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1、The Future of Jobs Report 2020O C T O B E R 2 0 2 0The Future of Jobs 2ContentsPreface Executive SummaryPart 1 Tracking the Future of JobsChapter 1 The Labour Market Outlook in the Pandemic Economy 1.1 Introduction 1.2 Short-term shocks and long-term trends 1.3 The remote and hybrid workforce 1.4 Im

2、pact on equalityChapter 2 Forecasts for Labour Market Evolution in 2020-2025 2.1 Technological adoption 2.2 Emerging and declining jobs 2.3 Emerging and declining skillsChapter 3 Public and Private Sector Pathways to Reviving Labour Markets 3.1 From temporary public policy relief to long-term soluti

3、ons 3.2 From deploying human resources to leveraging human potentialConclusionNotesReferencesPart 2 Country and Industry ProfilesUsers Guide:How to Read the Country and Industry ProfilesCountry ProfilesIndustry ProfilesAppendix A:Report MethodologyContributorsAcknowledgementsSurvey Partners357889161

4、926272935404045495053555666119150157158160Cover:Unsplash/Joel GuerreroInside:Unsplash/Christina wocintechchat;Unsplash/Faruq Al Aqib;Unsplash/Rob Lambert 2020 World Economic Forum.All rightsreserved.No part of this publication maybe reproduced or transmitted in any formor by any means,including phot

5、ocopyingand recording,or by any informationstorage and retrieval system.The Future of Jobs October 2020The Future of Jobs 3Klaus Schwab Founder and Executive Chairman Saadia Zahidi Member of the Managing BoardPrefaceAfter years of growing income inequality,concerns about technology-driven displaceme

6、nt of jobs,and rising societal discord globally,the combined health and economic shocks of 2020 have put economies into freefall,disrupted labour markets and fully revealed the inadequacies of our social contracts.Millions of individuals globally have lost their livelihoods and millions more are at

7、risk from the global recession,structural change to the economy and further automation.Additionally,the pandemic and the subsequent recession have impacted most those communities which were already at a disadvantage.We find ourselves at a defining moment:the decisions and choices we make today will

8、determine the course of entire generations lives and livelihoods.We have the tools at our disposal.The bounty of technological innovation which defines our current era can be leveraged to unleash human potential.We have the means to reskill and upskill individuals in unprecedented numbers,to deploy

9、precision safety nets which protect displaced workers from destitution,and to create bespoke maps which orient displaced workers towards the jobs of tomorrow where they will be able to thrive.However,the efforts to support those affected by the current crisis lag behind the speed of disruption.It is

10、 now urgent to enact a Global Reset towards a socio-economic system that is more fair,sustainable and equitable,one where social mobility is reinvigorated,social cohesion restored,and economic prosperity is compatible with a healthy planet.If this opportunity is missed,we will face lost generations

11、of adults and youth who will be raised into growing inequality,discord and lost potential.The Future of Jobs Report provides the timely insights needed to orient labour markets and workers towards opportunity today and in the future of work.Now in its third edition,the report maps the jobs and skill

12、s of the future,tracking the pace of change and direction of travel.This year we find that while technology-driven job creation is still expected to outpace job destruction over the next five years,the economic contraction is reducing the rate of growth in the jobs of tomorrow.There is a renewed urg

13、ency to take proactive measures to ease the transition of workers into more sustainable job opportunities.There is room for measured optimism in the data,but supporting workers will require global,regional and national public-private collaboration at an unprecedented scale and speed.The Platform for

14、 the New Economy and Society at the World Economic Forum works as a“docking station”for such collaboration on economic growth,revival and transformation;work,wages and job creation;education,skills and learning;and diversity,equity and inclusion.By leveraging this publication and other insights,the

15、Platform supports a range of consortia and action coalitions,including the Reskilling Revolution Initiative to provide better jobs,skills and education to one billion people by 2030.We are deeply grateful to the New Economy and Society Stewardship Board members for their leadership of this agenda,to

16、 the over 100 partners of the Platform,and the expert guidance of Global Future Councils,the communities of Chief Economists,Chief Human Resource Officers,Chief Learning Officers and Chief Diversity Officers,and to a range of national ministries of economy,education and labour.We are also grateful t

17、o the many partners whose views created the unique collection of insights in this report.It presents the workforce planning and quantitative projections of Chief Human Resource and Strategy officers through to 2025,while also drawing upon the qualitative expertise of a wide range of World Economic F

18、orum executive and expert communities.In addition,The Future of Jobs 4the report features unique data from LinkedIn,Coursera,ADP and FutureFit.AI,which have provided innovative new metrics to shed light on one of the most important challenges of our time.We would like to express our appreciation to

19、Vesselina Ratcheva,Insights Lead;Guillaume Hingel,Insights Lead;and Sophie Brown,Project Specialist for their dedication to this report.We would also like to thank Ida Jeng Christensen,Eoin Cathasaigh,Genesis Elhussein,Till Leopold and SungAh Lee for their support of this project at the World Econom

20、ic Forum.Human ingenuity is at the root of all shared prosperity.As the frontier between the work tasks performed by humans and those performed by machines and algorithms shifts,we have a short window of opportunity to ensure that these transformations lead to a new age of good work,good jobs and im

21、proved quality of life for all.In the midst of the pandemic recession,this window is closing fast.Businesses,governments and workers must plan to work together to implement a new vision for the global workforce.The Future of Jobs October 2020The Future of Jobs 5The COVID-19 pandemic-induced lockdown

22、s and related global recession of 2020 have created a highly uncertain outlook for the labour market and accelerated the arrival of the future of work.The Future of Jobs Report 2020 aims to shed light on:1)the pandemic-related disruptions thus far in 2020,contextualized within a longer history of ec

23、onomic cycles,and 2)the expected outlook for technology adoption jobs and skills in the next five years.Despite the currently high degree of uncertainty,the report uses a unique combination of qualitative and quantitative intelligence to expand the knowledge base about the future of jobs and skills.

24、It aggregates the views of business leaderschief executives,chief strategy officers and chief human resources officerson the frontlines of decision-making regarding human capital with the latest data from public and private sources to create a clearer picture of both the current situation and the fu

25、ture outlook for jobs and skills.The report also provides in-depth information for 15 industry sectors and 26 advanced and emerging countries.The reports key findings include:The pace of technology adoption is expected to remain unabated and may accelerate in some areas.The adoption of cloud computi

26、ng,big data and e-commerce remain high priorities for business leaders,following a trend established in previous years.However,there has also been a significant rise in interest for encryption,non-humanoid robots and artificial intelligence.Automation,in tandem with the COVID-19 recession,is creatin

27、g a double-disruption scenario for workers.In addition to the current disruption from the pandemic-induced lockdowns and economic contraction,technological adoption by companies will transform tasks,jobs and skills by 2025.Forty-three percent of businesses surveyed indicate that they are set to redu

28、ce their workforce due to technology integration,41%plan to expand their use of contractors for task-specialized work,and 34%plan to expand their workforce due to technology integration.By 2025,the time spent on current tasks at work by humans and machines will be equal.A significant share of compan

29、ies also expect to make changes to locations,their value chains,and the size of their workforce due to factors beyond technology in the next five years.Although the number of jobs destroyed will be surpassed by the number of jobs of tomorrow created,in contrast to previous years,job creation is slow

30、ing while job destruction accelerates.Employers expect that by 2025,increasingly redundant roles will decline from being 15.4%of the workforce to 9%(6.4%decline),and that emerging professions will grow from 7.8%to 13.5%(5.7%growth)of the total employee base of company respondents.Based on these figu

31、res,we estimate that by 2025,85 million jobs may be displaced by a shift in the division of labour between humans and machines,while 97 million new roles may emerge that are more adapted to the new division of labour between humans,machines and algorithms.Skills gaps continue to be high as in-demand

32、 skills across jobs change in the next five years.The top skills and skill groups which employers see as rising in prominence in the lead up to 2025 include groups such as critical thinking and analysis as well as problem-solving,and skills in self-management such as active learning,resilience,stres

33、s tolerance and flexibility.On average,companies estimate that around 40%of workers will require reskilling of six months or less and 94%of business leaders report that they expect employees to pick up new skills on the job,a sharp uptake from 65%in 2018.The future of work has already arrived for a

34、large majority of the online white-collar workforce.Eighty-four percent of employers are set to rapidly digitalize working processes,including a significant expansion of remote workwith the potential to move 44%of their workforce to operate remotely.To address concerns about productivity and well-be

35、ing,about one-third of all employers expect to also take steps to create a sense of community,connection and belonging among employees through digital tools,and to tackle the well-being challenges posed by the shift to remote work.In the absence of proactive efforts,inequality is likely to be exacer

36、bated by the dual impact of technology and the pandemic recession.Jobs held by lower wage workers,women and younger workers were more deeply impacted in the first phase of the economic contraction.Comparing the impact of the Global Financial Crisis of 2008 on individuals with lower education levels

37、to the impact of the COVID-19 crisis,the impact today is far more significant and more likely to deepen existing inequalities.Online learning and training is on the rise but looks different for those in employment Executive SummaryThe Future of Jobs 6and those who are unemployed.There has been a fou

38、r-fold increase in the numbers of individuals seeking out opportunities for learning online through their own initiative,a five-fold increase in employer provision of online learning opportunities to their workers and a nine-fold enrolment increase for learners accessing online learning through gove

39、rnment programmes.Those in employment are placing larger emphasis on personal development courses,which have seen 88%growth among that population.Those who are unemployed have placed greater emphasis on learning digital skills such as data analysis,computer science and information technology.The win

40、dow of opportunity to reskill and upskill workers has become shorter in the newly constrained labour market.This applies to workers who are likely to stay in their roles as well as those who risk losing their roles due to rising recession-related unemployment and can no longer expect to retrain at w

41、ork.For those workers set to remain in their roles,the share of core skills that will change in the next five years is 40%,and 50%of all employees will need reskilling(up 4%).Despite the current economic downturn,the large majority of employers recognize the value of human capital investment.An aver

42、age of 66%of employers surveyed expect to get a return on investment in upskilling and reskilling within one year.However,this time horizon risks being too long for many employers in the context of the current economic shock,and nearly 17%remain uncertain on having any return on their investment.On

43、average,employers expect to offer reskilling and upskilling to just over 70%of their employees by 2025.However,employee engagement into those courses is lagging,with only 42%of employees taking up employer-supported reskilling and upskilling opportunities.Companies need to invest in better metrics o

44、f human and social capital through adoption of environmental,social and governance(ESG)metrics and matched with renewed measures of human capital accounting.A significant number of business leaders understand that reskilling employees,particularly in industry coalitions and in public-private collabo

45、rations,is both cost-effective and has significant mid-to long-term dividendsnot only for their enterprise but also for the benefit of society more broadly.Companies hope to internally redeploy nearly 50%of workers displaced by technological automation and augmentation,as opposed to making wider use

46、 of layoffs and automation-based labour savings as a core workforce strategy.The public sector needs to provide stronger support for reskilling and upskilling for at-risk or displaced workers.Currently,only 21%of businesses report being able to make use of public funds to support their employees thr

47、ough reskilling and upskilling.The public sector will need to create incentives for investments in the markets and jobs of tomorrow;provide stronger safety nets for displaced workers in the midst of job transitions;and to decisively tackle long-delayed improvements to education and training systems.

48、Additionally,it will be important for governments to consider the longer-term labour market implications of maintaining,withdrawing or partly continuing the strong COVID-19 crisis support they are providing to support wages and maintain jobs in most advanced economies.The Future of Jobs October 2020

49、The Future of Jobs 7Part 1 Tracking the Future of JobsThe Future of Jobs October 2020The Future of Jobs 8IntroductionThe Labour Market Outlook in the Pandemic Economy1Developing and enhancing human skills and capabilities through education,learning and meaningful work are key drivers of economic suc

50、cess,of individual well-being and societal cohesion.The global shift to a future of work is defined by an ever-expanding cohort of new technologies,by new sectors and markets,by global economic systems that are more interconnected than in any other point in history,and by information that travels fa

51、st and spreads wide.Yet the past decade of technological advancement has also brought about the looming possibility of mass job displacement,untenable skills shortages and a competing claim to the unique nature of human intelligence now challenged by artificial intelligence.The coming decade will re

52、quire purposeful leadership to arrive at a future of work that fulfils human potential and creates broadly shared prosperity.In 2020,economic globalization is stalling,social cohesion is being eroded by significant unrest and political polarization,and an unfolding recession is threatening the livel

53、ihoods of those at the lower end of the income spectrum.As a new global recession brought on by the COVID-19 health pandemic impacts economies and labour markets,millions of workers have experienced changes which have profoundly transformed their lives within and beyond work,their well-being and the

54、ir productivity.One of the defining features of these changes is their asymmetric natureimpacting already disadvantaged populations with greater ferocity and velocity.Over the course of half a decade the World Economic Forum has tracked the labour market impact of the Fourth Industrial Revolution,id

55、entifying the potential scale of worker displacement alongside strategies for empowering job transitions from declining to emerging roles.The fundamental rate of progress towards greater technological incursion into the world of work has only accelerated over the two years since the 2018 edition of

56、the report.Under the influence of the current economic recession the underlying trends toward the technological augmentation of work have accelerated.Building upon the Future of Jobs methodology developed in 2016 and 2018,this 2020 third edition of the Future of Jobs Report provides a global overvie

57、w of the ongoing technological augmentation of work,emerging and disrupted jobs and skills,projected expansion of mass reskilling and upskilling across industries as well as new strategies for effective workforce transitions at scale.Over the past decade,a set of ground-breaking,emerging technologie

58、s have signalled the start of the Fourth Industrial Revolution.To capture the opportunities created by these technologies,many companies across the private sector have embarked on a reorientation of their strategic direction.By 2025,the capabilities of machines and algorithms will be more broadly em

59、ployed than in previous years,and the work hours performed by machines will match the time spent working by human beings.The augmentation of work will disrupt the employment prospects of workers across a broad range of industries and geographies.New data from the Future of Jobs Survey suggests that

60、on average 15%of a companys workforce is at risk of disruption in the horizon up to 2025,and on average 6%of workers are expected to be fully displaced.This report projects that in the mid-term,job destruction will most likely be offset by job growth in the jobs of tomorrowthe surging demand for wor

61、kers who can fill green economy jobs,roles at the forefront of the data and AI economy,as well as new roles in engineering,cloud computing and product development.This set of emerging professions also reflects the continuing importance of human interaction in the new economy,with increasing demand f

62、or care economy jobs;roles in marketing,sales and content production;as well as roles at the forefront of people and culture.1 Employers answering the Future of Jobs Survey are motivated to support workers who are displaced from their current roles,and plan to transition as many as 46%of those worke

63、rs from their current jobs into emerging opportunities.In addition,companies are looking to provide reskilling and upskilling opportunities to the majority of their staff(73%)cognizant of the fact that,by 2025,44%of the skills that employees will need to perform their roles effectively will change.1

64、.1The Future of Jobs 9The sections that follow in this first chapter of the Future of Jobs Report situate the 2020 COVID-19 economic recession in the context of past recessions,and in the context of the Fourth Industrial Revolution.They review the impact of this health shock on the labour market,pay

65、ing particular attention to its asymmetric nature.Chapter 2 outlines the latest evidence from the Future of Jobs Survey,taking stock of the path of technological adoption,the scale and depth of the job transitions and the learning provision that is in place and planned in the horizon up to 2024.Fina

66、lly,Chapter 3 reviews the public and private sector policies and practices that can support a proactive adaptation to these unfolding trends.In particular,the chapter outlines the mechanisms for job transitions,the imperatives of creating a learning organization and structures which can support such

67、 adaptation both across government and across business.This edition of the Future of Jobs Report takes stock of the impact of two twin eventsthe onset of the Fourth Industrial Revolution and of the COVID-19 recession in the context of broader societal and economic inequities.It provides new insights

68、 into effective practices and policies for supporting worker transitions towards a more equitable and prosperous future of work.In economies riddled with inequalities and sluggish adaptation to the demands of the new world of work,there is an ever-larger need for a Great Reset,which can herald oppor

69、tunities for economic prosperity and societal progress through good jobs.1.2Short-term shocks and long-term trends Over centuries,technological,social and political transformations have shaped economies and the capacity of individuals to make a living.The first and second Industrial Revolutions disp

70、laced trades that had thrived on older technologies and gave rise to new machines,new ways of work and new demand for skill sets that could harness the power of steam,coal and factory production.The transformation of production has consequently given rise to new professions and new ways of working t

71、hat eventually paved the path to greater prosperity despite initial job displacement among individuals.Although in 2018 we proposed that the labour market impact of the Fourth Industrial Revolution can be managed while maintaining stable levels of employment,the current 2020 global recession has cre

72、ated a new normal in which short-term and long-term disruptions are intertwined.A significant volume of research has been published on the future of work since the World Economic Forum published it first edition.To date,the conclusions drawn from that body of literature appear to offer both hope and

73、 caution.The twin forces of technology and globalisation have brought profound transformations to labour markets and in the near term.2 Few analysts propose that technological disruption will lead to shrinking opportunities in the aggregate,3 and many of the insights gathered point to the emergence

74、of new job opportunities.Across countries and supply chains,research has evidenced rising demand for employment in nonroutine analytics jobs accompanied by significant automation of routine manual jobs.4 Empirically,these changes can be observed in data tracking employment trends in the United State

75、s between 20072018.The evidence indicates that nearly 2.6 million jobs were displaced over a span of a decade.5 Figure 1 presents the types of roles that are being displacednamely Computer Operators,Administrative Assistants,Filing Clerks,Data Entry Keyers,Payroll Clerks and other such roles which d

76、epend on technologies and work processes which are fast becoming obsolete.In late 2019,the gradual onset of the future of workdue in large part to automation,technology and globalizationappeared to pose the greatest risk to labour market stability.The first half of 2020 has seen an additional,signif

77、icant and unexpected disruption to labour markets,with immediate knock-on effects on the livelihoods of individuals and the household incomes of families.The COVID-19 pandemic appears to be deepening existing inequalities across labour markets,to have reversed the gain in employment made since the G

78、lobal Financial Crisis in 20072008,and to have accelerated the arrival of the future of work.The changes heralded by the COVID-19 pandemic have compounded the long-term changes already triggered by the Fourth Industrial Revolution,which has,consequently,increased in velocity and depth.In reaction to

79、 the risk to life caused by the spread of the COVID-19 virus,governments have legislated full or partial closures of business operations,causing a sharp shock to economies,societies and labour markets.Many businesses have closed their physical office locations and have faced limitations in doing bus

80、iness face-to-face.Figure 2 shows the trajectory of those closures.Beginning in mid-March and by mid-April,nearly 55%of economies(about 100 countries)had enacted workplace closures which affected all but essential businesses.6 During May and June,economies resumed some in-person business operationsy

81、et limitations to the physical operation of business continue,geographic mobility between countries persist and the consumption patterns of individuals have been dramatically altered.By late June 2020,about 5%of countries globally still mandated a full closure of in-person business operations,and on

82、ly about 23%of countries were fully back to open.7 In addition,irrespective of legislated measures,individuals have shifted to working remotely and enacting physical distancing.8The Future of Jobs 10Collectively,the life-preserving measures to stop the spread of the COVID-19 virus have led to a shar

83、p contraction of economic activity,a marked decline in capital expenditure among several industries facing decline in demand for their products and services,and put new pressures on enterprises and sectors.Not all companies have been equally affected.Some businesses have the resources to weather the

84、 uncertainty,but others do not.Among those faltering are companies that typically dont hold large cash reserves such as SMEs(small-to-medium enterprises)or businesses in sectors such as Restaurants and Hospitality.Some types of business operations can be resumed remotely,but others,such as those in

85、the Tourism or Retail sectors that depend on in-person contact or travel,have sustained greater damage(Figure 9 on page 17 demonstrates some of those effects).The current health pandemic has led to an immediate and sudden spike in unemployment across several key economiesdisplacing workers from thei

86、r current roles.Since the end of the Global Financial Crisis in 20072008,economies across the globe had witnessed a steady decrease of unemployment.Figure 3 presents the historical time series of unemployment across a selection of countries and regions.Annotated across the figure are the four global

87、 recessions which have throughout history impacted employment levels in significant ways.The figure shows that during periods of relative labour market stability unemployment stands at near or around 5%while during periods of major disruption unemployment peaks at or exceeds 10%.During the financial

88、 crisis of 2010,unemployment peaked at 8.5%only to drop to an average of 5%across OECD economies in late 2019.9 According to the International Labour Organization(ILO),during the first half of 2020 real unemployment figures jumped to an average of 6.6%in quarter 2 of 2020.The OECD predicts that thos

89、e figures could peak at 12.6%by the end of 2020 and still could stand at 8.9%by end 2021.10 This scenarios assumes that the economies analysed experience two waves of infection from the COVID-19 virus accompanied by an associated slow-down of economic activity.It remains unclear whether current unem

90、ployment figures have peaked or whether job losses will deepen over time.New analysis conducted by the IMF has estimated that 97.3 million individuals,or roughly 15%of the workforce in the 35 countries included in the analysis,are classified as being at high risk of being furloughed or made redundan

91、t in the current context.11-80-70-60-50-40-30-20-100Drywall and Ceiling Tile Installers Cutting,Punching,and Press Machine Setters,Operators,and Tenders,Metal and PlasticPayroll and Timekeeping Clerks HelpersInstallation,Maintenance,and Repair Workers Sewing Machine Operators Information and Record

92、Clerks,All Other Legal Secretaries Order Clerks Mail Clerks and Mail Machine Operators,Except Postal Service Bill and Account Collectors Data Entry Keyers Brickmasons and Blockmasons Postal Service Mail Sorters,Processors,and Processing Machine OperatorsFile ClerksTelemarketers Machine Feeders and O

93、ffbearersSwitchboard Operators,Including Answering Service Word Processors and TypistsExecutive Secretaries and Executive Administrative AssistantsComputer Operators Employment change 2007-2018(%)Employment trends for jobs in the United States at high risk of automation,20072018FIGURE 1SourceDing,et

94、 al,2020.The Future of Jobs 1127 Jan 202001 Feb 202001 Mar 202001 Apr 202001 May 202001 Jun 202001 Jul 202001 Aug 202001 Sep 202028 Sep 2020Share of countries(%)Partial closuresFully openAll but essential work closed020406080100SourceHale,et al,2020.Countries enacting workplace closures,FebruarySept

95、ember 2020FIGURE 2The Future of Jobs 12SourceOECD Economic Outlook:Statistics and Projections,and Kose,M.Ayhan,et al.2020.NotesForecasts for Q3 2020 produced by the OECD assuming two waves of COVID-19,namely a double hit scenario.EA17=Belgium,Germany,Estonia,Ireland,Greece,Spain,France,Italy,Cyprus,

96、Luxembourg,Malta,Netherlands,Austria,Portugal,Slovenia,Slovakia,and Finland.Countries have taken different approaches to tackling the pandemic,in the established provision of social protection to displaced workers and in newly enacted temporary government schemes targeted at job retention.This has c

97、reated varied trajectories of labour market disruption and recovery.For instance,several economies,such as Germany and Italy,have established large-scale temporary job retention schemes including wage support measures(commonly called furlough schemes).According to the latest estimates such schemes h

98、ave in recent months subsidized the wages of close to 60 million workers.12 While initially more temporary in nature,the persistence of limits to economic activity caused by COVID-19 has led to an extension of several job retention schemes up to the end of 2021 in an effort to prevent sudden spikes

99、in unemployment.13 While such measures have meant that unemployment figures in those economies have stayed relatively stable,it is yet to be seen if these trends hold after they are lifted.Unemployment rate,selected countries and regions,19602020FIGURE 305101520253035South AfricaUSAOECD countriesMex

100、icoKorea,Rep.JapanItalyUnited KingdomFranceEA17GermanyCanadaAustralia19601970198019902000201020201975198219912009Uneymployment rate(%)Comparing figures for quarter 2 of 2020 to the same quarter in 2019,unemployment in Australia increased by 1.5 percentage points;in Brazil that same figure was 1.6;in

101、 Canada,6;in Chile,5.5;Columbia,9;and United States,8.5.The relevant statistics for countries such as the United Kingdom,Germany,Japan,France and Italy show greater resilience.The Country Profiles in Part 2 of this report present key labour market indicators showcasing the latest annual,monthly and

102、quarterly figures for the economies covered in this report,including the figures listed above.It is evident that the United States and Canada experienced a significant disruption on an unprecedented scale.Employment figures for the United States illustrated in Figure 4 show that the unemployment rat

103、e rose from 3.5%in February 2020 to peak at 14.7%in April 2020.The unemployment rate for the United States has now dropped to stand closer to 10%.In contrast,during the Global Financial Crisis in 2009 the unemployment rate in the United States rose from 4.7%in December 2007 to nearly 10%by June 2009

104、.14 In two months the COVID-19 pandemic has destroyed more jobs than the Great Recession did in two years.As the United States has lifted restrictions on the physical movement of people,some workers have been recalled into employment while others have seen temporary redundancies become permanent job

105、 displacement(some of this data can be observed in Figure 11 on page 19).The Future of Jobs 13SourceUnited States Bureau of Labor Statistics.NotesUnemployment Rate,also defined as the U-3 measure of labor underutilization,retrieved from FRED,Federal Reserve Bank of St.LouisIt appears increasingly li

106、kely that changes to business practice brought about by this pandemic are likely to further entrench wholly new ways of working,and that the second half of 2020 will not see a return back to normal but will instead see a return to the new normal.Early evidence from the World Economic Forums Future o

107、f Jobs Survey presented in Figure 5 suggests that,in addition to the labour market displacement caused by this health shock,employers are set to accelerate their job automation and augmentation agenda,raising the possibility of a jobless recovery.Among the business leaders surveyed,just over 80%repo

108、rt that they are accelerating the automation of their work processes and expanding their use of remote work.A significant 50%also indicate that they are set to accelerate the automation of jobs in their companies.In addition,more than one-quarter of employers expect to temporarily reduce their workf

109、orce,and one in five expect to permanently do so.The International Labour Organization(ILO)projects that by the second quarter of 2020,the equivalent of 195 million workers will have been displaced and as jobs are transformed at a greater speed.15 While many workers moved into unemployment during th

110、e period of mid-March to the end of July hiring rates also remained low,reflecting business reluctance to invest in new personnel.This means that workers displaced from the labour market have fewer opportunities to return to work as businesses reduce their workforce.This trend can be observed throug

111、h data from the professionals on the LinkedIn platform,which allows the LinkedIn Economic Graph team to track changes in hiring rates for seven key economiesAustralia,China,France,Italy,Singapore,the United Kingdom and the United States.Those hiring rates are featured in Figure 6.They show that in C

112、hina,for instance,hiring contracted to a low of-47%year-on-year rate at the end of February.In France and Italy,the contraction was more pronounced,reaching-70%and-64.5%,respectively,in mid-April.Those low figures were approached by the United Kingdom and Australia,where contractions reached a relat

113、ively more robust-40%.Since then,hiring rates have gradually rebounded,with most of the seven key economies tracked by these metrics trending towards a 0%year-on-year change.By 1 July,China,France and the United States had seen the most recovery in comparative hiring rates,at-6%or-7%.By the end of S

114、eptember the countries with the strongest recovery in hiring were China(22%),Brazil(13%),Singapore(8%)and France(5%).In those economies it appears that hiring is now compensating for the months in which new personnel were not engaged,indicating some stabilization of the labour market.Unemployment ra

115、te in the United States,seasonally adjusted,19672020FIGURE 41967197019801990200020102020Uneymployment rate(%)3691215DateThe Future of Jobs 14SourceFuture of Jobs Survey 2020,World Economic Forum.SourceLinkedIn Economic Graph.Planned business adaptation in response to COVID-19Hiring rate trends in se

116、lected countries,FebruaryOctober 2020,year-on-year changesFIGURE 5FIGURE 6Accelerate the digitalization of work processes(e.g.use of digital tools,video conferencing)Provide more opportunities to work remotelyAccelerate automation of tasksAccelerate the digitalization of upskilling/reskilling(e.g.ed

117、ucation technology providers)Accelerate the implementation of upskilling/reskilling programmesAccelerate ongoing organizational transformations(e.g.restructuring)Temporarily reassign workers to different tasksTemporarily reduce workforcePermanently reduce workforceTemporarily increase workforceNo sp

118、ecific measures implementedPermanently increase workforce020406080100Share of employers surveyed(%)848350423534302813541United StatesSingaporeItalyChinaBrazilAustraliaUnited KingdomFrance-80-400408012 Feb01 Mar01 Apr01 May01 Jun01 Jul01 Ago25 Sep01 SepHiring rate,year-on-year(%)The Future of Jobs 15

119、Hiring rate trends in selected countries,by industry,April-September 2020,year-on-year changesFIGURE 7IndustryCountry/EconomyApril (month)May (month)June (month)July(month)August(month)25 September(14-day rolling average)All-41%-39%-13%-11%4%-4%Australia-34%-41%-23%-19%-3%-11%Brazil-51%-46%-21%-8%-2

120、%3%China-11%-11%2%-8%10%11%France-67%-40%3%-3%24%3%Italy-57%-48%-22%-13%2%-11%Singapore-25%-39%3%-9%4%-5%United Kingdom-42%-45%-27%-19%-4%-11%United States-40%-39%-19%-11%0%-11%Consumer Goods-61%-53%-27%-22%-5%-14%Australia-44%-50%-24%-21%-11%-12%France-75%-50%-13%-12%8%-3%Italy-76%-62%-35%-27%-8%-3

121、1%United Kingdom-56%-55%-40%-31%-11%-8%United States-53%-48%-21%-16%-2%-14%Finance-42%-38%-21%-13%3%-7%Australia-19%-37%-27%-28%-1%-7%France-72%-41%1%-8%12%6%Italy-48%-41%-31%-3%7%-9%United Kingdom-39%-37%-34%-23%-13%-18%United States-33%-34%-14%-3%9%-6%Health Care-23%-22%6%1%23%8%Australia-12%-26%-

122、1%6%19%14%France-54%-19%37%10%40%17%Italy-29%-27%2%0%26%1%United Kingdom10%-4%1%-5%18%7%United States-28%-33%-11%-6%14%0%Manufacturing-53%-45%-20%-18%3%-6%Australia-34%-31%-18%-12%3%5%France-71%-39%-1%-14%20%-8%Italy-61%-54%-34%-18%-4%-16%United Kingdom-51%-55%-38%-32%-4%-4%United States-47%-47%-12%

123、-13%3%-8%Recreation&Travel-79%-74%-43%-32%-20%-28%Australia-77%-77%-51%-44%-43%-50%France-82%-70%-15%-8%11%-5%Italy-87%-78%-40%-28%-15%n/aUnited Kingdom-73%-77%-63%-50%-23%-26%United States-75%-69%-44%-32%-28%-31%Retail-53%-47%-15%-5%13%4%Australia-38%-44%-18%-6%9%5%France-68%-38%21%9%41%20%Italy-73

124、%-58%-27%7%10%-1%United Kingdom-42%-48%-28%-22%1%2%United States-46%-48%-24%-13%6%-8%Software&IT Services-38%-36%-15%-22%-3%-14%Australia-27%-37%-24%-23%-4%-12%France-61%-35%-7%-24%0%-20%Italy-43%-44%-24%-16%-2%-10%United Kingdom-31%-39%-6%-27%-6%-16%United States-28%-26%-14%-22%-2%-12%SourceLinkedI

125、n Economic Graph.NoteValues in brown indicate where the hiring rate is lower than in 2019,while values in green indicate where the rate is higher than 2019.The darker the colour,the lower/higher the rate.The Future of Jobs 16This tentative rebound is not equally distributed across industries.Figure

126、7 shows the year-on-year change in hiring rates throughout April,May,June,July,August,and most of September for seven key industries and the seven economies tracked by LinkedIn.Among the notable findings are those indicating a persistent hiring slump in Recreation and Travel,Consumer Goods and Manuf

127、acturing.Also striking is that the Software and IT sector,which is not shedding jobs at the same rate as other industries,is also not hiring at the same rate as this time last year.The same observation also holds for the Finance Industry.It is perhaps not surprising that the Health and Healthcare in

128、dustry has maintained the closest to comparable hiring rates to this time last year.In sum,unemployment and hiring rates suggest a significant number of individuals were displaced across labour markets over the month of April 2020.While those figures have stopped trending in a negative direction in

129、the period up to July 2020,this recovery remains tentative,with unequal geographic and industry patterns.Longer persistence of these trends is likely to entrench labour market scarring,lead to an overall reduction in employment and entrench worker displacement.As a result of the twin forces of the F

130、ourth Industrial revolution and the COVID-19 recession,day-to-day digitalization has leapt forward,with a large-scale shift to remote working and e-commerce,driving a surge in work-from-home arrangements and a new marketplace for remote work.However,it has also brought about significant well-being c

131、hallenges as workers have struggled to adapt to new ways of work over a short period of time.In the COVID-19 context,workers have been segmented into three categories:1)essential workers such as delivery personnel,carers and health workers,food shop workers,agricultural workers and manufacturers of

132、medical goods;2)remote workers who can work remotely and are likely to keep their jobs;and 3)displaced workers who have been displaced from their jobs in the short term and potentially in the future,and who fall disproportionately into the sectors most negatively affected by the pandemicHospitality,

133、Retail,Service work as well as Travel and Tourism.All three types of workers are facing a wholesale shift in working practices,which now require new types of resilience and entail a reskilling or upskilling agenda.For essential workers,physical safety remains a paramount concern.Displaced workers ar

134、e facing significant job uncertainty,and a short-term or permanent need to shift roles.Remote workers are faced with potential well-being and mental health challenges due to extensive changes to working practices as well as new areas of exclusion such as access to digital connectivity,living circums

135、tances and the additional care responsibilities faced by parents or those looking after elderly relatives.16 New evidence from Chief Human Resource Officers completing the Forums Future of Jobs 2020 Survey indicates that,on average,44%of workers are able to work remotely during the COVID-19 crisis w

136、hile 24%of workers are unable to perform their current role.This estimate indicates an aspiration to expand the availability of remote work.The current theoretical share of jobs that can be performed remotely in any given economy has been approximated at 38%of jobs in high-income countries,25%in upp

137、er-middle income economies,17%in lower-middle income economies and 13%in low-income economies.17 When adjusted to account for disparities in internet access by economy,the same figures decrease to 33.6%of jobs in high income economies,17.8%of jobs in upper-middle income economies,10%of jobs in lower

138、-middle income economies,and just 4%of jobs in low income economies.18 Figure 8 plots the estimated share of workers unable to work remotely against the GDP per capita for each country.According to such estimates around 60%of workers in high-income countries such as the United States and Switzerland

139、 are unable to fully work from home.This figure rises to more than 80-90%for economies such as Egypt and Bangladesh.Sectoral differences underpin the estimates shared above.A larger share of roles in the Finance and Insurance and Information and Professional Services sectors can be performed remotel

140、y,while Accommodation and Food Services,Agriculture,Retail,Construction,Transportation and Warehousing offer fewer opportunities for remote work.19 Figure 9 presents one estimate of the associated risk to employment across different sub-industries:47%of workers in the Accommodation and Food Services

141、 sector,15%in Wholesale and Retail Trade and 15%of the workforce in Transportation are at risk of unemployment.Despite the limitations listed above,demand from employers for remote-based work is increasing rapidly across economies.Insights from the Glassdoor online platform show that access to worki

142、ng from home has nearly doubled since 2011,from 28%to 54%of workers mentioning that they had the opportunity to work from home.20 The industries with the largest opportunity to work from home are the Information Technology and Insurance industries,with 74%of workers in those industries reporting hav

143、ing access to remote working.But there are also industries such as Finance,Legal work and Business Services,which could,in theory,perform more remote work.1.3The remote and hybrid workforceThe Future of Jobs 17Estimated share of workers unable to work from home,by per capita GDPEstimated share of wo

144、rkers at risk of unemployment,by sub-industryFIGURE 8FIGURE 9SourceDingel&Neuman,World Bank Home Based Work(HBW)index,World Banks World Development Indicators database.SourceBrussevich,et al,2020.010,00020,00030,00040,00050,00060,00070,00080,000GDP per capita(USD)Workers unable to work from home(%)0

145、20406080100ArgentinaBangladeshBrazilEgyptGermanyMexicoRussian FederationSwitzerlandUnited StatesNot at riskAt riskShare of workers(%)47%15%15%15%15%14%14%9%8%7%4%3%2%Accommodation and Food ServicesWholesale and Retail TradeTransportationEducationConstructionManufacturingHealth Care and Social Assist

146、anceProfessional Services,Administrative and SupportGovernment and Public SectorFinancial Services and InsuranceMiningAgricultureUtilities020406080100The Future of Jobs 18Data shared by the LinkedIn Economic Graph team demonstrates that,in addition to established patterns of working from home and th

147、e theoretical potential for at-home work,there is actually an emerging marketplace for remote workas evidenced by both strong demand from jobseekers21 as well as an increasing demand from employers for jobs that are based remotely.22 The index of job searches and job postings displayed in Figure 10

148、show that the amount of workers looking for remote job opportunities has nearly doubled,while the number of job postings(controlling for shifts in hiring rates)has gradually increasedwith peaks of a two-fold increase in mid-April and a three-fold increase in mid-June.23 In addition,workers in those

149、industries surveyed for the LinkedIn Workforce Confidence Index believe there is potential to expand the use of remote work beyond what it has been historically to match the theoretical potential of working from home.24The pandemic has shown that a new hybrid way of working is possible at greater sc

150、ale than imaged in previous years,yet business leaders remain uncertain about the productivity outcomes of the shift to remote or hybrid work.Overall,78%of business leaders expect some negative impact of the current way of working on worker productivity,with 22%expecting a strong negative impact and

151、 only 15%believing that it will have no impact or a positive impact on productivity.Such scepticism is likely to reflect a number of factors:1)the switch to remote work is occurring during a period of additional stress and concern caused by the risk to life and health of the COVID-19 virus;2)those c

152、aring after young children are faced with additional pressuresneeding to take on more unpaid care work due to the intermittence of school and nursery arrangement;3)while companies with established remote work practices are accustomed to a range of approaches to maintaining a sense of community,of ac

153、tive collaboration and ensuring a flow of communication,newly remote companies are still establishing these ways of communicating and coordinating in the new,post-pandemic world of work.The Future of Jobs Survey indicates that company adaptation to the newly remote and hybrid workplace is already un

154、derway.Ensuring employee well-being is among the key measures undertaken by business leaders looking to effectively shift to remote work.In particular,34%of leaders report that they are taking steps to create a sense of community among employees online and looking to tackle the well-being challenges

155、 posed by the shift to remote work.The new marketplace for remote workFIGURE 10SourceLinkedIn Economic Graph.A.Changes to job-seeking behaviour,February-June 2020 B.Changes to job-posting behaviour,February-June 2020 Index of job postings,%(relative to 11 Feb)05 Apr08 Mar03 May07 Jun28 Jun0501001502

156、0025030011 FebIndex of job searches,%(relative to 11 Feb)07 Apr10 Mar05 May02 Jun30 Jun05010015020025030011 FebThe Future of Jobs 19The individuals and communities most affected by the unprecedented changes brought about by COVID-19 are likely to be those which are already most disadvantagedliving i

157、n neighbourhoods with poor infrastructure,who have poor employment prospects and whose income does not equip them with a comfortable living standard,healthcare coverage or savings.25 Furthermore,across several countries,the pandemic is set to broaden.An estimated 88 to 115 million people could fall

158、back into extreme poverty in 2020 as a result of this recession.26 The following wide array of characteristics typically pose a risk of social and economic exclusion among these populations:age and generation;gender and gender expression;sexual orientation;mental and physical abilities;level of heal

159、th;race,ethnicity and religion;in-country geographic location,such as rural and urban.These characteristics are typically reflected in outcomes such as levels of education,employment type,income level and socio-economic status.27In some countries those affected have been disproportionately women,for

160、 whom the ILO reports higher unemployment rates.This is the case in the United States,Germany and Australia.In the United States between December and April 2020,womens unemployment rose by 11%while the same figure for men was 9%.In Germany those figures were 1.6%and 0.8%,respectively.New sources of

161、data can add more granularity to these trends.ADP Research Institute(ADPRI)has been able to track the impact of COVID-19 on the United States labour market in near real time.28 The data shows that,within the observable shifts of workers employment over the period of February to May,25%of workers lef

162、t or were asked to leave their current role.Of those 25%,82%of workers tracked by APDRI dropped out of employment and become displaced workers,29 14%of workers were initially displaced and then recalled by their companies,and just 5%made successful transitions elsewhere in the labour market(Figure 1

163、1).The data shows variations by gender,age and wage level.As revealed in Figure 12,women make up a smaller share of both those who were retained by companies and of those who are recalled.Displaced workers are in fact on average more female,younger and have a lower wage.The metrics shared by ADPRI a

164、lso reveal the effect of this disruption by industry and wage level.Figure 13 A details the industries which are most affected by the current disruption;in particular,workers in Arts,Entertainment,and Recreation,and Accommodation and Food Services.Significant numbers of workers have also been displa

165、ced from the Retail sector as well as from the Real Estate,Rental and Leasing sector.In addition to this measure of attrition,Figure 13 B presents an overview of the workers who transitioned in and out of jobs during the same period;in effect,the re-allocation of workers by industry sector.The data

166、shows that,on average,workers who did transition moved towards sectors which provide essential services such as Retail and Health,as well as sectors which have been less disrupted,such as Financial Services and Construction.Across these transitions,workers were also able to increase their wages.By c

167、ontrast,struggling sectors such as Arts,Entertainment and Recreation as well as Accommodation and Food Services gained fewer workers than they lost in the February to May periodand workers who transitioned to those sectors appear to have taken a pay cut,suggesting necessity rather than desirability

168、dictated the change.1.4Impact on equalityOutcomes for workers who lost their jobs in the United States,FebruaryMay 2020,by genderFIGURE 11SourceADP Research Institute,produced for the World Economic Forums New Metrics CoLab.Transitioned 5%Recalled workers 14%Displaced workers 82%Transitioned 5%Recal

169、led workers 12%Displaced workers 83%Transitioned 5%Recalled workers 15%Displaced workers 80%A.OverallB.WomenC.MenThe Future of Jobs 20Retained,recalled,transitioned and displaced workers in the United States,by gender and by category of affected workerFIGURE 12SourceADP Research Institute,produced f

170、or the World Economic Forums New Metrics CoLab.FemaleMaleShare of workers(%)Retained workersFemale-age:42,wage($):26Male-age:43,wage($):3245%55%Recalled workersFemale-age:40,wage($):32Male-age:44,wage($):5244%56%Workers transitioned to new companyFemale-age:36,wage($):20Male-age:37,wage($):2450%50%D

171、isplaced workersFemale-age:38,wage($):18Male-age:39,wage($):2251%49%Figures 13 C and 13 D present the wage and age dynamics of workers in the United States who were retained,recalled,displaced or transitioned.The markers in brown denote displaced workers;in gold,those who transitioned to new opportu

172、nities;in light blue,those who were recalled;and in dark blue,those who were retained.Those recalled into the labour market have the highest average wage of the four cohorts,and those who are displaced have the lowest average wage.In Retail,those who were displaced earn on average a low$17.80 an hou

173、r while those recalled are earning$27.00 an hour.In Information and Media,those displaced earn$28.70 an hour while those recalled earn$61.20 an hour.In addition,retained and recalled workers are,on average older,aged 40 and above,while displaced workers are more typically in their mid-to-late thirti

174、es or have just turned 40.For example,in Education Services,those displaced are on average aged 35,while those retained at nearing 43.In Retail and in Accommodation and Food Services these average ages are distorted by the relative youth of both sectors.In Retail,the average age for a displaced work

175、er is 34,while those retained are nearing 40.Across the board,younger workers(those in their 30s)are more likely to have transitioned to new roles during these uncertain times.Across established labour market indicators,unemployment figures for those with basic education are typically higher than fo

176、r those who have completed a tertiary education degree.Current ILO figures list unemployment levels among those with an advanced degree as 6.5%and among those with basic education as 7.5%.The latest available figures by economy are listed in the Country Profiles in Part 2 of the report.It must be no

177、ted that such figures are still too rarely collected and that more timely unemployment figures remain unreliable.This trend can be further confirmed by focusing on country-level data with strong availability.Figure 14 presents unemployment levels among workers in the United States by education level

178、 over time.It shows that the unemployment rate among those with less than secondary education peaked at 21.2%in April,and stills stands at 12.6%as of the end of August.On the other hand,unemployment levels among workers who hold at least a tertiary degree spiked at 8.4%in April and stands at 5.3%as

179、of the end of August.Comparing the impact of the Global Financial Crisis of 2008 on individuals with lower education levels to the impact of the COVID-19 crisis,it is clear that the impact today is far more significant and more likely to deepen existing inequalities.The Future of Jobs 21A.Affected w

180、orkers by sub-industry B.Worker transitions into sub-industries,by relative volume of transitions and wage change acceptedRetained,transitioned,recalled and displaced workers in the United States,by industry,age and hourly wageFIGURE 13020406080100Share of workers(%)Arts,Entertainment and Recreation

181、Accomodation and Food ServicesRetailOther ServicesMining,Quarrying and Oil and Gas ExtractionReal Estate,Rental and LeasingOffice and Facilities Support ServicesManagement of Companies and EnterprisesTransportation and WarehousingConstructionEducation ServicesHealth and HealthcareWholesale TradeManu

182、facturingInformation and MediaProfessional,Scientific and Technical ServicesGovernment and Public SectorFinancial Services and InsuranceRecalledTransitionedDisplacedRetained-60-40-200204060Change between those transitioning in and out of industries(%)Financial Services and Insurance(wage change:19%)

183、Retail(wage change:3%)Government and Public Sector(wage change:14%)Health and Healthcare(wage change:6%)Construction(wage change:16%)Information and Media(wage change:13%)Manufacturing(wage change:10%)Transportation and Warehousing(wage change:8%)Professional,Scientific and Technical Services(wage c

184、hange:14%)Wholesale Trade(wage change:6%)Office and Facilities Support Services(wage change:14%)Education Services(wage change:1%)Real Estate,Rental and Leasing(wage change:7%)Other Services(wage change:4%)Management of Companies and Enterprises(wage change:9%)Accomodation and Food Services(wage cha

185、nge-6%)Arts,Entertainment and Recreation(wage change:-6%)41%26%26%15%13%3%0%-4%-5%-5%-7%-7%-11%-16%-28%-39%-31%1/2NoteThe wage change value shows the difference of starting and ending wage as a share of the starting wage.It is calculated from data showing transitions from one industry to another as

186、the unweighted median wage change of transitions from all other industries into the destination industry.The Future of Jobs 22Retained,transitioned,recalled and displaced workers in the United States,by industry,age and hourly wageFIGURE 13SourceADP Research Institute,produced for the World Economic

187、 Forums New Metrics CoLab.C.Affected workers by sub-industry and ageD.Affected workers by industry and wage3032343640384244484650RetainedRecalledTransitionedDisplacedAccomodation and Food ServicesArts,Entertainment and RecreationConstructionEducation ServicesFinancial Services and InsuranceGovernmen

188、t and Public SectorHealth and HealthcareInformation and MediaManagement of Companies and EnterprisesManufacturingMining,Quarrying and Oil and Gas ExtractionOffice and Facilities Support ServicesOther ServicesProfessional,Scientific and Technical ServicesReal Estate,Rental and LeasingRetailTransporta

189、tion and WarehousingWholesale TradeAverage age of workers102030406050708090100Accomodation and Food ServicesArts,Entertainment and RecreationConstructionEducation ServicesFinancial Services and InsuranceGovernment and Public SectorHealth and HealthcareInformation and MediaManagement of Companies and

190、 EnterprisesManufacturingMining,Quarrying and Oil and Gas ExtractionOffice and Facilities Support ServicesOther ServicesProfessional,Scientific and Technical ServicesReal Estate,Rental and LeasingRetailTransportation and WarehousingWholesale TradeRetainedRecalledTransitionedDisplacedAverage hourly w

191、age(USD)2/2The Future of Jobs 23Unemployment rate in the United States by educational attainment,seasonally adjusted,20002020FIGURE 14SourceUnited States Bureau of Labor Statistics.NoteShort-cycle tertiary education provides professional knowledge,skills and competencies.Typically,programmes are pra

192、ctically based and occupationally-specific.051015202520012005201020152020Unemployment rate(%)Short-cycle tertiary education Secondary non-tertiary educationLess than secondary educationTertiary educationFinally,such turbulent labour markets provide additional challenges to young professionals naviga

193、ting their entry into working life.The FutureFit AI global data map combines job automation and growth forecasts,real-time labour market information,learner resumes and the professional profiles of individuals.As such,it can track the historic job trajectories of professionals through different role

194、s and industries,30 and in this instance the transition of young professionals who are in their first decade of working life in the United States observed between 2008 and 2019.31 The data in Figure 15 A reveals that,historically,the Retail,Restaurants,Hospitality,and the Food&Beverage sectors,as we

195、ll some parts of Higher Education,have been among the top 20 starter-sectors for young people.However,as Figure 15 B indicates,these industries maintain a high attrition rate as workers tend to be transient.Thirty-seven percent of young professionals who work in Retail use the industry as a stepping

196、-stone to another career and have historically moved onto another industry beyond the six affected sectors.The same figure is at 32%for those in the Restaurant sector.As roles in these sectors are temporarily or permanently displaced,those at the start of their careers will need to re-route and leap

197、frog into aspirational opportunities to work in high quality,well-remunerated jobs.Figure 16 presents FutureFit AI data that documents past labour market transitions of young professionals over a decade.It shows the kinds of industries young professionals have targeted for their job transitions afte

198、r entering the world of work in one of the six industries most affected by the COVID-19 pandemic.Figure 17 illustrates those next-step possible opportunities,which include new roles in the Healthcare,Financial Services,Not-for-Profit and Information,Technology and Services industriesroles such as Cr

199、edit Analysts,Bank Tellers and Public Relations Coordinators in the Not-for-Profit sector,Certified Nursing Assistants in Healthcare,and Account Executives in the Information Technology and Services sector.This willingness to transition to new job opportunities,matched with new reskilling and upskil

200、ling capabilities,can help place young professionals back on track,helping them find routes from affected to new,growing opportunities.While the data shared above suggests that businesses and individuals have taken on significant initiative to adapt to the current labour market,economic scarring and

201、 persistent damage to the labour market have the potential to limit the scale of opportunities available to workers.However,governments have at their disposal a range of tools that can alleviate the impact on workers as economies recover.The Future of Jobs 24In previous recessions,the long-term impa

202、ct on earnings among young people resulted in persistent earnings declines lasting up to 10 years,as young professionals started to work for lower-paying employers,then partly recover through a gradual process of mobility toward better firms.We have also seen young professionals start to work in occ

203、upations that do not match their education levels.32 As we consider the ways to revive the labour market,such insights can point to ways in which data-driven re-employment can support not only re-entry into ones original industry or to an adjacent one,but also provide accelerated transitions to the

204、ultimate career designation aspired to by young professionals.The early indicators shared in this section signal that without adequate intervention,gains towards bridging societal inequalities might be reversed and wages further polarized.While data for the United States cannot be generalized to the

205、 world,the availability of such granular insights in this one economy serves as a stark reminder of the potential impact of these disruptions on equality within and across all economies.Relationship between youth job transitions and affected industries FIGURE 15SourceFutureFit AI,produced for the Wo

206、rld Economic Forums New Metrics CoLab.02468101214161820Higher EducationRetailHospital&Health CareRestaurantsFinancial ServicesMilitaryNon-Profit Organization ManagementEducation ManagementInformation Technology and ServicesGovernment AdministrationHospitalityFood&BeveragesEntertainmentMarketing and

207、AdvertisingBankingShare of workers(%)A.Youth first jobs,by sub-industryB.Youth transcience through affected sub-industries020406080100Share of workers(%)32%32%35%36%37%39%Stay in sub-industryTransition to one of the six affected industriesTransition out of the six affected industriesHigher Education

208、RetailEntertainmentFood&BeveragesRestaurantsHospitalityThe Future of Jobs 25Primary possible transitions for affected young professionalsIn-focus transitions for affected young workersFIGURE 16FIGURE 17Destination sub-industrySource sub-industryApparel&FashionBroadcast MediaEducation ManagementFinan

209、cial ServicesHospital&Health CareNon-Profit Organization ManagementInformation Technology and ServicesMarketing and AdvertisingReal EstateEntertainment-4%-4%5%4%-5%-Food&Beverages-4%5%6%5%3%-Higher Education-4%4%9%6%4%-Hospitality-7%7%5%-4%4%Restaurants-3%5%8%6%3%-Retail5%-4%6%8%4%-SourceFutureFit A

210、I,produced for the World Economic Forums New Metrics CoLab.SourceFutureFit AI,produced for the World Economic Forums New Metrics CoLab.NoteValues refer to share of workers transitioning from source sub-industry to destination sub-industry.size=share of transitionsEducation ManagementFinancial Servic

211、esHospital and Health CareInformation Technologyand ServicesNon-Profit Organization ManagementAccount ExecutiveApplications AnalystBank TellerCertified Nursing AssistantConsultantCustomer Service RepresentativeFinancial AnalystFinancial RepresentativeMedical AssistantNursing AssistantPersonal Banker

212、Pharmacy TechnicianRegistered NurseSales AssociateSocial WorkerSoftware EngineerSubstitute TeacherTeacherTutorWeb DeveloperEntertainmentFood&BeveragesHigher EducationHospitalityRestaurantsRetailThe Future of Jobs October 2020The Future of Jobs 26Over the past five years,the World Economic Forum has

213、tracked the arrival of the future of work,identifying the potential scale of worker displacement due to technological automation and augmentation alongside effective strategies for empowering job transitions from declining to emerging jobs.At the core of the report and its analysis is the Future of

214、Jobs survey,a unique tool which assess the short-and long-term trends and impact of technological adoption on labour markets.The data outlined in the following chapter tracks technological adoption among firms alongside changing job requirements and skills demand.These qualitative survey responses a

215、re further complemented by granular data from new sources derived from privately-held data that tracks key jobs and skills trends.Together,these two types of sources provide a comprehensive overview of the unfolding labour market trends as well as an opportunity to plan and strategize towards a bett

216、er future of work.Forecasts for Labour Market Evolution in 2020-20252The Future of Jobs 27Technologies likely to be adopted by 2025(by share of companies surveyed)FIGURE 182018Difference2025020406080100Share of company surveyed(%)Cloud computing(17%)Big data analytics(2%)Internet of things and conne

217、cted devices(9%)Encryption and cybersecurity(29%)Artificial intelligence(inc.ML and NLP)(8%)Text,image and voice processing(-)E-commerce and digital trade(2%)Robots,non-humanoid(e.g industrial automation,drones)(10%)Augmented and virtual reality(1%)Distributed ledger technology(e.g.blockchain)(11%)3

218、D and 4D printing and modelling(10%)Power storage and generation(-)New materials(e.g.nanotubes,graphene)(-12%)Biotechnology(8%)Robots,humanoid(11%)Quantum computing(-5%)SourceFuture of Jobs Survey 2020,World Economic Forum.Technological adoption2.1The past two years have seen a clear acceleration in

219、 the adoption of new technologies among the companies surveyed.Figure 18 presents a selection of technologies organized according to companies likelihood to adopt them by 2025.Cloud computing,big data and e-commerce remain high priorities,following a trend established in previous years.However,there

220、 has also been a significant rise in interest in encryption,reflecting the new vulnerabilities of our digital age,and a significant increase in the number of firms expecting to adopt non-humanoid robots and artificial intelligence,with both technologies slowly becoming a mainstay of work across indu

221、stries.These patterns of technological adoption vary according to industry.As demonstrated in Figure 19,Artificial intelligence is finding the most broad adaptation among the Digital Information and Communications,Financial Services,Healthcare,and Transportation industries.Big data,the Internet of T

222、hings and Non-Humanoid Robotics are seeing strong adoption in Mining and Metals,while the Government and the Public Sector industry shows a distinctive focus on encryption.These new technologies are set to drive future growth across industries,as well as to increase the demand for new job roles and

223、skill sets.Such positive effects may be counter-balanced by workforce disruptions.A substantial amount of literature has indicated that technological adoption will impact workers jobs by displacing some tasks performed by humans into the realm of work performed by machines.The extent of disruption w

224、ill vary depending on a workers occupation and skill set.33 Data from the Forums Future of Jobs Survey shows that companies expect to re-structure their workforce in response to new technologies(Figure 20).In particular,the companies surveyed indicate that they are also looking to transform the comp

225、osition of their value chain(55%),introduce further automation,reduce the current workforce(43%)or expand their workforce as a result of deeper technological integration(34%),and expand their use of contractors for task-specialized work(41%).The Future of Jobs 28SourceFuture of Jobs Survey 2020,Worl

226、d Economic Forum.NoteAGRI=Agriculture,Food and Beverage;AUTO=Automotive;CON=Consumer;DIGICIT=Digital Communications and Information Technology;EDU=Education;ENG=Energy Utilities&Technologies;FS=Financial Services;GOV=Government and Public Sector;HE=Health and Healthcare;MANF=Manufacturing;MIM=Mining

227、 and Metals;OILG=Oil and Gas;PS=Professional Services;TRANS=Transportation and Storage.Technology/SectorAGRI(%)AUTO(%)CON(%)DIGICIT(%)EDU(%)ENG(%)FS(%)GOV(%)HE (%)MANF(%)MIM(%)OILG(%)PS (%)TRANS(%)3D and 4D printing and modelling5467393969692745656948794060Artificial intelligence(e.g.machine learnin

228、g,neural networks,NLP)6276739576819065897176717688Augmented and virtual reality1753587370756256675457715762Big data analytics8688919595769185898190868694Biotechnology5018484046474638653116362823Cloud computing7580829595889895849287868894Distributed ledger technology(e.g.blockchain)314041726150734072

229、4150465338E-commerce and digital trade8075858272719067788262627087Encryption and cyber security4788859586889595847283717875Internet of things and connected devices8882949262948879958490937476New materials(e.g.nanotubes,graphene)1546223667653633475137362727Power storage and generation7564593827885533

230、316257694546Quantum computing1821175125414436382129251938Robots,humanoid4250384447244731474115172521Robots,non-humanoid(industrial automation,drones,etc.)5460526159655350567990793569Text,image and voice processing5059829089888889886476877965Technologies likely to be adopted by 2025,by share of compa

231、nies surveyed,selected sectorsFIGURE 19The reallocation of current tasks between human and machine is already in motion.Figure 21 presents the share of current tasks at work performed by human vs.machine in 2020 and forecasted for 2025 according to the estimates and planning of senior executives tod

232、ay.One of the central findings of the Future of Jobs 2018 Report continues to holdby 2025 the average estimated time spent by humans and machines at work will be at parity based on todays tasks.Algorithms and machines will be primarily focused on the tasks of information and data processing and retr

233、ieval,administrative tasks and some aspects of traditional manual labour.The tasks where humans are expected to retain their comparative advantage include managing,advising,decision-making,reasoning,communicating and interacting.The Future of Jobs 29Companies expected changes to the workforce by 202

234、5(by share of companies surveyed)Share of tasks performed by humans vs machines,2020 and 2025(expected),by share of companies surveyedFIGURE 20FIGURE 21Share of company surveyed(%)Modify the composition of ones value chainReduce current workforce due to technological integration or automationExpand

235、use of contractors doing task-specialized workModify the locations where the organization operatesExpand current workforce due to technological integration or automationExpand current workforceReduce current workforce010203040506055.143.241.838.334.532.415SourceFuture of Jobs Survey 2020,World Econo

236、mic Forum.SourceFuture of Jobs Survey 2020,World Economic Forum.Information and data processingLooking for and receiving job-related informationPerforming complex and technical activitiesAdministeringIdentifying and evaluating job-relevant informationAll tasksPerforming physical and manual work acti

237、vitiesCommunicating and interactingReasoning and decision-makingCoordinating,developing,managing and advisingMachine 2020Human-machine frontier 2025Human 2020Machine 2025Human 2025Share of task hours(%)020406080100Emerging and declining jobs2.2Extrapolating from the figures shared in the Future of J

238、obs Survey 2020,employers expect that by 2025,increasingly redundant roles will decline from being 15.4%of the workforce to 9%(6.4%decline),and that emerging professions will grow from 7.8%to 13.5%(5.7%growth)of the total employee base of company respondents.Based on these figures,we estimate that b

239、y 2025,85 million jobs may be displaced by a shift in the division of labour between humans and machines,while 97 million new roles may emerge that are more adapted to the new division of labour between humans,machines and algorithms,across the 15 industries and 26 economies covered by the report.Th

240、e 2020 version of the Future of Jobs Survey also reveals similarities across industries when looking at increasingly strategic and increasingly redundant job roles.Similar to the 2018 survey,the leading positions in growing demand are roles such as Data Analysts and Scientists,AI and Machine Learnin

241、g Specialists,Robotics Engineers,The Future of Jobs 30Top 20 job roles in increasing and decreasing demand across industriesFIGURE 221Data Analysts and Scientists2AI and Machine Learning Specialists3Big Data Specialists4Digital Marketing and Strategy Specialists5Process Automation Specialists6Busine

242、ss Development Professionals7Digital Transformation Specialists8Information Security Analysts9Software and Applications Developers10Internet of Things Specialists11Project Managers12Business Services and Administration Managers13Database and Network Professionals14Robotics Engineers15Strategic Advis

243、ors16Management and Organization Analysts17FinTech Engineers18Mechanics and Machinery Repairers19Organizational Development Specialists20Risk Management Specialists1Data Entry Clerks2Administrative and Executive Secretaries3Accounting,Bookkeeping and Payroll Clerks4Accountants and Auditors5Assembly

244、and Factory Workers6Business Services and Administration Managers7Client Information and Customer Service Workers8General and Operations Managers9Mechanics and Machinery Repairers10Material-Recording and Stock-Keeping Clerks11Financial Analysts12Postal Service Clerks13Sales Rep.,Wholesale and Manuf.

245、,Tech.and Sci.Products14Relationship Managers15Bank Tellers and Related Clerks16Door-To-Door Sales,News and Street Vendors17Electronics and Telecoms Installers and Repairers18Human Resources Specialists19Training and Development Specialists20Construction LaborersSourceFuture of Jobs Survey 2020,Worl

246、d Economic Forum.Increasing demandDecreasing demandSoftware and Application developers as well as Digital Transformation Specialists.However,job roles such as Process Automation Specialists,Information Security Analysts and Internet of Things Specialists are newly emerging among a cohort of roles wh

247、ich are seeing growing demand from employers.The emergence of these roles reflects the acceleration of automation as well as the resurgence of cybersecurity risks.In addition,as presented in the Industry Profiles in Part 2 of this report,a set of roles are distinctively emerging within specific indu

248、stries.This includes Materials Engineers in the Automotive Sector,Ecommerce and Social Media Specialists in the Consumer sector,Renewable Energy Engineers in the Energy Sector,FinTech Engineers in Financial Services,Biologists and Geneticists in Health and Healthcare as well as Remote Sensing Scient

249、ists and Technicians in Mining and Metals.The nature of these roles reflects the trajectory towards areas of innovation and growth across multiple industries.At the opposite end of the scale,the roles which are set to be increasingly redundant by 2025 remain largely consistent with the job roles ide

250、ntified in 2018 and across a range of research papers on the automation of jobs.34 These include roles which are being displaced by new technologies:Data Entry Clerks,Administrative and Executive Secretaries,Accounting and Bookkeeping and Payroll Clerks,Accountant and Auditors,Assembly and Factory W

251、orkers,as well as Business Services and Administrative Managers.Such job disruption is counter-balanced by job creation in new fields,the jobs of tomorrow.Over the coming decade,a non-negligible share of newly created jobs will be in wholly new occupations,or existing occupations undergoing signific

252、ant transformations in terms of their content and skills requirements.The World Economic Forums Jobs of Tomorrow report,authored in partnership with data scientists at partner companies LinkedIn and Coursera,presented for the first time a way to measure and track the emergence of a set of new jobs a

253、cross the economy using real-time labour market data.35 The data from this collaboration identified 99 jobs that are consistently growing in demand across 20 economies.Those jobs were then organized into distinct professional clusters according to their skills similarity.This resulting set of emergi

254、ng professions reflects the adoption of new technologies and increasing demand for new products and services,which are driving greater demand for green economy jobs,roles at the forefront of the data and AI economy,as well as new roles in engineering,cloud computing and product development.In additi

255、on,the emerging The Future of Jobs 31professions showcase the continuing importance of human interaction in the new economy through roles in the care economy;in marketing,sales and content production;as well as roles where a facility or aptitude for understanding and being comfortable working with d

256、ifferent types of people from different backgrounds is critical.Figure 23 displays the set of roles which correspond to each professional cluster,organized according to the scale of each opportunity.36 Due to constraints related to data availability,the Care and Green Jobs cluster are not currently

257、covered by the following analysis.In this report we present a unique extension of this analysis which examines key learnings gleaned from job transitions into those emerging clusters using LinkedIn data gathered over the past five years.For this analysis the LinkedIn data science team analysed the j

258、ob transitions of professionals who moved into emerging jobs over the period of 2015 to 2020.The researchers analysed when professionals transitioned into any new role as well as when they transitioned to a wholly new occupationhere called pivots.To understand the skill profile of each occupation,an

259、alysts first identified a list of the most representative skills associated with an occupation,based on LinkedIns Skills Genome Metric which calculates the most representative skills across roles,using the TF-IDF method.To examine the extent to which certain skills groups of interest are associated

260、with a particular occupation,a skill penetration figure is calculated.This indicates the share of individual skills associated with that occupation that belong to a given skill group.To understand the skill profile of each occupation,analysts calculated the skill penetration score for each skill ass

261、ociated with an occupation.That is,the skill penetration figure indicates the individuals from that occupation who list the specific skill as a share of all individuals employed in that occupation.The aggregate skills similarity between two occupations is then calculated as the cosine similarity of

262、those two occupations.In addition,for each skill group,a skills gap measure is calculated by expressing the skill penetration of the destination job as a share of the same indicator in the source job.The evidence indicates that some emerging job clusters present significant opportunities for transit

263、ions into growing jobs(jobs in increasing demand)through effective career pivots.As demonstrated in Figure24 A,among the transitions into Data and AI professions,50%of the shifts made are from non-emerging roles.That figure is much higher at 75%in Sales,72%in content roles and 67%of Engineering role

264、s.One could say that such field are easier to break into,while those such as Data and AI and People and Culture present more challenges.These figures suggest that some level of labour force reallocation is already underway.By analysing these career pivotsinstances where professionals transition to w

265、holly new occupationsit becomes apparent that some of these so-called jobs of tomorrow present greater opportunities for workers looking to fully switch their job family and therefore present more options to reimagine ones professional trajectory,while other emerging professions remain more fully bo

266、unded.As presented in Figure 24 C only 19%and 26%of job transitions into Engineering and People and Culture,respectively,come from outside the job family in which those roles are today.In contrast,72%of Data and AI bound transitions originate from a different job family and 68%of transitions into em

267、erging jobs within Sales.As illustrated in Figure 25 emerging job clusters are typically staffed by workers starting in a set of distinctive job families,but the diversity of those source job families varies by emerging profession.While emerging roles in Product Development draw professionals from a

268、 range of job families,emerging roles in People and Culture job cluster typically transition from the Human Resources job family.The emerging Cloud Computing job cluster is primarily populated by professionals transitioning from IT and Engineering.Finally,a number of jobs of tomorrow present greater

269、 opportunities to pivot into professions with a significant change in skills profile.In Figure24 B it is possible to observe that transitions into People and Culture and into Engineering have typically been ones with high skills similarity while Marketing and Content Development have been more permi

270、ssive of low skills similarity.Among the emerging professions outlined in this report,transitions into Data and AI allow for the largest variation in skills profile between source and destination job title.Figure 25 demonstrates that the newer emerging professions such as Data and AI,Product Develop

271、ment and Cloud Computing present more opportunities to break into these frontier fields,and that,in fact,such transitions do not require a full skills match between the source and destination occupation.However,some job clusters of tomorrow remain more closed and tend to recruit staff with a very sp

272、ecific skill set.It is not possible to observe whether those limitations are necessary or simply established practice.It may be the case that such siloed professional clusters can be reinvigorated by experimentation with relaxing the constraints for entry into some emerging jobs alongside appropriat

273、e reskilling and upskilling.The Future of Jobs 32Emerging roles clustered into the jobs of tomorrowFIGURE 23#RankNicheMassCloud ComputingSite Reliability EngineerPlatform EngineerCloud EngineerDevOps EngineerCloud ConsultantDevOps ManagerContent ProductionSocial Media AssistantSocial Media Coordinat

274、orContent SpecialistContent ProducerContent WriterCreative CopywriterData and AIArtificial Intelligence SpecialistData ScientistData EngineerBig Data DeveloperData AnalystAnalytics SpecialistData ConsultantInsights AnalystBusiness Intelligence DeveloperAnalytics ConsultantEngineeringPython Developer

275、Full Stack EngineerJavascript DeveloperBack End DeveloperFrontend EngineerSoftware Developer DotnetDevelopment SpecialistTechnology Analyst1233561234561234567891012245578MarketingGrowth HackerGrowth ManagerDigital Marketing SpecialistDigital SpecialistEcommerce SpecialistCommerce ManagerHead Of Digi

276、talDigital Marketing ConsultantDigital Marketing ManagerChief Marketing OfficerPeople and CultureInformation Technology RecruiterHuman Resources PartnerTalent Acquisition SpecialistBusiness PartnerHuman Resources Business PartnerProduct DevelopmentProduct OwnerQuality Assurance TesterAgile CoachSoft

277、ware Quality Assurance EngineerProduct AnalystQuality Assurance EngineerScrum MasterDigital Product ManagerDelivery LeadSalesCustomer Success SpecialistSales Development RepresentativeCommercial Sales RepresentativeBusiness Development RepresentativeCustomer SpecialistPartnerships SpecialistChief Co

278、mmercial OfficerHead Of PartnershipsEnterprise Account ExecutiveBusiness Development SpecialistChief Strategy OfficerHead Of Business Development1234566891012345123456689123456789101112Green EconomyCare EconomySourceLinkedIn Economic Graph.The Future of Jobs 33020406080100Data and AICloud ComputingP

279、roduct DevelopmentPeople and CultureMarketingEngineeringContent ProductionSalesSame emerging job clusterSame occupationAny occupation outside emerging clusterAny emerging clusterShare of transitions(%)Cloud ComputingData and AIProduct DevelopmentSalesContent ProductionMarketingPeople and CultureEngi

280、neering020406080100Share of transitions(%)2%7%21%22%35%37%56%60%76%43%59%57%43%42%25%27%22%50%20%21%22%22%19%12%Medium similarityHigh similarityLow similarityProduct DevelopmentData and AISalesCloud ComputingContent ProductionMarketingPeople and CultureEngineeringChange in job familyNo change in job

281、 family28%72%28%72%32%68%47%53%50%50%55%45%74%26%81%19%Share of transitions(%)020406080100Transitions and pivots into the jobs of tomorrow,selected countriesFIGURE 24A.Transition by occupation and job cluster of source occupationB.Job pivots by skills similarity with source occupationC.Job pivots by

282、 job family of source occupationSourceLinkedIn Economic Graph.NoteJob transitions refers to any job transition while job pivots refers to individuals moving away from their current occupation.Job Families are groups of occupations based upon work performed,skills,education,training,and credentials.D

283、ata derived from the following countriesArgentina,Australia,Brazil,Canada,France,Germany,India,Ireland,Italy,Mexico,Netherlands,New Zealand,Saudi Arabia,Singapore,South Africa,Spain,Sweden,United Arab Emirates,United Kingdom and United States.The Future of Jobs 34Transitions into the jobs of the fut

284、ureFIGURE 25SourceLinkedIn Economic Graph.Cloud ComputingContentData and AIEngineeringPeople and CultureMarketingProduct DevelopmentSalesAccountingAdministrativeArts and DesignBusiness DevelopmentCommunity and Social ServicesConsultingEducationEngineeringEntrepreneurshipFinanceHealthcare ServicesHum

285、an ResourcesInformation TechnologyLegalMarketingMedia and CommunicationMilitary and Protective ServicesOperationsProduct ManagementProgram and Project ManagementPurchasingQuality AssuranceReal EstateResearchSalesSupportSource job familyDestination jobof tomorrowThe Future of Jobs 35Perceived barrier

286、s to the adoption of new technologiesFIGURE 26The ability of global companies to harness the growth potential of new technological adoption is hindered by skills shortages.Figure 26 shows that skills gaps in the local labour market and inability to attract the right talent remain among the leading b

287、arriers to the adoption of new technologies.This finding is consistent across 20 of the 26 countries covered by the Country Profiles presented in Part 2 of the report.In the absence of ready talent,employers surveyed through the Future of Jobs Survey report that,on average,they provide access to res

288、killing and upskilling to 62%of their workforce,and that by 2025 they will expand that provision to a further 11%of their workforce.However,employee engagement into those courses is lagging,with only 42%of employees taking up employer-supported reskilling and upskilling opportunities.Skill shortages

289、 are more acute in emerging professions.Asked to rate the ease of finding skilled employees across a range of new,strategic roles,business leaders consistently cite difficulties when hiring for Data Analysts and Scientists,AI and Machine Learning Specialists as well as Software and Application Devel

290、opers,among other emerging roles.While an exact skills match is not a prerequisite to making a job transition,the long-term productivity of employees is determined by their mastery of key competencies.This section of the report takes stock of the types of skills that are currently in demand as well

291、as the efforts underway to fill that demand through appropriate reskilling and upskilling.Emerging and declining skills2.3SourceFuture of Jobs Survey 2020,World Economic Forum.Skills gaps in the local labour marketInability to attract specialized talentSkills gaps among organizations leadershipInsuf

292、ficient understanding of opportunitiesLack of flexibility of the regulatory frameworkShortage of investment capitalLack of flexibility in hiring and firingLack of interest among leadershipOtherShare of companies surveyed(%)010203040506055.446.741.438.93332.326.317.95.3Since its 2016 edition,this rep

293、ort has tracked the cross-functional skills which are in increasing demand.Figure 27 shows the top skills and skill groups which employers see as rising in prominence in the lead up to 2025.These include groups such as critical thinking and analysis as well as problem-solving,which have stayed at th

294、e top of the agenda with year-on-year consistency.Newly emerging this year are skills in self-management such as active learning,resilience,stress tolerance and flexibility.In addition,the data available through metrics partnerships with LinkedIn and Coursera allow us to track with unprecedented gra

295、nularity the types of specialized skills needed for the jobs of tomorrow.Figure 28 demonstrates the set of skills which are in demand across multiple emerging professions.Among these cross-cutting skills are specialized skills in Product Marketing,Digital Marketing and Human Computer Interaction.Thi

296、s report reveals in further granular detail the types of insights that can guide job transitions through to appropriate reskilling and upskilling.Figures 29 and 30 demonstrate those metrics.Figure 29 presents the set of high-growth,emerging roles that are currently covered by the Data and AI job clu

297、ster,and the typical skills gap between source and destination professions when workers have moved into those roles over the past five years.Figure 30 presents the typical learning curriculum of Coursera learners who are targeting a transition into Data and AI and the distance from the optimal level

298、 of mastery in the relevant job cluster,and quantifies the days of learning needed for the average worker to gain that level of mastery.Figures 29 and 30 together demonstrate that it is common for individuals moving into Data and AI to lack key data science skillsbut that individuals seeking to tran

299、sition into such roles will be able to work towards the right skill set through mastery of skills such as statistical programming within a recommended time frame,in this case,76 days of learning.The Future of Jobs 36Perceived skills and skills groups with growing demand by 2025,by share of companies

300、 surveyedFIGURE 27A.Relative importance of different skill groups020406080100Critical thinking and analysisProblem-solvingSelf-managementWorking with peopleManagement and communication of activitiesTechnology use and developmentCore literaciesPhysical abilitiesShare of companies surveyed(%)StableDec

301、reasingIncreasing1Analytical thinking and innovation 2Active learning and learning strategies3Complex problem-solving4Critical thinking and analysis 5Creativity,originality and initiative6Leadership and social influence7Technology use,monitoring and control8Technology design and programmingSourceFut

302、ure of Jobs Survey 2020,World Economic Forum.B.Top 15 skills for 20259Resilience,stress tolerance and flexibility10Reasoning,problem-solving and ideation11Emotional intelligence12Troubleshooting and user experience13Service orientation14Systems analysis and evaluation 15Persuasion and negotiation In

303、 addition to skills that are directly jobs-relevant,during the COVID-19 context of 2020,data from the online learning provider Coursera has been able to identify an increasing emphasis within learner reskilling and upskilling efforts on personal development and self-management skills.This echoes ear

304、lier findings on the importance of well-being when managing in the remote and hybrid work:demand for new skills acquisition has bifurcated.Figure 31 A illustrates the changing demand for training by employment status,comparing the April-to-June period this year with the same period last year.This da

305、ta reveals a significant increase in demand for personal development courses,as well as for courses in health,and a clear distinction between those who are currently in employment and those who are unemployed.Those in employment are placing larger emphasis on personal development courses,which have

306、seen 88%growth among that population.Those who are unemployed have placed greater emphasis on learning digital skills such as data analysis,computer science and information technology.These trends can be observed in more granular detail in Figures 31 B and C.In particular,self-management skills such

307、 as mindfulness,meditation,gratitude and kindness are among the top 10 focus areas of those in employment in contrast to the more technical skills which were in-focus in 2019.In contrast,those who are unemployed have continued to emphasize skills which are of relevance to emerging jobs in Engineerin

308、g,Cloud Computing,Data and AI.37When it comes to employers providing workers with training opportunities for reskilling and upskilling,in contrast to previous years,employers are expecting to lean more fully on informal as opposed to formal learning.In the Future of Jobs Survey,94%of business leader

309、s report that they expect employees to pick up new skills on the job,a sharp uptake from 65%in 2018.An organizations learning curricula is expected to blend different approachesdrawing on internal and external expertise,on new education technology tools and using both formal and informal methods of

310、skills acquisition.The Future of Jobs 37 Top cross-cutting,specialized skills of the future FIGURE 28SourceLinkedIn Economic Graph.NoteCross-cutting skills are those skills that are applicable and easily transferable across many occupations and roles.Specialized skillEmerging job clusters1.Product M

311、arketingData and AI,People and Culture,Marketing,Product Development,Sales(5)2.Digital MarketingContent,Data and AI,Marketing,Product Development,Sales(5)3.Software Development Life Cycle(SDLC)Cloud Computing,Data and AI,Engineering,Marketing,Product Development(5)4.Business ManagementPeople and Cul

312、ture,Marketing,Product Development,Sales(4)5.AdvertisingContent,Data and AI,Marketing,Sales(4)6.Human Computer InteractionContent,Engineering,Marketing,Product Development(4)7.Development ToolsCloud Computing,Data and AI,Engineering,Product Development(4)8.Data Storage TechnologiesCloud Computing,Da

313、ta and AI,Engineering,Product Development(4)9.Computer NetworkingCloud Computing,Data and AI,Engineering,Sales(4)10.Web DevelopmentCloud Computing,Content,Engineering,Marketing(4)11.Management ConsultingData and AI,People and Culture,Product Development(3)12.EntrepreneurshipPeople and Culture,Market

314、ing,Sales(3)13.Artificial IntelligenceCloud Computing,Data and AI,Engineering(3)14.Data ScienceData and AI,Marketing,Product Development(3)15.Retail SalesPeople and Culture,Marketing,Sales(3)16.Technical SupportCloud Computing,Product Development,Sales(3)17.Social MediaContent,Marketing,Sales(3)18.G

315、raphic DesignContent,Engineering,Marketing(3)19.Information ManagementContent,Data and AI,Marketing(3)Data and AI jobs of tomorrow,top roles and typical skills in past transitionsFIGURE 29RankScale of opportunityJob1MassArtificial Intelligence Specialist2MassData Scientist3MassData Engineer4NicheBig

316、 Data Developer5MassData Analyst6MassAnalytics Specialist7NicheData Consultant8NicheInsights Analyst9NicheBusiness Intelligence Developer10MassAnalytics ConsultantRankSkillSkill gap of workers transitioning into this job cluster(0 is full gap,1 is no gap)1Data Science 0.19 2Data Storage Technologies

317、 0.413Artificial Intelligence 0.10 4Development Tools 0.73 5Computer Networking 0.78 6Management Consulting 0.85 7Scientific Computing 0.41 8Product Marketing 1.00 9Natural Language Processing 0.11 10Digital Marketing 1.00 11Advertising 1.00 12Cloud Computing 0.27 13Customer Experience 1.00 14Signal

318、 Processing 0.15 15Information Management 0.93 16Software Development Life Cycle(SDLC)1.00 NoteThe gap measure has been capped at 1.00.SourceLinkedIn Economic Graph.A.Opportunities within professional clusterB.Typical skills gaps across successful job transitionsThe Future of Jobs 38Data and AI jobs

319、 of tomorrow,typical learning agenda and time to achieve mastery in key skillsFIGURE 30RankSkill1DataAnalysis2ComputerProgramming3GeneralStatistics4LeadershipAndManagement5Regression6MachineLearning7BigData8PythonProgrammingRankSkillExpected mastery score(0 to 6,best)Typical mastery gapAverage days

320、to master skill1StatisticalProgramming5.5054%722Communication4.3634%803LeadershipandManagement3.6166%394DataManagement3.6145%845Marketing3.5755%436Finance3.5646%677Sales3.4384%138ComputerProgramming3.4341%769BusinessAnalysis3.2465%3410MachineLearning3.0654%86SourceCoursera.NoteMastery score is the s

321、core attained by those in the top 80%on an assessment for that skill.Mastery gap is measured as a percentage representing the score among those looking to A.Typical learning agendaB.Top 10 skills by required level of mastery and time to achieve that masterytransition to the occupation as a share of

322、the score among those already in the occupation.According to data from the Future of Jobs Survey,formal upskilling appears to be more closely focused on technology use and design skills,while emotional intelligence skills are less frequently targeted in that formal reskilling provision.Data from Cou

323、rsera showing the focus areas of workforce recovery programmes and employer-led reskilling and upskilling activities confirms that finding.In-focus courses are primarily those in technical skills alongside a cohort of managerial skills in strategy and leadership.On average,respondents to the Future

324、of Jobs Survey estimate that around 40%of workers will require reskilling of six months or less.That figure is higher for workers in the Consumer industry and in the Health and Healthcare industry,where employers are likely to expect to lean on short-cycle reskilling.The share of workers who can be

325、reskilled within six months is lower in the Financial Services and the Energy sectors,where employers expect that workers will need more time-intensive reskilling.These patterns are explored more deeply in the Industry Profiles in Part 2.According to Future of Jobs Survey data,employers expect to le

326、an primarily on internal capacity to deliver training:39%of training will be delivered by an internal department.However,that training will be supplemented by online learning platforms(16%of training)and by external consultants(11%of training).The trend towards the use of digital online reskilling h

327、as accelerated during the restrictions on in-person learning since the onset of the COVID-19 pandemic.New data from the online learning platform Coursera for April,May and June of 2020(quarter 2)signals a substantial expansion in the use of online learning.In fact,there has been a four-fold increase

328、 in the numbers of individuals seeking out opportunities for learning online through their own initiative,a five-fold increase in employer provision of online learning opportunities to their workers and an even more extensive nine-fold enrolment increase for learners accessing online learning throug

329、h government programmes.Through focused efforts,individuals could acquire one of Courseras top 10 mastery skills in emerging professions across People and Culture,Content Writing,Sales and Marketing in one to two months.Learners could expand their skills in Product Development and Data and AI in two

330、 to three months;and if they wish to fully re-pivot to Cloud and Engineering,learners could make headway into that key skill set through a 4-5 month learning programme.38 Such figures suggest that although learning a new skill set is increasingly accessible through new digital technologies,to consol

331、idate new learning individuals will need access to the time and funding to pursue such new career trajectories.LinkedIn data presented in section 2.2 indicates that although many individuals can move into emerging roles with low or mid skills similarity,a low-fit initial transition will still requir

332、e eventual upskilling and reskilling to ensure long term productivity.The Future of Jobs 39Distribution of course enrolment and growth of interest,by course specialism,employment status and yearFIGURE 31 Distribution of enrolled,April,May and June(Q2)Year-on-year change,Q2 2019 to 2020Rank 2020Cours

333、e SpecialismAll 2019All 2020Employed2019Employed 2020Unemployed2019Unemployed 2020AllEmployed Unemployed1Business18%19%21%22%16%19%5%7%17%2Computer Science18%16%17%11%23%21%-8%-34%-7%3Health9%13%8%14%6%8%48%81%44%4Data Science20%13%22%12%28%18%-37%-44%-35%5Personal Development6%9%6%12%3%5%42%88%67%6Language Learning5%7%4%6%4%6%46%55%45%7Arts and Humanities6%7%5%7%4%5%12%32%4%8Physical Science and