "Future_of_Jobs_Report_2025_Page_114.md", "title": "Future_of_Jobs_Report_2025_Page_114", "hash": "9466f7ecde355b5a293ccb95bd8573b9", "processed_at": "2025-03-05T09:16:39.843904", "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 114\n# Australia\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\n## Jobs and Skills outlook\n\n* **24%** (Global 22%) Labour-market churn<br>\nFive-year structural labour-force churn\n* **35%** (Global 39%) Skill disruption<br>\nShares of core skills which will change\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... |  |  |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Slower economic growth |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Ageing and declining working-age populations |  |  |\n\n\n| Trend |  |\n|---|---|\n| Rising cost of living, higher prices or inflation | 46% / 50% |\n| Increased focus on labour and social issues | 44% / 46% |\n| Increased government subsidies and industrial policy | 27% / 21% |\n| Growing working-age populations | 21% / 24% |\n| Increased restrictions to global trade and investment | 18% / 23% |\n| Stricter anti-trust and competition regulations | 16% / 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 | 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| Sensing, laser and optical technologies |  |  |\n| Semiconductors and computing technologies |  |  |\n\n\n| Trend |  |\n|---|---|\n| New materials and composites | 24% / 30% |\n| Quantum and encryption | 23% / 12% |\n| Satellites and space technologies | 10% / 9% |\n| Biotechnology and gene technologies | 9% / 11% |\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 | Global Net growth |\n|---|---|---|---|---|\n| AI and Machine Learning Specialists | 361 | 82 | 361 |  |\n| Data Analysts and Scientists | 34 | 41 | 36 |  |\n| Sustainability Specialists | 24 | 33 | 24 |  |\n| Managing Directors and Chief Executives | 4 | 5 | 7 |  |\n| Human Resources Specialists | 3 | 5 | 12 |  |\n| Accounting, Bookkeeping and Payroll Clerks | -18 | -18 | 30 |  |\n\n## Visual Description\n\nSeveral horizontal bar charts are presented in this document page. \n\nOne chart displays \"Net Growth\" for several job roles, plotted on a horizontal axis ranging from -100% to 100%.  AI and Machine Learning Specialists show the highest positive net growth, while Accounting, Bookkeeping and Payroll Clerks show negative growth.  Additional points indicate \"Job Growth,\" \"Job Displacement,\" and \"Global Net Growth,\" allowing for comparison.\n\nAnother set of charts visualizes survey data related to business transformation drivers, separated by \"Economy\" and \"Global\" responses. These drivers include macrotrends (e.g., rising cost of living), technology trends (e.g., AI and big data), and skills outlook (e.g., analytical thinking).  The charts show the percentage of organizations identifying each factor as likely to drive transformation or increase in use.\n\nKey insights include the significant anticipated growth in AI and Machine Learning related roles, the importance of various macro and technological trends in driving business transformation, and the expected increase in demand for skills like analytical thinking and resilience. The charts effectively communicate comparative data across different categories and perspectives (Economy vs. Global).\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 | Economy | Global |\n|---|---|---|\n| Analytical thinking |  |  |\n| Resilience, flexibility and agility |  |  |\n| Curiosity and lifelong learning |  |  |\n| Leadership and social influence |  |  |\n| Creative thinking |  |  |\n\n| Skill |  |\n|---|---|\n| AI and big data | 91% / 76% |\n| Technological literacy | 79% / 68% |\n| Leadership and social influence | 76% / 59% |\n| Resilience, flexibility and agility | 75% / 59% |\n| Curiosity and lifelong learning | 74% / 58% |\n\n\n## Future of Jobs Report 2025114"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_115.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_115.md", "filename": "Future_of_Jobs_Report_2025_Page_115.md", "title": "Future_of_Jobs_Report_2025_Page_115", "hash": "10cbbb712fe03772c73685846d1e94b2", "processed_at": "2025-03-05T09:16:39.844901", "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 115\n# Australia\n\n## Upskilling and reskilling outlook\n\n* **32** | Global 41: Would *not* need training by 2030\n* **33** | Global 29: Would be upskilled in their current role\n* **21** | Global 19: Would be upskilled and redeployed\n* **14** | 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| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| 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 present (Now) and projected for 2030.  The chart segments are color-coded: light blue for Human, medium blue for Combination, and dark blue for Technology.  Global averages are represented by the percentages listed at the right side of the chart for both Now and 2030.  The \"Now\" data shows significantly more Human task completion than the 2030 projection.  The \"Technology\" segment grows significantly from \"Now\" to 2030.  \"Combination\" also grows, but less drastically than \"Technology.\"\n\n* Now: Human - 46%, Combination - 29%, Technology - 25% (Global Averages)\n* 2030: Human - 48%, Combination - 30%, Technology - 22% (Global Averages)\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 | 49% | 44% |\n| Funding for reskilling and upskilling | 49% | 55% |\n| Provision of reskilling and upskilling | 49% | 52% |\n| Changes to immigration laws | 45% | 26% |\n| Changes to labour laws related to remote work | 37% | 36% |\n\n\n## Transformation barriers\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | ECONOMY | GLOBAL |\n|---|---|---|\n| Skills gaps in the labour market | 65% | 63% |\n| Inability to attract talent to the industry | 45% | 37% |\n| Organization culture and resistance to change | 43% | 46% |\n| Lack of adequate data and technical infrastructure | 41% | 32% |\n| Inability to attract talent to my firm | 33% | 27% |\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: \u25b2 Global average\n* Worsening: \u25b2 Global average\n\n\n| Talent Area | Percentage | -100% | +100% |\n|---|---|---|---|\n| Talent availability when hiring | 35% |  | 29% |\n| Talent development of existing workforce | 4% |  | 65% |\n| Talent retention of existing workforce | 22% |  | 31% |\n\n\n## Visual Description\n\nThree horizontal bar charts show the expected change in talent availability over five years. Each chart represents a different aspect: hiring, development of existing workforce, and retention of existing workforce. The bars extend in both directions from a central point representing the current state (-100% to +100%).  Light blue represents improvement and lavender represents worsening. Triangular markers indicate the global average.\n\n* **Talent Availability when Hiring:** 35% of respondents expect improvement, with a global average leaning towards improvement. 29% expect worsening.\n* **Talent Development of Existing Workforce:** 4% expect worsening, with a global average indicating significant improvement. 65% expect improvement.\n* **Talent Retention of Existing Workforce:** 22% expect worsening, and 31% expect improvement, with the global average showing a tendency towards improvement.\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **65** | Global 42: Set DEI goals, targets or quotas\n* **63** | Global 51: Run comprehensive DEI training for managers and staff\n* **61** | Global 48: Targeted recruitment, retention and progression initiatives\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* **92** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **86** | 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 115"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_118.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_118.md", "filename": "Future_of_Jobs_Report_2025_Page_118.md", "title": "Future_of_Jobs_Report_2025_Page_118", "hash": "bb7dc6121f2216ea0831df309d119d81", "processed_at": "2025-03-05T09:16:39.844901", "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 118\n# Bahrain\n\n## Contextual indicators\n\n| Indicators | | |\n|---|---|---|\n|  | Regional average | Income Group average |\n| Labour force participation |  | min |\n| Vulnerable employment | (2022) |  |\n| Share of youth not in employment, education, or training (NEET) |  |  |\n| Unemployment rate |  |  |\n| Unemployment rate among workers with basic edu. |  |  |\n| Unemployment rate among workers with advanced edu. |  |  |\n\n## Jobs and Skills outlook\n\n* **33%** (Global 22%) Labour-market churn<br>Five-year structural labour-force churn\n* **42%** (Global 39%) Skill disruption<br>Shares of core skills which will change\n* **62%** (Global 83%) Organizations with DEI priorities<br>Share of organizations with DEI priorities\n* **92%** (Global 88%) AI exposure<br>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 | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Increased efforts and investments to reduce carbon emissions |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Slower economic growth |  |  |\n| Increased focus on labour and social issues |  |  |\n\n| Trend | | |\n|---|---|---|\n| Increased geopolitical division and conflicts | 59% | 32% |\n| Increased government subsidies and industrial policy | 50% | 27% |\n| Increased restrictions to global trade and investment | 46% | 23% |\n| Growing working-age populations | 41% | 18% |\n| Stricter anti-trust and competition regulations | 41% | 9% |\n| Ageing and declining working-age populations | 36% | 5% |\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\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 | | |\n|---|---|---|\n| Semiconductors and computing technologies | 86% | 18% |\n| Satellites and space technologies | 46% | 14% |\n| Quantum and encryption | 41% | 9% |\n| Biotechnology and gene technologies | 27% | 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|  | Job Growth | Job displacement |  |  |\n| Business Intelligence Analysts | 30 | 18 | 30 |\n| Business Development Professionals | 16 | 19 | 16 |\n| Compliance Officers | 5 | 11 | 13 |\n| Accountants and Auditors | 3 | -8 | 16 |\n| Data Entry Clerks | -45 | -26 | 51 |\n| Administrative Assistants and Executive Secretaries | -54 | -20 | 59 |\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 | Economy | Global |\n|---|---|---|\n| Leadership and social influence |  | 68% |\n| Creative thinking |  | 68% |\n| Motivation and self-awareness |  | 58% |\n| Resilience, flexibility and agility |  | 58% |\n| AI and big data |  | 58% |\n| Creative thinking |  | 58% |\n\n| SKILLS OF INCREASING USE BY 2030 |  |  |\n|---|---|---|\n| Technological literacy |  | 71% |\n| Networks and cybersecurity |  | 68% |\n| AI and big data |  | 67% |\n| Talent management |  | 65% |\n| Creative thinking |  | 65% |\n\n\nFuture of Jobs Report 2025 118"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_116.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_116.md", "filename": "Future_of_Jobs_Report_2025_Page_116.md", "title": "Future_of_Jobs_Report_2025_Page_116", "hash": "85a60519d0eec6f29a56afe23f48c591", "processed_at": "2025-03-05T09:16:39.844901", "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 116\n# Austria\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\n\n| INDICATORS | min | max |\n|---|---|---|\n| Secondary Education Attainment (2023) | 62% | 83% |\n| Tertiary Education Attainment (2023) | 8% | 21% |\n| Ease of finding skilled employees in local labour market (2024) | 13% | 4 |\n| Fill vacancies by hiring foreign labour (2024) | 5% | 4 |\n| Country investment in mid-career training (2022) | 3% | 5 |\n\n## Jobs and Skills outlook\n\n* **Labour-market churn:** 10% (Global 22%)\n   * Five-year structural labour-force churn\n\n* **Skill disruption:** 38% (Global 39%)\n  * Shares of core skills which will change\n\n* **Organizations with DEI priorities:** 100% (Global 83%)\n  * Share of organizations with DEI priorities\n\n* **AI exposure:** 100% (Global 88%)\n    * 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\n|  | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Slower economic growth |  |  |\n| Increased geopolitical division and conflicts |  |  |\n\n|  |  |\n|---|---|\n| Ageing and declining working-age populations | 39% (40% Global) |\n| Increased focus on labour and social issues | 36% (46% Global) |\n| Growing working-age populations | 25% (24% Global) |\n| Stricter anti-trust and competition regulations | 21% (17% Global) |\n| Increased government subsidies and industrial policy | 18% (21% Global) |\n| Increased restrictions to global trade and investment | 18% (23% Global) |\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|  | Economy | 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| Quantum and encryption |  |  |\n\n\n\n|  |  |\n|---|---|\n| Sensing, laser and optical technologies | 14% (18% Global) |\n| New materials and composites | 11% (30% Global) |\n| Satellites and space technologies | 7% (9% Global) |\n| Biotechnology and gene technologies | 7% (11% Global) |\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 | Global net growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 37 | 82 | 37 |\n| Data Analysts and Scientists | 26 | 41 | 26 |\n| Business Intelligence Analysts | 22 | 18 | 22 |\n| Managing Directors and Chief Executives | 4 | 5 | 5 |\n| Administrative Assistants and Executive Secretaries | -13 | -20 | 13 |\n| Assembly and Factory Workers | -22 | 0 | 23 |\n\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 |  | 86% |\n| Resilience, flexibility and agility |  | 73% |\n| Curiosity and lifelong learning |  | 68% |\n| Leadership and social influence |  | 64% |\n| Technological literacy |  | 64% |\n\n\n\n| SKILLS OF INCREASING USE BY 2030 |  |\n|---|---|\n| AI and big data | 96% |\n| Creative thinking | 82% |\n| Networks and cybersecurity | 77% |\n| Resilience, flexibility and agility | 73% |\n| Technological literacy | 73% |\n\n\n## Visual Description\n\nSeveral bar charts and one combination chart visualize data related to the Austrian economy, specifically focusing on trends driving business transformation, technological trends, job outlook, and skills outlook.  Horizontal bars compare Austria's data with global averages, showing Austria's relative standing in each category.\n\n**Key Insights:**\n\n* Austria shows higher adoption of DEI principles and AI exposure than the global average.\n* The Austrian economy is predicted to undergo significant structural changes in its labour force, with growth in roles like AI and data specialists and decline in assembly and factory worker roles.\n* Analytical thinking, resilience and flexibility, and curiosity and lifelong learning are identified as key skills for the future Austrian workforce.\n\nThe visualizations emphasize the importance of adapting to technological advancements and developing in-demand skills to thrive in the changing Austrian job market.  The comparison with global trends provides context for Austria's performance and highlights areas where it excels or lags."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_119.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_119.md", "filename": "Future_of_Jobs_Report_2025_Page_119.md", "title": "Future_of_Jobs_Report_2025_Page_119", "hash": "ea6a7b6610522b9724ee778e15ce5dba", "processed_at": "2025-03-05T09:16:39.844901", "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 119\n# Bahrain\n\n## Upskilling and reskilling outlook\n\n|                               |        |        |\n|-------------------------------|--------|--------|\n| Would not need training by 2030 | 48     | Global 41 |\n| Would be upskilled in their current role | 24     | Global 29 |\n| Would be upskilled and redeployed | 14     | Global 19 |\n| Would be unlikely to upskill | 13     | Global 11 |\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      |        |        |             |        |            | 52%   |\n|          |        |        |             |        |            | 27%   |\n|          |        |        |             |        |            | 21%   |\n| 2030     |        |        |             |        |            | 48%   |\n|          |        |        |             |        |            | 30%   |\n|          |        |        |             |        |            | 22%   |\n|          |        | 31%   |             | 31%   | 37%      | 33%   |\n|          |        | 33%   |             | 33%   | 34%      |        |\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|                                                      | Economy | Global |\n|------------------------------------------------------|---------|--------|\n| Funding for reskilling and upskilling                 | 62%     | 55%   |\n| Changes to pension schemes and retirement ages        | 54%     | 25%   |\n| Flexibility on hiring and firing practices            | 54%     | 44%   |\n| Improvements to public education systems            | 54%     | 47%   |\n| Wage subsidies                                      | 54%     | 26%   |\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|         |        |         |        |          | 77%   |\n|         |        |         |        |          | 23%   |\n|         |        |         |        |          | 0%    |\n|         |        |         | 52%   | 41%     | 8%    |\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|                                              | Economy | Global |\n|----------------------------------------------|---------|--------|\n| Skills gaps in the labour market             | 67%     | 63%   |\n| Organization culture and resistance to change | 57%     | 46%   |\n| Inability to attract talent to the industry | 43%     | 37%   |\n| Insufficient understanding of opportunities    | 38%     | 25%   |\n| Lack of adequate data and technical infrastructure | 38%     | 32%   |\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    | 8% |        | 38%   |\n| Talent development of existing workforce | 10% |        | 69%    |\n| Talent retention of existing workforce | 31% |        | 69% |\n\n## Visual Description\n\nSeveral horizontal bar charts and a stacked bar chart are present in the image.\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 the current time (\"Now\") and projected for 2030. The chart indicates a shift towards more technology-driven tasks in the future.\n\n**Public Policy Chart:** This chart depicts the percentage of respondents who agree that certain public policies have the potential to increase talent availability. \"Funding for reskilling and upskilling\" has the highest agreement (Economy: 62%, Global: 55%).\n\n**Wage Trends Chart:** This chart shows the projected share of wages and worker compensation as a percentage of company revenue. It indicates a significant portion of companies expect this share to grow (77% globally), while some expect it to stay similar (23%) and a few to decline (0%).\n\n**Transformation Barriers Chart:** This illustrates the key barriers organizations anticipate will hinder their transformation. \"Skills gaps in the labor market\" is seen as the most significant barrier.\n\n**Talent Trend Chart:** This shows the expected change in talent availability (when hiring, developing existing workforce, and retaining existing workforce) over five years.  All areas are expected to improve significantly from -100% to +100% based on the provided scale.\n\n**DEI Actions and AI Strategy:** These sections present numerical data within colored blocks. DEI actions focus on the percentage of employers planning to implement diversity, equity, and inclusion measures. AI strategy focuses on planned responses to AI's increasing capability.\n\n**Key Insights:**\n\n* **Shifting workforce:**  A significant portion of the workforce will require upskilling and reskilling.\n* **Technology's growing role:** The proportion of tasks completed by technology is projected to increase substantially by 2030.\n* **Talent challenges:** Organizations recognize skills gaps and talent availability as significant challenges.\n* **Focus on DEI and AI:** Businesses are actively planning for diversity, equity, and inclusion initiatives, as well as strategies to adapt to the increasing prevalence of AI.\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n\n|                                                                  |      | Global |\n|---------------------------------------------------------------|------|--------|\n| Run comprehensive DEI training for managers and staff          | 39   | 51     |\n| Set DEI goals, targets or quotas                               | 31   | 42     |\n| Targeted recruitment, retention and progression initiatives | 31   | 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|                                                                                                  |      | Global |\n|---------------------------------------------------------------------------------------------------|------|--------|\n| Reskilling and upskilling your existing workforce to better work alongside AI                       | 69   | 77     |\n| Transitioning people from jobs that AI will cause to decline, to other roles within your organization | 62   | 47     |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 54   | 69     |\n\n\nFuture of Jobs Report 2025 119"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_117.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_117.md", "filename": "Future_of_Jobs_Report_2025_Page_117.md", "title": "Future_of_Jobs_Report_2025_Page_117", "hash": "4a9e03ebd79367e1b97d9b07776358ed", "processed_at": "2025-03-05T09:16:39.844901", "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 117\n# Austria\n\n## Upskilling and reskilling outlook\n\n* 29 | Global 41: Would not need training by 2030\n* 32 | Global 29: Would be upskilled in their current role\n* 27 | 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| 2030      |       |        |            |        |           |        |\n\n\n\n## Visual Description\n\nTwo stacked bar charts visualize the breakdown of tasks completed by humans, technology, or a combination of both, for the present (Now) and projected for 2030.  Each segment within the stacked bar represents the percentage contribution of human, combination, or technology effort.  The charts also provide global average percentages for comparison.\n\n\nBased on the visual, it appears that:\n\n* Currently, human effort accounts for the smallest share of tasks, followed by combination efforts. Technology has the largest share.\n* By 2030, the share of human effort is projected to increase.  The share of technology effort is projected to decrease while the share of combined effort increases.\n* The Austrian economy is projected to rely less on technology for task completion than the global average by 2030.\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                                                    | Economy | Global |\n| --------------------------------------------------------- | ------- | ------ |\n| Improvements to public education systems                 | 58%     | 47%    |\n| Changes to labour laws related to remote work               | 53%     | 36%    |\n| Funding for reskilling and upskilling                   | 53%     | 55%    |\n| Flexibility on hiring and firing practices                  | 47%     | 44%    |\n| Wage subsidies                                             | 42%     | 26%    |\n\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n\n| Barrier                                            | Economy | Global |\n| -------------------------------------------------- | ------- | ------ |\n| Skills gaps in the labour market                   | 64%     | 63%    |\n| Organization culture and resistance to change     | 57%     | 46%    |\n| Insufficient understanding of opportunities        | 39%     | 25%    |\n| Inability to attract talent to the industry          | 29%     | 37%    |\n| Outdated or inflexible regulatory framework        | 29%     | 39%    |\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\n\n* Talent availability when hiring: 47% (-100% to +100%, with a slightly negative trend)\n* Talent development of existing workforce: 5% (-100% to +100%, with a positive trend)\n* Talent retention of existing workforce: 5% (-100% to +100%, with a positive trend)\n\n\n## Visual Description\n\n\nThree horizontal bar charts show the expected change in talent availability, development, and retention over five years. Each bar represents the net percentage change from -100% (significant worsening) to +100% (significant improvement). The bars are segmented to show the proportion of respondents expecting improvement (light blue) vs. worsening (purple).  A small triangle indicates the global average.\n\n\n\n## Wage outlook\n\n\n### Wage trends\n\n**Share 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     | Global |\n| --------- | ------ |\n| Growing   | 35%    |\n| Similar   | 65%    |\n| Declining | 0%     |\n\n\n\n\n## Visual Description\n\n\nA stacked horizontal bar chart illustrates the projected change in the share of wages and compensation. The bar is divided into segments representing \"Growing,\" \"Similar,\" and \"Declining\" projections.  A second, fainter stacked bar underneath represents the global averages for each category (52%, 41%, 8% respectively).\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* 50 | Global 51: Run comprehensive DEI training for managers and staff\n* 50 | Global 48: Targeted recruitment, retention and progression initiatives\n* 45 | Global 27: Embed DEI goals and solutions across the supply chain\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* 84 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* 74 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* 74 | Global 49: Re-orienting your organization to target new business opportunities created by AI\n\n\n## Working Age Population (Millions)\n6.8"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_120.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_120.md", "filename": "Future_of_Jobs_Report_2025_Page_120.md", "title": "Future_of_Jobs_Report_2025_Page_120", "hash": "c44e8eda9631107c69d3697a5ce2f038", "processed_at": "2025-03-05T09:16:39.845897", "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 120\n# Belgium\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\n## Jobs and Skills outlook\n\n**22%** | Global 22%\n\n*Labour-market churn*\n\n*Five-year structural labour-force churn*\n\n\n**35%** | Global 39%\n\n*Skill disruption*\n\n*Shares of core skills which will change*\n\n**86%** | Global 83%\n\n*Organizations with DEI priorities*\n\n*Share of organizations with DEI priorities*\n\n**93%** | Global 88%\n\n*AI exposure*\n\n*Share of organizations running AI programmes*\n\n\nWorking Age Population (Millions)\n8.3\n\n| INDICATORS | min | max |\n|---|---|---|\n| Secondary Education Attainment (2022) | 59% | 75% |\n| Tertiary Education Attainment (2022) | 11% | 40% |\n| Ease of finding skilled employees in local labour market (2024) | 7% | 4 |\n| Fill vacancies by hiring foreign labour (2024) | 5% | 5 |\n| Country investment in mid-career training (2022)| 3% | 5 |\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|  | Economy | Global |\n|---|---|---|\n| Increased efforts and investments to reduce carbon... |  |  |\n| Ageing and declining working-age populations |  |  |\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\n|  |  |\n|---|---|\n| Increased efforts and investments to adapt to climate... | 64% / 44% | 47% / 41% |\n| Increased geopolitical division and conflicts | 58% / 44% | 40% / 34% |\n| Increased government subsidies and industrial policy | 56% / 24% | 50% / 21% |\n| Growing working-age populations | 53% / 24% | 60% / 24% |\n| Stricter anti-trust and competition regulations | 47% / 20% | 46% / 17% |\n| Increased restrictions to global trade and investment | 47% / 16% | 42% / 23% |\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|  | 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\n\n|  |  |\n|---|---|\n| Quantum and encryption | 89% / 18% | 86% / 12% |\n| Sensing, laser and optical technologies | 64% / 13% | 58% / 18% |\n| Satellites and space technologies | 53% / 11% | 41% / 9% |\n| Biotechnology and gene technologies | 36% / 9% | 30% / 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|  | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|---|---|---|---|---|---|\n|  | 1. Net growth | 2. Global net growth | 3. Churn |  |  |\n\n## Visual Description\n\nThe image presents a chart illustrating the Net Growth of various roles.  The x-axis represents the percentage of net growth, ranging from -100% to 100%. The y-axis lists the roles.  Each role has a horizontal bar extending to a point on the x-axis, indicating its net growth. Some bars extend to the right (positive growth), while others extend to the left (negative growth).  Different colors within the bars represent Job Growth (light blue), Job Displacement (purple), and Churn. Triangular markers indicate the Global net growth for each role. Numerical values for each data point are provided to the right of the chart, grouped in threes corresponding to the three colored segments of each bar.\n\n\n| Role | Net Growth | Global Net Growth |\n|---|---|---|\n| AI and Machine Learning Specialists | 69 | 82 |\n| Data Analysts and Scientists | 24 | 41 |\n| Business Intelligence Analysts | 10 | 18 |\n| Business Development Professionals | 8 | 19 |\n| General and Operations Managers | -7 | 4 |\n| Data Entry Clerks | -31 | -26 |\n\n\nKey Insights: AI and Machine Learning Specialists, along with Data Analysts and Scientists, are projected to experience the highest positive net growth.  Data Entry Clerks are expected to see significant negative net growth.\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\n| CORE SKILLS OF 2025 | Economy | Global |\n|---|---|---|\n| Resilience, flexibility and agility |  | \u25b2 |\n| Analytical thinking |  | \u25b2 |\n| Leadership and social influence |  | \u25b2 |\n| Motivation and self-awareness |  | \u25b2 |\n| Empathy and active listening |  | \u25b2 |\n\n\n| SKILLS OF INCREASING USE BY 2030 |  |  |\n|---|---|---|\n| AI and big data |  | \u25b2 |\n| Curiosity and lifelong learning |  | \u25b2 |\n| Environmental stewardship |  | \u25b2 |\n| Talent management |  | \u25b2 |\n| Technological literacy |  | \u25b2 |\n\n\n## Visual Description\n\nTwo charts show projected skill demand.  The first chart, \"CORE SKILLS OF 2025,\" lists skills on the y-axis and percentage on the x-axis. Horizontal bars represent the prevalence of each skill in the economy (light blue) and globally (triangle markers).\n\n\n| Skill | Economy | Global |\n|---|---|---|\n| Resilience, flexibility and agility | 83% | 93% |\n| Analytical thinking | 70% | 79% |\n| Leadership and social influence | 67% | 75% |\n| Motivation and self-awareness | 57% | 72% |\n| Empathy and active listening | 50% | 72% |\n\nThe second chart, \"SKILLS OF INCREASING USE BY 2030,\" uses the same format to show projected increases in skill demand.\n\nKey Insights: Resilience, flexibility, and agility are the most important core skills, both currently and in the future.  AI and big data, curiosity and lifelong learning, and environmental stewardship are identified as key skills increasing in importance by 2030.\n\n\nFuture of Jobs Report 2025 120"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_12.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_12.md", "filename": "Future_of_Jobs_Report_2025_Page_12.md", "title": "Future_of_Jobs_Report_2025_Page_12", "hash": "d5fd7788f182128bb1b034cb5b0d66b5", "processed_at": "2025-03-05T09:16:39.845897", "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 12\n# Demand for generative AI skills\n\n**BOX 1.1**\n\nWhile currently seen as less transformative than GenAI, robots and autonomous systems have seen steady growth of around 5-7% annually since 2020.<sup>13</sup> In 2023, global average robot density reached 162 units per 10,000 employees, double the number measured seven years ago.<sup>14</sup> Currently robot installations are heavily concentrated, with 80% of installations occurring in China, Japan, United States, the Republic of Korea, and Germany.<sup>15</sup> This is partially reflected in Future of Jobs Survey data, which shows significant expectations for the transformative impact of these technologies in these five countries (more than 60% of respondents in each); but much lower expectations among employers headquartered in Sub-Saharan Africa (39%), Central Asia (45%) and the Middle East and North Africa (44%).\n\n*In collaboration with Coursera*\n\nCoursera data generated for the Future of Jobs Report 2025 reveals significant growth in demand for Generative AI training among both individual learners and enterprises (Figure B1.1). Demand for AI skills has accelerated globally, with India and the United States leading in enrolment numbers. However, the drivers of demand differ. In the United States demand is primarily driven by individual users, whereas in India, corporate sponsorship plays a significant role in boosting GenAI training uptake.\n\nGlobally, individual learners on Coursera have focused on foundational GenAI skills and conceptual topics, such as prompt engineering, trustworthy AI practices, and strategic decision-making around AI. Institution-sponsored learners, on the other hand, emphasize practical applications within the workplace, including leveraging AI tools to enhance efficiency in Excel or leveraging the technology to develop applications. These trends reflect a tailored approach to GenAI learning, where individuals focus on foundational knowledge-building while organizations prioritize training that delivers immediate workplace productivity gains.\n\n\n## FIGURE B1.1 Demand for generative AI skills\n*Generative AI enrolment trend 2022\u20132024.*\n\n\n## Visual Description\n\nThe figure presents a line area chart showing the trend of Generative AI enrolments from January 2022 to October 2024. The x-axis represents the enrolment month, while the y-axis represents the number of enrolments, ranging from 0 to 300,000.  The chart displays two lines/areas: one for total consumer enrolments (light blue) and one for total enterprise enrolments (darker blue). The darker blue area is stacked on top of the lighter blue area, so the combined height represents the total enrolments.\n\n**Key Insights:**\n\n* Overall, both consumer and enterprise enrolments in Generative AI training show a strong upward trend from early 2023 onwards.\n* Consumer enrolments contribute a significantly larger portion to total enrolments than enterprise enrolments throughout the visualized period.\n* There's a noticeable spike in consumer enrolments around mid-2023, followed by a slight dip and then a continuation of the upward trend.\n* Enterprise enrolments show a more consistent upward trend, with some fluctuations.\n\n**Data Interpretation:**\n\nThe increasing trend in enrolments reflects the growing demand and interest in Generative AI skills among both individual learners and businesses. The higher proportion of consumer enrolments suggests a stronger individual interest in acquiring these skills, potentially driven by career advancement or personal interest. The spike in consumer enrolments in mid-2023 could be attributed to specific events, such as hyped media coverage or the launch of new Generative AI tools or platforms.\n\n\n**Source:** Coursera analysis."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_121.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_121.md", "filename": "Future_of_Jobs_Report_2025_Page_121.md", "title": "Future_of_Jobs_Report_2025_Page_121", "hash": "4b71d824987b58778b8ee391e97db5bc", "processed_at": "2025-03-05T09:16:39.845897", "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 121\n# Belgium\n\n## Upskilling and reskilling outlook\n\n| Metric                           | Belgium | Global |\n| -------------------------------- | ------- | ------- |\n| Would not need training by 2030  | 39      | 41      |\n| Would be upskilled in their role | 29      | 29      |\n| Would be upskilled and redeployed | 20      | 19      |\n| Would be unlikely to upskill      | 12      | 11      |\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|        |        |        |            | 51%   |           | 27%   |\n|        |        |        |            |       |           | 22%   |\n| 2030   |        |        |            |       |           |       |\n|        |        |        |            | 48%   |           | 30%   |\n|        |        |        |            |       |           | 22%   |\n|        |        |        |            | 33%   |           | 30%   |\n|        |        |        |            |       |           | 37%   |\n|        |        |        |            | 33%   |           | 33%   |\n|        |        |        |            |       |           | 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            | 59%     | 52%     |\n| Funding for reskilling and upskilling              | 56%     | 55%     |\n| Improvements to public education systems          | 52%     | 47%     |\n| Changes to labour laws related to remote work     | 44%     | 36%     |\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| Barrier                                    | Economy | Global |\n| ------------------------------------------ | ------- | ------- |\n| Skills gaps in the labour market           | 58%     | 63%     |\n| Organization culture and resistance to change | 49%     | 46%     |\n| Inability to attract talent to the industry | 44%     | 37%     |\n| Insufficient understanding of opportunities | 38%     | 25%     |\n| Outdated or inflexible regulatory framework   | 38%     | 39%     |\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| Talent Focus                        | -100% | +100% |\n| ----------------------------------- | ----- | ----- |\n| Talent availability when hiring       | 50%   | 21%   |\n| Talent development of existing workforce | 7%    | 63%   |\n| Talent retention of existing workforce | 37%   | 37%   |\n\n## Visual Description\n\nSeveral horizontal bar charts are displayed, showing survey results related to various aspects of the future of work in Belgium, compared to global averages.  A stacked bar chart shows the projected shift in task completion from human to machine/combination.  Another chart shows the public's opinion on policies to improve talent availability. Business transformation barriers are also ranked. Finally, another chart tracks projected changes in talent availability over the next five years.\n\n**Key Insights:**\n\n* **Skills gaps** are perceived as the biggest barrier to business transformation, both in Belgium and globally.\n* **Reskilling existing employees** is the most popular public policy suggestion for improving talent availability.\n* While Belgium aligns with global trends on many aspects, there's a notable difference in anticipated talent availability when hiring, with Belgium expecting less improvement than the global average.\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Action                                                        | Value | Global |\n| ----------------------------------------------------------- | ----- | ----- |\n| Targeted recruitment, retention and progression initiatives | 64    | 48    |\n| Run comprehensive DEI training for managers and staff         | 61    | 51    |\n| Set DEI goals, targets or quotas                            | 57    | 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\n| Strategy                                                                            | Value | Global |\n| ----------------------------------------------------------------------------------- | ----- | ----- |\n| Reskilling and upskilling your existing workforce to better work alongside AI        | 89    | 77    |\n| Hiring new people with skills to design AI tools and enhancements for their org | 70    | 69    |\n| Hiring new people with skills to better work alongside AI                           | 70    | 62    |\n\n\n***\n\nFuture of Jobs Report 2025 121"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_123.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_123.md", "filename": "Future_of_Jobs_Report_2025_Page_123.md", "title": "Future_of_Jobs_Report_2025_Page_123", "hash": "520f7f991d3dfc806ae47b4231c6e67e", "processed_at": "2025-03-05T09:16:39.845897", "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 123\n# Brazil\n\n## Upskilling and reskilling outlook\n\n* 33 | Global 41: Would not need training by 2030\n* 31 | Global 29: Would be upskilled in their current role\n* 24 | 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 Category | Human | Combination | Technology |\n|---|---|---|---|\n| All Tasks (Now) |  |  |  |\n| All Tasks (2030) |  |  |  |\n\n## Visual Description\n\nTwo stacked bar charts visualize the projected shift in human-machine task completion from \"Now\" to \"2030.\"  Each bar represents 100% of all tasks. The segments within each bar represent the proportion of tasks completed by humans, a combination of humans and technology, or technology alone. The charts include labels for \"Human,\" \"Combination,\" and \"Technology\" with corresponding global averages.  Specific percentage values are provided at the end of each bar segment.  Visually, the \"Human\" segment decreases significantly from \"Now\" to \"2030,\" while the \"Technology\" segment increases. The \"Combination\" segment appears relatively stable.\n\n**Key Insights:**\n\n* A significant shift is projected in task completion, with technology playing a much larger role by 2030.\n* Human involvement in tasks is expected to decrease substantially.\n*  Combined human-technology task completion remains relatively consistent.\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 | 52% | 47% |\n| Funding for reskilling and upskilling | 49% | 55% |\n| Provision of reskilling and upskilling | 49% | 52% |\n| Flexibility on setting wages | 31% | 38% |\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 | 59% | 63% |\n| Organization culture and resistance to change | 45% | 46% |\n| Outdated or inflexible regulatory framework | 38% | 39% |\n| Lack of adequate data and technical infrastructure | 32% | 32% |\n| Inability to attract talent to the industry | 31% | 37% |\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 a percentage of the company's total revenues*\n\n## Visual Description\n\nA stacked bar chart displays the projected wage trends.  The chart is divided into segments representing \"Growing,\" \"Similar,\" and \"Declining\" wage shares.  Each segment is further divided into \"Economy\" and \"Global\" values. Percentages are displayed at the right end of each segment.\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 visualize talent trends, specifically for \"Talent availability when hiring,\" \"Talent development of existing workforce,\" and \"Talent retention of existing workforce.\" Each chart has a scale from -100% to +100%.  Segments representing \"Improving\" and \"Worsening,\" along with global averages are indicated on each chart.  Percentage values are displayed at the left end for starting points and at the right end for projected change.\n\n\n## DEI Actions\n\n*Share of employers surveyed planning to implement the diversity, equity and inclusion measure*\n\n* 68 | Global 51: Run comprehensive DEI training for managers and staff\n* 59 | Global 48: Targeted recruitment, retention and progression initiatives\n* 54 | 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* 91 | 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* 71 | Global 62: Hiring new people with skills to better work alongside AI\n\n\nFuture of Jobs Report 2025 123"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_122.md", "filename": "Future_of_Jobs_Report_2025_Page_122.md", "title": "Future_of_Jobs_Report_2025_Page_122", "hash": "e9c8d780496e15d2c950407decee205e", "processed_at": "2025-03-05T09:16:39.845897", "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 122\n# Brazil\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\n| INDICATORS | | |\n|---|---|---|\n| Secondary Education Attainment (2023) | | 60% |\n| Tertiary Education Attainment (2023) | | 22% |\n| Ease of finding skilled employees in local labour market (2024) | | 4 |\n| Fill vacancies by hiring foreign labour (2024) | | 3 |\n| Country investment in mid-career training (2022) | | 3 |\n\n## Jobs and Skills outlook\n\n**24%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n\n**37%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n\n**92%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n\n**96%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\nWorking Age Population (Millions)\n140.5\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|  | Economy | Global |  |  |\n|---|---|---|---|---|\n| Broadening digital access | | | Ageing and declining working-age populations | | 41% |\n|  | | |  | 40% |\n| Increased efforts and investments to reduce carbon... | | | Increased geopolitical division and conflicts | | 37% |\n|  | | |  | 34% |\n| Increased efforts and investments to adapt to climate... | | | Growing working-age populations | | 28% |\n|  | | |  | 24% |\n| Rising cost of living, higher prices or inflation | | | Increased government subsidies and industrial policy | | 23% |\n|  | | |  | 21% |\n| Slower economic growth | | | Stricter anti-trust and competition regulations | | 23% |\n|  | | |  | 17% |\n| Increased focus on labour and social issues | | | Increased restrictions to global trade and investment | | 21% |\n|  | | |  | 23% |\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| | Economy | Global |  |  |\n|---|---|---|---|---|\n| AI and information processing technologies (big data, VR, AR... | | | Semiconductors and computing technologies | | 26% |\n| | | | | 20% |\n| Robots and autonomous systems | | | Biotechnology and gene technologies | | 19% |\n|  | | |  | 11% |\n| Energy generation, storage and distribution | | | Satellites and space technologies | | 14% |\n|  | | |  | 9% |\n| New materials and composites | | | Quantum and encryption | | 14% |\n|  | | |  | 12% |\n| Sensing, laser and optical technologies | | | | |\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* | *Job Growth* | *Job displacement* | *Net Growth* | *Global net growth*\n--- | --- | --- | --- | ---\n1. Net growth | 2. Global net growth | 3. Churn | |\n\n## Visual Description\n\nA horizontal bar chart displays Net Growth of various roles.  AI and Machine Learning Specialists show the highest positive net growth (64), followed by Data Analysts and Scientists (46). Business Development Professionals have a net growth of 16. General and Operations Managers, Assembly and Factory Workers have negative growth (-2 and -4 respectively).  Administrative Assistants and Executive Secretaries experience the most significant negative net growth (-22).  The chart also includes markers for Global Net Growth and Churn for each role.\n\n**Key Insights:**\n\n* Roles related to technology (AI, Data Science) are projected to grow significantly.\n* Demand for Business Development Professionals is also expected to increase.\n* Roles like General Operations Managers, Assembly and Factory Workers, and Administrative/Executive Secretaries are likely to decline.\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n*Economy* | *Global*\n--- | ---\nCORE SKILLS OF 2025 | SKILLS OF INCREASING USE BY 2030\n--- | ---\nResilience, flexibility and agility | AI and big data | 80% | 93% |\nAnalytical thinking | Creative thinking | 70% | 71% |\nLeadership and social influence | Technological literacy | 67% | 69% |\nCreative thinking | Curiosity and lifelong learning | 64% | 65% |\nCuriosity and lifelong learning | Networks and cybersecurity | 63% | 64% |\n\n**Future of Jobs Report 2025** 122"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_124.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_124.md", "filename": "Future_of_Jobs_Report_2025_Page_124.md", "title": "Future_of_Jobs_Report_2025_Page_124", "hash": "dfe0eb21502a987b7fe43b74c84a3d4e", "processed_at": "2025-03-05T09:16:39.845897", "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 124\n# Canada\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\n|  |  |\n|---|---|\n| **22%** | Global 22% |\n| *Labour-market churn* |  |\n| Five-year structural labour-force churn |  |\n| **37%** | Global 39% |\n| *Skill disruption* |  |\n| Shares of core skills which will change |  |\n| **96%** | Global 83% |\n| *Organizations with DEI priorities* |  |\n| Share of organizations with DEI priorities |  |\n| **94%** | Global 88% |\n| *AI exposure* |  |\n| Share of organizations running AI programmes |  |\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| Economy | Global |  |\n|---|---|---|\n| Broadening digital access |  | 70% |\n| Increased geopolitical division and conflicts |  | 58% |\n| Increased efforts and investments to reduce carbon... |  | 54% |\n| Increased efforts and investments to adapt to climate... |  | 52% |\n| Slower economic growth |  | 47% |\n| Rising cost of living, higher prices or inflation |  | 50% |\n\n\n\n|  |  |\n|---|---|\n| Ageing and declining working-age populations | 42% |\n| Increased focus on labour and social issues | 41% |\n| Growing working-age populations | 30% |\n| Increased restrictions to global trade and investment | 27% |\n| Increased government subsidies and industrial policy | 16% |\n| Stricter anti-trust and competition regulations | 16% |\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| Economy | Global |  |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR... |  | 97% |\n| Robots and autonomous systems |  | 54% |\n| Energy generation, storage and distribution |  | 40% |\n| New materials and composites |  | 24% |\n| Semiconductors and computing technologies |  | 21% |\n\n\n|  |  |\n|---|---|\n| Sensing, laser and optical technologies | 17% |\n| Quantum and encryption | 14% |\n| Biotechnology and gene technologies | 11% |\n| Satellites and space technologies | 6% |\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| Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|---|---|---|---|---|\n| 1. Net growth | 2. Global net growth | 3. Churn |  |  |\n\n## Visual Description\n\nA horizontal bar chart displays net growth for several job roles.  AI and Machine Learning Specialists show the highest positive net growth (103), followed by Data Analysts and Scientists (36).  Several roles show negative net growth including Lawyers (3), Managing Directors and Chief Executives (-2), Business Services and Administration Managers (-4), and Accountants and Auditors (-6). The chart also indicates global net growth (2nd bar) and churn (3rd bar, purple).\n\n\n\n### Skills outlook\n\n#### Skills of increasing use by 2030\n\n*Skills of the most increase in use by 2030*\n\n\n| Economy | Global |  |\n|---|---|---|\n| CORE SKILLS OF 2025 |  | SKILLS OF INCREASING USE BY 2030 |\n| Resilience, flexibility and agility |  | 77% |\n|  |  | AI and big data | 90% |\n| Analytical thinking |  | 76% |\n|  |  | Networks and cybersecurity | 76% |\n| Leadership and social influence |  | 68% |\n|  |  | Technological literacy | 75% |\n| Technological literacy |  | 66% |\n|  |  | Curiosity and lifelong learning | 71% |\n| Creative thinking |  | 64% |\n|  |  | Resilience, flexibility and agility | 70% |\n\n\n**Future of Jobs Report 2025 124**"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_126.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_126.md", "filename": "Future_of_Jobs_Report_2025_Page_126.md", "title": "Future_of_Jobs_Report_2025_Page_126", "hash": "efc90c35c09d6aeb804a88f5d47a2186", "processed_at": "2025-03-05T09:16:39.845897", "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 126\n# China\n\n## Contextual indicators\n\n| INDICATORS | min | max |\n|---|---|---|\n| Labour force participation |  |  |\n| Vulnerable employment | (2022) |  |\n| Share of youth not in employment, education, or training (NEET) |  |  |\n| Unemployment rate |  |  |\n| Unemployment rate among workers with basic edu. |  |  |\n| Unemployment rate among workers with advanced edu. |  |  |\n\n## Jobs and Skills outlook\n\n**18%** | *Global 22%*\n\nLabour-market churn\n\nFive-year structural labour-force churn\n\n\n**33%** | *Global 39%*\n\nSkill disruption\n\nShares of core skills which will change\n\n\n**92%** | *Global 83%*\n\nOrganizations with DEI priorities\n\nShare of organizations with DEI priorities\n\n\n**94%** | *Global 88%*\n\nAI exposure\n\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|  | Economy | 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| Slower economic growth |  |  |\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|  | 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\n\n|  |  |  |\n|---|---|---|\n| Ageing and declining working-age populations | 47% | 40% |\n| Increased focus on labour and social issues | 33% | 46% |\n| Increased restrictions to global trade and investment | 32% | 23% |\n| Increased government subsidies and industrial policy | 23% | 21% |\n| Growing working-age populations | 22% | 24% |\n| Stricter anti-trust and competition regulations | 16% | 17% |\n\n|  |  |  |\n|---|---|---|\n| Sensing, laser and optical technologies | 23% | 18% |\n| Biotechnology and gene technologies | 19% | 11% |\n| Quantum and encryption | 17% | 12% |\n| Satellites and space technologies | 7% | 9% |\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 |\n|---|---|---|---|---|---|\n|  | 1. Net growth | 2. Global net growth | 3. Churn |  |  |\n\n|  | -100% | NET GROWTH<br>0 | 100% | 1. | 2. | 3. |\n|---|---|---|---|---|---|---|\n| AI and Machine Learning Specialists |  |  |  | 208 | 82 | 208 |\n| Data Analysts and Scientists |  |  |  | 46 | 41 | 46 |\n| Business Development Professionals |  |  |  | 15 | 19 | 15 |\n| General and Operations Managers |  |  |  | -3 | 4 | 8 |\n| Assembly and Factory Workers |  |  |  | -4 | 0 | 18 |\n| Administrative Assistants and Executive Secretaries |  |  |  | -18 | -20 | 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 | 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\n| SKILLS OF INCREASING USE BY 2030 |  |  |\n|---|---|---|\n| AI and big data | 76% | 88% |\n| Networks and cybersecurity | 68% | 68% |\n| Creative thinking | 63% | 66% |\n| Technological literacy | 62% | 62% |\n| Resilience, flexibility and agility | 58% | 61% |\n\nFuture of Jobs Report 2025 126\n\n\n## Visual Description\n\nThe provided image presents data on various economic and employment aspects of China, comparing them with global and income group averages.  Several bar charts and a combination bar-line chart are used to visualize the data.\n\nKey insights and data representations from the visualizations include:\n\n* **Contextual Indicators:**  Data on labor force participation, vulnerable employment, youth not in employment, education, or training (NEET), and unemployment rates are presented. The exact values are not fully visible, but the image indicates comparison with regional and income group averages.  Tertiary Education Attainment (42%) is highlighted, while the ease of finding skilled employees and related indicators are flagged with \"NA\".\n\n* **Jobs and Skills Outlook:** Labor market churn is 18% (vs. 22% globally), while skill disruption is expected to impact 33% of core skills (vs. 39% globally). 92% of organizations prioritize DEI (vs. 83% globally) and 94% report AI exposure (vs. 88% globally).\n\n* **Macrotrends Driving Business Transformation:**  A horizontal bar chart shows the percentage of organizations identifying specific macrotrends as drivers of transformation.  \"Ageing and declining working-age populations\" and \"Increased focus on labour and social issues\" are highlighted.  On the technology side, \"AI and information processing technologies\" are prominent drivers.\n\n* **Key Roles for Business Transformation:** A combination chart displays net role growth, job growth, job displacement, and churn for selected roles. AI and Machine Learning Specialists show significant positive net growth, while Administrative Assistants and Executive Secretaries show negative growth. The chart includes net growth figures for China and globally.\n\n* **Skills of Increasing Use by 2030:** Two horizontal bar charts present the expected increase in demand for specific skills by 2030, comparing China's outlook with the global trend.  Analytical thinking, resilience, flexibility and agility, and AI and big data are highlighted.\n\n\nThe visualizations collectively paint a picture of China's evolving economy, highlighting the impact of technological advancements, demographic shifts, and global trends on the labor market and required skills.  The focus on AI, digital access, and DEI suggests that organizations in China are preparing for a future driven by technology and inclusivity. The data also reveals challenges related to an ageing workforce and the need for reskilling and upskilling to address the changing demands of the job market."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_125.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_125.md", "filename": "Future_of_Jobs_Report_2025_Page_125.md", "title": "Future_of_Jobs_Report_2025_Page_125", "hash": "7567099c034172587fd3749de82e13e0", "processed_at": "2025-03-05T09:16:39.845897", "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 125\n# Canada\n\n## Upskilling and reskilling outlook\n\n|                             |                        |                          |                         |\n| --------------------------- | ---------------------- | ------------------------ | ----------------------- |\n| 32 | Global 41              | 31 | Global 29             | 25 | Global 19            | 12 | Global 11           |\n| Would not need training by 2030 | Would be upskilled in their current role | Would be upskilled and redeployed | 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 represent the percentage of tasks completed by humans, technology, or a combination of both for the present (Now) and the projected future (2030).  Each segment within the bars is color-coded: light blue for Human, medium blue for Combination, and dark blue for Technology.  Percentages for each category are provided at the right end of the bars.  There are also small triangular markers next to the Global percentages, suggesting a comparison or trend analysis related to a global average.\n\n**Key Insights:** The visualization shows a shift in task completion from predominantly human to a greater share handled by technology and human-technology combination by 2030.  The data suggests a significant decrease in purely human-led tasks and a notable rise in tasks where technology plays a primary role.\n\n**Data Extraction:**\n\n* **Now:**  Human: 48%, Combination: 33%, Technology: 20% (Global) | Human: 48%, Combination: 30%, Technology: 22% (Economy)\n* **2030:** Human: 29%, Combination: 38%, Technology: 33% (Global) | Human: 33%, Combination: 33%, Technology: 34% (Economy)\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\n|                                          | Economy | Global |\n| ---------------------------------------- | ------- | ------ |\n| Provision of reskilling and upskilling    | 54%     | 52%    |\n| Funding for reskilling and upskilling     | 48%     | 55%    |\n| Flexibility on hiring and firing practices | 46%     | 44%    |\n| Improvements to public education systems   | 42%     | 47%    |\n| Changes to immigration laws              | 40%     | 26%    |\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 a percentage of the company's total revenues**\n\n\n| Growing | Global | Similar | Global | Declining | Global |\n| ------- | ------ | ------- | ------ | -------- | ------ |\n|         |        |        |       |         | 46% 42% 12% |\n|         |       |         |        |          | 52% 41% 8%   |\n\n\n## Visual Description\n\nA horizontal stacked bar chart displays projected wage trends.  The segments are colored light green (Growing), light teal (Similar), and light purple (Declining). Percentages are provided to the right of the bars.\n\n**Key Insights:**  The larger portion of responses indicate an expectation of similar or declining wage share as a percentage of total revenue.  There is a small percentage predicting growing wage shares.\n\n## Transformation barriers\n\n**Share of organizations surveyed expecting the barriers will hinder their organization transformation**\n\n|                                                    | ECONOMY | GLOBAL |\n| -------------------------------------------------- | ------- | ------ |\n| Skills gaps in the labour market                   | 63%     | 63%    |\n| Organization culture and resistance to change     | 41%     | 46%    |\n| Inability to attract talent to the industry         | 37%     | 37%    |\n| Lack of adequate data and technical infrastructure | 34%     | 32%    |\n| Insufficient understanding of opportunities        | 27%     | 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|                                      |     | -100% |  | +100% |\n| ------------------------------------ | --- | ----- | - | ----- |\n| Talent availability when hiring        | 34% |       |  | 26%    |\n| Talent development of existing workforce | 2%  |       |  | 64%    |\n| Talent retention of existing workforce  | 18% |       |  | 32%    |\n\n## Visual Description\n\nA horizontal bar chart displays projected changes in talent availability.  Light blue bars extend to the right, indicating improvement (+100%), while light purple bars extend to the left indicating worsening (-100%).  Percentages are provided for each category.  Small triangular markers suggest comparison with a global average.\n\n**Key Insights:** Talent development is expected to see the largest positive shift, while talent availability when hiring and talent retention are expected to decline, but to a lesser extent than development is expected to improve.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n|                                                                |      |\n| -------------------------------------------------------------- | ---- |\n| Run comprehensive DEI training for managers and staff           | 74 | Global 51 |\n| Targeted recruitment, retention and progression initiatives       | 62 | Global 48 |\n| Set DEI goals, targets or quotas                               | 58 | Global 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|                                                                                                      |      |\n| ---------------------------------------------------------------------------------------------------- | ---- |\n| Reskilling and upskilling your existing workforce to better work alongside AI                            | 90 | Global 77 |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 78 | Global 69 |\n| Hiring new people with skills to better work alongside AI                                            | 71 | Global 62 |\n\n\nFuture of Jobs Report 2025 125"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_128.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_128.md", "filename": "Future_of_Jobs_Report_2025_Page_128.md", "title": "Future_of_Jobs_Report_2025_Page_128", "hash": "e4b365e86f080049a3dc6726e767300e", "processed_at": "2025-03-05T09:16:39.846894", "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 128\n# Colombia\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\n\n| | | |\n|---|---|---|\n| **14%** | *Global 22%* | |\n| Labour-market churn | Five-year structural labour-force churn | |\n| **44%** | *Global 39%* |  |\n| Skill disruption | Shares of core skills which will change | |\n| **100%** | *Global 83%* | |\n| Organizations with DEI priorities | Share of organizations with DEI priorities | |\n| **100%** | *Global 88%* | |\n| AI exposure | Share of organizations running AI programmes | |\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| Economy | Global |  |\n|---|---|---|\n| Broadening digital access | | 61% |\n| Increased efforts and investments to reduce carbon... | | 48% |\n| Increased focus on labour and social issues | | 44% |\n| Increased efforts and investments to adapt to climate... | | 35% |\n| Slower economic growth | | 35% |\n| Increased geopolitical division and conflicts | | 35% |\n| Ageing and declining working-age populations | | 35% |\n| Increased restrictions to global trade and investment | | 26% |\n| Rising cost of living, higher prices or inflation | | 26% |\n| Increased government subsidies and industrial policy | | 22% |\n| Growing working-age populations | | 17% |\n| Stricter anti-trust and competition regulations | | 17% |\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| Economy | Global | |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR... | | 91% |\n| Energy generation, storage and distribution | | 52% |\n| Robots and autonomous systems | | 48% |\n| New materials and composites | | 26% |\n| Semiconductors and computing technologies | | 13% |\n| Satellites and space technologies | | 9% |\n| Quantum and encryption | | 9% |\n| Sensing, laser and optical technologies | | 9% |\n| Biotechnology and gene technologies | | 4% |\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 | Global net growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 27 | 82 | 27 |\n| Renewable Energy Engineers | 22 | 38 | 22 |\n| Sustainability Specialists | 21 | 33 | 21 |\n| Data Analysts and Scientists | 15 | 41 | 15 |\n| Lawyers | -1 | 2 | 7 |\n| Administrative Assistants and Executive Secretaries | -24 | -20 | 24 |\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\n| Economy | Global | | |\n|---|---|---|---|\n| CORE SKILLS OF 2025 | SKILLS OF INCREASING USE BY 2030 | | |\n| Analytical thinking | AI and big data | 88% | 94% |\n| Resilience, flexibility and agility | Talent management | 81% | 88% |\n| Leadership and social influence | Leadership and social influence | 81% | 88% |\n| Creative thinking | Creative thinking | 75% | 88% |\n| Empathy and active listening | Empathy and active listening | 69% | 81% |\n\n\n**Future of Jobs Report 2025 128**\n\n\n## Visual Description\n\nThe image presents various bar charts and a table related to the economy and job market in Colombia.  Light blue bars typically represent Colombia's data while dark blue bars represent global averages.\n\n**Contextual Indicators:**  Horizontal bar charts comparing Colombia's labor market indicators (labor force participation, vulnerable employment, NEET, unemployment rates) and education attainment with regional and income group averages.  Another set of indicators compares \"Ease of finding skilled employees,\" \"Fill vacancies by hiring foreign labour,\" and \"Country investment in mid-career training.\"\n\n**Jobs and Skills Outlook:**  This section provides percentage figures for labor market churn and skill disruption, along with the percentage of organizations with DEI priorities and running AI programs.\n\n\n**Macrotrends:**  Horizontal bar charts comparing Colombia's and global perspectives on macrotrends driving business transformation, such as broadening digital access, carbon reduction efforts, and increased geopolitical division.  Similar charts show perspectives on ageing working populations, trade restrictions, cost of living, and government subsidies.\n\n**Technology Trends:** Bar charts comparing Colombia's and global views on the impact of various technological trends on business transformation. These include AI, energy, robotics, new materials, and semiconductors.  Also included are satellites and space technologies, quantum technologies, and biotechnology.\n\n\n**Key Roles & Skills:** A table shows the net growth and churn rates for key roles in business transformation in Colombia, compared to global averages. The table includes roles like AI specialists, renewable energy engineers, and data analysts.  Further bar charts analyze current (2025) and future (2030) core skills, comparing local and global trends for skills like analytical thinking, resilience, leadership, and empathy.\n\n**Key Insights:** Colombia seems to be focusing on digital transformation and sustainability, with corresponding growth in related job roles.  AI and related skills are also expected to grow significantly. The country faces challenges related to vulnerable employment, skill disruption, and some economic trends."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_129.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_129.md", "filename": "Future_of_Jobs_Report_2025_Page_129.md", "title": "Future_of_Jobs_Report_2025_Page_129", "hash": "3cc91895df860101c037e351f6d1f7b1", "processed_at": "2025-03-05T09:16:39.846894", "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 129\n# Colombia\n\n## Upskilling and reskilling outlook\n\n* **45** | Global 41: Would not need training by 2030\n* **26** | Global 29: Would be upskilled in their current role\n* **21** | Global 19: Would be upskilled and redeployed\n* **8** | 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         |       |        |             | 48%   |           | 29%    | 23%\n|             |       |        |             | 48%   |           | 30%    | 22%\n| 2030       |       |        |             | 34%   |           | 29%    | 37%\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* ECONOMY | GLOBAL\n* Funding for reskilling and upskilling | 60% | 55%\n* Provision of reskilling and upskilling | 60% | 52%\n* Changes to labour laws related to remote work | 53% | 36%\n* Flexibility on setting wages | 40% | 38%\n* Flexibility on hiring and firing practices | 40% | 44%\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* ECONOMY | GLOBAL\n* Skills gaps in the labour market | 65% | 63%\n* Outdated or inflexible regulatory framework | 61% | 39%\n* Inability to attract talent to the industry | 35% | 37%\n* Insufficient understanding of opportunities | 26% | 25%\n* Organization culture and resistance to change | 22% | 46%\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* Improving | \u25b2 Global average\n* Worsening | \u25b2 Global average\n\n* Talent availability when hiring: 40% |-100% | +100% | 47%\n* Talent development of existing workforce: 7% |-100% | +100% | 67%\n* Talent retention of existing workforce: 47% |-100% | +100% | 47%\n\n\n\n## Visual Description\n\nSeveral horizontal bar charts and a stacked bar chart are present.\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 the current time (\"Now\") and projected for 2030.  It compares the local economy's data with global averages. Key insights are the shift towards more technology-driven tasks by 2030 and the differences between local and global trends.\n\n**Public policy chart:** This shows the percentage of respondents who agree that certain public policies have the potential to improve talent availability. It compares the local economy to the global average.  Funding for reskilling and upskilling, as well as provision of reskilling and upskilling, are perceived as having the highest potential impact.\n\n**Transformation barriers chart:**  This horizontal bar chart displays the perceived barriers hindering organizational transformation, comparing local and global perspectives. Skills gaps in the labor market and outdated regulatory frameworks are identified as the most significant hurdles.\n\n**Talent trend chart:** This chart shows the expected change in talent availability over the next five years, broken down into talent availability when hiring, development of existing workforce, and retention of existing workforce. It displays the local values against global averages.\n\n**Wage trends chart:** This stacked bar chart illustrates the projected share of wages as a percentage of company revenue. It segments the responses into growing, similar, and declining and offers both local and global perspectives.\n\n**DEI Actions and AI Strategy:** These sections display data within colored boxes.  DEI Actions shows the percentage of employers planning to implement various DEI measures. AI Strategy shows the percentage of employers planning to implement certain strategies in response to AI. Both compare local and global data.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n* **60** | Global 51: Run comprehensive DEI training for managers and staff\n* **47** | Global 42: Set DEI goals, targets or quotas\n* **47** | Global 39: Pay equity reviews and salary audits\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* **71** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **71** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **71** | Global 49: Re-orienting your organization to target new business opportunities created by AI\n\n\n\n## Working Age Population (Millions)\n\n31.5"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_13.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_13.md", "filename": "Future_of_Jobs_Report_2025_Page_13.md", "title": "Future_of_Jobs_Report_2025_Page_13", "hash": "5c6a9d90d7defe48fa6ba9f9682bd114", "processed_at": "2025-03-05T09:16:39.846894", "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 13\n# Economic uncertainty\n\nAs of early 2025, the global economic outlook appears to be shaped by a combination of cautious optimism and persistent uncertainties. According to the World Economic Forum's September 2024 Chief Economists Outlook, while there are signs of improving global conditions, vulnerabilities persist. Most surveyed chief economists (54%) expect economic conditions to hold steady in the short term. However, among those anticipating change, more expect conditions to worsen rather than strengthen.\n\nThe 2024 economic performance was marked by a global decrease in inflation and an unusually resilient economy throughout the disinflationary process. While easing inflation and looser monetary policy offer some optimism, slow growth and political volatility keep many countries at risk of economic shocks. The International Monetary Fund (IMF) projects growth to hold steady at 3.2 percent in 2025, despite sizable downward growth revisions in a few economies, particularly low-income developing ones.\n\nDespite this comparatively steady outlook, price pressures persist in many economies. Inflation remains particularly high in services \u2013 at almost twice pre-pandemic levels \u2013 and is especially persistent in low-income countries. Low-income countries are disproportionately affected by rising inflationary pressures because of elevated food prices due to supply disruptions influenced by climate shocks, regional conflicts and geopolitical tensions.\n\nAgainst this backdrop, companies expect economic pressures to be among the most transformative drivers. Figure 1.1 shows rising cost of living remains a top concern, with half of all surveyed employers expecting it to drive transformation, making it the second-most influential trend. Slower economic growth is also a major concern, with 42% of respondents expecting it to impact their operations.\n\nViews on the impact of inflation and economic growth notably vary across regions. For example, in Sub-Saharan Africa, six in 10 respondents cite inflation as a key factor, whereas in Eastern and South-Eastern Asia, slower economic growth is seen as the more important issue.\n\nFinally, stricter anti-trust and competition regulations, though a lower priority overall, are expected to impact one in six employers globally.\n\n\n# Geoeconomic fragmentation\n\nIntensifying geoeconomic tensions threaten trade and supply chains, with lower-income economies particularly vulnerable, given that essential goods like food and energy comprise a larger share of household expenditures in these countries. Globally, governments are responding to geoeconomic challenges by imposing trade and investment restrictions, increasing subsidies, and adjusting industrial policies. The World Trade Organization (WTO) reports that trade restrictions doubled between 2020 and 2024, with the value of import restrictions reaching nearly 10% of global imports in 2024. These increasing protectionist measures may pose a medium-term risk to global economic growth, as they reduce opportunities for open innovation and technology transfer \u2013 factors that historically fuelled growth in emerging economies during periods of globalization.\n\nThis shift toward geoeconomic fragmentation carries substantial macroeconomic implications, with the IMF estimating potential global output losses from trade fragmentation ranging from 0.2% to 7% of GDP, and losses deepening in scenarios of technological decoupling. Emerging and developing economies are particularly vulnerable to such disruptions. For example, Sub-Saharan Africa could see long-term welfare losses of approximately 4% of GDP due to declining global integration.\n\nThe Future of Jobs Survey reveals that around one-third (34%) of surveyed employers see heightened geopolitical tensions and conflicts as a key driver of organizational transformation. Meanwhile just over one-fifth of surveyed organizations identify increased restrictions on trade and investment (23%), as well as subsidies and industrial policies (21%), as factors reshaping their operations.\n\n\nGeoeconomic concerns vary by economy. Employers in Eastern Asia and Northern America identify rising geoeconomic fragmentation as a key driver shaping labour markets, with nearly half of surveyed employers in these regions citing this trend. These regions also show significant concern about restrictions on global trade and investment, though to a lesser extent than in the Middle East and North Africa. Economies with comparatively high trade volumes with the United States, China, or both \u2013 such as Singapore (64%) and the Republic of Korea (71%) \u2013 tend to expect greater transformation from each of these geoeconomic trends, as shown in Figure 1.3 below.\n\n## Visual Description\n\n_No visual elements present in this image excerpt._"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_132.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_132.md", "filename": "Future_of_Jobs_Report_2025_Page_132.md", "title": "Future_of_Jobs_Report_2025_Page_132", "hash": "ba47d537748ef1c5829e7ace8c3a7e93", "processed_at": "2025-03-05T09:16:39.846894", "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 132\n# Denmark\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\n| INDICATORS |  |  |\n|---|---|---|\n| Secondary Education Attainment (2022) | 64% | 77% |\n| Tertiary Education Attainment (2022) | 6% | 37% |\n| Ease of finding skilled employees in local labour market (2024) | 7% | 5 |\n| Fill vacancies by hiring foreign labour (2024) | 6% | 5 |\n| Country investment in mid-career training (2022) | 4% | 5 |\n\n\n## Jobs and Skills outlook\n\n* **10%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **28%** (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* **100%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\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 | 56% | 33% |\n| Slower economic growth | 52% | 30% |\n| Stricter anti-trust and competition regulations | 48% | 26% |\n| Increased government subsidies and industrial policy | 48% | 22% |\n| Growing working-age populations | 44% | 15% |\n| Increased restrictions to global trade and investment | 44% | 11% |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Increased focus on labour and social issues |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Broadening digital access |  |  |\n| Ageing and declining working-age populations |  |  |\n\n### Technology trends driving business transformation\n\n| Trend | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR... |  | 96% |\n| Satellites and space technologies |  | 86% |\n| Quantum and encryption |  | 63% |\n| Sensing, laser and optical technologies |  | 30% |\n| Biotechnology and gene technologies |  | 30% |\n| Robots and autonomous systems |  |  |\n| New materials and composites |  |  |\n| Energy generation, storage and distribution |  |  |\n| Semiconductors and computing technologies |  |  |\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 | 55 | 82 | 55 |\n| Data Analysts and Scientists | 40 | 41 | 40 |\n| Financial Analysts | 8 | 3 | 16 |\n| Accountants and Auditors | -1 | -8 | 8 |\n| Administrative Assistants and Executive Secretaries | -9 | -20 | 9 |\n| Accounting, Bookkeeping and Payroll Clerks | -10 | -18 | 10 |\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 | 95% | 95% |\n| AI and big data |  |  |\n| Leadership and social influence | 75% | 79% |\n| Networks and cybersecurity |  |  |\n| Resilience, flexibility and agility | 75% | 75% |\n| Curiosity and lifelong learning |  |  |\n| Motivation and self-awareness | 70% | 65% |\n| Creative thinking |  |  |\n|  | 60% | 63% |\n| Technological literacy |  |  |\n\n\n## Visual Description\n\nThe image presents data visualizations related to Denmark's economy, focusing on job market trends, skill disruption, and technological influences on business transformation.  The visualizations include bar charts, horizontal bar graphs, and a combination chart showing net growth and churn.\n\nKey insights and interpretations from the visuals include:\n\n* **High educational attainment:** Denmark has high secondary (77%) and tertiary (37%) education attainment rates.\n* **Skill disruption:**  A significant portion (28%) of core skills are expected to change, highlighting the need for workforce adaptation.\n* **DEI and AI adoption:**  Nearly all organizations (100%) in Denmark have DEI priorities and run AI programs, exceeding global averages.\n* **Macroeconomic trends:** Key business transformation drivers include rising living costs, slower economic growth, and regulations.\n* **Technological transformation:** AI, robotics, and new materials are identified as key drivers of business transformation.\n* **Job growth and decline:**  AI/ML Specialists and Data Analysts are projected for significant growth, while roles like Accountants and Administrative Assistants face potential decline.\n* **Skills for the future:** Analytical thinking, leadership, and resilience are key skills for 2025, with AI/big data, cybersecurity, and lifelong learning gaining importance by 2030.\n\n\n*Future of Jobs Report 2025 132*"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_131.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_131.md", "filename": "Future_of_Jobs_Report_2025_Page_131.md", "title": "Future_of_Jobs_Report_2025_Page_131", "hash": "c6ed8ad741afbd1d2dc03bfde618d67d", "processed_at": "2025-03-05T09:16:39.846894", "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 131\n# Czech Republic\n\n## Upskilling and reskilling outlook\n\n* **42** | Global 41: Would not need training by 2030\n* **32** | Global 29: Would be upskilled in their current role\n* **17** | 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| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n## Visual Description\n\nTwo stacked bar charts show the percentage of tasks completed by humans, technology, or a combination of both, for \"now\" and for the year 2030.  Each segment of the stacked bar is color-coded: light blue for human, medium blue for combination, and dark blue for technology.  Percentages are displayed at the right end of each bar segment.  For the \"now\" data, the bars are labeled with the following percentages: 45%, 35%, and 20% (Czech Republic) and 48%, 30%, and 22% (Global).  For the \"2030\" data, the bars are labeled with the following percentages: 32%, 36%, and 31% (Czech Republic) and 33%, 33%, and 34% (Global).\n\n**Key Insights:**  Globally and in the Czech Republic, human-completed tasks are projected to decrease from \"now\" to 2030, while tasks completed by a combination of humans and technology will increase. The share of tasks completed solely by technology is projected to slightly increase.\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| Funding for reskilling and upskilling | 59% | 55% |\n| Flexibility on hiring and firing practices | 47% | 44% |\n| Wage subsidies | 47% | 26% |\n| Flexibility on setting wages | 41% | 38% |\n| Improvements to public education systems | 35% | 47% |\n\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\n| Barrier | Economy | Global |\n|---|---|---|\n| Skills gaps in the labour market | 61% | 63% |\n| Organization culture and resistance to change | 44% | 46% |\n| Inability to attract talent to the industry | 39% | 37% |\n| Outdated or inflexible regulatory framework | 30% | 39% |\n| Lack of adequate data and technical infrastructure | 30% | 32% |\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\u2019s total revenues\n\n| Trend | Growing | Global | Similar | Global | Declining | Global |\n|---|---|---|---|---|---|---|\n|  | 35% | 65% | 0% |  |  |\n|  | 52% | 41% | 8% |  |  |\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 | Global Average | Worsening | Global Average | +100% |\n|---|---|---|---|---|---|\n| Talent availability when hiring | 53% |  |  |  | 6% |\n| Talent development of existing workforce | 12% |  |  |  | 65% |\n| Talent retention of existing workforce | 18% |  |  |  | 41% |\n\n\n## Visual Description\nThree horizontal bar charts representing Talent Availability outlook (when hiring, development of existing workforce and retention of existing workforce). Each chart has an improving and a worsening section, represented by light and dark purple colors respectively, a triangle marking the global average. The improving section stretches to the right while the worsening to the left of a central -100% mark. The improving sections extend to +100% followed by percentages of 6%, 65% and 41% respectively for hiring, development and retention.\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **47** | Global 42: Set DEI goals, targets or quotas\n* **35** | Global 51: Run comprehensive DEI training for managers and staff\n* **29** | Global 33: Anti-harassment protocols\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI\u2019s increasing capability and prevalence\n\n* **71** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* **71** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* **71** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization\n\n\nFuture of Jobs Report 2025 131"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_130.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_130.md", "filename": "Future_of_Jobs_Report_2025_Page_130.md", "title": "Future_of_Jobs_Report_2025_Page_130", "hash": "25070b9ea3e30826ed704df588241d5e", "processed_at": "2025-03-05T09:16:39.847891", "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 130\n# Czech Republic\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\n\n## Jobs and Skills outlook\n\n* **13%** (Global 22%) Labour-market churn<br>\nFive-year structural labour-force churn\n\n* **30%** (Global 39%) Skill disruption<br>\nShares of core skills which will change\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| Economy | Global |  |\n|---|---|---|\n| Increased efforts and investments to reduce carbon... |  | 65% |\n| Broadening digital access |  | 61% |\n| Ageing and declining working-age populations |  | 61% |\n| Rising cost of living, higher prices or inflation |  | 48% |\n| Slower economic growth |  | 48% |\n| Increased geopolitical division and conflicts |  | 48% |\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| Economy | Global | |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR...) |  | 87% |\n| Robots and autonomous systems |  | 86% |\n| Energy generation, storage and distribution |  | 65% |\n| New materials and composites |  | 65% |\n| Semiconductors and computing technologies |  | 35% |\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 | Global net growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 63 | 82 | 63 |\n| Data Engineers | 43 | 36 | 43 |\n| Business Intelligence Analysts | 16 | 18 | 29 |\n| Human Resources Specialists | 4 | 5 | 4 |\n| Assembly and Factory Workers | -13 | 0 | 17 |\n| Administrative Assistants and Executive Secretaries | -20 | -20 | 20 |\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| Economy | Global | 2025 | 2030 |\n|---|---|---|---|\n| Analytical thinking |  | 75% | 95% |\n| Leadership and social influence |  | 75% | 78% |\n| Resilience, flexibility and agility |  | 65% | 67% |\n| Creative thinking |  | 60% | 67% |\n| Curiosity and lifelong learning |  | 50% | 61% |\n\n\n## Visual Description\n\nThe image presents data visualizations related to the economy and job market of the Czech Republic. Several bar charts and a horizontal bar chart are used to represent the data.\n\n**Contextual Indicators:**  This section uses horizontal bar charts to show where the Czech Republic stands on various metrics compared to regional and income group averages.  The visual representation makes it easy to see if the country performs above or below average.\n\n**Jobs and Skills Outlook:** Two boxes display key figures for labour-market churn (13% compared to a global average of 22%) and skill disruption (30% compared to 39% globally).\n\n**Macrotrends and Technology Trends:** Two horizontal bar charts illustrate the macrotrends and technological trends expected to drive business transformation.  Each trend is presented with the percentage of Czech organizations that identify it as a driver, along with the global average.\n\n**Key Roles and Skills:**  A horizontal bar chart displays the net growth and churn for specific job roles. Positive values represent growth, while negative values indicate a decline. Another chart shows the expected increase in the usage of certain skills by 2030, both in the Czech Republic and globally.\n\n\n**Key Insights:**\n\n* Some areas where the Czech Republic appears to be performing better than the regional/income group average are secondary education attainment and organization with DEI priorities.\n*  The Czech Republic seems to have a lower labour market churn than the global average, suggesting potentially higher job stability.\n*  Digital access, ageing population, and the rising cost of living are identified as key drivers of business transformation.\n*  AI and related technologies are prominent technological drivers of transformation.\n*  AI and Machine Learning specialists, Data Engineers, and Business Intelligence Analysts are roles expected to experience growth.\n* Analytical thinking, AI and Big Data, and Networks and Cybersecurity are skills expected to see a substantial increase in use.\n\n\n**Future of Jobs Report 2025:** Located at the bottom, this indicates the source of the data presented."}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_127.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_127.md", "filename": "Future_of_Jobs_Report_2025_Page_127.md", "title": "Future_of_Jobs_Report_2025_Page_127", "hash": "ace8be5c00415f9e375368aa148b7b97", "processed_at": "2025-03-05T09:16:39.847891", "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 127\n# China\n\n## Upskilling and reskilling outlook\n\n* 40 | Global 41: Would not need training by 2030\n* 28 | 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\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 task completion between humans and technology from \"Now\" to \"2030.\" The first chart represents the current state (\"Now\") and shows the percentage of tasks completed by predominantly humans (light blue), a combination of humans and technology (medium blue), and predominantly technology (dark blue).  The chart for \"2030\" uses the same color scheme and bar arrangement to depict the projected future distribution of task completion.  Percentages are provided at the end of each segment.  The \"Now\" data shows 44%, 33%, and 23% respectively, while the \"2030\" projections are 29%, 37%, and 34%.\n\n**Key Insights:**  The visualization suggests a shift towards greater involvement of technology in task completion by 2030. While currently, a larger portion of tasks is done predominantly by humans, the projection indicates a decrease in human-only tasks and an increase in both combination and technology-driven tasks. This highlights the growing role of technology in the future of work.\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* Funding for reskilling and upskilling: 53% (Economy) | 55% (Global)\n* Flexibility on hiring and firing practices: 52% | 44%\n* Provision of reskilling and upskilling: 44% | 52%\n* Changes to immigration laws: 37% | 26%\n* Improvements to public education systems: 37% | 47%\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* Skills gaps in the labour market: 50% (Economy) | 63% (Global)\n* Organization culture and resistance to change: 49% | 46%\n* Inability to attract talent to the industry: 38% | 37%\n* Outdated or inflexible regulatory framework: 32% | 39%\n* Lack of adequate data and technical infrastructure: 31% | 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 a percentage of the company's total revenues**\n\n* Growing: 47% (Global)\n* Similar: 46% (Global)\n* Declining: 8% (Global)\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: 45% (-100%) |  26% (+100%)\n* Talent development of existing workforce: 3% (-100%) | 68% (+100%)\n* Talent retention of existing workforce: 19% (-100%) | 34% (+100%)\n\n\n## Visual Description\n\nThree horizontal bar charts illustrate the perceived talent availability trend over five years. Each chart represents a different aspect: \"Talent availability when hiring,\" \"Talent development of existing workforce,\" and \"Talent retention of existing workforce.\" The bars extend in both directions from a central point (0%). The left side (negative values) represents \"Worsening\" (purple), and the right side (positive values) represents \"Improving\" (light blue). Triangles mark the global average.\n\n**Key Insights:** The visualization suggests a positive outlook for talent development and retention, with a higher percentage expecting improvement than worsening. However, the outlook for talent availability when hiring is less optimistic, with a substantial proportion expecting it to worsen.\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* 55 | Global 51: Run comprehensive DEI training for managers and staff\n* 50 | Global 42: Set DEI goals, targets or quotas\n* 47 | Global 48: Targeted recruitment, retention and progression initiatives\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* 65 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* 65 | Global 49: Re-orienting your organization to target new business opportunities created by AI\n\n\n## Future of Jobs Report 2025"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_133.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_133.md", "filename": "Future_of_Jobs_Report_2025_Page_133.md", "title": "Future_of_Jobs_Report_2025_Page_133", "hash": "9c938e4db6b4fe626cc1d7b39ecd6d4b", "processed_at": "2025-03-05T09:16:39.847891", "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 133\n# Denmark\n\n## Upskilling and reskilling outlook\n\n* 37 | 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* 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## Visual Description\n\nTwo stacked bar charts represent the percentage of tasks completed by humans, technology, or a combination of both for the present (Now) and projected for 2030.  Each segment of the stacked bars is color-coded: light blue for human, medium blue for combination, and dark blue for technology.  Percentages are displayed at the end of each bar.  Global averages are also provided but not visually represented in the bar itself.  The \"Now\" bar shows a larger proportion of human and combined tasks, while the \"2030\" bar indicates a shift towards more combined and technology-driven tasks.\n\n\n**Key Insights:** The visualization shows a clear trend towards increasing reliance on technology for completing tasks by 2030, with a decrease in purely human-completed tasks.  The combined category becomes the most prominent in the 2030 projection.\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* Funding for reskilling and upskilling: ECONOMY 63% | GLOBAL 55%\n* Provision of reskilling and upskilling: 63% | 52%\n* Flexibility on hiring and firing practices: 53% | 44%\n* Changes to labour laws related to remote work: 42% | 36%\n* Improvements to public education systems: 42% | 47%\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\n* Skills gaps in the labour market: ECONOMY 56% | GLOBAL 63%\n* Organization culture and resistance to change: 52% | 46%\n* Insufficient understanding of opportunities: 30% | 25%\n* Lack of adequate data and technical infrastructure: 30% | 32%\n* Inability to attract talent to the industry: 26% | 37%\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* Talent availability when hiring: 63% (-100% to +100%, negative values are purple, positive are light blue) | 16%\n* Talent development of existing workforce: 0% (-100% to +100%) | 79%\n* Talent retention of existing workforce: 21% (-100% to +100%) | 26%\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* 74 | Global 51: Run comprehensive DEI training for managers and staff\n* 58 | Global 48: Targeted recruitment, retention and progression initiatives\n* 47 | Global 39: 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* 90 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* 84 | 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\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: 32%\n* Global: 47%\n* Similar: 21%\n* Global: 52%\n* Declining: 41%\n* Global: 8%"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_134.md", "filename": "Future_of_Jobs_Report_2025_Page_134.md", "title": "Future_of_Jobs_Report_2025_Page_134", "hash": "e1040b467d564fe18b3c6d991f81d451", "processed_at": "2025-03-05T09:16:39.847891", "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 134\n# Egypt\n\n## Contextual indicators\n\n| INDICATORS | Year | Min | Max |\n|---|---|---|---|\n| Labour force participation | (2022) |  |  |\n| Vulnerable employment | (2022) |  |  |\n| Share of youth not in employment, education, or training (NEET) | (2022) |  |  |\n| Unemployment rate | (2022) |  |  |\n| Unemployment rate among workers with basic edu. | (2023) |  |  |\n| Unemployment rate among workers with advanced edu. | (2022) |  |  |\n| Secondary Education Attainment | (2022) |  | 54% |\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* **17%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **48%** (Global 39%): Skill disruption (Shares of core skills which will change)\n* **70%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **78%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\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| Slower economic growth |  |  |\n| Broadening digital access |  |  |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Increased government subsidies and industrial policy |  | 35% |\n| Increased restrictions to global trade and investment |  | 26% |\n| Increased focus on labour and social issues |  | 26% |\n| Ageing and declining working-age populations |  | 26% |\n| Stricter anti-trust and competition regulations |  | 18% |\n| Growing working-age populations |  | 17% |\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| Semiconductors and computing technologies |  |  |\n| New materials and composites |  |  |\n| Sensing, laser and optical technologies |  | 13% |\n| Biotechnology and gene technologies |  | 6% |\n| Satellites and space technologies |  | 5% |\n| Quantum and encryption |  | 5% |\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| Industrial and Production Engineers |  |  |  |  | 9 |\n| Assembly and Factory Workers |  |  |  |  | 5 |\n| Electrotechnology Engineers |  |  |  |  | 4 |\n| Accountants and Auditors |  |  |  |  | -1 |\n| Managing Directors and Chief Executives |  |  |  |  | -1 |\n| Accounting, Bookkeeping and Payroll Clerks |  |  |  |  | -16 |\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| Creative thinking |  |  |\n| Analytical thinking |  |  |\n| Leadership and social influence |  |  |\n| Technological literacy |  |  |\n| AI and big data |  |  |\n\n\n| SKILLS OF INCREASING USE BY 2030 |  |  |\n|---|---|---|\n| AI and big data |  | 73% |\n| Technological literacy |  | 72% |\n| Networks and cybersecurity |  | 69% |\n| Resilience, flexibility and agility |  | 62% |\n| Leadership and social influence |  | 62% |\n\n\n## Visual Description\n\nSeveral horizontal bar charts display data comparing Egypt's economic and skills indicators to global and income group averages.  Additional charts detail projected job growth and skill demand changes.  Key takeaways are difficult to ascertain from the cropped image, but it appears Egypt is experiencing significant shifts in its labour market related to automation, technology adoption, and skills gaps.  The charts quantify these shifts, highlighting areas of growth and decline in specific job roles and the increasing importance of certain skills.  A thorough analysis would require the full context of the page and document.\n\n*Working Age Population: 51.4 Million*\n\n*Future of Jobs Report 2025134*"}


created_at: 2025-03-05 15:16:47
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_135.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_135.md", "filename": "Future_of_Jobs_Report_2025_Page_135.md", "title": "Future_of_Jobs_Report_2025_Page_135", "hash": "3e40b2061273beebe3b84de8a281de3c", "processed_at": "2025-03-05T09:16:39.847891", "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 135\n# Egypt\n\n## Upskilling and reskilling outlook\n\n|                             | Egypt | Global |\n|-----------------------------|-------|--------|\n| Would not need training by 2030 | 49    | 41     |\n| Would be upskilled in their current role | 28    | 29     |\n| Would be upskilled and redeployed      | 16    | 19     |\n| Would be unlikely to upskill           | 7     | 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\nTwo stacked horizontal bar charts depict the breakdown of tasks performed by humans, technology, or a combination of both, for the present (Now) and projected for 2030.\n\n**Key Insights:**\n\n* A shift is projected towards more technology-driven tasks by 2030, with a decrease in human-only tasks.\n* Combination tasks appear to remain 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| Policy                                   | Economy | Global |\n| ---------------------------------------- | ------- | ------ |\n| Funding for reskilling and upskilling     | 54%     | 55%    |\n| Provision of reskilling and upskilling    | 54%     | 52%    |\n| Improvements to public education systems | 52%     | 47%    |\n| Wage subsidies                          | 46%     | 26%    |\n| Flexibility on setting wages            | 40%     | 38%    |\n\n## Visual Description\n\nA horizontal bar chart shows the percentage of respondents agreeing with various public policies for improving talent availability, comparing Egypt's economy to the global average.  Triangular markers indicate whether Egypt's response is above or below the global average.\n\n**Key Insights:**\n\n* Egypt shows stronger agreement than the global average on the importance of funding and provision of reskilling and upskilling.\n* Egypt is below the global average for wage subsidies and flexibility on setting wages.\n\n\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            | 73%     | 63%    |\n| Inability to attract talent to the industry | 33%     | 37%    |\n| Organization culture and resistance to change | 33%     | 46%    |\n| Lack of adequate data and technical infrastructure | 33% | 32%    |\n| Outdated or inflexible regulatory framework  | 31%     | 39%    |\n\n## Visual Description\n\nA horizontal bar chart illustrates the perceived barriers to business transformation, comparing Egypt's responses to the global average. Triangular markers indicate whether Egypt's response is above or below the global average.\n\n**Key Insights:**\n\n* Skills gaps are considered the biggest barrier in Egypt, significantly higher than the global average.\n* Other barriers are perceived as less impactful in Egypt compared to globally.\n\n\n\n## Talent availability outlook\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      | 16%   | 55%   |\n| Talent development of existing workforce | 0%    | 77%   |\n| Talent retention of existing workforce  | 6%    | 59%   |\n\n## Visual Description\n\nHorizontal bar charts visualize the expected change in talent availability, development, and retention over five years.  A purple segment represents the proportion expecting worsening, while a light blue segment represents those expecting improvement.\n\n**Key Insights:**\n\n* A positive outlook for talent development is observed.\n* Retention and availability are also expected to improve.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n| Measure                                                              | Egypt | Global |\n| -------------------------------------------------------------------- | ----- | ------ |\n| Set DEI goals, targets or quotas                                      | 33    | 42     |\n| Support workers with caregiving responsibilities                      | 33    | 26     |\n| Targeted recruitment, retention and progression initiatives           | 32    | 48     |\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\n| Strategy                                                                                                   | Egypt | Global |\n| --------------------------------------------------------------------------------------------------------- | ----- | ------ |\n| Reskilling and upskilling your existing workforce to better work alongside AI                               | 65    | 77     |\n| Hiring new people with skills to *design* AI tools and enhancements appropriate for the organization-specific skills | 50    | 69     |\n| Hiring new people with skills to better work alongside AI                                                 | 50    | 62     |\n\n\n## Working Age Population (Millions)\n\n51.4\n\n\n## Future of Jobs Report 2025\n\n135"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_137.md", "filename": "Future_of_Jobs_Report_2025_Page_137.md", "title": "Future_of_Jobs_Report_2025_Page_137", "hash": "8b96a8c2ddefb9a04aab1e2cf9cac7b9", "processed_at": "2025-03-05T09:16:39.848887", "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 137\n# Estonia\n\n## Upskilling and reskilling outlook\n\n* 32 | Global 41: Would not need training by 2030\n* 35 | Global 29: Would be upskilled in their current role\n* 23 | 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| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n\n\n## Visual Description\n\n**Human-machine frontier chart**: This stacked bar chart shows the percentage of tasks allocated to humans, technology, or a combination of both for the current time (Now) and projected for 2030. Each segment of the stacked bar represents the proportion of tasks handled by each category.  The chart compares Estonia's data with global averages.\n\n**Key Insights**: The chart suggests a shift towards increased involvement of technology in tasks by 2030, both in Estonia and globally.  The \"combination\" segment appears to shrink, indicating a potential polarization of tasks either being predominantly human-driven or technology-driven.\n\n**Public policies to improve talent availability chart**: This horizontal bar chart presents the percentage of respondents in Estonia and globally who agree that specific public policies have the greatest potential to increase talent availability. The policies listed are: Flexibility on hiring and firing practices, Funding for reskilling and upskilling, Provision of reskilling and upskilling, Improvements to public education systems, and Changes to labour laws related to remote work.\n\n**Key Insights**:  Across all listed policies, Estonia consistently shows a lower percentage of agreement compared to the global average, with the exception of \"Funding for reskilling and upskilling.\"  This suggests potential differences in perspectives on talent availability solutions between Estonia and the global average.\n\n**Transformation barriers chart**: This horizontal bar chart displays the share of organizations in Estonia and globally that expect certain barriers to hinder their organizational transformation. The barriers listed are: Skills gaps in the labour market, Organization culture and resistance to change, Inability to attract talent to the industry, Outdated or inflexible regulatory framework, and Lack of adequate data and technical infrastructure.\n\n**Key Insights**:  \"Skills gaps in the labour market\" is identified as the most significant barrier in both Estonia and globally. Estonia's organizations generally report a lower percentage for each barrier compared to the global average.\n\n\n**Wage trends chart**: This stacked horizontal bar chart shows the share of organizations projecting changes in the share of wages and compensation as a percentage of total company revenue. Categories are Growing, Similar, and Declining, compared between Estonia and globally.\n\n**Key Insights**: While the visual is partially obscured, it indicates the proportions of organizations anticipating these changes.\n\n**Talent trend chart**: This horizontal bar chart shows the percentage of respondents who expect their talent availability to improve or worsen in five years, broken down by \"Talent availability when hiring,\" \"Talent development of existing workforce,\" and \"Talent retention of existing workforce.\"  It compares Estonia's data with the global average.\n\n**Key Insights**: The chart visually represents anticipated trends in talent availability, highlighting potential challenges or improvements in talent acquisition and retention.\n\n\n**DEI Actions**: This section displays the share of employers surveyed who are planning to implement certain Diversity, Equity, and Inclusion (DEI) measures. The measures include: Pay equity reviews and salary audits, Targeted recruitment, retention, and progression initiatives, and Setting DEI goals, targets, or quotas.\n\n**AI Strategy**: This section displays the share of employers surveyed who plan to implement specific strategies in response to AI's increasing capability and prevalence. The strategies include: Reskilling and upskilling your existing workforce to better work alongside AI, Transitioning people from jobs that AI will cause to decline to other roles within your organization, and Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills.\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 | 50% | 44% |\n| Funding for reskilling and upskilling | 50% | 55% |\n| Provision of reskilling and upskilling | 50% | 52% |\n| Improvements to public education systems | 50% | 47% |\n| Changes to labour laws related to remote work | 45% | 36% |\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 | 79% | 63% |\n| Organization culture and resistance to change | 42% | 46% |\n| Inability to attract talent to the industry | 33% | 37% |\n| Outdated or inflexible regulatory framework | 29% | 39% |\n| Lack of adequate data and technical infrastructure | 21% | 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_: \u25b2 Global average\n* _Worsening_: \u25b2 Global average\n\n| Category | Value | Range |\n|---|---|---|\n| Talent availability when hiring | 70% | -100% to +100% (0%) |\n| Talent development of existing workforce | 10% | -100% to +100% (55%) |\n| Talent retention of existing workforce | 40% | -100% to +100% (40%) |\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* 60 | Global 39: Pay equity reviews and salary audits\n* 55 | Global 48: Targeted recruitment, retention and progression initiatives\n* 50 | Global 42: Set DEI goals, targets or quotas\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* 75 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* 60 | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization\n* 55 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_138.md", "filename": "Future_of_Jobs_Report_2025_Page_138.md", "title": "Future_of_Jobs_Report_2025_Page_138", "hash": "91a1ff98b9d45b5728bc419ae1573ef0", "processed_at": "2025-03-05T09:16:39.848887", "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 138\n# France\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\n| Indicators | min | max |\n|---|---|---|\n| Secondary Education Attainment (2023) | 59% | 78% |\n| Tertiary Education Attainment (2023) | 8% | 37% |\n| Ease of finding skilled employees in local labour market (2024) | 12% | 4 |\n| Fill vacancies by hiring foreign labour (2024) | 6% | 4 |\n| Country investment in mid-career training (2022) | 11% | 4 |\n\n\n## Jobs and Skills outlook\n\n* **19%** (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* **93%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **95%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\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 emissions |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Ageing and declining working-age populations |  |  |\n| Increased focus on labour and social issues |  |  |\n| Increased geopolitical division and conflicts | 57% | 47% |\n| Slower economic growth | 55% | 40% |\n| Increased restrictions to global trade and investment | 54% | 26% |\n| Growing working-age populations | 49% | 24% |\n| Stricter anti-trust and competition regulations | 49% | 24% |\n| Increased government subsidies and industrial policy | 47% | 22% |\n\n\n### Technology trends driving business transformation\n\n| Trend | Economy | 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 | 92% | 20% |\n| Quantum and encryption | 63% | 19% |\n| Biotechnology and gene technologies | 42% | 17% |\n| Satellites and space technologies | 34% | 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## Visual Description\n\nSeveral bar charts and a table visualize data related to France's economy and job market.\n\n**Macrotrends driving business transformation & Technology trends driving business transformation:** These charts show the share of organizations that identify specific macrotrends (e.g., broadening digital access, increased geopolitical division) and technology trends (e.g., AI, robots) as likely to drive business transformation.  France's responses are compared to global averages. For example, broadening digital access is identified by a larger share of French organizations compared to the global average, while the opposite is true for increased efforts to reduce carbon emissions.\n\n**Key roles for business transformation:** This table and chart visualize the projected net growth and churn of specific roles. AI and Machine Learning specialists are expected to see significant growth (72%), while Assembly and Factory Workers face a decline (-8%).  The chart shows net growth, job growth, job displacement, and churn for each role, compared to the global average.\n\n**Skills of increasing use by 2030:** This chart compares the expected increase in the use of core skills in France and globally.  Resilience, flexibility and agility are anticipated to be highly important in both regions.  The chart also shows projected increases in skills like AI and big data, and networks and cybersecurity, again comparing French projections to global ones.\n\n\n**Key Insights:**\n\n* France seems to be ahead of the global average in adopting digital access as a driver of transformation.\n*  AI and related roles are projected to experience significant growth, indicating a growing demand for these skills in France.\n*  Traditional manufacturing roles, like assembly and factory work, are expected to decline.\n*  Resilience, flexibility, and agility, as well as technological skills like AI and cybersecurity, are becoming increasingly crucial for the future workforce in France, mirroring global trends.\n\n\n**Working Age Population:** 47.2 million\n\n\n**Contextual Indicators:** This section provides various indicators for France, including labor force participation, unemployment rates, education attainment, and ease of finding skilled employees. It shows minimum and maximum values and compares France's performance to regional and income group averages.  The exact numeric values for most of these are not visible in the image.\n\n\n\nFuture of Jobs Report 2025 138"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_136.md", "filename": "Future_of_Jobs_Report_2025_Page_136.md", "title": "Future_of_Jobs_Report_2025_Page_136", "hash": "a9467c53cdc606701c589044041a669a", "processed_at": "2025-03-05T09:16:39.848887", "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 136\n# Estonia\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\n\n| Indicators | |\n|---|---|\n| Secondary Education Attainment (2022) | 70% |\n| Tertiary Education Attainment (2022) | 6% |\n| Ease of finding skilled employees in local labour market (2024) | 10% |\n| Fill vacancies by hiring foreign labour (2024) | 5% |\n| Country investment in mid-career training (2022) | 9% / 4% |\n\n\n\n## Jobs and Skills outlook\n\n* **Labour-market churn:** 13% (Global 22%)\n  * Five-year structural labour-force churn\n* **Skill disruption:** 37% (Global 39%)\n  * Shares of core skills which will change\n\n\n* **Organizations with DEI priorities:** 95% (Global 83%)\n  * Share of organizations with DEI priorities\n* **AI exposure:** 95% (Global 88%)\n  * Share of organizations running AI programmes\n\nWorking Age Population (Millions): **1.0**\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| Macrotrend | Economy | Global |\n|---|---|---|\n| Ageing and declining working-age populations |  |  |\n| Slower economic growth |  |  |\n| Increased focus on labour and social issues |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Growing working-age populations |  |  |\n\n\n\n| Macrotrend |  |  |\n|---|---|---|\n| Increased efforts and investments to reduce carbon... | 58% | 29% / 47% |\n| Broadening digital access | 50% | 29% / 60% |\n| Increased efforts and investments to adapt to climate... | 46% | 21% / 41% |\n| Stricter anti-trust and competition regulations | 42% | 17% / 17% |\n| Increased government subsidies and industrial policy | 42% / 34% | 13% / 21% |\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| 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| New materials and composites |  |  |\n\n\n| Technology Trend |  |  |\n|---|---|---|\n| Semiconductors and computing technologies | 83% | 8% / 20% |\n| Biotechnology and gene technologies | 58% | 8% / 11% |\n| Satellites and space technologies | 38% | 4% / 9% |\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| AI and Machine Learning Specialists |  | | | | 49 / 82 / 49 |\n| Data Analysts and Scientists |  | | | | 30 / 41 / 30 |\n| Business Intelligence Analysts |  | | | | 16 / 18 / 16 |\n| Managing Directors and Chief Executives |  | | | | 14 / 5 / 14 |\n| General and Operations Managers |  | | | | 7 / 4 / 10 |\n| Accounting, Bookkeeping and Payroll Clerks |  | | | | -13 / -18 / 13 |\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 |  | 95% |\n| Resilience, flexibility and agility |  | 75% |\n| Leadership and social influence |  | 65% |\n| Curiosity and lifelong learning |  | 60% |\n| Technological literacy |  | 60% |\n\n| Skills of Increasing Use by 2030 | Economy | Global |\n|---|---|---|\n| AI and big data |  | 85% |\n| Resilience, flexibility and agility |  | 80% |\n| Technological literacy |  | 75% |\n| Curiosity and lifelong learning |  | 70% |\n| Networks and cybersecurity |  | 60% |\n\n\n\n## Visual Description\n\nSeveral horizontal bar charts and one diverging bar chart visualize data related to Estonia's economy, skills, and job market.\n\n**Contextual Indicators, Jobs and Skills Outlook, and Macrotrends:** These charts use horizontal bars to compare Estonia's performance with global or income group averages.  The length of the bars represents percentages or values.  Light blue typically represents Estonia's data, while a darker color represents the benchmark (global or income group).  Key insights from these charts highlight areas where Estonia performs better or worse than average, such as labor market churn, skill disruption, and DEI priorities.  Specific data points include:\n\n* **Labour-market churn:** Estonia 13%, Global 22%\n* **Skill disruption:** Estonia 37%, Global 39%\n* **Organizations with DEI priorities:** Estonia 95%, Global 83%\n* **AI exposure:** Estonia 95%, Global 88%\n\nThe macrotrends charts show the percentage of organizations that identify specific trends as likely to drive business transformation.  Both Estonian and global responses are shown for comparison. For instance, increased efforts to reduce carbon emissions are predicted by 58% of Estonian organizations and 40% globally.\n\n**Technology Trends:**  Similar to macrotrends, these charts compare Estonia's adoption of specific technology trends to global benchmarks. Key areas include AI, robotics, energy, and new materials. Specific insights might show if Estonia is leading or lagging in adoption of certain technologies.\n\n**Key Roles for Business Transformation:** This is a diverging bar chart showing the projected net growth and structural churn for different job roles.  Bars extending to the right indicate positive net growth, while bars extending to the left indicate negative growth (job displacement).  The chart also breaks down net growth into job growth and job displacement components.  Key roles include AI and machine learning specialists, data analysts, and others.  The specific values of net growth, job growth, and job displacement are shown at the right end of the bars. For instance, AI and machine learning specialists are expected to have a net growth of 49%, with job growth at 82% and job displacement at 49%.\n\n**Skills of Increasing Use by 2030:** These charts show the projected increase in use of specific skills, comparing Estonia to the global average.  This provides insights into which skills will be most in-demand in the future.  For example, analytical thinking is expected to increase by 95% in Estonia and AI and big data by 85%.\n\n\nOverall, the visualizations on this page provide a comprehensive overview of Estonia's economic and labor market outlook, focusing on business transformation, technological adoption, and future skills needs."}


created_at: 2025-03-05 15:16:48
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_14.md", "filename": "Future_of_Jobs_Report_2025_Page_14.md", "title": "Future_of_Jobs_Report_2025_Page_14", "hash": "faf2050d42898866c9bcb25b974d9ea2", "processed_at": "2025-03-05T09:16:39.848887", "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 14\n# Geoeconomic trends, by economy\n\nShare of employers surveyed that expect the stated geoeconomic trend to transform their business.\n\n## Visual Description\n\nThis figure presents a bar chart illustrating the share of surveyed employers who anticipate various geoeconomic trends will transform their business.  The chart is segmented by economy and exposure type.\n\nThe horizontal axis represents the share of employers surveyed (%). It ranges from 0 to 80%. The vertical axis lists three geoeconomic trends:\n\n* Increased restrictions to global trade and investment\n* Increased government subsidies and industrial policy\n* Increased geopolitical division and conflicts\n\nFour different colored bars cluster around each trend for several countries. The legend below the chart identifies the colors as representing exposure to:\n\n* China (Beige)\n* China and US (Green)\n* US (Blue)\n* Neither China nor US (Purple)\n\nKey insights from the chart include varying degrees of concern across the listed geoeconomic trends.  For instance, \"Increased geopolitical division and conflicts\" shows lower anticipated impact across most countries compared to \"Increased restrictions to global trade and investment\".  Furthermore, exposure type clearly influences perception, with different colored bars exhibiting varying lengths within each trend and country.  For example,  employers in Singapore with exposure to China anticipate greater transformation from \"Increased restrictions to global trade and investment\" than those exposed to the US or both.  Conversely, Malaysian employers exposed to neither China nor the US seem more concerned about this trend than those with China exposure.\n\nData from the chart includes (approximate values):\n\n* **Increased restrictions to global trade and investment:**  Singapore (China Exposure: ~30%, China/US Exposure: ~18%, US Exposure: ~18%, No Exposure: ~20%), Indonesia (China: ~5%), Malaysia (China: ~5%, No Exposure: ~15%),  Viet Nam (China: ~5%), Republic of Korea (No Exposure: ~15%).\n* **Increased government subsidies and industrial policy:** Uzbekistan (~28% total across all exposures), Malaysia (China: ~5%, combined with other exposures: ~18% total), Egypt (~5%), Nigeria (~5%), Thailand (~5%), Singapore (combined with other exposures: ~15% total).\n* **Increased geopolitical division and conflicts:**  Canada (~45% total across all exposures), Saudi Arabia (~48% total across all exposures), Malaysia (China: ~60%, combined with other exposures: ~70%), Singapore (combined with other exposures: ~68%), Republic of Korea (~68%).\n\n\n**Source:** World Economic Forum, Future of Jobs Survey 2024.\n\n\nOn an industry level, as shown in Figure 1.4, sectors with a high degree of dependence on global supply chains, such as Automotive and Aerospace (46%), and Mining and Metals (55%), expect industry transformation driven by trade restrictions. By contrast, industries with less exposure to global markets, such as Education, are less focused on this trend, with fewer than 14% of surveyed employers seeing trade restrictions as disruptive. Mining and Metals, Advanced Manufacturing, and Oil and Gas anticipate industry transformation stemming from increased government subsidies and industrial policies, with, respectively, 31%, 33%, and 40% of employers across these industries citing these factors; whereas more domestic-focused sectors such as Accommodation, Food, and Leisure expect minimal impact from such policies.\n\nThe broader implications of geoeconomic fragmentation extend beyond individual business strategies to long-term economic stability and growth, and limit multilateral cooperation on critical issues such as climate change and pandemic preparedness."}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_139.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_139.md", "filename": "Future_of_Jobs_Report_2025_Page_139.md", "title": "Future_of_Jobs_Report_2025_Page_139", "hash": "8eb60bd1ffb53a58ff38bb17dc428039", "processed_at": "2025-03-05T09:16:39.848887", "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 139\n# France\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* 20 | Global 19: Would be upskilled and redeployed\n* 11 | Global 11: Would be unlikely to upskill\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* Human | Global\n* Combination | Global\n* Technology | Global\n\n**ALL TASKS**\n\n**Now:**\n\n* Human: Incomplete bar\n* Combination: Incomplete bar\n* Technology: Incomplete bar\n\n**2030:**\n\n* Human: Incomplete bar\n* Combination: Incomplete bar\n* Technology: Incomplete bar\n\n\n## Visual Description\n\nTwo stacked bar charts show the breakdown of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected for 2030.  Specific percentage values are shown at the end of the bars, but are partially obscured. They show an increase in technology and a decrease in human-led tasks from \"Now\" to 2030.\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*Economy | Global*\n\n* Provision of reskilling and upskilling: 54% | 52% \u25b2\n* Funding for reskilling and upskilling: 52% | 55% \u25b2\n* Improvements to public education systems: 52% | 47% \u25b2\n* Changes to labour laws related to remote work: 41% | 36% \u25b2\n* Flexibility on hiring and firing practices: 38% | 44% \u25b2\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*Economy | Global*\n\n* Skills gaps in the labour market: 55% | 63% \u25b2\n* Organization culture and resistance to change: 43% | 46% \u25b2\n* Inability to attract talent to the industry: 41% | 37% \u25b2\n* Outdated or inflexible regulatory framework: 36% | 39% \u25b2\n* Lack of adequate data and technical infrastructure: 36% | 32% \u25b2\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\nFrance: 49% | 44% | 7%\nGlobal: 52% | 41% | 8%\n\n## Visual Description\n\nA stacked bar chart shows the projected wage trends.  France projects a slightly lower percentage of growing wages compared to the global average, and a slightly higher percentage for similar and declining wages.\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 \u25b2 Global Average\n* Worsening \u25b2 Global Average\n\n* Talent availability when hiring: 50% | -100% | +100% | 31%\n* Talent development of existing workforce: 5% | -100% | +100% | 63%\n* Talent retention of existing workforce: 23% | -100% | +100% | 27%\n\n## Visual Description\n\nThree divergent stacked bar charts display talent availability expectations.  For France, all three measures (hiring, development, and retention) show a positive outlook, with the bar extending to the right, indicating improvement is expected. Percentages are shown at each end of the bars.\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* 57 | Global 48: Targeted recruitment, retention and progression initiatives\n* 55 | Global 51: Run comprehensive DEI training for managers and staff\n* 49 | Global 39: Pay equity reviews and salary audits\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* 76 | Global 69: Hiring new people with skills to *design* AI tools and enhancements appropriate for the organization-specific skills\n* 70 | Global 62: Hiring new people with skills to *better work alongside* AI\n\n\nFuture of Jobs Report 2025 139"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_140.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_140.md", "filename": "Future_of_Jobs_Report_2025_Page_140.md", "title": "Future_of_Jobs_Report_2025_Page_140", "hash": "2ecfcc6a7265f027d17c5cd440d57b2e", "processed_at": "2025-03-05T09:16:39.848887", "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 140\n# Germany\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\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**34%** | Global 39%\n\n*Skill disruption*\n\n*Shares of core skills which will change*\n\n\n**93%** | Global 83%\n\n*Organizations with DEI priorities*\n\n*Share of organizations with DEI priorities*\n\n\n**92%** | Global 88%\n\n*AI exposure*\n\n*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\n| Economy | Global | Trend | % |\n|---|---|---|---|\n|  |  | Broadening digital access | 63% |\n|  |  | Increased efforts and investments to reduce carbon... | 60% |\n|  |  | Increased geopolitical division and conflicts | 52% |\n|  |  | Increased efforts and investments to adapt to climate... | 51% |\n|  |  | Ageing and declining working-age populations | 48% |\n|  |  | Rising cost of living, higher prices or inflation | 48% |\n|  |  | Slower economic growth | 47% |\n|  |  | Increased focus on labour and social issues | 39% |\n|  |  | Increased restrictions to global trade and investment | 28% |\n|  |  | Increased government subsidies and industrial policy | 25% |\n|  |  | Stricter anti-trust and competition regulations | 23% |\n|  |  | Growing working-age populations | 21% |\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| Economy | Global | Trend | % |\n|---|---|---|---|\n|  |  | AI and information processing technologies (big data, VR, AR... | 93% |\n|  |  | Robots and autonomous systems | 67% |\n|  |  | Energy generation, storage and distribution | 58% |\n|  |  | New materials and composites | 42% |\n|  |  | Semiconductors and computing technologies | 31% |\n|  |  | Sensing, laser and optical technologies | 24% |\n|  |  | Quantum and encryption | 18% |\n|  |  | Biotechnology and gene technologies | 15% |\n|  |  | Satellites and space technologies | 13% |\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| AI and Machine Learning Specialists | 71 | 82 | 71 |\n| Data Analysts and Scientists | 34 | 41 | 35 |\n| Managing Directors and Chief Executives | 0 | 5 | 3 |\n| General and Operations Managers | 0 | 4 | 7 |\n| Assembly and Factory Workers | -5 | 0 | 18 |\n| Administrative Assistants and Executive Secretaries | -18 | -20 | 19 |\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| Economy | Global | Core Skills of 2025 | % |  | Skills of Increasing Use by 2030 | % |\n|---|---|---|---|---|---|---|\n|  |  | Analytical thinking | 74% |  | AI and big data | 90% |\n|  |  | Resilience, flexibility and agility | 70% |  | Resilience, flexibility and agility | 68% |\n|  |  | Creative thinking | 59% |  | Curiosity and lifelong learning | 67% |\n|  |  | Motivation and self-awareness | 58% |  | Networks and cybersecurity | 67% |\n|  |  | Curiosity and lifelong learning | 58% |  | Technological literacy | 65% |\n\n\n\nFuture of Jobs Report 2025 140"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_141.md", "filename": "Future_of_Jobs_Report_2025_Page_141.md", "title": "Future_of_Jobs_Report_2025_Page_141", "hash": "8083b4b0236bc8390e3ef20ef72e7d2d", "processed_at": "2025-03-05T09:16:39.849884", "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 141\n# Germany\n\n## Upskilling and reskilling outlook\n\n* 40 | Global 41: Would not need training by 2030\n* 29 | Global 29: Would be upskilled in their current role\n* 20 | 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| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n\n## Visual Description\n\nA stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected for 2030.  Light blue represents Human, medium blue represents Combination, and dark blue represents Technology.  Percentage labels for Global figures are placed to the right of each bar.  Now: Human 44%, Combination 33%, Technology 23%.  2030: Human 31%, Combination 35%, Technology 34%. Global figures for these segments appear below the primary data, mirroring these proportions, but with slightly different percentages.\n\n**Key Insights:**\n\n* There is a projected shift in task completion from predominantly human to a more even distribution across human, combination, and technology-driven tasks by 2030.\n*  Technology's role in task completion is expected to grow significantly.\n*  The proportion of tasks involving a combination of humans and technology will also increase.\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 | 54% | 55% |\n| Flexibility on hiring and firing practices | 50% | 44% |\n| Improvements to public education systems | 45% | 47% |\n| Provision of reskilling and upskilling | 44% | 52% |\n| Flexibility on setting wages | 36% | 38% |\n\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 | 57% | 63% |\n| Organization culture and resistance to change | 50% | 46% |\n| Inability to attract talent to the industry | 37% | 37% |\n| Lack of adequate data and technical infrastructure | 36% | 32% |\n| Outdated or inflexible regulatory framework | 35% | 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 a percentage of the company's total revenues*\n\n\n## Visual Description\n\nA stacked horizontal bar graph presents wage trend projections. The categories are Growing (light blue), Similar (medium blue), Declining (purple). Global average figures are placed below the current data.  Current projections: Growing 49%, Similar 45%, Declining 7%. Global averages: Growing 52%, Similar 41%, Declining 8%.\n\n**Key Insights:**\n\n* A large percentage of organizations expect wages to either grow or stay similar.\n* A smaller, but notable, percentage project a decline in wages.\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| Category | -100% | +100% |\n|---|---|---|\n| Talent availability when hiring | 50% | 25% |\n| Talent development of existing workforce | 4% | 67% |\n| Talent retention of existing workforce | 21% | 37% |\n\n\n## Visual Description\n\nThree horizontal bar charts display talent trends related to hiring, development, and retention of the existing workforce. Each bar is split into two colors: light blue representing improvement (+100%) and purple representing worsening (-100%).  The percentages indicate the proportion of respondents expecting improvement or worsening in each category.\n\n**Key Insights:**\n\n* While there's a positive outlook for talent development, significant concern exists around talent availability when hiring and talent retention.\n\n\n## DEI Actions\n\n*Share of employers surveyed planning to implement the diversity, equity and inclusion measure*\n\n* 56 | Global 48: Targeted recruitment, retention and progression initiatives\n* 53 | Global 51: Run comprehensive DEI training for managers and staff\n* 50 | Global 42: Set DEI goals, targets or quotas\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* 84 | 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* 65 | Global 62: Hiring new people with skills to better *work alongside* AI\n\n\n---\nFuture of Jobs Report 2025 141"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_142.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_142.md", "filename": "Future_of_Jobs_Report_2025_Page_142.md", "title": "Future_of_Jobs_Report_2025_Page_142", "hash": "1c8da442a97383ab27c9e4277bdd817e", "processed_at": "2025-03-05T09:16:39.849884", "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 142\n# Greece\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\n| Indicators |  |\n|---|---|\n| Secondary Education Attainment (2022) | 56% |\n| Tertiary Education Attainment (2022) | 30% |\n| Ease of finding skilled employees in local labour market (2024) | 13% |\n| Fill vacancies by hiring foreign labour (2024) | 10% |\n| Country investment in mid-career training (2022) | 12% / 8% |\n\nWorking Age Population (Millions): 8.0\n\n\n## Jobs and Skills outlook\n\n* **Labour-market churn:** 7% (Global 22%) - Five-year structural labour-force churn\n* **Skill disruption:** 39% (Global 39%) - Shares of core skills which will change\n\n* **Organizations with DEI priorities:** 83% (Global 83%) - Share of organizations with DEI priorities\n* **AI exposure:** 83% (Global 88%) - 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| Macrotrend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Increased focus on labour and social issues |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased efforts and investments to reduce carbon emissions |  |  |\n| Slower economic growth |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Ageing and declining working-age populations | | 74%/60% (32%/40%) |\n| Increased restrictions to global trade and investment | | 63%/46% (21%/23%)|\n| Growing working-age populations | | 58%/50% (21%/24%)|\n| Stricter anti-trust and competition regulations | | 53%/47% (21%/24%)|\n| Increased geopolitical division and conflicts | | 53%/42% (21%/34%) |\n| Increased government subsidies and industrial policy | | 37%/41% (16%/21%) |\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| Technology Trend | Economy | 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| Quantum and encryption |  |  |\n| Semiconductors and computing technologies |  |  |\n| New materials and composites | | 90%/86% (16%/30%) |\n| Sensing, laser and optical technologies | | 68%/58% (16%/18%) |\n| Biotechnology and gene technologies | | 37%/41% (11%/11%) |\n| Satellites and space technologies | | 21%/12% (5%/9%)|\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| Role | Net Growth | Global Net Growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 19 | 19 | 82 |\n| Project Managers | 18 | 18 | 17 |\n| Human Resources Specialists | 15 | 20 | 5 |\n| Business Intelligence Analysts | 14 | 14 | 18 |\n| General and Operations Managers | 2 | 2 | 4 |\n| Financial Analysts | 0 | 7 | 3 |\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| Resilience, flexibility and agility |  | 73% / 83% |\n| Empathy and active listening |  | 67% / 83% |\n| Analytical thinking |  | 67% / 79% |\n| Leadership and social influence |  | 60% / 77% |\n| Creative thinking |  | 53% / 67% |\n\n**Skills of Increasing Use by 2030:**\n\n* Technological literacy\n* Curiosity and lifelong learning\n* AI and big data\n* Creative thinking\n* Design and user experience\n\n\nFuture of Jobs Report 2025 142\n\n\n\n## Visual Description\n\nThe image presents various bar charts and a table visualizing data related to Greece's economy, jobs, and skills outlook.\n\n**Contextual indicators:**  Bar charts show metrics like labor force participation, vulnerable employment, unemployment rates (overall and by education level), and education attainment.  Each bar represents a range between a minimum and maximum value, with the current Greece value marked within that range.  Another set of bar charts visualizes the ease of finding skilled employees, filling vacancies with foreign labor, and investment in mid-career training.\n\n**Jobs and Skills outlook:** Displays key percentages for labor market churn and skill disruption, comparing Greece's values to global averages. Two more metrics regarding DEI and AI exposure in organizations are displayed similarly.\n\n**Macrotrends driving business transformation:** Two grouped bar charts show the percentage of organizations that see listed macrotrends (e.g., broadening digital access, rising cost of living) and technology trends (e.g., AI, robots) as driving business transformation.  Each group compares \"Economy\" (Greece) with \"Global\" responses.\n\n**Key roles for business transformation:** A table ranks roles by net growth and displays job growth, displacement, and churn percentages for each role, comparing them to global net growth.\n\n\n**Skills of increasing use by 2030:**  Two grouped bar charts display projected skill increases for both core skills (e.g., resilience, empathy) and specific skills (e.g., technological literacy, AI and big data) in Greece compared to global projections.\n\n\n**Key insights:**\n\n* The visualizations suggest that Greece faces various economic and labor market challenges, including relatively high unemployment, especially among less educated workers.  \n* The data highlights the importance of digital access, technological adoption, and specific skills (like AI and big data) for business transformation.\n* Certain roles, such as AI specialists and project managers, are expected to experience high growth.\n* The emphasis on skills like resilience, empathy, and technological literacy underscores the changing nature of work and the need for adaptation in the Greek workforce."}


created_at: 2025-03-05 15:16:48
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_144.md", "filename": "Future_of_Jobs_Report_2025_Page_144.md", "title": "Future_of_Jobs_Report_2025_Page_144", "hash": "3433add9d900f5bef848276dd1709145", "processed_at": "2025-03-05T09:16:39.849884", "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 144\n# Hong Kong SAR, China\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. |  |  |\n| Unemployment rate among workers with advanced edu. (2023) |  |  |\n| Secondary Education Attainment (2023) |  | 66% |\n| Tertiary Education Attainment (2023) |  | 25% |\n| Ease of finding skilled employees in local labour market (2023) |  | 5 |\n| Fill vacancies by hiring foreign labour (2023) |  | 4 |\n| Country investment in mid-career training (2022) |  | 4 |\n\n\n## Jobs and Skills outlook\n\n* **15%** (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* **94%** (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\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 focus on labour and social issues |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Slower economic growth |  |  |\n| Increased efforts and investments to adapt to climate... |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Ageing and declining working-age populations |  | 44% |\n| Growing working-age populations |  | 40% |\n| Increased restrictions to global trade and investment |  | 36% |\n| Rising cost of living, higher prices or inflation |  | 32% |\n| Stricter anti-trust and competition regulations |  | 16% |\n| Increased government subsidies and industrial policy |  | 8% |\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| Technology 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| Sensing, laser and optical technologies |  | 16% |\n| Semiconductors and computing technologies |  | 12% |\n| Biotechnology and gene technologies |  | 12% |\n| Satellites and space technologies |  | 8% |\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 | Global net growth | Churn |\n|---|---|---|---|\n| Data Analysts and Scientists | 26 | 41 | 26 |\n| AI and Machine Learning Specialists | 26 | 82 | 26 |\n| Digital Transformation Specialists | 21 | 35 | 21 |\n| Lawyers | 8 | 2 | 15 |\n| Compliance Officers | 7 | 11 | 9 |\n| Accountants and Auditors | -3 | -8 | 7 |\n\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 (2025) | Economy | Global |\n|---|---|---|\n| Leadership and social influence |  | 90% |\n| Service orientation and customer service |  | 84% |\n| Analytical thinking |  | 84% |\n| Resilience, flexibility and agility |  | 74% |\n| Creative thinking |  | 68% |\n\n\n| Skill (2030) | Economy | Global |\n|---|---|---|\n| AI and big data |  | 94% |\n| Networks and cybersecurity |  | 88% |\n| Technological literacy |  | 79% |\n| Resilience, flexibility and agility |  | 79% |\n| Environmental stewardship |  | 71% |\n\nFuture of Jobs Report 2025 144\n\n\n\n## Visual Description\n\nThe image presents various bar charts and a combination chart visualizing data related to the economy and job market of Hong Kong SAR, China.\n\n**Contextual Indicators and Job/Skill Outlook Sections:** These sections utilize horizontal bar charts to depict metrics like labor force participation, education attainment, ease of finding skilled employees, and more.  Each bar represents a specific metric, with the length indicating its value relative to the minimum and maximum possible values. Different colors distinguish between the Hong Kong SAR value and the global or regional average.\n\n**Trend Outlook Section:**  This section features horizontal bar charts displaying macro trends and technology trends driving business transformation. The bars indicate the percentage of organizations surveyed that identify each trend as likely to drive transformation. Again, different colors differentiate between the Hong Kong SAR response and the global response.\n\n**Key Roles and Skills Sections:** These sections utilize a combination of bar charts and numerical data to show projected changes in job roles and skills. The chart for key roles depicts net growth, global net growth, and churn for each role.  The skills charts display the projected increase in the use of specific core skills by 2025 and by 2030, comparing the local economy's perspective with the global perspective.\n\n**Key Insights:**\n\n* Hong Kong SAR appears to have a relatively high level of education attainment compared to global averages.\n* The data highlights specific macro trends influencing business transformation, such as ageing demographics, increased global trade restrictions, and rising living costs.\n* AI and information processing technologies are identified as key drivers of business transformation, alongside robotics and autonomous systems.\n* The job market outlook suggests growth in roles like data analysts, AI specialists, and digital transformation specialists, while roles like accountants and auditors might see a decline.\n* The demand for skills like AI and big data, networks and cybersecurity, and technological literacy is projected to increase significantly by 2030.\n\n\nThe charts collectively provide a snapshot of the current economic and job market situation in Hong Kong SAR, China, and offer insights into future trends and challenges. They highlight the importance of adapting to technological advancements and developing relevant skills for the evolving job market."}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_143.md", "filename": "Future_of_Jobs_Report_2025_Page_143.md", "title": "Future_of_Jobs_Report_2025_Page_143", "hash": "b6678d0315751865a9dec356044d15a8", "processed_at": "2025-03-05T09:16:39.849884", "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 143\n# Greece\n\n## Upskilling and reskilling outlook\n\n* 35 | Global 41: Would not need training by 2030\n* 35 | Global 29: Would be upskilled in their current role\n* 23 | Global 19: Would be upskilled and redeployed\n* 8 | 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| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n\n## Visual Description\n\nThe first chart displays the percentage of tasks allocated to humans, technology, or a combination of both, for the present (Now) and projected to 2030.  Light blue represents human-led tasks, medium blue combination tasks, and dark blue technology-led tasks. Currently, a greater proportion of tasks are completed by humans than by technology, with a smaller portion completed by a combination. By 2030, the projection shows a significant shift, with technology taking the lead, followed by humans, and a smaller share for combined effort. The exact percentages are overlaid on each bar segment.\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* Funding for reskilling and upskilling: Economy 82% | Global 55%\n* Provision of reskilling and upskilling: 64% | 52%\n* Wage subsidies: 64% | 26%\n* Changes to labour laws related to remote work: 55% | 36%\n* Improvements to public education systems: 46% | 47%\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\n| Barrier | Economy | Global |\n|---|---|---|\n| Skills gaps in the labour market | 58% | 63% |\n| Inability to attract talent to the industry | 53% | 37% |\n| Insufficient understanding of opportunities | 32% | 25% |\n| Organization culture and resistance to change | 26% | 46% |\n| Inability to attract talent to my firm | 21% | 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 a percentage of the company's total revenues**\n\n|  | Growing | Global | Similar | Global | Declining | Global |\n|---|---|---|---|---|---|---|\n|  |  | 42% | 58% | 0% |  |  |\n|  |  | 52% | 41% | 8% |  |  |\n\n\n\n## Visual Description\n\nThis chart shows the expected trend in wages as a percentage of company revenue.  It's divided into growing, similar, and declining categories. The first row seems to represent the Greece data and the second row the Global average.  Globally, more companies expect wage percentages to stay similar compared to those who expect growth, while a small percentage project a decline. The values for Greece indicate more organizations anticipate growth in wage percentages relative to revenue.\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: 25% | -100% | +100% | 33% *(Light Blue: Improving | Purple: Worsening)*\n* Talent development of existing workforce: 8% | -100% | +100% | 58% *(Light Blue: Improving | Purple: Worsening)*\n* Talent retention of existing workforce: 17% | -100% | +100% | 25% *(Light Blue: Improving | Purple: Worsening)*\n\n\n## Visual Description\n\nThese charts show the perceived future talent availability, specifically around hiring, development, and retention. The light blue sections represent those expecting improvement, purple represents those expecting worsening, and a global average is marked with a triangle. The overall expectation appears positive, with the largest percentage expecting improvements, followed by those anticipating no change, and then a smaller percentage expecting worsening.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* 67 | Global 48: Targeted recruitment, retention and progression initiatives\n* 58 | Global 27: Embed DEI goals and solutions across the supply chain\n* 58 | Global 33: Anti-harassment protocols\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* 75 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* 67 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* 67 | Global 62: Hiring new people with skills to better work alongside AI"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_145.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_145.md", "filename": "Future_of_Jobs_Report_2025_Page_145.md", "title": "Future_of_Jobs_Report_2025_Page_145", "hash": "16b2ddfa55d72e55ce6ed0fd859f1552", "processed_at": "2025-03-05T09:16:39.849884", "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 145\n# Hong Kong SAR, China\n\n## Upskilling and reskilling outlook\n\n* **34** | Global 41\nWould not need training by 2030\n\n* **35** | 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## 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| 2030         |       |        |             |        |           |        |\n\n\n## Visual Description\n\nThere are several charts and graphs on this page. \n\n**1. 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 (Now) and projected for 2030. The chart shows a shift towards more technology-driven tasks in 2030 compared to now. The data labels indicate the percentages for each category:\n\n* **Now:** Human (44%), Combination (31%), Technology (25%) - Global: Human (48%), Combination (30%), Technology (22%)\n* **2030:** Human (28%), Combination (28%), Technology (43%) - Global: Human (33%), Combination (33%), Technology (34%)\n\n**Key Insight:**  There is a clear trend of increased reliance on technology for completing tasks by 2030, both in the specific economy and globally.\n\n**2. Public policies to improve talent availability:** This horizontal bar chart represents the share of respondents who agree that particular public policies have the greatest potential to increase talent availability. Both the responses for the specific economy and the global average are presented. The policies and corresponding percentage agreements are:\n\n* **Funding for reskilling and upskilling:** 53% (Economy), 55% (Global)\n* **Provision of reskilling and upskilling:** 53% (Economy), 52% (Global)\n* **Flexibility on hiring and firing practices:** 41% (Economy), 44% (Global)\n* **Flexibility on setting wages:** 29% (Economy), 38% (Global)\n* **Improvements to public education systems:** 29% (Economy), 47% (Global)\n\n\n**Key Insight:** Funding and provision of reskilling and upskilling are seen as the most effective public policies to improve talent availability, both locally and globally.\n\n\n**3. Transformation barriers:** This horizontal bar chart displays the share of organizations surveyed that expect certain barriers to hinder their transformation. The data is presented for both the local economy and globally. The barriers and corresponding percentages are:\n\n* **Skills gaps in the labour market:** 52% (Economy), 63% (Global)\n* **Inability to attract talent to the industry:** 44% (Economy), 37% (Global)\n* **Organization culture and resistance to change:** 40% (Economy), 46% (Global)\n* **Lack of adequate data and technical infrastructure:** 36% (Economy), 32% (Global)\n* **Inability to attract talent to my firm:** 32% (Economy), 27% (Global)\n\n**Key Insight:** Skills gaps in the labor market are considered the most significant barrier to transformation, followed by the inability to attract talent.\n\n\n**4. Wage trends:** This horizontal stacked bar chart shows the share of organizations projecting the share of wages and other forms of worker compensation as a percentage of the company's total revenue. The categories are growing, similar, and declining wages, with both local and global data:\n\n* **Growing:** 18% (Economy), 65% (Global)\n* **Similar:** 52% (Economy), 41% (Global)\n* **Declining:** 17% (Economy), 8% (Global)\n\n**Key Insight:** Globally, a majority of organizations project growing wages, whereas locally a larger proportion anticipate similar wage levels.\n\n\n**5. Talent trend:** This chart illustrates the share of respondents who expect their talent availability to improve or worsen in five years. It shows the local and global averages for improving and worsening talent availability across three categories:\n\n* **Talent availability when hiring:** Improving (41%) - Worsening (near 0%) - Global average (close to -100% to +100%)\n* **Talent development of existing workforce:** Improving (71%) - Worsening (close to 0%) - Global average (close to -100% to +100%)\n* **Talent retention of existing workforce:** Improving (47%) - Worsening (close to 0%) - Global average (close to -100% to +100%)\n\n**Key Insight:**  There is a positive outlook for talent availability, development, and retention in the coming years, both locally and globally.\n\n\n**6. DEI Actions:** Three cards present the share of employers surveyed planning to implement diversity, equity, and inclusion measures.\n\n* **Targeted recruitment, retention and progression initiatives:** 82% (Economy), 48% (Global)\n* **Run comprehensive DEI training for managers and staff:** 59% (Economy), 51% (Global)\n* **Set DEI goals, targets or quotas:** 53% (Economy), 42% (Global)\n\n\n**7. AI Strategy:** Three cards display the share of employers planning to implement specific strategies in response to AI's increasing capabilities:\n\n* **Reskilling and upskilling your existing workforce to better work alongside AI:** 94% (Economy), 77% (Global)\n* **Hiring new people with skills to design AI tools and enhancements:** 65% (Economy), 69% (Global)\n* **Transitioning people from jobs that AI will cause to decline to other roles:** 59% (Economy), 47% (Global)\n\n\n## Working Age Population (Millions)\n\n6.1\n\n\n## Future of Jobs Report 2025\n145"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_146.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_146.md", "filename": "Future_of_Jobs_Report_2025_Page_146.md", "title": "Future_of_Jobs_Report_2025_Page_146", "hash": "10e3b3e8d2db4bdc0e13e31ff3cabd83", "processed_at": "2025-03-05T09:16:39.850881", "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 146\n# Hungary\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\n## Jobs and Skills outlook\n\n* **17%** (Global 22%)\n    * Labour-market churn\n    * Five-year structural labour-force churn\n\n* **36%** (Global 39%)\n    * Skill disruption\n    * Shares of core skills which will change\n\n* **100%** (Global 83%)\n    * Organizations with DEI priorities\n    * Share of organizations with DEI priorities\n\n* **92%** (Global 88%)\n    * AI exposure\n    * Share of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n| | Economy | 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| Slower economic growth |  |  |\n| Increased geopolitical division and conflicts | 70% | 50% |\n| Growing working-age populations | 70% | 40% |\n| Increased efforts and investments to adapt to climate... | 65% | 35% |\n| Increased government subsidies and industrial policy | 65% | 15% |\n| Stricter anti-trust and competition regulations | 55% | 15% |\n| Increased restrictions to global trade and investment | 50% | 5% |\n\n\n### Technology trends driving business transformation\n\n|  | 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 | 85% | 15% |\n| Satellites and space technologies | 75% | 5% |\n| Quantum and encryption | 40% | 5% |\n| Sensing, laser and optical technologies | 20% | 5% |\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|  | 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\n## Visual Description\n\nSeveral horizontal bar charts visualize data related to business transformation, skills, and job roles in Hungary.\n\n**Chart 1: Net Growth of Key Roles**\n\nThis chart displays the net growth of various job roles. AI and Machine Learning Specialists show the highest positive net growth (94%), followed by Business Intelligence Analysts (11%).  Several roles exhibit negative net growth, with Accounting, Bookkeeping, and Payroll Clerks experiencing the largest decline (-31%).\n\n**Chart 2: Core Skills of 2025 and Skills of Increasing Use by 2030**\n\nThis chart compares projected skill usage in Hungary's economy with global trends.  Analytical thinking (86% vs. 93%), Networks and cybersecurity (79% vs. 86%), Technological literacy (79% vs. 79%), Creative thinking (64% vs. 79%), and Talent management (57% vs. 64%) are all expected to see increased usage by 2030.  In all cases, global projected increases are slightly higher than those within Hungary.\n\n\n**Key Insights:**\n\n* **AI and related fields are poised for significant growth:** The substantial net growth projected for AI and Machine Learning specialists highlights the increasing importance of these areas in Hungary's economy.\n* **Demand for analytical and technical skills is rising:**  The growth in skills like analytical thinking, networks and cybersecurity, and technological literacy reflects the growing digitization of the economy and the need for a workforce equipped to navigate these changes.\n* **Some traditional roles are declining:** Negative net growth in roles like Accounting, Bookkeeping, and Payroll Clerks suggests that automation and other technological advancements may be impacting these areas.\n* **Hungary generally follows global trends:** While there are some variations, the overall trends in skill demand and job role growth in Hungary are largely in line with global projections."}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_147.md
encoding: FLOAT32
metadata:
{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_147.md", "filename": "Future_of_Jobs_Report_2025_Page_147.md", "title": "Future_of_Jobs_Report_2025_Page_147", "hash": "93b9abd44e3e9704c229761f9d18c4e4", "processed_at": "2025-03-05T09:16:39.850881", "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 147\n# Hungary\n\n## Upskilling and reskilling outlook\n\n|                         | Hungary | Global |\n|-------------------------|---------|--------|\n| Would not need training by 2030 | 40      | 41     |\n| Would be upskilled in their current role | 29      | 29     |\n| Would be upskilled and redeployed      | 21      | 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## Visual Description\n\nTwo stacked horizontal bar charts illustrate the projected shift in human, combination (human/technology), and technology task completion from \"now\" to 2030.  The first segment of each bar represents tasks completed by predominantly human effort, the second segment represents tasks completed by a combination of humans and technology, and the third segment represents tasks completed by predominantly technology.  Percentages for each segment, both for the Hungarian economy and globally, are displayed at the end of each bar.  Light blue represents human, teal represents combination, and dark blue represents technology.  A lighter shade of each color represents the global average, while a slightly darker shade represents the Hungarian economy.\n\n**Key Insights:**\n\n* A significant shift towards increased technology involvement in task completion is projected by 2030, both in Hungary and globally.\n* While human-led tasks are expected to decrease, a notable portion of tasks will still rely on human input through combined efforts with technology.\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| Changes to labour laws related to remote work | 69%     | 36%    |\n| Funding for reskilling and upskilling    | 62%     | 55%    |\n| Flexibility on setting wages             | 46%     | 38%    |\n| Improvements to public education systems   | 46%     | 47%    |\n| Wage subsidies                           | 39%     | 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             | 65%     | 63%    |\n| Organization culture and resistance to change | 55%     | 46%    |\n| Inability to attract talent to the industry   | 45%     | 37%    |\n| Insufficient understanding of opportunities    | 40%     | 25%    |\n| Lack of adequate data and technical infrastructure | 30%     | 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|                      | %     | -100% | +100% |\n|----------------------|-------|-------|--------|\n| Talent availability when hiring | 77%   |       |        |\n| Talent development of existing workforce | 15%   |       |        |\n| Talent retention of existing workforce | 31%   |       |        |\n\n## Visual Description\n\nThree horizontal bar charts depict talent trends for hiring, development, and retention.  Each bar ranges from -100% to +100%, with a central dividing line at 0%.  A purple segment extends left from the center representing worsening talent availability, and a light blue segment extends right representing improving talent availability. Triangular markers indicate the global average.  \n\n**Key Insights:**\nA worsening trend is expected for all three areas. Existing workforce development and retention are projected to be significantly worse than talent availability during hiring.\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure                                                            | Hungary | Global |\n|-----------------------------------------------------------------|---------|--------|\n| Embed DEI goals and solutions across the supply chain                | 46      | 27     |\n| Run comprehensive DEI training for managers and staff             | 39      | 51     |\n| Pay equity reviews and salary audits                              | 39      | 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                                                                            | Hungary | Global |\n|------------------------------------------------------------------------------------|---------|--------|\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 83      | 69     |\n| Hiring new people with skills to better work alongside AI                            | 58      | 62     |\n| Re-orienting your organization to target new business opportunities created by AI      | 58      | 49     |\n\n\n---\n\nFuture of Jobs Report 2025 147"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_148.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_148.md", "filename": "Future_of_Jobs_Report_2025_Page_148.md", "title": "Future_of_Jobs_Report_2025_Page_148", "hash": "f9de8d046f086258620f923cb6f0a77c", "processed_at": "2025-03-05T09:16:39.850881", "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 148\n# India\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 | (2023) |  | 34% |\n| Tertiary Education Attainment | (2021) |  | 12% |\n| Ease of finding skilled employees in local labour market | (2024) |  | 3 |\n| Fill vacancies by hiring foreign labour | (2024) |  | 3 |\n| Country investment in mid-career training | (2022) |  | 4 |\n\n\n## Jobs and Skills outlook\n\n**20%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n\n**38%** (Global 39%): Skill disruption (Shares of core skills which will change)\n\n**95%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n\n**96%** (Global 88%): AI exposure (Share of organizations running AI programmes)\n\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 geopolitical division and conflicts |  |  |\n| Increased efforts and investments to reduce carbon emissions |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Slower economic growth |  |  |\n| Ageing and declining working-age populations |  | 42% |\n| Increased focus on labour and social issues |  | 41% |\n| Increased government subsidies and industrial policy |  | 29% |\n| Increased restrictions to global trade and investment |  | 29% |\n| Growing working-age populations |  | 29% |\n| Stricter anti-trust and competition regulations |  | 23% |\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\u2026) |  |  |\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 |  | 24% |\n| Quantum and encryption |  | 21% |\n| Biotechnology and gene technologies |  | 16% |\n| Satellites and space technologies |  | 13% |\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 | Global Net Growth |\n|---|---|---|---|---|\n| AI and Machine Learning Specialists | 176 |  |  | 176 |\n| Data Analysts and Scientists | 54 |  |  | 55 |\n| Business Intelligence Analysts | 17 |  |  | 19 |\n| Business Development Professionals | 14 |  |  | 16 |\n| Assembly and Factory Workers | 2 |  |  | 28 |\n| Administrative Assistants and Executive Secretaries | -20 |  |  | 24 |\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 |  | 79% |\n| Resilience, flexibility and agility |  | 63% |\n| AI and big data |  | 62% |\n| Creative thinking |  | 59% |\n| Leadership and social influence |  | 55% |\n| AI and big data |  | 94% |\n| Technological literacy |  | 74% |\n| Creative thinking |  | 71% |\n| Resilience, flexibility and agility |  | 69% |\n| Networks and cybersecurity |  | 68% |\n\n\n## Visual Description\n\nThe page contains several bar charts visualizing data related to various aspects of the Indian economy, focusing on jobs and skills.  Horizontal bars represent percentages or numerical values, comparing India's performance to global averages or income group averages.  The charts cover topics such as labor market churn, skill disruption, DEI priorities, AI exposure, macrotrends driving business transformation, technological trends, key roles for business transformation, and skills of increasing use by 2030.  Key insights include specific percentages for each indicator, allowing for comparison between India and global trends.  The charts also highlight projected growth or decline in certain job roles and the anticipated increase in demand for specific skills."}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_149.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_149.md", "filename": "Future_of_Jobs_Report_2025_Page_149.md", "title": "Future_of_Jobs_Report_2025_Page_149", "hash": "0e5d3f4784d135f0a28d773443d2573b", "processed_at": "2025-03-05T09:16:39.850881", "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 149\n# India\n\n## Upskilling and reskilling outlook\n\n* 37 | Global 41: Would not need training by 2030\n* 29 | 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## Visual Description\n\nA stacked bar chart displays the percentage of tasks completed by predominantly people, technology, or a combination of both, comparing current (Now) and projected future (2030) distributions.\n\n**Key Insights:**\n\n* A shift is projected towards greater use of technology in completing tasks.\n* Human involvement in tasks is expected to decrease.\n* The proportion of tasks completed by a combination of humans and technology will increase.\n\n**Data from Visualization:**\n\n* **Now:**\n    * Human: 48%\n    * Combination: 29%\n    * Technology: 22%\n* **2030:**\n    * Human: 31%\n    * Combination: 34%\n    * Technology: 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| Funding for reskilling and upskilling      | 53%     | 55%    |\n| Provision of reskilling and upskilling     | 53%     | 52%    |\n| Improvements to public education systems  | 47%     | 47%    |\n| Flexibility on hiring and firing practices | 41%     | 44%    |\n| Changes to immigration laws               | 34%     | 26%    |\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\n| Barrier                                      | Economy | Global |\n|-------------------------------------------|---------|--------|\n| Skills gaps in the labour market            | 65%     | 63%    |\n| Organization culture and resistance to change | 47%     | 46%    |\n| Inability to attract talent to the industry  | 40%     | 37%    |\n| Lack of adequate data and technical infrastructure | 36% | 32% |\n| Insufficient understanding of opportunities | 32% | 25% |\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 stacked bar chart shows the projected changes in wages as a percentage of company revenue.  It compares the current situation with global averages.\n\n**Key Insights:**\n\nThe chart suggests a potential increase in wages as a proportion of revenue globally, while the specific economy shown anticipates a slight decrease in this proportion.\n\n**Data from Visualization:**\n\n* **Economy:**\n    * Growing: 43%\n    * Similar: 46%\n    * Declining: 11%\n* **Global:**\n    * Growing: 52%\n    * Similar: 41%\n    * Declining: 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## Visual Description\n\nA horizontal bar chart presents data on talent availability expectations.  Three aspects are examined: talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. For each aspect, the percentage expecting improvement, worsening, and the global average are shown.\n\n**Key Insights:**\nThe data indicates a predominantly positive outlook on talent development and retention, while expectations regarding talent availability when hiring appear more balanced between improvement and worsening.\n\n**Data from Visualization:**\n\n* **Talent availability when hiring:**\n    * Improving: 27% (from -100%)\n    * Worsening: Data not fully visible in image\n    * Global average: Data not fully visible in image\n\n* **Talent development of existing workforce:**\n    * Improving: 75% (from -100%)\n    * Worsening: Data not fully visible in image\n    * Global average: Data not fully visible in image\n\n* **Talent retention of existing workforce:**\n    * Improving: 36% (from -100%)\n    * Worsening: Data not fully visible in image\n    * Global average: Data not fully visible in image\n\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* 67 | Global 51: Run comprehensive DEI training for managers and staff\n* 60 | Global 42: Set DEI goals, targets or quotas\n* 56 | 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* 86 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* 72 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* 66 | Global 49: Re-orienting your organization to target new business opportunities created by AI\n\n\n---\n\nFuture of Jobs Report 2025 149"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_15.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_15.md", "filename": "Future_of_Jobs_Report_2025_Page_15.md", "title": "Future_of_Jobs_Report_2025_Page_15", "hash": "a4e001fc71566952e8489a15007d4a59", "processed_at": "2025-03-05T09:16:39.850881", "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 15\n# Geoeconomic trends, by industry cluster\n\nShare of employers surveyed that expect the stated geoeconomic trend to transform their business.\n\n\n## Visual Description\n\nThe figure presents a bubble chart visualizing the impact of three geoeconomic trends on various industry clusters. The x-axis represents the share of employers surveyed (%), ranging from 10% to 60%. The y-axis lists the three geoeconomic trends:\n\n* Increased geopolitical division and conflicts\n* Increased government subsidies and industrial policy\n* Increased restrictions to global trade and investment\n\nEach bubble represents an industry cluster and is positioned on the chart according to the percentage of employers within that cluster who expect the given geoeconomic trend to transform their business. The size of the bubble doesn't appear to correlate with any specific data point.  Different colors represent different industry clusters, and a legend provides the color key.\n\n**Key Insights:**\n\n* **Increased restrictions to global trade and investment** seems to be the most impactful trend across most sectors, with several clusters showing a higher percentage of employers anticipating transformation compared to the other two trends.\n* **Chemical and advanced materials**, **Mining and Metals**, **Automotive and Aerospace** industries show high impact across all three geoeconomic trends.\n*  **Oil and gas** also shows notable impact, especially in the context of increased geopolitical division and conflicts.\n\n**Data Table Representation:**\n\nIt's difficult to extract precise values from the bubble chart, but the following table represents the approximate ranges:\n\n| Industry Cluster | Increased Geopolitical Division & Conflicts | Increased Government Subsidies & Industrial Policy | Increased Restrictions to Global Trade & Investment |\n|---|---|---|---|\n| Accommodation, Food, and Leisure | ~12% | ~12% | ~12% |\n| Chemical and advanced materials | ~28% | ~20% | ~14% |\n| Government and public sector | ~12% | ~18% | ~12% |\n| Medical and healthcare services | ~14% | ~16% | ~14% |\n| Real estate | ~10% | ~12% | ~10% |\n| Advanced manufacturing | ~20% | ~18% | ~18% |\n| Education and training | ~12% | ~18% | ~14% |\n| Information and technology services | ~18% | ~18% | ~18% |\n| Mining and Metals | ~28% | ~28% | ~20% |\n| Oil and gas | ~28% | ~20% | ~14% |\n| Agriculture, forestry, and fishing | ~18% | ~18% | ~16% |\n| Electronics | ~20% | ~18% | ~18% |\n| Energy technology and utilities | ~26% | ~22% | ~18% |\n| Financial services and capital markets | ~18% | ~16% | ~14% |\n| Infrastructure | ~22% | ~20% | ~18% |\n| Insurance and pensions management | ~18% | ~16% | ~16% |\n| Production of consumer goods | ~18% | ~16% | ~16% |\n| Professional Services | ~18% | ~18% | ~16% |\n| Supply chain and transportation | ~20% | ~18% | ~16% |\n| Telecommunications | ~22% | ~18% | ~16% |\n| Automotive and Aerospace | ~48% | ~40% | ~22% |\n\n\n# Green transition\n\nDespite an increasingly complex outlook for global climate negotiations, the green transition remains a priority for many organizations globally. Nearly half of surveyed employers (47%) anticipate the ramping up of efforts and investments to reduce carbon emissions as a key driver for organizational transformation. Similarly, 41% expect that increased efforts and investments to adapt to climate change will drive significant organizational changes. These two trends rank 3rd and 6th, respectively, among the drivers of business transformation identified by the Future of Jobs Survey. These priorities have enabled green jobs to demonstrate resilience in recent years, with hiring rates in green sectors remaining relatively stable even throughout the pandemic-related disruptions of 2020.<sup>25</sup>\n\nThe Future of Jobs Survey finds that the industrial sector \u2013 encompassing industries such as Automotive and Aerospace, and Mining and Metals \u2013 anticipates significant organizational transformation as companies ramp up efforts to decarbonize: 71% of employers in the Automotive and Aerospace industry and 69% of those in the Mining and Metals industry expect carbon emissions reductions to transform their organizations. Given the carbon-intensive nature of these industries,<sup>26</sup> decarbonization will significantly transform these industries and their workforces, with workers requiring upskilling and reskilling to transition to alternative jobs.\n\nA similar picture emerges across regions. For example, in South-Eastern Asia, 72% of employers expect climate mitigation efforts to transform their\n\n_Future of Jobs Report 2025_ 15"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_150.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_150.md", "filename": "Future_of_Jobs_Report_2025_Page_150.md", "title": "Future_of_Jobs_Report_2025_Page_150", "hash": "ae81db04b1608a38ffdc0e3d12a938fd", "processed_at": "2025-03-05T09:16:39.850881", "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 150\n# Indonesia\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 | (2023) |  | 39% |\n| Tertiary Education Attainment | (2023) |  | 12% |\n| Ease of finding skilled employees in local labour market | (2024) |  | 5 |\n| Fill vacancies by hiring foreign labour | (2024) |  | 5 |\n| Country investment in mid-career training | (2022) |  | 5 |\n\n\n## Jobs and Skills outlook\n\n* **Labour-market churn:** 14% (Global: 22%)\n  * Five-year structural labour-force churn\n* **Skill disruption:** 36% (Global: 39%)\n  * Shares of core skills which will change\n* **Organizations with DEI priorities:** 94% (Global: 83%)\n  * Share of organizations with DEI priorities\n* **AI exposure:** 90% (Global: 88%)\n  * Share of organizations running AI programmes\n\n\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 emissions |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Increased efforts and investments to adapt to climate change |  |  |\n| Increased geopolitical division and conflicts |  |  |\n| Ageing and declining working-age populations |  |  |\n| Slower economic growth |  | 50% |\n| Increased focus on labour and social issues |  | 44% |\n| Increased restrictions to global trade and investment |  | 41% |\n| Growing working-age populations |  | 39% |\n| Increased government subsidies and industrial policy |  | 28% |\n| Stricter anti-trust and competition regulations |  | 17% |\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| Sensing, laser and optical technologies |  |  |\n| Semiconductors and computing technologies |  | 33% |\n| Biotechnology and gene technologies |  | 24% |\n| Satellites and space technologies |  | 13% |\n| Quantum and encryption |  | 13% |\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 | Global net growth | Churn |\n|---|---|---|---|\n| AI and Machine Learning Specialists | 52 | 82 | 52 |\n| Big Data Specialists | 26 | 113 | 28 |\n| Business Development Professionals | 15 | 19 | 19 |\n| Managing Directors and Chief Executives | 7 | 5 | 7 |\n| Assembly and Factory Workers | -9 | 0 | 15 |\n| Data Entry Clerks | -29 | -26 | 29 |\n\n\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| Resilience, flexibility and agility |  |  |\n| Analytical thinking |  |  |\n| Creative thinking |  |  |\n| Talent management |  |  |\n| AI and big data |  |  |\n\n| Skills of Increasing Use by 2030 |  |  |\n|---|---|---|\n| AI and big data |  | 100% |\n| Creative thinking |  | 77% |\n| Technological literacy |  | 71% |\n| Networks and cybersecurity |  | 71% |\n| Analytical thinking |  | 64% |\n\n\n## Visual Description\n\nThe image contains several bar charts and a table visualizing data related to Indonesia's economy, job market, and skills outlook.\n\nThe bar charts compare Indonesia's data with global averages and income group averages for various indicators like labor force participation, unemployment rate, skill disruption, and adoption of DEI priorities. They also showcase macro trends driving business transformation, including factors like broadening digital access, climate change efforts, and geopolitical instability.  Other charts focus on technology trends like AI adoption, robotics, and biotechnology.\n\nA table displays the net growth and churn for key roles expected to be impacted by business transformation, such as AI specialists and data entry clerks.  Further charts show the expected increase in demand for skills by 2030, both in Indonesia and globally. These include skills like resilience, analytical thinking, and technological literacy. Horizontal bars illustrate the projected percentage change in the use of these skills.\n\nKey insights include the projected growth of AI and Big Data related roles, the importance of skills like resilience and analytical thinking, and the significant influence of global trends like climate change and digital access on business transformation in Indonesia. The visuals also highlight areas of concern, such as a high level of vulnerable employment and the potential displacement of certain job roles due to automation."}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_151.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_151.md", "filename": "Future_of_Jobs_Report_2025_Page_151.md", "title": "Future_of_Jobs_Report_2025_Page_151", "hash": "15386b479abd8191b1dc335457ade0f6", "processed_at": "2025-03-05T09:16:39.851877", "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 151\n# Indonesia\n\n## Upskilling and reskilling outlook\n\n|                            |                 |\n|----------------------------|-----------------|\n| Would not need training by 2030 | 36 | Global 41 |\n| Would be upskilled in their current role | 30 | Global 29 |\n| Would be upskilled and redeployed | 22 | Global 19 |\n| Would be unlikely to upskill | 13 | Global 11 |\n\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 horizontal bar charts show the projected shift in task completion between humans, technology, and a combination of both from \"now\" to 2030.  Each bar segment is color-coded: light blue for human, medium blue for combination, and dark blue for technology. Corresponding percentages are placed to the right of each bar. The \"now\" data shows approximately equal shares between human, combined, and technological work. The 2030 projection indicates a shift, with the human-executed work decreasing and combined/technology-executed work increasing.\n\n**Key Insights:**  Automation and human-technology collaboration are expected to increase by 2030, taking over tasks previously done primarily by humans.\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|                                        | ECONOMY | GLOBAL |\n|----------------------------------------|---------|--------|\n| Provision of reskilling and upskilling  | 62%     | 52%    |\n| Funding for reskilling and upskilling  | 56%     | 55%    |\n| Flexibility on hiring and firing practices | 47%     | 44%    |\n| Improvements to public education systems | 44%     | 47%    |\n| Flexibility on setting wages            | 41%     | 38%    |\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|                                                | ECONOMY | GLOBAL |\n|------------------------------------------------|---------|--------|\n| Skills gaps in the labour market               | 54%     | 63%    |\n| Inability to attract talent to the industry   | 48%     | 37%    |\n| Outdated or inflexible regulatory framework      | 48%     | 39%    |\n| Lack of adequate data and technical infrastructure | 44%     | 32%    |\n| Organization culture and resistance to change    | 37%     | 46%    |\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\u2019s total revenues**\n\n| Growing | Global | Similar | Global | Declining | Global |\n| ------- | ------ | ------- | ------ | -------- | ------ |\n|         |        |         |        |          |        |\n\n## Visual Description\n\nA stacked horizontal bar chart illustrates the projected wage trends.  Segments are colored light green (Growing), light teal (Similar), and light purple (Declining). Percentages are displayed to the right of the bar.\n\n**Key Insight:** The data indicates a significant portion of organizations expect wages to remain similar, with a smaller but notable percentage expecting an increase. A minimal percentage anticipate a decline.\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|                                    | -100% | +100% |\n|------------------------------------|-------|-------|\n| Talent availability when hiring      | 41%   | 26%   |\n| Talent development of existing workforce | 3%    | 74%   |\n| Talent retention of existing workforce  | 24%   | 44%   |\n\n## Visual Description\n\nThree horizontal diverging bar charts depict the perceived change in talent availability, development, and retention over the next five years.  Each chart uses light blue for improvement and light purple for worsening, with percentage labels at each end.\n\n**Key Insight:**  Significant improvement is expected in talent development, while retention and availability when hiring show smaller anticipated improvements.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n\n|                                                             |                      |\n|----------------------------------------------------------|----------------------|\n| Targeted recruitment, retention and progression initiatives | 62 | Global 48        |\n| Set DEI goals, targets or quotas                             | 56 | Global 42        |\n| Run comprehensive DEI training for managers and staff        | 53 | Global 51        |\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|------------------------------------------------------------------------------|----------------------|\n| Reskilling and upskilling your existing workforce to better work alongside AI      | 94 | Global 77        |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 74 | Global 69        |\n| Hiring new people with skills to better work alongside AI                           | 65 | Global 62        |\n\n## Working Age Population (Millions)\n167.6"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_152.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_152.md", "filename": "Future_of_Jobs_Report_2025_Page_152.md", "title": "Future_of_Jobs_Report_2025_Page_152", "hash": "077cc7e7a0e77f1365d8e94ed3605c1f", "processed_at": "2025-03-05T09:16:39.851877", "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 152\n# Ireland\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\n\n| INDICATORS |  |  |\n|---|---|---|\n| Secondary Education Attainment (2022) | 68% | 80% |\n| Tertiary Education Attainment (2022) | 10% | 47% |\n| Ease of finding skilled employees in local labour market (2024) | 6% | 4 |\n| Fill vacancies by hiring foreign labour (2024) | 3% | 5 |\n| Country investment in mid-career training (2022) | 6% | 4 |\n\n**Working Age Population (Millions): 3.6**\n\n## Jobs and Skills outlook\n\n* **10%** (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* **93%** (Global 88%): AI exposure (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| Economy | Global |\n|---|---|\n| Increased efforts and investments to adapt to climate... |  |  |\n| Increased focus on labour and social issues |  |  |\n| Broadening digital access |  |  |\n| Increased efforts and investments to reduce carbon... |  |  |\n| Ageing and declining working-age populations |  |  |\n| Slower economic growth |  |  |\n\n\n|  | Economy | Global |\n|---|---|---|\n| Increased geopolitical division and conflicts | 57% | 33% |\n| Increased restrictions to global trade and investment | 57% | 29% |\n| Growing working-age populations | 48% | 29% |\n| Rising cost of living, higher prices or inflation | 43% | 29% |\n| Stricter anti-trust and competition regulations | 38% | 24% |\n| Increased government subsidies and industrial policy | 33% | 19% |\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|  | Economy | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR...) |  | 81% |\n| Robots and autonomous systems |  | 52% |\n| Energy generation, storage and distribution |  | 43% |\n| Sensing, laser and optical technologies |  | 43% |\n| Semiconductors and computing technologies |  | 43% |\n\n\n|  |  |\n|---|---|\n| Quantum and encryption | 29% |\n| New materials and composites | 29% |\n| Satellites and space technologies | 14% |\n| Biotechnology and gene technologies | 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|  | Net growth | Global net growth | Churn |\n|---|---|---|---|\n| Sustainability Specialists | 24 | 33 | 24 |\n| AI and Machine Learning Specialists | 23 | 82 | 23 |\n| Business Development Professionals | 20 | 19 | 20 |\n| Vocational Education Teachers | 15 | 9 | 15 |\n| Data Analysts and Scientists | 11 | 41 | 15 |\n| Supply Chain and Logistics Specialists | 7 | 17 | 13 |\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| Resilience, flexibility and agility |  |  |\n| Service orientation and customer service |  |  |\n| Empathy and active listening |  |  |\n| Leadership and social influence |  |  |\n\n\n\n| SKILLS OF INCREASING USE BY 2030 |  |  |\n|---|---|---|\n| Resilience, flexibility and agility | 82% | 88% |\n| Curiosity and lifelong learning | 82% | 88% |\n| Technological literacy | 77% | 86% |\n| AI and big data | 71% | 80% |\n| Talent management | 71% | 69% |\n\n\n**Future of Jobs Report 2025**\n\n\n## Visual Description\n\nSeveral bar charts and a line chart visualize data related to Ireland's economy, skills, and job market.\n\n**Macrotrends & Technology Trends:** These charts show the percentage of organizations surveyed that identified specific macrotrends (e.g., climate change adaptation, geopolitical division) and technology trends (e.g., AI, robotics) as likely drivers of business transformation.  Ireland's responses are compared to global averages.  Generally, Ireland's responses align with global trends, but with some variations in degree. For example, while both Ireland and globally see AI as a key driver, a higher percentage of organizations in Ireland identified it as such.\n\n**Key Roles & Skills:**  A line chart and bar chart respectively depict key roles for business transformation and skills of increasing use by 2030. The line chart shows projected net growth, global net growth, and churn for roles like Sustainability Specialists and AI/Machine Learning Specialists. The bar chart compares the projected increase in use of skills like analytical thinking and resilience between Ireland and the global average.  These charts highlight growth areas in the Irish job market and the skills needed for those roles.\n\n**Contextual Indicators:**  Horizontal bar charts depict various economic indicators for Ireland, compared against regional and income group averages, including labor force participation, unemployment rates, and educational attainment.  These offer a snapshot of Ireland's current economic and labor market conditions.  For instance, the charts illustrate Ireland's position relative to averages on metrics like secondary education attainment.\n\n**Key Insights:**\n\n* **AI and related technologies are key drivers of transformation:** This is evident in both macrotrends and technology trends.\n* **Sustainability is a growing area of focus:** This is reflected in the key roles for business transformation chart.\n* **Certain skills are becoming increasingly important:**  Analytical thinking, resilience, and technological literacy are prominent examples.\n* **Ireland generally aligns with global trends:** But variations exist in the degree of focus on specific trends and the prevalence of certain skills.\n\n\nThe charts provide valuable information for businesses and individuals in Ireland to understand the evolving economic landscape and make informed decisions about future investments and skill development."}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_153.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_153.md", "filename": "Future_of_Jobs_Report_2025_Page_153.md", "title": "Future_of_Jobs_Report_2025_Page_153", "hash": "ebb1394c687280678c1ddda053e478d1", "processed_at": "2025-03-05T09:16:39.851877", "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 153\n# Ireland\n\n## Upskilling and reskilling outlook\n\n|                                    | Ireland | Global |\n|------------------------------------|---------|--------|\n| Would not need training by 2030    | 33      | 41     |\n| Would be upskilled in their role   | 31      | 29     |\n| Would be upskilled and redeployed  | 25      | 19     |\n| Would be unlikely to upskill        | 10      | 11     |\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\nThere are multiple bar graphs and charts, one of which appears to be a grid visualization.\n\n**Human-machine frontier:** This is a stacked bar chart showing the percentage of tasks completed by predominantly people, technology, or a combination of both for \"now\" and the year \"2030\".  The Ireland-specific data is missing. Global data suggests a shift towards more tasks being done by a combination of humans and technology by 2030.\n\n**Public policies to improve talent availability:** This is a horizontal bar chart. It displays the percentage of respondents (both in Ireland and globally) who agree that certain public policies have the greatest potential to increase talent availability.  Policies surveyed include improvements to public education systems, flexibility on hiring and firing practices, funding for reskilling and upskilling, provision of reskilling and upskilling, and changes to labour laws related to remote work. In most cases, Ireland's responses show a greater percentage of agreement compared to global averages, except for \"changes to labour laws related to remote work\".\n\n**Key barriers for business transformation:** This shows the percentage of organizations expecting certain barriers to hinder their transformation. Barriers include: skills gaps in the labor market, inability to attract talent to the firm, inability to attract talent to the industry, organization culture and resistance to change, and shortage of investment capital. For each barrier, both the Irish and global responses are provided. Generally, Irish organizations report a higher percentage for each barrier, particularly with \"skills gaps in the labor market\".\n\n**Wage trends:** This shows the share of organizations projecting the share of wages and other forms of worker's compensation. Categories include growing, similar, and declining, with both Irish and global percentages given. The visualization lacks numerical data for the Irish responses.\n\n**Talent availability outlook:** This shows the share of respondents who expect their talent availability to improve or worsen in five years for talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce.  Each category has a horizontal bar with negative values (-100% to 0%) representing worsening and positive values (0% to +100%) representing improvement. Both the Irish and global averages are displayed.\n\n**DEI Actions:** Three separate boxes present the share of employers planning to implement diversity, equity, and inclusion measures, including: pay equity reviews and salary audits, comprehensive DEI training, and anti-harassment protocols. Each measure shows both Ireland's percentage and the global percentage.\n\n**AI Strategy:** Three boxes represent the share of employers planning to implement certain AI strategies, including: reskilling and upskilling the existing workforce, hiring new people with AI skills, and re-orienting the organization to target new AI-driven business opportunities.  Each measure shows Ireland's percentage and the global percentage.\n\n\n## Key Barriers for Business Transformation\n\n**Transformation barriers**\n\n*   **Skills gaps in the labour market:** 76% (Economy) | 63% (Global)\n*   **Inability to attract talent to my firm:** 43% (Economy) | 27% (Global)\n*   **Inability to attract talent to the industry:** 38% (Economy) | 37% (Global)\n*   **Organization culture and resistance to change:** 33% (Economy) | 46% (Global)\n*   **Shortage of investment capital:** 29% (Economy) | 26% (Global)\n\n\n## Talent availability outlook\n\n**Talent trend**\n\n*   _Improving_ \u25b2 Global average\n*   _Worsening_ \u25b2 Global average\n\n**Talent availability when hiring**\n\n*   43% - -100% | +100% | 21%\n\n**Talent development of existing workforce**\n\n*   0% - -100% | +100% | 62%\n\n**Talent retention of existing workforce**\n\n*   38% - -100% | +100% | 23%\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n*   **Pay equity reviews and salary audits:** 73 | Global 39\n*   **Run comprehensive DEI training for managers and staff:** 60 | Global 51\n*   **Anti-harassment protocols:** 53 | Global 33\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 | 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:** 71 | Global 49"}


created_at: 2025-03-05 15:16:48
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_154.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_154.md", "filename": "Future_of_Jobs_Report_2025_Page_154.md", "title": "Future_of_Jobs_Report_2025_Page_154", "hash": "ebf527c34995fa96ee91dc6e7071698e", "processed_at": "2025-03-05T09:16:39.851877", "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 154\n# Israel\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\n\n## Jobs and Skills outlook\n\n* **20%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **43%** (Global 39%): Skill disruption (Shares of core skills which will change)\n\n## Indicators\n\n| Indicators | min | max |\n|---|---|---|\n| Secondary Education Attainment (2022) |  | 85% |\n| Tertiary Education Attainment (2022) |  | 38% |\n| Ease of finding skilled employees in local labour market (2024) |  | 6 |\n| Fill vacancies by hiring foreign labour (2024) |  | 4 |\n| Country investment in mid-career training (2022) |  | 4 |\n\n* **86%** (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\n## Working Age Population (Millions)\n\n5.5\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\n| Macrotrend | Economy | Global |\n|---|---|---|\n| Broadening digital access |  |  |\n| Rising cost of living, higher prices or inflation |  |  |\n| Stricter anti-trust and competition regulations |  |  |\n| Increased focus on labour and social issues |  |  |\n| Slower economic growth |  |  |\n| Increased geopolitical division and conflicts |  |  |\n\n| Macrotrend | Economy | Global |\n|---|---|---|\n| Increased efforts and investments to reduce carbon... | 68% | 32% |\n| Ageing and declining working-age populations | 51% | 29% |\n| Increased efforts and investments to adapt to climate... | 46% | 24% |\n| Growing working-age populations | 46% | 24% |\n| Increased restrictions to global trade and investment | 42% | 22% |\n| Increased government subsidies and industrial policy | 37% | 20% |\n\n\n### Technology trends driving 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| New materials and composites |  |  |\n| Energy generation, storage and distribution |  |  |\n| Sensing, laser and optical technologies |  |  |\n\n| Technology Trend | Economy | Global |\n|---|---|---|\n| Semiconductors and computing technologies | 91% | 17% |\n| Quantum and encryption | 57% | 12% |\n| Biotechnology and gene technologies | 29% | 12% |\n| Satellites and space technologies | 29% | 5% |\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 | 65 | 82 | 65 |\n| Data Analysts and Scientists | 60 | 41 | 68 |\n| Business Intelligence Analysts | 25 | 18 | 30 |\n| Business Development Professionals | 22 | 19 | 22 |\n| Assembly and Factory Workers | -11 | 0 | 22 |\n| Administrative Assistants and Executive Secretaries | -20 | -20 | 20 |\n\n\n\n## Visual Description\n\nSeveral horizontal bar charts and a combination chart are present, visualizing data related to Israel's economy and skills outlook. \n\n**Charts 1-4 (Contextual Indicators, Jobs and Skills Outlook, Indicators, AI exposure/DEI priorities):** These charts present percentage or numerical data points with corresponding bars, but the bars' lengths aren't directly visible due to cropping. The provided values should be considered the key takeaway from these visuals.\n\n**Charts 5 & 6 (Macrotrends & Technology Trends driving business transformation):** These charts show the share of organizations identifying various trends (e.g., \"Broadening digital access,\" \"AI and information processing technologies\") as likely to drive business transformation.  Light blue bars represent responses within Israel's economy, while dark blue bars show the global average.  Key insights would involve comparing the relative lengths of these paired bars to determine if Israel is ahead or behind global trends.\n\n**Chart 7 (Key roles for business transformation):** This chart combines a horizontal bar chart and a dot plot to display the net growth and structural churn of various job roles. Each role has a light blue bar representing net growth, purple representing job displacement, and a triangle representing global net growth.  The x-axis ranges from -100% to 100%, indicating net change in roles.  Numbers on the right end indicate the net growth, global net growth, and churn for each role.  This visual allows for comparison of net growth between roles, comparing local vs. global trends, and understanding the level of churn associated with each role.\n\n**Charts 8 & 9 (Skills of increasing use by 2030):**  These charts show the projected increase in use of various core skills between 2025 and 2030.  The left chart shows core skills for 2025 with local (blue bar) and global (triangle) percentages. The right chart shows projected increases by 2030 using the same visualization format. Key insights would involve comparing the growth of skills and comparing local vs. global projections.  For example, Resilience, flexibility, and agility is projected to increase from 80% (local) to 93%.\n\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\n| Core Skills of 2025 | Economy | Global |\n|---|---|---|\n| Resilience, flexibility and agility |  |  |\n| Analytical thinking |  |  |\n| Systems thinking |  |  |\n| AI and big data |  |  |\n| Creative thinking |  |  |\n\n| Skills of Increasing Use by 2030 | | |\n|---|---|---|\n| AI and big data | 80% | 93% |\n| Resilience, flexibility and agility | 63% | 89% |\n| Curiosity and lifelong learning | 63% | 79% |\n| Systems thinking | 60% | 74% |\n| Networks and cybersecurity | 57% | 72% |"}


