Country Profile 1/2 Working Age Population Saudi Arabia 20,518,278 Education & skills worst best Jobs & work worst best Digital skills among active population* 73.9% Labour force participation 64.4% 68.8% 3% WEIGHTED AVERAGE 2019-2020 51.1% 2018 31.5% 30.3% Attainment of basic education 71.3% Vulnerable employment 4.5% 2017 71% 2020 7.6% Business relevance of basic education* 0.8% Working cond. impact of gig economy* WEIGHTED AVERAGE 2019-2020 16.1% 2020 Attainment of advanced education Unemployment rate 2017 2018 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2014 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2014 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Big data analytics Provide more opportunities to work remotely 100% 94% Temporarily reassign workers to different tasks 85.7% Internet of things and connected devices 93% 93% Accelerate the digitalization of work processes (e.g. use of digital tools, video E-commerce and digital trade 88% 86% conferencing) Cloud computing 81% 78.6% Artificial intelligence (e.g. machine learning, 81% neural networks, NLP) 64% Accelerate the implementation of upskilling/ reskilling programmes Text, image and voice processing 64% 64% 71.4% Encryption and cyber security Robots, non-humanoid (industrial automation, Accelerate automation of tasks drones, etc.) Distributed ledger technology (e.g. blockchain) 64.3% Augmented and virtual reality Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Software and Applications Developers 1. Data Analysts and Scientists Skills identified as being in high demand within their organization, ordered 2. Digital Transformation Specialists by frequency 3. Organizational Development Specialists 4. Industrial and Production Engineers 1. Complex problem-solving 5. Mathematicians, Actuaries and Statisticians 2. Leadership and social influence 6. Digital Marketing and Strategy Specialists 3. Analytical thinking and innovation 7. Process Automation Specialists 4. Active learning and learning strategies 8. Advertising and Public Relations Professionals 5. Resilience, stress tolerance and flexibility 9. 6. Critical thinking and analysis 10. 7. Technology use, monitoring and control 8. Troubleshooting and user experience REDUNDANT 9. Creativity, originality and initiative 10. Technology design and programming 1. Administrative and Executive Secretaries 11. Systems analysis and evaluation 2. Data Entry Clerks 12. Service orientation 3. Mechanics and Machinery Repairers 13. Reasoning, problem-solving and ideation 4. Material-Recording and Stock-Keeping Clerks 14. Emotional intelligence 5. Business Services and Administration Managers 15. Attention to detail, trustworthiness 6. Accounting, Bookkeeping and Payroll Clerks 7. Accountants and Auditors 8. Assembly and Factory Workers 9. Sales Representatives, Wholesale and Manufacturing, Technic… 10. Strategic Advisors The Future of Jobs 101
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 20.3% 1. Leadership and social influence Less than 1 month 2. Active learning and learning strategies 25.3% 3. Analytical thinking and innovation 4. Quality control and safety awareness 1 to 3 months 6 to 12 months 5. Emotional intelligence 26.5% 12.2% 6. Technology use, monitoring and control Over 1 year 7. Management of personnel 15.6% 8. Resilience, stress tolerance and flexibility 9. Persuasion and negotiation 10. Management of financial, material resources Responses to shifting skill needs 93% Projected use of training providers 93% Share of companies surveyed 87% Share of companies surveyed 67% Expect existing employees to pick up skills on 64% 49.3% Internal learning and development the job 43% 40% Hire new permanent staff with skills relevant to new technologies Look to automate the work Strategic redundancies of staff who lack the skills to use new technologies Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors 25.9% External online training 9.4% Private training providers 7% Public training providers 4.5% Private educational institutions 3.9% Public educational institutions The Future of Jobs 102
Country Profile 1/2 Working Age Population Singapore 2,938,300 Education & skills worst best Jobs & work worst best Digital skills among active population* 77% Labour force participation 73% 81.4% WEIGHTED AVERAGE 2019-2020 67.6% 2019 9.7% 46.7% Attainment of basic education Vulnerable employment 32.6% 79% 3.6% 2018 69.1% 2020 Business relevance of basic education* 2.6% Working cond. impact of gig economy* 3.4% WEIGHTED AVERAGE 2019-2020 4.6% 2020 Attainment of advanced education Unemployment rate 2018 2016 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2017 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2017 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Encryption and cyber security Accelerate the digitalization of work processes (e.g. use of digital tools, video Artificial intelligence (e.g. machine learning, 97% neural networks, NLP) 93% conferencing) Internet of things and connected devices 90% 100% 86% Text, image and voice processing 86% Provide more opportunities to work remotely 83% Big data analytics 76% 95.5% 75% E-commerce and digital trade 69% Accelerate the implementation of upskilling/ reskilling programmes 61% Distributed ledger technology (e.g. blockchain) 68.2% Augmented and virtual reality Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Robots, non-humanoid (industrial automation, drones, etc.) providers) Power storage and generation 59.1% Temporarily reassign workers to different tasks 50% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Digital Transformation Specialists Skills identified as being in high demand within their organization, ordered 2. Big Data Specialists by frequency 3. Information Security Analysts 4. Digital Marketing and Strategy Specialists 1. Analytical thinking and innovation 5. Internet of Things Specialists 2. Active learning and learning strategies 6. FinTech Engineers 3. Leadership and social influence 7. Devops Engineer 4. Emotional intelligence 8. Database and Network Professionals 5. Creativity, originality and initiative 9. 6. Technology design and programming 10. 7. Complex problem-solving 8. Troubleshooting and user experience REDUNDANT 9. Resilience, stress tolerance and flexibility 10. Technology use, monitoring and control 1. Data Entry Clerks 11. Instruction, mentoring and teaching 2. Accounting, Bookkeeping and Payroll Clerks 12. Critical thinking and analysis 3. Administrative and Executive Secretaries 13. Technology installation and maintenance 4. Accountants and Auditors 14. Service orientation 5. General and Operations Managers 15. Reasoning, problem-solving and ideation 6. Business Services and Administration Managers 7. Human Resources Specialists 8. Client Information and Customer Service Workers 9. Assembly and Factory Workers 10. Bank Tellers and Related Clerks The Future of Jobs 103
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 17.7% 1. Analytical thinking and innovation Less than 1 month 2. Critical thinking and analysis 27.4% 3. Leadership and social influence 4. Active learning and learning strategies 6 to 12 months 5. Creativity, originality and initiative 16.9% 6. Emotional intelligence Over 1 year 7. Resilience, stress tolerance and flexibility 22.1% 8. Complex problem-solving 9. Technology design and programming 10. Technology use, monitoring and control Responses to shifting skill needs 1 to 3 months 15.8% Share of companies surveyed 92% Projected use of training providers Hire new permanent staff with skills relevant to 92% new technologies 84% Share of companies surveyed 67% Expect existing employees to pick up skills on 62% 42.4% Internal learning and development the job 54% 43% Look to automate the work Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors Strategic redundancies of staff who lack the skills to use new technologies 24% External online training 15% Private training providers 7.2% Private educational institutions 7.2% Public training providers 4.2% Public educational institutions The Future of Jobs 104
Country Profile 1/2 Working Age Population South Africa 31,627,389 Education & skills worst best Jobs & work worst best Digital skills among active population* 29.9% Labour force participation 64.9% 10.3% WEIGHTED AVERAGE 2019-2020 29.9% 2019 46.2% Attainment of basic education 49.7% Vulnerable employment 24.8% 44.4% — 11.8% 2020 31.6% Business relevance of basic education* 32.7% Working cond. impact of gig economy* WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate — 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Accelerate automation of tasks 75% Artificial intelligence (e.g. machine learning, 93% Provide more opportunities to work remotely 62.5% neural networks, NLP) 93% Text, image and voice processing 87% Accelerate the digitalization of work processes (e.g. use of digital tools, video 87% Internet of things and connected devices 87% conferencing) 87% 62.5% Encryption and cyber security 86% 80% Accelerate ongoing organizational transformations (e.g. restructuring) Big data analytics 79% Robots, non-humanoid (industrial automation, 71% 37.5% drones, etc.) Augmented and virtual reality Accelerate the digitalization of upskilling/ reskilling (e.g. education technology E-commerce and digital trade providers) 37.5% Distributed ledger technology (e.g. blockchain) Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Process Automation Specialists Emerging skills Data Analysts and Scientists 1. Social Psychologists Skills identified as being in high demand within their organization, ordered 2. Management and Organisation Analysts by frequency 3. Business Development Professionals 4. Big Data Specialists 1. Analytical thinking and innovation 5. Assembly and Factory Workers 2. Critical thinking and analysis 6. Compliance Officers 3. Troubleshooting and user experience 7. Chemists and Chemical Laboratory Scientists 4. Leadership and social influence 8. AI and Machine Learning Specialists 5. Complex problem-solving 9. 6. Systems analysis and evaluation 10. 7. Creativity, originality and initiative 8. Technology use, monitoring and control REDUNDANT 9. Quality control and safety awareness 10. Persuasion and negotiation 1. Accounting, Bookkeeping and Payroll Clerks 11. Emotional intelligence 2. Client Information and Customer Service Workers 12. Technology installation and maintenance 3. Data Entry Clerks 13. Resilience, stress tolerance and flexibility 4. Administrative and Executive Secretaries 14. Reasoning, problem-solving and ideation 5. Vehicle, Window, Laundry and Other Hand Cleaning Workers 15. Active learning and learning strategies 6. Sales Representatives, Wholesale and Manufacturing, Technic… 7. Insurance Underwriters 8. Business Services and Administration Managers 9. Assembly and Factory Workers 10. Accountants and Auditors The Future of Jobs 105
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 18% 1. Analytical thinking and innovation Less than 1 month 2. Complex problem-solving 15.7% 3. Technology design and programming 4. Quality control and safety awareness 1 to 3 months 6 to 12 months 5. Leadership and social influence 27.7% 22.2% 6. Critical thinking and analysis 7. Reasoning, problem-solving and ideation 8. Creativity, originality and initiative 9. Resilience, stress tolerance and flexibility 10. Active learning and learning strategies Responses to shifting skill needs Over 1 year 16.4% Share of companies surveyed 82% Projected use of training providers Look to automate the work 73% 64% Share of companies surveyed Retrain existing employees 64% 64% 55.9% Internal learning and development Strategic redundancies of staff who lack the skills 55% to use new technologies – Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Expect existing employees to pick up skills on the job 15.8% External online training 9.5% Private training providers 7.3% Public educational institutions 7.3% Public training providers 4.2% Private educational institutions The Future of Jobs 106
Country Profile 1/2 Working Age Population Spain 35,092,188 Education & skills worst best Jobs & work worst best Digital skills among active population* 55.2% Labour force participation 61.2% 77.7% 11% WEIGHTED AVERAGE 2019-2020 2019 52.4% 45.5% Attainment of basic education 31.1% Vulnerable employment 12.8% 65.9% 15.3% 2018 59.7% 2020 13.7% 1.1% Business relevance of basic education* 8% Working cond. impact of gig economy* 0.8% 18.2% 1.5% WEIGHTED AVERAGE 2019-2020 2020 12.2% Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 J U LY 2 0 2 0 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Big data analytics Accelerate the digitalization of work processes (e.g. use of digital tools, video Artificial intelligence (e.g. machine learning, 96% neural networks, NLP) 96% conferencing) Cloud computing 92% 92.9% 88% Encryption and cyber security 88% Provide more opportunities to work remotely 84% E-commerce and digital trade 77% 85.7% 74% Text, image and voice processing 70% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology 68% Augmented and virtual reality providers) 78.6% Distributed ledger technology (e.g. blockchain) Accelerate automation of tasks New materials (e.g. nanotubes, graphene) Robots, non-humanoid (industrial automation, 64.3% drones, etc.) Accelerate ongoing organizational transformations (e.g. restructuring) 50% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Internet of Things Specialists Emerging skills Data Analysts and Scientists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. AI and Machine Learning Specialists by frequency 3. Digital Transformation Specialists 4. Software and Applications Developers 1. Analytical thinking and innovation 5. Project Managers 2. Active learning and learning strategies 6. Process Automation Specialists 3. Critical thinking and analysis 7. FinTech Engineers 4. Creativity, originality and initiative 8. Assembly and Factory Workers 5. Complex problem-solving 9. 6. Technology use, monitoring and control 10. 7. Resilience, stress tolerance and flexibility 8. Leadership and social influence REDUNDANT 9. Technology design and programming 10. Emotional intelligence 1. Data Entry Clerks 11. Systems analysis and evaluation 2. Administrative and Executive Secretaries 12. Persuasion and negotiation 3. Accounting, Bookkeeping and Payroll Clerks 13. Troubleshooting and user experience 4. Accountants and Auditors 14. Service orientation 5. Statistical, Finance and Insurance Clerks 15. Reasoning, problem-solving and ideation 6. Business Services and Administration Managers 7. Financial Analysts 8. Client Information and Customer Service Workers 9. Claims Adjusters, Examiners, and Investigators 10. Assembly and Factory Workers The Future of Jobs 107
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 16.8% 1. Analytical thinking and innovation Less than 1 month 2. Active learning and learning strategies 21.2% 3. Critical thinking and analysis 4. Technology use, monitoring and control 1 to 3 months Over 1 year 5. Leadership and social influence 15.4% 31.2% 6. Complex problem-solving 7. Management of personnel 8. Systems analysis and evaluation 9. Service orientation 10. Quality control and safety awareness Responses to shifting skill needs 95% 3 to 6 months 85% 15.4% Share of companies surveyed 85% 70% Projected use of training providers Retrain existing employees 45% 45% Share of companies surveyed Look to automate the work 33% 45.5% Internal learning and development Hire new permanent staff with skills relevant to new technologies Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies 22.1% External online training 16.6% Private training providers 6.8% Private educational institutions 5.7% Public educational institutions 3.4% Public training providers The Future of Jobs 108
Country Profile 1/2 Working Age Population Switzerland 6,326,839 Education & skills worst best Jobs & work worst best Digital skills among active population* 72% Labour force participation 68.5% 97.1% 8.9% WEIGHTED AVERAGE 2019-2020 2019 77.9% 40.9% Attainment of basic education 39% Vulnerable employment 3.9% 4.1% 2018 82.3% 2020 4.1% 62.7% 0.2% Business relevance of basic education* 3.2% Working cond. impact of gig economy* -0.4% 7.5% 0.8% WEIGHTED AVERAGE 2019-2020 6.7% 2020 Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 JUNE 2020 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Encryption and cyber security Provide more opportunities to work remotely 95% Big data analytics 91% 90.9% Artificial intelligence (e.g. machine learning, 90% neural networks, NLP) 90% Accelerate the digitalization of work processes (e.g. use of digital tools, video E-commerce and digital trade 86% 80% conferencing) Internet of things and connected devices 77% 90.9% 76% Distributed ledger technology (e.g. blockchain) 71% Accelerate automation of tasks 65% Text, image and voice processing 72.7% Augmented and virtual reality Accelerate the digitalization of upskilling/ reskilling (e.g. education technology 3D and 4D printing and modelling providers) Robots, non-humanoid (industrial automation, 45.5% drones, etc.) Accelerate the implementation of upskilling/ reskilling programmes 45.5% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Digital Transformation Specialists Skills identified as being in high demand within their organization, ordered 2. Process Automation Specialists by frequency 3. Big Data Specialists 4. Strategic Advisors 1. Analytical thinking and innovation 5. Internet of Things Specialists 2. Active learning and learning strategies 6. Information Security Analysts 3. Complex problem-solving 7. Database and Network Professionals 4. Technology use, monitoring and control 8. Biologists and Geneticists 5. Technology design and programming 9. 6. Resilience, stress tolerance and flexibility 10. 7. Critical thinking and analysis 8. Instruction, mentoring and teaching REDUNDANT 9. Emotional intelligence 10. Service orientation 1. Accounting, Bookkeeping and Payroll Clerks 11. Creativity, originality and initiative 2. Data Entry Clerks 12. Systems analysis and evaluation 3. Administrative and Executive Secretaries 13. Technology installation and maintenance 4. Accountants and Auditors 14. Reasoning, problem-solving and ideation 5. Business Services and Administration Managers 15. Leadership and social influence 6. Human Resources Specialists 7. Financial Analysts 8. Claims Adjusters, Examiners, and Investigators 9. Cashiers and Ticket Clerks 10. Assembly and Factory Workers The Future of Jobs 109
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 19.5% 1. Complex problem-solving Less than 1 month 2. Analytical thinking and innovation 20.6% 3. Active learning and learning strategies 4. Critical thinking and analysis 1 to 3 months Over 1 year 5. Emotional intelligence 15.5% 22.3% 6. Technology use, monitoring and control 3 to 6 months 7. Resilience, stress tolerance and flexibility 22.2% 8. Leadership and social influence 9. Technology design and programming 10. Service orientation Responses to shifting skill needs 94% Projected use of training providers 88% Share of companies surveyed 88% Share of companies surveyed 76% Look to automate the work 47% 35.5% Internal learning and development 47% Retrain existing employees 38% Expect existing employees to pick up skills on the job Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies 25.4% External online training 17.2% Private training providers 8.3% Private educational institutions 7.1% Public training providers 6.5% Public educational institutions The Future of Jobs 110
Country Profile 1/2 Working Age Population Thailand 47,215,919 Education & skills worst best Jobs & work worst best Digital skills among active population* 54.9% Labour force participation 0.3% 72.2% 45.1% 0.5% 48.2% WEIGHTED AVERAGE 2019-2020 46% 2019 39.7% Attainment of basic education 19.1% Vulnerable employment 60.5% 0.3% 2016 2020 0.2% 53.6% 0.3% Business relevance of basic education* 0.6% Working cond. impact of gig economy* 0.3% WEIGHTED AVERAGE 2019-2020 2020 14.4% Attainment of advanced education Unemployment rate 2016 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Accelerate the digitalization of work processes (e.g. use of digital tools, video 98% Internet of things and connected devices 95% conferencing) 90% 84.4% Encryption and cyber security 87% 85% Provide more opportunities to work remotely E-commerce and digital trade 80% 76% 75% Big data analytics 67% Artificial intelligence (e.g. machine learning, 62% Accelerate automation of tasks neural networks, NLP) 59% Text, image and voice processing 50% Robots, non-humanoid (industrial automation, drones, etc.) Accelerate the implementation of upskilling/ reskilling programmes Power storage and generation 40.6% Distributed ledger technology (e.g. blockchain) Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 34.4% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills Digital Marketing and Strategy Specialists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. AI and Machine Learning Specialists by frequency 3. Software and Applications Developers 4. Supply Chain and Logistics Specialists 1. Analytical thinking and innovation 5. Strategic Advisors 2. Complex problem-solving 6. Database and Network Professionals 3. Active learning and learning strategies 7. Commercial and Industrial Designers 4. Critical thinking and analysis 8. Business Development Professionals 5. Creativity, originality and initiative 9. 6. Troubleshooting and user experience 10. 7. Leadership and social influence 8. Resilience, stress tolerance and flexibility REDUNDANT 9. Technology design and programming 10. Technology use, monitoring and control 1. Data Entry Clerks 11. Reasoning, problem-solving and ideation 2. Administrative and Executive Secretaries 12. Technology installation and maintenance 3. Accounting, Bookkeeping and Payroll Clerks 13. Management of personnel 4. Assembly and Factory Workers 14. Attention to detail, trustworthiness 5. Construction Laborers 15. Emotional intelligence 6. Sales Representatives, Wholesale and Manufacturing, Technic… 7. Human Resources Specialists 8. Financial and Investment Advisers 9. Client Information and Customer Service Workers 10. Business Services and Administration Managers The Future of Jobs 111
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 17.5% 1. Analytical thinking and innovation Less than 1 month 2. Active learning and learning strategies 25.2% 3. Critical thinking and analysis 4. Leadership and social influence 1 to 3 months 6 to 12 months 5. Complex problem-solving 23.1% 14.3% 6. Creativity, originality and initiative Over 1 year 7. Technology use, monitoring and control 19.9% 8. Technology design and programming 9. Reasoning, problem-solving and ideation 10. Resilience, stress tolerance and flexibility Responses to shifting skill needs 91% Projected use of training providers 81% Share of companies surveyed 81% Share of companies surveyed 78% Expect existing employees to pick up skills on 75% 37.6% Internal learning and development the job 59% 56% Outsource some business functions to external contractors Hire new permanent staff with skills relevant to new technologies Look to automate the work Retrain existing employees Strategic redundancies of staff who lack the skills to use new technologies Hire freelancers with skills relevant to new technologies 19.2% Private training providers 17% External online training 11.2% Public training providers 7.8% Public educational institutions 7.2% Private educational institutions The Future of Jobs 112
Country Profile 1/2 Working Age Population United Arab Emirates 8,112,786 Education & skills worst best Jobs & work worst best Digital skills among active population* 71.7% Labour force participation 0.9% 85.2% 82.9% 1.8% WEIGHTED AVERAGE 2019-2020 2019 32.5% 65.3% Attainment of basic education 51.8% Vulnerable employment 2018 71% 2020 70.5% Business relevance of basic education* 3.3% Working cond. impact of gig economy* 0.8% WEIGHTED AVERAGE 2019-2020 11.4% 2020 Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2017 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2017 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Big data analytics Provide more opportunities to work remotely Internet of things and connected devices 89% Encryption and cyber security 84% 89.6% Cloud computing 84% E-commerce and digital trade 84% Accelerate the digitalization of work processes (e.g. use of digital tools, video Text, image and voice processing 81% Artificial intelligence (e.g. machine learning, 77% conferencing) neural networks, NLP) 76% 77.1% Power storage and generation 65% Augmented and virtual reality 57% Accelerate automation of tasks 47.9% Distributed ledger technology (e.g. blockchain) 56% Temporarily reassign workers to different tasks 45.8% Accelerate the implementation of upskilling/ reskilling programmes 39.6% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills Digital Marketing and Strategy Specialists 1. Business Development Professionals Skills identified as being in high demand within their organization, ordered 2. AI and Machine Learning Specialists by frequency 3. Digital Transformation Specialists 4. Process Automation Specialists 1. Analytical thinking and innovation 5. Organizational Development Specialists 2. Complex problem-solving 6. General and Operations Managers 3. Critical thinking and analysis 7. Database and Network Professionals 4. Active learning and learning strategies 8. Big Data Specialists 5. Leadership and social influence 9. 6. Technology use, monitoring and control 10. 7. Creativity, originality and initiative 8. Service orientation REDUNDANT 9. Resilience, stress tolerance and flexibility 10. Emotional intelligence 1. Administrative and Executive Secretaries 11. Technology design and programming 2. Data Entry Clerks 12. Troubleshooting and user experience 3. Accounting, Bookkeeping and Payroll Clerks 13. Quality control and safety awareness 4. Postal Service Clerks 14. Systems analysis and evaluation 5. Business Services and Administration Managers 15. Persuasion and negotiation 6. Mechanics and Machinery Repairers 7. Accountants and Auditors 8. Material-Recording and Stock-Keeping Clerks 9. Client Information and Customer Service Workers 10. Cashiers and Ticket Clerks The Future of Jobs 113
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 18.6% 1. Active learning and learning strategies Less than 1 month 2. Leadership and social influence 30.6% 3. Analytical thinking and innovation 4. Quality control and safety awareness 6 to 12 months 5. Complex problem-solving 13.1% 6. Critical thinking and analysis Over 1 year 7. Management of personnel 16.4% 8. Creativity, originality and initiative 9. Technology use, monitoring and control 10. Service orientation 1 to 3 months 21.4% Responses to shifting skill needs 98% Projected use of training providers 86% Share of companies surveyed 84% Share of companies surveyed 78% Expect existing employees to pick up skills on 50% 44.3% Internal learning and development the job 49% 48% Retrain existing employees Hire new permanent staff with skills relevant to new technologies Look to automate the work Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies 20.4% External online training 15.5% Private training providers 8.2% Public training providers 6.5% Private educational institutions 5.1% Public educational institutions The Future of Jobs 114
Country Profile 1/2 Working Age Population United Kingdom 46,380,358 Education & skills worst best Jobs & work worst best Digital skills among active population* 61% Labour force participation 64.3% 99.7% 12.9% WEIGHTED AVERAGE 2019-2020 2019 52.6% 47.5% Attainment of basic education 44.1% Vulnerable employment 2.7% 2.5% 2017 62.5% 2020 2.7% 58.6% -0.1% Business relevance of basic education* 2% Working cond. impact of gig economy* -0.2% 4.6% 0% WEIGHTED AVERAGE 2019-2020 11.1% 2020 Attainment of advanced education Unemployment rate 2017 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 JUNE 2020 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Accelerate the digitalization of work processes (e.g. use of digital tools, video 95% Encryption and cyber security 95% conferencing) 94% 94.3% Big data analytics 94% Artificial intelligence (e.g. machine learning, 92% Provide more opportunities to work remotely neural networks, NLP) 88% Internet of things and connected devices 81% 91.4% 75% Text, image and voice processing 73% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology 69% E-commerce and digital trade providers) 65.7% Augmented and virtual reality Accelerate automation of tasks Distributed ledger technology (e.g. blockchain) Robots, non-humanoid (industrial automation, 57.1% drones, etc.) Accelerate the implementation of upskilling/ reskilling programmes 48.6% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Internet of Things Specialists by frequency 3. Digital Transformation Specialists 4. Process Automation Specialists 1. Active learning and learning strategies 5. Information Security Analysts 2. Analytical thinking and innovation 6. FinTech Engineers 3. Creativity, originality and initiative 7. Database and Network Professionals 4. Complex problem-solving 8. Business Development Professionals 5. Critical thinking and analysis 9. 6. Emotional intelligence 10. 7. Resilience, stress tolerance and flexibility 8. Leadership and social influence REDUNDANT 9. Technology design and programming 10. Reasoning, problem-solving and ideation 1. Data Entry Clerks 11. Systems analysis and evaluation 2. Accounting, Bookkeeping and Payroll Clerks 12. Technology use, monitoring and control 3. Administrative and Executive Secretaries 13. Service orientation 4. Accountants and Auditors 14. Persuasion and negotiation 5. General and Operations Managers 15. Instruction, mentoring and teaching 6. Client Information and Customer Service Workers 7. Assembly and Factory Workers 8. Business Services and Administration Managers 9. Statistical, Finance and Insurance Clerks 10. Bank Tellers and Related Clerks The Future of Jobs 115
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 6 to 12 months 17.1% 16.7% 1. Analytical thinking and innovation Less than 1 month 2. Leadership and social influence 23.4% 3. Active learning and learning strategies 4. Critical thinking and analysis 5. Technology design and programming 6. Technology use, monitoring and control 7. Emotional intelligence 8. Complex problem-solving 9. Service orientation 10. Resilience, stress tolerance and flexibility 1 to 3 months Over 1 year 18.5% 24.3% Responses to shifting skill needs 98% Projected use of training providers 94% Share of companies surveyed 94% Share of companies surveyed 90% Retrain existing employees 73% 43.7% Internal learning and development 61% Hire new permanent staff with skills relevant to 55% new technologies Expect existing employees to pick up skills on the job Look to automate the work Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors 21.7% External online training 17.1% Private training providers 7.4% Private educational institutions 6% Public educational institutions 4.2% Public training providers The Future of Jobs 116
Country Profile 1/2 Working Age Population United States 221,426,962 Education & skills worst best Jobs & work worst best Digital skills among active population* 69.4% Labour force participation 64.3% 96% 3.8% WEIGHTED AVERAGE 2019-2020 2019 64.5% 24.8% Attainment of basic education 45.2% Vulnerable employment 3% 2018 70.5% 2020 12.2% 69.7% 7.7% Business relevance of basic education* 2.2% Working cond. impact of gig economy* 8.5% 4.3% 9.3% WEIGHTED AVERAGE 2019-2020 14.1% 2020 7.7% Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 AUGUST 2020 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Accelerate the digitalization of work processes (e.g. use of digital tools, video 96% Internet of things and connected devices 95% conferencing) Artificial intelligence (e.g. machine learning, 93% 91.5% neural networks, NLP) 90% Encryption and cyber security 90% Provide more opportunities to work remotely 82% Big data analytics 81% 86.4% 78% Text, image and voice processing 77% Accelerate automation of tasks 65% E-commerce and digital trade 57.6% Robots, non-humanoid (industrial automation, drones, etc.) Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Augmented and virtual reality providers) Distributed ledger technology (e.g. blockchain) 54.2% Accelerate the implementation of upskilling/ reskilling programmes 44.1% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Internet of Things Specialists by frequency 3. Digital Transformation Specialists 4. Process Automation Specialists 1. Analytical thinking and innovation 5. Project Managers 2. Active learning and learning strategies 6. Information Security Analysts 3. Complex problem-solving 7. Digital Marketing and Strategy Specialists 4. Critical thinking and analysis 8. Business Development Professionals 5. Resilience, stress tolerance and flexibility 9. 6. Creativity, originality and initiative 10. 7. Leadership and social influence 8. Reasoning, problem-solving and ideation REDUNDANT 9. Emotional intelligence 10. Technology design and programming 1. Data Entry Clerks 11. Technology use, monitoring and control 2. Accounting, Bookkeeping and Payroll Clerks 12. Systems analysis and evaluation 3. Administrative and Executive Secretaries 13. Troubleshooting and user experience 4. Assembly and Factory Workers 14. Service orientation 5. Accountants and Auditors 15. Persuasion and negotiation 6. Client Information and Customer Service Workers 7. Business Services and Administration Managers 8. General and Operations Managers 9. Mechanics and Machinery Repairers 10. Human Resources Specialists The Future of Jobs 117
2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 17% 1. Analytical thinking and innovation Less than 1 month 2. Leadership and social influence 18.7% 3. Active learning and learning strategies 4. Critical thinking and analysis 1 to 3 months Over 1 year 5. Technology design and programming 18.7% 28% 6. Complex problem-solving 7. Technology use, monitoring and control 8. Creativity, originality and initiative 9. Emotional intelligence 10. Reasoning, problem-solving and ideation Responses to shifting skill needs 95% 3 to 6 months 93% 17.7% Share of companies surveyed 91% 85% Projected use of training providers Retrain existing employees 67% 54% Share of companies surveyed Expect existing employees to pick up skills on 51% 42.8% Internal learning and development the job Hire new permanent staff with skills relevant to new technologies Look to automate the work Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies 21.9% External online training 14.3% Private training providers 8.1% Public educational institutions 7% Private educational institutions 5.9% Public training providers The Future of Jobs 118
October 2020 The Future of Jobs Industry Profiles The Future of Jobs 119
Industry Profile 1/2 Advanced Manufacturing 14% Expected redeployment Average skills success rate of displaced instability among workers workforce 41.3% 43.6% Average share of workers at risk of displacement Technology adoption in industry 89% Emerging skills 87% Share of companies surveyed 85% Skills identified as being in high demand within their organization, ordered 83% by frequency Cloud computing 76% 74% 1. Technology use, monitoring and control Internet of things and connected devices 74% 2. Critical thinking and analysis Robots, non-humanoid (industrial automation, 68% 3. Active learning and learning strategies drones, etc.) 62% 4. Leadership and social influence E-commerce and digital trade 58% 5. Analytical thinking and innovation 6. Reasoning, problem-solving and ideation Big data analytics 7. Complex problem-solving 8. Service orientation Encryption and cyber security 9. Resilience, stress tolerance and flexibility 10. Technology design and programming 3D and 4D printing and modelling 11. Troubleshooting and user experience Artificial intelligence (e.g. machine learning, neural 12. Systems analysis and evaluation networks, NLP) 13. Coordination and time management Text, image and voice processing 14. Quality control and safety awareness 15. Attention to detail, trustworthiness Power storage and generation Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Business Development Professionals Software and Applications Developers 76.9% 1. Sales Representatives, Wholesale and Manufacturing, Technic… 2. Robotics Engineers Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Internet of Things Specialists 4. Data Analysts and Scientists conferencing) 5. Project Managers 73.1% 6. Power Production Plant Operators 7. Assembly and Factory Workers Accelerate automation of tasks 8. AI and Machine Learning Specialists 9. 57.7% 10. Temporarily reduce workforce 38.5% Accelerate ongoing organizational transformations (e.g. restructuring) 38.5% REDUNDANT 1. Assembly and Factory Workers 2. Relationship Managers 3. Business Services and Administration Managers 4. Sales Representatives, Wholesale and Manufacturing, Technic… 5. Administrative and Executive Secretaries 6. General and Operations Managers 7. Door-To-Door Sales Workers, News and Street Vendors, and R… 8. Data Entry Clerks 9. Accounting, Bookkeeping and Payroll Clerks 10. Accountants and Auditors The Future of Jobs 120
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 67.7% Modify the composition of the value chain Skills gaps among organization’s leadership 54.8% Inability to attract specialized talent 67.7% Shortage of investment capital 45.2% Insufficient understanding of opportunities 41.9% Expand its use of contractors doing task-specialized work Lack of flexibility of the regulatory framework 38.7% Lack of flexibility in hiring and firing 25.8% 48.4% Lack of interest among leadership 19.4% Other 9.7% Reduce its current workforce due to technological integration or automation 6.5% 45.2% Modify the locations where the organization operates 41.9% Expand its current workforce due to technological integration or automation 41.9% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 38.3% 1. Technology use, monitoring and control 2. Analytical thinking and innovation Performing physical and manual work activities 3. Complex problem-solving 44.1% 4. Technology installation and maintenance 5. Critical thinking and analysis 6. Technology design and programming 7. Quality control and safety awareness 8. Service orientation 9. Management of financial, material resources 10. Leadership and social influence Looking for and receiving job-related information Average reskilling needs 46% Share of workforce within this industry All tasks DURATION OF RESKILLING 48.5% Less than 1 month 3 to 6 months 26.8% 16.6% Identifying and evaluating job-relevant information 49.9% Administering 52.2% Performing complex and technical activities 6 to 12 months 20.6% 52.6% Over 1 year 13.6% Communicating and interacting 59% 1 to 3 months 22.4% Coordinating, developing, managing and advising 62.5% Reasoning and decision-making 67.4% The Future of Jobs 121
Industry Profile 1/2 Agriculture, Food and Beverage 11.2% Expected redeployment Average skills success rate of displaced instability among workers workforce 47.6% 35.8% Average share of workers at risk of displacement Technology adoption in industry 88% Emerging skills 86% Share of companies surveyed 80% Skills identified as being in high demand within their organization, ordered 75% by frequency Internet of things and connected devices 75% 62% 1. Active learning and learning strategies Big data analytics 2. Analytical thinking and innovation 54% 3. Technology use, monitoring and control E-commerce and digital trade 54% 4. Quality control and safety awareness 50% 5. Creativity, originality and initiative Power storage and generation 50% 6. Management of personnel 7. Leadership and social influence Cloud computing 8. Instruction, mentoring and teaching Artificial intelligence (e.g. machine learning, neural 9. Emotional intelligence networks, NLP) 10. Complex problem-solving Robots, non-humanoid (industrial automation, 11. Reasoning, problem-solving and ideation drones, etc.) 12. Management of financial, material resources 3D and 4D printing and modelling 13. Critical thinking and analysis 14. Attention to detail, trustworthiness Text, image and voice processing 15. Coordination and time management Biotechnology Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING Data Analysts and Scientists Car, Van and Motorcycle Drivers conferencing) 1. Digital Marketing and Strategy Specialists 75% 2. Database and Network Professionals 3. Cashiers and Ticket Clerks Provide more opportunities to work remotely 4. Business Services and Administration Managers 5. Business Development Professionals 66.7% 6. Big Data Specialists 7. AI and Machine Learning Specialists Temporarily reduce workforce 8. Advertising and Public Relations Professionals 9. 50% 10. Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 41.7% Accelerate the implementation of upskilling/ reskilling programmes 41.7% REDUNDANT 1. Data Entry Clerks 2. Administrative and Executive Secretaries 3. Business Services and Administration Managers 4. Accounting, Bookkeeping and Payroll Clerks 5. Internet of Things Specialists 6. Food Processing and Related Trades Workers 7. Construction Laborers 8. Assembly and Factory Workers 9. AI and Machine Learning Specialists 10. Accountants and Auditors The Future of Jobs 122
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 52.9% Modify the composition of the value chain Inability to attract specialized talent 52.9% Skills gaps among organization’s leadership 70.6% Lack of flexibility in hiring and firing 47.1% Insufficient understanding of opportunities 41.2% Reduce its current workforce due to technological integration or automation Lack of flexibility of the regulatory framework 35.3% 41.2% Shortage of investment capital 29.4% Lack of interest among leadership 23.5% Expand its current workforce 17.6% 35.3% Modify the locations where the organization operates 29.4% Expand its use of contractors doing task-specialized work 29.4% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 48.1% 1. Leadership and social influence 2. Analytical thinking and innovation All tasks 3. Active learning and learning strategies 4. Management of personnel 49.6% 5. Quality control and safety awareness 6. Critical thinking and analysis 7. Creativity, originality and initiative 8. Emotional intelligence 9. Complex problem-solving 10. Persuasion and negotiation Looking for and receiving job-related information 53.7% Performing physical and manual work activities Average reskilling needs 59.1% Share of workforce within this industry Performing complex and technical activities DURATION OF RESKILLING 3 to 6 months 21.1% 59.4% Less than 1 month 38.6% Identifying and evaluating job-relevant information 62.6% Administering 64.8% Reasoning and decision-making 69.2% Communicating and interacting 6 to 12 months 6.8% 73% Over 1 year 12.8% Coordinating, developing, managing and advising 1 to 3 months 20.8% 82.9% The Future of Jobs 123
Industry Profile 1/2 Automotive Expected redeployment Average skills success rate of displaced instability among 19.1% workers workforce Average share of workers at risk of displacement 44.4% 55.2% Technology adoption in industry 88% Emerging skills 88% Share of companies surveyed 82% Skills identified as being in high demand within their organization, ordered 80% by frequency Big data analytics 76% 75% 1. Analytical thinking and innovation Encryption and cyber security 67% 2. Critical thinking and analysis 64% 3. Complex problem-solving Internet of things and connected devices 60% 4. Systems analysis and evaluation 59% 5. Resilience, stress tolerance and flexibility Cloud computing 6. Active learning and learning strategies Artificial intelligence (e.g. machine learning, neural 7. Creativity, originality and initiative networks, NLP) 8. Troubleshooting and user experience E-commerce and digital trade 9. Reasoning, problem-solving and ideation 10. Attention to detail, trustworthiness 3D and 4D printing and modelling 11. Technology use, monitoring and control 12. Technology design and programming Power storage and generation 13. Persuasion and negotiation Robots, non-humanoid (industrial automation, 14. Technology installation and maintenance drones, etc.) 15. Management of personnel Text, image and voice processing Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING Data Analysts and Scientists Business Development Professionals conferencing) 1. AI and Machine Learning Specialists 82.4% 2. Strategic Advisors 3. Materials Engineers Provide more opportunities to work remotely 4. Management and Organisation Analysts 5. Digital Transformation Specialists 64.7% 6. Database and Network Professionals 7. Environmental Protection Professionals Accelerate ongoing organizational transformations (e.g. restructuring) 8. Robotics Engineers 9. 58.8% 10. Temporarily reduce workforce 41.2% Accelerate automation of tasks 41.2% REDUNDANT 1. Data Entry Clerks 2. Administrative and Executive Secretaries 3. Accounting, Bookkeeping and Payroll Clerks 4. Material-Recording and Stock-Keeping Clerks 5. Cashiers and Ticket Clerks 6. Assembly and Factory Workers 7. Accountants and Auditors 8. Sales Representatives, Wholesale and Manufacturing, Technic… 9. Door-To-Door Sales Workers, News and Street Vendors, and R… 10. Agricultural Inspectors The Future of Jobs 124
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 50% Modify the locations where the organization operates Skills gaps among organization’s leadership 44.4% Inability to attract specialized talent 44.4% 66.7% Shortage of investment capital Lack of flexibility of the regulatory framework 38.9% Reduce its current workforce due to technological integration or automation Lack of interest among leadership 33.3% 61.1% Lack of flexibility in hiring and firing 27.8% Insufficient understanding of opportunities 27.8% Modify the composition of the value chain 22.2% 50% Reduce its current workforce 38.9% Expand its current workforce due to technological integration or automation 33.3% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 46.5% 1. Analytical thinking and innovation 2. Critical thinking and analysis Looking for and receiving job-related information 3. Technology use, monitoring and control 48.1% 4. Leadership and social influence 5. Active learning and learning strategies 6. Complex problem-solving 7. Reasoning, problem-solving and ideation 8. Quality control and safety awareness 9. Persuasion and negotiation 10. Management of financial, material resources Identifying and evaluating job-relevant information 49.3% Administering Average reskilling needs 58.2% Share of workforce within this industry Performing complex and technical activities DURATION OF RESKILLING 3 to 6 months 16.4% 58.6% Less than 1 month 31.2% All tasks 59% Reasoning and decision-making 63.1% Performing physical and manual work activities 6 to 12 months 14.1% 63.3% Over 1 year 16.1% Communicating and interacting 66.2% 1 to 3 months 22.2% Coordinating, developing, managing and advising 67.9% The Future of Jobs 125
Industry Profile 1/2 Consumer Expected redeployment Average skills success rate of displaced instability among 16.8% workers workforce Average share of workers at risk of displacement 49.9% 43.2% Technology adoption in industry 94% Emerging skills 91% Share of companies surveyed 85% Skills identified as being in high demand within their organization, ordered 85% by frequency Internet of things and connected devices 82% 82% 1. Complex problem-solving Big data analytics 73% 2. Analytical thinking and innovation 59% 3. Active learning and learning strategies Encryption and cyber security 58% 4. Creativity, originality and initiative 52% 5. Technology use, monitoring and control E-commerce and digital trade 6. Leadership and social influence 7. Critical thinking and analysis Cloud computing 8. Troubleshooting and user experience 9. Service orientation Text, image and voice processing 10. Systems analysis and evaluation Artificial intelligence (e.g. machine learning, neural 11. Management of financial, material resources networks, NLP) 12. Attention to detail, trustworthiness Power storage and generation 13. Coordination and time management 14. Quality control and safety awareness Augmented and virtual reality 15. Reasoning, problem-solving and ideation Robots, non-humanoid (industrial automation, drones, etc.) Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Data Analysts and Scientists Big Data Specialists 81% 1. AI and Machine Learning Specialists 2. Process Automation Specialists Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Food Processing and Related Trades Workers 4. Organizational Development Specialists conferencing) 5. Management and Organisation Analysts 76.2% 6. Database and Network Professionals 7. Business Development Professionals Accelerate automation of tasks 8. Assembly and Factory Workers 9. 52.4% 10. Temporarily reassign workers to different tasks 47.6% Permanently reduce workforce 38.1% REDUNDANT 1. Data Entry Clerks 2. Administrative and Executive Secretaries 3. Accounting, Bookkeeping and Payroll Clerks 4. Accountants and Auditors 5. Mechanics and Machinery Repairers 6. Sales Representatives, Wholesale and Manufacturing, Technic… 7. Material-Recording and Stock-Keeping Clerks 8. Door-To-Door Sales Workers, News and Street Vendors, and R… 9. Client Information and Customer Service Workers 10. Assembly and Factory Workers The Future of Jobs 126
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 48.5% Modify the composition of the value chain Insufficient understanding of opportunities 42.4% Inability to attract specialized talent 36.4% 58.8% Skills gaps among organization’s leadership 33.3% Shortage of investment capital 24.2% Reduce its current workforce due to technological integration or automation Lack of interest among leadership 21.2% 32.4% Lack of flexibility in hiring and firing 21.2% Lack of flexibility of the regulatory framework 18.2% Modify the locations where the organization operates Other 3% 32.4% Expand its current workforce due to technological integration or automation 32.4% Expand its current workforce 32.4% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 38.3% 1. Active learning and learning strategies 2. Management of personnel Looking for and receiving job-related information 3. Leadership and social influence 45.5% 4. Analytical thinking and innovation 5. Creativity, originality and initiative 6. Service orientation 7. Critical thinking and analysis 8. Coordination and time management 9. Complex problem-solving 10. Reasoning, problem-solving and ideation Identifying and evaluating job-relevant information Average reskilling needs 50.3% Share of workforce within this industry All tasks DURATION OF RESKILLING 50.7% 3 to 6 months Less than 1 month 22.4% Performing complex and technical activities 24% 53.9% Administering 56.4% Performing physical and manual work activities 59.6% Communicating and interacting 1 to 3 months 6 to 12 months 26.9% 12.5% 64.7% Over 1 year 14.2% Reasoning and decision-making 65.8% Coordinating, developing, managing and advising 72.5% The Future of Jobs 127
Industry Profile 1/2 Digital Communications and Information Technology 17.5% Expected redeployment Average skills success rate of displaced instability among workers workforce 49.4% 44.1% Average share of workers at risk of displacement Technology adoption in industry 95% Emerging skills 95% Share of companies surveyed 95% Skills identified as being in high demand within their organization, ordered 95% by frequency Cloud computing 92% 90% 1. Analytical thinking and innovation Big data analytics 82% 2. Technology design and programming Artificial intelligence (e.g. machine learning, neural 73% 3. Complex problem-solving networks, NLP) 72% 4. Active learning and learning strategies Encryption and cyber security 61% 5. Resilience, stress tolerance and flexibility 6. Creativity, originality and initiative Internet of things and connected devices 7. Critical thinking and analysis 8. Reasoning, problem-solving and ideation Text, image and voice processing 9. Leadership and social influence 10. Technology use, monitoring and control E-commerce and digital trade 11. Emotional intelligence 12. Troubleshooting and user experience Augmented and virtual reality 13. Systems analysis and evaluation 14. Service orientation Distributed ledger technology (e.g. blockchain) 15. Persuasion and negotiation Robots, non-humanoid (industrial automation, drones, etc.) Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING AI and Machine Learning Specialists Data Analysts and Scientists conferencing) 1. Big Data Specialists 90% 2. Information Security Analysts 3. Process Automation Specialists Provide more opportunities to work remotely 4. Digital Marketing and Strategy Specialists 5. Software and Applications Developers 86.7% 6. Digital Transformation Specialists 7. FinTech Engineers Accelerate the implementation of upskilling/ reskilling programmes 8. Architects and Surveyors 9. 63.3% 10. Accelerate automation of tasks 53.3% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology REDUNDANT providers) 1. Data Entry Clerks 50% 2. Accounting, Bookkeeping and Payroll Clerks 3. Administrative and Executive Secretaries 4. Client Information and Customer Service Workers 5. Accountants and Auditors 6. General and Operations Managers 7. Electronics and Telecommunications Installers and Repairers 8. Architects and Surveyors 9. Business Services and Administration Managers 10. Financial Analysts The Future of Jobs 128
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 60% Modify the locations where the organization operates Inability to attract specialized talent 55% Skills gaps among organization’s leadership 51.2% Lack of flexibility of the regulatory framework 45% Insufficient understanding of opportunities 42.5% Modify the composition of the value chain Shortage of investment capital 32.5% Lack of flexibility in hiring and firing 30% 48.8% Lack of interest among leadership 27.5% Other 17.5% Expand its use of contractors doing task-specialized work 12.5% 48.8% Expand its current workforce 46.5% Expand its current workforce due to technological integration or automation 39.5% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 29.3% 1. Analytical thinking and innovation 2. Technology design and programming Looking for and receiving job-related information 3. Technology use, monitoring and control 41.7% 4. Active learning and learning strategies 5. Critical thinking and analysis 6. Complex problem-solving 7. Systems analysis and evaluation 8. Reasoning, problem-solving and ideation 9. Creativity, originality and initiative 10. Leadership and social influence Administering Average reskilling needs 46.6% Share of workforce within this industry All tasks DURATION OF RESKILLING 49% Less than 1 month 3 to 6 months 26.2% 19.3% Performing complex and technical activities 49.5% Performing physical and manual work activities 50.8% Identifying and evaluating job-relevant information 6 to 12 months 53.8% 16.1% Over 1 year Reasoning and decision-making 18.7% 64% Communicating and interacting 1 to 3 months 19.7% 64.8% Coordinating, developing, managing and advising 65.2% The Future of Jobs 129
Industry Profile 1/2 Education Expected redeployment Average skills success rate of displaced instability among 13.9% workers workforce Average share of workers at risk of displacement 30.9% 41.3% Technology adoption in industry 95% Emerging skills 95% Share of companies surveyed 89% Skills identified as being in high demand within their organization, ordered 86% by frequency Cloud computing 76% Big data analytics 72% 1. Creativity, originality and initiative Text, image and voice processing 70% 2. Active learning and learning strategies Encryption and cyber security 69% 3. Technology design and programming Artificial intelligence (e.g. machine learning, neural 67% 4. Emotional intelligence networks, NLP) 62% 5. Critical thinking and analysis E-commerce and digital trade 6. Complex problem-solving Augmented and virtual reality 7. Analytical thinking and innovation 3D and 4D printing and modelling 8. Reasoning, problem-solving and ideation New materials (e.g. nanotubes, graphene) 9. Service orientation Internet of things and connected devices 10. Resilience, stress tolerance and flexibility 11. Leadership and social influence 12. Systems analysis and evaluation 13. Persuasion and negotiation 14. Technology use, monitoring and control 15. Instruction, mentoring and teaching Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING Vocational Education Teachers University and Higher Education Teachers conferencing) 1. Strategic Advisors 100% 2. Robotics Engineers 3. Management and Organisation Analysts Provide more opportunities to work remotely 4. Information Security Analysts 5. Data Analysts and Scientists 88.2% 6. Business Development Professionals 7. Advertising and Public Relations Professionals Accelerate the digitalization of upskilling/ reskilling (e.g. education technology 8. Agricultural Equipment Operators 9. providers) 10. 70.6% Accelerate automation of tasks 64.7% Accelerate ongoing organizational transformations (e.g. restructuring) 35.3% REDUNDANT 1. Administrative and Executive Secretaries 2. Accounting, Bookkeeping and Payroll Clerks 3. Data Entry Clerks 4. Statistical, Finance and Insurance Clerks 5. Postal Service Clerks 6. Business Services and Administration Managers 7. Technical Specialists 8. Insurance Underwriters 9. Building Caretakers and Housekeepers 10. Accountants and Auditors The Future of Jobs 130
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Insufficient understanding of opportunities 68.2% Expand its current workforce Shortage of investment capital 50% Skills gaps in the local labour market 57.1% Skills gaps among organization’s leadership 45.5% Inability to attract specialized talent 45.5% Modify the locations where the organization operates Lack of flexibility of the regulatory framework 45.5% Lack of interest among leadership 31.8% 52.4% Lack of flexibility in hiring and firing 27.3% Other 22.7% Modify the composition of the value chain 9.1% 42.9% Expand its use of contractors doing task-specialized work 42.9% Expand its current workforce due to technological integration or automation 38.1% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 32.3% 1. Analytical thinking and innovation 2. Critical thinking and analysis Administering 3. Reasoning, problem-solving and ideation 4. Leadership and social influence 5. Active learning and learning strategies 6. Creativity, originality and initiative 7. Complex problem-solving 8. Emotional intelligence 9. Management of personnel 10. Persuasion and negotiation 45.2% Identifying and evaluating job-relevant information Average reskilling needs 48.2% Share of workforce within this industry Looking for and receiving job-related information DURATION OF RESKILLING 3 to 6 months 49.1% 17.2% Less than 1 month Performing physical and manual work activities 25.2% 54.5% Performing complex and technical activities 54.5% All tasks 6 to 12 months 12.2% 59.4% Over 1 year 20.9% Coordinating, developing, managing and advising 60.9% 1 to 3 months 24.5% Communicating and interacting 64.9% Reasoning and decision-making 67.9% The Future of Jobs 131
Industry Profile 1/2 Energy Utilities & Technologies 11.8% Expected redeployment Average skills success rate of displaced instability among workers workforce 51.1% 39.4% Average share of workers at risk of displacement Technology adoption in industry 94% Emerging skills 88% Share of companies surveyed 88% Skills identified as being in high demand within their organization, ordered 88% by frequency Internet of things and connected devices 88% Text, image and voice processing 81% 1. Critical thinking and analysis Encryption and cyber security 76% 2. Complex problem-solving Cloud computing 75% 3. Creativity, originality and initiative Power storage and generation 71% 4. Analytical thinking and innovation Artificial intelligence (e.g. machine learning, neural 69% 5. Active learning and learning strategies networks, NLP) 6. Technology design and programming Big data analytics 7. Service orientation Augmented and virtual reality 8. Troubleshooting and user experience E-commerce and digital trade 9. Leadership and social influence 3D and 4D printing and modelling 10. Technology use, monitoring and control 11. Resilience, stress tolerance and flexibility 12. Emotional intelligence 13. Systems analysis and evaluation 14. Reasoning, problem-solving and ideation 15. Attention to detail, trustworthiness Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Data Analysts and Scientists Renewable Energy Engineers 100% 1. Big Data Specialists 2. AI and Machine Learning Specialists Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Software and Applications Developers 4. Mechanics and Machinery Repairers conferencing) 5. Internet of Things Specialists 100% 6. Construction Laborers 7. Digital Transformation Specialists Accelerate automation of tasks 8. Robotics Engineers 9. 69.2% 10. Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 53.8% Accelerate the implementation of upskilling/ reskilling programmes 46.2% REDUNDANT 1. Administrative and Executive Secretaries 2. Mining and Petroleum Extraction Workers 3. Accounting, Bookkeeping and Payroll Clerks 4. Accountants and Auditors 5. Power Production Plant Operators 6. Mining and Petroleum Plant Operators 7. Mechanics and Machinery Repairers 8. Legal Secretaries 9. Data Entry Clerks 10. Data Analysts and Scientists The Future of Jobs 132
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 70.6% Modify the composition of the value chain Insufficient understanding of opportunities 58.8% Lack of flexibility of the regulatory framework 58.8% Skills gaps among organization’s leadership 41.2% Shortage of investment capital 35.3% Modify the locations where the organization operates Inability to attract specialized talent 35.3% Lack of flexibility in hiring and firing 35.3% 47.1% Lack of interest among leadership 23.5% Other 17.6% Expand its use of contractors doing task-specialized work 5.9% 41.2% Reduce its current workforce due to technological integration or automation 29.4% Expand its current workforce due to technological integration or automation 29.4% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 31.6% 1. Critical thinking and analysis 2. Analytical thinking and innovation Looking for and receiving job-related information 3. Technology design and programming 40.4% 4. Complex problem-solving 5. Reasoning, problem-solving and ideation 6. Quality control and safety awareness 7. Leadership and social influence 8. Systems analysis and evaluation 9. Management of personnel 10. Active learning and learning strategies Performing physical and manual work activities Average reskilling needs 45.4% Share of workforce within this industry Performing complex and technical activities DURATION OF RESKILLING 54.6% 6 to 12 months Less than 1 month 12.8% Administering 24% 56.8% Identifying and evaluating job-relevant information 57.3% All tasks Over 1 year 31.4% 61.4% Communicating and interacting 1 to 3 months 17.5% 64.7% Coordinating, developing, managing and advising 73.3% Reasoning and decision-making 3 to 6 months 14.4% 75% The Future of Jobs 133
Industry Profile 1/2 Financial Services 20.8% Expected redeployment Average skills success rate of displaced instability among Average share of workers at risk of displacement workers workforce 50.5% 44.1% Technology adoption in industry 98% Emerging skills 95% Share of companies surveyed 91% Skills identified as being in high demand within their organization, ordered 90% by frequency Cloud computing 90% Encryption and cyber security 88% 1. Analytical thinking and innovation Big data analytics 88% 2. Critical thinking and analysis E-commerce and digital trade 73% 3. Creativity, originality and initiative Artificial intelligence (e.g. machine learning, neural 62% 4. Complex problem-solving networks, NLP) 55% 5. Active learning and learning strategies Text, image and voice processing 6. Technology design and programming Internet of things and connected devices 7. Troubleshooting and user experience Distributed ledger technology (e.g. blockchain) 8. Emotional intelligence Augmented and virtual reality 9. Technology use, monitoring and control Power storage and generation 10. Leadership and social influence 11. Reasoning, problem-solving and ideation 12. Service orientation 13. Resilience, stress tolerance and flexibility 14. Systems analysis and evaluation 15. Instruction, mentoring and teaching Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING Data Analysts and Scientists Big Data Specialists conferencing) 1. Digital Marketing and Strategy Specialists 83.3% 2. AI and Machine Learning Specialists 3. Digital Transformation Specialists Provide more opportunities to work remotely 4. Information Security Analysts 5. Database and Network Professionals 76.7% 6. Business Development Professionals 7. FinTech Engineers Accelerate automation of tasks 8. Cyber Security Specialists 9. 43.3% 10. Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 40% Accelerate the implementation of upskilling/ reskilling programmes 30% REDUNDANT 1. Data Entry Clerks 2. Accounting, Bookkeeping and Payroll Clerks 3. Administrative and Executive Secretaries 4. Accountants and Auditors 5. Client Information and Customer Service Workers 6. Bank Tellers and Related Clerks 7. Statistical, Finance and Insurance Clerks 8. Insurance Underwriters 9. General and Operations Managers 10. Financial Analysts The Future of Jobs 134
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 58.5% Modify the composition of the value chain Inability to attract specialized talent 51.2% Skills gaps among organization’s leadership 54.8% Lack of flexibility of the regulatory framework 48.8% Insufficient understanding of opportunities 43.9% Reduce its current workforce due to technological integration or automation Shortage of investment capital 41.5% 50% Lack of flexibility in hiring and firing 19.5% Lack of interest among leadership 19.5% Modify the locations where the organization operates 12.2% 38.1% Expand its current workforce due to technological integration or automation 38.1% Expand its use of contractors doing task-specialized work 35.7% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 25.7% 1. Leadership and social influence 2. Analytical thinking and innovation Looking for and receiving job-related information 3. Critical thinking and analysis 42.5% 4. Technology design and programming 5. Complex problem-solving 6. Technology use, monitoring and control 7. Active learning and learning strategies 8. Emotional intelligence 9. Resilience, stress tolerance and flexibility 10. Service orientation Identifying and evaluating job-relevant information 47.2% Administering Average reskilling needs 52.7% Share of workforce within this industry All tasks DURATION OF RESKILLING 3 to 6 months 13.4% 53.2% Less than 1 month 26.9% Performing complex and technical activities 55.1% Performing physical and manual work activities 6 to 12 months 19.8% 60.4% Communicating and interacting 67.7% Reasoning and decision-making 69.5% Over 1 year 22.9% Coordinating, developing, managing and advising 1 to 3 months 17.1% 69.8% The Future of Jobs 135
Industry Profile 1/2 Government and Public Sector 14.8% Expected redeployment Average skills success rate of displaced instability among workers workforce 39.5% 39.1% Average share of workers at risk of displacement Technology adoption in industry 95% Emerging skills 95% Share of companies surveyed 89% Skills identified as being in high demand within their organization, ordered 85% by frequency Encryption and cyber security 79% 67% 1. Leadership and social influence Cloud computing 65% 2. Complex problem-solving 56% 3. Analytical thinking and innovation Text, image and voice processing 50% 4. Active learning and learning strategies 45% 5. Critical thinking and analysis Big data analytics 6. Technology design and programming 7. Resilience, stress tolerance and flexibility Internet of things and connected devices 8. Technology use, monitoring and control 9. Creativity, originality and initiative E-commerce and digital trade 10. Technology installation and maintenance Artificial intelligence (e.g. machine learning, neural 11. Systems analysis and evaluation networks, NLP) 12. Service orientation Augmented and virtual reality 13. Reasoning, problem-solving and ideation Robots, non-humanoid (industrial automation, 14. Attention to detail, trustworthiness drones, etc.) 15. Persuasion and negotiation 3D and 4D printing and modelling Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Information Security Analysts Risk Management Specialists 85.7% 1. Digital Transformation Specialists 2. Data Analysts and Scientists Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Strategic Advisors 4. Software and Applications Developers conferencing) 5. Project Managers 78.6% 6. Database and Network Professionals 7. Big Data Specialists Accelerate automation of tasks 8. Online Learning Managers 9. 50% 10. Temporarily reassign workers to different tasks 42.9% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology REDUNDANT providers) 1. Accounting, Bookkeeping and Payroll Clerks 42.9% 2. Data Entry Clerks 3. Administrative and Executive Secretaries 4. Sales and Marketing Professionals 5. Material-Recording and Stock-Keeping Clerks 6. Business Services and Administration Managers 7. Accountants and Auditors 8. Lawyers 9. Human Resources Specialists 10. Compliance Officers The Future of Jobs 136
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Inability to attract specialized talent 55% Expand its current workforce Skills gaps in the local labour market 50% Insufficient understanding of opportunities 50% 47.4% Skills gaps among organization’s leadership Lack of flexibility in hiring and firing 40% Modify the composition of the value chain Shortage of investment capital 40% Lack of interest among leadership 25% 36.8% Lack of flexibility of the regulatory framework 20% 20% Modify the locations where the organization operates 31.6% Expand its current workforce due to technological integration or automation 31.6% Expand its use of contractors doing task-specialized work 26.3% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 28.9% 1. Analytical thinking and innovation 2. Critical thinking and analysis Looking for and receiving job-related information 3. Leadership and social influence 54.1% 4. Active learning and learning strategies 5. Complex problem-solving 6. Resilience, stress tolerance and flexibility 7. Emotional intelligence 8. Technology use, monitoring and control 9. Quality control and safety awareness 10. Management of personnel All tasks 57.5% Administering Average reskilling needs 57.6% Share of workforce within this industry Performing physical and manual work activities DURATION OF RESKILLING 3 to 6 months 15.9% 59.9% Less than 1 month 27.3% Performing complex and technical activities 59.9% Identifying and evaluating job-relevant information 6 to 12 months 60.5% 21.8% Over 1 year Reasoning and decision-making 10.1% 65.8% Communicating and interacting 1 to 3 months 24.9% 69.7% Coordinating, developing, managing and advising 73.7% The Future of Jobs 137
Industry Profile 1/2 Health and Healthcare 10.6% Expected redeployment Average skills success rate of displaced instability among workers workforce 44.2% 48.2% Average share of workers at risk of displacement Technology adoption in industry 95% Emerging skills 89% Share of companies surveyed 89% Skills identified as being in high demand within their organization, ordered 88% by frequency Internet of things and connected devices 84% Big data analytics 84% 1. Active learning and learning strategies Artificial intelligence (e.g. machine learning, neural 78% 2. Emotional intelligence networks, NLP) 72% 3. Creativity, originality and initiative Text, image and voice processing 67% 4. Leadership and social influence Encryption and cyber security 65% 5. Resilience, stress tolerance and flexibility Cloud computing 6. Reasoning, problem-solving and ideation E-commerce and digital trade 7. Service orientation Distributed ledger technology (e.g. blockchain) 8. Complex problem-solving Augmented and virtual reality 9. Troubleshooting and user experience 3D and 4D printing and modelling 10. Persuasion and negotiation 11. Technology use, monitoring and control 12. Technology design and programming 13. Quality control and safety awareness 14. Critical thinking and analysis 15. Coordination and time management Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Data Analysts and Scientists AI and Machine Learning Specialists 100% 1. Social Science Research Assistants 2. Internet of Things Specialists Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Information Security Analysts 4. Digital Marketing and Strategy Specialists conferencing) 5. Biologists and Geneticists 87.5% 6. Specialist Medical Practitioners 7. Digital Transformation Specialists Accelerate automation of tasks 8. Training and Development Specialists 9. 56.2% 10. Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 37.5% Temporarily reassign workers to different tasks 31.2% REDUNDANT 1. Data Entry Clerks 2. Accounting, Bookkeeping and Payroll Clerks 3. Waiters and Bartenders 4. Business Services and Administration Managers 5. Human Resources Specialists 6. Electronics and Telecommunications Installers and Repairers 7. Door-To-Door Sales Workers, News and Street Vendors, and R… 8. Assembly and Factory Workers 9. Administrative and Executive Secretaries 10. Accountants and Auditors The Future of Jobs 138
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Lack of flexibility of the regulatory framework 47.4% Reduce its current workforce due to technological integration or automation Skills gaps in the local labour market 42.1% 63.2% Inability to attract specialized talent 42.1% Shortage of investment capital 36.8% Modify the composition of the value chain Lack of flexibility in hiring and firing 36.8% Skills gaps among organization’s leadership 31.6% 52.6% Lack of interest among leadership 10.5% Insufficient understanding of opportunities 5.3% Expand its current workforce due to technological integration or automation 47.4% Expand its use of contractors doing task-specialized work 42.1% Modify the locations where the organization operates 26.3% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 34.6% 1. Creativity, originality and initiative 2. Leadership and social influence Looking for and receiving job-related information 3. Service orientation 41.6% 4. Reasoning, problem-solving and ideation 5. Analytical thinking and innovation 6. Quality control and safety awareness 7. Critical thinking and analysis 8. Management of personnel 9. Active learning and learning strategies 10. Resilience, stress tolerance and flexibility Identifying and evaluating job-relevant information 47.2% All tasks Average reskilling needs 48.5% Share of workforce within this industry Performing complex and technical activities DURATION OF RESKILLING 3 to 6 months 21.5% 51.8% Less than 1 month 22.3% Administering 52.9% Performing physical and manual work activities 57.9% Reasoning and decision-making 6 to 12 months 25.2% 60.6% Coordinating, developing, managing and advising 1 to 3 months 23.2% 68.2% Communicating and interacting 68.6% Over 1 year 7.8% The Future of Jobs 139
Industry Profile 1/2 Manufacturing Expected redeployment Average skills success rate of displaced instability among 13.2% workers workforce Average share of workers at risk of displacement 44.6% 43.6% Technology adoption in industry 92% Emerging skills 84% Share of companies surveyed 82% Skills identified as being in high demand within their organization, ordered 81% by frequency Cloud computing 79% 72% 1. Active learning and learning strategies Internet of things and connected devices 71% 2. Technology use, monitoring and control 69% 3. Analytical thinking and innovation E-commerce and digital trade 64% 4. Leadership and social influence 62% 5. Resilience, stress tolerance and flexibility Big data analytics 6. Complex problem-solving Robots, non-humanoid (industrial automation, 7. Systems analysis and evaluation drones, etc.) 8. Reasoning, problem-solving and ideation Encryption and cyber security 9. Technology design and programming Artificial intelligence (e.g. machine learning, neural 10. Critical thinking and analysis networks, NLP) 11. Service orientation 3D and 4D printing and modelling 12. Quality control and safety awareness 13. Creativity, originality and initiative Text, image and voice processing 14. Troubleshooting and user experience 15. Technology installation and maintenance Power storage and generation Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Data Analysts and Scientists Business Development Professionals 80% 1. Strategic Advisors 2. Software and Applications Developers Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Internet of Things Specialists 4. Big Data Specialists conferencing) 5. AI and Machine Learning Specialists 77.1% 6. Sales Representatives, Wholesale and Manufacturing, Technic… 7. Robotics Engineers Accelerate automation of tasks 8. Process Automation Specialists 9. 54.3% 10. Temporarily reduce workforce 40% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology REDUNDANT providers) 1. Administrative and Executive Secretaries 40% 2. Data Entry Clerks 3. Assembly and Factory Workers 4. Relationship Managers 5. Business Services and Administration Managers 6. Accounting, Bookkeeping and Payroll Clerks 7. Sales Representatives, Wholesale and Manufacturing, Technic… 8. Mechanics and Machinery Repairers 9. General and Operations Managers 10. Door-To-Door Sales Workers, News and Street Vendors, and R… The Future of Jobs 140
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 63.6% Modify the composition of the value chain Inability to attract specialized talent 59.1% Skills gaps among organization’s leadership 54.5% 65.9% Insufficient understanding of opportunities Shortage of investment capital 38.6% Reduce its current workforce due to technological integration or automation Lack of flexibility of the regulatory framework 31.8% 50% Lack of flexibility in hiring and firing 31.8% Lack of interest among leadership 25% Expand its use of contractors doing task-specialized work Other 9.1% 6.8% 45.5% Modify the locations where the organization operates 40.9% Expand its current workforce due to technological integration or automation 36.4% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 40.1% 1. Analytical thinking and innovation 2. Technology use, monitoring and control Looking for and receiving job-related information 3. Complex problem-solving 45.2% 4. Leadership and social influence 5. Critical thinking and analysis 6. Technology design and programming 7. Quality control and safety awareness 8. Technology installation and maintenance 9. Active learning and learning strategies 10. Creativity, originality and initiative All tasks Average reskilling needs 51% Share of workforce within this industry Performing physical and manual work activities DURATION OF RESKILLING 3 to 6 months 51.3% 19.4% Less than 1 month Administering 23.8% 51.4% Identifying and evaluating job-relevant information 52% Performing complex and technical activities 6 to 12 months 16.5% 53.9% Over 1 year 17.9% Communicating and interacting 62.1% 1 to 3 months 22.4% Coordinating, developing, managing and advising 64.1% Reasoning and decision-making 66.5% The Future of Jobs 141
Industry Profile 1/2 Mining and Metals 19.9% Expected redeployment Average skills success rate of displaced instability among Average share of workers at risk of displacement workers workforce 49.5% 40.6% Technology adoption in industry 90% Emerging skills 90% Share of companies surveyed 90% Skills identified as being in high demand within their organization, ordered 87% by frequency Robots, non-humanoid (industrial automation, 83% drones, etc.) 76% 1. Technology use, monitoring and control Internet of things and connected devices 76% 2. Analytical thinking and innovation 62% 3. Critical thinking and analysis Big data analytics 57% 4. Complex problem-solving 57% 5. Systems analysis and evaluation Cloud computing 6. Reasoning, problem-solving and ideation 7. Troubleshooting and user experience Encryption and cyber security 8. Leadership and social influence 9. Creativity, originality and initiative Text, image and voice processing 10. Active learning and learning strategies Artificial intelligence (e.g. machine learning, neural 11. Emotional intelligence networks, NLP) 12. Resilience, stress tolerance and flexibility E-commerce and digital trade 13. Quality control and safety awareness 14. Instruction, mentoring and teaching Power storage and generation 15. Technology design and programming Augmented and virtual reality Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Provide more opportunities to work remotely EMERGING AI and Machine Learning Specialists Data Analysts and Scientists 94.7% 1. Process Automation Specialists 2. Robotics Engineers Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Software and Applications Developers 4. Digital Transformation Specialists conferencing) 5. Remote Sensing Scientists and Technologists 78.9% 6. Management and Organisation Analysts 7. Internet of Things Specialists Temporarily reassign workers to different tasks 8. Big Data Specialists 9. 42.1% 10. Temporarily reduce workforce 42.1% Accelerate ongoing organizational transformations (e.g. restructuring) 42.1% REDUNDANT 1. Data Entry Clerks 2. Assembly and Factory Workers 3. Administrative and Executive Secretaries 4. Accounting, Bookkeeping and Payroll Clerks 5. Mining and Petroleum Extraction Workers 6. Material-Recording and Stock-Keeping Clerks 7. Locomotive Engine Drivers and Related Workers 8. Heavy Truck and Bus Drivers 9. Financial Analysts 10. Construction Laborers The Future of Jobs 142
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 73.3% Modify the composition of the value chain Inability to attract specialized talent 56.7% Insufficient understanding of opportunities 50% 62.1% Skills gaps among organization’s leadership Lack of flexibility in hiring and firing 46.7% Reduce its current workforce due to technological integration or automation Lack of flexibility of the regulatory framework 36.7% 51.7% Shortage of investment capital 26.7% Lack of interest among leadership 23.3% Expand its use of contractors doing task-specialized work Other 20% 10% 51.7% Modify the locations where the organization operates 44.8% Expand its current workforce due to technological integration or automation 27.6% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 32.3% 1. Analytical thinking and innovation 2. Leadership and social influence Performing physical and manual work activities 3. Technology use, monitoring and control 40.5% 4. Quality control and safety awareness 5. Critical thinking and analysis 6. Reasoning, problem-solving and ideation 7. Active learning and learning strategies 8. Resilience, stress tolerance and flexibility 9. Management of personnel 10. Creativity, originality and initiative Looking for and receiving job-related information Average reskilling needs 46.1% Share of workforce within this industry Performing complex and technical activities DURATION OF RESKILLING 46.3% 6 to 12 months Less than 1 month 19.5% Identifying and evaluating job-relevant information 17.5% 50.9% Administering 51.1% All tasks 1 to 3 months 22.7% 51.3% 3 to 6 months 15.6% Reasoning and decision-making Over 1 year 24.7% 65.4% Communicating and interacting 67.6% Coordinating, developing, managing and advising 73.2% The Future of Jobs 143
Industry Profile 1/2 Oil and Gas Expected redeployment Average skills success rate of displaced instability among 14.2% workers workforce Average share of workers at risk of displacement 48.1% 42.6% Technology adoption in industry 93% Emerging skills 87% Share of companies surveyed 86% Skills identified as being in high demand within their organization, ordered 86% by frequency Internet of things and connected devices 79% 79% 1. Active learning and learning strategies Text, image and voice processing 71% 2. Technology design and programming 71% 3. Service orientation Cloud computing 71% 4. Leadership and social influence 69% 5. Emotional intelligence Big data analytics 6. Critical thinking and analysis Robots, non-humanoid (industrial automation, 7. Complex problem-solving drones, etc.) 8. Analytical thinking and innovation 3D and 4D printing and modelling 9. Troubleshooting and user experience 10. Creativity, originality and initiative Encryption and cyber security 11. Technology use, monitoring and control 12. Technology installation and maintenance Augmented and virtual reality 13. Systems analysis and evaluation Artificial intelligence (e.g. machine learning, neural 14. Quality control and safety awareness networks, NLP) 15. Reasoning, problem-solving and ideation Power storage and generation Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING Renewable Energy Engineers Sheet and Structural Metal Workers, Moulders and Welders conferencing) 1. Robotics Engineers 77.8% 2. Process Automation Specialists 3. Internet of Things Specialists Provide more opportunities to work remotely 4. ICT Operations and User Support Technicians 5. Data Analysts and Scientists 66.7% 6. Big Data Specialists 7. AI and Machine Learning Specialists Accelerate the digitalization of upskilling/ reskilling (e.g. education technology 8. Дорожнотранспортные органы 9. providers) 10. 44.4% Accelerate automation of tasks 33.3% Accelerate the implementation of upskilling/ reskilling programmes 33.3% REDUNDANT 1. Administrative and Executive Secretaries 2. Assembly and Factory Workers 3. Data Entry Clerks 4. Accounting, Bookkeeping and Payroll Clerks 5. Mechanics and Machinery Repairers 6. Material-Recording and Stock-Keeping Clerks 7. Accountants and Auditors 8. Mining and Petroleum Extraction Workers 9. Client Information and Customer Service Workers 10. Legal Secretaries The Future of Jobs 144
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 50% Modify the composition of the value chain Shortage of investment capital 42.9% Lack of flexibility in hiring and firing 42.9% 71.4% Lack of flexibility of the regulatory framework Insufficient understanding of opportunities 35.7% Reduce its current workforce due to technological integration or automation Inability to attract specialized talent 35.7% 42.9% Skills gaps among organization’s leadership 35.7% Lack of interest among leadership 28.6% Expand its use of contractors doing task-specialized work Other 21.4% 7.1% 42.9% Modify the locations where the organization operates 35.7% Expand its current workforce 28.6% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 40.5% 1. Technology design and programming 2. Quality control and safety awareness Looking for and receiving job-related information 3. Complex problem-solving 47.4% 4. Technology use, monitoring and control 5. Technology installation and maintenance 6. Analytical thinking and innovation 7. Leadership and social influence 8. Critical thinking and analysis 9. Troubleshooting and user experience 10. Resilience, stress tolerance and flexibility Performing physical and manual work activities Average reskilling needs 54.3% Share of workforce within this industry Administering DURATION OF RESKILLING 58.8% Less than 1 month 6 to 12 months 13.6% 19.9% Performing complex and technical activities 59.2% All tasks 64.8% 1 to 3 months 16.1% Identifying and evaluating job-relevant information 3 to 6 months 22.4% 66.8% Over 1 year 28.1% Communicating and interacting 73.5% Coordinating, developing, managing and advising 73.9% Reasoning and decision-making 80.2% The Future of Jobs 145
Industry Profile 1/2 Professional Services 11.6% Expected redeployment Average skills success rate of displaced instability among workers workforce 41.3% 48% Average share of workers at risk of displacement Technology adoption in industry 88% Emerging skills 86% Share of companies surveyed 79% Skills identified as being in high demand within their organization, ordered 78% by frequency Cloud computing 76% Big data analytics 74% 1. Analytical thinking and innovation Text, image and voice processing 70% 2. Complex problem-solving Encryption and cyber security 57% 3. Critical thinking and analysis Artificial intelligence (e.g. machine learning, neural 53% 4. Creativity, originality and initiative networks, NLP) 45% 5. Active learning and learning strategies Internet of things and connected devices 6. Reasoning, problem-solving and ideation E-commerce and digital trade 7. Emotional intelligence Augmented and virtual reality 8. Leadership and social influence Distributed ledger technology (e.g. blockchain) 9. Persuasion and negotiation Power storage and generation 10. Resilience, stress tolerance and flexibility 11. Technology design and programming 12. Service orientation 13. Technology use, monitoring and control 14. Attention to detail, trustworthiness 15. Quality control and safety awareness Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING Digital Marketing and Strategy Specialists AI and Machine Learning Specialists conferencing) 1. Data Analysts and Scientists 92.9% 2. Business Development Professionals 3. Internet of Things Specialists Provide more opportunities to work remotely 4. Business Services and Administration Managers 5. Project Managers 85.7% 6. Process Automation Specialists 7. Lawyers Accelerate automation of tasks 8. Financial Analysts 9. 45.2% 10. Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 42.9% Accelerate ongoing organizational transformations (e.g. restructuring) 40.5% REDUNDANT 1. Administrative and Executive Secretaries 2. Accounting, Bookkeeping and Payroll Clerks 3. Data Entry Clerks 4. Relationship Managers 5. Legal Secretaries 6. Management and Organisation Analysts 7. General and Operations Managers 8. Electronics and Telecommunications Installers and Repairers 9. Client Information and Customer Service Workers 10. Business Services and Administration Managers The Future of Jobs 146
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Shortage of investment capital 51% Expand its current workforce Skills gaps in the local labour market 41.2% Insufficient understanding of opportunities 39.2% 53.8% Skills gaps among organization’s leadership Lack of flexibility of the regulatory framework 35.3% Expand its use of contractors doing task-specialized work Inability to attract specialized talent 35.3% Lack of interest among leadership 35.3% 51.9% Lack of flexibility in hiring and firing 27.5% Other 17.6% Modify the composition of the value chain 7.8% 48.1% Expand its current workforce due to technological integration or automation 42.3% Modify the locations where the organization operates 32.7% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Looking for and receiving job-related information across their reskilling or upskilling programmes 37.3% 1. Active learning and learning strategies Information and data processing 2. Creativity, originality and initiative 3. Analytical thinking and innovation 4. Critical thinking and analysis 5. Emotional intelligence 6. Complex problem-solving 7. Reasoning, problem-solving and ideation 8. Management of personnel 9. Leadership and social influence 10. Persuasion and negotiation 37.7% Administering Average reskilling needs 44.4% Share of workforce within this industry Identifying and evaluating job-relevant information DURATION OF RESKILLING 3 to 6 months 45% 17.1% Less than 1 month Performing physical and manual work activities 29% 48.3% Performing complex and technical activities 51.8% All tasks 6 to 12 months 15.6% 57.6% Over 1 year 17.8% Coordinating, developing, managing and advising 59.9% Communicating and interacting 1 to 3 months 20.5% 64.3% Reasoning and decision-making 65.9% The Future of Jobs 147
Industry Profile 1/2 Transportation and Storage 14.7% Expected redeployment Average skills success rate of displaced instability among workers workforce 49.1% 38.2% Average share of workers at risk of displacement Technology adoption in industry 94% Emerging skills 94% Share of companies surveyed 88% Skills identified as being in high demand within their organization, ordered 87% by frequency Big data analytics 76% 75% 1. Active learning and learning strategies Cloud computing 69% 2. Complex problem-solving Artificial intelligence (e.g. machine learning, neural 65% 3. Analytical thinking and innovation networks, NLP) 62% 4. Technology use, monitoring and control E-commerce and digital trade 60% 5. Technology design and programming 6. Systems analysis and evaluation Internet of things and connected devices 7. Service orientation 8. Quality control and safety awareness Encryption and cyber security 9. Leadership and social influence Robots, non-humanoid (industrial automation, 10. Emotional intelligence drones, etc.) 11. Attention to detail, trustworthiness Text, image and voice processing 12. Management of personnel 13. Resilience, stress tolerance and flexibility Augmented and virtual reality 14. Reasoning, problem-solving and ideation 15. Critical thinking and analysis 3D and 4D printing and modelling Impact of COVID-19 on companies’ strategy Emerging and redundant job roles Share of companies surveyed looking to adopt this strategy as a result of Role identified as being in high demand or increasingly redundant within COVID-19 their organization, ordered by frequency Accelerate the digitalization of work processes (e.g. use of digital tools, video EMERGING AI and Machine Learning Specialists Digital Marketing and Strategy Specialists conferencing) 1. Data Analysts and Scientists 92.9% 2. Architects and Surveyors 3. Software and Applications Developers Provide more opportunities to work remotely 4. Supply Chain and Logistics Specialists 5. Environmental Protection Professionals 64.3% 6. Organizational Development Specialists 7. Product Managers Accelerate automation of tasks 8. Ship and Boat Captains 9. 50% 10. Accelerate ongoing organizational transformations (e.g. restructuring) 35.7% Accelerate the implementation of upskilling/ reskilling programmes 28.6% REDUNDANT 1. Administrative and Executive Secretaries 2. Data Entry Clerks 3. Architects and Surveyors 4. Accounting, Bookkeeping and Payroll Clerks 5. Sales Representatives, Wholesale and Manufacturing, Technic… 6. Postal Service Clerks 7. Business Services and Administration Managers 8. Accountants and Auditors 9. Door-To-Door Sales Workers, News and Street Vendors, and R… 10. Material-Recording and Stock-Keeping Clerks The Future of Jobs 148
2/2 Barriers to adoption of new technologies Expected impact on workforce Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 64.7% Modify the locations where the organization operates Inability to attract specialized talent 58.8% Lack of flexibility of the regulatory framework 58.8% Shortage of investment capital 35.3% Skills gaps among organization’s leadership 29.4% Modify the composition of the value chain Lack of flexibility in hiring and firing 23.5% Insufficient understanding of opportunities 23.5% 58.8% Other 23.5% Lack of interest among leadership 5.9% Reduce its current workforce due to technological integration or automation 5.9% 47.1% Expand its use of contractors doing task-specialized work 47.1% Expand its current workforce 47.1% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling programmes Machine share Human share Share of companies surveyed identifying this skill as being in focus Information and data processing across their reskilling or upskilling programmes 32.2% 1. Analytical thinking and innovation 2. Quality control and safety awareness Administering 3. Service orientation 4. Active learning and learning strategies 5. Attention to detail, trustworthiness 6. Technology design and programming 7. Leadership and social influence 8. Complex problem-solving 9. Systems analysis and evaluation 10. Management of personnel 43.2% Performing complex and technical activities Average reskilling needs 43.7% Share of workforce within this industry Looking for and receiving job-related information 6 to 12 months 43.8% DURATION OF RESKILLING 16.1% All tasks Less than 1 month 26.6% 50.2% Reasoning and decision-making 51.9% Identifying and evaluating job-relevant information Over 1 year 52.5% 26.8% Performing physical and manual work activities 1 to 3 months 3 to 6 months 14.4% 16% 55.2% Communicating and interacting 56.1% Coordinating, developing, managing and advising 59.4% The Future of Jobs 149
October 2020 The Future of Jobs Appendix A: Report Methodology The Future of Jobs Report is based on the results The survey consists of quantitative as well as of the 2020 edition of the Future of Jobs survey, qualitative questions seeking to capture the a unique source of information that gathers the strategic knowledge, projections and planning of the insights from the largest companies worldwide on respondents. The study is designed to reveal the the changing nature of work. world’s leading employers’ estimates on how the labour force is transforming, their projections on how The survey asks senior executives to share the planning quickly these shifts will happen, and their efforts in for their companies’ workforce transformation with addressing these changes. a time horizon up to 2024. It aims to provide timely and unique insights on the trends affecting the labour In total the survey comprises 49 questions and was market, the rate of technological adoption among made available in four languages: English, Spanish, firms, the shifting job landscape and associated Japanese and Russian. changes to skills needs as well as business planning for appropriate upskilling and reskilling. Survey distribution The 2020 survey dissemination took place during The survey was distributed via an online platform the first half of 2020. The survey provides a much- through three dissemination networks. The primary needed compass for business, governments, civil distribution route was to the World Economic Forum society Organizations as well as the public at large partners and constituents in collaboration with on the short-and medium-term transformations to the World Economic Forum Regional and Industry the labour market. teams. The survey was further disseminated through a network of Partner Institutes—local partner Survey design organizations that administered the survey in their respective economies. Further dissemination through The survey builds on the methodology from the partner organizations enabled the strengthening of 2016 and 2018 survey editions. Following survey regional representation by extending the sample to best practice and in consultation with the World local companies. As a third dissemination channel, Economic Forum Global Future Council on the new the New Economy and Society team shared the Education and Work Agenda, several questions were survey with the collaborators from the countries in refined and new questions were added. The three which the Closing the Skills and Innovation Gap core concepts that are key to the construction of Accelerators are present (South Africa, UAE, Bahrain, the Future of Jobs Survey remain unchanged in this India, Pakistan). The Accelerator project brings about edition. That is, the nature of work is broken down tangible change by building a national public-private into three interrelated subcategories: job roles, tasks collaboration platform to increase employability of and skills. Task are defined as the actions necessary the current workforce and increase work-readiness to turn a set of inputs into valuable outputs. A and critical skills among the future workforce. collection of tasks forms the content of job roles, while skills are capabilities needed to be able to For the full overview of the survey partners, please perform the tasks well. refer to the Survey Partners and Acknowledgements sections at the end of the report. The survey is structured into four parts. The first part includes questions on the expected transformations The network of survey partners responsible for the to the workforce, including the major trends that are dissemination followed clear sampling guidelines, affecting the labour market and the technologies which specified the level of the respondent, the that are being adopted. The second part focuses on target companies and the sample composition. As jobs, skills and tasks and how these are expected to the questions in the survey require deep insight into evolve over a four-year period. The third part collects an organization’s current strategy as well as talent- information on training programmes and employee related aspects of operationalizing this strategy, reskilling needs and efforts. Finally, to understand the target respondents were senior executives in the shorter-term impacts of the global pandemic, charge of human resources, strategy and innovation a fourth section was added on the effects of the departments. COVID-19 on the workforce. The Future of Jobs 150
Search
Read the Text Version
- 1
- 2
- 3
- 4
- 5
- 6
- 7
- 8
- 9
- 10
- 11
- 12
- 13
- 14
- 15
- 16
- 17
- 18
- 19
- 20
- 21
- 22
- 23
- 24
- 25
- 26
- 27
- 28
- 29
- 30
- 31
- 32
- 33
- 34
- 35
- 36
- 37
- 38
- 39
- 40
- 41
- 42
- 43
- 44
- 45
- 46
- 47
- 48
- 49
- 50
- 51
- 52
- 53
- 54
- 55
- 56
- 57
- 58
- 59
- 60
- 61
- 62
- 63
- 64
- 65
- 66
- 67
- 68
- 69
- 70
- 71
- 72
- 73
- 74
- 75
- 76
- 77
- 78
- 79
- 80
- 81
- 82
- 83
- 84
- 85
- 86
- 87
- 88
- 89
- 90
- 91
- 92
- 93
- 94
- 95
- 96
- 97
- 98
- 99
- 100
- 101
- 102
- 103
- 104
- 105
- 106
- 107
- 108
- 109
- 110
- 111
- 112
- 113
- 114
- 115
- 116
- 117
- 118
- 119
- 120
- 121
- 122
- 123
- 124
- 125
- 126
- 127
- 128
- 129
- 130
- 131
- 132
- 133
- 134
- 135
- 136
- 137
- 138
- 139
- 140
- 141
- 142
- 143
- 144
- 145
- 146
- 147
- 148
- 149
- 150
- 151
- 152
- 153
- 154
- 155
- 156
- 157
- 158
- 159
- 160
- 161
- 162
- 163
