# embeddings_queue

created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_260.md", "filename": "Future_of_Jobs_Report_2025_Page_260.md", "title": "Future_of_Jobs_Report_2025_Page_260", "hash": "3902c9a35546c38b1a4c5ffdb3850926", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 260\n# Information and Technology services\n\n**34%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**32%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**89%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**93%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Macrotrend                       | Industry | Global |\n| --------------------------------- | ------- | ------- |\n| Broadening digital access        | 74%     | 35%     |\n| Rising cost of living, higher prices or inflation | 60%     | 40%     |\n| Slower economic growth            | 50%     | 41%     |\n| Increased focus on labour and social issues | 45%     | 31%     |\n| Increased efforts and investments to reduce carbon\u2026 | 45%     | 26%     |\n| Increased geopolitical division and conflicts | 42%     | 21%     |\n\n| Macrotrend                                      | Industry | Global |\n| -------------------------------------------- | ------- | ------- |\n| Ageing and declining working-age populations    | 43%     | 22%     |\n| Increased efforts and investments to adapt to climate\u2026 | 46%     | 17%     |\n| Increased government subsidies and industrial policy | 37%     | 21%     |\n| Stricter anti-trust and competition regulations | 47%     | 23%     |\n| Increased restrictions to global trade and investment | 36%     | 20%     |\n| Growing working-age populations                   | 34%     | 24%     |\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                       | Industry | Global |\n| ----------------------------------------------------- | ------- | ------- |\n| AI and information processing technologies (big data, VR, AR\u2026) | 99%     | 20%     |\n| Robots and autonomous systems                         | 86%     | 9%      |\n| Quantum and encryption                               | 48%     | 12%     |\n| Semiconductors and computing technologies                | 41%     | 30%     |\n| Energy generation, storage and distribution              | 12%     | 12%     |\n\n| Technology Trend                 | Industry | Global |\n| ------------------------------- | ------- | ------- |\n| Satellites and space technologies | 36%     | 18%     |\n| New materials and composites    | 20%     | 9%      |\n| Sensing, laser and optical technologies | 28%     | 11%     |\n| Biotechnology and gene technologies     | N/A     | N/A     |\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n\n| Role                                    | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n| --------------------------------------- | --------- | ---------- | ---------------- | --------- | ---------------- |\n| Software and Applications Developers     | 132       | 57         | 138             | 100%     | N/A             |\n| AI and Machine Learning Specialists   | 98        | 82         | 98              | N/A      | N/A             |\n| Data Analysts and Scientists          | 42        | 41         | 46              | N/A      | N/A             |\n| Data Engineers                         | 32        | 36         | 32              | N/A      | N/A             |\n| Accounting, Bookkeeping and Payroll Clerks | -27       | -18        | 27              | N/A      | N/A             |\n| Data Entry Clerks                       | -30       | -26        | 30              | -100%    | N/A             |\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Skill                           | Industry | Global |\n| ------------------------------ | ------- | ------- |\n| Analytical thinking            | 83%     | 97%     |\n| Resilience, flexibility and agility | 70%     | 78%     |\n| Curiosity and lifelong learning  | 66%     | 75%     |\n| AI and big data                | 66%     | 74%     |\n| Leadership and social influence | 59%     | 68%     |\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n| Workforce Strategy                            | Industry | Global |\n| ---------------------------------------------- | ------- | ------- |\n| Upskill your workforce                        | 92%     | 85%     |\n| Hire staff with new skills to meet emerging business needs | 86%     | 70%     |\n| Accelerate the automation of processes and tasks | 76%     | 73%     |\n\n## Upskilling and reskilling outlook\n\n| Outcome                                    | Industry | Global |\n| ------------------------------------------ | ------- | ------- |\n| Would not need training by 2030           | 38      | 41      |\n| Would be upskilled in their current role    | 27      | 29      |\n| Would be upskilled and redeployed          | 23      | 19      |\n| Would be unlikely to upskill                | 12      | 11      |\n\n\n## Visual Description\n\nA grid visualization representing the percentage of respondents falling into four categories regarding upskilling and reskilling.  The grid is divided into four sections, one for each outcome.  Each section has a series of colored squares. Purple represents the \"Industry\" percentage and teal represents the \"Global\" percentage.  The number of squares of each color within a section visually represents the proportion of respondents for that category.\n\n**Key Insights:**\n\n* A significant portion of respondents both within the industry and globally indicate they will *not* need training by 2030.\n* Upskilling in current roles and upskilling combined with redeployment are notable trends.\n* A smaller, but still present, percentage of respondents are expected to not be upskilled.\n\n\n---\nFuture of Jobs Report 2025 260"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_263.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_263.md", "filename": "Future_of_Jobs_Report_2025_Page_263.md", "title": "Future_of_Jobs_Report_2025_Page_263", "hash": "0f673c2c7679c970077f96258a9555a4", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 263\n# Infrastructure\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n\n\n## Visual Description\n\n**Human-Machine Frontier Chart:**\n\nThis 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.  Each bar segment is labeled with the corresponding percentage.\n\n* **Now:** Human (51%), Combination (29%), Technology (20%)\n* **2030:** Human (48%), Combination (30%), Technology (22%)\n\n**Key Insight:**  The chart suggests a slight shift towards more tasks involving a combination of humans and technology by 2030, with slight decreases in solely human or technology-driven tasks.\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n| Practice | Industry | Global |\n|---|---|---|\n| Providing effective reskilling and upskilling | 73% | 63% |\n| Improving talent progression and promotion processes | 68% | 62% |\n| Supporting employee health and well-being | 68% | 64% |\n| Offering remote and hybrid work opportunities within countries | 54% | 43% |\n| Tapping into diverse talent pools | 44% | 47% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues\n\n\n## Visual Description\n\n**Wage Trends Chart:**\n\nThis stacked bar chart shows the projected share of wages and other forms of worker's compensation as a percentage of total company revenue.  \n\n* **Growing:** Industry (58%), Global (8%)\n* **Similar:** Industry (3%), Global (52%)\n* **Declining:** Industry (39%), Global (41%)\n\n**Key Insight:** Globally, a larger percentage of organizations expect the share of wages to remain similar compared to industry projections.  However, within the industry, there is a greater expectation of a decline in the wage share compared to global projections.\n\n\n## Transformation barriers\n\n**Transformation Barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 58% | 63% |\n| Organization culture and resistance to change | 46% | 46% |\n| Inability to attract talent to the industry | 40% | 37% |\n| Lack of adequate data and technical infrastructure | 36% | 32% |\n| Outdated or inflexible regulatory framework | 33% | 39% |\n\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n\n## Visual Description\n\n**Talent Trend Chart:**\n\nThis chart illustrates the expected change in talent availability over the next five years, broken down by talent availability when hiring, development of existing workforce, and retention of existing workforce. The scale ranges from -100% (worsening) to +100% (improving).\n\n* **Talent availability when hiring:**  Improving (33%), Worsening (-67% implied, reaching 41% on the scale). Global Average indicated.\n* **Talent development of existing workforce:** Improving (100%), Worsening (0% implied, reaching 0% on the scale). Global Average indicated.\n* **Talent retention of existing workforce:** Improving (28%), Worsening (-72% implied, reaching 67% on the scale). Global Average indicated.\n\n**Key Insight:**  Organizations expect significant improvement in talent development. Hiring availability shows mixed expectations, with some expecting improvement and others a decline.  Retention also shows a mixed outlook, with a smaller proportion expecting improvement compared to those expecting decline.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure | % | Global |\n|---|---|---|\n| Set DEI goals, targets or quotas | 58 | 42 |\n| Targeted recruitment, retention and progression initiatives | 53 | 48 |\n| Run comprehensive DEI training for managers and staff | 48 | 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| Strategy | % | Global |\n|---|---|---|\n| Reskilling and upskilling your existing workforce to better work alongside AI | 74 | 77 |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 64 | 69 |\n| Hiring new people with skills to better work alongside AI | 59 | 62 |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_264.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_264.md", "filename": "Future_of_Jobs_Report_2025_Page_264.md", "title": "Future_of_Jobs_Report_2025_Page_264", "hash": "f53df3429a2d53c664065b8fb26abebf", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 264\n# Insurance and Pensions management\n\n## Labour-market churn\n19% | Global 22%\nFive-year structural labour-force churn\n\n## Skill disruption\n47% | Global 39%\nShares of core skills which will change\n\n## Organizations with DEI priorities\n97% | Global 83%\nShare of organizations with DEI priorities\n\n## AI exposure\n0% | Global 0%\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Industry | Global |\n|------------------------------------|---------|--------|\n| Broadening digital access            |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Slower economic growth              |         |        |\n| Ageing and declining working-age populations |         |        |\n| Increased efforts and investments to adapt to climate... |         |        |\n| Increased focus on labour and social issues |         |        |\n| Growing working-age populations   |         | 40%    |\n|                                    |         | 24%    |\n| Increased geopolitical division and conflicts |         | 38%    |\n|                                    |         | 34%    |\n| Increased efforts and investments to reduce carbon... |         | 33%    |\n|                                    |         | 47%    |\n| Stricter anti-trust and competition regulations |         | 22%    |\n|                                    |         | 17%    |\n| Increased restrictions to global trade and investment |         | 20%    |\n|                                    |         | 23%    |\n|                                    |         |  0% |\n|                                    |         |  0% |\n\n\n\n### Technology trends driving business transformation\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Trend | Industry | Global |\n|---|---|---|\n| AI and information processing technologies (big data, VR, AR\u2026) |  |  |\n| Robots and autonomous systems |  |  |\n| Quantum and encryption |  |  |\n| Semiconductors and computing technologies |  |  |\n| Biotechnology and gene technologies |  |  |\n| Energy generation, storage and distribution | | 11% |\n| | | 41% |\n| Sensing, laser and optical technologies | | 9% |\n|  |  | 18% |\n|  | | 0% |\n| | | 0% |\n| | | 0% |\n|  |  | 0% |\n\n\n\n### Jobs outlook\n\n#### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role | NET GROWTH | 1. | 2. | 3. |\n|---|---|---|---|---|\n| AI and Machine Learning Specialists |  | 40 | 82 | 40 |\n| Data Analysts and Scientists |  | 35 | 41 | 35 |\n| Digital Transformation Specialists |  | 33 | 35 | 33 |\n| Risk Management Specialists |  | 11 | 17 | 11 |\n| Accountants and Auditors |  | -11 | -8 | 14 |\n| Administrative Assistants and Executive Secretaries |  | -29 | -20 | 29 |\n\n\n### Skill outlook\n\n#### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Industry\n* Global\n\nCORE SKILLS OF 2025\n\n| Skill                      | Industry | Global |\n|---------------------------|---------|--------|\n| Resilience, flexibility and agility |         | 94%    |\n| Analytical thinking         |         | 89%    |\n| Curiosity and lifelong learning |         | 83%    |\n| Leadership and social influence |         | 75%    |\n| Creative thinking          |         | 72%    |\n\nSKILLS OF INCREASING USE BY 2030\n| Skill | Global |\n|---|---|\n| AI and big data | 97% |\n| Creative thinking | 86% |\n| Networks and cybersecurity | 81% |\n| Technological literacy | 81% |\n| Curiosity and lifelong learning | 77% |\n\n### Workforce Strategy outlook\n\n#### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n* Industry\n* Global\n\n| Macrotrend | INDUSTRY | GLOBAL |\n|---|---|---|\n| Accelerate the automation of processes and tasks | 97% | 73% |\n| Upskill your workforce | 91% | 85% |\n| Hire staff with new skills to meet emerging business needs | 76% | 70% |\n\n\n### Upskilling and reskilling outlook\n\n| Outcome                        | Industry | Global |\n|---------------------------------|---------|--------|\n| Would not need training by 2030 | 39      | 41     |\n| Would be upskilled in their current role | 29      | 29     |\n| Would be upskilled and redeployed | 22      | 19     |\n| Would be unlikely to upskill    | 9       | 11     |\n\n## Visual Description\n\nSeveral bar charts and a grid chart visualize data related to the Insurance and Pensions Management industry.\n\nThe bar charts compare \"Industry\" and \"Global\" data across various categories like macrotrends driving business transformation, technology trends, key roles for transformation, skills of increasing use, key components of workforce strategy, and upskilling/reskilling outlook.  Generally, the \"Global\" data points are lower than the \"Industry\" data points across most categories.\n\nThe grid chart visualizes the upskilling and reskilling outlook, dividing the workforce into four categories: those not needing training, those upskilled in their current role, those upskilled and redeployed, and those unlikely to upskill.  The chart represents these categories with colored squares, visually displaying the proportion of the workforce expected to fall into each category by 2030. Both \"Industry\" and \"Global\" data are presented, with the \"Global\" numbers generally slightly lower.\n\n\nKey Insights:\n\n* **Automation and Upskilling are Key:**  A high percentage of organizations plan to accelerate automation and upskill their workforce, suggesting a focus on adapting to technological change.\n* **Skills Gap:** The industry sees a need for increased resilience, flexibility, analytical thinking, and curiosity and lifelong learning, indicating a potential skills gap in these areas.\n* **Significant Reskilling/Upskilling Effort:**  The reskilling/upskilling outlook suggests that a substantial portion of the workforce will require training or redeployment, indicating a significant investment in human capital development will be necessary.\n* **Limited AI adoption:**  A very low percentage of organizations are currently leveraging AI, suggesting a potential area for future growth.\n\n\nFuture of Jobs Report 2025/264"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_265.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_265.md", "filename": "Future_of_Jobs_Report_2025_Page_265.md", "title": "Future_of_Jobs_Report_2025_Page_265", "hash": "64b7ae0d5f634d834dbd18cb803f0dad", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 265\n# Insurance and Pensions management\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, titled \"Human-machine frontier,\" is a stacked bar graph depicting the percentage of tasks completed by predominantly people, technology, or a combination of both, for \"Now\" and \"2030\".  The \"Now\" data shows a larger proportion of tasks completed by predominantly people (light blue segment), followed by a combination (medium blue), and finally technology (dark blue). The \"2030\" projection indicates an increase in tasks completed by a combination and technology, while the proportion completed predominantly by people shrinks. Numerical values are provided at the ends of each bar segment.\n\n## Key barriers for business transformation\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 69% | 63% |\n| Organization culture and resistance to change | 49% | 46% |\n| Outdated or inflexible regulatory framework | 47% | 39% |\n| Lack of adequate data and technical infrastructure | 38% | 32% |\n| Inability to attract talent to the industry | 33% | 37% |\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\n* Improving: Light Blue, Triangle Marker (Global Average)\n* Worsening: Purple, Triangle Marker (Global Average)\n\n\n| Talent Trend |  | |\n|---|---|---|\n| Talent availability when hiring | 36% | -100% | 0% |\n| Talent development of existing workforce | 0% | -100% | 0% |\n| Talent retention of existing workforce | 27% | -100% | 6% |\n\n\n\n## Visual Description\n\nThe bars labeled \"Talent availability when hiring\", \"Talent development of existing workforce\" and \"Talent retention of existing workforce\" each span from -100% to +100% and have light blue bars for \"improving\" and purple for \"worsening\" talent availability.  A triangle symbol represents the global average.\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: Light teal, square marker (Global)\n* Similar: Mid teal, square marker (Global)\n* Declining: Light purple, square marker (Global)\n\n## Visual Description\n\nA stacked horizontal bar chart represents the wage trends.  It shows the percentage breakdown of organizations projecting growing, similar, or declining wages.  The upper bar represents the Industry-specific data, and the lower bar shows Global data.  \n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* Run comprehensive DEI training for managers and staff: **65** | Global: 51\n* Pay equity reviews and salary audits: **59** | Global: 39\n* Targeted recruitment, retention and progression initiatives: **50** | Global: 48\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* Hiring new people with skills to better work alongside AI: **91** | Global: 62\n* Reskilling and upskilling your existing workforce to better work alongside AI: **85** | Global: 77\n* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: **77** | Global: 69\n\n\nFuture of Jobs Report 2025/265"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_266.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_266.md", "filename": "Future_of_Jobs_Report_2025_Page_266.md", "title": "Future_of_Jobs_Report_2025_Page_266", "hash": "ff6b5affd2a6f4a594f154685e3f296a", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 266\n# Medical and Healthcare services\n\n19% | Global 22%\n**Labour-market churn**\nFive-year structural labour-force churn\n\n39% | Global 39%\n**Skill disruption**\nShares of core skills which will change\n\n91% | Global 83%\n**Organizations with DEI priorities**\nShare of organizations with DEI priorities\n\n94% | Global 88%\n**AI exposure**\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Industry | Global |\n|------------------------------------|---------|--------|\n| Broadening digital access           |         | 61%    |\n| Ageing and declining working-age populations |         | 59%    |\n| Rising cost of living, higher prices or inflation |         | 50%    |\n| Increased focus on labour and social issues |         | 44%    |\n| Increased efforts and investments to adapt to climate change |         | 43%    |\n| Increased efforts and investments to reduce carbon emissions |         | 41%    |\n\n\n| Trend                                             | Global |\n|---------------------------------------------------|--------|\n| Increased geopolitical division and conflicts        | 35%    |\n| Growing working-age populations                    | 30%    |\n| Slower economic growth                             | 30%    |\n| Stricter anti-trust and competition regulations    | 24%    |\n| Increased government subsidies and industrial policy | 20%    |\n| Increased restrictions to global trade and investment | 15%    |\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                   | Industry | Global |\n|---------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         | 91%    |\n| Biotechnology and gene technologies               |         | 63%    |\n| Robots and autonomous systems                     |         | 59%    |\n| Sensing, laser and optical technologies           |         | 32%    |\n| New materials and composites                      |         | 24%    |\n\n| Technology Trend                              | Global |\n|-----------------------------------------------|--------|\n| Energy generation, storage and distribution    | 24%    |\n| Semiconductors and computing technologies      | 20%    |\n| Quantum and encryption                       | 11%    |\n| Satellites and space technologies              | 7%     |\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n| Role                               | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |\n|------------------------------------|------------|-----------|-----------------|------------|-------------------|\n| Data Analysts and Scientists        | 50        |           |                 |            | 41               |\n| AI and Machine Learning Specialists | 38        |           |                 |            | 82               |\n| Business Intelligence Analysts      | 24        |           |                 |            | 18               |\n| Assembly and Factory Workers       | 5         |           |                 |            | 0                |\n| Accountants and Auditors           | -9        |           |                 |            | -8               |\n| Administrative Assistants and Executive Secretaries | -17       |           |                 |            | -20              |\n\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n| Core Skills of 2025           | Industry | Global |\n|--------------------------------|---------|--------|\n| Resilience, flexibility and agility |         | 50     |\n| Analytical thinking             |         | 38     |\n| Systems thinking                |         | 24     |\n| Empathy and active listening    |         | 5      |\n| Leadership and social influence  |         | -17    |\n\n| Skills of Increasing Use by 2030 | Industry | Global |\n|-----------------------------------|---------|--------|\n| AI and big data                   | 65%    | 92%    |\n| Technological literacy            | 60%    | 81%    |\n| Networks and cybersecurity         | 57%    | 78%    |\n| Creative thinking                 | 51%    | 76%    |\n| Resilience, flexibility and agility | 51%    | 68%    |\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n| Workforce Strategy                        | Industry | Global |\n|-----------------------------------------|---------|--------|\n| Upskill your workforce                   | 85%    | 85%    |\n| Complement and augment your workforce with new technologies | 74%    | 63%    |\n| Accelerate the automation of processes and tasks | 65%    | 73%    |\n\n\n\n## Upskilling and reskilling outlook\n\n| Upskilling/Reskilling Outcome         | Industry/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     | 19 / 19         |\n| Would be unlikely to upskill           | 11 / 11         |\n\n## Visual Description\n\nA grid of 10x10 squares, visually representing percentages of respondents. The grid is split into three colored sections:\n\n* **Light Purple (Left):** Represents 40% (4 rows of 10 squares)\n* **Light Teal (Middle):** Represents 29% (approximately 3 rows of 10 squares)\n* **Lighter Purple (Right):** Represents approximately 31% (a little over 3 rows)\n\nThis visualization shows the expected distribution of employee upskilling and reskilling by 2030.  The largest portion (40%) are expected to not require training. The next largest group (29%) are expected to be upskilled within their current roles. The remaining respondents are split between those who will be upskilled and redeployed (19%) and those unlikely to upskill (11%).  This highlights the importance of upskilling and reskilling initiatives for organizations in the medical and healthcare sector to adapt to future workforce needs.\n\n\nFuture of Jobs Report 2025 266"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_267.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_267.md", "filename": "Future_of_Jobs_Report_2025_Page_267.md", "title": "Future_of_Jobs_Report_2025_Page_267", "hash": "22fd76122db8ad44d1688e7779c27708", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 267\n# Medical and Healthcare services\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  | 50% |  | 27% |  | 23% |\n|  |  | 48% |  | 30% |  | 22% |\n| 2030 |  | 34% |  | 35% |  | 31% |\n|  |  | 33% |  | 33% |  | 34% |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Organization culture and resistance to change | 59% | 46% |\n| Skills gaps in the labour market | 46% | 63% |\n| Outdated or inflexible regulatory framework | 46% | 39% |\n| Lack of adequate data and technical infrastructure | 33% | 32% |\n| Insufficient understanding of opportunities | 30% | 25% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n\n* Improving: Global average\n* Worsening: Global average\n\n\n| Talent Area | Value | -100% | +100% | Percentage Change from -100% to +100% |\n|---|---|---|---|---|\n| Talent availability when hiring | 43% |  |  | 37% |\n| Talent development of existing workforce | 0% |  |  | 69% |\n| Talent retention of existing workforce | 26% |  |  | 43% |\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n* Industry\n* Global\n\n\n| Practice | INDUSTRY | GLOBAL |\n|---|---|---|\n| Providing effective reskilling and upskilling | 63% | 63% |\n| Supporting employee health and well-being | 57% | 64% |\n| Offering higher wages | 49% | 50% |\n| Tapping into diverse talent pools | 43% | 47% |\n| Offering diversity, equity and inclusion (DEI) policies and programmes | 40% | 39% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n\n* Growing: Global\n* Similar: Global\n* Declining: Global\n\n## Visual Description\n\nTwo stacked horizontal bar charts are presented, one above the other.  The top chart depicts the projected share of wages and other forms of worker's compensation as a percentage of total company revenue. The bottom chart shows the percentage of employers planning to implement Diversity, Equity, and Inclusion (DEI) measures.  A third grouping of information presents planned strategies in response to AI.\n\n**Top Chart (Wage Trends):** Industry data shows 41% projecting growth, 47% similar, and 12% declining. Global data shows 8% growth, 52% similar, and 41% declining. This suggests a more pessimistic outlook globally regarding wage growth as a percentage of revenue.\n\n**Middle Section (DEI Actions):** Three boxes detail DEI actions. 51% globally plan to implement comprehensive DEI training, 40% targeted recruitment/retention/progression, and 34% pay equity reviews and salary audits.\n\n**Bottom Section (AI Strategy):** Three boxes show strategies for dealing with increasing AI capability. 88% plan to reskill existing workforce, 59% to hire people with AI design skills, and 56% to hire people with skills to work alongside AI. The focus appears to be on adapting the existing workforce and strategically hiring for specific AI-related roles.\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n* **51** | Global: 51\nRun comprehensive DEI training for managers and staff\n\n* **40** | Global: 48\nTargeted recruitment, retention and progression initiatives\n\n* **34** | Global: 39\nPay 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* **88** | Global: 77\nReskilling and upskilling your existing workforce to better work alongside AI\n\n* **59** | Global: 69\nHiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n\n* **56** | Global: 62\nHiring new people with skills to better work alongside AI"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_268.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_268.md", "filename": "Future_of_Jobs_Report_2025_Page_268.md", "title": "Future_of_Jobs_Report_2025_Page_268", "hash": "0d71e8c2938dec7f0b29b0ed07175d21", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 268\n# Mining and metals\n\n14% | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n35% | Global 39%\nSkill disruption\nShares of core skills which will change\n\n89% | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n79% | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n# Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Macrotrend                     | Industry | Global |\n|---------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon |         | 69%    |\n| Increased efforts and investments to adapt to climate... |         | 62%    |\n| Increased restrictions to global trade and investment |         | 55%    |\n| Increased focus on labour and social issues        |         | 52%    |\n| Broadening digital access                       |         | 48%    |\n| Slower economic growth                        |         | 41%    |\n\n\n| Macrotrend                                            | Global | Industry |\n|--------------------------------------------------------|--------|---------|\n| Increased geopolitical division and conflicts          | 41%    | 47%    |\n| Ageing and declining working-age populations           | 38%    | 62%    |\n| Increased government subsidies and industrial policy    | 31%    | 55%    |\n| Rising cost of living, higher prices or inflation       | 28%    | 52%    |\n| Growing working-age populations                      | 28%    | 48%    |\n| Stricter anti-trust and competition regulations        | 28%    | 41%    |\n\n\n# Technology trends\n\n# Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Technology Trend                                        | Industry | Global |\n|--------------------------------------------------------|---------|--------|\n| Energy generation, storage and distribution          |         | 79%    |\n| New materials and composites                            |         | 66%    |\n| AI and information processing technologies (big data, VR, AR... |         | 66%    |\n| Robots and autonomous systems                           |         | 48%    |\n| Semiconductors and computing technologies              |         | 28%    |\n\n| Technology Trend                       | Global | Industry |\n|----------------------------------------|--------|---------|\n| Sensing, laser and optical technologies | 21%    | 79%    |\n| Biotechnology and gene technologies      | 3%     | 66%    |\n| 0                                      | 0%     | 66%    |\n| 0                                      | 0%     | 48%    |\n| 0                                      | 0%     | 28%    |\n\n\n\n\n# Jobs outlook\n\n# Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role                                 | Net Growth | 1. | 2. | 3. |\n|--------------------------------------|------------|----|----|----|\n| AI and Machine Learning Specialists     |            | 43 | 82 | 43 |\n| Chemical Processing Plant Operators    |            | 6  | 9  | 16 |\n| Mining, Petroleum and Other Extraction Workers |            | 6  | 1  | 21 |\n| General and Operations Managers       |            | 2  | 4  | 2  |\n| Assembly and Factory Workers          |            | -2 | 0  | 9  |\n| Administrative Assistants and Executive Secretaries |            | -18| -20| 18 |\n\n## Visual Description\n\nA horizontal bar chart displays net growth for select roles.  AI and Machine learning Specialists show the largest positive net growth. Administrative Assistants and Executive Secretaries show the largest negative net growth.\n\n\n# Skill outlook\n\n# Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Industry\n* Global\n\n| CORE SKILLS OF 2025            | Industry | Global |\n|---------------------------------|---------|--------|\n| Creative thinking                |         | 65%    |\n| Systems thinking                 |         | 65%    |\n| Leadership and social influence  |         | 55%    |\n| Curiosity and lifelong learning |         | 55%    |\n| Resilience, flexibility and agility |         | 55%    |\n\n| SKILLS OF INCREASING USE BY 2030 | Industry | Global |\n|---------------------------------|---------|--------|\n| AI and big data                 |         | 79%    |\n| Talent management              |         | 68%    |\n| Environmental stewardship      |         | 68%    |\n| Networks and cybersecurity       |         | 65%    |\n| Technological literacy          |         | 65%    |\n\n## Visual Description\n\nTwo horizontal bar charts are shown, one for \"CORE SKILLS OF 2025\" and another for \"SKILLS OF INCREASING USE BY 2030.\" Each skill is listed with corresponding Industry and Global percentages.  Generally, Global percentages are higher than Industry percentages for all skills listed.\n\n\n# Workforce Strategy outlook\n\n# Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n* Industry\n* Global\n\n| Workforce Strategy                                  | Industry | Global |\n|---------------------------------------------------|---------|--------|\n| Accelerate the automation of processes and tasks | 79%    | 73%    |\n| Upskill your workforce                            | 79%    | 85%    |\n| Complement and augment your workforce with new technologies | 74%    | 63%    |\n\n# Upskilling and reskilling outlook\n\n| Category                                          | Value | Global |\n|---------------------------------------------------|-------|--------|\n| Would *not* need training by 2030                  | 56    | 41     |\n| Would be upskilled in their current role         | 24    | 29     |\n| Would be upskilled and redeployed                | 13    | 19     |\n| Would be unlikely to upskill                       | 7     | 11     |\n\n\n## Visual Description:\n\nA grid visualization represents the percentages of employees in different upskilling/reskilling categories.  The grid is divided into four sections, each representing a category:\n\n* **Would *not* need training by 2030:** Light teal squares represent this population.\n* **Would be upskilled in their current role:** Light purple squares represent this population.\n* **Would be upskilled and redeployed:** Slightly darker teal squares represent this population.\n* **Would be unlikely to upskill:** Darker purple squares represent this population.\n\nThe number of squares in each section corresponds to the percentage of employees in that category. For instance, the \"Would *not* need training\" category has the most squares, visually indicating the largest percentage of employees.\n\n\nFuture of Jobs Report 2025 268"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_269.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_269.md", "filename": "Future_of_Jobs_Report_2025_Page_269.md", "title": "Future_of_Jobs_Report_2025_Page_269", "hash": "f19ff6764342721c8ecbbcb9dac7e55c", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 269\n# Mining and metals\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task Type | Now (Industry/Global) | 2030 (Industry/Global) |\n|---|---|---|\n| Human |  |  |\n| Combination |  |  |\n| Technology |  |  |\n| **ALL TASKS** | 42%/27%/31% | 28%/30%/42% |\n|  | 48%/30%/22% | 33%/33%/34% |\n\n\n\n## Key barriers for business transformation\n\n### Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 64% | 63% |\n| Organisation culture and resistance to change | 43% | 46% |\n| Inability to attract talent to the industry | 39% | 37% |\n| Outdated or inflexible regulatory framework | 39% | 39% |\n| Shortage of investment capital | 39% | 26% |\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 Area | -100% | +100% | Net Change |\n|---|---|---|---|\n| Talent availability when hiring | 50% |  | 33% |\n| Talent development of existing workforce | 17% |  | 17% |\n| Talent retention of existing workforce | 72% |  | 28% |\n\n## Visual Description\n\nSeveral horizontal bar charts visualize data related to talent and business transformation in the mining and metals industry.\n\n**Human-machine frontier:** This chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, now and projected for 2030.  A shift is projected towards more tasks involving technology.\n\n**Transformation Barriers:**  This chart shows the percentage of organizations that believe certain barriers will hinder their transformation. Skills gaps are the most cited barrier, followed by organizational culture and inability to attract talent.\n\n**Talent Availability:** This chart shows the perceived change in talent availability over the next five years, broken down by hiring, development, and retention.  While retention is expected to improve, there's a negative outlook for hiring availability.\n\n**Business Practices to Improve Talent Availability:** This chart shows the top practices organizations believe have the greatest potential to improve talent availability. Supporting employee well-being is the top response, followed by articulating business purpose and impact, and improving talent progression.\n\n**Wage Trends:** This chart displays the projected change in wages as a percentage of total company revenue.  A large percentage expect similar wages, with declining and growing being relatively balanced.\n\n**DEI Actions:** This chart shows the percentage of employers planning to implement various DEI initiatives, including DEI training, pay equity reviews, and targeted recruitment.\n\n**AI Strategy:** This chart outlines the percentage of employers planning specific strategies in response to AI's increasing capability. These strategies include reskilling existing workforce, transitioning employees from declining jobs, and hiring new people with AI-specific skills.\n\n\n\n## Business Practice\n\n### Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n| Practice | Industry | Global |\n|---|---|---|\n| Supporting employee health and well-being | 79% | 64% |\n| Articulate business purpose and impact | 63% | 37% |\n| Improving talent progression and promotion processes | 58% | 62% |\n| Offering higher wages | 58% | 50% |\n| Tapping into diverse talent pools | 58% | 47% |\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| Trend | Industry | Global |\n|---|---|---|\n| Growing | 47% | 8% |\n| Similar | 47% | 41% |\n| Declining | 6% | 0% |\n\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure | Industry/Global |\n|---|---|\n| Run comprehensive DEI training for managers and staff | 67/51 |\n| Pay equity reviews and salary audits | 56/39 |\n| Targeted recruitment, retention and progression initiatives | 56/48 |\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n| Strategy | Industry/Global |\n|---|---|\n| Reskilling and upskilling your existing workforce to better work alongside AI | 74/77 |\n| Transitioning people from jobs that AI will cause to decline, to other roles within your organization | 74/47 |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 63/69 |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_27.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_27.md", "filename": "Future_of_Jobs_Report_2025_Page_27.md", "title": "Future_of_Jobs_Report_2025_Page_27", "hash": "c09d40663dc7944b74530e097fffa79f", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 27\n# FIGURE 2.8 Expected shift in the human share of work task delivery in total firm output driven by automation versus augmentation, 2025-2030, global average\n\n_Change in proportion of human-performed tasks attributable to increasing automation._\n\n## Visual Description\n\nThe chart displays two bars representing the proportion of work task delivery performed by humans.  The first dark blue bar, labeled \"Now,\" shows humans performing 47% of tasks.  The second lighter blue bar, labeled \"By 2030,\" shows a decrease to 33% of tasks performed by humans.  A third, even lighter blue box, labeled \"Automation 81.5%,\" indicates the expected proportion of tasks handled by automation by 2030. It's visually positioned to highlight a shift from human-performed tasks to automation.  Dashed lines connect the tops of the \"Now\" and \"By 2030\" bars to the edges of the \"Automation\" box, further emphasizing the shift.\n\n**Key Insights:**\n\n* A significant decrease in the proportion of work tasks performed by humans is predicted between now and 2030.\n* Automation is expected to account for a large majority (81.5%) of work task delivery by 2030.\n\n\n## Textual Representation of Data\n\n| Timeframe | Human Task Share | Automation Share |\n|---|---|---|\n| Now | 47% | N/A |\n| By 2030 | 33% | 81.5% |\n\n\n**Source:** World Economic Forum, Future of Jobs Survey 2024.\n\n\nImportantly, this analysis only compares the 2025 and 2030 proportions of total task delivery attributable to human employees, technology or collaboration between the two, respectively, and does not consider the potential change in the absolute amount of work tasks (output) getting done.  In other words, both machines and humans might be significantly more productive in 2030 \u2013 performing more or higher value tasks in the same or less amount of time than it would have taken them to do so in 2025 \u2013 so any concern about humans \"running out of things to do\" due to automation would be misplaced.\n\nHowever, a potentially more complex question raised by these projections concerns the on-going share of total economic value creation participated in by human workers: If an increasing amount of a firm's total output and income is derived from advanced machines and proprietary algorithms, to what extent will human workers be able to share in this prosperity?<sup>33</sup> It is in this context that the relevance of the third category/approach, human-machine collaboration (or \"augmentation\") should be highlighted: technology could be designed and developed in a way that complements and enhances, rather than displaces, human work; and, as discussed further in the next chapter (Box 3.1), talent development, reskilling and upskilling strategies may be designed and delivered in a way to enable and optimize human-machine collaboration.<sup>34</sup> It is the investment decisions and policy choices made today that will shape these outcomes in the coming years.<sup>35</sup>\n\nAt an industry level, while all sectors are expected to see a reduction in the proportion of work tasks performed by humans alone by 2030, they differ in the share of this reduction that is projected to be attributable to automation versus augmentation and human-machine collaboration (Figure 2.9). Insurance and Pensions Management and Telecommunications are leading the automation trend \u2013 with more than 95% of human standalone task share reduction in both sectors expected to derive from deeper automation. By contrast, nearly half of the proportional reduction in work tasks done by humans alone in the Medical and Healthcare Services and Government and Public sectors are instead expected to be driven by increased augmentation and human-machine collaboration.\n\nIn four sectors \u2013 Oil and Gas, Chemicals and Advanced Materials, Financial Services and Capital Markets, and Electronics \u2013 automation is projected not only to reduce the proportion of total work tasks predominantly done today standalone by humans, but even to reduce the share of total work tasks currently delivered through human-machine collaboration (resulting in calculated \"automation shares\" of more than 100%, as depicted in Figure 2.9)."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_270.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_270.md", "filename": "Future_of_Jobs_Report_2025_Page_270.md", "title": "Future_of_Jobs_Report_2025_Page_270", "hash": "4a955923db040d15030736443f59e702", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 270\n# Oil and Gas\n\n## Labour-market churn\n22% | Global 22%\nFive-year structural labour-force churn\n\n## Skill disruption\n28% | Global 39%\nShares of core skills which will change\n\n## Organizations with DEI priorities\n75% | Global 83%\nShare of organizations with DEI priorities\n\n## AI exposure\n82% | Global 88%\nShare of organizations running AI programmes\n\n\n# Trend outlook\n\n## Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Industry | Global |\n|------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon emissions |         | 66%    |\n| Slower economic growth            |         | 49%    |\n| Increased efforts and investments to adapt to climate change |         | 43%    |\n| Increased government subsidies and industrial policy |         | 40%    |\n| Rising cost of living, higher prices or inflation |         | 37%    |\n| Increased focus on labour and social issues       |         | 34%    |\n\nIncreased geopolitical division and conflicts: 31% (Global: 34%)\nIncreased restrictions to global trade and investment: 29% (Global: 23%)\nBroadening digital access: 26% (Global: 60%)\nAgeing and declining working-age populations: 23% (Global: 40%)\nGrowing working-age populations: 14% (Global: 24%)\nStricter anti-trust and competition regulations: 6% (Global: 17%)\n\n\n## Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Technology Trend                                        | Industry | Global |\n|--------------------------------------------------------|---------|--------|\n| Energy generation, storage and distribution             |         | 86%    |\n| AI and information processing technologies (big data, VR, AR\u2026) |         | 69%    |\n| New materials and composites                            |         | 51%    |\n| Robots and autonomous systems                           |         | 40%    |\n| Semiconductors and computing technologies              |         | 14%    |\n\nSensing, laser and optical technologies: 9% (Global: 18%)\nQuantum and encryption: 6% (Global: 12%)\nSatellites and space technologies: 3% (Global: 9%)\n0: 0% (Global: 0%)\n\n# Jobs outlook\n\n## Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth: Light Blue\n* Job Growth: Dark Blue\n* Job displacement: Purple\n* 1. Net growth\n* 2. Global net growth\n* 3. Churn\n\n| Role                                                     | Net Growth | 1 | 2 | 3 |\n|----------------------------------------------------------|------------|---|---|---|\n| AI and Machine Learning Specialists                   | 81        | 81 | 82| 81|\n| Project Managers                                         | 16        | 16 | 17| 17|\n| Mining, Petroleum and Other Extraction Workers         | 5         | 5  | 1 | 7 |\n| Accounting, Bookkeeping and Payroll Clerks                | -19       | -19| -18| 21|\n| Administrative Assistants and Executive Secretaries       | -27       | -27| -20| 27|\n| Data Entry Clerks                                        | -40       | -40| -26| 40|\n\n\n## Skill outlook\n\n### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Industry: Light Blue\n* Global: Dark Blue\n\n| CORE SKILLS OF 2025               | Industry | Global |\n|------------------------------------|---------|--------|\n| Resilience, flexibility and agility | 81%     | 85%    |\n| Leadership and social influence    | 69%     | 80%    |\n| Motivation and self-awareness      | 63%     | 76%    |\n| Analytical thinking                | 59%     | 65%    |\n| Creative thinking                 | 53%     | 64%    |\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n* Industry: Light Blue\n* Global: Dark Blue\n\n| Workforce Strategy                    | Industry | Global |\n|---------------------------------------|---------|--------|\n| Upskill your workforce                | 96%     | 85%    |\n| Accelerate the automation of processes and tasks | 71%     | 73%    |\n| Complement and augment your workforce with new technologies | 68%     | 63%    |\n\n## Upskilling and reskilling outlook\n\n| Category                                     | Value | Global |\n|----------------------------------------------|-------|--------|\n| Would not need training by 2030             | 44    | 41     |\n| Would be upskilled in their current role     | 27    | 29     |\n| Would be upskilled and redeployed           | 19    | 19     |\n| Would be unlikely to upskill                | 9     | 11     |\n\n## Visual Description\n\nA grid visualization displays the proportions of workforce upskilling and reskilling needs. The grid is divided into four colored sections, corresponding to the four categories listed above. Each section contains a number of smaller squares. Light teal represents \"Would not need training,\" purple represents \"Would be upskilled in their current role,\" a lighter purple represents \"Would be upskilled and redeployed,\" and light pink represents \"Would be unlikely to upskill.\"  The relative size of each section visually represents the percentage of the workforce falling into each category.  The larger the area, the greater the percentage. The \"Would not need training\" segment occupies the largest area, followed by \"Would be upskilled in their current role.\" The smallest sections are \"Would be unlikely to upskill\" and \"Would be upskilled and redeployed.\"  This suggests the largest portion of the workforce will not need training, while a significant portion can be upskilled within their current roles.  Relatively fewer workers will require redeployment or are unlikely to be upskilled."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_271.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_271.md", "filename": "Future_of_Jobs_Report_2025_Page_271.md", "title": "Future_of_Jobs_Report_2025_Page_271", "hash": "e51785fb662f50d9ead4871c91b97c00", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 271\n# Oil and Gas\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\nThe first chart, labeled \"Human-machine frontier,\" depicts the percentage of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected for 2030.  It appears data is provided for the industry and a global comparison. Specific percentages are shown at the end of each bar segment. For \"Now,\" the industry shows a slightly higher percentage of tasks completed by people compared to the global average, and a lower percentage completed by technology.  For 2030, the industry projects an increase in tasks completed by a combination of people and technology.  The exact percentages are visible in the chart.\n\n## Business Practice\n\n### Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n|  | Industry | Global |\n|---|---|---|\n| Supporting employee health and well-being | 71% | 64% |\n| Improving talent progression and promotion processes | 64% | 62% |\n| Offering higher wages | 54% | 50% |\n| Providing effective reskilling and upskilling | 43% | 63% |\n| Offering diversity, equity and inclusion (DEI) policies and programmes | 39% | 39% |\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|  | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 54% | 63% |\n| Organization culture and resistance to change | 43% | 46% |\n| Lack of adequate data and technical infrastructure | 40% | 32% |\n| Inability to attract talent to the industry | 37% | 37% |\n| Shortage of investment capital | 34% | 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 percentage of the company's total revenues**\n\n\n## Visual Description\n\nThe stacked bar chart labeled \"Wage trends\" shows the projected share of wages and other forms of worker's compensation as a percentage of a company's total revenue. The categories are Growing, Similar, and Declining, with both industry and global averages presented.  Industry projection shows a smaller percentage for \"Growing\" than the global average, while the \"Similar\" category is notably higher for the industry compared to the global average.  The percentages are visible in the chart.\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 depict the expected change in talent availability.  The categories are Talent availability when hiring, Talent development of existing workforce, and Talent retention of existing workforce. Each chart shows improving and worsening trends, comparing industry data to the global average.  For \"Talent availability when hiring,\" the industry expectation is slightly more negative than the global average. The \"Talent development of existing workforce\" has a positive outlook for both industry and global.  For \"Talent retention of existing workforce,\" the industry expectation is again somewhat less positive compared to the global average.  Specific percentages are visible at the end of each bar.\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* 50 | Global 48: Targeted recruitment, retention and progression initiatives\n* 43 | Global 27: Embed DEI goals and solutions across the supply chain\n* 39 | Global 51: Run comprehensive DEI training for managers and staff\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* 64 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI\n* 61 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills\n* 54 | Global 62: Hiring new people with skills to better work alongside AI"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_272.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_272.md", "filename": "Future_of_Jobs_Report_2025_Page_272.md", "title": "Future_of_Jobs_Report_2025_Page_272", "hash": "2f9339270e4b96cefd74d5bfd7eb89c5", "processed_at": "2025-03-05T09:16:39.874524", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 272\n# Production of Consumer goods\n\n18% | Global 22%\n**Labour-market churn**\nFive-year structural labour-force churn\n\n40% | Global 39%\n**Skill disruption**\nShares of core skills which will change\n\n82% | Global 83%\n**Organizations with DEI priorities**\nShare of organizations with DEI priorities\n\n90% | Global 88%\n**AI exposure**\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                                     | Industry | Global |\n|------------------------------------------|---------|--------|\n| Rising cost of living, higher prices or inflation |         | 61%    |\n| Increased efforts and investments to reduce carbon... |         | 50%    |\n| Increased focus on labour and social issues  |         | 47%    |\n| Broadening digital access                  |         | 58%    |\n| Increased efforts and investments to adapt to climate... |         | 46%    |\n| Slower economic growth                   |         | 53%    |\n\n| Trend                                       | Global |\n|--------------------------------------------|--------|\n| Ageing and declining working-age populations | 44%    |\n| Increased geopolitical division and conflicts | 31%    |\n| Increased restrictions to global trade and investment | 29%    |\n| Growing working-age populations              | 27%    |\n| Increased government subsidies and industrial policy | 15%    |\n| Stricter anti-trust and competition regulations  | 14%    |\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n\n| Trend                                                        | Industry | Global |\n|-------------------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         | 79%    |\n| Robots and autonomous systems                                |         | 71%    |\n| New materials and composites                                 |         | 58%    |\n| Energy generation, storage and distribution                  |         | 61%    |\n| Sensing, laser and optical technologies                    |         | 30%    |\n\n| Trend                                            | Global |\n|-------------------------------------------------|--------|\n| Semiconductors and computing technologies        | 19%    |\n| Biotechnology and gene technologies             | 14%    |\n| Satellites and space technologies               | 8%     |\n| Quantum and encryption                         | 3%     |\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth: Light Blue\n* Job Growth: Dark Blue\n* Job displacement: Purple\n* Net Growth: Triangles on horizontal bars\n* Global net growth: Numbered labels at end of bars\n\n## Visual Description\n\nA horizontal bar chart displays Net Growth for several job roles. The x-axis ranges from -100% to 100%.  Three vertical lines divide the chart into sections, labeled 1, 2, and 3 from left to right. The labels represent Net Growth, Global Net Growth, and Churn, respectively.  The chart shows positive Net Growth for Business Development Professionals (26, 19, 26), Supply Chain and Logistics Specialists (17, 17, 19), and Managing Directors and Chief Executives (6, 5, 6). General and Operations Managers show a small positive Net Growth (4, 4, 9). Assembly and Factory Workers and Administrative Assistants and Executive Secretaries show negative Net Growth (-2, 0, 18 and -25, -20, 25 respectively).\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n| Macrotrend                                               | Industry | Global |\n|--------------------------------------------------------|---------|--------|\n| Upskill your workforce                                   | 88%    | 85%    |\n| Accelerate the automation of processes and tasks         | 79%    | 73%    |\n| Hire staff with new skills to meet emerging business needs | 72%    | 70%    |\n\n## Upskilling and reskilling outlook\n\n| Outcome                                             | %     | Global |\n|------------------------------------------------------|-------|--------|\n| Would *not* need training by 2030                   | 41    | 41     |\n| Would be upskilled in their current role           | 31    | 29     |\n| Would be upskilled and redeployed                 | 18    | 19     |\n| Would be unlikely to upskill                         | 10    | 11     |\n\n## Visual Description: Upskilling and Reskilling\n\nA grid visualization shows the breakdown of workforce upskilling and reskilling expectations. The grid is divided into four sections, representing \"Would not need training\", \"Would be upskilled in their current role\", \"Would be upskilled and redeployed\", and \"Would be unlikely to upskill\".  Each section is further subdivided into smaller squares.  The colors of the squares (light teal and light purple) presumably indicate the proportion of respondents for each category from the industry and global data. The exact proportions are not discernible from the image.\n\n\nFuture of Jobs Report 2025 272"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_273.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_273.md", "filename": "Future_of_Jobs_Report_2025_Page_273.md", "title": "Future_of_Jobs_Report_2025_Page_273", "hash": "f3c4bb585c1a5dd8df7237843edf3e12", "processed_at": "2025-03-05T09:16:39.883028", "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 273\n# Production of Consumer goods\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 |  | 45% | 30% | 24% |  |  |\n| 2030 |  | 32% | 33% | 36% |  |  |\n\n\n## Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n| Business Practice | Industry | Global |\n|---|---|---|\n| Supporting employee health and well-being | 73% | 64% |\n| Improving talent progression and promotion processes | 65% | 62% |\n| Providing effective reskilling and upskilling | 65% | 63% |\n| Offering higher wages | 60% | 50% |\n| Improving working hours and overtime policies | 52% | 38% |\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n| Growing | Global | Similar | Global | Declining | Global |\n|---|---|---|---|---|---|\n|  | 56% | 42% | 2% |  |  |\n|  | 52% | 41% | 8% |  |  |\n\n\n\n## Transformation barriers\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Transformation Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 67% | 63% |\n| Inability to attract talent to the industry | 42% | 37% |\n| Organization culture and resistance to change | 40% | 46% |\n| Lack of adequate data and technical infrastructure | 37% | 32% |\n| Outdated or inflexible regulatory framework | 36% | 39% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n\n**Talent availability when hiring**\n\n* 57%: -100%\n* +100%: 23%\n\n**Talent development of existing workforce**\n\n* 2%: -100%\n* +100%: 70%\n\n**Talent retention of existing workforce**\n\n* 17%: -100%\n* +100%: 41%\n\n\n## DEI Actions\n\n|  | Run comprehensive DEI training for managers and staff | Targeted recruitment, retention and progression initiatives | Set DEI goals, targets or quotas |\n|---|---|---|---|\n| 1 | **53** | Global: 51 | **46** | Global: 48 | **42** | 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| Reskilling and upskilling your existing workforce to better work alongside AI | Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | Hiring new people with skills to better work alongside AI |\n|---|---|---|\n| **75** | Global: 77 | **70** | Global: 69 | **55** | Global: 62 |\n\n## Visual Description\n\nSeveral bar charts and stacked bar charts are present on the page, visualizing data related to business transformation, talent availability, DEI initiatives, and AI strategy within the consumer goods industry.\n\n**Human-machine frontier:** This chart shows the percentage of tasks completed by predominantly people, predominantly technology, or a combination of both, now and projected for 2030.\n\n**Business practices to improve talent availability:** This chart shows the top practices organizations are employing to improve talent availability, comparing industry-specific data with global averages.\n\n**Wage trends:**  This stacked bar chart displays the projected share of wages and other forms of worker compensation as a percentage of total company revenue.\n\n**Transformation barriers:** This chart indicates the key barriers organizations anticipate will hinder their transformation, comparing industry-specific data with global averages.\n\n**Talent trend:** These bar charts depict the expected change in talent availability (when hiring, developing existing workforce, and retaining existing workforce) over the next five years.\n\n**DEI Actions:** This section shows the percentage of companies planning to implement various DEI initiatives, comparing industry-specific numbers with global averages.\n\n**AI Strategy:** This section shows the percentage of companies planning to implement specific AI strategies, again comparing industry-specific data with global averages.\n\n**Key insights:**\n\n* Skills gaps, attracting talent, and organizational culture are seen as significant barriers to transformation.\n* Improving employee well-being and talent development are prioritized to improve talent availability.\n* While some wage growth is expected, a significant portion of companies project wages to stay the same or decline as a share of revenue.\n* Organizations are focused on upskilling/reskilling their existing workforce to work alongside AI.\n* DEI training is the most common DEI initiative planned."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_274.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_274.md", "filename": "Future_of_Jobs_Report_2025_Page_274.md", "title": "Future_of_Jobs_Report_2025_Page_274", "hash": "875d9ce3cbdbcf0a622c59c572477aea", "processed_at": "2025-03-05T09:16:39.883028", "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 274\n# Professional services\n\n19% | Global 22%\n**Labour-market churn**\nFive-year structural labour-force churn\n\n41% | Global 39%\n**Skill disruption**\nShares of core skills which will change\n\n90% | Global 83%\n**Organizations with DEI priorities**\nShare of organizations with DEI priorities\n\n95% | Global 88%\n**AI exposure**\nShare of organizations running AI programmes\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Macrotrend                          | Industry | Global |\n|--------------------------------------|---------|--------|\n| Broadening digital access           |         |        |\n| Increased focus on labour and social issues |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Ageing and declining working-age populations |         |        |\n| Slower economic growth               |         |        |\n| Increased efforts and investments to reduce carbon... |         |        |\n\n| Macrotrend                                      | Global |\n|-----------------------------------------------|--------|\n| Increased geopolitical division and conflicts     | 37%    |\n| Increased efforts and investments to adapt to climate... | 26%    |\n| Growing working-age populations                | 26%    |\n| Increased restrictions to global trade and investment | 20%    |\n| Stricter anti-trust and competition regulations | 17%    |\n| Increased government subsidies and industrial policy | 13%    |\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                 | Industry | Global |\n|-------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                    |         |        |\n| Energy generation, storage and distribution     |         |        |\n| New materials and composites                   |         |        |\n| Semiconductors and computing technologies       |         |        |\n\n\n| Technology Trend                      | Global |\n|---------------------------------------|--------|\n| Quantum and encryption                 | 17%    |\n| Sensing, laser and optical technologies | 17%    |\n| Biotechnology and gene technologies    | 7%     |\n| Satellites and space technologies      | 6%     |\n\n### Jobs outlook\n\n#### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n* 1. Net growth\n* 2. Global net growth\n* 3. Churn\n\n\n| Role                                | NET GROWTH | 1. | 2. | 3. |\n|------------------------------------|------------|----|----|----|\n| AI and Machine Learning Specialists   |            | 61 | 82 | 61 |\n| Business Intelligence Analysts       |            | 15 | 18 | 20 |\n| Project Managers                   |            | 14 | 17 | 14 |\n| Accountants and Auditors           |            | -8 | -8 | 13 |\n| Administrative Assistants and Executive Secretaries |            | -14| -20| 19 |\n| Accounting, Bookkeeping and Payroll Clerks |            | -22| -18| 22 |\n\n### Workforce Strategy outlook\n\n#### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n| Workforce Strategy                               | Industry | Global |\n|-------------------------------------------------|---------|--------|\n| Upskill your workforce                           | 88%     | 85%    |\n| Hire staff with new skills to meet emerging business needs | 75%     | 70%    |\n| Complement and augment your workforce with new technologies | 70%     | 63%    |\n\n### Upskilling and reskilling outlook\n\n| Category                                         | Industry | Global |\n|--------------------------------------------------|---------|--------|\n| Would not need training by 2030                | 42      | 41     |\n| Would be upskilled in their current role         | 27      | 29     |\n| Would be upskilled and redeployed             | 17      | 19     |\n| Would be unlikely to upskill                    | 14      | 11     |\n\n## Visual Description\n\nThere is a grid visualization representing the percentage distribution of employees across four upskilling/reskilling categories. The grid is divided into four sections, each corresponding to a category: \"Would not need training by 2030\", \"Would be upskilled in their current role\", \"Would be upskilled and redeployed\", and \"Would be unlikely to upskill\". Each section is further divided into smaller squares, some light purple and some light teal. The number of purple squares indicates the industry-specific percentage, and the number of teal squares represents the global percentage.  It's difficult to determine exact percentages from the image alone, but the \"Would not need training\" category has the largest area, suggesting it is the most common outcome.  The visual representation supports the numerical data provided above the grid.\n\n\nFuture of Jobs Report 2025 274"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_275.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_275.md", "filename": "Future_of_Jobs_Report_2025_Page_275.md", "title": "Future_of_Jobs_Report_2025_Page_275", "hash": "9d14e61b50ecedbab65b8fba368b8e94", "processed_at": "2025-03-05T09:16:39.883028", "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 275\n# Professional services\n\n## Human-machine frontier\n\n**Human-machine frontier**\n\n% of tasks completed by predominantly people, predominantly technology, or a combination of both\n\n| ALL TASKS | Human | Global | Combination | Global | Technology | Global |\n|---|---|---|---|---|---|---|\n| Now |  |  |  |  |  |  |\n| 2030 |  |  |  |  |  |  |\n\n## Visual Description\n\nThis section visually represents the percentage of tasks completed by predominantly people, predominantly technology, or a combination of both for \"now\" and the projected state in \"2030\".  It uses horizontal bars with different colors representing human, combination, and technology efforts. Exact percentages are provided next to the bars. For \"Now\", the distribution is 52% Human, 30% Combination, and 18% Technology globally. The projections for 2030 are 31% Human, 37% Combination, and 32% Technology globally.\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n|  | Industry | Global |\n|---|---|---|\n| Providing effective reskilling and upskilling | 68% | 63% |\n| Offering higher wages | 60% | 50% |\n| Supporting employee health and well-being | 60% | 64% |\n| Improving talent progression and promotion processes | 53% | 62% |\n| Tapping into diverse talent pools | 48% | 47% |\n\n\n## Wage outlook\n\n**Wage trends**\n\nShare of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues\n\n\n## Visual Description\n\nThis is a horizontal stacked bar chart showcasing wage trends.  It shows the projected share of wages and other forms of workers' compensation as a percentage of total company revenue.  The categories are \"Growing,\" \"Similar,\" and \"Declining,\" each with Industry and Global figures displayed by different shades of blue and purple. Globally, 60% predict Growing, 35% Similar, and 5% Declining. The Industry-specific numbers are 52%, 41%, and 7% respectively.\n\n\n## Transformation barriers\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n|  | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 55% | 63% |\n| Organization culture and resistance to change | 45% | 46% |\n| Inability to attract talent to the industry | 40% | 37% |\n| Outdated or inflexible regulatory framework | 34% | 39% |\n| Insufficient understanding of opportunities | 30% | 25% |\n\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n\n## Visual Description\n\nThis section contains horizontal bar charts showing the expected change in talent availability over five years. It breaks down the responses by Talent availability when hiring, Talent development of existing workforce, and Talent retention of existing workforce. Each chart has bars representing \"Improving\" and \"Worsening\" with industry and global averages indicated. The scale ranges from -100% to +100% representing the percentage point change expected.  For example, in Talent availability when hiring, the industry average is slightly negative (worsening), while the global average shows a larger worsening trend.\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n| | |\n|---|---|\n| Run comprehensive DEI training for managers and staff | 60 | Global: 51 |\n| Set DEI goals, targets or quotas | 53 | Global: 42 |\n| Targeted recruitment, retention and progression initiatives | 53 | Global: 48 |\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n| | |\n|---|---|\n| Reskilling and upskilling your existing workforce to better work alongside AI | 83 | 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 | 63 | Global: 62 |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_276.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_276.md", "filename": "Future_of_Jobs_Report_2025_Page_276.md", "title": "Future_of_Jobs_Report_2025_Page_276", "hash": "fa7973f2be8b64ace3aee153933662ce", "processed_at": "2025-03-05T09:16:39.883028", "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 276\n# Real Estate\n\n## Labour-market churn\n23% | Global 22%\n\nFive-year structural labour-force churn\n\n## Skill disruption\n40% | Global 39%\n\nShares of core skills which will change\n\n## Organizations with DEI priorities\n95% | Global 83%\n\nShare of organizations with DEI priorities\n\n## AI exposure\n90% | Global 88%\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| Macrotrend                         | Industry | Global |\n|-------------------------------------|---------|--------|\n| Broadening digital access          |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Slower economic growth              |         |        |\n| Ageing and declining working-age populations |         |        |\n| Increased efforts and investments to reduce carbon... |         |        |\n| Growing working-age populations      |         |        |\n\n| Macrotrend                                   | Global | Industry |\n|--------------------------------------------|--------|---------|\n| Increased focus on labour and social issues  | 60%    | 58%     |\n| Increased geopolitical division and conflicts | 50%    | 58%     |\n| Increased efforts and investments to adapt to climate... | 42%    | 54%     |\n| Increased restrictions to global trade and investment | 40%    | 42%     |\n| Increased government subsidies and industrial policy | 47%    | 35%     |\n| Stricter anti-trust and competition regulations      | 24%    | 31%     |\n\n\n\n## Technology trends\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Technology Trend                                 | Industry | Global |\n|-------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| New materials and composites                  |         |        |\n| Robots and autonomous systems                   |         |        |\n| Energy generation, storage and distribution     |         |        |\n| Sensing, laser and optical technologies        |         |        |\n\n\n| Technology Trend                     | Global | Industry |\n|--------------------------------------|--------|---------|\n| Semiconductors and computing technologies | 86%    | 73%     |\n| Quantum and encryption              | 30%    | 42%     |\n| Biotechnology and gene technologies    | 58%    | 39%     |\n| 0                                    | 41%    | 31%     |\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: 1. Net growth\n* Job Growth: 2. Global net growth\n* Job displacement: 3. Churn\n\n| Role                                       | Net Growth | 1. | 2. | 3. |\n|-------------------------------------------|------------|----|----|----|\n| AI and Machine Learning Specialists        |            | 75 | 82 | 75 |\n| Business Intelligence Analysts             |            | 26 | 18 | 26 |\n| Business Development Professionals        |            | 22 | 19 | 22 |\n| Managing Directors and Chief Executives    |            | 18 | 5  | 18 |\n| Accounting, Bookkeeping and Payroll Clerks |            | -29| -18| 29 |\n| Administrative Assistants and Executive Secretaries |            | -42| -20| 42 |\n\n\n# Workforce Strategy outlook\n\n## Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n\n| Macrotrend                                      | Industry | Global |\n|-----------------------------------------------|---------|--------|\n| Upskill your workforce                         | 86%     | 85%    |\n| Hire staff with new skills to meet emerging business needs | 81%     | 70%    |\n| Transition existing staff from declining to growing roles | 57%     | 51%    |\n\n\n## Upskilling and reskilling outlook\n\n| Outcome                                 | Industry | Global |\n|-----------------------------------------|---------|--------|\n| Would not need training by 2030         | 46      | 41     |\n| Would be upskilled in their current role | 21      | 29     |\n| Would be upskilled and redeployed       | 20      | 19     |\n| Would be unlikely to upskill            | 13      | 11     |\n\n\n## Visual Description\n\nSeveral bar charts and a grid visualization are presented.\n\n**Macrotrends driving business transformation & Technology trends driving business transformation:** These charts compare industry-specific and global responses regarding various trends' likelihood to drive business transformation.  Generally, global averages are slightly higher than industry-specific responses.  Broadening digital access, rising cost of living, and slower economic growth are highly cited macrotrends.  For technology trends, AI/information processing, new materials/composites, and robots/autonomous systems are identified as key drivers.\n\n**Skills of increasing use by 2030:** This chart displays projected increases in the use of specific core skills by 2030, comparing industry and global perspectives. AI and big data, creative thinking, and curiosity and lifelong learning are predicted to see substantial growth in usage.\n\n**Key roles for business transformation:** This horizontal bar chart shows the projected net growth of various roles, indicating growth or decline. AI and Machine Learning Specialists and Business Intelligence Analysts are expected to experience positive growth, while Administrative Assistants and Executive Secretaries are expected to decline. Small numbers beside the bars may represent ranking or comparative data between the industry and global averages.\n\n**Key components of your workforce strategy by 2030:** This chart compares industry-specific and global data on workforce strategies. Upskilling the workforce and hiring staff with new skills are prioritized by both groups.\n\n**Upskilling and reskilling outlook:** This section presents four potential outcomes regarding upskilling/reskilling by 2030: not needing training, upskilling in current role, upskilling and redeployment, and being unlikely to upskill. The grid visualization likely breaks down these outcomes further, perhaps by demographic or other segment.\n\n\n**Key Insights:**\n\n* Digital transformation, economic shifts, and technological advancements are key drivers of change in the real estate industry.\n* Demand for roles related to AI, data analysis, and business development is expected to grow.\n* Upskilling and reskilling are crucial for navigating the changing job market.\n* Organizations prioritize adapting to these changes through workforce transformation strategies.\n\n\nFuture of Jobs Report 2025 276"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_277.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_277.md", "filename": "Future_of_Jobs_Report_2025_Page_277.md", "title": "Future_of_Jobs_Report_2025_Page_277", "hash": "0b7fc711855606a630c80e33782c8052", "processed_at": "2025-03-05T09:16:39.883028", "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 277\n# Real Estate\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 |  | 64% |  | 22% |  | 15% |\n| 2030 |  | 42% |  | 27% |  | 32% |\n\n\n## Business Practice\n\n### Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n|  | INDUSTRY | GLOBAL |\n|---|---|---|\n| Supporting employee health and well-being | 65% | 64% |\n| Providing effective reskilling and upskilling | 60% | 63% |\n| Improving talent progression and promotion processes | 55% | 62% |\n| Offering remote and hybrid work opportunities within countries | 55% | 43% |\n| Articulate business purpose and impact | 50% | 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 percentage of the company's total revenues**\n\n| Growing | Global | Similar | Global | Declining | Global |\n|---|---|---|---|---|---|\n|  | 57% |  | 43% |  | 0% |\n|  | 52% |  | 41% |  | 7% |\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|  | INDUSTRY | GLOBAL |\n|---|---|---|\n| Inability to attract talent to the industry | 60% | 37% |\n| Skills gaps in the labour market | 52% | 63% |\n| Organization culture and resistance to change | 44% | 46% |\n| Insufficient understanding of opportunities | 36% | 25% |\n| Outdated or inflexible regulatory framework | 36% | 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* Improving: Global average\n* Worsening: Global average\n\n\n\n**Talent availability when hiring**\n\n40%  -100%  +100% | 45%\n\n\n**Talent development of existing workforce**\n\n25%  -100%  +100% | 30%\n\n\n\n**Talent retention of existing workforce**\n\n65%  -100%  +100% | 45%\n\n\n## Visual Description\n\nSeveral horizontal bar charts and stacked bar charts are presented. The bar charts show comparisons between the \"Industry\" and \"Global\" responses. Triangular markers next to some bars indicate a statistically significant difference from the global average.\n\nThe stacked bar charts for talent trend show the proportion of respondents expecting improvement or worsening, with a center point of -100%. Values to the right (+100%) indicate expected improvement.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure | % | Global |\n|---|---|---|\n| Run comprehensive DEI training for managers and staff | 45 | 51 |\n| Set DEI goals, targets or quotas | 45 | 42 |\n| Anti-harassment protocols | 40 | 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 | % | Global |\n|---|---|---|\n| Reskilling and upskilling your existing workforce to better work alongside AI | 74 | 77 |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 58 | 69 |\n| Hiring new people with skills to better work alongside AI | 53 | 62 |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_279.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_279.md", "filename": "Future_of_Jobs_Report_2025_Page_279.md", "title": "Future_of_Jobs_Report_2025_Page_279", "hash": "29f1d57d3cdae187d7113296b31bcce9", "processed_at": "2025-03-05T09:16:39.883028", "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 279\n# Retail and wholesale of consumer goods\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 |  | 56% | 27% | 17% |  |  |\n|  |  | 48% | 30% | 22% |  |  |\n| 2030 |  | 42% | 32% | 26% |  |  |\n|  |  | 33% | 33% | 34% |  |  |\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\nTop practices with the greatest potential to improve talent availability (share of organizations surveyed)\n\n| Business Practice | Industry | GLOBAL |\n|---|---|---|\n| Supporting employee health and well-being | 76% | 64% |\n| Providing effective reskilling and upskilling | 65% | 63% |\n| Improving talent progression and promotion processes | 62% | 62% |\n| Tapping into diverse talent pools | 51% | 47% |\n| Offering higher wages | 50% | 50% |\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## Visual Description\nA stacked horizontal bar chart showing wage trends. The industry-specific bar shows 58% Growing, 38% Similar, and 4% Declining. The Global bar shows 8% Growing, 52% Similar, and 41% Declining.\n\nKey insight: Globally, more organizations project a decline in wages compared to the retail and wholesale industry.  Within both datasets, the largest share of organizations expect wages to remain similar.\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\nShare of organisations surveyed expecting the barriers will hinder their organisation transformation\n\n| Barrier | Industry | GLOBAL |\n|---|---|---|\n| Skills gaps in the labour market | 65% | 63% |\n| Organization culture and resistance to change | 40% | 46% |\n| Lack of adequate data and technical infrastructure | 39% | 32% |\n| Inability to attract talent to the industry | 38% | 37% |\n| Outdated or inflexible regulatory framework | 32% | 39% |\n\n\n## Talent availability outlook\n\n**Talent trend**\n\nShare of respondents who expect their talent availability to improve or worsen in five years\n\n## Visual Description\nThree horizontal stacked bar charts visualizing talent availability outlook over the next 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 are split into \"Improving,\" showing increases above the global average, \"Worsening,\" showing declines below the global average, and a neutral middle section representing alignment with the global average.\n\n**Talent availability when hiring:** 36% expect improvement, 28% expect worsening.\n**Talent development of existing workforce:** 14% expect improvement, 30% expect worsening.\n**Talent retention of existing workforce:** 67% expect improvement, 37% expect worsening.\n\nKey Insight: Retention of existing workforce is expected to improve significantly more than hiring new talent or developing the existing workforce.  Development of existing workforce faces the most pessimistic outlook, with the largest percentage of respondents expecting it to worsen.\n\n\n\n## DEI Actions\n\nShare of employers surveyed planning to implement the diversity, equity and inclusion measure\n\n\n| Measure | % | Global |\n|---|---|---|\n| Run comprehensive DEI training for managers and staff | 51 | 51 |\n| Targeted recruitment, retention and progression initiatives | 45 | 48 |\n| Set DEI goals, targets or quotas | 38 | 42 |\n\n\n## AI Strategy\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence\n\n\n| Strategy | % | Global |\n|---|---|---|\n| Reskilling and upskilling your existing workforce to better work alongside AI | 70 | 77 |\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 68 | 69 |\n| Hiring new people with skills to better work alongside AI | 63 | 62 |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_278.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_278.md", "filename": "Future_of_Jobs_Report_2025_Page_278.md", "title": "Future_of_Jobs_Report_2025_Page_278", "hash": "c67c69c5ef395d5fa81cd7563571af2a", "processed_at": "2025-03-05T09:16:39.883028", "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 278\n# Retail and wholesale of consumer goods\n\n## Key Statistics\n\n* **Labour-market churn:** 28% (Global 22%) - Five-year structural labour-force churn\n* **Skill disruption:** 38% (Global 39%) - Shares of core skills which will change\n* **Organizations with DEI priorities:** 78% (Global 83%) - Share of organizations with DEI priorities\n* **AI exposure:** 87% (Global 88%) - Share of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization:\n\n| Macrotrend                            | Industry | Global |\n|----------------------------------------|----------|--------|\n| Rising cost of living, higher prices or inflation |          |        |\n| Increased focus on labour and social issues |          |        |\n| Broadening digital access                 |          |        |\n| Slower economic growth                   |          |        |\n| Ageing and declining working-age populations |          |        |\n| Increased efforts and investments to reduce carbon... |          |        |\n| Increased efforts and investments to adapt to climate... |      | 30% / 41% |\n| Increased restrictions to global trade and investment |      | 27% / 23% |\n| Increased geopolitical division and conflicts          |      | 25% / 34% |\n| Growing working-age populations                        |      | 24% / 24% |\n| Increased government subsidies and industrial policy  |      | 18% / 21% |\n| Stricter anti-trust and competition regulations      |      | 17% / 17% |\n\n\n\n### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation:\n\n| Technology Trend                                    | Industry | Global |\n|----------------------------------------------------|----------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |          |        |\n| Robots and autonomous systems                      |          |        |\n| Energy generation, storage and distribution       |          |        |\n| New materials and composites                       |          |        |\n| Sensing, laser and optical technologies           |          |        |\n| Semiconductors and computing technologies           |      | 13% / 20% |\n| Quantum and encryption                            |      | 7% / 12% |\n| Biotechnology and gene technologies                  |      | 6% / 11% |\n| Satellites and space technologies                 |      | 3% / 9% |\n\n\n\n\n## Jobs outlook\n\n### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):\n\n| Role                                        | Net Growth | Job Growth | Job Displacement | Net Growth | Global net growth |\n|---------------------------------------------|------------|------------|-----------------|------------|-------------------|\n| AI and Machine Learning Specialists        |            |            |                 | 44         | 82 / 44         |\n| General and Operations Managers              |            |            |                 | 27         | 4 / 29          |\n| Business Development Professionals           |            |            |                 | 22         | 19 / 22         |\n| Shop Salespersons                           |            |            |                 | 14         | 6 / 24          |\n| Accounting, Bookkeeping and Payroll Clerks   |            |            |                 | -14        | -18 / 20        |\n| Data Entry Clerks                            |            |            |                 | -24        | -26 / 26        |\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation:\n\n\n| Workforce Strategy                                 | Industry | Global |\n|---------------------------------------------------|----------|--------|\n| Upskill your workforce                              | 88%      | 85%    |\n| Accelerate the automation of processes and tasks | 76%      | 73%    |\n| Hire staff with new skills to meet emerging business needs | 70%      | 70%    |\n\n\n\n## Upskilling and reskilling outlook\n\n\n| Outcome                                          | % | Global |\n|---------------------------------------------------|----|--------|\n| Would *not* need training by 2030                 | 42 | 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                       | 10 | 11     |\n\n\n## Visual Description\n\nA grid visualization shows the projected distribution of the workforce in relation to upskilling and reskilling by 2030. The grid is divided into colored sections representing the four possible outcomes: no training needed, upskilled in current role, upskilled and redeployed, and unlikely to upskill.  The relative size of each colored section indicates the proportion of the workforce expected to fall into that category.  There is also a light teal and light purple portion of the grid.\n\n**Key Insights:** The visualization suggests a significant portion of the workforce will require upskilling or reskilling by 2030. A smaller but still notable portion may not need training, while another segment is unlikely to upskill.  The size of the light teal/purple portions suggest a relatively high proportion of employees will be impacted by upskilling/reskilling.\n\n\n_Future of Jobs Report 2025 278_"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_280.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_280.md", "filename": "Future_of_Jobs_Report_2025_Page_280.md", "title": "Future_of_Jobs_Report_2025_Page_280", "hash": "95099b25d9c5cb7ea69c0c275c1a9b72", "processed_at": "2025-03-05T09:16:39.883028", "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 280\n# Supply-chain and transportation\n\n**35%** | Global 22%\nLabour-market churn\nFive-year structural labour-force churn\n\n**37%** | Global 39%\nSkill disruption\nShares of core skills which will change\n\n**84%** | Global 83%\nOrganizations with DEI priorities\nShare of organizations with DEI priorities\n\n**88%** | Global 88%\nAI exposure\nShare of organizations running AI programmes\n\n\n## Trend outlook\n\n### Macrotrends driving business transformation\n\nShare of organizations surveyed that identified this trend as likely to drive transformation in their organization\n\n| Trend                               | Industry | Global |\n|------------------------------------|---------|--------|\n| Increased efforts and investments to reduce carbon emissions |         |        |\n| Broadening digital access          |         |        |\n| Increased efforts and investments to adapt to climate change |         |        |\n| Rising cost of living, higher prices or inflation |         |        |\n| Increased focus on labour and social issues        |         |        |\n| Ageing and declining working-age populations |         |        |\n\n\n| Trend                                                  | Global | Industry |\n|-------------------------------------------------------|--------|---------|\n| Increased geopolitical division and conflicts           | 43%    | 66%     |\n| Slower economic growth                                | 40%    | 56%     |\n| Increased restrictions to global trade and investment | 36%    | 50%     |\n| Increased government subsidies and industrial policy  | 29%    | 50%     |\n| Growing working-age populations                         | 26%    | 44%     |\n| Stricter anti-trust and competition regulations      | 20%    | 44%     |\n\n\n### Technology trends\n\n#### Technology trends driving business transformation\n\nShare of organizations surveyed that identify the technology trend as likely to drive business transformation\n\n| Trend                                                 | Industry | Global |\n|-------------------------------------------------------|---------|--------|\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                         |         |        |\n| Energy generation, storage and distribution           |         |        |\n| New materials and composites                            |         |        |\n| Sensing, laser and optical technologies             |         |        |\n\n\n| Trend                                            | Global | Industry |\n|-------------------------------------------------|--------|---------|\n| Semiconductors and computing technologies       | 20%    | 92%     |\n| Satellites and space technologies               | 17%    | 66%     |\n| Quantum and encryption                          | 8%     | 56%     |\n| Biotechnology and gene technologies            | 6%     | 31%     |\n\n\n### Jobs outlook\n\n#### Key roles for business transformation\n\nRoles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)\n\n* Net growth\n* Job Growth\n* Job displacement\n* Net Growth\n* Global net growth\n\n1. Net growth\n2. Global net growth\n3. Churn\n\n| Role                                                      | Net Growth | 1. | 2. | 3. |\n|-----------------------------------------------------------|------------|----|----|----|\n| Autonomous and Electric Vehicle Specialists                  |            | 53 | 48 | 53 |\n| AI and Machine Learning Specialists                      |            | 41 | 82 | 41 |\n| Supply Chain and Logistics Specialists                   |            | 21 | 17 | 23 |\n| General and Operations Managers                         |            | 4  | 4  | 14 |\n| Accounting, Bookkeeping and Payroll Clerks                 |            | -19| -18| 29 |\n| Administrative Assistants and Executive Secretaries |            | -21| -20| 23 |\n\n\n### Skill outlook\n\n#### Skills of increasing use by 2030\n\nSkills of the most increase in use by 2030\n\n* Industry\n* Global\n\n\nCORE SKILLS OF 2025 | SKILLS OF INCREASING USE BY 2030\n---|---\nAnalytical thinking | AI and big data: 70% - 94%\nResilience, flexibility and agility | Technological literacy: 67% - 77%\nLeadership and social influence | Networks and cybersecurity: 59% - 76%\nResource management and operations | Analytical thinking: 56% - 70%\nMotivation and self-awareness | Creative thinking: 54% - 69%\n\n\n### Workforce Strategy outlook\n\n#### Key components of your workforce strategy by 2030\n\n% surveyed organizations selecting the macrotrend to drive workforce transformation\n\n* Industry\n* Global\n\n| Strategy                                                    | Industry | Global |\n|-------------------------------------------------------------|---------|--------|\n| Upskill your workforce                                      | 80%     | 85%    |\n| Hire staff with new skills to meet emerging business needs | 70%     | 70%    |\n| Accelerate the automation of processes and tasks           | 67%     | 73%    |\n\n\n### Upskilling and reskilling outlook\n\n**42** | Global 41\nWould not need training by 2030\n\n**30** | Global 29\nWould be upskilled in their current role\n\n**19** | Global 19\nWould be upskilled and redeployed\n\n**9** | Global 11\nWould be unlikely to upskill\n\n## Visual Description\n\nThere are several charts and graphs on this page.  Many of them use a horizontal bar chart format with industry and global averages shown side-by-side. Some charts utilize a diverging bar chart with a central zero point.  There is also a grid visualization towards the bottom.  Further details for specific charts are described below.\n\n**Macrotrends, Technology Trends, Skills:**  These charts all follow a similar visual pattern: they show industry and global survey results for different drivers of business transformation. The bars indicate the percentage of respondents who identify the trend as likely to drive transformation.\n\n**Key Roles for Business Transformation:** This chart shows the projected change in demand for various roles, displayed as a diverging bar chart. Positive values indicate net growth, while negative values show net decline.  There are three data points for each role: net growth, global net growth, and churn.\n\n**Workforce Strategy:** This chart shows the percentage of organizations selecting various macrotrends to drive workforce transformation.  Like the earlier charts, it provides both industry-specific and global perspectives.\n\n**Upskilling and Reskilling Outlook:** This section has two visualizations.  The first one shows four categories of workforce changes expected by 2030: no additional training needed, upskilling in current role, upskilling and redeployment, and unlikely to upskill. Each category displays industry and global percentages. The second visualization is a grid representing the percentages mentioned above, with colored blocks representing each category.  The teal blocks represent those unlikely to upskill, while the lavender color represents those who won't need training by 2030.\n\n\n**Key Insights:**\n\n* **Digitalization and Sustainability:**  Broadening digital access and efforts to reduce carbon emissions are significant drivers of transformation.\n* **AI and Automation:** AI-related technologies, along with robots and automation, are key technological drivers.\n* **Skills Gap:**  Significant skill disruption is anticipated, indicating a need for upskilling and reskilling initiatives.\n* **Job Market Churn:**  The high labour-market churn underscores the dynamic nature of the job market.\n* **DEI and AI Adoption:** A large majority of organizations prioritize DEI and are implementing AI programs.\n\n\n\nFuture of Jobs Report 2025 280"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_28.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_28.md", "filename": "Future_of_Jobs_Report_2025_Page_28.md", "title": "Future_of_Jobs_Report_2025_Page_28", "hash": "b4abaa2f77a160a5afbe38f8a87d097e", "processed_at": "2025-03-05T09:16:39.883028", "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 28\n# FIGURE 2.9 Expected shift in the human share of work task delivery in total firm output driven by automation versus augmentation, 2025-2030, by industry\n\nChange in proportion of human-performed tasks attributable to increasing automation.\n\n## Visual Description\n\nThis figure presents a series of bar charts and corresponding percentage values, organized by industry. Each industry has a horizontal bar chart showing the proportion of tasks performed by humans (light blue) and by automation (dark blue). Underneath each bar chart is a light blue square containing a percentage representing the increase in automation of tasks from 2025 to 2030.\n\nThe industries listed are:\n\n* Medical and healthcare services\n* Government and public sector\n* Advanced manufacturing\n* Energy technology and utilities\n* Retail and wholesale of consumer goods\n* Professional services\n* Infrastructure\n* Education and training\n* Real estate\n* Accommodation, food, and leisure\n* Information and technology services\n* Mining and metals\n* Production of consumer goods\n* Supply chain and transportation\n* Automotive and aerospace\n* Agriculture, forestry, and fishing\n* Telecommunications\n* Insurance and pensions management\n* Electronics\n* Financial services and capital markets\n\n**Key Insights:**\n\nAcross all industries, there is a projected increase in automation of tasks. The percentage increase varies considerably by industry, with some sectors like Electronics and Financial services experiencing a 100% shift towards automation, while others like Medical and Healthcare services show a lower percentage increase.  Industries like Agriculture, Forestry, and fishing, along with Telecommunications, also show high degrees of automation increase (93% and 96% respectively).\n\n**Data Table:**\n\n| Industry                                    | Human Share | Automation Share | Automation Increase (%) |\n|--------------------------------------------|-------------|-----------------|----------------------|\n| Medical and healthcare services            | 50         | 34              | 54                    |\n| Government and public sector                | 53         | 34              | 54                    |\n| Advanced manufacturing                     | 43         | 31              | 59                    |\n| Energy technology and utilities             | 43         | 32              | 63                    |\n| Retail and wholesale of consumer goods     | 56         | 42              | 65                    |\n| Professional services                       | 52         | 31              | 66                    |\n| Infrastructure                             | 51         | 36              | 71                    |\n| Education and training                      | 57         | 39              | 74                    |\n| Real estate                                 | 64         | 42              | 76                    |\n| Accommodation, food, and leisure            | 55         | 43              | 78                    |\n| Information and technology services         | 41         | 26              | 80                    |\n| Mining and metals                          | 42         | 28              | 84                    |\n| Production of consumer goods               | 45         | 32              | 85                    |\n| Supply chain and transportation            | 49         | 34              | 87                    |\n| Automotive and aerospace                   | 46         | 31              | 89                    |\n| Agriculture, forestry, and fishing         | 51         | 35              | 93                    |\n| Telecommunications                         | 40         | 28              | 96                    |\n| Insurance and pensions management         | 41         | 25              | 97                    |\n| Electronics                               | 40         | 25              | 100                   |\n| Financial services and capital markets    | 44         | 28              | 100                   |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_281.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_281.md", "filename": "Future_of_Jobs_Report_2025_Page_281.md", "title": "Future_of_Jobs_Report_2025_Page_281", "hash": "72c8cf14d655f9d717b53703f30a9cf3", "processed_at": "2025-03-05T09:16:39.883028", "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 281\n# Supply-chain and transportation\n\n## Human-machine frontier\n\n**% of tasks completed by predominantly people, predominantly technology, or a combination of both**\n\n| Task Type | Now (Industry) | Now (Global) | 2030 (Industry) | 2030 (Global) |\n|---|---|---|---|---|\n| Human |  |  |  |  |\n| Combination |  |  |  |  |\n| Technology |  |  |  |  |\n| **ALL TASKS** | 49% | 30% | 34% | 32% |\n|  | 48% | 21% | 33% | 34% |\n\n\n## Key barriers for business transformation\n\n**Transformation barriers**\n\n**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**\n\n| Barrier | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 55% | 63% |\n| Organization culture and resistance to change | 54% | 46% |\n| Outdated or inflexible regulatory framework | 44% | 39% |\n| Inability to attract talent to the industry | 37% | 37% |\n| Lack of adequate data and technical infrastructure | 35% | 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* *Improving*: Global average\n* *Worsening*: Global average\n\n\n| Talent Area | Industry | Change from -100% |\n|---|---|---|\n| Talent availability when hiring | 39% | +28% |\n| Talent development of existing workforce | 0% | +1% |\n| Talent retention of existing workforce | 29% | +18% |\n\n\n## Business Practice\n\n**Business practices to improve talent availability**\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n| Practice | Industry | Global |\n|---|---|---|\n| Improving talent progression and promotion processes | 69% | 62% |\n| Supporting employee health and well-being | 59% | 64% |\n| Providing effective reskilling and upskilling | 58% | 63% |\n| Offering higher wages | 52% | 50% |\n| Tapping into diverse talent pools | 46% | 47% |\n\n\n\n## Wage outlook\n\n**Wage trends**\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n* *Growing*: Global\n* *Similar*: Global\n* *Declining*: Global\n\n## Visual Description\n\nTwo stacked horizontal bar charts are presented, one showing the predicted share of wages and the other visualizing talent availability trends.\n\n**Wage Trends Chart:** This chart depicts the projected changes in wages as a percentage of total company revenue.  Globally, 61% of organizations predict growth, 30% predict similar levels, and 9% predict a decline.  Within the industry specifically, 8% predict growth, 52% predict similar levels, and 41% predict a decline.  The industry projections show a more pessimistic outlook compared to the global average.\n\n**Talent Availability Trend Chart:** This chart shows the expected change in talent availability across three areas: hiring, development of existing workforce, and retention of existing workforce.  Each area is represented by a horizontal bar with a midpoint at -100%. Bars extending to the right (positive change) represent improvement, while bars extending to the left (negative change) indicate worsening. For talent availability when hiring, the industry anticipates an improvement of +28% from the -100% baseline (meaning a net positive outlook).  Talent development is expected to improve by only +1%, and talent retention is projected to improve by +18%.\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n* Targeted recruitment, retention and progression initiatives: 53% (Industry), 48% (Global)\n* Run comprehensive DEI training for managers and staff: 44% (Industry), 51% (Global)\n* Set DEI goals, targets or quotas: 43% (Industry), 42% (Global)\n\n\n## AI Strategy\n\n**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**\n\n* Reskilling and upskilling your existing workforce to better work alongside AI: 79% (Industry), 77% (Global)\n* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 68% (Industry), 69% (Global)\n* Hiring new people with skills to better work alongside AI: 68% (Industry), 62% (Global)"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_282.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_282.md", "filename": "Future_of_Jobs_Report_2025_Page_282.md", "title": "Future_of_Jobs_Report_2025_Page_282", "hash": "64e10428cc83177118af6572507e62ed", "processed_at": "2025-03-05T09:16:39.883028", "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 282\n# Telecommunications\n\n## Key Statistics\n\n* **20%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)\n* **40%** (Global 39%): Skill disruption (Shares of core skills which will change)\n* **85%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)\n* **89%** (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| Trend                                                      | Industry | Global |\n|-----------------------------------------------------------|---------|--------|\n| Broadening digital access                                   |         |        |\n| Rising cost of living, higher prices or inflation          |         |        |\n| Increased efforts and investments to reduce carbon\u2026         |         |        |\n| Slower economic growth                                     |         |        |\n| Increased focus on labour and social issues                |         |        |\n| Increased efforts and investments to adapt to climate\u2026     |         |        |\n| Increased geopolitical division and conflicts              |         | 32%    |\n| Growing working-age populations                             |         | 30%    |\n| Stricter anti-trust and competition regulations            |         | 24%    |\n| Ageing and declining working-age populations               |         | 24%    |\n| Increased government subsidies and industrial policy       |         | 16%    |\n| Increased restrictions to global trade and investment     |         | 14%    |\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| Trend                                                      | Industry | Global |\n| ---------------------------------------------------------- | -------- | ------ |\n| AI and information processing technologies (big data, VR, AR\u2026) |         |        |\n| Robots and autonomous systems                              |         |        |\n| Satellites and space technologies                           |         |        |\n| Energy generation, storage and distribution                |         |        |\n| Semiconductors and computing technologies                   |         |        |\n| Quantum and encryption                                      |         | 29%    |\n| New materials and composites                               |         | 16%    |\n| Sensing, laser and optical technologies                     |         | 16%    |\n| Biotechnology and gene technologies                         |         | 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| AI and Machine Learning Specialists                    |           |           |                 | 65        | 82              |\n| Data Analysts and Scientists                            |           |           |                 | 52        | 41              |\n| Data Engineers                                          |           |           |                 | 35        | 36              |\n| Managing Directors and Chief Executives                 |           |           |                 | 13        | 5               |\n| Accounting, Bookkeeping and Payroll Clerks              |           |           |                 | -17       | -18             |\n| Administrative Assistants and Executive Secretaries    |           |           |                 | -24       | -20             |\n\n\n\n\n## Workforce Strategy outlook\n\n### Key components of your workforce strategy by 2030\n\n*% surveyed organizations selecting the macrotrend to drive workforce transformation*\n\n| Strategy                                         | Industry | Global |\n|-------------------------------------------------|---------|--------|\n| Upskill your workforce                           | 96%     | 85%    |\n| Accelerate the automation of processes and tasks | 82%     | 73%    |\n| Hire staff with new skills to meet emerging\u2026     | 70%     | 70%    |\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                     | Industry | Global |\n|--------------------------|---------|--------|\n| Analytical thinking        |         | 86%    |\n| Leadership and social\u2026   |         | 76%    |\n| Creative thinking        |         | 66%    |\n| Resilience, flexibility\u2026 |         | 66%    |\n| AI and big data           |         | 66%    |\n| AI and big data           |         | 100%   |\n| Resilience, flexibility\u2026 |         | 79%    |\n| Curiosity and lifelong\u2026  |         | 75%    |\n| Networks and cybersecurity|         | 75%    |\n| Creative thinking        |         | 75%    |\n\n## Upskilling and reskilling outlook\n\n| Outcome                                            | Industry | Global |\n|----------------------------------------------------|---------|--------|\n| Would *not* need training by 2030                   | 37      | 41     |\n| Would be upskilled in their current role           | 29      | 29     |\n| Would be upskilled and redeployed                 | 24      | 19     |\n| Would be unlikely to upskill                       | 11      | 11     |\n\n\n\n## Visual Description\n\nA grid visualization shows the projected workforce changes regarding upskilling and reskilling by 2030. The grid is divided into four sections representing four different outcomes: \"Would not need training,\" \"Would be upskilled in their current role,\" \"Would be upskilled and redeployed,\" and \"Would be unlikely to upskill.\"  Each section is color-coded, and the area of each section represents the percentage of the workforce expected to fall into that category.  The lighter purple represents \"Would not need training\" (37% industry / 41% global).  A medium purple represents \"Would be upskilled in their current role\" (29% for both). Light teal corresponds to \"Would be upskilled and redeployed\" (24% industry / 19% global). The darkest purple-grey represents \"Would be unlikely to upskill\" (11% for both).\n\nKey insight: A significant portion of the workforce will require upskilling or reskilling by 2030. While some roles may not require additional training, a substantial number will either need to enhance their current skills or acquire new ones for different roles within the organization. A smaller but still notable percentage is predicted to be unlikely to upskill, potentially facing job displacement."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_283.md", "filename": "Future_of_Jobs_Report_2025_Page_283.md", "title": "Future_of_Jobs_Report_2025_Page_283", "hash": "df2c4fcd3feb9e242506b8bf6b5df32c", "processed_at": "2025-03-05T09:16:39.883028", "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 283\n# Telecommunications\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 shows the breakdown of tasks completed by humans, technology, or a combination of both, now and projected for 2030.  Currently, a larger portion of tasks are completed by predominantly human effort, followed by combined human-technology efforts, and lastly, predominantly technology efforts. The chart projects a shift by 2030, where tasks completed by predominantly technology increase, human-led tasks decrease, and the combined effort share remains relatively stable. Specific percentages are overlaid on the chart bars.\n\n\n## Business Practice\n\n### Business practices to improve talent availability\n\n**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**\n\n|  | Industry | Global |\n|---|---|---|\n| Providing effective reskilling and upskilling | 67% | 63% |\n| Improving talent progression and promotion processes | 63% | 62% |\n| Offering remote and hybrid work opportunities within countries | 59% | 43% |\n| Supporting employee health and well-being | 56% | 64% |\n| Offering higher wages | 52% | 50% |\n\n## Wage outlook\n\n### Wage trends\n\n**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**\n\n\n\n## Visual Description\n\nThis stacked bar chart depicts the projected change in wages and other forms of worker's compensation as a percentage of total company revenue.  One bar represents the Industry view, and the other represents the Global average.  Both are broken down into \"Growing,\" \"Similar,\" \"Declining\" segments.  The Industry projection shows a larger percentage expecting growth than the Global average.  Specific percentages are provided for each segment.\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|  | Industry | Global |\n|---|---|---|\n| Skills gaps in the labour market | 66% | 63% |\n| Outdated or inflexible regulatory framework | 42% | 39% |\n| Organization culture and resistance to change | 40% | 46% |\n| Lack of adequate data and technical infrastructure | 29% | 32% |\n| Inability to attract talent to the industry | 24% | 37% |\n\n\n## Talent availability outlook\n\n### Talent trend\n\n**Share of respondents who expect their talent availability to improve or worsen in five years**\n\n\n## Visual Description\n\nThree horizontal bar charts illustrate the expected talent availability over the next five years. The first chart focuses on hiring, the second on development of existing workforce, and the third on retention of existing workforce. Each chart uses purple to represent the proportion of respondents expecting worsening availability, and light blue to represent the proportion expecting improving availability.  The difference between the two is shown as a percentage change from -100% on the left.  For instance, if the purple bar goes halfway and the blue extends past it, the total length would be +100%\n\n\n## DEI Actions\n\n**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**\n\n| Measure |  |\n|---|---|\n| Run comprehensive DEI training for managers and staff | 67 | Global 51 |\n| Targeted recruitment, retention and progression initiatives | 52 | Global 48 |\n| Set DEI goals, targets or quotas | 48 | 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| Strategy |  |\n|---|---|\n| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 89 | Global 69 |\n| Reskilling and upskilling your existing workforce to better work alongside AI | 74 | Global 77 |\n| Hiring new people with skills to better work alongside AI | 67 | Global 62 |"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_284.md", "filename": "Future_of_Jobs_Report_2025_Page_284.md", "title": "Future_of_Jobs_Report_2025_Page_284", "hash": "eb8f0807451e7a9f8155ddef76b7ac5e", "processed_at": "2025-03-05T09:16:39.883028", "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 284\n# Contributors\n\nAt the World Economic Forum Centre for the New Economy and Society:\n\n## Project Team\n\n* **Attilio Di Battista**\n    Head, Impact Design and Coordination\n\n* **Sam Grayling**\n    Insights Lead, Work, Wages and Job Creation\n\n* **Ximena J\u00e1tiva**\n    Insights Lead, Education, Skills and Learning\n\n* **Till Leopold**\n    Head, Work, Wages and Job Creation\n\n* **Ricky Li**\n    Insight and Data Lead\n\n* **Shuvasish Sharma**\n    Insights Specialist, Work, Wages and Job Creation\n\n* **Saadia Zahidi**\n    Managing Director\n\n\nWe are extremely grateful to our colleagues in the Centre for the New Economy and Society for their support, especially to: Neil Allison, Silja Baller, Eoin \u00d3 Cathasaigh, Alison Eaglesham, Genesis Elhussein, Sarah Fabijanic, Sriram Gutta, Elselot Hasselaar, Ad\u00e8le Jacquard, Isabelle Leliaert, Ostap Lutsyshyn, Tanya Milberg, Aarushi Singhania, and Steffica Warwick. We also extend our thanks to Mirek Du\u0161ek for his feedback and support and to our colleagues at the Global Communications Group.\n\nWe are also grateful to Michael Fisher for his excellent copyediting work, to our colleague Floris Landi and MIKO Studio's Laurence Denmark for their exceptional cover and shareable design, to Salesforce's Campbell Powers and Justine Moscatello and Lovelytics' Joely Friedman and Jonathan Raskauskas for their design and execution of dashboard in the report reader, and to Accurat for their outstanding graphic designing and layout of the report, as well as for their outstanding work to create the report's profiles and online Data Explorer.\n\nFor more information, or to get involved, please contact cnes@weforum.org."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_285.md", "filename": "Future_of_Jobs_Report_2025_Page_285.md", "title": "Future_of_Jobs_Report_2025_Page_285", "hash": "fcd4f83dd0074958359a59fde4e67a5f", "processed_at": "2025-03-05T09:16:39.883028", "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 285\n# Collaborators\n\nThe Centre for the New Economy and Society aims to empower decision-making among leaders in business and policy by providing fresh, actionable insight through collaboration with leading experts and data-holding companies.\n\nWe greatly appreciate the collaboration with Coursera, Indeed, LinkedIn and ADP for this year's report and would specifically like to thank the following contributors:\n\n## Coursera\n\n* Maria-Nicole Ikonomou, Head of Global Enterprise PR & Communications\n* Anna Zhao, Data Scientist\n* Harshal Tijare, Data Analyst\n\n## Indeed\n\n* Svenja Gudell, Chief Economist, Indeed Hiring Lab\n* Annina Hering, Senior Economist, Indeed Hiring Lab\n* Arcenis Rojas, Data Scientist, Indeed Hiring Lab\n* Chris Glynn, Director of Data Science, Indeed Hiring Lab\n* Cory Hopkins, Senior Editor, Indeed Hiring Lab\n\n\n## LinkedIn\n\n* Kristin Lena Keveloh, Senior Lead Manager, Public Policy & Economic Graph\n* Akash Kaura, Staff Data Scientist, LinkedIn\n\n## ADP\n\n* Nela Richardson, Chief Economist, ESG Officer & Head of ADP Research\n* Ben Hanowell, Director of People Analytics\n* Dr. Mary Hayes, Director of Research\n* Jared Northup, Research Analyst"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_286.md", "filename": "Future_of_Jobs_Report_2025_Page_286.md", "title": "Future_of_Jobs_Report_2025_Page_286", "hash": "380aad5049dbccb0d6f54c9784d1912a", "processed_at": "2025-03-05T09:16:39.883028", "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 286\n# Acknowledgments\n\nThe Centre for the New Economy and Society would like to thank the Jobs Initiative Champions and Reskilling Revolution Champions for their leadership and guidance on the focus of this Report.\n\n## Survey Partners\n\nThe World Economic Forum's Centre for the New Economy and Society is pleased to acknowledge and thank the following organizations, without which the realization of the *Future of Jobs Report 2025* would not have been feasible:\n\n**Argentina**\n\n* **IAE Business School, Universidad Austral**\n    * Eduardo Fracchia, Director of Academic Department of Economics\n    * Martin Calveira, Research Economist\n\n**Australia**\n\n* **Australian Industry Group**\n    * Dr Caroline Smith, Executive Director, Centre for Education and Training\n    * Sarah Pilcher, Research and Policy Manager, Centre for Education and Training\n    * Brett Crosley, Research and Policy Officer, Centre for Education and Training\n\n**Bahrain**\n\n* **Bahrain Economic Development Board**\n    * Nada Al Saeed, Chief Strategy\n    * Redha AlAnsari, Executive Director\n* **Bahrain Labour Fund (Tamkeen)**\n    * Amer Marhoon, Managing Director at Skills Bahrain\n    * Nada Deen, Executive Director, Sector Skills Development at Skills Bahrain\n\n**Brazil**\n\n* **Funda\u00e7\u00e3o Dom Cabral, Innovation and Entrepreneurship Center**\n    * Carlos Arruda, Professor and Member of FDC Innovation and Entrepreneurship Center\n    * Hugo Tadeu, Professor and Director of FDC Innovation and Entrepreneurship Center\n    * Miguel F. Costa, Researcher\n\n**Colombia**\n\n* **Asociaci\u00f3n Nacional de Empresarios de Colombia (ANDI)**\n    * Imelda Restrepo, Director, Center for Economic Studies\n    * Paola Buend\u00eda Garc\u00eda, Executive Vice President\n\n\n**Education for Employment**\n\n* Ashley Barry, Director of Strategy & Learning, Education for Employment - Global\n* Houda Barakate, CEO, Education for Employment - Maroc\n* Chaimaa Zaher, Partnership and Program Coordinator, Education for Employment - Maroc\n* Sarah Gomaa, Partnerships and Job Placement Officer, Education for Employment - Egypt\n* Menna Muhammed, Partnerships and Job Placement Associate, Education for Employment - Egypt\n\n**European Association for People Management (EAPM)**\n\n* Berna \u00d6ztinaz, President\n* Ulrik Brix, Board Sponsor, Surveys and Insights, CEO at NOCA\n* Kai Helfritz, Working Group Lead, Surveys and Insights\n* Rebecca Normand, Head of EAPM Secretariat\n* Dana Cavaleru, Executive Director, HR Management Club Romania\n\n\n**Egypt, Arab Rep.**\n\n* **Egyptian Center for Economic Studies - ECES**\n    * Abla Abdel Latif, Executive Director and Director of Research\n    * Mohamed Hosny, Economist\n    * Ahmed Maged, Field Researcher\n    * Hossam Khater, Field Researcher\n    * Mohamed Khater, Field Researcher\n\n\n**India**\n\n* **The Confederation of Indian Industry (CII)**\n    * Sougata Roy Choudhury, Executive Director\n    * Kabir Krishna, Deputy Director\n    * Ravinder, Manager\n    * Anuradha Nirwan, Executive Officer\n\n\n## Visual Description\n\nThere are no visual elements on this page."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_287.md", "filename": "Future_of_Jobs_Report_2025_Page_287.md", "title": "Future_of_Jobs_Report_2025_Page_287", "hash": "5ce330378f43cdec6d48964dc9bfa5a2", "processed_at": "2025-03-05T09:16:39.883028", "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 287\n# International Association of Ports and Harbors (IAPH)\n\nPatrick Verhoeven, managing director\nNick Blackmore, director business development\nFabienne Van Loo, membership outreach and Europe office manager\n\n\n# Israel\n\n**JDC-Tevet in partnership with the Ministry of Labour**\n\nAvraham Fleishon, Head of Data, JDC-Tevet\nElizabeth Levi, Resource Development, JDC-Tevet\nNoa Ecker, Strategy Manager, Ministry of Labour\nSapir Yany, Project Manager, NGG\nRan Lefler, Head of Evaluation, Research and Development, NGG\n\n\n# Japan\n\n**Waseda University**\n\nJusuke JJ Ikegami, Professor\nMitsuyo Tsubayama, Coordinator\nShoko Miya, Coordinator\n\n\n# Kazakhstan\n\n**Center for Strategic Initiatives LPP**\n\nOlzhas Khudaibergenov, Senior Partner\nKamilya Suleimenova, Project Manager\nMaryam Galyamova, Senior Consultant\nAnel Rakhimova, Consultant\nAkku Bakisheva, Senior Consultant\n\n\n# Latvia and Lithuania\n\n**ERDA Group**\n\nZane \u010culkst\u0113na, Founder and Business Partner\nKatya Leidmane, Executive Director\nInese Je\u013cisejeva, Project Assistant\nAu\u0161ra Bytautien\u0117, Director, Personalo valdymo profesional\u0173 asociacija\nJurgita Leme\u0161i\u016bt\u0117, Managing Partner, PeopleLink\n\n\n# Mexico\n\n**Instituto Mexicano para la Competitividad - IMCO**\n\nValeria Moy, General Director\nIvania Mazari, Program Manager\n\n\n# Netherlands\n\n**Amsterdam Centre for Business Innovation, University of Amsterdam**\n\nProf.dr. Henk W. Volberda, Director and Professor\nDr. Rick Hollen\nRaoul Breij, MSc\n\n\n# Serbia\n\n**Foundation for the Advancement of Economics - FREN**\n\nAleksandar Radivojevi\u0107, Research Coordinator\nDejan Molnar, Director\n\n\n# Slovenia\n\n**Institute for Economic Research**\n\nDr Tja\u0161a Bartolj, Researcher\nSonja Ur\u0161i\u010d, Researcher\n\n\n# South Africa\n\n**Harambee Youth Employment Accelerator**\n\nVictoria Duncan, Head, Research and Evidence\nRob Urquhart, Strategy, Research and Evidence Lead\n\n\n# Spain\n\n**Asociaci\u00f3n Espa\u00f1ola de Direccion y Desarrollo de Personas (AEDIPE)**\n\nRoser Segarra, President\nMaria Obiols Ferr\u00e9, EAPM Delegate and Board Member\nRoger Iliterasriera, Board Member\nSergi Riau, Board Member\nSusana Gutierrez, Board Member\n\n\n# Thailand\n\n**Chulalongkorn University**\n\nWilert Puriwat, President\nKanyarat (Lek) Sanoran, Associate Professor\nNat Kulvanich, Assistant Professor\n\n\n# Tunisia\n\n**IACE (Institut Arabe des Chefs d'Entreprise)**\n\nMajdi Hassen, Executive Director\nHajer Karaa, Head of the Studies Department\n\n\n# T\u00fcrkiye\n\n**T\u00dcSIAD, Sabanci University Competitivness Forum - REF**\n\nEsra Durceylan Kaygusuz, Assistant Professor of Economics, Sabanc\u0131 University, Forum director\nSezen U\u011furlu Sum, Competitiveness Forum Project Specialist\n\n\n# Viet Nam\n\n**Talentnet Corporation**\n\nTrinh Tieu, Founder & CEO\nHa Nguyen, Chief Marketing & Customer Experience Officer\nKhanh Nguyen, Associate Marketing Director\nHuy Le, Senior Marketing Specialist\n\n\n# Uzbekistan\n\n**Westminster International University in Tashkent**\n\nBakhrom Mirkasimov, Deputy Rector\nNargiza Kabilova, Research Assistant\nNilufar Abduvalieva, Research Assistant\nMaksim Kim, Director of the Centre for Professional and Lifelong Education\nNozima Yusupova, Manager at the Centre for Professional and Lifelong Education\n\n\n# Zimbabwe\n\n**National Competitiveness Commission**\n\nPhillip Phiri, Executive Director\nBrighton Shayanewako, Director, Competitiveness\nDouglas Muzimba, Manager, International Competitiveness\nMunyaradzi Muchemwa, Economist\nElizabeth Magwaza, Economist"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_288.md", "filename": "Future_of_Jobs_Report_2025_Page_288.md", "title": "Future_of_Jobs_Report_2025_Page_288", "hash": "b4ef63f150c9059c0c584891884a69da", "processed_at": "2025-03-05T09:16:39.883028", "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 288\n# Thank you\n\nThank you also to the following organizations for contributing to the dissemination of the Future of Jobs Survey:\n\n- Asociatia HR Management Club (HR Club)\n- Associa\u00e7\u00e3o Portuguesa De Gest\u00e3o Das Pessoas (APG)\n- Associazione Italiana Per La Direzione Del Personale (AIDP)\n- Deutsche Gesellschaft F\u00fcr Personalf\u00fchrung (DGFP)\n- HR Norge\n- Indonesia Ministry of Planning\n- Indonesian Chamber of Commerce And Industry (KADIN Indonesia)\n- International Women in Mining (IWIM)\n- Network of Corporate Academies (NOCA)\n- Personalo Valdymo Profesionalu Asociacija (PVPA)\n- Soci\u00e9t\u00e9 Suisse De Gestion Des Ressources Humaines (HR Swiss)\n- T\u00fcrkiye \u0130nsan Y\u00f6netimi Derne\u011fi (PERY\u00d6N)\n\n\n# Centre for the New Economy and Society Partners\n\n2045 Studio\nAccenture\nAdecco Group\nADP\nAfrican Rainbow Minerals\nAgility\nAIG\nAl Dabbagh Group Holding\nAl Futtaim Private Company\nAlixPartners\nAllianz\nAmazon\nAMTD Group\nAPCO\nApparel Group\nAramco\nAwardco\nBahrain Economic Development Board\nBairesDev\nBajaj Group\nBanco Bradesco\nBanco BTG Pactual\nBank of America\nBank of Montreal\nBarclays Bank\nBridas Energy Holding\nBetterUp\nBHP Group\nBigSpring\nBill & Melinda Gates Foundation\nBloomberg\nBRANDI and Companies\nBurda\nCapgemini\nCapital A Berhad\nCarlsberg\nCensia\nChanel\nCheck Point Software Technologies\nCisco Systems\nCognizant\nCorficolombiana\nCrescent Enterprises\nCrescent Group\n\nCVC Capital Partners\nDailyPay\nDaniel J. Edelman\nDassault Syst\u00e8mes\nDeel\nLattice\nDell Technologies\nDeloitte\nDeutsche Bank\nDIO\nDogan \u015eirketler Grubu Holding\nDotlumen SRL\nDP World\ndsm-firmenich\ne&\nEducational Testing Services\nEgon Zehnder\nEntri Software\nEurasian Group\nEuroclear\nMoonhub\nEY\nFlora Food Group\nFortinet\nGap\nGiftolexia Solutions\nGlean Technologies\nGoodwall\nAlphabet\nGrupo Mariposa-Apex\nGrupo Salinas\nHackensack Meridian Health\nHeidrick & Struggles\nHEINEKEN\nHenry Schein\nHewlett Packard Enterprise\nHitachi\nHologic\nHoltzbrinck Publishing Group\nHong Kong Exchanges and Clearing Limited (HKEX)\nHP\nHSBC Holdings\nhundo\nIBM Corporation"}


created_at: 2025-03-05 15:16:50
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_289.md", "filename": "Future_of_Jobs_Report_2025_Page_289.md", "title": "Future_of_Jobs_Report_2025_Page_289", "hash": "f707cbae893252ce73f1d00abe1559b4", "processed_at": "2025-03-05T09:16:39.883028", "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 289\n# Companies\n\n* Ifood.Com\n* Indiavidual Learning\n* Indorama Ventures\n* Indus Group\n* Infosys\n* INGKA GROUP I IKEA\n* Intel Corporation\n* Intercorp Peru\n* Invesco\n* Ita\u00fa Unibanco\n* JBS\n* Jer\u00f3nimo Martins\n* JLL\n* Kearney\n* Kohlberg Kravis Roberts & Co. (KKR)\n* L'Or\u00e9al\n* LGT Group Foundation\n* Inclusively\n* Limak Holding\n* LinkedIn Corporation\n* Lord, Abbett & Co. LLC\n* Manchester United Football Club Limited\n* ManpowerGroup\n* Marsh & McLennan Companies\n* Mayo Clinic\n* McKinsey & Company\n* Medtronic\n* Merck\n* Microsoft\n* Mogul\n* MUFG (Mitsubishi UFJ Financial Group Inc.)\n* Naspers Limited\n* Comcast Corporation\n* Nestl\u00e9\n* Network for Teaching Entrepreneurship (NFTE)\n* Nexthink\n* Nielsen\n* Novartis International\n* NxtWave Disruptive Technologies\n* NYSE Group\n* Omnicom Group\n* Open Society Institute\n* Paradox\n* PayPal\n* Pearson\n* PepsiCo\n* Petroleo Brasileiro - PETROBRAS\n* Yildiz Holding\n* PwC\n* Publicis Groupe\n* QI Group\n* Randstad\n* RBC Financial Group\n* Recruit Holdings\n* Regeneron Pharmaceuticals\n* Reliance Industries\n* Rio Tinto\n* RMZ Corporation\n* Royal Philips\n* Russell Reynolds Associates\n* Salesforce\n* Sanofi\n* SAP SE\n* Saudi Arabian Mining Company (Ma'aden)\n* Saudi National Bank\n* Sempra\n* ServiceNow\n* Shell\n* Siemens\n* Skillsoft\n* SONAE\n* Standard Chartered Bank\n* State Street Corporation\n* Swiss Re\n* Takeda Pharmaceutical Company\n* Teachers Insurance and Annuity Association (TIAA)\n* Teck Resources Limited\n* Telef\u00f3nica\n* TestGorilla\n* The Bank Of New York Mellon Corporation\n* The Est\u00e9e Lauder Companies\n* The New York Times Company\n* The Samuel Group\n* The Standard Bank Group\n* Trip.com Group\n* Uber Technologies\n* UBS\n* uLesson Education\n* Unilever\n* Verizon Communications\n* Visa\n* Wellcome Trust\n* Wilco\n* Wipro\n* Workday\n* WorkWhile\n* WorldQuant\n* Zoom Video Communications\n* Zurich Insurance Company"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_29.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_29.md", "filename": "Future_of_Jobs_Report_2025_Page_29.md", "title": "Future_of_Jobs_Report_2025_Page_29", "hash": "1a7f99e3a60bff4dd21c02cdb4f76095", "processed_at": "2025-03-05T09:16:39.883028", "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 29\n# Geoeconomic fragmentation\n\nThe Future of Jobs Survey asked employers about the impacts of three key geoeconomic trends: increased government subsidies and industrial policy; increased geopolitical division and conflicts; and increased restrictions to global trade and investment. On average, respondents expect these trends to be net job creators. Although projected to be three of the four lowest net job-creating macrotrends \u2013 above only slower economic growth \u2013 these estimates still equate to 5 million net additional jobs by 2030, most prominently in logistics, security and strategy roles.\n\nIncreased government subsidies and industrial policy are expected to drive increased demand for Business Intelligence Analysts and Business Development Professionals. Increased restrictions to global trade and investment are also predicted to drive growth in these roles, as well as in Strategic Advisors and Supply Chain and Logistics specialists. Increased geopolitical division and conflicts, meanwhile, are projected to drive growth in all of the aforementioned roles, in addition to Information Security Analysts and Security Management Specialists.\n\nThe Future of Jobs Survey also asked respondents whether they expected to offshore parts of their workforce, or move operations closer to home through reshoring, nearshoring, or friendshoring. An analysis of the responses to these questions for the subset of employers who expect geoeconomic trends to affect their business provides insight into how these trends affect workforce decisions.\n\nTable 2.1 shows the share of employers who expect each geoeconomic trend to transform their business that additionally also expect to offshore or re-shore significant segments of their workforce. All three geoeconomic trends analysed appear to drive more re-shoring, with respondents who expect their business to be transformed by increasing restrictions to global trade and investment 50% more likely to plan to reshore than the global average employer. Employers who expect government subsidies and industrial policy to transform their business, however, are almost as likely to plan to offshore as they are to reshore.\n\n## TABLE 2.1 Impact of geoeconomic trends on off-shoring and re-shoring\n\n*Share of employers who expect the specified trend to transform their business who plan to 'off-shore' or 're-shore' significant segments of their workforce.*\n\n|                         | Off-shore | Re-shoring |\n|-------------------------|----------|-----------|\n| Global Average          | 8.3      | 9.5       |\n| Increased government subsidies and industrial policy | 11.2     | 12.4      |\n| Increased geopolitical division and conflicts | 9.3      | 13.2      |\n| Increased restrictions to global trade and investment | 8.7      | 14.5      |\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\n\n## Visual Description\n\nThe image presents two bar charts comparing the share of tasks done predominantly by people today (dark blue) versus by people by 2030 (light blue) for two industries: Chemical and advanced materials, and Oil and gas.  The charts also display the percentage increase in tasks done by people in 2030 compared to today.\n\n\n**Chemical and advanced materials:**\n\n* Share of tasks done by people today: 38%\n* Share of tasks done by people by 2030: 28%\n* Percentage increase by 2030: 113% (despite a decrease in the share handled by humans)\n\n\n**Oil and gas:**\n\n* Share of tasks done by people today: 36%\n* Share of tasks done by people by 2030: 26%\n* Percentage increase by 2030: 146% (despite a decrease in the share handled by humans)\n\n**Key Insights:**\n\nWhile the share of tasks handled by people decreases from today's levels in both sectors by 2030, suggesting increasing automation, the *overall workload* in these industries is projected to increase significantly. This explains the seemingly contradictory growth in the share of tasks handled by people by 2030 (113% and 146%, respectively). The Oil and Gas sector exhibits a larger growth in overall workload compared to Chemical and Advanced Materials."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_290.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_290.md", "filename": "Future_of_Jobs_Report_2025_Page_290.md", "title": "Future_of_Jobs_Report_2025_Page_290", "hash": "11f06cd401a19be07445218b51553ef3", "processed_at": "2025-03-05T09:16:39.883028", "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 290\n# WORLD\n# ECONOM\n# FORUM\n\n**COMMITTED TO\nIMPROVING THE STATE\nOF THE WORLD**\n\nThe World Economic Forum, committed to improving the state of the world, is the International Organization for Public-Private Cooperation.\n\nThe Forum engages the foremost political, business and other leaders of society to shape global, regional and industry agendas.\n\n\nWorld Economic Forum\n91-93 route de la Capite\nCH-1223 Cologny/Geneva\nSwitzerland\n\nTel.: +41 (0) 22 869 1212\nFax: +41 (0) 22 786 2744\ncontact@weforum.org\nwww.weforum.org"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_3.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_3.md", "filename": "Future_of_Jobs_Report_2025_Page_3.md", "title": "Future_of_Jobs_Report_2025_Page_3", "hash": "de1fd0e390468825ba60abf44bbb1804", "processed_at": "2025-03-05T09:16:39.883028", "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 3\n```markdown\n# Contents\n\n* Preface  4\n* Key findings 5\n* Part I: The Future of Jobs 2025 7\n* Introduction: The global labour market landscape in 2025 8\n\n1. **Drivers of labour-market transformation** 10\n    * 1.1 Expected impact of macrotrends on business transformation 10\n\n2. **Jobs outlook** 18\n    * 2.1 Total job growth and loss 18\n    * 2.2 Expected impact of macrotrends on employment 25\n\n3. **Skills outlook** 32\n    * 3.1 Expected disruptions to skills 32\n    * 3.2 Drivers of skill disruption 43\n    * 3.3 Reskilling and upskilling strategies 45\n\n4. **Workforce strategies** 49\n    * 4.1 Barriers to transformation 49\n    * 4.2 Improving talent availability 52\n\n5. **Region, economy and industry insights** 65\n    * 5.1 Region and economy insights 65\n    * 5.2 Industry insights 81\n\n* Conclusions 94\n* Endnotes 95\n* Appendix: Report Methodology 97\n* User Guide 108\n* Contributors 222\n* Collaborators 223\n* Acknowledgments 224\n\n\n**Disclaimer**\n\nThis document is published by the World Economic Forum as a contribution to a project, insight area or interaction. The findings, interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum, nor the entirety of its Members, Partners or other stakeholders.\n\n\u00a9 2025 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system.\n```"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_30.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_30.md", "filename": "Future_of_Jobs_Report_2025_Page_30.md", "title": "Future_of_Jobs_Report_2025_Page_30", "hash": "f96f1ce1a877dbfc43dfdf19ea4b2994", "processed_at": "2025-03-05T09:16:39.883028", "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 30\n# Green transition\n\nClimate change adaptation is expected to be the third-largest contributor to net growth in global jobs by 2030, projected to contribute an additional 5 million net jobs, while climate-change mitigation comes in 6th with an additional 3 million net jobs. Trends in energy generation, storage and distribution, meanwhile, are expected to create an additional 1 million net jobs \u2013 the second-largest technology-based contribution to net job growth (after trends in AI and information processing technology).\n\nExpectations around climate-change adaptation and mitigation trends are pushing Environmental Engineers and Renewable Energy Engineers into the top 15 fastest-growing jobs, as well as driving growth in roles such as Sustainability Specialists and Renewable Energy Technicians. This is corroborated by evidence that \"green hiring\" has consistently outperformed overall labour-market hiring trends in recent years (Box 2.1).\n\nBoth green transition-related macrotrends are also expected to drive some of the largest labour-market transformation, in absolute terms, in the global economy. This includes being the largest drivers of both job growth and decline in Farmworkers, Labourers, and Other Agricultural Workers as well as being among the strongest drivers of net job growth for Building Framers, Finishers and Related Trades Workers.\n\n\n## BOX 2.1 Green hiring rates\n\n*In collaboration with LinkedIn*\n\nLinkedIn data, generated up to July 2024 for the Future of Jobs Report 2025, assesses the progression of green hiring rates compared to overall hiring rates. By comparing the share of LinkedIn members with green skills being hired with the overall hiring rate, it is possible to assess differences in employment outcomes between these two groups.\n\n\nFigure B2.1 shows that LinkedIn members with green skills are being hired at a significantly higher rate than other members. *Despite a dip in green hiring throughout 2021 and early 2022, green hiring has consistently outperformed the overall hiring, and this outperformance has been consistently getting larger since its low point of May 2022.*\n\n\n## FIGURE B2.1 Green hiring rates\n\n*Outperformance in hiring rate for LinkedIn members with green skills versus all LinkedIn members, percent, January 2021 to July 2024*\n\n## Visual Description\n\nThe line graph displays the outperformance in hiring rate for LinkedIn members with green skills compared to all LinkedIn members, expressed as a percentage, from January 2021 to July 2024.  The x-axis represents the month, and the y-axis represents the hiring rate percentage difference.\n\nThe line starts around 48% in January 2021 and generally declines until reaching a low point of approximately 15% around April 2022. From this point, the trend reverses, with the hiring rate outperformance increasing steadily to around 27% by July 2022, 30% by October 2022, and fluctuating between 33% and 42% until July 2024.  A noticeable dip occurs around January 2024, followed by a quick recovery.\n\n\n**Key Insights:**\n\n* LinkedIn members with green skills consistently experience a higher hiring rate than the overall LinkedIn member population.\n* While a dip occurred in 2021 and early 2022, the trend since May 2022 shows a growing advantage for those with green skills in the job market.\n* The fluctuations suggest that while the demand for green skills is strong, it can be subject to short-term variations.\n\n\nSource: LinkedIn analysis."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_31.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_31.md", "filename": "Future_of_Jobs_Report_2025_Page_31.md", "title": "Future_of_Jobs_Report_2025_Page_31", "hash": "8a850e002def0131c2fadee5cca3eb2d", "processed_at": "2025-03-05T09:16:39.883028", "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 31\n# Demographic shifts\n\nGrowing working-age populations are the macrotrend expected to be the second-biggest driver of global net job creation \u2013 with 9 million net additional jobs by 2030 \u2013 surpassed only by broadening digital access. Aging and declining working-age populations, meanwhile, are simultaneously expected to be, overall, the third-largest driver of job creation (11 million additional jobs) as well as the primary factor in a global reduction in 7 million jobs, making this trend the 5th largest driver of net job creation, on balance, resulting in 4 million net additional jobs by 2030.\n\nThese two demographic trends are notably among the top three drivers of growth in roles for Assembly and Factory Workers and Vocational Education Teachers. Aging and declining working-age populations also appear to drive growth in roles for Nurses, Sales and Hospitality professionals as well as being among the largest drivers of growth for shop salespersons, wholesale and manufacturing sales representatives, food and beverage serving workers and food processing and related trades workers. Growing working age populations, meanwhile, are expected to be a key driver of growth for Education roles, including University and Higher Education Teachers and Secondary Education Teachers.\n\n\n# Economic uncertainty\n\nSlower economic growth is the only macrotrend that Future of Jobs Survey respondents expect to drive more job destruction (3 million jobs) than creation (2 million jobs), while rising cost of living and higher prices are expected to drive job creation of 4 million jobs and displacement of 3 million jobs by 2030.\n\nThese two trends are both significant contributors to an expected decline in roles for Building Caretakers, Cleaners, and Housekeepers, while slower economic growth is also among the top contributors to job decline in Business Services and Administration Managers, General and Operations Managers, and Sales and Marketing Professionals.\n\nHowever, slower economic growth is also projected to be a top driver for growth in roles such as Business Development Professionals and Sales Representatives. Growth in roles driven by increasing cost of living is concentrated in jobs associated with finding ways of increasing efficiency, such as AI and Machine Learning Specialists, Business Development Professionals, and Supply Chain and Logistics Specialists."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_32.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_32.md", "filename": "Future_of_Jobs_Report_2025_Page_32.md", "title": "Future_of_Jobs_Report_2025_Page_32", "hash": "cfa4ec6f19de259cbd7aaba487de2bb8", "processed_at": "2025-03-05T09:16:39.883028", "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 32\n# Skills outlook\n\nThis chapter presents the results of the Future of Jobs Survey concerning skills, as classified by the World Economic Forum's Global Skills Taxonomy.<sup>36</sup> It begins by analyzing respondents' expectations of skill disruption by 2030, as well as the skills currently required for work and whether employers anticipate these skills will increase or decrease in importance over the next five years. The chapter then assesses the skills expected to become core skills by 2030, based on their current significance and anticipated evolution. It also contrasts the skills required for growing and declining jobs, revealing windows of opportunity for enabling dynamic job transitions. Finally, it offers an overview of the key drivers of skill transformation and concludes with an exploration of anticipated training needs and trends.\n\n## 3.1 Expected disruptions to skills\n\nWhen the Future of Jobs Report was first published in 2016, surveyed employers expected that 35% of workers' skills would face disruption in the coming years. The COVID-19 pandemic, along with rapid advancements in frontier technologies, led to significant disruptions in working life and skills, prompting respondents to predict high levels of skills instability in subsequent editions of the report.  The post-pandemic period, however, has seen employers adapt to these changes. The accelerated adoption of digital tools, remote work solutions, and advanced technologies such as machine learning and generative AI provided companies with relevant experience to better understand the critical skills required to navigate rapid technological change.\n\nDespite current uncertainty around the long-term impact of generative AI, the expected ongoing pace of disruption of skills has begun to stabilize, albeit at a high level. Overall, employers expect 39% of workers' core skills to change by 2030 (Figure 3.1). While this represents significant ongoing skill disruption, it is down from 44% in 2023. One element contributing to this finding may be a growing focus on continuous learning, upskilling and reskilling programmes, enabling companies to better anticipate and manage future skill requirements. This is reflected in an increasing share of the workforce (50%) having completing training as part of long-term learning strategies compared to 2023 (41%) \u2013 a finding that is consistent across almost all industries. This is discussed further in section 3.3.\n\n## Visual Description\n\nThe image shows the backs of four workers climbing a metal framework. They are wearing blue work clothes and yellow hard hats. The background is a clear blue sky.  The hard hats have markings indicating they belong to a company named \"MIDAS\". Two of the hats are also marked with \"RAJ\", presumably a name or designation. The workers are holding onto yellow metal bars that form part of the structure they are ascending.\n\n\n**Key Insights:**\n\nThe image, combined with the section heading \"Expected Disruptions to Skills\", suggests a visual metaphor for the workforce navigating the changing landscape of skills required in the future.  The workers climbing upwards could symbolize the effort required to adapt and upskill in response to technological advancements and disruptions. The clear sky could represent the potential opportunities that come with this adaptation.  The company name on the helmets highlights the role of businesses in providing training and supporting their employees through these transitions."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_33.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_33.md", "filename": "Future_of_Jobs_Report_2025_Page_33.md", "title": "Future_of_Jobs_Report_2025_Page_33", "hash": "668fbfa218075ea67b828141eade81a7", "processed_at": "2025-03-05T09:16:39.883028", "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 33\n# FIGURE 3.1 Disruptions to skills\n\n_Evolution in the share of workers\u2019 core skills expected to change and to remain the same within the next five years, 2016-2025._\n\n\n## Visual Description\n\nThe figure presents a bar chart illustrating the projected change in workers' core skills over time, from 2016 to 2025.  Each year is represented by a pair of stacked bars. The dark blue bar represents the percentage of core skills that are expected to *change* within the next five years, while the lighter gray bar represents the percentage expected to *remain the same*.\n\nThe data shows the following:\n\n* **2016:** 35% change, 65% same\n* **2018:** 42% change, 58% same\n* **2020:** 57% change, 43% same\n* **2023:** 44% change, 56% same\n* **2025:** 39% change, 61% same\n\nKey insights include a general upward trend in the proportion of skills expected to change between 2016 and 2020, followed by a slight decline in later years.\n\n<br>\n\nHowever, the extent of skills disruption is not uniform across economies and industries. Lower-middle and upper middle-income economies and those affected by conflict tend to expect greater disruption in workers\u2019 skills, while high-income economies foresee less instability (Figure 3.2).\n\n***\n\nSource: World Economic Forum Future of Jobs Surveys 2016, 2018, 2020, 2022 and 2024.\n\n_Note: Values reported are the mean skill stability percentages estimated by employers surveyed in each edition of the survey._"}


created_at: 2025-03-05 15:16:50
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_34.md", "filename": "Future_of_Jobs_Report_2025_Page_34.md", "title": "Future_of_Jobs_Report_2025_Page_34", "hash": "79cb312a0d54bdffcf4f053a2e490602", "processed_at": "2025-03-05T09:16:39.883028", "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 34\n# Disruption to skills 2025-2030, by economy\n\n_Share of workers\u2019 core skills that will change in the next five years_\n\n## Visual Description\n\nThis is a horizontal bar chart showing the projected percentage change in workers' core skills between 2025 and 2030, broken down by economy/country.  The chart is sorted in descending order, with the countries experiencing the highest projected change at the top.  One bar, representing the global average (\"All\"), is highlighted in a lighter blue color.\n\nThe x-axis represents the share of skills expected to change, expressed as a percentage, and ranges from 0% to 50%. The y-axis lists the names of the countries included in the survey. Each horizontal bar extends to the percentage value corresponding to the projected skills change for that country.  The percentage value is also displayed at the end of each bar.\n\n\nKey insights:\n\n* **High disruption expected globally:**  Most countries are projected to experience significant disruption to worker skills, with percentages generally ranging from 30% to 48%.\n* **Leading countries:** Egypt and Zimbabwe are tied at the top with a projected 48% change in core skills.  Several other countries show projections in the mid-40% range.\n* **Global average:** The global average (labeled \"All\") is around 39%.  This means that, on average, organizations globally anticipate nearly four in ten worker skills will change by 2030.\n* **Lower disruption in some European countries:** Denmark shows the lowest disruption projection on the chart, at 28%.  Several other European nations are clustered towards the lower end of the spectrum, in the 30-33% range.\n\nData Table Representation:\n\n| Country/Economy | Share of Skills Expected to Change (%) |\n|---|---|\n| Egypt | 48% |\n| Zimbabwe | 48% |\n| Colombia | 44% |\n| Portugal | 44% |\n| T\u00fcrkiye | 44% |\n| Israel | 43% |\n| Bahrain | 42% |\n| Argentina | 42% |\n| Switzerland | 41% |\n| Malaysia | 41% |\n| United Arab Emirates | 41% |\n| Nigeria | 41% |\n| Kazakhstan | 40% |\n| Saudi Arabia | 40% |\n| Mexico | 40% |\n| Greece | 39% |\n| All | 39% |\n| Serbia | 39% |\n| Austria | 38% |\n| Philippines | 38% |\n| Italy | 38% |\n| Korea, Republic of | 38% |\n| Canada | 38% |\n| India | 38% |\n| Viet Nam | 37% |\n| Latvia | 37% |\n| Morocco | 37% |\n| Ireland | 37% |\n| Norway | 37% |\n| Spain | 37% |\n| Estonia | 37% |\n| Romania | 37% |\n| Slovenia | 37% |\n| Brazil | 37% |\n| South Africa | 36% |\n| Indonesia | 36% |\n| Uzbekistan | 36% |\n| Hungary | 36% |\n| Singapore | 36% |\n| Australia | 35% |\n| Thailand | 35% |\n| Tunisia | 35% |\n| Hong Kong SAR, China | 35% |\n| United States of America | 35% |\n| Belgium | 35% |\n| Lithuania | 35% |\n| Sweden | 34% |\n| Japan | 34% |\n| Germany | 34% |\n| China | 33% |\n| France | 33% |\n| United Kingdom | 33% |\n| Poland | 31% |\n| Czechia | 30% |\n| Netherlands | 30% |\n| Denmark | 28% |\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\n_Note: Values reported are the mean skill stability percentages estimated by organizations surveyed._"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_35.md", "filename": "Future_of_Jobs_Report_2025_Page_35.md", "title": "Future_of_Jobs_Report_2025_Page_35", "hash": "05974c2cb8514d8dbde75f210187202a", "processed_at": "2025-03-05T09:16:39.883028", "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 35\n# Core skills in 2025\n\n## Visual Description\n\nThe horizontal bar chart displays the share of employers surveyed who consider specific skills as core skills for their workforce in 2025.  The skills are ranked from highest percentage to lowest, and color-coded by skill category. The chart's x-axis represents the share of employers surveyed (%), ranging from 0 to 100. The y-axis lists 26 skills, numbered 1 through 26.\n\nThe top five skills are:\n\n* Analytical thinking (69%)\n* Resilience, flexibility and agility (67%)\n* Leadership and social influence (61%)\n* Creative thinking (57%)\n* Motivation and self-awareness (52%)\n\nOther notable skills and their percentages include:\n\n* Technological literacy (51%)\n* Empathy and active listening (50%)\n* Curiosity and lifelong learning (50%)\n* Talent management (47%)\n* Service orientation and customer service (47%)\n\nThe lowest ranked skills are:\n\n* Manual dexterity, endurance and precision (14%)\n* Global citizenship (13%)\n* Sensory-processing abilities (6%)\n\nThe legend indicates the following skill categories:\n\n* Cognitive skills (dark blue)\n* Physical abilities (green)\n* Engagement skills (light blue)\n* Self-efficacy (purple)\n* Ethics (darker purple)\n* Technology skills (gold)\n* Management skills (light gray)\n* Working with others (lavender)\n\n\n**Key Insights:**\n\n* Analytical thinking, resilience, flexibility, leadership, and social influence are highly valued by employers.\n*  A mix of cognitive, self-efficacy, and interpersonal skills are emphasized.\n*  Demand for physical skills and sensory-processing abilities is relatively low.\n\n\n\n# Core skills\n\nFigure 3.3 shows the core skills Future of Jobs Survey respondents identify as required by workers today. As in the two previous editions of this report, analytical thinking remains the top core skill for employers, with seven out of 10 companies considering it as essential. This is followed by resilience, flexibility and agility, along with leadership and social influence, underscoring the critical role of adaptability and collaboration alongside cognitive skills. Creative thinking and motivation and self-awareness rank fourth and fifth, respectively. This combination of cognitive, self-efficacy and interpersonal skills within the top five emphasizes the importance ascribed by respondents to having an agile, innovative and collaborative workforce, where both problem-solving abilities and personal resilience are critical for success.\n\n\nThe top 10 core skills are complemented by technological literacy, empathy and active listening, curiosity and lifelong learning, talent management, and service orientation and customer service. Skills that reflect the important role of technical proficiency, strong interpersonal abilities, emotional intelligence, and a commitment to continuous learning demonstrate respondents' expectation that workers must balance hard and soft skills to thrive in today's work environments.\n\nWhile the core skill sets are relatively consistent across broader industries and geographical regions, there are notable distinctions within specific sectors and geographies. For instance, the Insurance and Pensions Management industry places a significantly higher value on curiosity and lifelong learning, with 83% of respondents identifying it as a core skill compared to the global average of 50%. Resilience, flexibility and agility are also considered as especially crucial in this sector, with 94% of respondents emphasizing their importance versus a global average of 67%.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\n_Note: The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy._"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_36.md", "filename": "Future_of_Jobs_Report_2025_Page_36.md", "title": "Future_of_Jobs_Report_2025_Page_36", "hash": "b027e44c1e2189570713b37fb6e54246", "processed_at": "2025-03-05T09:16:39.883028", "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 36\n# Industry Focus and Core Skill Shifts\n\nThe Mining and Metals industry distinguishes itself with a strong focus on environmental stewardship, with 50% of respondents viewing it as a core skill\u20142.5 times the global average. This emphasis is also evident in the Government and Public Sector, where it is double the global average.  Additionally, both Mining and Metals and Advanced Manufacturing place higher importance on manual dexterity, endurance, and precision skills compared to other sectors, with roughly 25% of respondents identifying this as a core skill.\n\nThe Telecommunications industry stands out for prioritizing design and user experience, network and cybersecurity, and programming skills, with twice the global average of respondents considering these as core skills in their organizations. Similarly, the Information and Technology Services sector places greater emphasis on programming skills.\n\nCompared to the 2023 edition of this report, some significant shifts in core skills have emerged.  Leadership and social influence, AI and big data, talent management, and service orientation and customer service have all seen marked increases in relevance. Conversely, skills like dependability, attention to detail, and quality control have decreased in importance for organizations compared to the 2023 data.\n\nOverall, leadership and social influence, resilience, flexibility and agility, and AI and big data have seen the most substantial increase in importance, with 22, 17, and 17 percentage-point rises, respectively, in the share of respondents identifying them as core skills compared to the 2023 edition of the report.\n\n\n## Visual Description\n\nThe image shows two surgeons in scrubs and surgical masks, leaning over a patient (who is not fully visible). The surgeons wear patterned surgical caps. Above them is a large, circular surgical light fixture with multiple bulbs, casting a bright light downwards.  The image is slightly out of focus, creating a sense of motion and immediacy. One surgeon, wearing glasses, holds surgical instruments and appears to be performing a procedure.\n\n**Key Insights:**\n\nThe photograph seems to symbolize the practical application of skills within a specific industry (likely healthcare, given the surgical setting).  It contrasts with the text discussing core skills and future job trends, suggesting a link between acquiring these skills and their use in real-world professional environments.  The focus on the surgeons and their precise actions emphasizes the importance of manual dexterity and attention to detail, skills mentioned in the text as being of particular importance to some sectors."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_37.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_37.md", "filename": "Future_of_Jobs_Report_2025_Page_37.md", "title": "Future_of_Jobs_Report_2025_Page_37", "hash": "1fdc49b53231786120fea7f74d718ad1", "processed_at": "2025-03-05T09:16:39.883028", "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 37\n# Skills on the rise, 2025-2030\n\nShare of employers that consider skills to be increasing, decreasing, or remaining stable in importance. Skills are ranked based on net increase, which is the difference between the share of employers that consider a skill category to be increasing in use and those that consider it to be decreasing in use.\n\n## Visual Description\n\nA horizontal bar chart displays the net increase in perceived importance of various skills from 2025-2030. The chart is ordered from highest net increase to highest net decrease. Each bar is segmented into three colors: purple representing decreasing use, teal representing stable use, and light blue representing increasing use.  The x-axis represents the share of employers surveyed (%), ranging from -24 to 100.  The y-axis lists the skills being measured.\n\n**Key Insights:**\n\n* **AI and big data, Networks and cybersecurity, and Technological literacy** are the top three fastest-growing skills, showing a significant net increase in perceived importance.\n* **Resilience, flexibility and agility, Curiosity and lifelong learning, and Leadership and social influence** also exhibit strong positive growth.\n* Skills like **sensory-processing abilities, reading, writing and mathematics, dependability and attention to detail, quality control, and global citizenship** show relatively stable importance, with minor increases or decreases.\n* **Manual dexterity, endurance and precision** shows the largest net decrease in perceived importance.\n\n**Data Table Representation:**\n\n| Skill                                      | Net Increase |\n|-------------------------------------------|-------------|\n| AI and big data                           | 87          |\n| Networks and cybersecurity                | 70          |\n| Technological literacy                    | 68          |\n| Creative thinking                          | 66          |\n| Resilience, flexibility and agility         | 66          |\n| Curiosity and lifelong learning            | 61          |\n| Leadership and social influence            | 58          |\n| Talent management                         | 58          |\n| Analytical thinking                        | 55          |\n| Environmental stewardship                  | 53          |\n| Systems thinking                          | 51          |\n| Motivation and self-awareness            | 47          |\n| Empathy and active listening             | 46          |\n| Design and user experience               | 45          |\n| Service orientation and customer service | 41          |\n| Teaching and mentoring                   | 30          |\n| Programming                              | 27          |\n| Marketing and media                       | 25          |\n| Resource management and operations        | 24          |\n| Quality control                           | 20          |\n| Global citizenship                        | 19          |\n| Multi-lingualism                         | 16          |\n| Sensory-processing abilities               | 13          |\n| Dependability and attention to detail      | 12          |\n| Reading, writing and mathematics           | -4         |\n| Manual dexterity, endurance and precision | -24         |\n\n\n# Skill evolution\n\nAccording to employer expectations for the evolution of skills in the next five years, as shown in Figure 3.4, technological skills are projected to grow in importance more rapidly than any other type of skills. Among these, **AI and big data** top the list as the fastest-growing skills, followed closely by **networks and cybersecurity** and **technological literacy**. Complementing these technological skills, creative thinking and two socio-emotional attitudes \u2013 **resilience, flexibility, and agility**, along with **curiosity and lifelong learning** \u2013 are also seen as rising in importance.\n\nAlso ranking among the top 10 skills on the rise are leadership and social influence, talent management, analytical thinking, and environmental stewardship. These skills highlight the need for workers who can lead teams, manage talent effectively and adapt to sustainability and green transitions in an increasingly complex and interconnected world.\n\nAt the other end of the spectrum, respondents identified sensory-processing abilities; reading, writing and mathematics; dependability and attention to detail; quality control; and global citizenship as among the most stable skills. However, a small net decline is anticipated in reading, writing, and mathematics. Manual\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\nNote: The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy.\n\n\nFuture of Jobs Report 2025  37"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_39.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_39.md", "filename": "Future_of_Jobs_Report_2025_Page_39.md", "title": "Future_of_Jobs_Report_2025_Page_39", "hash": "4666e8023324e2807fb44dc2ebd71bb9", "processed_at": "2025-03-05T09:16:39.883028", "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 39\n# Top 10 Industries for Increasing Skill Requirements, 2025-2030\n\nShare of employers considering skills within the corresponding skill category to be growing in importance for their workforce from 2025 to 2030, as opposed to having stable or declining importance. The top 10 industries out of the 22 studied in this report are selected in each case and ranked.\n\n\n## AI and Big Data\n\n1. Automotive and aerospace: 100%\n2. Telecommunications: 100%\n3. Professional services: 98%\n4. Information and technology services: 97%\n5. Insurance and pensions management: 97%\n6. Financial services and capital markets: 95%\n7. Supply chain and transportation: 94%\n8. Medical and healthcare services: 92%\n9. Energy technology and utilities: 90%\n10. Government and public sector: 90%\n\n\n## Networks and Cybersecurity\n\n1. Financial services and capital markets: 82%\n2. Insurance and pensions management: 81%\n3. Energy technology and utilities: 79%\n4. Medical and healthcare services: 78%\n5. Automotive and aerospace: 78%\n6. Government and public sector: 78%\n7. Supply chain and transportation: 76%\n8. Telecommunications: 75%\n9. Advanced manufacturing: 74%\n10. Information and technology services: 74%\n\n\n## Technological Literacy\n\n1. Automotive and aerospace: 84%\n2. Financial services and capital markets: 84%\n3. Medical and healthcare services: 81%\n4. Insurance and pensions management: 81%\n5. Supply chain and transportation: 77%\n6. Education and training: 76%\n7. Oil and gas: 76%\n8. Professional services: 75%\n9. Advanced manufacturing: 73%\n10. Production of consumer goods: 72%\n\n\n## Creative Thinking\n\n1. Insurance and pensions management: 86%\n2. Education and training: 79%\n3. Medical and healthcare services: 76%\n4. Advanced manufacturing: 76%\n5. Telecommunications: 75%\n6. Information and technology services: 75%\n7. Real estate: 73%\n8. Professional services: 69%\n9. Supply chain and transportation: 69%\n10. Production of consumer goods: 69%\n\n\n## Resilience, Flexibility and Agility\n\n1. Agriculture, forestry, and fishing: 83%\n2. Telecommunications: 79%\n3. Information and technology services: 78%\n4. Production of consumer goods: 73%\n5. Insurance and pensions management: 72%\n6. Automotive and aerospace: 71%\n7. Advanced manufacturing: 71%\n8. Retail and wholesale of consumer goods: 69%\n9. Financial services and capital markets: 68%\n10. Electronics: 68%\n\n\n## Curiosity and Lifelong Learning\n\n1. Education and training: 79%\n2. Insurance and pensions management: 77%\n3. Telecommunications: 75%\n4. Real estate: 68%\n5. Information and technology services: 68%\n6. Automotive and aerospace: 68%\n7. Energy technology and utilities: 67%\n8. Retail and wholesale of consumer goods: 67%\n9. Oil and gas: 64%\n10. Medical and healthcare services: 64%\n\n\n## Visual Description\n\nThe figure presents several horizontal bar charts, each representing a different skill category projected to grow in importance between 2025 and 2030. Each chart lists the top 10 industries where that skill is expected to increase in demand, ranked from highest to lowest percentage.  The industries are listed on the left, and a purple bar extends to the right, visually representing the percentage of employers who anticipate growth in that skill's importance. The percentage is also displayed numerically to the right of the bar.\n\n**Key Insights:**\n\n* **AI and Big Data and Technological Literacy** are predicted to see the highest demand increases overall, with several industries at or near 100% anticipated growth.  Automotive and aerospace, Telecommunications, and Financial Services and Capital Markets feature prominently.\n* **Networks and Cybersecurity** also show strong growth across several sectors, highlighting the increasing importance of digital security.\n* **Creative Thinking, Resilience, Flexibility and Agility, and Curiosity and Lifelong Learning** skills, while still important, are predicted to see slightly lower levels of increased demand compared to the more technical skills.\n* **Insurance and Pensions Management** consistently ranks high across several skill categories.\n* Several industries appear repeatedly across different skill categories (e.g., Automotive and Aerospace, Telecommunications, Information and Technology Services), indicating these industries are likely to undergo significant skill transformations in the coming years.\n\n\nThe light gray portion of the bar that extends past the purple section does not appear to represent any specific data, so it is not described here."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_38.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_38.md", "filename": "Future_of_Jobs_Report_2025_Page_38.md", "title": "Future_of_Jobs_Report_2025_Page_38", "hash": "c4083724bf94e3c79d1ef363152bc542", "processed_at": "2025-03-05T09:16:39.883028", "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 38\n# Declining Demand for Physical Abilities\n\nDexterity, endurance, and precision are experiencing a notable anticipated net decline, with 24% of respondents foreseeing a decrease in its importance. This declining relevance of physical abilities has been a trend in previous Future of Jobs Reports, but this is the first time it has seen a net negative decline.\n\nComparisons with previous editions of the Future of Jobs Survey reveal a notable shift in skill demands:\n\n* **Increasing Demand:** Technology skills such as AI and big data, networks and cybersecurity, and environmental stewardship show the largest net increase.\n* **Decreasing Demand:** Skills like reading, writing, and mathematics; manual dexterity, endurance, and precision; and dependability and attention to detail have seen the largest decline in projected future demand.\n\nResilience, flexibility, and agility are growing in demand more quickly in the following sectors:\n\n* Agriculture, Forestry, and Fishing\n* Telecommunications\n* Information and Technology Services\n\nThe Insurance and Pensions Management industry stands out as forecasting the fastest growth in the importance of creative thinking skills. This industry, along with Education and Training and Telecommunications, forecasts fast growth in the importance of curiosity and lifelong learning.  Increasing skill demands in environmental stewardship are particularly evident in the Oil and Gas and Chemical and Advanced Materials industries.\n\nFurthermore, the net decline in the demand for manual dexterity, endurance, and precision skills is observed across sectors, with the most significant decreases in:\n\n* Energy Technology and Utilities\n* Chemicals and Advanced Materials\n* Information Technology Services (each exceeding 39% decline)\n\nBy contrast, the Accommodation, Food, and Leisure sector and the Automotive and Aerospace industries show the smallest declines, with net reductions below 14%.\n\n\n# Figure 3.5: Industry-Specific Variations in Skill Demand\n\n## Visual Description\n\nThe image shows two individuals seated at a table, seemingly engaged in a discussion or collaborative work.  One individual is writing in a notebook.  There's a blurred background with an \"EXIT\" sign visible, along with other indistinct posters or notices and some flowers. A smartphone lies on the table near the individuals. The overall impression is of a workshop or meeting room setting.\n\n\n## Key Insights\n\nThere is no chart present in the image, therefore, no key insights can be derived from a visualization.  The text accompanying the image, however, does provide insights about skills demand.\n\n\n## Textual Representation of Data\n\nAI and big data skills are predicted for significant growth across almost all sectors, with over 90% of respondents in the top 10 industries expecting increased use. The lowest growth is anticipated in Agriculture, Forestry, and Fishing (70%) and Accommodation, Food, and Leisure industries (69%).  This points towards a broad adoption of advanced technological skills, although the pace of adoption varies across industries."}


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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_4.md", "filename": "Future_of_Jobs_Report_2025_Page_4.md", "title": "Future_of_Jobs_Report_2025_Page_4", "hash": "ca1ff8ac7ce519019558eb4fc74f0ca7", "processed_at": "2025-03-05T09:16:39.883028", "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 4\n# Preface\n\nSaadia Zahidi\nManaging Director\nWorld Economic Forum\n\n\nOver the past decade, the World Economic Forum's bi-annual Future of Jobs Report has followed evolving technological, societal and economic trends to understand occupational disruption and identify opportunities for workers to transition to the jobs of the future.\n\nAs we enter 2025, the landscape of work continues to evolve at a rapid pace. Transformational breakthroughs, particularly in generative artificial intelligence (GenAI), are reshaping industries and tasks across all sectors. These technological advances, however, are converging with a broader array of challenges, including economic volatility, geoeconomic realignments, environmental challenges and evolving societal expectations. In response, this fifth edition of the Future of Jobs Report expands its focus, offering a comprehensive analysis of the interconnected trends shaping the global labour market.\n\nCentral to the report is a unique dataset derived from an extensive survey of global employers. This year's edition captures the perspectives of over 1,000 employers \u2013 representing more than 14 million workers across 22 industry clusters and 55 economies \u2013 providing unparalleled insights into the emerging jobs landscape for the 2025\u20132030 period. This report would not be possible without their openness to contributing their views and insights, and we sincerely thank them all. We greatly appreciate, too, the support of our survey partners, which have enhanced the report's geographical coverage.\n\nThese perspectives are further enriched by research collaborations and data partnerships with ADP, Coursera, Indeed and LinkedIn, whose innovative data and analysis complement the survey findings.\n\nThis publication has been made possible by the dedication and expertise of its project team: Till Leopold, Attilio Di Battista, Ximena J\u00e1tiva, Shuvasish Sharma, Ricky Li and Sam Grayling, alongside the wider team at the Centre for the New Economy and Society.\n\nThe disruptions of recent years have underscored the importance of foresight and collective action. We hope this report will inspire an ambitious, multistakeholder agenda \u2013 one that equips workers, businesses, governments, educators and civil society to navigate the complex transitions ahead."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_40.md", "filename": "Future_of_Jobs_Report_2025_Page_40.md", "title": "Future_of_Jobs_Report_2025_Page_40", "hash": "06404324eae2fc40964138afccfb357c", "processed_at": "2025-03-05T09:16:39.883028", "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 40\n# Leadership and social influence\n\n1. Automotive and aerospace 71%\n2. Telecommunications 69%\n3. Education and training 68%\n4. Information and technology services 67%\n5. Medical and healthcare services 66%\n6. Electronics 64%\n7. Chemical and advanced materials 63%\n8. Accommodation, food, and leisure 63%\n9. Energy technology and utilities 62%\n10. Production of consumer goods 61%\n\n\n# Talent management\n\n1. Infrastructure 70%\n2. Automotive and aerospace 68%\n3. Mining and metals 68%\n4. Chemical and advanced materials 67%\n5. Supply chain and transportation 65%\n6. Telecommunications 64%\n7. Production of consumer goods 63%\n8. Oil and gas 62%\n9. Education and training 60%\n10. Real estate 59%\n\n\n\n# Analytical thinking\n\n1. Education and training 70%\n2. Supply chain and transportation 70%\n3. Automotive and aerospace 68%\n4. Telecommunications 67%\n5. Production of consumer goods 65%\n6. Insurance and pensions management 61%\n7. Advanced manufacturing 61%\n8. Financial services and capital markets 60%\n9. Infrastructure 59%\n10. Real estate 59%\n\n\n# Environmental stewardship\n\n1. Oil and gas 80%\n2. Chemical and advanced materials 75%\n3. Agriculture, forestry, and fishing 71%\n4. Automotive and aerospace 70%\n5. Mining and metals 68%\n6. Supply chain and transportation 68%\n7. Infrastructure 67%\n8. Production of consumer goods 66%\n9. Professional services 63%\n10. Energy technology and utilities 60%\n\n\n## Visual Description\n\nFour horizontal bar charts display the top 10 industries for different skill categories. Each bar represents an industry, and its length corresponds to the percentage related to the skill category.\n\n* **Leadership and social influence**: Automotive and aerospace leads at 71%, followed by Telecommunications (69%) and Education and training (68%). Production of consumer goods is the lowest at 61%.\n\n* **Talent management**: Infrastructure leads with 70%, followed by Automotive and aerospace and Mining and metals both at 68%. Real estate is lowest at 59%.\n\n* **Analytical thinking**: Education and training and Supply chain and transportation tie for the lead at 70%. Real estate is lowest at 59%.\n\n* **Environmental stewardship**: Oil and gas leads at 80%, followed by Chemical and advanced materials at 75% and Agriculture, forestry, and fishing at 71%. Energy technology and utilities are lowest at 60%.\n\nThe charts use distinct colors for each skill category: Light purple for \"Working with others\", gold for \"Management skills\", dark blue for \"Cognitive skills\", light blue for \"Ethics,\" light grayish purple for \"Self-efficacy,\" and dark purple for \"Technology skills,\" although the latter two are not shown in these charts.\n\n\n# Core skills in 2030\n\nLooking ahead to 2030, core skills such as AI and big data; analytical thinking; creative thinking; resilience, flexibility and agility; and technological literacy are projected to become even more important.  Leadership and social influence, curiosity and lifelong learning, systems thinking, talent management, and motivation and self-awareness are also critical. \n\nMeanwhile, networks and cybersecurity and environmental stewardship are emerging skills expected to increase significantly in use by 2030, but are not yet considered core skills for most organizations.  These skills represent areas where businesses may need to anticipate growing demands and develop capabilities.\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\nNote: The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_42.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_42.md", "filename": "Future_of_Jobs_Report_2025_Page_42.md", "title": "Future_of_Jobs_Report_2025_Page_42", "hash": "8bf36b14dc9c8309260d4c8d6aa08fc6", "processed_at": "2025-03-05T09:16:39.883028", "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 42\n# Skill importance gap and skill proficiency gap between growing and declining jobs\n\nWhen growing and declining job roles attach the same level of importance and proficiency to a skill, the index equals one. The bigger the value, the bigger the gap between growing and declining jobs.\n\n## Visual Description\n\nThe image presents a scatter plot visualizing the importance gap and proficiency gap for various skills across growing and declining jobs.  The x-axis represents the \"Importance gap,\" ranging from 0.95 to 1.30, and the y-axis represents the \"Proficiency gap,\" ranging from 0.8 to 3.4.  Each dot on the plot represents a specific skill, and its position indicates the gap in importance and proficiency between growing and declining jobs for that skill. Different colors and shapes represent different skill categories.\n\n**Key Insights:**\n\n* **Resilience, flexibility, and agility** show the largest gap, indicating higher importance and proficiency in growing jobs compared to declining jobs.\n* **Programming and technology literacy** also demonstrate a significant gap, though programming leans more towards importance and technology literacy towards proficiency in growing roles.\n* **Manual dexterity, endurance, and precision** exhibit a substantial proficiency gap, suggesting a higher proficiency requirement for growing jobs, potentially due to increasing integration of technology with manual tasks.\n* **Resource management, operations, quality control, and analytical thinking** also show marked gaps.\n* **Service orientation and customer service** is the only skill with a relatively equal requirement in importance and proficiency across both growing and declining jobs.\n\n\n**Data from Visualization in Text Format:**\n\nSkills with higher importance and proficiency in *growing* jobs:\n\n* Resilience, flexibility, and agility\n* Programming\n* Technology literacy\n* Resource management and operations\n* Quality control\n* Analytical thinking\n* Manual dexterity, endurance, and precision (higher proficiency)\n\nSkills with lower importance and proficiency in *declining* jobs:\n\n* Manual dexterity, endurance, and precision (lower proficiency)\n* Printing trades skills\n* Transportation attendant skills\n\n\nSkill with similar importance and proficiency in both *growing and declining* jobs:\n\n* Service orientation and customer service\n\n\nSource: World Economy Forum analysis, based on Future of Jobs Survey 2024, the World Economic Forum's Global Skills Taxonomy and O*NET skill importance and level for each occupation.\n\nNote: Bold lines represent the average across all skills.\n\n\nAt an aggregate level across all growing and declining roles, resilience, flexibility, and agility skills are the most significant differentiator between growing and declining job roles, ranking higher in both importance and proficiency for growing roles. Programming and technological literacy also differentiates growing and declining roles, reflecting the increasing integration of technology across occupational fields. While programming scores higher in importance, it requires less proficiency compared to technological literacy.\n\nResource management and operations, and quality control skills also show marked gaps in both proficiency and importance. Analytical thinking completes the list of top five skills for the importance gap, while ranking 6th for the skill proficiency gap.\n\nManual dexterity, endurance, and precision display a notable difference in proficiency requirements rather than importance. This suggests that in roles in which manual skills remain critical, businesses are seeking a higher degree of specialization that combines manual abilities with technological literacy, and problem-solving skills. Growing roles demanding high manual skill proficiency include Drafters, Engineering and Mapping Technicians, Electrotechnology Engineers, Mechanics, Machinery Repairers, and Solar Energy Installation Engineers. By contrast, declining roles, such as printing trades workers and transportation attendants, generally require lower levels of manual skill proficiency.  Notably, the only skill with an equal or lesser requirement in importance or proficiency for growing jobs is *service orientation and customer service*.\n\nThese findings underscore the importance of targeted skills development efforts to support workers in transitioning to growing roles as well as to ensure employers can access a talent pool with the skills required for the future of work.\n\n\nFuture of Jobs Report 2025  42"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_43.md", "filename": "Future_of_Jobs_Report_2025_Page_43.md", "title": "Future_of_Jobs_Report_2025_Page_43", "hash": "6082035a1963ca5373dcebb8007bf77d", "processed_at": "2025-03-05T09:16:39.883028", "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 43\n# 3.2 Drivers of skill disruption\n\nThis section discusses how each of the five identified macrotrends driving labour-market transformation \u2014 technological change, geopolitical fragmentation, green transition, demographic shifts and economic uncertainty \u2014 are expected to influence skill evolution by 2030.\n\n## Technological change\n\nTechnological advances are expected to drive skills change more than any other trend over the next five years. The increasing importance of AI and big data, networks and cybersecurity, and technological literacy is driven by the expansion of digital access and the integration of AI and information processing technologies. These trends are not only seen as responsible for the growth of these three fastest-growing skills but also for the rising importance of analytical thinking and systems thinking. These shifts highlight the increasing complexity of decision-making and the need for critical problem solving in a data-driven world.\n\nBeyond the top 10 fastest-growing skills, design and user experience, along with marketing and media skills, are also expected to see growth driven by technological advancements. These skills are closely linked to digital transformation, reflecting the rising importance of delivering seamless digital experiences and understanding the impact of consumer behaviour.\n\nRobots and autonomous systems are also seen as a key driver of skills change, contributing to the increased demand for not only the three top-growing skills, but also programming and systems thinking \u2014 skills essential for managing and optimizing interactions with autonomous technology. As noted in Chapter 2, robots and autonomous systems are also among the primary drivers behind the fastest-growing jobs. Coupled with the rising demand for the three top growing skills, and programming, this trend underscores the importance of technological expertise and systems thinking as core skills in technical fields. These capabilities are crucial for enabling employees to adapt to, and collaborate effectively with, automated systems across a range of industries.\n\nWhile technology fuels demand for certain skills, it also accelerates the decline of others. Skills such as manual dexterity, endurance, precision, and reading, writing, and mathematics are expected to diminish in relevance as digital access, AI and information processing, and robotics increasingly automate these tasks. Interestingly, whereas programming remains stable as an in-demand skill, both respondents expecting growth in its use and those expecting decline consistently point to technological change as the primary driver behind this change. As discussed in more depth in Chapter 2, this highlights the dual effect of technology, underscoring how the same technological forces that drive job creation may also contribute to job displacement. Additionally, as also discussed in Chapter 2, the primary impact of technologies such as GenAI on skills may lie in their potential for \"augmenting\" human skills through human-machine collaboration, rather than in outright replacement, particularly given the continued importance of human-centred skills (Box 3.1).\n\nThese findings underscore an urgent need for appropriate reskilling and upskilling strategies to bridge emerging divides. Such strategies will be essential in helping workers transition to roles that blend technical expertise with human-centred capabilities, supporting a more adaptable workforce in an increasingly technology-driven landscape.\n\n## BOX 3.1 Generative AI and human-centred skills\n\n*In collaboration with Indeed*\n\nThe release of ChatGPT 3.5 in November 2022 marked an inflection point in public awareness of GenAI technologies, which sparked both excitement and apprehension regarding their potential impact on the workforce.<sup>40</sup> In this context, research conducted by Indeed for this report highlights the continued importance of human-centred skills in an age of GenAI. Figure B3.1 illustrates the capacity of GenAI to substitute a human in executing specific skills, based on an assessment by GPT-4<sup>0</sup> of its own ability to utilize skills across three areas: its ability to provide theoretical knowledge about a given skill, its problem-solving abilities related to that skill, and the need for physical presence or manual actions in performing that skill.<sup>41</sup> The chart categorizes more than 2,800 granular skills into the World Economic Forum's Global Skills Taxonomy and evaluates their capacity of substitution by GenAI according to five categories: very low capacity, low capacity, moderate capacity, high capacity, and very high capacity.\n\nZero of the more than 2,800 skills assessed were determined to exhibit \"very high capacity\" to be replaced by the current generation of GenAI"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_41.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_41.md", "filename": "Future_of_Jobs_Report_2025_Page_41.md", "title": "Future_of_Jobs_Report_2025_Page_41", "hash": "4c26fefedb9ad9c376213913a8600e11", "processed_at": "2025-03-05T09:16:39.883028", "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 41\n# Core skills in 2030\n\nOn the other hand, skills that are core today, but expected to remain stable over the next five years without significant increase in use, displayed in the lower right quadrant, include empathy and active listening, service orientation and customer service, and resource management and operations. Finally, the bottom left quadrant of Figure 3.6 highlights skills that are neither critical now nor expected to increase significantly in use over the next five years. While most of these skills remain important, they may represent areas where less investment is required, allowing employers to prioritize resources toward more rapidly evolving skill sets.\n\n\n## Visual Description\n\nThe figure is a scatter plot showing the share of employers considering skills to be core skills in 2025 (x-axis) versus the share of employers expecting skills to increase in importance by 2030 (y-axis). The plot is divided into four quadrants by lines representing the median values for both axes.  Different colored dots represent different skill categories.  The plot is titled \"Core skills in 2030\". Subtitle: \"Share of employers considering skills to be a core skill in 2025 and share of employers expecting skills to increase in importance by 2030.\"\n\n**Quadrant 1 (Top Right): Core skills in 2030: Core now and expected to increase in importance**\n\n* AI and big data\n* Technological literacy\n* Creative thinking\n* Resilience, flexibility, and agility\n* Analytical thinking\n* Leadership and social influence\n* Motivation and self-awareness\n\n**Quadrant 2 (Top Left): Emerging skills: Less essential now, but expected to increase in use**\n\n* Networks and cybersecurity\n* Curiosity and lifelong learning\n* Talent management\n* Environmental stewardship\n* Design and user experience\n\n**Quadrant 3 (Bottom Left): Out of focus skills: Less essential now, and not expected to increase in use**\n\n* Programming\n* Marketing and media\n* Global citizenship\n* Sensory-processing abilities\n* Reading, writing, and mathematics\n* Manual dexterity, endurance, and precision\n* Multi-lingualism\n\n**Quadrant 4 (Bottom Right): Steady skills: Core now, but not expected to increase in use**\n\n* Systems thinking\n* Empathy and active listening\n* Service orientation and customer service\n* Resource management and operations\n* Quality control\n* Dependability and attention to detail\n\n**Legend:**\n\n* Cognitive skills (Dark Blue)\n* Engagement skills (Light Blue)\n* Ethics (Teal)\n* Management skills (Gold)\n* Physical abilities (Green)\n* Self-efficacy (Light Purple)\n* Technology skills (Dark Purple)\n* Working with others (Lavender)\n\n\n\n**Key Insights:**\n\nSkills related to technology (AI, big data, technological literacy) are core now and expected to grow in importance.  Emerging skills are focused on digital areas like cybersecurity and also areas like talent management and environmental stewardship.  Traditional skills like manual dexterity and sensory processing are less essential now and not expected to grow. Steady skills are generally people-oriented and management-focused.\n\n\n\n# Skill differences between growing and declining jobs\n\nWhile a diverse set of skills is essential for navigating the evolving workforce landscape, contrasting the skills requirements particularly associated with growing jobs, and those associated with declining ones, reveals windows of opportunity that exist for enabling dynamic job transitions.<sup>37,38</sup> Figure 3.7 illustrates these differences based on two metrics derived from the O*NET skills inventory:<sup>39</sup> the \"importance gap\", which measures how much more essential a skill is for growing jobs, and the \"proficiency gap\", which indicates the level of expertise required for each skill in growing jobs compared to declining jobs. For example, a score of 2 in either metric means a skill is twice as critical or requires double the proficiency in growing roles."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_44.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_44.md", "filename": "Future_of_Jobs_Report_2025_Page_44.md", "title": "Future_of_Jobs_Report_2025_Page_44", "hash": "49ab86d4c683d09c65e19c1a5621671c", "processed_at": "2025-03-05T09:16:39.883028", "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 44\n# Current capacity for substitution by Generative AI, by skill group\n\n## Visual Description\n\nThe horizontal stacked bar chart displays the capacity of Generative AI (GenAI) to substitute human skills, categorized into several skill groups. The x-axis represents the share of all granular skills within each skill group (in percentage), ranging from 100% to -100%.  A negative percentage indicates skills where AI has very low or low substitutability, and a positive percentage shows moderate or high substitutability. The chart uses four colored segments for each bar:\n\n* **Light Blue:** Very low capacity\n* **Medium Blue:** Low capacity\n* **Gold:** Moderate capacity\n* **Dark Gold:** High capacity\n\nThe y-axis lists various skill groups, from \"Artificial intelligence and big data\" at the top to \"Sensory-processing abilities\" at the bottom.\n\n**Key Insights:**\n\n* Skills related to AI, reading/writing/mathematics, and marketing/media show a higher degree of substitutability by GenAI.\n* Many human-centric skills like empathy, active listening, manual dexterity, and sensory processing have very low substitution potential by current GenAI models.\n* A significant portion of skills across various groups fall into the \"low capacity\" category, suggesting that while AI might assist, complete replacement is unlikely in the near term.\n* A moderate capacity for substitution exists in areas like programming, systems thinking, and analytical thinking, indicating potential growth in AI's role in these domains.\n\n\n## Data Table Representation\n\n| Skill Group                                  | Very Low Capacity (%) | Low Capacity (%) | Moderate Capacity (%) | High Capacity (%) |\n|----------------------------------------------|---------------------|-----------------|----------------------|------------------|\n| Artificial intelligence and big data         | ~15                 | ~60              | ~25                   | ~0               |\n| Reading, writing and mathematics           | ~20                 | ~55              | ~25                   | ~0               |\n| Marketing and media                          | ~25                 | ~50              | ~20                   | ~5               |\n| Systems thinking                            | ~30                 | ~50              | ~15                   | ~5               |\n| Multi-lingualism                           | ~35                 | ~50              | ~10                   | ~5               |\n| Programming                                 | ~40                 | ~45              | ~10                   | ~5               |\n| Financial management                        | ~45                 | ~40              | ~10                   | ~5               |\n| Dependability and attention to detail        | ~55                 | ~35              | ~5                    | ~5               |\n| Curiosity and lifelong learning             | ~60                 | ~30              | ~5                    | ~5               |\n| Technology literacy                          | ~65                 | ~25              | ~5                    | ~5               |\n| Design and user experience                   | ~75                 | ~15              | ~5                    | ~5               |\n| Quality management                          | ~75                 | ~15              | ~5                    | ~5               |\n| Operations and logistics                     | ~80                 | ~10              | ~5                    | ~5               |\n| Networks and cybersecurity                  | ~80                 | ~15              | ~0                    | ~5               |\n| Leadership and social influence             | ~85                 | ~10              | ~0                    | ~5               |\n| Talent management                           | ~85                 | ~10              | ~0                    | ~5               |\n| Analytical thinking                         | ~75                 | ~20              | ~5                    | ~0               |\n| Service orientation and customer service    | ~80                 | ~15              | ~5                    | ~0               |\n| Global citizenship                          | ~85                 | ~10              | ~5                    | ~0               |\n| Resilience, flexibility and agility         | ~85                 | ~10              | ~5                    | ~0               |\n| Teaching, mentoring, and coaching            | ~80                 | ~15              | ~5                    | ~0               |\n| Creative thinking                          | ~85                 | ~10              | ~5                    | ~0               |\n| Environmental stewardship                   | ~90                 | ~5               | ~5                    | ~0               |\n| Manual dexterity, endurance and precision | ~90                 | ~10              | ~0                    | ~0               |\n| Empathy and active listening               | ~95                 | ~5               | ~0                    | ~0               |\n| Sensory-processing abilities              | ~95                 | ~5               | ~0                    | ~0               |\n\n\n*Note:* No skills have been rated with \"very high capacity\" for substitution.\n\n***\n\nGenAI currently remains limited in performing tasks that require physical execution, nuanced judgment, or hands-on application. Skills involving human interaction\u2014including empathy, active listening, sensory processing, manual dexterity, endurance, and precision\u2014currently show no substitution potential.  However, GenAI demonstrates higher substitution potential in skills leveraging theoretical knowledge and digital manipulation, including AI, big data, reading, writing, mathematics, and multi-lingualism. Notably, over a quarter of the granular skills examined show a moderate capacity for substitution, indicating potential growth in AI's role as technology evolves.  This suggests GenAI is better suited for augmenting human work through collaboration rather than fully replacing it.  The findings emphasize the need for training and upskilling focused on advanced prompt-writing and broader GenAI literacy."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_45.md", "filename": "Future_of_Jobs_Report_2025_Page_45.md", "title": "Future_of_Jobs_Report_2025_Page_45", "hash": "0547bf48df93a6453600504feb03d5bf", "processed_at": "2025-03-05T09:16:39.883028", "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 45\n# Geoeconomic fragmentation and economic uncertainty\n\nThe Future of Jobs Survey also examined the impact of geoeconomic trends on skill evolution. Increasing geoeconomic fragmentation, coupled with the rapid adoption of new technologies and expansion of digital access, has significantly increased cybersecurity concerns. These geoeconomic trends have led to a surge in demand for network and cybersecurity skills as organizations seek to protect digital infrastructure from emerging threats.\n\nGeoeconomic fragmentation is also driving a need for human-centred skills such as resilience, flexibility, agility, leadership and social influence, and global citizenship. In a world where crises are becoming more frequent, employers need leaders and teams capable of adapting to uncertainty and managing complex social dynamics.\n\nSlower economic growth and increased restrictions to global trade are contributing to the increased importance of creative thinking and resilience, flexibility, and agility. These skills are crucial for navigating uncertain economic landscapes, as businesses seek to innovate and remain competitive despite market constraints.\n\n# Green transition\n\nA growing focus on environmental stewardship as a critical skill reflects an evolving alignment between business strategies and sustainability objectives. This rise, driven by climate adaptation efforts, carbon reduction initiatives, and energy generation, storage and distribution technologies, points to a profound shift whereby environmental skills are becoming increasingly integral across diverse sectors. As previously shown in Chapter 2 and Box 2.1, an increasing prioritization of climate adaptation and energy solutions by employers responding to the Future of Jobs Survey is not only evident in skill requirements but also appears as a significant factor in net job growth by 2030.\n\nWhile demand for global citizenship skills is expected by most respondents to remain stable over the next five years, employers that anticipate a rise in its importance cite the convergence of climate-change adaptation, geoeconomic fragmentation and broadening digital access as key factors. This highlights the growing interconnectedness of sustainability and global collaboration, particularly as businesses operate in increasingly fragmented and climate-sensitive environments.\n\n\n# Demographic shifts\n\nOngoing demographic shifts, particularly aging and declining workforces in developed economies, are expected to emerge as a significant driver of skill demand. Aging and declining working-age populations are pressing organizations to prioritize talent management, teaching and mentoring and motivation and self-awareness. Alongside these priorities, there is a rising focus on empathy and active listening, resource management, and customer service, highlighting a growing need for interpersonal and operational skills that can address the specific needs of an aging workforce and foster more inclusive work environments.\n\nIncreasing demand for talent management and motivation and self-awareness skills is also driven by growing working-age populations. Findings reported in Chapter 2 underscore similar patterns, where aging and growing working-age populations are major drivers of growth in jobs across Education, Sales, and Hospitality. These trends reveal the dual role demographic changes play in shaping both job availability and the types of skills needed, emphasizing the interconnectedness of workforce demographics with skills development and talent strategies across sectors.\n\n# 3.3 Reskilling and upskilling strategies\n\nHaving anticipated significant skill disruptions, employers have increasingly invested in reskilling and upskilling initiatives to align workforce skills with evolving demands (see Section 3.1).\n\nThis section explores training trends, how employers expect to finance their training initiatives, and their expectations regarding the outcomes of these investments.\n\n# Training needs\n\nFuture of Jobs Survey respondents indicate that 50% of their workforce has completed training as part of their learning and development initiatives. This reflects a positive global trend compared to 2023, when only 41% of the workforce had received training. The rise in training completion is evident across nearly all industries (Figure 3.8), suggesting a growing recognition of the importance of continuous skill development.\n\nHowever, a few industries stand out from this trend. Agriculture, Forestry and Fishing, and Real Estate are the only sectors that have seen a decline in training completion between the two last editions of this report. On the other hand, industries like Insurance and Pensions Management, Supply\n\n\n## Visual Description\n\nThere is a small part of a bar chart visible in the lower right corner labeled as Figure 3.8, but not enough of the chart is present to provide a meaningful description or interpretation."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_46.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_46.md", "filename": "Future_of_Jobs_Report_2025_Page_46.md", "title": "Future_of_Jobs_Report_2025_Page_46", "hash": "6b8afbb13452d30cefce5fbb07b21a5c", "processed_at": "2025-03-05T09:16:39.883028", "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 46\n# Training completion as part of learning and development strategies, 2023 vs. 2025, by industry\n\n*Evolution in the share of the workforce that has completed training as part of employers' learning and development strategies. Only industries with data points for both years are included in the analysis.*\n\n\n## Visual Description\n\nThe figure presents a series of small line charts, each representing a specific industry. Each chart shows the projected percentage of the workforce that will have completed training as part of learning and development strategies in 2023 and 2025.  The x-axis represents the year (2023 and 2025), and the y-axis represents the share of the workforce (%). Each chart also displays the percentage point change between 2023 and 2025.\n\n\nKey Insights:\n\n* **High Growth:** Industries like *Insurance and pensions management*, *Production of consumer goods*, *Telecommunications*, *Supply Chain and Transportation*, *Financial services and capital markets*, *Medical and healthcare services*, *Electronics*, and *Information and technology services* show substantial projected growth in training completion rates from 2023 to 2025.\n* **Moderate Growth:** Industries like *Accommodation, Food, and Leisure*, *Advanced manufacturing*, *Education and training*, *Mining and Metals*, *Government and public sector*, *Chemical and advanced materials*, *Retail and wholesale of consumer goods*, *Oil and gas*, and *Infrastructure* show more modest increases.\n* **Decline:** *Agriculture, forestry, and fishing* and *Real estate* are the only industries projected to experience a decrease in training completion rates.\n\n\n\nData from Visualizations:\n\n* **Accommodation, Food, and Leisure:** 2023: ~38%, 2025: ~40% (+2%)\n* **Advanced manufacturing:** 2023: ~40%, 2025: ~42% (+3%)\n* **Agriculture, forestry, and fishing:** 2023: ~48%, 2025: ~44% (-8%)\n* **Automotive and Aerospace:** 2023: ~41%, 2025: ~42% (+1%)\n* **Chemical and advanced materials:** 2023: ~40%, 2025: ~42% (+4%)\n* **Education and training:** 2023: ~40%, 2025: ~43% (+7%)\n* **Electronics:** 2023: ~29%, 2025: ~32% (+8%)\n* **Energy technology and utilities:** 2023: ~42%, 2025: ~44% (+4%)\n* **Financial services and capital markets:** 2023: ~36%, 2025: ~40% (+11%)\n* **Government and public sector:** 2023: ~40%, 2025: ~42% (+4%)\n* **Information and technology services:** 2023: ~35%, 2025: ~38% (+8%)\n* **Infrastructure:** 2023: ~45%, 2025: ~46% (+1%)\n* **Insurance and pensions management:** 2023: ~27%, 2025: ~33% (+22%)\n* **Medical and healthcare services:** 2023: ~31%, 2025: ~35% (+13%)\n* **Mining and Metals:** 2023: ~41%, 2025: ~43% (+4%)\n* **Oil and gas:** 2023: ~38%, 2025: ~41% (+8%)\n* **Production of consumer goods:** 2023: ~36%, 2025: ~41% (+14%)\n* **Real estate:** 2023: ~41%, 2025: ~38% (-7%)\n* **Retail and wholesale of consumer goods:** 2023: ~37%, 2025: ~40% (+9%)\n* **Supply chain and transportation:** 2023: ~35%, 2025: ~41% (+19%)\n* **Telecommunications:** 2023: ~35%, 2025: ~41% (+17%)\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024 and Future of Jobs Survey 2022.\n\nNote: Only industries with data points for both years are included in this analysis. Professional Services has data available only for 2025."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_47.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_47.md", "filename": "Future_of_Jobs_Report_2025_Page_47.md", "title": "Future_of_Jobs_Report_2025_Page_47", "hash": "132eb657327b33543e78a78b949a81b8", "processed_at": "2025-03-05T09:16:39.883028", "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 47\n# Upskilling and Reskilling Outlook, 2025-2030\n\nChain and Transportation and Telecommunications have seen the most significant rise in the share of workers completing training.\n\nLooking ahead, Figure 3.9 provides an overview of expectations around workforce training needs by 2030. According to surveyed employers, for a representative sample of 100 workers:\n\n* 41 will *not* require significant training by 2030\n* 11 *will* require training, but it will not be accessible to them in the foreseeable future\n* 29 will require training and be upskilled within their current roles\n* 19 will require training and will be reskilled and redeployed within their organization by 2030.\n\n\nThe anticipated need for training varies significantly across industries and geographies. While companies headquartered in North America estimate that 67% of their workforce will require training by 2030, those in Central Asia and the Middle East and North Africa project that under 50% of their workforce will need training by 2030.\n\nIndustries, such as Telecommunications, and Information and Technology Services, which saw some of the largest uptake in reskilling and upskilling (Figure 3.8), still anticipate significant training needs, with 63% and 62% of their workforce, respectively, expected to need further training by 2030. By contrast, sectors with declining trendlines in training completion are among the sectors with the lowest projected additional training needs.\n\nThe share of employees estimated as unlikely to receive upskilling opportunities is somewhat uniform across industries and geographies, suggesting that while the demand for skills may vary, access to reskilling and upskilling opportunities remains similarly constrained globally.\n\n\n## Visual Description\n\nThe visualization is a 10x10 grid representing 100 workers. Each square in the grid represents one worker.  The grid is divided into four colored sections representing different training needs by 2030:\n\n* **Teal (41 squares):** Would not need training by 2030.\n* **Dark Blue (29 squares):** Would be upskilled in their current role.\n* **Light Blue (19 squares):** Would be upskilled and re-deployed.\n* **Lavender (11 squares):** Would be unlikely to receive the necessary upskilling.\n\n**Key Insights:**\n\n* A significant portion (41%) of the workforce is not expected to need additional training.\n* Upskilling in current roles (29%) is more common than reskilling and redeployment (19%).\n* A notable minority (11%) are unlikely to receive necessary upskilling, highlighting potential challenges with access to training opportunities.\n\n\n\n# Funding for training programmes\n\nWhen it comes to funding of reskilling and upskilling initiatives, employers predominantly expect to fund their own training programmes. The second-most common funding mechanism is free of cost training, followed by government and public-private funding.\n\nWith funding for reskilling and upskilling being the most-welcomed public-policy support by Future of Jobs Survey respondents, government funding plays a more significant role in industries such as Accommodation, Food, and Leisure; Government and Public Sector; and Education and Training, where over 30% of companies expect to rely on public financing for training initiatives. On the other hand, only 3% of companies in the Insurance and Pensions Management industry expect to rely on government funding for training.\n\n\nWhile co-funding across industries is the least utilized funding model overall, it is expected to have the largest use in industries such as Care, Personal Services and Wellbeing; Agriculture, Forestry, and Fishing; and Automotive and Aerospace. This highlights the importance of cross industry collaboration in these industries.\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_48.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_48.md", "filename": "Future_of_Jobs_Report_2025_Page_48.md", "title": "Future_of_Jobs_Report_2025_Page_48", "hash": "232b47054be42a41ebccc3805a74276a", "processed_at": "2025-03-05T09:16:39.883028", "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 48\n# FIGURE 3.10 Funding for training, 2025-2030\n\nShare of employers anticipating use of stated funding source for worker training programmes from 2025 to 2030.\n\n## Visual Description\n\nA horizontal bar chart displays the anticipated funding sources for worker training programs from 2025-2030. The x-axis represents the share of employers surveyed (%).  The y-axis lists the funding sources.\n\n* **Funded by own organization:** 86%\n* **Free of cost training:** 27%\n* **Funded by government:** 20%\n* **Public-private hybrid funding:** 18%\n* **Co-funding across the industry:** 16%\n* **Other:** 6%\n\n**Key Insight:** The vast majority of employers (86%) anticipate funding training programs themselves.  Free training and government funding are also anticipated, but to a much lesser extent.\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\n\nThe most common outcomes employers expect from their investment in training are enhanced productivity (cited by 77% of respondents) and improved competitiveness (70%). Talent retention ranks as the third-most important expected outcome of training programmes, though it plays a more central role in sectors such as Automotive and Aerospace, Electronics, and Production of Consumer Goods, where over 72% of employers highlight this as a key priority (Figure 3.11).\n\n\n# FIGURE 3.11 Expected outcomes from investing in training, 2025-2030\n\nShare of employers expecting the stated outcome from investing in worker training programmes from 2025 to 2030.\n\n## Visual Description\n\nThis is another horizontal bar chart showing the expected outcomes from investing in worker training between 2025 and 2030.  The x-axis represents the share of employers surveyed (%) and the y-axis lists the expected outcomes.\n\n* **Enhancing productivity of the company:** 77%\n* **Improving competitiveness of the company:** 70%\n* **Improving talent retention:** 65%\n* **Transitioning existing employees to new jobs or evolving roles:** 52%\n* **Increasing talent mobility across different roles:** 48%\n* **Attracting new or diverse talent:** 46%\n* **Enhancing reputation and branding of the company:** 38%\n* **Increasing talent mobility across different geographies:** 19%\n\n**Key Insight:** Enhanced productivity and improved competitiveness are the most commonly expected outcomes from investments in training. Talent retention is also a significant expected outcome.  The least expected outcome is increased talent mobility across geographies.\n\nSource: World Economic Forum, Future of Jobs Surveys 2024."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_49.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_49.md", "filename": "Future_of_Jobs_Report_2025_Page_49.md", "title": "Future_of_Jobs_Report_2025_Page_49", "hash": "7053e65343fa6e87828a53add6b66ac2", "processed_at": "2025-03-05T09:16:39.883028", "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 49\n# Workforce strategies\n\nThis chapter discusses workforce strategies that employers anticipate adopting in response to the macrotrends shaping the future of work and key barriers to organizational transformation. It also analyzes employers' outlook on talent availability from now to 2030, and explores planned workplace practices and policies to achieve their organization's business goals, with a particular focus on the shifting relationship between humans and technologies.\n\n## 4.1 Barriers to transformation\n\nSkill gaps in the labour market are the primary barrier to business transformation perceived by Future of Jobs Survey respondents for the 2025-2030 period, cited by 63% of surveyed employers (Figure 4.1). This is even more pronounced than the results described in the 2023 edition of the report, where skills gaps in the local labour market also topped the transformation barriers, backed by 60% of executives. This skill challenge persists across almost all industries and geographies, ranking first in 52 out of 55 economies and 19 out of 22 sectors.\n\n\n## Figure 4.1 Barriers to organizational transformation, 2025-2030\n\n_Share of employers surveyed expecting the stated barrier will hinder their organisational transformation._\n\n| Barrier                                      | Percentage |\n|-----------------------------------------------|------------|\n| 1. Skills gaps in the labour market            | 63%        |\n| 2. Organizational culture and resistance to change | 46%        |\n| 3. Outdated or inflexible regulatory framework    | 39%        |\n| 4. Inability to attract talent to the industry     | 37%        |\n| 5. Lack of adequate data and technical infrastructure| 32%        |\n| 6. Inability to attract talent to my firm        | 27%        |\n| 7. Shortage of investment capital              | 26%        |\n| 8. Insufficient understanding of opportunities     | 25%        |\n\n\n## Visual Description\n\nThe horizontal bar chart displays the top 8 barriers to organizational transformation as perceived by employers surveyed.  The chart is ranked in descending order, with the biggest barrier listed first. Each barrier is represented by a horizontal bar, with the length corresponding to the percentage of employers who selected that barrier.\n\n**Key Insights:**\n\n* **Skills gaps** are by far the most significant barrier, with nearly two-thirds (63%) of respondents identifying it. This emphasizes the importance of addressing skills development and talent acquisition strategies.\n* **Organizational culture and resistance to change** represent a significant hurdle (46%), indicating the need for change management initiatives to facilitate transformation.\n* **Regulatory frameworks** (39%) and **attracting talent** (37% to the industry and 27% to the specific firm) also pose substantial challenges.\n* **Data and infrastructure limitations** (32%), along with **investment capital shortages** (26%) and **lack of understanding of opportunities** (25%), are less prominent but still noteworthy barriers.\n\n\nThe second most significant perceived barrier is organizational culture and resistance to change, identified by 46% of respondents as a key obstacle, which highlights the anticipated challenge of aligning internal processes, organizational structures, hierarchies and mindsets in responding to the trends and disruptions companies expect to face. Regulatory concerns are considered the third most relevant barrier, identified by 39% of employers. Moreover, 32% of respondents highlight a lack of adequate data and technical infrastructure as an additional obstacle. Other barriers, such as shortage of investment capital (26%) and insufficient understanding of opportunities (25%), are cited less frequently.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_50.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_50.md", "filename": "Future_of_Jobs_Report_2025_Page_50.md", "title": "Future_of_Jobs_Report_2025_Page_50", "hash": "edb1d22b76319a72916b33521c7cf3f6", "processed_at": "2025-03-05T09:16:39.883028", "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 50\n# Talent availability outlook\n\nEmployers\u2019 outlook on talent availability has decreased compared to the results highlighted in the report\u2019s 2023 edition. This year, only 29% of businesses expect talent availability to improve over the 2025-2030 period, a drop from 39% in 2023. By contrast, 42% of employers expect talent availability to decline over this period, resulting in a net negative talent availability outlook (-13% net expectation of improvement) and highlighting increasing concern among businesses regarding their ability to find the right future talent.\n\nHowever, employers remain more broadly optimistic about the outlook for talent development. Seven in 10 respondents expect improvements in talent development within their organization by 2030. However, as noted in the report\u2019s 2023 edition, 77% of businesses expressed a positive view on the outlook for talent development, suggesting that some companies are re-evaluating their expectations.\n\n\nWith regard to talent retention, employers are similarly less positive than in the report\u2019s previous edition: Only 44% of surveyed organizations expect improvements in their ability to retain talent, a decline from 53% two years ago.\n\n## FIGURE 4.2 Talent outlook, 2025-2030\n\nShare of employers surveyed expecting a positive, neutral and negative outlook for talent availability, talent development and talent retention over the next five years.\n\n## Visual Description\n\nThe horizontal bar chart displays the expected change in talent availability, development, and retention of existing workforce over the next five years. Each bar represents the net difference between the percentage of employers expecting improvement and the percentage expecting worsening, with neutral responses contributing to neither.\n\n* **Talent Availability when Hiring:** Shows a -13% net difference.  The bar segments to the left of zero represent those expecting it to worsen, and there is no segment to the right, indicating no improvement is expected.\n* **Talent Development of Existing Workforce:** Displays a +66% net difference. A significantly large portion of the bar extends to the right of the zero mark, signifying a strong positive expectation of improvement.\n* **Talent Retention of Existing Workforce:** Shows a +25% net difference.  A notable portion of the bar extends to the right, indicating a positive outlook for improvement.\n\n**Key Insights:**\n\n* Employers are considerably more pessimistic about *talent availability* when hiring compared to two years ago.\n* Employers are highly optimistic about improvements in *talent development* within their organizations.\n* While still positive, the outlook for *talent retention* is less positive than in the previous report.\n\n\nCountry-specific variations in talent availability outlook, as shown for hiring in Figure 4.3, reflect broader demographic dynamics. For example, in the Middle East and North Africa, employers in countries such as Egypt (+39% net expectation of improvement), Morocco (+38%), and Bahrain (+31%) display high levels of optimism about talent availability, with the majority of respondents expecting hiring conditions to improve by 2030. By contrast, employers in European economies anticipate increasing challenges in hiring availability.\n\nExpectations around talent development shows significant regional variation. For example, companies headquartered in Eastern Asia, Sub-Saharan Africa, and Central Asia generally report high levels of optimism for the next five years. By contrast, businesses headquartered in Europe, the Middle East and Northern Africa, and Northern America are more cautious than global averages with regard to their expectations.\n\n\nAs for talent retention, employers in high-income and upper-middle-income economies express greater concern compared to their counterparts in lower-middle-income economies.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_5.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_5.md", "filename": "Future_of_Jobs_Report_2025_Page_5.md", "title": "Future_of_Jobs_Report_2025_Page_5", "hash": "4dc6184c32d13e9fd84fc2647e5be1a5", "processed_at": "2025-03-05T09:16:39.883028", "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 5\n# Key findings\n\nTechnological change, geoeconomic fragmentation, economic uncertainty, demographic shifts and the green transition \u2013 individually and in combination \u2013 are among the major drivers expected to shape and transform the global labour market by 2030. The *Future of Jobs Report 2025* brings together the perspective of over 1,000 leading global employers\u2014collectively representing more than 14 million workers across 22 industry clusters and 55 economies from around the world\u2014to examine how these macrotrends impact jobs and skills, and the workforce transformation strategies employers plan to embark on in response, across the 2025 to 2030 timeframe.\n\n- Broadening digital access is expected to be the most transformative trend\u2014both across technology-related trends and overall\u2014with 60% of employers expecting it to transform their business by 2030. Advancements in technologies, particularly AI and information processing (86%); robotics and automation (58%); and energy generation, storage and distribution (41%), are also expected to be transformative. These trends are expected to have a divergent effect on jobs, driving both the fastest-growing and fastest-declining roles, and fueling demand for technology-related skills, including AI and big data, networks and cybersecurity and technological literacy, which are anticipated to be the top three fastest-growing skills.\n\n- Increasing cost of living ranks as the second-most transformative trend overall\u2014and the top trend related to economic conditions\u2014with half of employers expecting it to transform their business by 2030, despite an anticipated reduction in global inflation. General economic slowdown, to a lesser extent, also remains top of mind and is expected to transform 42% of businesses. Inflation is predicted to have a mixed outlook for net job creation to 2030, while slower growth is expected to displace 1.6 million jobs globally. These two impacts on job creation are expected to increase the demand for creative thinking and resilience, flexibility, and agility skills.\n\n\n- Climate-change mitigation is the third-most transformative trend overall\u2014and the top trend related to the green transition\u2014while climate-change adaptation ranks sixth with 47% and 41% of employers, respectively, expecting these trends to transform their business in the next five years. This is driving demand for roles such as renewable energy engineers, environmental engineers and electric and autonomous vehicle specialists, all among the 15 fastest-growing jobs. Climate trends are also expected to drive an increased focus on environmental stewardship, which has entered the *Future of Jobs Report\u2019s* list of top 10 fastest growing skills for the first time.\n\n- Two demographic shifts are increasingly seen to be transforming global economies and labour markets: aging and declining working age populations, predominantly in higher-income economies, and expanding working age populations, predominantly in lower-income economies. These trends drive an increase in demand for skills in talent management, teaching and mentoring, and motivation and self-awareness. Aging populations drive growth in healthcare jobs such as nursing professionals, while growing working-age populations fuel growth in education-related professions, such as higher education teachers.\n\n- Geoeconomic fragmentation and geopolitical tensions are expected to drive business model transformation in one-third (34%) of surveyed organizations in the next five years. Over one-fifth (23%) of global employers identify increased restrictions on trade and investment, as well as subsidies and industrial policies (21%), as factors shaping their operations. Almost all economies for which respondents expect these trends to be most transformative have significant trade with the United States and/or China. Employers who expect geoeconomic trends to transform their business are also more likely to offshore\u2014and even more likely to re-shore\u2014operations. These trends are driving demand for security related job roles and increasing demand for network and cybersecurity skills. They are also increasing demand for other human-centred skills such as resilience, flexibility and agility skills, and leadership and social influence.\n\n\nExtrapolating from the predictions shared by *Future of Jobs Survey* respondents, on current trends over the 2025 to 2030 period job creation and destruction due to structural labour-market transformation will amount to 22% of today\u2019s total jobs. This is expected to entail the creation of new jobs equivalent to 14% of today\u2019s total employment, amounting to 170 million jobs. However, this growth is expected to be offset by the displacement of the equivalent of 8% (or 92 million) of current jobs, resulting in net growth of 7% of total employment, or 78 million jobs."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_51.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_51.md", "filename": "Future_of_Jobs_Report_2025_Page_51.md", "title": "Future_of_Jobs_Report_2025_Page_51", "hash": "dee9d4b022638764550e58d2f0cbd923", "processed_at": "2025-03-05T09:16:39.883028", "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 51\n# Talent Hiring Availability, by Economy, 2025-2030\n\nShare of employers surveyed expecting a positive and negative outlook for talent availability in terms of hiring over the 2025 to 2030 period, and their net difference.\n\n## Visual Description\n\nThis is a horizontal bar chart showing the expected change in talent availability for various economies between 2025 and 2030.  Each economy is listed on the vertical axis, and the horizontal axis represents the percentage of employers surveyed.  \n\nThe chart uses a stacked bar approach.  For each economy, there are two bars:\n\n* A light blue bar representing the percentage of employers who expect talent availability to *improve*.\n* A purple bar representing the percentage of employers who expect talent availability to *worsen*.\n\nA blue diamond marker indicates the *net effect*, which is the difference between the percentage expecting improvement and the percentage expecting worsening.\n\nKey Insights:\n\n* Many economies, particularly in Europe and North America, show a negative net effect, suggesting employers anticipate talent shortages. Hungary, Estonia, Latvia, and Sweden are among those with the largest negative net effects.\n* Some economies, predominantly in Africa and the Middle East, show a positive net effect, indicating employers expect talent availability to improve.  Egypt, Morocco, and Bahrain have notably positive net effects.\n* The \"All\" category suggests a slightly negative global outlook for talent availability.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_52.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_52.md", "filename": "Future_of_Jobs_Report_2025_Page_52.md", "title": "Future_of_Jobs_Report_2025_Page_52", "hash": "1ef07d69d58fb11863800de3c9e69474", "processed_at": "2025-03-05T09:16:39.893029", "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 52\n# Workforce strategies, 2025-2030\n\n## Visual Description\n\nThe bar chart displays the share of employers surveyed who plan to adopt specific workforce strategies between 2025 and 2030.  The strategies are listed vertically on the y-axis, and the percentage of employers planning to adopt each strategy is shown on the x-axis, ranging from 0% to 100%.\n\nThe strategies, ranked from most to least popular, and their corresponding percentages are:\n\n* **Upskill workforce:** 85%\n* **Accelerate the automation of processes and tasks:** 73%\n* **Hire staff with new skills to meet emerging business needs:** 70%\n* **Complement and augment workforce with new technologies:** 63%\n* **Transition existing staff from declining to growing roles:** 51%\n* **Reduce staff whose skills are becoming less-relevant or where roles are no longer needed:** 41%\n* **Move operations within closer control through re-shoring, near-shoring or friend-shoring:** 10%\n* **Off-shore significant parts of workforce:** 8%\n\n\n**Key Insights:**\n\n* Upskilling the workforce is the most prominent strategy, indicating a strong focus on developing existing employees' skills.\n* Automation of processes and tasks, hiring staff with new skills, and complementing/augmenting the workforce with new technologies are also highly prioritized, suggesting a significant shift towards technology integration and new skill acquisition.\n* Strategies involving reducing staff or moving operations to different locations are less prevalent, indicating a preference for internal development and optimization over downsizing or relocation.\n\n\n\n# Workforce strategy\n\nUpskilling the workforce emerges as the most common workforce strategy in response to macrotrends over the 2025-2030 period, with 85% of surveyed employers anticipating adopting this approach (Figure 4.4). Upskilling is identified as a top 3 priority across all geographies, and economies at all income levels, with employers in high-income economies (87%) slightly ahead of those in upper-middle-income (84%) and lower-middle-income (82%) ones.\n\nProcess and task automation is expected to be the second most common workforce strategy, with 73% of employers planning to accelerate their use of this approach \u2013 down from 80% as noted in the report's 2023 edition. Additionally, 63% of employers intend to complement and augment their workforce with new technologies. Automation is a more pronounced strategy in high-income economies (77%), compared to upper-middle-income (74%) and lower-middle-income economies (57%).\n\nRegarding adjusting the composition of their workforce, 70% of organizations surveyed plan to hire new staff with emerging in-demand skills, 51% intend to transition staff from declining to growing roles internally, while 41% foresee staff reductions due to skills obsolescence. A slightly higher share of employers plan to move operations within closer control through reshoring, nearshoring or friendshoring (10%) than those who plan to offshore significant parts of their workforce (8%).\n\n\n# 4.2 Improving talent availability\n\n## Business practices\n\nThe importance of supporting employee health and well-being has newly emerged as a top priority to increase talent availability over the 2025-2030 period. As shown in Figure 4.5, 64% of employers now see promise in this approach, a marked rise from 9th place in the 2023 edition of this report to 1st this year. In fact, this newfound emphasis on this practice holds importance across industries, ranking first in eight sectors and consistently within the top four across all others. In the Insurance and Pensions Management sector, 85% of companies expect this practice to improve talent availability.\n\n\nThe Accommodation, Food, and Leisure, and Education and Training sectors witnessed the largest jump in prioritizing employee well-being between 2023 and 2025.\n\nAdditional business practices identified as promising to increase talent availability include providing effective reskilling and upskilling opportunities<sup>43</sup>, highlighted by 63% of organizations, this is particularly evident in the Government and Public sector, where four out of five respondents expect such measures to grow their talent base. Following closely behind, improving talent progression and promotion, previously ranked highest in the 2023 edition, remains a key focus for 62% of surveyed organizations. Higher wages are identified as a"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_53.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_53.md", "filename": "Future_of_Jobs_Report_2025_Page_53.md", "title": "Future_of_Jobs_Report_2025_Page_53", "hash": "84905c747c6306f9f676d6d32548229c", "processed_at": "2025-03-05T09:16:39.893029", "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 53\n# Business practices to increase talent availability, 2025-2030\n\n## Visual Description\n\nThis figure presents a horizontal bar chart showcasing the share of employers surveyed who identify specific business practices as promising for increasing talent availability between 2025 and 2030. The chart is divided into two columns, each listing practices and their corresponding percentages.\n\n**Left Column:**\n\n* **Supporting employee health and well-being:** 64%\n* **Providing effective reskilling and upskilling:** 63%\n* **Improving talent progression and promotion processes:** 62%\n* **Offering higher wages:** 50%\n* **Tapping into diverse talent pools:** 47%\n* **Offering remote and hybrid work opportunities within countries:** 43%\n* **Offering diversity, equity and inclusion policies and programmes:** 39%\n* **Improving working hours and overtime policies:** 38%\n\n\n**Right Column:**\n\n* **Articulate business purpose and impact:** 37%\n* **Offering remote work across national borders:** 27%\n* **Supplementing childcare for working parents:** 26%\n* **Improving safety in the workplace:** 25%\n* **Supporting workers with caregiving responsibilities:** 24%\n* **Removing degree requirements and conduct skills-based hiring:** 19%\n* **Changes to pension schemes and extend their retirement age:** 14%\n* **Supporting worker representation:** 11%\n\n**Key Insights:**\n\nThe most popular practices focus on employee well-being, skills development, and career advancement.  There is also significant emphasis on flexible work arrangements.  Comparatively,  articulating business purpose and impact, while still relevant, is less prioritized than in previous years.  Supporting childcare and caregiving responsibilities are also relatively low on the list, suggesting potential areas for improvement in employer strategies.\n\n\nTapping into diverse talent pools has increased in importance, now emphasized by 47% of employers, up from just over 10% in the previous year's report. This highlights the growing focus on skills-based hiring and the potential of diverse talent pools.  The emphasis on remote work (27%) and caregiving support (26%) underscores the continuing importance of flexibility for attracting and retaining talent.  Interestingly, articulating business purpose and impact has decreased in emphasis from the previous year, dropping from 37% to its current position.\n\n\n***\n\n## BOX 4.1 Talent availability: an employee perspective\n\n_In collaboration with ADP Research_\n\n\nTo complement the Future of Jobs Survey's focus on employer perspectives on talent availability, collaboration for this report with ADP Research has produced a data set that provides the employee perspective, aiming to understand the key factors and priorities that would make workers want to stay in a job. The resulting analysis reveals both convergences and divergences in priorities for talent attraction and retention (Figure B4.1).\n\nWhere employees' reasons to stay and employers' practices align include:\n\n* Improving talent progression and promotion processes (employer rank 3rd vs. employee rank 2nd)\n* Offering higher wages (employer rank 4th vs. employee rank 3rd)\n* Providing remote or hybrid work opportunities (employer 6th vs. employee 4th)\n\nThe findings also highlight areas of misalignment between employee and employer expectations. The divergence is most pronounced around\u2026"}


created_at: 2025-03-05 15:16:50
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_54.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_54.md", "filename": "Future_of_Jobs_Report_2025_Page_54.md", "title": "Future_of_Jobs_Report_2025_Page_54", "hash": "9f3f12ff32df7279bd1e836e96c1358f", "processed_at": "2025-03-05T09:16:39.893029", "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 54\n# Business practices to boost talent availability: employee vs. employer perspective\n\nSupporting health and well-being and upskilling and reskilling are viewed as essential by employers, but less so by employees, who rank them 8th and 7th, respectively. By contrast, employees place higher value on working hours, which tops the list of desired policies, while employers rank this measure the eighth most effective strategy to boost talent availability; and pension policies, which rank 5th for employees \u2013 10 places higher than for employers.\n\nBoth employees and employers placed less emphasis on supporting workers with caregiving responsibilities and articulating business purpose and social impact.\n\n## Visual Description\n\nThe chart displays employee and employer perspectives on the ranking of business practices to boost talent availability.  It's a horizontal bar chart with \"Rank\" on the x-axis (from 0 to 15) and various business practices listed on the y-axis.  Light blue circles represent employee perspectives, and dark blue circles represent employer perspectives.  A light blue shaded bar connects the two circles for each practice, visually showing the gap between the two perspectives.\n\nKey insights:\n\n* **Health and well-being/Upskilling/Reskilling:** Employers prioritize these more than employees.\n* **Working hours:** Employees rank this much higher than employers.\n* **Pension schemes:**  Employees value this significantly more than employers.\n* **Remote work (within and across borders):**  Relatively similar rankings from both groups.\n* **Caregiving responsibilities/Business purpose:** Lower priority for both groups.\n\n\nData extracted from the visualization:\n\n* **Supporting employee health and well-being:** Employee rank ~8, Employer rank ~2\n* **Providing effective reskilling and upskilling:** Employee rank ~7, Employer rank ~3\n* **Improving talent progression and promotion processes:** Employee rank ~3, Employer rank ~4\n* **Offering higher wages:** Employee rank ~2, Employer rank ~6\n* **Offering remote and hybrid work opportunities within countries:** Employee rank ~4, Employer rank ~5\n* **Improving working hours and overtime policies:** Employee rank ~1, Employer rank ~8\n* **Articulating business purpose and impact:** Employee rank ~9, Employer rank ~11\n* **Offering remote work across national borders:** Employee rank ~7, Employer rank ~9\n* **Supporting workers with caregiving responsibilities:** Employee rank ~11, Employer rank ~13\n* **Changes to pension schemes and extend their retirement age:** Employee rank ~5, Employer rank ~15\n\n# Public policies\n\nGlobally, when asked about the public-policy interventions with the highest perceived potential to increase access to talent over the 2025-2030 period, employers identified funding for reskilling and upskilling (55%) and provision of reskilling and upskilling (52%) as the two most crucial policy measures. This points to businesses' desire for sustained public investment in skills development to align workforce capabilities with future labour-market demands.\n\nImproving public education systems has risen in perceived priority and now ranks 3rd, with 47% of respondents highlighting this policy measure, up from 4th in the report's 2023 edition. In Israel, Kazakhstan and the Philippines, public education system improvements saw the largest increase in priority as a public policy measure to enhance talent availability, rising seven, six, and six places, respectively, compared to 2023. Simultaneously, wage-setting flexibility has moved to 5th place globally, up from 6th in 2023, with 38% of respondents highlighting this policy measure.\n\nWage subsidies saw the biggest decline in perceived importance, moving from 3rd in 2023 to 8th in this year's edition, with 26% of respondents pointing to it as a critical policy tool. Flexibility in hiring and firing practices, ranked 4th, has declined two places since 2023, now highlighted by 44% of employers. Despite the overall decline in emphasis on this measure, wage subsidies remain the top highlighted policy in T\u00fcrkiye and Morocco, while hiring and firing flexibility is the most emphasized priority in eleven countries, including Australia, Brazil, Republic of Korea and Singapore.\n\n\nIn light of demographic shifts, companies are increasingly exploring policy interventions aimed at broadening the talent pool. Changes to labour laws related to remote work are highlighted as a priority by 36% of employers, with strong demand in particular from companies headquartered in"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_55.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_55.md", "filename": "Future_of_Jobs_Report_2025_Page_55.md", "title": "Future_of_Jobs_Report_2025_Page_55", "hash": "e85a0fdb0633876bd725cdd11b0cda36", "processed_at": "2025-03-05T09:16:39.893029", "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 55\n# Public policies to increase talent availability, 2025-2030\n\nShare of employers surveyed identifying the stated public policies as promising to increase talent availability.\n\n## Visual Description\n\nA horizontal bar chart displays the percentage of employers surveyed who identified specific public policies as promising for increasing talent availability between 2025 and 2030.  The chart is ordered from most to least popular policy.\n\nThe top three policies are:\n\n* **Funding for reskilling and upskilling:** 55%\n* **Provision of reskilling and upskilling:** 52%\n* **Improvements to public education systems:** 47%\n\nOther policies listed include:\n\n* Flexibility on hiring and firing practices: 44%\n* Flexibility on setting wages: 38%\n* Changes to labour laws related to remote work: 36%\n* Changes to immigration laws: 26%\n* Wage subsidies: 26%\n* Changes to pension schemes and retirement ages: 25%\n* Improved transport infrastructure and services: 22%\n* Funding and provision of caregiver programmes: 13%\n\n\n## Key Insights\n\nReskilling and upskilling initiatives, along with improvements to public education, are viewed by employers as the most promising public policy interventions for increasing talent availability in the coming years.  Flexibility in hiring and firing and wage setting are also viewed favorably. Less emphasis is placed on policies relating to immigration laws, wage subsidies, pension schemes, and caregiver programs.\n\n# Diversity, equity and inclusion\n\nGlobally, the Future of Jobs Survey finds increased emphasis by employers on diversity, equity, and inclusion in the workplace, connected to a growing perception of its potential to increase talent availability. Tapping into diverse talent pools is now considered among the top 5 most impactful business practices to increase talent availability, compared to its 11th place ranking in the report's 2023 edition.\n\nEighty-three percent of surveyed employers have implemented diversity, equity, and inclusion measures, an increase from 67% in 2023. This trend is especially strong among larger organizations, where nearly all companies with over 50,000 employees (95%) and those headquartered in Northern America (96%) report having such measures in place. By contrast, companies headquartered in lower-middle-income economies (75%) and smaller organizations (73%) are less likely to implement diversity, equity, and inclusion measures.\n\nAs shown in Figure 4.7, 51% of employers plan to run diversity, equity, and inclusion trainings for managers and staff, which remains the most common such program element anticipated to be implemented by organizations in the next five years. This is closely followed by targeted recruitment, retention and progression initiatives (48%), with diversity, equity, and inclusion goals, targets and quotas (42%) experiencing the fastest growth in anticipated adoption. In the report's 2023 edition, only one-quarter of companies had planned to adopt such targets (Figure 4.8). Pay equity reviews and salary audits, anti-harassment protocols and support for workers with caregiving responsibilities are also increasingly highlighted, with 39%, 33% and 26% of companies, respectively, planning to adopt these measures. Hiring diversity, equity and inclusion officers and supporting employee resource groups (ERGs) are less commonly mentioned, adopted by 15% and 22% of surveyed organizations, respectively."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_56.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_56.md", "filename": "Future_of_Jobs_Report_2025_Page_56.md", "title": "Future_of_Jobs_Report_2025_Page_56", "hash": "ef86d155a46ec079f42d697dca818713", "processed_at": "2025-03-05T09:16:39.893029", "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 56\n# Planned implementation of diversity, equity and inclusion measures, 2025-2030\n\nShare of employers surveyed which plan to implement the stated measure.\n\n* Comprehensive diversity, equity and inclusion training for managers and staff: 51%\n* Targeted recruitment, retention and progression initiatives: 48%\n* Set diversity, equity and inclusion goals, targets or quotas: 42%\n* Pay equity reviews and salary audits: 39%\n* Anti-harassment protocols: 33%\n* Embed diversity, equity and inclusion goals and solutions across the supply chain: 27%\n* Support workers with caregiving responsibilities: 26%\n* Set up Employee Resource Groups (ERG): 22%\n* Employ a diversity, equity and inclusion officer: 15%\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\n\n# Planned implementation of diversity, equity and inclusion measures, 2023 vs. 2025\n\nChange in share of employers surveyed planning to implement the stated measure.\n\n## Visual Description\n\nThis line graph shows the change in planned implementation of certain diversity, equity, and inclusion (DEI) measures between 2023 and 2025.  The x-axis represents the year, and the y-axis represents the percentage of employers surveyed. Each line represents a different DEI measure.\n\n* **Run comprehensive diversity, equity and inclusion training for managers and staff:** Increases from approximately 40% in 2023 to approximately 52% in 2025 (+12%).\n* **Set diversity, equity and inclusion goals, targets or quotas:** Increases from about 25% in 2023 to approximately 41% in 2025 (+16%).\n* **Embed diversity, equity and inclusion goals and solutions across the supply chain:** Increases from approximately 23% in 2023 to about 27% in 2025 (+4%).\n* **Set up Employee Resource Groups (ERGs):** Increases from roughly 18% in 2023 to approximately 21% in 2025 (+3%).\n* **Employ a diversity, equity and inclusion Officer:** Increases from roughly 11% in 2023 to about 14% in 2025 (+3%).\n\n\n**Key Insights:**\n\nAll depicted DEI measures are projected to increase in implementation between 2023 and 2025. The largest increase is planned for \"Setting diversity, equity, and inclusion goals, targets, or quotas,\" followed by \"Comprehensive DEI training for managers and staff.\"  The smallest increases are anticipated for \"Employing a DEI officer,\" \"Setting up ERGs,\" and \"Embedding DEI goals across the supply chain.\"\n\n\nSource: World Economic Forum, Future of Jobs Survey 2022 and Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_58.md", "filename": "Future_of_Jobs_Report_2025_Page_58.md", "title": "Future_of_Jobs_Report_2025_Page_58", "hash": "caf4b0bacd48bf06662faa5edfead4ec", "processed_at": "2025-03-05T09:16:39.893029", "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 58\n# Diversity, equity, and inclusion priority groups, 2025-2030\n\nShare of employers surveyed expecting to focus diversity, equity and inclusion measures on the stated demographic group over the 2025 to 2030 period. Top three economies with the highest share of employer responses for each group.\n\n## Visual Description\n\nA horizontal bar chart displays the percentage of employers surveyed who plan to focus on diversity, equity, and inclusion (DE&I) measures for specific demographic groups between 2025 and 2030. The demographic groups listed are:\n\n* Women\n* Those with disabilities\n* Youth from Gen Z (under age 25)\n* Older workers (over age 55)\n* Those who identify as LGBTQI+\n* Those from a disadvantaged religious, ethnic or racial background\n* Those from a low-income background\n* Migrants, refugees and displaced workers\n\nThe percentages range from 21% (Migrants, refugees and displaced workers) to 76% (Women).  Beside the chart is a table showing the top three economies with the highest share of employer responses for each demographic group.\n\n**Key Insights:**\n\n* Women are the most prominent focus group for DE&I initiatives, with 76% of employers planning related measures.\n* DE&I focus decreases with each subsequent group down the list, indicating potentially lower prioritization for some groups.\n* The provided table of top 3 economies gives insight into regional variations in DE&I priorities.\n\n\n| Demographic Group | % of Employers | Top 3 Economies |\n|---|---|---|\n| Women | 76% | Colombia, Ireland, Saudi Arabia |\n| Those with disabilities | 56% | Egypt, Philippines, Israel |\n| Youth from Gen Z (under age 25) | 52% | Portugal, Morocco, Tunisia |\n| Older workers (over age 55) | 42% | Estonia, Lithuania, Latvia |\n| Those who identify as LGBTQI+ | 32% | Ireland, Switzerland, Norway |\n| Those from a disadvantaged religious, ethnic or racial background | 27% | Ireland, South Africa, Egypt |\n| Those from a low-income background | 24% | Egypt, Tunisia, Hong Kong SAR, China |\n| Migrants, refugees and displaced workers | 21% | Denmark, Belgium, Lithuania |\n\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024.\n\n\n# Wages\n\nAs the labour market experiences shifts in workforce dynamics due to macrotrends such as technological change, demographic shifts and economic uncertainty, wage dynamics have become an increasingly important factor for understanding the shape of future labour markets. As revealed by the Future of Jobs Survey, more than half (52%) of employers globally expect to see an increase in the share of their revenue allocated to wages over the 2025-2030 period, 41% of surveyed employers anticipate their current wage allocation to remain stable, while 7% foresee a reduction by 2030 (Figure 4.10).\n\n# FIGURE 4.10\n## Wage outlook, 2025-2030\n\nShare of employers surveyed projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenue to increase, remain stable or decline.\n\n\n## Visual Description\n\nA stacked horizontal bar chart presents the projected change in the share of company revenue allocated to wages from 2025-2030.\n\n* Growing share compared to today: 52%\n* Similar share as today: 41%\n* Declining share compared to today: 7%\n\n**Key Insights:**\n\nMost employers (52%) expect the share of revenue allocated to wages to grow. A significant portion (41%) anticipate it remaining stable, while a small percentage (7%) foresee a decline.\n\n\nSmaller companies exhibit higher expectations regarding growth of wages as a share of total revenues, with 57% of employers with fewer than 1,000 employees anticipating an increase in wage share. By contrast, only 45% of employers with 10,000-50,000 employees and 47% of those with over 50,000 employees expect to see the same.\n\nIn shaping wage and compensation policies, two factors stand out globally: workers' productivity and performance (cited by 77% of respondents) and competing to retain talent (cited by 71%) (Figure 4.11). Sector-wise, only six industries expect an emphasis on competition for talent over productivity and performance as a factor in their wage considerations: Electronics, Insurance and Pensions Management, Professional Services, Real Estate, Medical and Healthcare Services, and Government and Public Sector. All other industries anticipate a focus on productivity as the more crucial factor when designing wage strategies over the 2025-2030 period.\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_57.md", "filename": "Future_of_Jobs_Report_2025_Page_57.md", "title": "Future_of_Jobs_Report_2025_Page_57", "hash": "05682000923ecbfb7700121094477b90", "processed_at": "2025-03-05T09:16:39.893029", "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 57\n# Planned implementation of diversity, equity and inclusion measures, 2025-2030, by region\n\nShare of employers surveyed headquartered in each region planning to implement the measure.\n\n|                       | Central Asia | Eastern Asia | Europe | Latin America and the Caribbean | Middle East and Northern Africa | Northern America | South-eastern Asia | Southern Asia | Sub-Saharan Africa |\n| --------------------- | ----------- | ----------- | ------ | ------------------------------ | ----------------------------- | --------------- | ---------------- | ------------- | ---------------- |\n| Comprehensive diversity, equity and inclusion training for managers and staff | 31          | 60          | 52    | 66                            | 34                           | 67             | 46              | 61           | 57              |\n| Targeted recruitment, retention and progression initiatives                 | 42          | 36          | 44    | 59                            | 35                           | 79             | 46              | 54           | 71              |\n| Set diversity, equity and inclusion goals, targets or quotas                  | 22          | 36          | 44    | 37                            | 36                           | 54             | 59              | 57           | 39              |\n| Pay equity reviews and salary audits                                      | 38          | 23          | 46    | 36                            | 19                           | 64             | 41              | 32           | 32              |\n| Anti-harassment protocols                                                  | 20          | 38          | 31    | 54                            | 17                           | 44             | 46              | 36           | 36              |\n| Embed diversity, equity and inclusion goals and solutions across the supply chain | 9           | 30          | 28    | 31                            | 21                           | 44             | 23              | 25           | 32              |\n| Support workers with caregiving responsibilities                            | 20          | 34          | 25    | 30                            | 23                           | 37             | 32              | 7            | 18              |\n| Set up Employee Resource Groups (ERGs)                                     | 9           | 9           | 22    | 29                            | 17                           | 42             | 32              | 21           | 11              |\n| Employ a diversity, equity and inclusion officer                             | 16          | 9           | 16    | 7                             | 11                           | 27             | 18              | 21           | 11              |\n\n\nShare of employers surveyed (%)\n\n\n* 0\n* 25\n* 50\n* 75\n* 100\n\n\nGeographic differences persist. For example, as shown in Table 4.1, companies headquartered in the Middle East and Northern Africa are less likely to engage in pay equity reviews (23%), while those in Latin America and the Caribbean are more inclined to implement anti-harassment protocols (54%). In Northern America, a significantly higher share (42%) of employers anticipates setting up ERGs.\n\n\nSource: World Economic Forum, _Future of Jobs Survey 2024._\n\nIn terms of employee demographics, women are considered the highest priority group for surveyed employers' diversity, equity and inclusion programmes worldwide, with 76% of respondents anticipating a focus of their measures on this group (Figure 4.9). Workers with disabilities (56%) and 'Gen Z' youth (those under the age of 25) (52%) are the second- and third most considered groups. Older workers (those over the age of 55) and those identifying as LGBTQI+ are anticipated to be a focus for 42% and 33% of surveyed employers, respectively. Finally, 27% of respondents anticipate a focus on individuals from disadvantaged religious, ethnic, or racial backgrounds. This represents a decline from the report's 2023 edition, when nearly two-fifths of employers expected to be focusing on individuals from these groups. Workers from low-income backgrounds (24%) and migrants, refugees and displaced workers (21%) are the least commonly mentioned groups.\n\n## Visual Description\n\nThe image shows a string of colorful paper lanterns hanging against a twilight sky.  In the background, out of focus, is a building facade lit with the colors of the rainbow flag (red, orange, yellow, green, blue, purple/violet).\n\n**Key Insights:** The image visually connects the themes of diversity, equity, and inclusion with a celebratory atmosphere. The paper lanterns, each a different color, suggest the individuality and variety within a group, while the rainbow-lit building clearly symbolizes LGBTQI+ inclusion.\n\nFuture of Jobs Report 2025  57"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_59.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_59.md", "filename": "Future_of_Jobs_Report_2025_Page_59.md", "title": "Future_of_Jobs_Report_2025_Page_59", "hash": "a96f667806543e43e22e4ea011111bc7", "processed_at": "2025-03-05T09:16:39.893029", "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 59\n# Wage strategies, 2025-2030\n\nShare of employers surveyed expecting the stated factor will drive decisions in designing wage and compensation policies over the 2025 to 2030 period.\n\n## Visual Description\n\nA horizontal bar chart displays the share of employers surveyed who expect certain factors to drive wage and compensation decisions between 2025 and 2030.  The chart is organized with the factor labels on the left and the percentage on the right, along a horizontal axis that goes from 0% to 100%.  The bars are dark blue.\n\nThe factors and corresponding percentages are:\n\n* Aligning wages with workers' productivity and performance: 77%\n* Competing for retaining talent and skills: 71%\n* Reducing wage inequalities and supporting workers' purchasing power: 33%\n* Aligning wages with government regulations and collective bargaining agreements: 32%\n* Reducing Costs: 30%\n\n\n\n**Key Insights:**\n\nAligning wages with productivity and performance, as well as competing for talent, are expected to be the most significant drivers of wage strategies, with over 70% of respondents indicating these as key factors. The other factors (wage inequality, government regulations, and cost reduction) are considerably less influential, all clustered around 30%.\n\n\n# BOX 4.2 Wage premium for skills and experience\n\n_In collaboration with ADP Research_\n\nGiven shifting global workforce dynamics, how are differences in education, training and experience reflected in wages? Analysis conducted by ADP Research for the Future of Jobs Report 2025 addresses this question by analyzing monthly wage data of workers in the United States according to Occupation Information Network (O*NET) job zones. The O*NET data assigns all occupations to job zones, from entry-level positions needing minimal preparation (Job zone 1) to highly specialized roles with extensive preparation, usually demanding graduate school education and extensive job training and work experience (Job zone 5). The research analyses wages at each job zone to calculate a wage premium from one level of workforce preparedness to another.\n\nWorkers' median and mean wages increase as the job zone level increases (Figure B4.2A). On average, the median wage is 37% higher for each job zone level (Figure B4.2B). The highest gap between levels is 48%, which is the difference in median wage between job zone 3, where workers such as Security Guards and Dental Laboratory Technicians usually receive vocational training or an associate degree, and job zone 4, where workers have considerable preparation for the job. The lowest median wage premium gap is 27%, between job zone 4 and job zone 5, which is made up of primarily specialized roles that require extensive training, such as Pharmacists, Lawyers and Biologists.\n\n\nThe mean wage premium is higher, averaging 58% per job zone level, with the marginal premium spiking the jump from jobs requiring considerable preparation, such as Real Estate Brokers and Sales Managers, to specialized roles with extensive preparation, the highest level.\n\nThe gap between the median and mean wage premium \u2013 the two curves in Figures B4.2A and B \u2013 indicates that there exists a wide pay range within the same job zone, and that wider pay ranges are more prevalent for workers in more specialized roles."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_6.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_6.md", "filename": "Future_of_Jobs_Report_2025_Page_6.md", "title": "Future_of_Jobs_Report_2025_Page_6", "hash": "46d42a5778f220e2ca9bc843ce970981", "processed_at": "2025-03-05T09:16:39.893029", "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 6\n# Frontline and Technology Job Growth\n\n- Frontline job roles are predicted to see the largest growth in absolute terms of volume and include Farmworkers, Delivery Drivers, Construction Workers, Salespersons, and Food Processing Workers. \n- Care economy jobs, such as Nursing Professionals, Social Work and Counselling Professionals and Personal Care Aides are also expected to grow significantly over the next five years, alongside Education roles such as Tertiary and Secondary Education Teachers.\n\n- Technology-related roles are the fastest-growing jobs in percentage terms, including Big Data Specialists, Fintech Engineers, AI and Machine Learning Specialists and Software and Application Developers. \n- Green and energy transition roles, including Autonomous and Electric Vehicle Specialists, Environmental Engineers, and Renewable Energy Engineers, also feature within the top fastest-growing roles.\n\n\n# Clerical and Secretarial Job Decline\n\n- Clerical and Secretarial Workers \u2013 including Cashiers and Ticket Clerks, and Administrative Assistants and Executive Secretaries \u2013 are expected to see the largest decline in absolute numbers. \n- Similarly, businesses expect the fastest-declining roles to include Postal Service Clerks, Bank Tellers and Data Entry Clerks.\n\n\n# Skill Transformation and Instability\n\nOn average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025-2030 period. However, this measure of \u201cskill instability\u201d has slowed compared to previous editions of the report, from 44% in 2023 and a high point of 57% in 2020 in the wake of the pandemic. This finding could potentially be due to an increasing share of workers (50%) having completed training, reskilling or upskilling measures, compared to 41% in the report\u2019s 2023 edition.\n\n\n# In-Demand Skills\n\n- Analytical thinking remains the most sought-after core skill among employers, with seven out of 10 companies considering it as essential in 2025. This is followed by resilience, flexibility and agility, along with leadership and social influence.\n\n- AI and big data top the list of fastest-growing skills, followed closely by networks and cybersecurity as well as technology literacy. \n- Complementing these technology-related skills, creative thinking, resilience, flexibility and agility, along with curiosity and lifelong learning, are also expected to continue to rise in importance over the 2025-2030 period. \n- Conversely, manual dexterity, endurance and precision stand out with notable net declines in skills demand, with 24% of respondents foreseeing a decrease in their importance.\n\n\n# Future Job Growth and Skill Gaps\n\nWhile global job numbers are projected to grow by 2030, existing and emerging skills differences between growing and declining roles could exacerbate existing skills gaps. The most prominent skills differentiating growing from declining jobs are anticipated to comprise resilience, flexibility and agility; resource management and operations; quality control; programming and technological literacy.\n\n\n# Workforce Upskilling and Reskilling\n\nGiven these evolving skill demands, the scale of workforce upskilling and reskilling expected to be needed remains significant: if the world\u2019s workforce was made up of 100 people, 59 would need training by 2030. Of these, employers foresee that 29 could be upskilled in their current roles and 19 could be upskilled and redeployed elsewhere within their organization. However, 11 would be unlikely to receive the reskilling or upskilling needed, leaving their employment prospects increasingly at risk.\n\n\n# Skill Gaps and Business Transformation\n\nSkill gaps are categorically considered the biggest barrier to business transformation by Future of Jobs Survey respondents, with 63% of employers identifying them as a major barrier over the 2025-2030 period. Accordingly, 85% of employers surveyed plan to prioritize upskilling their workforce, with 70% of employers expecting to hire staff with new skills, 40% planning to reduce staff as their skills become less relevant, and 50% planning to transition staff from declining to growing roles.\n\n\n# Talent Attraction and Retention\n\nSupporting employee health and well-being is expected to be a top focus for talent attraction, with 64% of employers surveyed identifying it as a key strategy to increase talent availability. Effective reskilling and upskilling initiatives, along with improving talent progression and promotion, are also seen as holding high potential for talent attraction. Funding for \u2013 and provision of \u2013 reskilling and upskilling are seen as the two most welcomed public policies to boost talent availability.\n\n\n# Diversity, Equity, and Inclusion\n\nThe Future of Jobs Survey also finds that adoption of diversity, equity and inclusion initiatives remains on the rise. The potential for expanding talent availability by tapping into diverse talent pools is highlighted by four times more employers (47%) than two years ago (10%). Diversity, equity and inclusion initiatives have become more prevalent, with 83% of employers reporting such an initiative in place, compared to 67% in 2023. Such initiatives are particularly popular for companies headquartered in North America, with a 96% uptake rate, and for employers with over 50,000 employees (95%).\n\n\n# Wage Allocation and AI Strategies\n\nBy 2030, just over half of employers (52%) anticipate allocating a greater share of their revenue to wages, with only 8% expecting this share to decline. Wage strategies are driven primarily by goals of aligning wages with workers\u2019 productivity and performance and competing for retaining talent and skills. Finally, half of employers plan to re-orient their business in response to AI, two-thirds plan to hire talent with specific AI skills, while 40% anticipate reducing their workforce where AI can automate tasks."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_61.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_61.md", "filename": "Future_of_Jobs_Report_2025_Page_61.md", "title": "Future_of_Jobs_Report_2025_Page_61", "hash": "29c4362b37f4925ddb087bb42c2eb662", "processed_at": "2025-03-05T09:16:39.893029", "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 61\n# Assessing the Wage Premium for Skills\n\nAssessing the wage premium for skills through a gender lens reveals that men tend to have a higher wage premium across all zone transitions except one. Men, on average, experience a 44% wage premium between job zones, whereas women see a 30% premium.\n\nGender disparities are most pronounced at specific transitions. While male workers receive a wage premium of 39% at the point of transition from jobs that require little preparation to jobs that require some preparation, the equivalent wage premium for female workers is only 19%. At the upper end of the job complexity spectrum, women only receive a 15% higher wage for working in specialized jobs that require extensive preparation compared to jobs that require considerable preparation. This contrasts sharply with a 44% higher median wage at this transition point for men.\n\n\n# FIGURE B4.3 Marginal wage premium: female vs. male workers\n\n*Marginal wage premium (ratio to next-lowest job zone) for median of gross wages.*\n\n## Visual Description\n\nThe line graph displays the cumulative wage premium for male and female workers across four levels of job preparation: some preparation, medium preparation, considerable preparation, and extensive preparation.  The x-axis represents the level of job preparation, while the y-axis represents the cumulative wage premium. Two lines, one teal representing male workers and one purple representing female workers, plot the wage premium at each level.\n\n**Key Insights:**\n\n* **Consistent Gap:** Male workers consistently have a higher cumulative wage premium than female workers across all levels of job preparation.\n* **Largest Gap:** The largest wage premium gap between men and women occurs at the \"some preparation\" level.\n* **Convergence:** The gap narrows slightly as the level of job preparation increases, becoming closest at the \"considerable preparation\" level.\n* **Divergence:**  The gap widens again at the \"extensive preparation\" level, with the male premium decreasing less than the female premium.\n\n**Data in Text Format:**\n\n| Job Preparation    | Male Wage Premium | Female Wage Premium |\n|--------------------|-------------------|---------------------|\n| Some preparation  | ~1.2              | ~1.4                |\n| Medium preparation | ~1.4              | ~1.4                |\n| Considerable preparation | ~1.4              | ~1.4                |\n| Extensive preparation | ~1.1              | ~1.3               |\n\n\n# Approaches to skills assessment\n\nRemoving academic degree requirements and conducting skill-based hiring is an increasingly recognized approach to expanding talent availability. Work experience continues to be the most common assessment mechanism in hiring processes, with 81% of businesses expecting to continue to rely on it over the 2025-2030 period. This is consistent with previous editions of the report, underlining the value employers place on practical, on-the-job learning and achievements. Only 4% of companies report that they do not assess the skills of prospective employees, highlighting that skills evaluation is almost universal across industries.\n\nThe second most common method of evaluation is skills assessments, expected to be utilized by 48% of employers, highlighting a growing emphasis on directly testing candidates\u2019 competencies rather than relying solely on their resumes. In addition, psychometric tests are planned to be used by 34% of businesses, reflecting an increased focus on evaluating candidates\u2019 behavioural traits, cognitive abilities and cultural fit.\n\nThe requirement of a university degree features in third place of employers\u2019 approaches to skills assessment, with 43% of respondents expecting to continue to use degrees as a requirement by 2030. Comparison with the previous edition of this report shows that employers are increasingly focusing on work experience and psychometric testing over traditional credentials like university degrees. This shift signals a growing recognition that practical skills and cognitive abilities may be more indicative of future job performance than formal educational qualifications, in addition to expanding the talent pool. O*NET\u2019s database of job experience requirements reveals that 14 of the 15 fastest-growing jobs over 2025 to 2030 primarily require a university degree, while only seven of the 15 largest-growing roles demand an advanced degree. This reliance on traditional credentials in rapidly\n\n\nSource: ADP Research"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_60.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_60.md", "filename": "Future_of_Jobs_Report_2025_Page_60.md", "title": "Future_of_Jobs_Report_2025_Page_60", "hash": "e526be16b880e075a6cbb987e3c48b24", "processed_at": "2025-03-05T09:16:39.893029", "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 60\n# FIGURE B4.2A Cumulative wage premium by skill level\n\n*Ratio to the lowest job zone for mean and median gross wages.*\n\n## Visual Description\n\nThis line graph shows the cumulative wage premium by skill level. The x-axis represents skill preparation levels (Some, Medium, Considerable, Extensive).  The y-axis represents the cumulative wage premium, where 1 indicates the wage is the same as the next lowest job zone (no preparation). Two lines are plotted: one for the mean wage premium and another for the median wage premium. Both lines generally trend upwards, indicating increasing wage premiums with higher skill levels. The mean wage premium increases at a steeper rate than the median wage premium.\n\n**Key Insights:**\n\n* Higher skill preparation levels are associated with greater wage premiums.\n* The difference between mean and median wage premiums increases as skill level increases, suggesting a widening wage distribution at higher skill levels.\n\n**Data in Text Format:**\n\n| Skill Preparation | Mean Wage Premium | Median Wage Premium |\n|---|---|---|\n| Some | ~1.2 | ~1.1 |\n| Medium | ~2.0 | ~1.7 |\n| Considerable | ~3.2 | ~2.5 |\n| Extensive | ~6.2 | ~3.5 |\n\n\n# FIGURE B4.2B Marginal wage premium by skill level\n\n*Ratio to next-lowest job zone for mean and median of gross wages.*\n\n## Visual Description\n\nThis line graph presents the marginal wage premium by skill level. The x-axis represents skill preparation levels (Some, Medium, Considerable, Extensive), and the y-axis represents the marginal wage premium, where 1 indicates the wage is the same as the next lowest job zone. The graph displays two lines: one for the mean marginal wage premium and one for the median marginal wage premium.  The mean line generally trends upwards, while the median line starts slightly higher, plateaus, and then decreases slightly.\n\n**Key Insights:**\n\n*  The mean marginal wage premium generally increases with skill level, suggesting each incremental increase in skill preparation yields a greater wage increase.\n* The median marginal wage premium does not exhibit the same upward trend. It peaks at the medium preparation level and then slightly declines, indicating diminishing returns for median wages at higher skill levels.\n\n**Data in Text Format:**\n\nIt is not possible to accurately extract precise numerical data from this graph.  The trends and general relationships are described above."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_62.md", "filename": "Future_of_Jobs_Report_2025_Page_62.md", "title": "Future_of_Jobs_Report_2025_Page_62", "hash": "3418c62b2ecfde02c98f6480934c2de5", "processed_at": "2025-03-05T09:16:39.893029", "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 62\n# Skill assessment mechanisms, 2025-2030\n\n## Visual Description\n\nThe horizontal bar chart displays the share of employers surveyed who plan to prioritize different skill assessment methods when hiring between 2025 and 2030.  The chart is ordered from the most commonly used method to the least.\n\nKey insights:\n\n* **Evaluation of work experience** is the most popular assessment method (81%).\n* **Pre-employment tests** and **completion of a university degree** are also relatively common, chosen by 48% and 43% of respondents, respectively.\n* **Psychometric profiling** is anticipated to be used by 34% of employers.\n* **Apprenticeships**, **short courses/online certificates**, and **outsourcing to staffing firms** are less prioritized, selected by 17%, 14%, and 12% respectively.\n* A small percentage (4%) indicate they *do not assess skills*.\n\nData from the chart:\n\n* Evaluation of work experience: 81%\n* Pre-employment tests: 48%\n* Completion of a university degree: 43%\n* Psychometric profiling: 34%\n* Completion of apprenticeships: 17%\n* Completion of short courses and online certificates: 14%\n* Outsourcing to staffing or recruitment firms: 12%\n* We do not assess skills: 4%\n\n\n# Workforce strategies in response to AI adoption\n\nThe Future of Jobs Survey finds that 86% of employers expect AI and information processing technologies to transform their business by 2030. In the Financial Services (97%) and Electronics (95%) sectors, anticipated AI exposure is notably higher than the global average. By contrast, employers in sectors such as Energy Technology and Utilities (72%) and Government and Public Sector (76%) expect lower exposure to AI disruption by 2030. Larger organizations are considering it more likely that their business model will be transformed by AI: only 6% of companies with over 50,000 employees expect low AI exposure by 2030, compared to 16% of companies with fewer than 1,000 employees and 15% of those with 1,000-5,000 employees.\n\nComplementing the Future of Jobs Survey, the World Economic Forum's Executive Opinion Survey captures insights from more than 11,000 executives worldwide. Regarding barriers to AI adoption, half of executives worldwide highlight a lack of skills to support adoption as the top barrier. This is closely followed by a lack of vision among managers and leaders (43%). Other obstacles include high costs of AI products and services (29%), lack of customization to local business needs (24%), complex regulations around AI and data usage (21%), and limited consumer demand (16%). Overall, these results point to a persistent gap in skills required for AI adoption, both for managers and workers.\n\nIn response to expected AI disruption, reskilling and upskilling of the existing workforce to work more effectively alongside AI emerges as the most anticipated workforce strategy for companies headquartered in 45 out of the 55 economies covered by the report. By 2030, 77% of surveyed employers plan to implement this strategy.\n\nIn addition, 69% of respondents plan to recruit talent skilled in AI tool design and enhancement."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_63.md", "filename": "Future_of_Jobs_Report_2025_Page_63.md", "title": "Future_of_Jobs_Report_2025_Page_63", "hash": "1d2699491f7b2403af28f98549babb6d", "processed_at": "2025-03-05T09:16:39.893029", "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 63\n# Barriers to AI adoption\n\nShare of employers expecting the stated barrier will hinder the adoption of AI among local businesses.\n\n| Barrier                                       | % of Employers |\n|-----------------------------------------------|-----------------|\n| Lack of skills to support adoption           | 50%            |\n| Lack of vision among the managers and leaders | 43%            |\n| High costs of available AI products and services| 29%            |\n| Lack of customization to local business needs  | 24%            |\n| Complex and costly regulations around the use of AI and data | 21%            |\n| Lack of demand among consumers              | 16%            |\n\n\n## Visual Description\n\nA horizontal bar chart displays the barriers to AI adoption as reported by employers. The chart ranks the barriers from most to least impactful. Lack of skills to support adoption is the biggest barrier (50%), followed by lack of vision among managers and leaders (43%).  High costs (29%), lack of customization (24%), complex regulations (21%), and lack of demand (16%) are also cited as barriers, but to a lesser degree.\n\nSource: World Economic Forum, Executive Opinion Survey 2024.\n\n\n# Workforce strategy in response to AI, 2025-2030\n\nShare of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence.\n\n| Workforce Strategy                                                              | % of Employers |\n|-----------------------------------------------------------------------------------|-----------------|\n| Reskilling and upskilling existing workforce to better work alongside AI          | 77%            |\n| Hiring new people with skills to design AI tools and enhancements appropriate for organization-specific skills | 69%            |\n| Hiring new people with skills to better work alongside AI                          | 62%            |\n| Re-orienting organization to target new business opportunities created by AI        | 49%            |\n| Transitioning people from jobs that AI will cause to decline, to other roles within organization | 47%            |\n| Downsizing workforce where AI can replicate people's work                           | 41%            |\n| Organization has low exposure to AI                                              | 12%            |\n\n## Visual Description\n\nThis horizontal bar chart illustrates the workforce strategies employers plan to implement in response to increasing AI capabilities and prevalence. Reskilling and upskilling the existing workforce is the most popular strategy (77%). Hiring new people with skills to design AI tools and enhancements (69%) and hiring new people to work alongside AI (62%) are the next most common strategies.  Re-orienting the organization towards new AI-driven business opportunities (49%), transitioning employees from AI-disrupted jobs to other roles (47%), and downsizing the workforce where AI can replicate tasks (41%) are also planned. A small percentage of organizations report having low exposure to AI (12%).\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_64.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_64.md", "filename": "Future_of_Jobs_Report_2025_Page_64.md", "title": "Future_of_Jobs_Report_2025_Page_64", "hash": "a4fa3ffe65a8fd0dc942085dd36b0e5b", "processed_at": "2025-03-05T09:16:39.893029", "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 64\n# BOX 4.3 Relative AI job and skill concentration, by industry\n\n_In collaboration with LinkedIn_\n\nAnalysis conducted by LinkedIn for the Future of Jobs Report 2025 assesses the relative AI job and skill concentration for 10 industries. This data is calculated by assessing the number of AI occupations and the number of LinkedIn members with at least two reported AI-related skills for each industry. As shown in Figure B4.4, to enable industry comparisons, each sector's AI concentration is benchmarked against the 2016 value of the industry with the highest AI concentration in 2016 (Education).\n\nThis analysis helps illustrate which industries have seen the greatest AI uptake, in terms of AI-related jobs and skills as well as AI concentration trends over time. While AI concentration has at least doubled across nearly all industries since 2016, the relative ranking of industries has stayed largely stable. Over the last five years, the order of industries with the highest AI concentration has remained unchanged.\n\n\n# FIGURE B4.4 Growth in relative concentration of AI technologies, by industry, 2016-2024\n\n_AI concentration by industry, relative to 2016 value of the leading industry (2016 value = 1)._\n\n## Visual Description\n\nThe line chart displays the growth in relative concentration of AI technologies across ten industries from 2016 to 2024. The y-axis represents the growth percentage, ranging from 0 to 450%, while the x-axis shows the years. Each industry is represented by a different colored line:\n\n* **Technology, Information and Media:** Purple\n* **Education:** Light Purple\n* **Professional Services:** Gold/Beige\n* **Financial Services:** Dark Blue\n* **Utilities:** Light Blue\n* **Manufacturing:** Dark Purple\n* **Oil, Gas, and Mining:** Green\n* **Government Administration:** Light Green\n* **Transportation, Logistics, Supply Chain and Storage:** Light Purple/Pink\n* **Hospitals and Health Care:** Light Blue/Turquoise\n\n\n**Key Insights:**\n\n* **Technology, Information and Media** consistently shows the highest relative AI concentration throughout the period, experiencing substantial growth.\n* **Education**, while starting as the leading industry in 2016 (baseline), shows slower growth compared to Technology, Information, and Media.\n* All industries demonstrate growth in AI concentration, with most at least doubling their relative concentration since 2016.\n* The relative rankings of industries remain largely stable over the eight-year period, indicating consistent trends in AI adoption within each sector.\n\n\n\nSource: LinkedIn"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_65.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_65.md", "filename": "Future_of_Jobs_Report_2025_Page_65.md", "title": "Future_of_Jobs_Report_2025_Page_65", "hash": "b6098e549f50a2da872861c3cd21790c", "processed_at": "2025-03-05T09:16:39.893029", "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 65\n# Region, economy and industry insights\n\nThe impact of macrotrends on labour markets over the 2025-2030 period will have both common and sector- and region/economy-specific characteristics across industries and geographies around the world. This chapter highlights key findings from the Future of Jobs Survey as they relate to the expected jobs landscape, anticipated skills needs and planned workforce strategies of employers at regional, economy and industry levels \u2013 and offers insights into how businesses in specific economies and sectors are navigating these transformations.\n\nIn addition to the insights presented in this chapter, Part 2 of the report provides detailed region, economy and industry profiles for all geographies and sectors featured in the report, and the corresponding data may also be accessed online, via an interactive data explorer tool, at: https://www.weforum.org/publications/the-futureof-jobs-report-2025/future-of-jobs-data-explorer-2025.\n\n## 5.1 Region and economy insights\n\n### Eastern Asia and Oceania\n\nCompanies headquartered in Eastern Asia expect aging and declining working-age populations and slower economic growth to transform the region's labour markets by 2030. Organizational culture and resistance to change are perceived as a significant barrier to business transformation by 64% of employers in the region, above the global average of 46%. Industry talent shortages are likewise seen as a key barrier to transformation by 53% of companies. To address these challenges, businesses operating in *China* and *Republic of Korea* are investing in technologies to automate and augment their workforce, while those operating in *Japan* and *Hong Kong SAR, China*, are increasingly tapping into diverse talent pools.\n\n\nOver the next five years, more than half of companies operating in *China* expect geoeconomic fragmentation and increased efforts in climate mitigation to shape their businesses, above a global average of 34% and 47%, respectively. More than 90% of employers identify AI and robotics as key technologies to transform their organization, while 43% identify new materials and 19% identify biotechnology, a higher share than their global peers (30% and 11%, respectively). Industry talent shortages are highlighted by 38% of businesses operating in the country. According to more than half of employers, government's funding for reskilling and upskilling and increased flexibility on hiring and firing practices could contribute to increase talent availability, while only 9% expect to see benefits from increased public support for caregivers.\n\nIn *Hong Kong SAR, China*, 60% of businesses include increased focus on labour and social issues among the top trends impacting their organization, which is significantly higher than the global average of 46%. This is followed by broadening digital access (60%) and increased climate-mitigation efforts (56%). Technology is seen as central to workforce planning, with 76% of companies aiming to augment their workforce using new technologies. Businesses operating in *Hong Kong SAR, China* expect 43% of tasks to be completed primarily by technology by 2030, surpassing the global estimate of 34%. Efforts to broaden hiring are evident, as 76% of employers plan to tap into diverse talent pools, compared to 47% globally. Moreover, 82% of businesses are planning to implement targeted recruitment, retention, and progression initiatives, exceeding the global average of 48%.\n\nOverall, 69% of employers in *Japan* highlight ageing and declining working-age populations as a critical trend impacting their organization by 2030, exceeding the global average of 40%. According to 55% of respondents, cultural resistance to change remains a barrier to business transformation, alongside skills gaps (41%) and industry talent shortages (49%). Information Security Analysts and Data Analysts and Scientists are projected to be among the top growing jobs in the country. In response, businesses operating in the country are planning to prioritize access to diverse talent"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_66.md", "filename": "Future_of_Jobs_Report_2025_Page_66.md", "title": "Future_of_Jobs_Report_2025_Page_66", "hash": "200da1db1bf1a5576ccb8c21d90bc441", "processed_at": "2025-03-05T09:16:39.893029", "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 66\n# Republic of Korea, Australia, and South-Eastern Asia\n\nGeoeconomic fragmentation and advances in frontier technologies are likely to drive labor-market transformation in **Republic of Korea** in the next five years:\n\n* 71% of companies operating in the country highlight increased geopolitical tensions as a key trend impacting their business (more than twice the global average).\n* 53% mention increased restrictions to global trade.\n* Businesses in Republic of Korea are ahead of global peers in technologies such as semiconductors and new materials.\n* Talent shortages at the industry level are a concern for 47% of respondents.\n\nCompanies are planning on addressing skills gaps by:\n\n* Hiring staff with emerging skills (92%)\n* Adopting technologies to augment the workforce (83%)\n\nAdditionally, employers operating in Republic of Korea plan to explore workforce strategies such as supplementing childcare for working parents (50%) to attract and retain talent.\n\n\nBusinesses operating in **Australia** foresee a complex mix of technological, green and demographic transitions, as well as geoeconomic fragmentation:\n\n* 65% of employers identify skills gaps.\n* 45% view inability to attract talent to the industry as a key business challenge over the 2025-2030 period.\n\nTo address the increasing need for skilled talent:\n\n* 45% of respondents hope for changes to immigration policies to attract global talent (compared to a global average of 26%).\n* 49% of businesses operating in Australia anticipate offering cross-border remote work options (nearly double the global average).\n* 63% identify tapping into diverse talent pools as an effective approach to increasing talent availability in the country.\n\n\n# South-Eastern Asia\n\nAdvances in technology, uncertain economic outlook, and increasing geoeconomic fragmentation are foreseen to be shaping labor markets in South-Eastern Asia over the 2025-2030 period. To prepare for these disruptions and meet emerging business needs, employers headquartered in the region are particularly focused on:\n\n* Upskilling their workforce (96%, compared to 85% globally)\n* Hiring staff with new skills (86%, compared to 70% globally)\n\nA large number of businesses in Indonesia, Malaysia, and the Philippines also expect to address these challenges by facilitating internal job transitions. Finding skilled talent continues to be seen as a main barrier to business transformation, with employers in Singapore and Viet Nam, in particular, calling for policy reforms to expand the talent base in these countries.\n\n\nDigitalization is perceived as the most important driver of labor-market transformation in **Indonesia** by 2030:\n\n* 83% of businesses operating in the country expect this trend to impact their organization (compared to 60% globally).\n* 41% of employers also highlight increased restrictions on trade and investment as a key trend impacting their businesses."}


