Global Challenge Insight Report

The Future of Jobs

Employment, Skills and
Workforce Strategy for the
Fourth Industrial Revolution

January 2016
Global Challenge Insight Report

The Future of Jobs

Employment, Skills and
Workforce Strategy for the
Fourth Industrial Revolution

January 2016
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REF 010116
Contents

v Preface

1 PART 1: PREPARING FOR THE WORKFORCE OF THE FOURTH INDUSTRIAL

REVOLUTION

3 Chapter 1: The Future of Jobs and Skills

3 Introd uctio n
5 Driv ers of Change
10 Employ m ent Trends
19 Skills Stability
26 Fut ure Work f orce Strategy

33 Chapter 2: The Industry Gender Gap

34 The Business Cas e for Change
36 Gaps in the Female Talent Pip eline
37 Barriers to Change
39 Women and Work in the Fourt h I ndust rial Revolut io n
40 Ap proach es to Lev eraging Female Talent

43 Endno tes
45 References and Further Reading
49 Appendix A: Report Me thodolog y
57 Appendix B: Industry and Regional Classifications

59 PART 2 : INDUSTRY, REGIONAL AND GENDER GAP PROFILES

61 Users Guide: How to Read the Ind ustry, Regional and Ge nder Gap Profiles
69 List of Ind ustry, Regional and Gend er Gap Profiles
71 Ind ustry Profiles
91 Country and Regional Profiles
123 Ind ustry Ge nder Gap Profiles

143 Acknowledgements
145 Contributo rs
147 Global Challenge Partners

The Future of Jobs Report | 3

4 | The Future of Jobs Report
Preface
KLAUS S CHWAB
Founder and E x e c ut iv e C h a irma n
RICHA RD SA MA NS
Member of the M a n a g in g Board
Today, we are at the begin nin g of a Fourth Ind us trial
Rev olution. Dev elo pm ent s in genetics, art if icial intellig ence,
rob ot ic s, na n ot ech n olo gy, 3D print ing and biotechno logy,
to name jus t a few, are all building on and amplif ying one
another. This will lay the foundation for a rev olution more
com pre he nsiv e and all-enco mp as sing than any t hin g we
have e ver seen. Smart s yst ems ho m es , f act ories , farms,
grids or cit ies will help t ac k le pro blems rangi ng from
supply chain m an ag e me nt to climat e change. The rise of the
sharing economy will allow people to mon et iz e ev er yt hing
from their empty house to their car.
While the imp en din g change holds great pro mise,
the patterns of cons u mpt ion, pro duc t ion and employme nt
created by it als o pose major challen ges req uiring proactive
adaptation by corporations, gov er nm ent s and individ uals.
Concurrent to the technolo gic al rev olution are a set of
broader socio-ec on o mic, ge op olit ic al and demographic
drivers of change, each int eract ing in multiple direct io ns
and int ensif ying one another. As entire indus t ries ad just,
most occupations are und er goi ng a f und am ental
trans f ormat ion. W hile some jobs are t hreat en ed b y
red un d anc y and others grow rapidly, ex is ting jobs are also
goi ng through a change in the s k ill sets required to do them.
The debate on these transf ormat ions is often polarized
between those who fores ee limit les s new opport unities
and those that fores ee mas siv e disloc at ion of jobs. I n fact,
the realit y is highly specific to the indus tr y, region and
occupation in question as well as the ability of v ario us
st ak eh old ers to manage change.
The Fut ure of Job s Report is a f irst step in b ecoming
specif ic about the changes at hand. It taps int o the
kno wle dg e of those who are best plac ed to obs er v e the
dynamics of work f orc es C hief Human Reso urc es and
St rat egy Of f ic ers by as k ing them what the current shift s
mean, specific ally for em ploy m ent, s k ills and recruitm ent
across indust ries and geo grap hies. I n part icular, we have
int rod uc e d a new measure s k ills st abilit y t o qua ntif y the
degree of skills dis ruption wit hin an occupation, a
job f amily or an ent ire indus t r y. We hav e als o been able
to prov ide an outlook on the gender dy na mic s of the
changes und erw ay, a key elem ent in und erst an ding how
the ben ef it s and burdens of the Fourth I ndus t rial Revolution
will be dis trib uted .
Ov erall, there is a modestly posit iv e outlook for
em ploy m ent across most indus t ries , wit h jobs growth
expected in s ev eral sectors. Howev er, it is als o clear
that t his need for more talent in c ert ain job catego ries
is accomp ani ed by high s k ills inst abilit y across all job
cat ego ries. C om bin e d together, net job growth and skills
inst ability result in most busines ses curre ntly f acing m ajo r
recruit m ent challen ges and t alent sho rt ages, a pattern
already evident in the results and set to get worse over the
next f ive years.
The quest ion, then, is how business , gov ern me nt and
individuals will react to these develo p me nt s. To prevent a
worst-case sc en ario t ec hn olo gical change accompanied
by t ale nt sho rt ag es, mass une m ploy m ent and growing
inequ alit yr esk illing and upskilling of todays workers will
be crit ical. While much has been said about the need
for reform in basic education, it is simply not possible to
weather the current t echn ological revolut ion by waiting for
the next g enerat io ns workforce to become better prepared.
Instead it is crit ical that busin es ses take an active role in
supporting t heir current workforces through re-training,
that individuals take a proactive approach to their own
lif elon g learning and that gover n me nt s create the enabling
environ me nt, rapidly and creat ively, to as sist these efforts. In
part icular, business collaborat ion wit hin ind ust ries to create
larger po ols of skilled t alent will become indisp ensab le,
as will mult i-sec t or s killing part nerships that leverage the
very same collab orat ive mo dels that un d erpin many of
the t ech nolo gy-driven busin ess changes und erw ay today.
Ad dit ionally, better data and planni ng m et rics, such as
those in t his Report, are c rit ical in helping to antic ipat e and
proac t ively manage the current transit ion in labour markets.
We are grat ef ul for the lead ership of Jeff rey Joerres,
Execut ive Chairm an Em erit us, Man pow er Gro up and Chair
of the Global Agenda Cou nc il on the Fut ure of Jobs; Jamie
McAulif f e, Preside nt and CEO, Ed uc at ion for Employment
and Vic e-Chair of the Glo bal Agenda Cou nc il on the Future
of Jobs; J. Frank Brown, Ma na gin g Direc t or and Chief
Op erat ing Of f ic er, G en eral Atlantic LLC and Chair of the
Glo bal Agenda Cou nc il on Gen der Parit y and Mara Swan,
Execut ive Vic e-Presid ent, Glob al St rat egy and Talent,
Ma n po wer Gr o up and Vic e-C hair of the Glob al Agenda
Co unc il on Ge nd er Parity.
We would also like to express our appr eciat ion to Till
Le op old, Projec t Lead, Employ ment, Skills and Human
Capit al I nit iat ive; Ves selina Rat cheva, Data An alyst,
Em ploy me nt and Gen der I nit iat ives; and Saa dia Zahidi,
Head of Employ me nt and Ge nder I nit iat iv es, for t h eir
de dic at ion to t his Report. We would like to thank Yasmina
Bekhouche, Kris tin Keveloh, Paulina Padilla Ugarte, Valerie
Peyre, Pearl Sa man dari and Susan Wilkinson for t heir
support of this project at the World Economic Forum.
Finally, we welco m e the untiring co m mit m ent of the Partners
of the Global Challenge I nitiativ e on E mploy m ent, Skills
and Human Capit al and the Global Challenge I nit iat ive on
The Future of Jobs Report | 5
Ge nd er Parit y, who hav e each been inst rume nt al in shap ing
this combined Report of the two Global Challenge Init iat ives.
The current t echn ologic al rev olut ion need not become
a race between humans and machines but rather an
opportunity for work to trul y become a chan nel through
whic h pe ople reco gniz e t heir f ull pot ent ial. To ensure that
we achiev e t his v ision, we must become more sp ecific
and much faster in un derst andin g the changes underway
and cogniz ant of our collect iv e respons ibility to lead our
busines s es and com m unit ies through t his transfo rmative
moment.

6 | The Future of Jobs Report

Part 1
Preparing for the Workforce
of the Fourth Industrial
Revolution
Chapter 1:
The Future of Jobs and Skills
INTRODUCTION
Disruptiv e changes to busines s mo dels will hav e a profound
imp ac t on the em ploy me nt lan ds c a pe o ver the coming
years. Many of the major driv ers of t rans f or mat ion currentl y
aff ec ting glob al ind ust ries are e xpected to hav e a sig nificant
imp ac t on jobs , rangi ng from signif icant job creation to job
displac e me nt, and from heig ht ene d labour produc t ivity to
widenin g s kills gaps. In many ind us t ries and cou nt ries , the
most in-d e ma n d occupations or sp ecialties did not exist
10 or ev en f iv e y ears ago, and the pace of change is set to
acc elerat e. By one popul ar est imat e, 65% of child ren
ent ering primar y school toda y will ult imat ely end up working
in com plet ely new job types that dont yet exist.1 I n such
a rapidly ev olv ing employ me nt lands c a pe, the ab ility
to ant icipat e and prepare for future sk ills req uirem ent s,
job content and the aggre gat e effect on emplo yment
is inc reasingly c rit ic al for busin es s es , gov ern me nt s and
individuals in order to fully s eiz e the op po rt unit ies presented
by these trendsand to mit igat e un des ira ble outcomes.
Past waves of techn ologic al adv anc e me nt and
demographic change hav e led to inc reas ed prosperity,
pro duc t iv it y and job creat ion. This does not mean,
how ev er, that these transitions were free of ris k or
diff icult y. Ant icipat ing and prep aring for the current
transit ion is t heref ore c rit ic al. As a core component of
the World Economic Forums Global Challeng e Initiativ e
on Employ ment, Sk ills and Human Capit al, the Fut ure of
Job s project aims to bring specif icit y to the upcoming
disrupt ions to the em ploy me nt and s k ills lands c ap e in
indus t ries and regi ons a nd to st imulat e deeper t hinking
about how busines s and gov ern me nt s can manage this
change. The indus tr y analy sis presented in t his Report w ill
form the basis of dialogu e wit h ind us tr y lead ers to address
indus tr y -specif ic t alent challeng es , while the country and
regional analy sis presented in this Report will be integ rated
int o nat ion al and region al public -privat e collaborat ions to
promote em ploy me nt and s kills .
The Reports res e arc h framework has been shaped
and dev elop ed in collaborat ion wit h the Glob al Agenda
Co unc il on the Fut ure of Jobs and the Global Agenda
Co unc il on Ge nd er Parit y, inc luding lea ding e xperts
from ac ade mia, int ernat ional org aniz at ions, prof es s io nal
serv ic e f irms and the heads of human reso urc es of major
orga niz ations. The employ er sur v ey at the heart of t his
Report was conducted through the World Economic
Forums me m bers hip and wit h the particular support
of three Employ m ent, Sk ills and Human Capit al Glob al
Challen ge Part ners: Adecco Group, Man po we r Gro up and
Mercer.
This Report seeks to understand the current and
future im p act of ke y disrupt io ns on em ployme nt lev els, skill
sets and recruit m ent patterns in diff ere nt indust ries and
count ries. I t does so by as king the Chief Human Resources
Of f icers (CHR Os) of todays larg est employers to imag ine
how jobs in t heir ind ustry will change up to the year 2020
far enough int o the future for many of todays e xpected
trends and disrupt io ns to have begun t akin g hold, yet clo se
enough to consider a dapt ive action today, rather than
merely speculat e on future risks and oppo rt unities.
While onl y a minorit y of the w orld s glob al workforce
of more than three billion people is directly employed
by large and emer ging mult inat ional employers, these
com p ani es o ften act as anchors for smaller f irms and local
ent repre ne urship ecosyst e ms. Theref ore, in addit ion to t heir
own signif icant share of em ploy me nt, workforce-planning
decisions b y these firms have the pot ent ial to transform
local lab our markets through indirec t em ploym ent and
by setting the pace for cha nging sk ills and occup atio nal
req uirem ents.
This Report aims to s erve as a call to action. While the
implic ations of current dis ru ptio ns to busin ess mo d els for
jobs are f ar-reaching, even daunting, rapid a djust m ent to
the new realit y and it s opport unit ies is possible, p rovid ed
there is concerted effort b y all st akeholders. By ev aluat ing
the future lab our market from the perspect ive of some
of the world s largest employ ers we hope to improv e the
current stock of kno wle dg e around ant ic ipat ed skills needs,
recruit me nt patterns and occupat ion al req uirement s.
Furt hermore, it is our hope that t his knowledg e
can inc entivize and enh anc e part n erships between
gover nm e nts, educators, training providers, workers and
employ ers in order to better manage the transformative
imp ac t of the Fourth I ndus t rial Revolut ion on employm ent,
skills and education.
Survey and Research Design
The dataset that forms the bas is of t his Report is the result
of an ext ensive survey of CHR Os and other senior talent
and strategy ex ecutiv es of leadi ng global employers,
repres ent ing more than 13 million em ploy ees across 9
broad industr y sectors in 15 major develo pe d and emerging
eco no mies and regio nal economic areas. Our target
po ol of respondents compris ed, as the primar y select io n
c rit erion, the 100 largest global employers in each of our
target indust ry sectors (as clas sif ied by the World Eco nomic
Forum; see Appe n dix B, Table B1). A t ot al of 371 ind ivid ual
com p ani es from these indust ries and regi ons responded to
the survey o ver the first half of 2015, prov iding us wit h 1,346
det ailed occupat ion-level data points on mass employm ent,
The Future of Jobs Report | 3
Figure 1A: Sample overview by number of employees
Up to 500
Number of
employees
500
5,000
5,00050,000
Figure 1B: Sample over view by respondent job titles
Respondent
Job Titles
CE O ,
C-Suite,
Board
specialist and newly emer ging occupations based in
specif ic geographic loc at ions across these companies
glob al op eratio ns .2
A quarter of the comp anies surv ey ed em ploy more than
50,000 peo ple glob ally; another 40% hav e be tween 5,000
and 50,000 employ e es ; the rem aining t hird is equally split
between employ ers wit h 500 to 5,000 staff and hig h-g rowt h
com pa nies wit h curre ntly up to 500 employ ees.
Nearly half of our respondents ident if ied t hem selv es
as the Chief Human Resourc es Of fic ers (CHR Os ) for t heir
com p ani es at the global lev el; another t hird ide nt if ied as
C-suit e or board lev el repres ent ativ es of t heir org anizat io ns;
and the rest ident if ied as strategy of f ic ers or human
resourc es line ma na gers , country direc t ors or f unct io nal
lead s.
While the majorit y of the large employ ers in our sample
have worldwid e oper ations and employ ee bases, inclu ding
in sev eral or all of the focus count ries of our sur v ey, the y are
typic ally head qua rt ered in a more limit ed number of these
cou nt ries. To ensure ge ogr aphic al balanc e, our s a mple pool
inc lud ed at leas t 50 com pa nies each from our list of target
ge ogr ap hies. We only report count ry -lev el findin gs when we
have at least 30 uniqu e data point s on loc al employe es in
4 | The Future of Jobs Report
Table 1: Employees represented by companies
surveyed
Number of
In du stry group e mpl o ye e s
Basic a nd Inf rastr uc tu re 1,486,0 00
C h e m ic al s
In f ra st ruct u re and Urb an D e ve lopm e nt
Mi ning a nd Metals
Cons ume r 1,672,00 0
A g ri cu l t u re, Food an d Bev erage
R e t ail , C o n s u m e r Go ods and Lif e st yl e
En er gy 1,506,0 00
E n e rg y U til iti e s an d Tec h nol og y
Oil an d Gas
R e n e w a b l e En ergy
Financi al S er v ices & Inv estors 1,050,00 0
B a n ki n g and C a p i t al Markets
In su ra nc e and Asset Man agem ent
P ri va t e I n ve sto rs
In stit uti o n a l I n ve st o rs, S o ve re i g n Fun ds, F a mil y Of fic e s
Healt hc ar e 821,00 0
Gl o b a l H e a lt h a nd Healthc are
Inf ormation and Commu nicati on Tec hn o lo gy 2,447,0 00
In fo rm ati o n Techn olo gy
Tel e com m u n i ca ti o n s
Me di a, Enter tai nment a nd Inf orm ati o n 358, 000
M e d i a , E nt e rt a i n m e n t and I n fo rm atio n
Mo bi li ty 2,602, 000
A vi ati o n and Trav el
A utomoti ve
Sup ply C h ai n a nd Tra n spo rt ati o n
Prof ession al Ser v ices 1,607,00 0
P rof e s si o n al Se rv ices
Industri es Ov er all 13,549,0 00
that country. Acc ordin gly, the count ries and econ o mic areas
covered in- de pt h by the Report are: the Association of
Sout he ast Asian Nations (ASE AN), Aust ralia, Brazil, China,
Franc e, Germ any, the Gulf Co op erat ion Counc il (G CC),
I ndia, It aly, Japan, Mexic o, South Af rica, Turkey, the United
Ki ng d om and the Unit ed States (Fig ure 1C).
In addit ion, our survey sample was constructed on the
basis of nine broad indust ry sectors as define d by the Wold
Eco n omic Forum, wit h a v iew to balanc ed ind ustr y result s in
terms of number of com p ani es and employe es represented.
For each sector, our target list of respondents ident ified the
leading large and emer ging employers in that ind us tr y (s ee
Ap p en dix A: Report Methodology for d etails).
Our analys is groups job functions int o sp ecific
occupations and broader job f amilies, based on a
st reamlined version of the O* NET lab our market info rmat io n
system widely used by the US Dep art m e nt of Labor and
labour market rese archers world wide. 3 I n addit ion, we
asked respondents to provide a gender breakdown for the
em ploy ee functions they list ed. The ge ogr ap hic bala nce o f
our sample en abl es a nuanced view on the outlook for job
functions in dif f erent count ries and ind us t ries, covering bot h
Figure 1C: Sample over view by geographic coverage
whit e-collar and blu e-collar workers, and both hig h-incom e
and low-inco m e cou ntries.
In the current era of global v alue chains , many
com p ani es are loc at ing diff erent job f unc t ions and
cat eg ories in diff ere nt geographic loc at ions to take
adva nt ag e of the specific strengths of part icular loc al labo ur
markets. In addit ion to as k ing respondents to prov ide d etails
on the ge ogra p hic al spread of t heir workforce, we asked
them to dist inguis h between mass em ploy m e nt jobs (i.e. job
functions that are signif icant to the companys operations
in terms of the absolut e number of employ e es sinc e they
form the bulk of it s workforce) and s p ecialist jobs (i.e. job
cat e gories , such as design and R&D, that are signif icant to
the companys operat ions not nec ess arily in terms of the
absol ut e number of employ e es but because they p rov id e
specialist s kills c rucial to it s v alue propo sitio n). Following t his
task approach to the global la bo ur market, we found that
de p en din g on the nature of t heir busin es s our respondents
often loc at e these f unct ions in diff erent g eog rap hic
locatio ns.4
De m ogr ap hic , socio- ec on o mic andincreas ingly
t echnolo gic al trends and dis rupt io ns to the busines s and
op erat ing mo dels of glob al companies hav e the potential
to rapidly change the dynamics of the global employment
lands c ap e. I n addit ion to the outlook for ex is ting roles, we
asked respondents to tell us about wholly new occup atio ns
and fields of specializ at ion they e xpect to emerge in
t heir indus t ries as well as those they f ores ee to be made
obs olet e o ver the comin g y ears unt il 2020.
Structure of the R epor t
This Report consist s of two parts. Part I explores the future
of jobs and the pace of change to the glob al emplo yment
landsc ap e up until the year 2020, as ant icipat ed b y the
CHR Os of some of the worlds larg est employ ers. It
touches, first , on the expected trends, disrupt ions and
drivers of change transf ormi ng business mod els in e very
indust r y, wit h f ar-re achin g implicat ions for skills, jobs and
the nature of work. It then reviews the expected e ffects on
employ ment lev els and skills prof iles in diff erent job f amilies,
indust ries and geogra phies. It discusses consequences
of these changes for the adequacy of exist ing t alent and
workforce strat egies. Finally, in a de dicat e d chapter, it
explores the implicat ions of todays t rans f orm at ions on the
future of womens workforce part icip at io n.
Part II of the Report presents our findings through an
industr y, region al and ind ustr y gender gap lenshig hlig hting
key ind ustr y-by-indus t r y and regio n-sp ecif ic trendsand
provides a we alt h of indus t r y-specif ic and co untry-sp ecific
pract ical inf or mat ion to seni or decision- makers and experts
through dedicat e d Ind ustry Prof iles, Country and Regio nal
Profiles and Ind ustry G end er Gap Profiles.
Finally, a det ailed Met ho dol ogic al Ap pe ndix provid es
further inf or mat ion on our surv ey design, sample s electio n
c rit eria and research m ethodo logy.
DRI V ER S OF CH ANGE
Acc ordi ng to many in dustr y obs er vers, we are today on
the cusp of a Fourth I ndust rial Revolut ion. Dev elop me nts in
previously disjoint ed fields such as art if icial int elligence and
mac hine learni ng, robot ics, na not ech nol ogy, 3D printing
and genetics and biot echn olo gy are all building on and
The Future of Jobs Report | 5
Table 2: Significance, timeframe and definition of drivers of change
DEMOGR APHIC AND SOCIO -EC ONO MIC D R I V E R S OF CHANG E
D river of change Rated as top trend
Chan ging wo rk
env ironme nts an d
f lexible wor ki ng
ar ra ng eme nts
Rise of the midd le
class in eme rg in g
mark ets
Climate ch an ge,
natur al r eso u rce
constrai nts an d
the transiti on to a
gre ener eco n omy
Rising g eo p ol iti ca l
v olatil ity
New co nsu mer
concer ns ab o ut
ethical an d pr iv acy
issues
Lon gev ity and
agei ng so ci eti es
Yo un g
demo gra phics in
emer ging ma rket s
Womens r isi ng
aspir atio ns an d
econ omic p o wer
Rapid u rb ani zat ion
6 | The Future of Jobs Report
Expected timeframe Definition
Imp a ct New t e ch n o l o g i e s a re e n a b li n g w o rkp l a ce i n n o va t i o n s s uch
44% f elt al re ad y as remote w o rki n g , co - w o r ki n g s paces a nd tel ec o nf e re nci n g.
Org a n i za ti o n s ar e li kel y to h a ve an e ve r-sm a ll e r p o o l of core f ull-time
e m p l o ye e s f or fi xe d f u n ct i o n s, backe d up by coll e a g u e s in oth er
co u n t ri e s a nd e xt e rn a l co n su l t a n t s and contr actors f or sp ecific
proj ects.
Imp a ct
23% f elt al re ad y
Th e wo rld s e co n o m i c ce ntre of gra vi t y i s sh i f ti ng to war ds the
e m e r g i n g w o rl d. By 2030, A sia i s p ro j e ct e d to acco unt f or 66% of the
gl o b a l m i d dl e -cl a s s and f or 59% of mi d d l e -cl a s s c o n su m p ti o n.
Imp a ct
23% f elt al re ad y
C li m a t e cha nge i s a m aj o r d ri ve r of in n o va ti o n , as o rg a ni zati o n s
search f or m e a su re s to m i ti g a t e or h el p a dj u st to it s ef f ects. Yet as
gl o b a l e co n o m i c gro wth co n t i n u e s t o l e a d to dem and f or nat u ral
re so u r ce s an d raw m a t e ri a l s, o ve r-e x p l oi t ati o n i m pl i e s hi g h e r
e xt ra cti o n c osts and d e g ra d a ti o n of ecosy stems.
Imp a ct Th e g e o p o li ti ca l l a n d s ca p e i s co n st a n t l y ch a n g i n g , w i t h f ar- re ac hi ng
21% f elt al re ad y i m pli ca t i o n s f or gl o b al tra de and t al e n t m o b ili t y, re q u i ri n g i n d u st ri e s
such as Oil an d Gas or A vi a ti o n a nd To u ri sm to react and ada pt
f aster than ev er bef ore.
16% 201520 17 In ma ny e co n o m i e s c onsum ers are i n cre a si n gl y c once rne d ab out a
rang e of issu e s rel at e d to t h ei r p u rch a si n g d e ci si o n s: c a rbo n f ootp ri nt;
i m p a ct on the e n vi ro n m e n t ; f ood sa f e t y; l a b o u r stand ards; a ni m a l
w e lf a re ; an d a company s record on et hi ca l tra de. Ad ditio n all y, int e rn e t
users h a ve i n cre a si n gl y b ecome a ware of issu e s aro und data se cu ri t y
and o n li n e p ri vac y.
14% 201520 17 Ov er the next decade, adv anced e co n o m i e s w i ll se e the eff ects of a n
a g ei n g p o p ul at i o n. I n cre a si n gl y, p e o p l e will wo rk past age 65 to
secure ad equ ate re so u r ce s f or reti re m e n t. At the same ti m e , se rvi n g
the needs of an ol d e r so ci e t y w ill cr eate o p p o rt u n i ti e s f or ne w
prod ucts, se rvi ce s an d b u si n e ss m od el s.
Imp a ct
13% f elt al re ad y
Much of the de ve l o p i n g w o rl d i s e xp e ri e n ci n g ra p i d pop u l atio n
gro wth and f aces a v ery diff e re n t d e m o g ra p h i c ch a ll e n g e th an
adv anced e co n o m i e s: d e vi si n g a ppr opri ate e d u ca t i o n a nd trai ni n g
systems to prepare an o ve r w h e l m i n gl y y oung p o p u l a ti o n f or the
w o r kp l a ce . L e a d i n g e m e rg i n g n a ti o n s co n t i n u e to mov e up the skill s
la d d e r an d i m p ro ve access to hi g h -q u a l i t y e d u ca t i o n , co n t ri b u ti n g to
a d ra m a ti c ri se i n the num ber of the co ll e g e -e d u ca t e d and a shi f t i n
the gl o b a l d i st ri b u ti o n of tale nt.
12% 201520 17 Women h a ve mad e si g ni fi ca n t g ai n s i n l a b o u r f orce p a rti ci p a ti o n and
e d u ca t i o n al a tt ai n m e n t , re su l ti n g i n an i n cre a si n g l y i m p o rt a n t rol e
in the econ omy as both consumers and e m p l o ye e s. As a market,
wom en will accou nt f or US$ 5 t rilli o n a d di ti o n al cons umer sp e n di ng
and more than two t hi rd s of gl o b al d i sp o s a b l e i n co m e ov er the next
decad e.
Imp a ct Th e wo rld's ur ban p o p u l ati o n i s set to d o u b l e bet we en 2010 a nd
8% f elt al re ad y 2050, f rom 2.6 billio n to 5.2 billi o n . Thi s ra p i d and un prec ede nted
pace of urb a ni za ti o n, e sp e ci all y i n markets such as C hi n a and
S u b -S a h a r a n A f ri ca , b ri n g s with it many o p p o rt u n i ti e s as w ell as
chall e n g e s.
Table 2: Significance, timeframe and definition of drivers of change (contd.)
TECHNO LO GICAL D R I V E R S OF CHANG E
D river of change
Mo bile i ntern et and
cloud te ch no l ogy
Adv ances in
computin g p o we r
and Big Da ta
New en er gy
suppl ies an d
tec hn ol o gies
The Int ern et of
Th in gs
Cro wds ou rci ng, the
shari ng ec o no my
and p eer -t o - pee r
pl atf or ms
Adv anced r o bot ics
and au to no m ous
tra ns por t
Ar tif icial int ell ig e nce
and ma chi ne
lea rn in g
Adv anc e d
manuf acturin g and
3D pr int i ng
Adv anced mat er ials,
bi otec h no lo gy and
ge no mics
Rated as top trend Expected timeframe Definition
201520 17 Th e m o bil e i nt e rn e t has a p p li ca ti o n s across b u si n e ss and the p u blic
34% sector, e n a bli n g m ore e f fi ci e nt d e li ve ry of se rvi ce s and op po rt u ni ti e s
to in cre a se wo rkf orce p ro d u ct i vit y. W ith cloud techno logy ,
a p p li ca ti o n s c an be d eli ve re d w i t h m i ni m a l or n o l o cal sof twa re
or p ro c e s si n g po we r, e n a b li n g the ra pi d s pre ad of inte rn et- b a se d
se r vi ce m od el s.
26% 201520 17 R e ali zi n g the f ull p ot e nt i al of te ch n o l o g i cal a d va n ce s w i ll re q ui re
h a vi n g i n p l a ce the sy stems and ca p a bi liti e s to make se n se of the
u n p re ce d e n t e d f l o o d of data these in n o va ti o n s w ill gen erate.
22% 201520 17 New e n e rg y su p p l i e s and t e ch n o l o gi e s, such as re n e w a b l e s and
h yd ra u li c f ra ct u ri n g (f racki n g), are sh a ki n g up the gl o b a l en ergy
la n d s ca p e and di sru p t i n g p o w e rf u l p l a ye rs at le a st as much as
ye st e rd a y s o il p ri ce cri se s d i d, w it h prof ound and com plic ate d
g e o p o li ti ca l a nd e n vi ro n m e n t a l r epe rcussions.
201520 17 Th e use of remote se n so r s, co m m u n i ca t i o n s, a nd p roc e s si ng
14% po we r i n i n d u st ri al e q ui p m e n t a nd e ve r yd a y o bj e ct s w ill u nl e a sh an
enorm ous amo unt of data and the op p o rt u n i t y to see patter ns and
d e si g n sy stems on a scal e n e ve r bef ore p o ssibl e.
Imp a ct
12% f elt al re ad y
Wi t h peer-to- pe er pl a t f o rm s, co m p a n i e s an d in di vi d u al s can d o
t hi n g s that p re vi o u sl y re q ui re d l a rg e -sca l e o rg a ni za ti o n s. I n som e
cases the t al e nt and re so u r ce s that co m p a n i e s can con nect to,
throug h a cti viti e s such as crowdsourc ing, may become more
i m p o rt a n t t han the i n -h o u se re so u r ce s they own.
20182 020 Adv anced rob ots w it h e n h a n ce d se n se s, d e xt e ri t y, and i nt ellig e nc e
9% can be more p ra ct i ca l th an human l ab our i n m a n u f a ct u ri n g , as
w e ll as in a g ro w i n g n umb er of se rvi ce j o b s, such as cl e a n i n g and
m a i nt e n a n ce . M o re o ve r, i t i s n ow p o s si bl e to create cars, trucks,
ai rcra f t , a nd boats that are co m p l e t e l y or p a rt l y auton omous, w h i ch
co u l d re vol u ti o ni ze t ra n sp o rt a t i o n, i f re g u l ati o n s a ll o w, as e a rl y as
2020.
20182 020 A d va n ce s i n a rti fi ci al i nt ell i g e n ce , m a ch i n e l e a rn i ng , a nd n a t u ral user
7% in t e rf a ce s ( e.g. voi ce recog n itio n) are m a ki n g it p o s si bl e to a utomate
kn o w l e d g e - w o rk e r tasks that ha ve l o n g b een r eg ard ed as impo ssibl e
or i m p ra ct i ca l f or m a ch i n e s to p erf orm.
201520 17 A range of te ch n o l o g i cal a d va n ce s i n m a n u f a ct u ri n g techn olo gy
6% promises a ne w wav e of pro d u cti vi t y. For e xa m p l e, 3D pri ntin g
(b uildi n g obj ects la ye r-b y-l a ye r f rom a d i git a l master d esign file )
all o w s on- dem and pro ductio n, which h as fa r-ra n g i n g i m p li ca t i o n s f or
gl o b a l sup ply ch a i n s and p ro d u ct i o n net works.
20182 020 Te c h n o l o gi ca l a d va n ce s i n m a t e ri al and lif e sci e n ce s h a ve m any
6% in n o va t i ve i n d u st ry a p p li ca ti o n s. R ecent b re a kt h ro u g h s i n g e n etic s
could h a ve pr of ound i m p a ct s o n m e d i ci n e an d a g ri cul t u re . Si mi la rl y,
the m a n u f a ct u re of syn t h e ti c m o l e cu l e s vi a b i o -p ro ce ss e n gi n e e ri n g
w ill be criti ca l to p h a rm a ce u t i ca l s, pl a sti c s an d p o l ym e r s, bio f u el s,
and other ne w m at e ri al s and i n d u st ri al pr ocesses.
The Future of Jobs Report | 7
Figure 2: Drivers of change, industries overall
Share of respondents rating driver as top trend, %
DEMOGR APHIC AND SOCIO -ECON O MIC

C h a n g i n g natu re of work, fle xi bl e wo rk 44%

M i d dl e cl a s s i n e m e rg i n g m a rk et s 23%

C li m a t e cha nge, n at u ra l re so u rc e s 23%

Ge o p o lit i cal vol atili t y 21%

C o n su m e r eth ics, pri va c y i ssu e s 16%

L o n g e vi t y, a g ei n g soci eti e s 14%

Young d emog rap hics in e m e rg i n g m a rk et s 13%

Womens economic power, a sp i rati o n s 12%

Rapid u rb a ni zati o n 8%

TECHNO LO GICAL

M o b il e i n t e rn e t, clou d tec h n olog y 34%

P ro ce s si n g p ower, Bi g D at a 26%

New e n e rg y su p p l i e s an d tec h n o l o gi e s 22%

Int e rn et of T hi ng s 14%

S h a ri n g eco nomy , crowd so u rci n g 12%

R o b o t i c s, auton omous t ra n spo rt 9%

A rti fi ci al i nt elli g e nce 7%

Adv . m a n u f a ct u ri n g , 3D p ri nti ng 6%

Adv . ma t e ri a l s, b iot ec h n olog y 6%

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

am plif y ing one another. Smart s yst ems ho m es , factories,
farms, grids or ent ire cit ies will help t ac k le pro ble ms
rangin g from sup ply chain ma na ge m ent to c limat e change.
Concurrent to this t echn ologic al rev olut ion are a set of
broader socio-ec on o mic, ge op olit ic al and demographic
devel op m ent s , each int eract ing in multiple direct ions and
int ensif ying each another.
While these imp e ndi ng changes hold great pro mise for
future prosp erit y and job creation, many of them also pose
major challen ges req uiring proactive adaptation by
corporations, gov ern me nt s, societ ies and indiv iduals. As
whole ind ust ries adjust and new ones are born, many
occupations will undergo a fund a me nt al transformation.
Tog et her, t ech nolo gic al, socio-ec on o mic, g eo political and
demographic dev elop me nt s and the int erac t ions between
them will generat e new c at egori es of jobs and occup atio ns
while part ly or wholly displacing others. They will change
the sk ill sets required in both old and new occupations in
most indus t ries and transform how and where pe opl e work,
leadin g to new man ag em e nt and reg ulat ory challeng es.
Given the rapi d pace of change, busin es s mo del disrupt io ns
are resulting in a ne ar-simult a ne ous imp act on employme nt
and need for new skill sets, requiring an urgent and
concerted effort for adjus tment.
So far, the debate on these trans f ormat ions has been
sharply polarized be tween those who foresee limitless new
op po rt unit ies and those that foresee a massiv e dis locatio n
of jobs. I n fact, the reality is likely to be highly specific to the
industr y, region and occupation in question and the ability
of various st akeh olders to succ essf ully manage change. A
major g oal of t his Report is to unpack the relative impact
of key driv ers of change and provide specific info rmat io n
on the relat ive magnit ude o f these expected changes by
indust ry and ge ogr ap hy, and the expected time horizon for
t heir impac t to be f elt on jo b functions, employ m ent levels
and skills.

8 | The Future of Jobs Report

Table 3: Significance of drivers of change, by industry
Share of respondents rating driver as top trend, %

D river of change BA S CON EN FS HE ICT MEI MOB PS OVERALL

C h a n g i n g natu re of work, fle xi b l e 46 42 46 26 20 36 36 35 63 44

wo rk

M o b il e i n t e rn e t, clou d t e ch n o l o g y 8 17 0 41 50 69 57 16 38 34

P ro ce s si n g p ower, 5 8 4 44 20 44 36 6 40 26
Bi g D ata

M i d dl e cl a s s i n 15 42 0 41 40 8 21 39 13 23
e m e rg i n g m arkets

New e n e rg y su p p l i e s and 38 21 71 3 10 17 0 26 5 22
technol ogi es

C li m a t e cha nge, n at u ral reso urces 49 21 50 3 0 8 7 32 8 23

Ge o p o l iti ca l vol a tili t y 28 25 29 26 0 3 14 16 10 21

C o n su m e r eth ics, pri va c y i ssu e s 3 21 8 18 20 31 21 10 20 16

Int e rn et of Thi n g s 8 13 4 12 10 33 14 6 15 14

L o n g e vi t y, a g ei n g soc ieties 13 17 13 9 40 14 14 3 13 14

Young d e m o g ra p h i cs i n emer ging 10 17 17 24 10 3 21 13 8 13

markets

S h a ri n g eco nomy , crowdso urcin g 3 4 4 18 10 11 21 6 25 12

Wo m e n's econ omic power, 10 21 13 9 10 3 7 6 15 12

a sp i ratio n s

R o b o t i c s, auton omous tra nspo rt 15 8 4 3 0 0 7 29 5 9

Rapid urb ani zati on 13 4 13 3 0 6 14 10 8 8

Adv . m a n u f act u ri ng, 10 4 8 0 0 6 0 16 3 6

3D printing
A rti fi ci al in t elli g e n ce 5 0 8 3 0 6 7 16 5 7

Adv . m at e ri al s, b i ot e ch n o l o g y 8 4 0 3 30 0 0 13 0 6

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

Technological, Demographic and So cio -Economic Industry codes

Trends Affecting Business Mod els
Figure 2 list s the major ind us tr y driv ers of change and Code Industry

disrupt ions to busines s mod els ident if ied by the s enio r BAS B a si c an d In f ra st ru ct u re

execut iv es in our surv ey, ranked accordin g to the share of CON Consumer

respondents who expected each trend to be among the top EN Ener gy

trends impact ing t heir ind us tr y by the year 2020. Table 2 FS Fi n a n ci al S e rvi ce s & I n ve st o rs

prov ides a short desc ript ion of each trend and the median HE H e a lt h c a re

time horiz on by whic h it is e xpected to start im pac t ing the ICT In fo rm ati o n and C o m m u n i c a ti o n Tec hno logy

respondents indus tr y. MEI M e d i a , E nt e rt a i n m e n t and I n fo rm atio n

Collec tiv ely, t echnol ogic al dis rupt ions are seen as very MO B Mo b ili t y

signif ic ant driv ers of indus t rial change by the respondents. PS P rof e s si o n al S e rvic e s

Among these, growth in cheap computing power and the

ubiq uit y of the mobile int ernet hav e already had wid espread
imp ac t on ex isting busines s mo dels. Addit ionally, even
t echnolo gic al trends whose pot ent ially f ar-rang ing
implic at ions hav e not yet f ully mat erializ edsuc h as 3D
print ing, artificial int ellige nc e and the Internet of Thing sare
expected to be well und erway in specif ic indus t ries in the
years leadin g up to 2020.
De m ogr ap hic and socio- eco n o mic shifts are expected
to hav e nearly as strong an imp act on busines s models
and organization al structures as technolo gical change.
A pplic at ion o f t ech n olo gy has alrea dy changed when
and where work is done in practically every indust ry as
work plac es of the indust rial age giv e way to work p ractices
of the digit al age, inc luding remote work, f lexible work and

The Future of Jobs Report | 9

Figure 3: Timeframe to impact industries, business models

Impact felt already 20152017 20182020

R i si n g g e o p ol iti ca l vol atilit y New e n e rg y su p p li e s and Adv anced ro b o t i c s and

M obil e i nt e rne t a nd cloud tech nol ogy
A d va n c e s in co m p u ti n g p o wer an d
Bi g D ata
Crowdsourci ng, the sh a ri ng
economy and pe er-to-pe er platf orms
Ri se of the mid d l e cl a ss i n em e rgi ng
markets
Youn g d emog rap hics in em ergi ng
markets
Rapid u rba ni zati on
C ha n gi ng work e n vi ro n m e n t s a nd
fl e xi bl e w o r ki n g ar ran gem ents
Clim at e ch an ge, n at u ra l reso urce
co n st ra i n t s a nd the t ra n si ti o n to a
g re e n e r econ omy
technol ogi es autonom ous trans po rt
The I nt e rn et of Thi n g s A rti fi ci al i nt elli g e n ce an d
Adv anced m a n u f a ct u ri n g and m a c h i n e l e a rni n g
3D printing Adv anced mat e ri al s,
Lo n g e vi t y and a g e i n g so ci e ti e s bi o t e ch n o l o g y and ge nomics
New consume r concer ns ab out
e t hi ca l an d p ri va cy i ssu e s
Womens ri si n g a sp i rati o n s an d
econom ic power

on-demand work. The rising middle class in emerging
markets, the need to transit ion towards an enviro nm entally
sust aina ble economy and inc reas ed g eop olit ic al v olatilit y are
all seen as major orga niz ation al driv ers of change. Cha nging
values and the growing ability of consumers to express
these values are als o t rans f orming busines s mo dels and
em ploy m ent . The rising role and im po rt anc e of women in
the economy is t ransf orming not only the co m posit ion of
the t ale nt po ol but als o the nature of products c at ering to
them specif ic ally an d b y ex t ension the s kills prof iles of the
jobs req uired. Lo ng ev it y and populat ion ageing in advanced
eco no mi es a nd the op p ort unit ies and challeng es i t
pres e nts are als o e xpected to hav e an im p ac t on b usines s
mo d els, and by ext ension t alent needs, in ad dit ion to
cha ngin g the com p osit ion of the t alent pool in most
develop ed econ omies in p articular.
Industry- and Country-Le vel Change
A number of driv ers of change will hav e an acute impact
wit hin specif ic ind us t ries. At the indus t ry lev el, for example,
new energy sup plies and t echnolo gies will hav e a p art icular
imp ac t on the Energy, Basic and Inf rastructure and Mob ilit y
indus t ries. Proc es sing power and Big Data will hav e an
especially strong impa c t on Inform at io n and Communicat io n
Techn ology, Financial S er vic es and Prof es sional Ser vices.
The rising middle clas s in em erging markets will have the
larges t effect on Consum er, Financial S er vic es and Mobility.
Cons u mer et hic s and priv acy is sues will hav e a sig nificant
imp ac t on the Consu mer, Fina ncial Ser v ic es and Info rmatio n
and Com mu nic at ion Tech nolo gy sector (s ee Table 3).
At the country lev el, ex pec t ations reg arding the nature
of upcoming dis ru pt ions are shaped by the demographic,
economic and techn olo gic al dev elo pm ent of the country in
question. Overall, chan ging and f lexible work is seen as the
most signif icant driv er of change in ad vanced eco nomies,
wher eas the rising middle clas s takes this role in em erging
markets. New energy sup plies and t echn olo gies are
expected to play the larges t role in the cou nt ries of the Gulf
Coo per ation Co unc il, while c limat e change adaptation is
seen as a part icularly major driv er in Ger ma ny. A number
of dev elopi ng count ries expect particularly large impact
from the mobile int ernet given that the t echn olo gy has the
pot ent ial to bring millions of f or merly unconnected workers
and consumers int o the f orm al economy for the first time.
For further det ails, please also refer to the Country Profiles
in Part 2 of t his Report.
Expected Timeframe
The tim e-to-impact t raject or y of cert ain drivers of change
diff ers between ind ust ries and is shaped by the sp ecific
nature of each sectors current business m od el. For
exam ple, there is a wide v ariet y of opinio n among Chief
Human Resourc es Of fic ers regardi ng the imm edi ac y of the
imp ac t of art if icial int elligence and robotics on employment
and skills.5 However, reg ardles s of the specif ic ind ustr y or
driver of change, it is clear that the overall pace of ind ustry
transf ormat ion is wholly unpr ec e de nt ed. Disrupt ive changes
to industr y sectors are already re-conf iguri ng b usiness
mo d els and skill setsand will do so at an accelerated
pace in the ne xt f ive years. The current anx ious debate
about the lon g-t er m imp act of art if icial int ellige nce and
robotics not wit hst an di ng, our focus is on todays workforce
and talent st rat egies and how they can cont ribut e to
succ es sf ully ma nagi ng t his transit io n.
EMPLOYMENT TRENDS
Recent discussions about the em ploy me nt imp act of
disrupt ive change hav e o ften been polarized between those
who foresee limitless opp ort unit ies in newly em erging job
c at e gories and prospects that improv e workers prod uct ivity
and liberat e them from routine work, and those that foresee
massive labo ur substitution and displac em e nt of job s.
Acad e mics, chief execut iv es and labo ur lea ders hold strong
and divers e views on the debate, as do polic ymak ers.6 It is
clear from our data that while forecasts vary by ind ustr y and
region, momentous change is unde rway and that, ultim ately,
it is our actions today that will det ermin e whether that
change mainly results in massive displac ement of workers
or the emerg e nc e of new opp ort u nities. Wit h out urgent and
targeted action today to manage the near-term transit io n

10 | The Future of Jobs Report

Figure 4: Employment effect of drivers of change, all job types
Compound growth rate, 2015-2020, % 7
Drivers of Change, overall 1.73%
Drivers of Change, tec hnological 2.02%
Drivers of Change, demographic and socio-ec onomic 1.50%

Young d emog rap hics in e m e rg i n g m arkets 5.16%

Womens economic power, a sp i rati o n s

4.04%
M i d dl e cl a s s i n e m e rg i n g markets
3.13%
Rapid urb ani zati on
3.10%
Adv . ma t e ri a l s, b iot ec h n olog y
3.08%
P ro ce s si n g p ower, Bi g Data
2.95%
M o b il e i n t e rn e t, clou d tec h n olog y
2.47%
Int e rn et of Thi ng s
2.27%
New e n e rg y su p p l i e s an d technol ogi es
2.13%
C li m a t e cha nge, n at u ra l reso urces
1.85%
C h a n g i n g natu re of work, fle xi bl e work
1.63%
S h a ri n g eco nomy , crowdso urcin g
1.43%
R o b o t i c s, auton omous tra nspo rt
1.36%
C o n su m e r eth ics, pri va c y i ssu e s
1.32%
Adv . m a n u f a ct u ri n g , 3D printi ng 0.36%

L o n g e vi t y, a g ei n g soc ieties 0.65%

A rti fi ci al i nt elli g e nce 1.56%

Ge o p o lit i cal vol atili t y

2.69%
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

and build a workforce wit h fu tureproof sk ills, governments
will hav e to cope wit h ev er- gro wing un e mpl oy m e nt and
inequ alit y, and busines s es wit h a shrink ing consumer base.
Our dataset aims to bring sp ecificit y to the debate and to
the options for action, by providin g the persp ec t iv e of Chief
Human Resourc es Of f ic ers of leadin g employ ers who are
among those at the front line of the emer ging trends and are
key actors in imple me nting future workforce strateg ies.
Impact of Disruptive Change on Emplo ymen t
Overall, our respondents seem to take a negativ e view
reg ardin g the upco mi ng e m ploy m ent im p ac t of artificial
int elligenc e, alt hou gh not on a sc ale that wo uld lead
to widespre ad societ al uph eav al at leas t up unt il the year
2020. By contrast, further un p ac k ing the bun dle of
t echn ologic al driv ers of change in the mo uld of the Fourth
I ndust rial Rev olut ion yields a rather more opt imist ic pict ure
reg ardin g the job creation pot ent ial of t echn olo gies such
as Big Data analy t ics, mo bile int ernet, the Internet of
Things and robotics. Howev er, b y far the bigg es t e xpected
drivers of em ploym e nt creat ion are demographic and
socio-eco no mic in nature; in part icular, the opportunit ies
offered by young demographics and rising middle classes
in em erging markets and the rising ec on omic power and
aspirations of women. Convers ely, our respondents share a
stark prem o nition that inc reasing ge op olit ical volatility risks
bein g the bigg est threatby farto employ m ent and job
creation at the glob al level.
Howev er, t his aggre gat e-level v iew of the driving
forces behind employ m ent change masks sig nificant
v ariat ion and im po rt ant nu anc es at the level of individ ual
job f amilies and occupations. Our respondents expect
strong employ m ent growth across the Archit ect ure and
Engin eerin g and Computer and Mat h em at ical job f amilies,
a moderate dec line in Man uf act uring and Production ro les
and a significant dec line in Of fic e and Ad minist rativ e roles.
Other sizeable job f amilies, such as Business and Fina ncial
Op erat ions, Sal es and Relat ed and Construction and
Ex t ract ion have a largely f lat global employm ent o utlook
over the 2015 2020 period. Furt h er un packin g these

The Future of Jobs Report | 11

Table 4: Employment effect of drivers of change, by job family
Compound growth rate, 2015-2020, %

Job family/ D ri ve r of change Em pl o yme nt outlook Job family/ D ri ve r of change Em pl o yme nt outlook

Computer and Math ematical 3.21% Sal es and Rel ated 0.46%
Rapid urb ani zati on 6.11% P ro ce s si n g p o wer, Bi g D ata 1.25%
M i d dl e cl a ss i n e m e rg i n g m arkets 5.00% S h a ri n g eco nomy , crowdsourci ng 0.58%
C h a n g i n g natu re of work, fl e xi bl e wo rk 4.94% M o b il e i nt e rn e t, clo ud t e ch n o l o g y 0.43%

S h a ri n g eco nomy , crowdsourci ng 4.88% Int e rn et of T hi n g s 0.89%

P ro ce s si n g p ower, Bi g Data 4.59% M i d dl e cl a s s i n e m e rg i n g markets 1.14%
Int e rn et of Thi n g s 4.54% C o n su m e r eth ics, p ri va c y i ss u e s 1.28%

Ge o p o l iti ca l vol a tili t y 3.8 9% Ge o p o l iti ca l vol a tili t y 1.50%

M o b il e i nt e rn e t, clo ud t e ch n o l o g y 3.71% C h a n g i n g natu re of work, fl e xi bl e work 1.51%
C o n su m e r eth ics, pri va c y i ssu e s 2.40% New e n e rg y su p p l i e s an d technol ogi es 1.58%

Archit ecture an d En gin ee ring 2.71% Installati on a nd Mai ntena nce 0.15%
M i d dl e cl a ss i n e m e rg i n g m arkets 5.88% C li m a t e cha nge, n at u ra l reso urces 3.00%
R o b o t i c s, auton omo us transpo rt 4.49% C h a n g i n g natu re of work, fle xi bl e work 0.45%
C li m a t e ch ang e, n a t u ral r esourc es 3.68% M o b il e i n t e rn e t, clou d t e ch n o l o g y 3.89%

Int e rn et of Thi n g s 3.54% Int e rn et of T hi n g s 8.00%

Adv . m a n u f a ct u ri n g , 3D pri nting 3.33% Constructi on and Extracti on 0.93 %
C h a n g i n g natu re of work, fl e xi bl e wo rk 3.18% New e n e rg y su p p l i e s an d technol ogi es 1.38%
New e n e rg y su p p li e s a nd tec hno log ies 2.25% C li m a t e cha nge, n at u ra l reso urces 0.38%
Ge o p o l iti ca l vol a tili t y 1.33% Ge o p o l iti ca l vol a tili t y 0.07%
Ma na geme nt 0.97% C h a n g i n g natu re of work, fle xi bl e work 0.11%
Young d emo gra phics i n e m e rgi n g m arkets 2.14% Ar ts, Design, Enter tainme nt, Sp or ts and Medi a 1.03 %
Ge o p o l iti ca l vol a tili t y 1.67% M o b il e i n t e rn e t, clou d t e ch n o l o g y 0.95%
New e n e rg y su p p li e s a nd techno log ies 1.44% M i d dl e cl a s s i n e m e rg i n g markets 0.83%
P ro ce s si n g p ower, Bi g Data 1.39% Ge o p o l iti ca l vol a tili t y 1.00%
C h a n g i n g natu re of work, fl e xi bl e wo rk 0.90%
Ma nuf acturin g and Pro ductio n 1. 63 %
M i d dl e cl a ss i n e m e rg i n g m arkets 0.72%
Adv . m at e ri al s, b i ot e ch n o l o g y 0.67%
M o b il e i nt e rn e t, clo ud t e ch n o l o g y 0.62%
R o b o t i c s, auton omous tra nspo rt 0.83%
C li m a t e ch ang e, n a t u ral r esourc es 0.40%
New e n e rg y su p p l i e s an d technol ogi es 1.81%
L o n g e vi t y, a g ei n g soc ieties 0.23%
M i d dl e cl a s s i n e m e rg i n g markets 2.16%
Busin ess and Fin anci al O per atio ns 0.70 % C li m a t e cha nge, n at u ra l reso urces 2.45%
S h a ri n g eco nomy , crowdso urcin g 3.11% Ge o p o l iti ca l vol a tili t y 2.47%
M i d dl e cl a s s i n e m e rg i n g markets 1.96% C h a n g i n g natu re of work, fle xi bl e work 2.99%
C h a n g i n g natu re of work, fle xi bl e work 1.88% L o n g e vi t y, a g ei n g soc ieties 3.13%
Young d emog ra phics in e m e rg i n g markets 1.67% Adv . m a n u f a ct u ri n g , 3D printi ng 3.60%
Ge o p o lit i cal vol atili t y 1.59%
Off ice and Admi nistrativ e 4.91%
C li m a t e cha nge, n at u ra l reso urces 1.39%
C h a n g i n g natu re of work, fl e xi bl e wo rk 2.77%
P ro ce s si n g p ower, Bi g Data 1.34%
New e n e rg y su p p li e s a nd techno log ies 3.33%
M o b il e i n t e rn e t, clou d tec h n olog y 1.03%
M o b il e i nt e rn e t, clo ud t e ch n o l o g y 5.82%
C o n su m e r eth ics, pri va c y i ssu e s 0.54%
P ro ce s si n g p ower, Bi g Data 6.06%
C o n su m e r eth ics, p ri va c y i ss u e s 6.18%

Int e rn et of T hi n g s 6.20%
Rapid urb ani zati on 6.36%
C li m a t e ch ang e, n a t u ral r esourc es 6.67%

Ge o p o l iti ca l vol a tili t y 9.72%

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

exp ec t atio ns accor din g to the factors driv ing employm ent
change makes clear the true s c ale of im pe n ding ind us try
and occup at ional t rans f or m ation. See Table 4 for det ails on
these exp ectations .
The expected glob al dec line in t ot al Manuf act uring and
Production roles is driv en b y labo ur-sub st it ut ing
t echnolo gies such as addit iv e man uf act uring and 3D
print ing as much as by more resourc e- ef f icient sus tainable
product use, lower demand growth in ag eing societ ies and
threats to glob al sup ply chains due to geo polit ical volatility.
Some cautious opt imism is warranted due to increased
ma nuf act uring demand for advanced mat erials and
comp arat iv ely f av oura ble exp ect at ions around robotics,
point ing to the latters pot ent ial for labo ur-complem ent ing
prod uc t ivit y en h anc em ent rather than pure job replacement.

12 | The Future of Jobs Report

 Conv ersely, 3D print ing, reso urc e-ef f icient sus tainab le
pro d uc t ion and robotics are all seen as strong driv ers of
em ploy m ent growth in the Archit ec t ure and Eng ineering
job f amily, in light of a continued and f ast-gr owi ng need for
skilled t echnicians and specialist s to create and manage
advanced and automated production systems. This is
expected to lead to a trans f or mat ion of m an uf ac t uring int o a
highly sophistic at ed sector where high-s k illed engi ne ers are
in strong demand to make the indus t rial Internet of Things a
reality.
The fortunes of other job f amilies due to these same
factors are mix ed. I nst allat ion and Maint en anc e jobs,
for ex am ple, will see great produc t iv it y enh anc e me nt s and
strong growth in green jobs such as the installat io n,
ret rof itt ing, rep air and maint ena nc e of smart meters and
renewa ble en ergy t echnologi es in resident ial and office
buildin gs , butat an aggregat e lev elwill als o come face-
to-face wit h the eff icienc y -s aving and labo ur-subs tit uting
aspect of the Internet of Things. Similarly, despit e some
challen ges , global demographics will sust ain demand for
Construction and Ex t ract ion jobs. Reso urc e-ef f iciency is
expected to be another key driv ing factor for t his job f amily,
at leas t in the case of construction, in the creation of new
and improv e m ent of exist ing housing stock, often using new
cons t ruc tion t echniq u es, mat erials and approaches.
Automation of checkout processes and smart inv entor y
ma na ge m ent through s ensors and other applic at ions of
the Internet of Things are some of the factors expected
to lead to a dec reas e in demand for tradit ional roles in
the Sales and Relat ed job f amily. Cons um er et hic s and
green consumption prac tic es are lik ewis e ant ic ipat ed to
impac t ne gat iv ely on t radit ional roles in the job f amily,
though perhaps wit h an upside for e mploy e es wit h skills
in acc rediting and adv ising on eco-lab elled products. The
strongest em ploy m ent growth in the sector is expected to
come from a continued shift towards online sho ppi ng and
the ap plic at ion of Big Data analy tic s to deriv e and act upon
insights from customer data and pref erenc es to provide a
pers on alis ed sho ppin g exp erience.
Two further job f amilies wit h mainly f lat aggregate
em ploy m ent outlooks over the comi ng y ears are Business
and Financial Op erations and Man a ge m ent . Each is affected
by a very wid e range of factors, hint ing at the s c ale of
trans f orm at ion and ups k illing needs these job f amilies will
undergo over the c o min g years.
Strong em ploy me nt growth in the Computer and
Mat hem atic al job f amily is driv en by trends beyond
t echn olo gy, such as rapid urb aniz ation in d ev eloping
cou nt ries, as well as by dis rupt ions that negat iv ely affect
the employ m ent outlook in other job f amilies, such as
geo polit ic al v olat ilit y and priv ac y is sues as companies
from virt ually all indust ries seek to rec ruit specialist s that
can help them ap ply t ools such as Big Data analy t ics and
data visualization to better understand and cope wit h these
issues.
The big ges t employ m ent dec line o f an y job f amily
is e xpected in Off ic e and Adminis t rat iv e roles, whic h are
expected to be negat iv ely a ffected b y a perfect storm of
t echnolo gic al trends that hav e the pot ent ial to make many
of them redundant, such as mobile int ern et and clo ud
t echn olo gy, Big Data analytics and the Internet of Things,
but also factors such as climat e change and resource
eff iciency and workplace f lexibility that un d ermi ne the
rat ionale for maint ainin g a large workforce wit hin these
roles.
I nt erest ingly, our respondents expect a comparat iv ely
small employ m ent impact from two disrupt ions that
currently receive signif icant a ttention. Where it is mentioned,
the artif icial int elligenc e and machine learning driver is
expected to lead to negat ive em ploy m ent outcomes in
job f amilies such as Educ at ion and Training, Leg al and
Busin ess and Fina ncial Op erat ions. However, it appears
our respondents do not believe that these technologies
will hav e ad vanced significant ly enough by the year 2020
to hav e a more wides pre ad im p act on glob al employm ent
levels. Similarly, the shari ng economy may hav e the potent ial
to radically transform the way work is organized and
regulat ed in cert ain job f amilies, wit h all the oppo rt unit ies
and challen ges t his ent ails; but where it is mentioned as a
driver of change to employ me nt, its e ffect is largely seen
as benign in the next five years. Our analysis reveals that
upcoming disrupt ions to the em ploy m ent lands c ap e are
goi ng to be a lot more co mplex and mult i-f acet ed than
conveye d b y a narrow focus only on automation, and that
we must act wit hin the current win do w offered b y the
v ar ying speeds of techn olo gical t rans f orm ations to prepare.
Global Net Employment Effe cts
The survey result s provide direct inf orm ation on the
expected relat iv e em ployme nt changes to job f amilies
over the peri od 2015 2020. It is pos sible to extrapolate
from these values the est imat ed numbers of jobs created
or lost in absolut e terms worldwi de. Between them, the
15 econ o mies covered b y our data account for about
1.86 billion workers, appr oximat ely 65% of the wo rld s total
workforce. Using the st and ardized o ccup atio nal classificat io n
be hin d our research framework, we have estimated the tot al
number of people e mploy ed in an y given job f amily in each
of our focus count ries (alt ho ug h for China, whic h accounts
for 770 million workers out of our t ot al, t his data is
unf ort unat ely not available in a direc t ly comp arable
f ormat8 ).Therefore, we can give an estimat e of the net
effect on glob al em ploym e nt of the trends and disrup tio ns
ant ic ipat ed by the respondents covered by our Report.
Acc ordi ng to these c alculatio ns, current trends could
lead to a net em ploy me nt im pact of more than 5.1 million
jobs lost to disrupt ive labo ur market changes over the
peri od 2015 2020, wit h a t ot al loss of 7.1 million jobs
two t hirds of whic h are concentrated in the Off ic e and
Ad minis t rat ive job f a mily an d a t ot al gain o f 2 million jobs,
in sev eral smaller job f amilies. A number of conclusions
stand out:
The glob al workforce is e xpected b y our respondents
to experie nc e signif icant churn between job f amilies
and functions, wit h ad minis trat ive and routine
whit e-collar off ic e functions at risk of bein g d ecim ated
and strong growth in Computer and Mat hem at ical
The Future of Jobs Report | 13
Figure 5: Total workforce by job family and Archit ect ure and Engine ering relat ed fields .
Employees (thousands, all focus countries) Ma nuf act uring and Production roles are also e xpected
to see a further bot t omi n g out but might have the worst
be hin d them and still ret ain relat ively good pot ent ial for
264,365 Farming, Fishing and Forestry
upskilling, rede ploym ent and pro duc t ivit y enhancement
through technology rather than pure subs titution.

98,723 Ma nuf ac t uring and Production Em ploy me nt growth is e xpected to d erive

dispro p ort ionat ely from smaller, generally hig h-skilled
job f amilies that will be una ble to absorb job lo sses
96,928 Of f ic e and Administrativ e co min g from other parts of the lab our market. Even
if they could, signif icant reskilling wo uld be needed.
This factor plus the inc reas e in glob al unemployment
89,613 Hospit alit y and Food Related due to glob al po pulat ion growth and slow jo b creatio n
over the peri od 2015-2019 9 leav es no room for
complacency.
79,619 Trans port at ion and Logistics
Once emergin g markets and developi ng cou nt ries are
added int o the equation, any discus sion of the Future
70,282 Busin es s and Financial of Jobs remains inco mpl et e wit hout reco gniz ing that
Operations a signif icant share of the global workforce rem ains
employed in agricult ure, about which both current
65,787 Sales and Related t echn olo gy opt imis t s and alarmis ts have comparat ively
little to say. Similarly, a pot ential f ield of emplo yment
growth around whic h our sur vey yielded only limited
55,266 Person al Care and Serv ice data point s concerns the Personal Care and Ser vice
job f amily, sinc e jobs in t his f ield are not t ypically found
on a large scale among large multinat ional employers.10
53,404 Construction and Extraction Ind eed, there is cause for opt imism about growth in
these roles as demand for such serv ic es grows due to
demographic and social factors.
42,838 Management
There is a strong gender dimensio n to expected
em ploy m ent changes whereby, not ably, gender gaps
appear to be more pronounced wit hin both hig h
38,727 Com m unit y, Social and Protective
Ser vices growth and dec lining job f amilies. For exam ple, women
make up low numbers in the f ast -growin g STEM job
f amilies, point ing, on current trends, to a deterio rat ing
26,887 I nst allat ion and Maintenance
gender gap over time; but also low numbers within
job f amilies such as Manuf act uring and Production or
Construction and Ex t ract ion, where expected job
18,799 Healt hc are Prac t ition ers and
losses will disprop ort ionat ely affect men. However,
Technicians
f emale em ployme nt is also concentrated in low-grow t h
or dec lining job f amilies such as Sales, Busines s and
15,663 Life, Physic al, and Social sciences
Financial O perat ions and Of f ice and Administrat ive,
indicating, if our respondents exp ec t atio ns come to
pass, a pos sible reversal of some of the gains made in
14,659 Ed uc at ion and Trainin g work plac e gender parit y over the past decade.

Employment Trends by In dustr y

14,628 Arts, Design, Entertainm ent, From an industr y-lev el pers pec t ive, there is a modestly
Sports and Media
positiv e outlook for e mploy m ent across most sectors over
the 2015 2020 period. However, und ern eat h t his aggregate
12,605 Computer and Mathem atical outlook there is once again significant relat ive growth in
some job f amilies and signif icant relative decline in others,
result ing from the acc elerat ing pace of t ransf orm at ion wit hin
12,511 Archit ec t ure and Engin eerin g many indus t ries. For further det ails, pleas e als o refer to the
Ind us try Prof iles in Part 2 of the Report.

6,550 Leg al

14 | The Future of Jobs Report

Figure 6: Net employment outlook by job family, 20152020
Employees (thousands, all focus countries)
4 ,759 Of f ic e and Administrativ e
1,609 Ma nuf ac t uring and Production
497 Construction and Extraction
151 Arts, Design, Entertainm ent,
Sports and Media
109 Leg al
40 I nst allat ion and Maintenance
The Computer and Mat he mat ic al job f amily is
ant ic ipat ed by our respondents to ex perienc e ver y hig h
growth centred on data analysts and software and
ap plic at ions dev el op ers not jus t within the Inf orm atio n
and Com mu nic at ion Tech nolo gy ind us tr y but across a
wide range of indus t ries, includin g Financial Ser v ic es &
Inves tors , Media, Ent ert ainme nt and Inf orm atio n, Mobility
and Prof es sional Ser v ic es , as computing power and Big
Data analy t ics constitutes a signif icant driv er of employm ent
growth in each.
In fact, em ploy m ent growth for Computer and
Mat hem atic al roles is e xpected to be least pronounced
in the Inf orm atio n and Co mm unic ation Tec hn ology sector
it self, hinting at the acc elerat ed demand for data analysis
skills and ICT lit erac y across, and uptake of these tools b y,
other indus t ries. For ex a mple, the Media, Entertainm ent
and Info rmat io n ind ust ry is expecting a flat employment
outlook wit h regard to its core Arts, Design, Entertainm ent,
Sports and Media job f amily, combined with high growth in
the Computer and Mat he mat ic al f ield, as the indus tr y f ully
embraces its digit al transformation.
In t his same v ein, solid job growth is e xpected for
Archit ec t ure and Engin eerin g roles, part icularly in the
Co nsu m er, Info rmation and Com m unic at ion Technology
and Mobilit y ind us t ries. By contrast, demand for
addit ional engin eerin g t alent in it s t radit ional core Basic
and Inf rastruct ure and Energy indust ries is f airly flat.
Both of the latt er are als o e xpecting dec lining demand
for Man uf act uring and Production and Construction
+492 Busin ess and Financial
Operations
+416 Manag em ent
+405 Computer and Mathem atical
+339 Archit ect ure and Engin eerin g
+303 Sales and Related
+66 Ed ucat ion and Trainin g
and Ex t ract ion roles such as Chemical Proces sing Pla nt
O per at ors and Mining and Petrole um Ex t ract ion Wo rkers, as
both indus t ries are f acing he ad winds o ver the co min g years.
The Consum er ind ust r y is likewise reducin g it s
Ma nuf act uring and Production roles but ant ic ipat es at least
st able overall demand for Sales and Relat ed jobs, as rising
middle clas ses in em erging markets, cha ngi ng consumer
v alues and, in particular, the rising econ o mic power of
women, are significant drivers of job growth in the sector.
The Mobilit y industr y is ant icipat ing signif icant growth in
Trans port at ion and Logis tics roles, as it plays it s traditio nal
role of connecting count ries and indust ries in the wake of
inc reasing globalizat ion as well as, increasin gly, cat ering to
travellers from rising middle classes in emergin g markets.
However, geo political volat ility and its associat ed threat
to global t ravel and supply chains are perceive d as major
neg ative drivers of e mploy m ent outlook in the ind ustr y. On
the aut om otive ma nuf act uring side of the sector, disrup tio ns
such as advanced robotics, autonomous transport, 3D
print ing and new energy t echnologi es will hav e some of the
most direc t imp act s on jobs of an y ind us try.
Similarly, the Financial Servic es & I nv est ors sector
will undergo a signif icant shift, wit h m ajor job growth
for Computer and Mat he mat ical roles such as data
analyst s, inf ormat ion security analyst s and database and
network prof ession als. A rising middle class and young
demographics in em erging markets are signif icant sources
of future job growth in the sector.
The Future of Jobs Report | 15
Table 5: Employment effect of drivers of change, by industry
Compound growth rate, 2015-2020, %

Ind u st ry/ Dri ve r of change Em pl o yme nt outlook Ind u st ry/ Dri ve r of change Em pl o yme nt outlook

Basic a nd Inf rastr uc tu re 0.61% Inf ormation and Commu nicati on Tec hn o lo gy 2.91%
Rapid urb ani zati on 7.00% P ro ce s si n g p ower, Bi g Data 5.00%
M i d dl e cl a s s i n e m e rg i n g markets 3.33% M o b il e i n t e rn e t, clou d tec h n olog y 4.78%

New e n e rg y su p p l i e s an d technol ogi es 2.00% C o n su m e r eth ics, pri va c y i ssu e s 3.33%

C li m a t e cha nge, n at u ra l reso urces 1.39% New e n e rg y su p p l i e s an d technol ogi es 2.50%
C h a n g i n g natu re of work, fle xi bl e work 0.29% Int e rn et of T hi ng s 2.27%

R o b o t i c s, auton omous tra nspo rt 0.00% C h a n g i n g natu re of work, fle xi bl e work 2.08%
L o n g e vi t y, a g ei n g soc ieties 7.00% L o n g e vi t y, a g ei n g soc ieties 1.25%

Ge o p o lit i cal vol atili t y 7.27% Me di a, Enter tai nment a nd Inf orm ati o n 2.31%
Cons ume r 1.72% P ro ce s si n g p ower, Bi g Data 8.00%
Wo m e n's econ omic power, a sp i rati o n s 3.75% M o b il e i n t e rn e t, clou d tec h n olog y 3.57%
C o n su m e r eth ics, pri va c y i ssu e s 2.00% C h a n g i n g natu re of work, fle xi bl e work 2.00%

C h a n g i n g natu re of work, fle xi bl e work 1.50% Mo bi li ty 1.61%

M i d dl e cl a s s i n e m e rg i n g markets 1.25% C li m a t e cha nge, n at u ra l reso urces 2.50%
C li m a t e cha nge, n at u ra l reso urces 1.25% New e n e rg y su p p l i e s an d technol ogi es 2.50%
New e n e rg y su p p l i e s an d technol ogi es 1.00% M i d dl e cl a s s i n e m e rg i n g markets 2.27%
Ge o p o lit i cal vol atili t y 0.00% R o b o t i c s, auton omous tra nspo rt 1.25%

En er gy 1.54% A rti fi ci al i nt elli g e nce 1.25%

New e n e rg y su p p l i e s an d technol ogi es 2.19% M o b il e i n t e rn e t, clou d tec h n olog y 1.00%
C h a n g i n g natu re of work, fle xi bl e work 1.00% Adv . m a n u f a ct u ri n g , 3D printi ng 1.00%

C li m a t e cha nge, n at u ra l reso urces 0.83% C h a n g i n g natu re of work, fle xi bl e work 0.56%
Ge o p o lit i cal vol atili t y 5.00% Ge o p o lit i cal vol atili t y 6.00%

Financi al S er v ices & Inv estors 1.54% Prof ession al Ser v ices 2.45 %
Young d emog ra phics in e m e rg i n g markets 6.25% Wo m e n's econ omic power, a sp i rati o n s 5.00%

M i d dl e cl a s s i n e m e rg i n g markets 5.00% M i d dl e cl a s s i n e m e rg i n g markets 5.00%

P ro ce s si n g p ower, Bi g Data 1.54% C h a n g i n g natu re of work, fle xi bl e work 4.00%
M o b il e i n t e rn e t, clou d tec h n olog y 1.15% P ro ce s si n g p ower, Bi g Data 2.35%

S h a ri n g eco nomy , crowdso urcin g 0.83% M o b il e i n t e rn e t, clou d tec h n olog y 2.14%

C o n su m e r eth ics, pri va c y i ssu e s 0.83% S h a ri n g eco nomy , crowdso urcin g 1.67%
C h a n g i n g natu re of work, fle xi bl e work 0.63% Int e rn et of T hi ng s 1.00%

Ge o p o lit i cal vol atili t y 2.22% C o n su m e r eth ics, pri va c y i ssu e s 0.71%

Healt hc ar e 0.37 % L o n g e vi t y, a g ei n g soc ieties 0.00%

M o b il e i n t e rn e t, clou d tec h n olog y 3.00%

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

Man y indus tr y obs er v ers e xpect a sub s tantial
increas e in the number of jobs in the Healt hc are sector
due to dem o gra p hic trends such a longev it y and ag eing
pop ulations in ad vanced econo mies. Howev er, our survey
respondents expect a st able em ploy me nt outlook for the
indus t ry o ver the comin g f iv e y ears a nd a net negative
imp ac t on the number of jobs from dis rupt ions such as
mo bile int ernet and clou d t ech nolo gy, en abling wid espread
ap plic at ion of t elem edicine. What seems cert ain is that
the s kills prof ile of many jobs in the sector will change
sig nif icantly.
Our respondents antic ipat e that the Prof es sio nal
Ser v ic es ind us tr y will ex peri enc e em ploy m ent growth
over the 2015 2020 period, part icularly in data analyt ics
roles, especially as the consult ing arm of the sector
experie nc es growth b y adv ising all others on t heir respective
trans f orm at ions. Accor dingly, factors aff ec ting jobs in the
indus t ry are influe nc e d by those aff ecting all the others.
Wit h regards to busines s mo dels in the Prof es s io nal
Ser vic es indust ry it s elf, some of the major influe nc es will be
aut o mat ion or glob alized crowds ourcing via online platforms
of high-skilled but rep et it iv e work processes, leading to
inc reas ed of f-shori ng of back off ic e roles and a ris e in time-
limit ed, project -base d contracts.
New and Emerging Roles
Our research also ex plicit ly asked respondents about new
and emer ging job cat eg ories and functions that they e xpect
to become crit ic ally imp ort ant to t heir indust ry by the year
2020, and where wit hin t heir glob al op erat ions they wo uld
expect to locat e such roles.
Two job types stand out due to the frequ e ncy and
consis t enc y wit h whic h they were mentioned across
pract ic ally all indust ries and ge ogr ap hies. The first are
data analyst s, as already f req ue ntly me ntion ed above,
whic h co mp ani es e xpect will help them make sens e and
derive insight s from the torrent of data ge nerat e d b y the
t echnolo gic al disrupt ions ref erenc ed abo ve. The second

16 | The Future of Jobs Report

are specialized s ales repres ent ativ es, as prac tic ally ever y
indus tr y will need to become skilled in com mercializ ing and
explaining t heir off erings to busines s or gov er nm ent client s
and consumers, whether due to the innovat iv e technical
nature of the products t hems elv es , due to t heir b eing
targeted at new client types wit h whic h the company is not
yet f amiliar, or both.
Other new specialt ies f requ ent ly mentioned includ e new
types of human resourc es and org aniz atio nal dev elo pm ent
specialist s, engi ne ering specialt ies such as mat erials, bio-
che mic als, nanotech and ro bot ic s, regulatory and
govern m ent relations specialist s, ge os pat ial info rmatio n
systems experts and com m ercial and ind us t rial d esig ners.
A pa rticular need is als o seen in indus t ries as varied
as Energy and Media, Ent ert ain me nt and Info rmat io n for
a new type of s enior m an ag er who will succ es s f ully steer
companies through the upcoming change and disruptio n.
Once more, there is a gender gap dime nsion to
these findings , as the growth of new and emergin g ro les
in computer, technology and engine ering-relat ed fields is
out p acin g the rate at whic h women are current ly entering
those types of jobs p ut ting them at risk of mis sing out on
tomorrows best job o pp ort u nities and aggravat ing hiring
processes for comp a nies due to a more rest rict ed talent
pool.
We als o asked respondents to ident if y roles where
there may be cons is t ent dec line. Across a wide range of
sectors inc ludin g Basic and Inf rastructure, Energy, Fina ncial
Ser v ic es & Inv es tors, Inf orm atio n and Communicatio n
Tech nol ogy as well as Prof es sional Ser v ic es , Of fic e and
Ad minis t rat ive f unc t ions are pois e d for major red und ancies.
One part icular set of jobs a ffected b y t his, for ex a mple, are
customer s er v ic e roles , whic h will become obsolet e due to
mo bile int ernet t ech nolo gy to monitor s er vic e qualit y o nline
as a means of maint aining eff ec tiv e customer relat io nship
management.
Changes in Job Quality and Ease of Re crui tment
In addit ion to the qu ant it y of jobs , dis ru pt iv e changes to
indus t ries and busines s models will als o a ffect the q uality,
skills require me nts and day-to-day content of virt ually
every job. Ov er all, our respondents expect a relativ e
increas e in compensation for in-de m and jobs in e very
indus tr y survey ed, in line wit h inc reas e d prod uc tiv it y and
skills requirem ent s. They als o e xpect an ov erall increase
in work -lif e balanc e in all indus t ries e xcept the Consumer
sector, where the outlook for this dimensio n rem ains
st able. Ex pec t at ions are les s clear wit h regard to overall
job s ecurit y, whic h is e xpected to inc reas e in the Energ y,
Financial Serv ic es , Healt hc are and Info rmat io n and
Co mm unic ation Tec hn olo gy sectors, but to dec rease in the
Basic and Inf ras tructure, Cons um er, M edia, Entertainm ent
and Inf orm atio n, Mo bilit y and Prof es sion al Ser vices
indus t ries. It is imp ort ant to note that these are aggregate
result s for ent ire ind us t ries. For ex am ple, Energy includ es
renew abl es and ut ilit ies in addit ion to oil and gas. See Part
2 for fu rther det ails in the Ind ustry Profiles.
An addit ion al dime nsion to consider is the general trend
towards flexible work, ident ified b y our respondents as one
of the biggest drivers of t ransf ormat ion o f business models
in many ind ust ries and t heref ore als o one of the topmost
concerns at the nat ional level in many of the Reports focus
cou nt ries. Tel eco m mut ing, co-worki ng spaces, virt ual
teams, freelancin g and online t alent platf orms are all on the
rise, t ransc e ndin g the phy sical bou ndari es of the of fic e or
factory f loor and red ef ining the boundary between ones job
and privat e lif e in the process. Modern forms of workers
orga nization, such as digit al freelancers unions, and
updated labour market reg ulations are be ginni ng to emerge
to complement these new organizat ional mo dels. The
challenge for employ ers, individ uals and governments alike
is going to be to work out ways and means to ensure that
the cha ngin g nature of work ben ef it s ever yone.
Given the ov erall disruption indust ries are exp eriencing,
it is not surprising that, wit h current trends, competit io n
for t alent in in-de ma nd job f amilies such as Computer and
Mat he m atical and Archit ect ure and Engineerin g and other
st rat egic and specialist roles will be f ierc e, and finding
eff icient wa ys of securing a solid t alent pipeline a priorit y for
virt ually ev ery ind ustry.
Most st rat egic and specialist roles across ind ustries,
count ries and job f amilies are alrea dy perceived as hard
to rec ruit for curre nt ly and wit h few exceptionsthe
sit uat ion is e xpected to worsen signif icant ly over the 2015-
2020 period, not ably in the Cons u mer, Info rm atio n and
Co mm unic ation Tec hn olo gy, Basic and Inf rastructure and
Me dia, Ent ert ain ment and Inform at io n ind ust ries (Fig ure 7 ).
Across key job f amilies, recruit ment is currentl y
perceive d as most dif ficult for t radit ion al middle-skilled
and skilled trade occupations, such as in I nst allat ion and
Maint e na nc e, as well as for Archit ec t ure and Engineering
and Computer and Mat he mat ic al roles. By 2020 our
respondents expect that it will be significant ly more difficult
to rec ruit specialist s across most job f amilies, p articularly
so for Computer and Mat hemat ical roles, given the war for
t alent that is alrea dy shaping up in t his field toda y.
I nt erest ingly, Of f ic e and Administ rative roles will be among
the hardest jobs to recruit for in absolut e terms by 2020,
presu m ably partl y due to the perceived unat t ractiv en ess of
the field, if current em ploy m ent proj ect ions come to pass,
and the very diff erent core skills require ment s t his field may
have going forward. By contrast, rec ruit m ent for standard
whit e collar Business and Financial Op erations roles is
current ly perceived as com parat ively easy, and the talent
pipeline is e xpected to marginally improv e even further in
the future.
There are significant variations in perceived ease of
recruit me nt b y ge ogr ap hy, alt h ou gh findin g sp ecialists
is e xpected to become more diff icult across all selected
eco no mi es o ver the 2015 2020 period. The sit uat ion will be
part icularly dif ficult in Japan, exacer bat ed b y the countrys
agei ng demographics.
Our respondents also note that where as it is o ften
harder to recruit women than men for many specialist roles,
part icularly for jobs concentrated in the Computer and
Mat he m atical and Archit ect ure and Engin eeri ng job f amilies,
t his trend is expected to improv e somewhat over the
2015 2020 period. The largest progress in ov ercoming t his
The Future of Jobs Report | 17
Figure 7: Expected change in ease of recruitment, 20152020
Perception rating on a 2 (very hard) to +2 (very easy) scale
INDUSTRIES

1.0

0.5

0.0
of recr uit me nt
Averag e ease

-0. 5

0.5
0.34 0.49
1 . 0 0.55 0.14 0.54
0.42
0.63
1 . 5
0.53

2 . 0

Ba si c a nd C o n su me r En erg y Financial H eal th ca re Inf o rm ati on a n d Media, M obilit y Prof e ssio n al

Inf ra st ru ct u re Serv ices C o m m uni ca tio n Entertainment Se rvi ce s
& In ve st ors Te chn ol og y an d I nf orm ati o n

JOB FAMILIES

1.0

0.5
0.02

0.0
of recr uit me nt
Averag e ease

0. 5

0.67 0.34 0.43

1. 0 0.58
0.44 0.20
0.29
1. 5 0.70
1.00
0.20

2. 0

Architecture Arts, Design, Business Computer Construction Installation Manage- Manuf acturing Lif e, Office Sal e s and
and E nt e rt ai n m e nt, and and and and ment and Ph ysi cal, and Related
En gi n ee ri ng S p o rt s Fi na n ci al M a th e m a ti cal E xtra cti on M ai nt e n a n ce Pro d u cti o n and A d mini st rati ve
and M e di a Op e ra tio n s S o ci al
S ci e n ce s

C OUN TR Y / R E GI ON

1.0

0.5
n/a 0.04

0.0
of recr uit me nt
Averag e ease

0. 5
0.65 0.39
0.71
0.62
1. 0 0.44
0.41 0.06 0.21
0.67 0.13
0.50
1. 5
0.50

2. 0
0.85

AS E A N Australia Brazil China France GCC Germany India Italy Japan Mexico South Turkey United United
Af rica Kingdom States

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

18 | The Future of Jobs Report

Figure 8A: Drivers of change, time to impact on business models
Share of respondents, %
DEMOGR APHIC AND SOCIO -ECON O MIC

C h a n g i n g natu re of work, fle xi bl e wo rk

M i d dl e cl a s s i n e m e rg i n g m a rk et s

C li m a t e cha nge, n at u ra l re so u rc e s

Ge o p o lit i cal vol atili t y

C o n su m e r eth ics, pri va c y i ssu e s

L o n g e vi t y, a g ei n g soci eti e s

n Imp act felt al re ad y

Young d emog rap hics in e m e rg i n g m a rk et s n 201520 17
n 20 182 020
Womens economic power, a sp i rati o n s n 20212025

Rapid u rb a ni zati o n

0 10 20 30 40 50

TECHNO LO GICAL

M o b il e i n t e rn e t, clou d tec h n olog y

P ro ce s si n g p ower, Bi g D at a

New e n e rg y su p p l i e s an d tec h n o l o gi e s

Int e rn et of Thi ng s

S h a ri n g eco nomy , crowd so u rci n g

R o b o t i c s, auton omous t ra n spo rt

n Imp act felt al re ad y
A rti fi ci al i nt elli g e nce n 201520 17
n 20 182 020
Adv . m a n u f a ct u ri n g , 3D p ri nti ng n 20212025

Adv . ma t e ri a l s, b iot ec h n olog y

0 10 20 30 40 50
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

gender pen alty for specialist rec ruit ment is e xpected in the
Basic and Inf ras tructure, Mo bilit y and Media, Entertainm e nt
and Info rmat io n ind us t ries, though it is e xpected to p ersist,
for ex am ple, in the Info rmat io n and Communicat io n
Tech nol ogy sector. For more det ails on t his gender gap
dime nsion and its implic at ions ple as e refer to Chapter 2.
SKILLS STABILIT Y
The acc elerat ing pace of t ech nolo gic al, demographic and
socio-eco no mic dis ruption is t rans f orming indus t ries and
busin es s mo dels , cha n ging the s kills that em ploy ers need
and short enin g the shelf -lif e of employ ees ex is ting skill sets
in the process. For ex am ple, t ech nolo gic al dis rupt ions such
as robotics and machine learning r at her than completely
replacing exist ing occupations and job catego riesare
likely to substitute specific tasks previously c arried out as
part of these jobs, f re eing workers up to focus on new
tasks and leading to rapidly chan ging core skill sets in
these occup at ions.11 Eve n those jobs that are less direct ly
affected b y t ech nolo gical change and hav e a largely stable
em ploy me nt o utlooks ay, market ing or su pply chain
prof es sionals targeting a new demo gra phic in an emerging
market may req uire very diff erent s kill sets just a few years
from now as the ecosyst e ms wit hin whic h the y operate
change.
In t his new environ m ent, busin es s mo d el change often
translat es to skill set disruption al most simult an eo usly and
wit h only a minimal time lag (Fig ure 8 A). Our respondents
report that a t an gible im pact of many of these disrup tio ns
on the adequacy of employees existing skill sets can
already be f elt in a wide range of jobs and ind ust ries today
(Figure 8B).

The Future of Jobs Report | 19

Figure 8B: Drivers of change, time to impact on employee skills
Share of respondents, %
DEMOGR APHIC AND SOCIO -ECON O MIC

C h a n g i n g natu re of work, fle xi bl e wo rk

M i d dl e cl a s s i n e m e rg i n g m a rk et s

C li m a t e cha nge, n at u ra l re so u rc e s

Ge o p o lit i cal vol atili t y

C o n su m e r eth ics, pri va c y i ssu e s

L o n g e vi t y, a g ei n g soci eti e s

Young d emog rap hics in e m e rg i n g m arkets n Imp act felt al re ad y

n 201520 17
n 20 182 020
Womens economic power, a sp i rati o n s
n 20212025

Rapid urb ani zati on

0 10 20 30 40 50

TECHNO LO GICAL

M o b il e i n t e rn e t, clou d tec h n olog y

P ro ce s si n g p ower, Bi g D at a

New e n e rg y su p p l i e s an d tec h n o l o gi e s

Int e rn et of T hi ng s

S h a ri n g eco nomy , crowd so u rci n g

R o b o t i c s, auton omous t ra n spo rt

A rti fi ci al i nt elli g e nce n Imp act felt al re ad y

n 201520 17
n 20 182 020
Adv . m a n u f a ct u ri n g , 3D p ri nti ng
n 20212025

Adv . ma t e ri a l s, b iot ec h n olog y

0 10 20 30 40 50
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of dri ve rs hav e been abb re vi at e d to en su re legibility.

Impact of Disruptive Change on Existing Skill Se ts
During prev ious indus t rial rev olutions , it has often taken
decades to build the training systems and labo ur market
inst it utio ns needed to dev elop major new s kill sets on
a large s c ale. Giv en the upco mi ng pace and s c ale of
disrupt ion brought about by the Fourth I ndus t rial Revolutio n,
howev er, t his may s imply not be an option.12
For ex ample, current t ech nolo gic al trends are bring ing
about an unpr ec e d ent ed rate of change in the core
curriculum content of many ac ad e mic f ields , wit h nearly
50% of subjec t k nowl ed ge acq uired durin g the f irst year of
a four-y ear t ech nic al degree outdated by the time students
graduate, accordin g to one popular est imat e.13 A focus
on the state of the t alent pipeline for t radit ional fo rmal
qualif ic at ions and hard s kills t heref ore risks d ram at ically
un derst at ing the s c ale of imp en ding s k ill set dis rupt ion if a
large part of the exist ing subjec t knowle dg e of the current
workforce will be outdated in just a few years.
Beyond hard skills and formal qualific at ions, employers
are often equally concerned about the work-relat ed p ract ical
skills or competences that current employ ees (or prospective
new hires) are able to use in order to perform various job
tasks suc ces sf ully.14 Focusing on a core set of 35 work-
relevant sk ills and abilities that are widely used across all
indust ry sectors and job f amilies (see Figure 9)derived from
the same classification as our occupation-level data15the
Report finds that these practical skills, too, will be sub ject
to accelerat ing change and significant dis rupt ion in the
imme diat e future. On average, by 2020, more than a third
of the desired core skill sets of most occupations will be
com pris ed of sk ills that are not yet considere d crucial to
the job today, according to our resp on dent s. At an ind ustry

20 | The Future of Jobs Report

Figure 9: Core work-related skills

Abilities Basic Skills Cross-functional Skills

Cognitive Abilities Content S kills Social S kills Resource Management

Cognitive Flexibility Active Learning Co o rdin ating w ith S kills
Creat ivity Oral Expression Others M an a g e m ent of
Logical Reasoning Reading Emotion al I nte llig ence Fin anc ial R esourc es
Problem S e nsitivity Compre he ns ion Negotiatio n M an a g e m ent of
Mat h e mat ic al Reasoning Written Expression Persuasion Mat eria l Resourc es
V is ua liza tion ICT Literacy Service Orie ntatio n People Management
Training and Teaching Time Management
Others
Physical A bilities Process S kills
Physical Strength Active Liste ning Technical S kills
Manu al Dexterity and Critical Thin kin g Systems S kills E quipm e nt Mainte na nce
Prec isio n M onit orin g Se lf and Judgement and and Repair
Others Dec isio n- m aking E quipm e nt Operation
Systems An alysis and Control
Prog ra mming
Quality Control
Complex Problem Technol ogy and User
Solving S kills Ex per ienc e D esig n
Complex Problem Tro u ble s h ootin g
S olvin g
Source: Wo rl d Economic Forum, based on O*N E T Content Model.
Note: See App e n di x A f or f urther details.

level, the highes t expected lev el of sk ills st ability o ver the Table 6: Skills Stability, 20152020, industries overall
20152020 period is found in the Media, Ent ert ainme nt and
Inform atio n sector, already prof oundly t ransf ormed in recent In du stry group Unstable Stable
Industri es Ov erall 35% 65 %
years , while the larges t amount of sk ills dis rupt ion is e xpected
M e d i a , E nt e rt a i n m e n t and I n fo rm atio n 27% 73%
to occur in the Financial Serv ices & I nv est ors ind ustry.16
There are v arious reasons for such dram at ic shift s in Consumer 30% 71%
H e a l t h ca re 29% 71%
expected s kills req uireme nt s. As noted earlier, in the face of
rapidly rising computing power, an abilit y to work wit h data Ener gy 30% 70%

and make data-based dec isions will become an increasingly P rof e s si o n al S e rvi ce s 33% 67%

vit al sk ill across many job f amilies as employ ers sc ram ble In fo rm ati o n and C o m m u n i c a ti o n Tec hno logy 35% 65%

to build a workforce wit h solid s kills in data analy sis and M o b ili t y 39% 61%

pres e nt ation (e.g. through visualiz at io n) and the amount of B a si c an d In f ra st ru ct u re 42% 58%

pot ent ially usef ul digit al inf ormat ion ge ner at ed and stored Fi n a n ci al S e rvi ce s & I n ve st o rs 43% 57%

keeps increasing ex ponent ially. I n the Consu m er s ector,
for ex a mple, vast amounts of data will allow for increas ed
sophist ic at ion in inv ent ory ma na ge ment, customer
seg me nt ation and product person aliz at ion, inv olv ing some
use and familiarit y wit h t ech nolo gy b y jobs at all lev els, from
ret ail as s ist ant through to more s enior posit io ns.
Business es in indus tr y sectors such as Mobility,
Energy, Financial Serv ic es & Inv esto rs and Info rmatio n
and Com mu nic at ion Tech nolo gy are inc reasingly findin g
t hems elv es confronted wit h new consumer concerns
about is sues such as carbon foot print s , food s af et y, labo ur
standards and priv ac y. From a s kills persp ec tiv e, the y
will need to learn to more quic k ly ant ic ipat e these new
consumer values, to t ranslat e them int o product off ering s
and to become ever more knowle d ge able about the
processes inv olv ed in meeting these demands and the
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
imp ac t t his may have on t heir employees current s kill sets
and workin g practices.
While most jobs req uire use of a wide range of skills,
somewhat dif f erent s kill set co mbin at ions are sought after
in diff erent ind ust ry sectors. Our dataset allows us some
gen eralized obs er vat ions about the imp act of vario us
disrupt ive changes on skills demand at an aggregate
indust ry level (s ee Table 7).
Wit h regard to the ov erall scale of demand for vario us
skills in 2020, more than one third (36%) of all jobs across
all indust ries are expected by our respondents to req uire
com plex pro ble m-solvin g as one of their core skills,
compared to less than 1 in 20 jobs (4%) that will hav e a core

The Future of Jobs Report | 21

Table 7: Demand for skills in different industry sectors and overall, 2015 and 2020
Share of jobs requiring skills family as part of their core skill set, %

BAS CON EN FS HE ICT MEI MOB PS OVERALL

Current
Current

Current

Current

Current

Current

Current

Current

Current

Current
2020

2020

2020

2020

2020

2020

2020

2020

2020

2020
Skill s f amily

Complex Pr obl em S o l vi ng 42 33 28 31 49 38 35 39 35 36 36 46 32 34 35 38 36 36
Skill s
S o ci al S kill s 17 17 26 27 27 28 32 23 30 28 20 19 27 32 22 20 26 24 20 19

Process S kill s 10 19 21 22 24 29 36 34 25 36 26 25 27 31 18 22 37 29 18 18

S yst e m s Sk ills 22 26 28 25 24 18 23 22 26 24 16 23 16 16 16 17

R e so u rce Mana gem ent 21 15 38 35 29 24 20 20 16 19 38 32 26 28 24 29 14 13

Skill s
Te ch n i ca l S kill s 25 20 20 18 29 22 5 16 22 20 26 21 19 18 14 12

C o g n it i ve A b ilit i e s 10 19 13 25 15 23 35 34 20 23 11 27 19 22 11 15

Content S kill s 6 13 22 24 19 18 22 28 11 15 10 10

P h ysi cal A bili ti e s 5 4

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Figure 10: Change in demand for core work-related skills, 2015-2020, all industries
Share of jobs requiring skills family as part of their core skill set, %
Scale of skills 2020
Current
demand in 2020
C o g n i ti ve A b ili ti e s 15% 52%

S yst e m s Sk ills 17% 42%

Complex Pr obl em S ol vi ng 36% 40%

Content Skill s 10% 40%

Process Skill s 18% 39%

S o ci al S kill s 19% 37%

R e so u rce M a n a g e m e n t S kill s 13% 36%

Te c h n i cal Skill s 12% 33%

P h ysi ca l Abiliti e s 4% 31%

0 20 40 60 80 100
n growing skill s demand n stable skills demand n d e clini ng skill s demand

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

req uirem ent for phy sic al abilit ies such as physic al strengt h Prof es sion al Ser vic es and Inf orm ation and Communicatio n
or dex t erit y. How ev er, alo ng wit h the im p ac t of dis rup tive Tech nol ogy, that are expected to become more complex
changes on these sectors, it is ant icipat ed that complex and analyt ical due to these trends.
problem solving s kills will become somewhat les s important Overall, social s killssuc h as persu asion, emotio nal
in indus t ries that are heav ily t echnic al toda ysuch as Basic int ellige nce and t eaching ot hers will be in higher demand
and Inf rastruct ure and Ener gy in whic h t echn ology may across indust ries than narrow t echnical s kills, such as
automate and take on a bigg er part of these com plex tasks pro gra m min g or e quip m ent operation and cont rol. Content
goi ng forward, and will ascend in those indus t ries, such as skills (w hich inc lude I CT lit eracy and active lear ning),

22 | The Future of Jobs Report

Table 8A: Distribution of recent university graduates by degree subject and country
Share of degree holders, %

ASE AN AUS BRA FRA GCC DEU ITA JPN ME X TUR UK USA

A g ric u lt u re 4 1 2 1 0 2 2 3 2 3 1 1

Ed uc atio n 16 8 20 3 8 9 7 7 12 10 10 10

E n gi n e e ri n g, Manuf acturing, 19 8 7 15 16 15 13 17 21 12 9 7
C o n st ructio n
H e a l th and We l f a re 9 17 15 15 6 19 16 13 9 6 16 17

H u m a n iti e s and A rts 6 10 2 10 18 16 15 15 4 8 16 12

Scienc es 5 8 5 10 13 13 7 3 6 9 13 9

Serv ices 5 3 3 4 2 3 3 8 1 5 2 8

S o ci al S ci e n ce s, Busi ness, 32 45 41 42 36 23 32 27 45 47 32 36
La w
Unspecif ied 4 0 5 0 0 0 5 7 0 0 1 0

Source: Wo rl d Economic Forum, Human Capital Report 2015, based on UNE S C O I n stitute of Stati sti cs, I S CE D 2011.
Note: Most recent year avail abl e; data not availa ble f or Chin a, In di a, South Africa.

Table 8B: Distribution of professionals by degree subject and industry

Share of degree holders, %

BA S CON EN FS HE I CT MEI MOB PS

A g ric u lt u re v 2 0 0 2 0 0 0 0

Ed uc atio n 1 4 1 2 5 1 18 2 1

E n gi n e e ri n g, Manuf acturing, 47 3 51 2 3 25 4 27 3
C o n st ructio n
H e a l th and We l f a re 2 5 1 3 29 1 6 2 5

H u m a n iti e s and A rts 3 17 1 5 5 4 39 3 11

Scienc es 16 9 15 11 31 50 11 11 11

Serv ices 0 4 0 1 4 0 1 10 0

S o ci al S ci e n ce s, Busi ness, 29 50 29 74 18 18 19 39 67
La w
Unspecif ied 2 5 2 2 2 2 2 4 1

Source: Linke dI n.
Note: Sha re of LinkedIn members wit h stated terti a ry degrees across Fut ure of Jobs Report f ocus countries; ind u st ry cl a ssi fi cati o n based on Wo rl d E co n o m i c Forum
taxonomy, edu ca tio n su bj e ct cl a ssi fi cati o n based on ISCE D 2011.

cognitiv e abilities (such as c reativ it y and mat hem at ical
reaso ning ) and process skills (such as activ e list ening and
critic al t hinking ) will be a growin g pa rt of the core s kills
req uirem ent s for many ind us tries.
If skills demand is ev olv ing rapidly at an aggregate
indust ry lev el, the degree of chan ging s kills req uirem ent s
wit hin indiv id ual job f amilies and occupations is ev en more
pronounced (Figure 10).
For ex ample, the inc reasin g ubiq uit y of mo bile internet
co mbi ne d wit h the comi ng- of -ag e of the Internet of Thing s
pro mises to transform the daily routine of many f ront line
roles in the Sales and Relat ed, I nst allat ion and Mainten ance,
and Man uf act uring and Production job f amilies across
all indust ries, requiring a much higher lev el of technology
lit erac y than in the past. As an ancillary characteris tic
to increas ed automation in these fields, em ploy ees are

The Future of Jobs Report | 23

 Box 1: An ticipating the Future of Jobs: Mapping Skills Suppl y
Job re q uirem e nts and skills profiles are ra pidly ch a nging.
Yet w hen it comes to the tra dition al t o ols policy m ak ers and
em ploy ers h ave at t h eir dis p os al to n avig ate t his change
there often is a time la g of months, if not years, until updated
inf orm atio n becomes av aila ble. Gro win g com p utin g pow er and
la rg e amounts of data are inc re as ing ly m a king it po ssibl e to
understand and ant icip ate changes in la bou r markets in n e ar- real
tim e, and to re-shape e d uc atio n and training polic ies in a timelier
ma n n er to he lp narrow the wid enin g skills gap.
For ex a m pl e, hundreds of millions of w orkers across the
glo be h ave added th eir profe ssiona l inf o rm ation inc ludin g th eir
e du cat io n, skills, and past and present jobst o online tale nt
platf o rm s such as LinkedI n, aff ording these p ro vid e rs wit h u niqu e
ins ights into c h an gin g sk ills supply. Incre as ed collaboratio n
betw een stak eh o lders such as onlin e talent platforms, human
re so u rc es c on su ltin g firms, e m pl oy e rs, policy mak e rs, la bour
u nion s and e du c ation prov iders, has the p ot ent ial to s ubs ta ntially
im prov e the speed and precis ion of futurew orkforce plan ning
and ma n a ging org a niz ation al change.
In order to map la b o ur market changes, LinkedIns an alytics
d es cribe each jo b funct ion as an agglom eratio n of skills,
e na b ling the p latf or m to now cast changes in the skills la ndsc ape
as members update their prof ess ion al inf orm atio n. Th is enables
the platf o rm to id e ntify clust ers of skills that are pa rticularly
ass o ciate d w ith the profiles of members w ith common job
fu nct io ns and titles and to map how these change over time.
It also a llo ws for ident ifyin g n ua nc es and diffe r e nc es betw een
the skill sets of common job f unctions in diffe r ent industries or
geographies.
For ex a m pl e, the heatmap b elo w show s how the most
common sk ills reported by mech a nic al e ngin eers va ry across
diff e re nt ind ust ries. The dar k blu e colo r in area 1 in the chart
below shows that mech a nic al e ngin eers w o rkin g in various
sectors of the Mobility indust ry hav e simila r skills. It also shows
that the ir skills diff er from the skills of mech a nic al e ngin eers w ho
work in the Healt hc a re industry (a re a 2) or the E ne rgy and Basic
and Inf ra structure sectors (area s 3 and 4).
expected to hav e more respons ibilit ies relat ed to eq uipment
cont rol and maint ena nc e and problem-solv ing s k ills, as well
as a broader gener al underst an ding o f the work processes
of t heir company or org aniz atio n.
Man y f orm erly purely t ech nic al occupations are
expected to show a new demand for creat iv e and
int erperso nal s k ills. For healt hc ar e prac tition ers , for
exam ple, t echn ologic al inn ovat ions will allow for increasing
aut o mat ion of dia gn os is and personaliz at ion of treatments,
redef ining many me dic al roles towards translating and
com mu nic at ing t his data eff ec tiv ely to patients. Similarly,
Sales and Relat ed jobs may see an inc reas ed demand
for c reat iv e skills and ideas for promoting a memorable
shopping experienc e, as bric k-an d-m ort ar ret ail has to
reposit ion itself in relation to e-commerce and online
competition.
Ov erall, our respondents antic ipat e that a wide range
of occupations will require a high er degree of cog nitive
abilit ies s uc h as c reativ it y, logic al reaso ning and p roblem
24 | The Future of Jobs Report
By track in g s kills that w ere rec e ntly added to members
profile s as a p erc e nt a g e of those who alre a dy reported that s kill,
it becomes pos sibl e to id entify skills w hose supply is on the rise
in p art icular industries or geo g ra phi es. Th is s upp ly-s id e a n alysis
can be complemented w ith analys is of skills demandw hether
based on job listings, w ith in-jo b h irin g rates, gov ern men tal
forecasts, or empl oy er s u rv eys such as the one presented in
this Reportto id e ntify em ergin g sk ills gaps and inf orm training
and skills programmes to prepare the w orkforce for future
require me nts.
At the nation al lev el, c ou ntries ex perie nc e va ry in g inflow s
and o utf lows of talent over tim e. O utf lo ws and in flows of tale nt
often do not have the same sk ills c om positions, res ulting in a
co rre lat io n betw een tale nt mobility and c h a ngin g skills gaps
across cou nt ries and over time.
The Country and Re gion al Profiles in Part 2 of the Report
highlig ht the current and expected sh are of strate g ic and
spec ialist jo b functions ant icip at ed by respondents from the
co rres pondin g indust ry to be rec ru ite d loca lly in the country. A
ve ry low loc al rec ru itm e nt sh are may indic ate s kills shortages
and a very high re lianc e on ex p atr iat e ta le nt. A very hig h local
recru itm e nt s ha re mig ht indicat e u n derutiliz e d oppo rt unities to
div ersify ex per ie nc e and inc re as e kn ow led g e tra nsf er to the local
workforce from int ern ation ally mobile experts. On the supply
side, by trac kin g members profile changes w it h regard to th eir
home g e og r a p hy, the LinkedIn p latf orm can track the rate at
which count ries are los in g or g ainin g p art ic ula r in-d e m a nd s kills.1
Data on both demand and supp ly is critic al for info rm e d decision
m akin g on talent m obility polic ie s.
Notes
1 State, B., M. R od ri g u e z, et. al., Migration of Prof e ssi o n al s to the
US: E vi d e n ce From Li n ke d I n Data, Social Inf o rm a ti cs, pp. 531543,
2014.
s ensit ivit y as part of t heir core skill set. More than half
(52%, the bright blue part of the bar in Figure 10) of all
jobs expected to require these cognit ive abilit ies as part of
t heir core skill set in 2020 do not yet do so today, or o nly
to a much smaller e xtent. I n another 30% of jobs (t he dark
blue part of the bar in Figure 10), demand for these skills
is current ly already high and will remain so over the 2015
2020 period. Only 18% of jobs requiring high co gnit ive skills
today are expected to do so less in the future (t he gre y part
of the bar in Figure 10 ).
At the other end of the sc ale, among all jobs req uiring
physic al abilit ies less than one t hird (31%) are e xpected to
have a gro win g demand for these in the future, about as
many as the proportion of jobs in whic h physical abilit ies are
ant ic ipat ed to decline in imp ort ance (27%). The skills f amily
wit h the most st able demand across all jobs requiring these
skills today or in the future are t echnical skills: nearly half
(44%) of all jobs requiring these skills today will hav e a s table
need for them in the comi ng years.
 Box 1: An ticipating the Future of Jobs: Mapping Skills Supply (contd.)

Heatmap: Distribution of skills, mechanical engineers, different industries

E ngin ee ring D e sign

EPC
Ins pe ctio n

4 P iping

3
Pumps
Commi s sio ning
P roj e ct E ngin ee rin g
CAD
AutoCAD
HVAC
MEP
Machi ni ng
S olidwor ks
Sheet Me tal

2
De sig n for Ma nufa cturi ng
Produc t D esign
R& D FM EA
Manuf act u ring
E ngin ee ring Manag ement
S imula tion s
S y st em s Engineering

1
LabV IE W
GD&T
PTC C RE O
CA TIA
Finite E l em e nt A n aly si s
ANSYS
MATLAB
Desi gn

Automotive

M e dic al Devic e

A viati on and Aer os pac e

Oil and Ener gy

Def en se and Spac e

Mac hine r y

E lec tronic s
Co n str uction

Indu st rial A utom ation

Indu st rial E n ginee rin g
Ch em i c als

Mining and Metals

Utilities

Manuf ac turing
Civil E n gine eri ng

Hig hly rel e va nt skill Less relevan t skill

Source: Linke dI n.

Understanding Current Skills Suppl y be suff icient to absorb strains on other parts of the labo ur
Todays job markets and in-de ma nd s k ills are v as tly diff erent market. What we hav e found inst ead is that disrupt ive
than the ones of 10 or ev en f iv e y ears ago, andas changes will hav e a sig nif icant impact on skills req uirem ent s
demonstrated in t his Repo rt t he pace of change is o nly in all job f amilies and that the y are creating a range of
set to acc elerat e. Gov er nm ent s, busines s es and individ uals op po rt unit ies and challenges in all indust ries, not just
alike are inc reasingly concerned wit h ide nt if y ing and narrowly relat ed to hard knowledg e, t echnical skills and
f orec as ting sk ills that are relev ant not just today but that technology. I n order to manage these trends successf ully,
will remain or become so in the fu ture to meet busines s there is a need for pot ent ially reskilling and up skilling
demands for t alent and enable those that possess them to t alent from varied ac ad emic backgrounds in all ind ustries
seiz e emer ging oppo rtunities . (Tab le 8B).
In light of t ech nol ogic al trends such as the ones This Report has focused on shift s and disru ptio ns to
out lined in t his Report, in recent y ears many count ries ha ve s kills require me nts as perceived b y CHROs. It is clear that
und ert ak en significant e fforts to increas e the amount of even if todays s kills base woul d conform exact ly to todays
STEM (s cience, t ech nolo gy, en gine ering and mat hem at ics) perceived skills requirem ent s, the loomin g skills ins tab ility
grad uat es produced by t heir nat ional ed uc at ion systems challen ge wo uld be subst ant ial. I n practice, how ev er, there
(Tab le 8 A). While the em ploy me nt trends ident if ied by are already toda y larg e mismat ches between the act ual
this Report cert ainly corroborate the im po rt anc e of these sup ply and demand of key work-relat ed skills ( Table 8 C),
efforts, it is nev ert heles s als o clear that the pot ent ial net job wit h 38% of em ployers reporting diff icult ies in in f illing jobs
creation in absolut e terms in the STEM f ield alone will not

The Future of Jobs Report | 25

Table 8C: Distribution of skills supply, by industry
Share of skills family in industry total, %

Skill s f amily BAS CON EN FS HE IC T MEI MOB PS OVERALL

Content Skill s 4 4 3 5 11 3 14 3 8 6

Process Skill s 6 4 7 6 11 3 9 3 11 7

R e so u rce Mana gem ent 23 26 31 27 18 25 8 27 18 23

Skill s

Complex Pr obl em S o l vi ng 8 5 7 6 7 4 3 5 5 6
Skill s
S o ci al S kill s 40 55 33 47 47 30 50 47 48 44

S yst e m s Sk ills 4 4 6 7 3 6 1 3 5 4

Te c h n i cal Skill s 15 2 13 2 3 29 15 12 5 11

Source: Linke dI n.
Note: Based on share of LinkedIn members with stated skill s across Fu tu re of Jobs Report focus co u nt ri e s. Li nkedIn cu rre ntl y has more than 400 million members in
more than 200 countries and territ o ri e s. I nd u st ry cl a ssi fi cati o n based on Wo rl d E co n o mi c Forum taxonomy.

in 2015, accordin g to ManpowerGroups most recent Talent
17
Sh ort ag e Survey.
Sk ills mismatches may t heref ore emerge not just between
the supply and demand of existing s kills today, but also
between todays skills base and future skills req uirement s.
Eff ort s aimed at closing the s kills gap will inc reasingly need
to be grounded in a solid und erst andin g of a countrys or
ind ustry s s kills base today and of changin g future skills
requirement s due to dis rupt iv e change. For ex ample, efforts
to place une mploy ed youth in apprent ices hips in certain
job c at egories through targeted skills t raining may be self-
def eating if sk ills requirements in that job category are likely
to be drastically diff erent in just a few years time. Ind eed,
in some cases such efforts may be more succes sf ul if they
disregard current labour market demands and past trends
and inst ead base their models on future expectations.
Across indus t ries, ge ogr ap hies and job f amilies, an
ability to understand the current s kills base in near-real time
and to accurat ely forecast, ant icipat e and prepare for future
job contents and skills require me nts will be increas ingly
critic al for busin es s es , labo ur market polic y mak ers , workers
orga niz ations and indiv iduals to succeed. Driv ers of change
to job markets such as Big Data an alyt ic s may t h em selves
become us ef ul t ools in ma na ging this process.
FUTURE WOR KFORCE STR ATEGY
The im pac t of t echn olo gic al, demographic and socio-
eco no mic dis ru ptio ns on busin es s mo dels will be f elt
in trans f ormat ions to the employ me nt lan ds c a pe and
skills require me nts, result ing in subst ant ial challenges for
recruit ing, trainin g and man aging t alent. Sev eral ind us tries
may f ind t he ms elv es in a sc enario of posit iv e employm ent
demand for hard-t o-rec r uit speci alist occupations wit h
simult ane ous s kills inst abilit y across many exist ing roles. For
exam ple, the Mobility ind us t ries expect em ploy me nt growth
acco m p ani ed b y a sit uation where nearly 40% of the s kills
req uired by key jobs in the indus t ry are not ye t part of the
core sk ill set of these functions today.
At the same time, workers in lower sk illed roles,
part icularly in the Of fice and Administ rat ive and Manuf act uring
and Production job f amilies, may find t hems elves caught up
in a vicious cycle where low skills st abilit y means they co uld
face redund ancy wit hout signif icant re- and ups killing even
while dis ruptive change may erode employers incent ives
and the business case for inv esting in such resk illing. Not
anticipating and addressing such issues in a timely manner
over the coming years may come at an enor mo us eco nomic
and social cost for busines ses, individuals and eco nomies
and societies as a whole.
Recognition of Reskilling and Retraining as a Priori ty
Resp ons es to the Fut ure of Jobs Sur vey indic at e that
busines s lead ers are aware of these loomi ng challeng es
but hav e been slow to act dec isively. Just over two t hirds
of our respondents believ e that future workforce plan ning
and change mana ge me nt f eat ures as a reason ably hig h
or ver y high priorit y on the agenda of their companys or
org anizatio ns s enior lead ership, rangin g from just over half in
the Basic and Inf rastruct ure sector to four out of fiv e
respondents in Energy and Healt hcare. Across all ind ustries,
about two t hirds of our respondents also report int ent ions to
inv est in the res killing of current e mploye es as part of t heir
change man ag e me nt and future workforce plan ning efforts,
making it by far the high est -rank ed such strategy overall
(Figure 13). Howev er, companies that report recog nizing
future workforce plan ning as a priority are nearly 50% more
likely to plan to invest in reskilling than co mp a nies who do
not (61% agains t 39% of respo nd ent s).
Respondents expect at ions about fu ture skills
require me nt s also provide a relat ively clear indicat ion of
where such retraining e ffo rts might be concentrated in the
most eff ect ive and ef ficient way. The Report categ orizes
work-releva nt sk ills int o abilities , basic sk ills and cross-
f unct ional skills (Fig ure 9), wit h pa rt icularly strong demand
growth expected in c ert ain cross-f unc t ional s kills, cog nitive
abilit ies and basic skills such as active learning and ICT

26 | The Future of Jobs Report

Figure 11: Employment outlook and skills stability, by industry
Negativ e out l oo k, 100
skills sta ble
90
80
Healthcare
AV E R A G E 70
2015-202 0, %
S kill s stability
60
50
40
30
20
Negativ e out l oo k,
skills disru pted 10
0
1.0 0.5 0.0 0.5
Expected change in e m pl o ym e n t , 2015-2 020, %
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
lit erac y. Apply ing a time lens to the pot ent ial for acq uis it io n
of these sk ills (w hat Man pow er Gro up ref ers to as a
t eacha ble fit18), it seems clear that targeted training in cross-
f unct ional s kills is wit hin the remit of an indiv idual company
or ev en a group of com p ani es co min g together for synerg y
and great er eff icienc y. By contrast, cognit iv e abilit ies take
much long er to dev elop and touch upon the need for hig h
qualit y and inclusiv e secondary, primar y and pre-school
education. This is a field in whic h gov ern ment policy will
be require d and com p ani es can work wit h gov er nm e nt s to
clearly def ine the need and int rod uc e new deliv ery models.
Finally, basic s k ills are als o t radition ally acquired during
f ormal education and before ent ering the workforce, b ut are
relat iv ely st raightf orward to acquire compared to cognitive
abilit ies. This is a f ield in whic h com pa nies have an
op p ort u nit y to take a proactive approach to building
t heir t alent pipelines b y wo rk in g much more direc tly wit h
ed uc at ion prov id ers.
In addit ion to such efforts by indiv idu al com pa nies there
are als o opp ort unit ies for red eploy ing s kills across ind ustry
bo un dari es from dec lining to growi ng parts of the labo ur
market. For ex ample, our respondents expect a decline in
Sales and Relat ed jobs and t heir accomp any ing sk ill sets
in the Financial Serv ic es & Inv estors , Prof es sional Ser vices
and Mobilit y ind us t ries , but a solid growth in demand for
these skill sets in the Basic and Inf rastruct ure, Info rmatio n
and Com mu nic at ion Tech nolo gy and Media, Entertain ment
and Info rmat io n ind ust ries. There may be op po rt unit ies for
great er f ormaliz ed int er-indus tr y collaborat ion in f acilitating
the trans f er of these sk ills and enablin g the receiv ing
indus t ries to acquire ex perie nc ed t alent from indus t ries that
have dec lining demand for those same skills .
Our researc h als o point s to s imilar opp ort unit ies for
rede ploy ing t alent and s kills in the I nst allation and
Maint en anc e job f amily, from the Info rmatio n and
Co mm unic ation Tec hn olo gy sector towards the Energy and
Mo bilit y indus t ries, and Leg al jobs , from the Prof es sio nal
Ser v ic es ind us tr y towards the Financial Se rv ic es & Inv esto rs
Positiv e outl oo k,
skills sta ble
Media, Entertainment and Information
Energy Consum er
P rofessional S ervices
M obility Information and Comm unication Technology
B asic and Infrastructure
Financial Services& Investors
Positiv e outl oo k,
skills dis ru pt e d
1.0 1.5 2.0 2.5 3.0
and Basic and Inf rastruct ure sectors. Such an approach
not only makes recruiting easier for the hiring ind us tr y b ut
also preser ves em ploym ent op po rt unities for individ uals
whose skills may be f alling out of f av our in another sector
of the economy, creating a win-win sc e nario for bot h
em ploy er and employ e e. More broa dly st ill, there is a wid e
range of current ly un der utilized op port unit ies for b uild ing
mult ist akeh old er pa rt nershi ps for better mat ching s kills and
labour market needs.19
Barriers to Managing Change
Reskilling and ret raining e fforts may not yield the d esired
return if they are not cog niza nt of im p en din g d isrupt ive
change and inst ea d base t heir content primarily on todays
req uirem ent s or past succ esses. Man y of our respondents
are acut ely aware of the limit at ions to t heir current plan ning
for dis rupt ive change and it s implications for the talent
landsc a pe. Curre ntly, only 53% of CHR Os sur veyed are
reaso na bly or highly conf ide nt regar ding the adequacy of
t heir o rg anizat ions future workforce strategy to prepare for
these shift s.
The main perceiv ed barriers to a more decis ive approach
include a lac k of underst anding of the dis rupt ive changes
ahea d, resource cons t raints and short-term profitability
pressures and lac k of alignment between workforce strategies
and firms innov at ion strat egies (Fig ure 12). Howev er, there
are some signif icant diff erences between industries in t his
regard. The Informat io n and Com mu nicat ion Technology
sector reports a comparat ively good underst anding of drivers
of change and inst ead sees resource const raint s as it s main
barrier whereas the Media, Ent ert ainme nt and Informat io n
indus t ryp erh aps the sector that has seen the largest scale
of disrupt ion of its tradit ional business model to datereports
a very good underst anding of the nat ure of dis rupt iv e changes
ahead and is inst ead mainly concerned about short-term
s hareholder pres sures (Table 9 ).
Furt herm ore, we f ind that CHROs confide nce in the
adequacy of t heir companys or organizat io ns workforce
The Future of Jobs Report | 27
Figure 12: Significance of barriers to change, industries overall
Share of respondents reporting barrier, %

I n su f fi ci e nt u n d e rst a n d i n g of di sru p t i ve c h a n g e s 51%

R e so u rce c o n str ai n t s 50%

P re ssu re f rom sh a re h ol d e rs, sh ort-term prof it a b ili t y 42%

Workf orce strategy not ali g n e d to i n n o va ti o n st rat eg y 37%

I n su f fi ci e nt p ri o ri t y by top m a n a g em e nt 21%

Dont kno w 18%

I n su f fi ci e nt p ri o ri t y by line m a n a g em e nt 18%

No ba rrie rs 8%

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of barri e rs hav e been ab b re vi at ed to e n su re legibility.

strategy is st rongly correlat ed wit h the perc eiv e d p rio rity
given to these is sues by top man ag em e nt and wit h
perc eiv ed align me nt between workforce strategy and
innovat ion strategy. Conv ers ely, CHR Os who do not see
these two measures in plac e are o ver 50% more likely not
to ex pres s conf idenc e in t heir firms strategy.
Envisaged Workforce Stra tegies
In order to meet the talent and sk ills challeng es brought
about by e xpected busin es s mo d el dis rupt ions , companies
envis age p ursuing a range of innovat iv e workforce
st rat e gies ; prov iding em ploy e es wit h wider ex p osure to roles
across the firm, st ep pin g up e fforts to target the female
t ale nt po ol and collab orat ing wit h the education sector
more clos ely than in the past are some of the more popular
me asures (Fig ure 13). Across all indust ries, plans to invest
in res killing current employ e es f eat ure promi ne ntly among
reported future workforce strategies .
Howev er, the prev alenc e of insuf ficient understanding
of dis rupt iv e changes as well as resource co nstraint s
as main barriers to man agi ng change perhaps helps to
explain the current mism at ch between the ma g nit ude of the
upc o min g changes and the relat ively t imid actions being
taken by co mp a nies to address these challen ges so far.
For ex am ple, a number of pro mising approaches
appear under ut ilized across almost all indust ries. Despite
widespr ead procla mat ions in support of workplace gender
parit y, only one in four comp anies envisag es actively
targeting female t alent, ran ging from 46% in the Med ia,
Ent ert ainm ent and Info rm atio n sector to only 16% in
Info rmatio n and Com mu nication Tech nolo gy. Th ere also
seems to be var ying ope nn ess to collaborat ion, whether
wit hin or across indust ries , wit h the latt er see mingly much
more acc ept able. Furt her mor e, a focus on making better
use of the accum ulat ed experie nce o f older employees

Table 9: Significance of barriers to change, by industry

Share of respondents reporting barrier, %

Barrier BA S CON EN FS HE I CT MEI MOB PS OVERALL

I n su f fi ci e nt u n d e rst a n d i n g of 59 60 55 67 50 48 36 58 51 51
di sru p t i ve c ha nges
R e so u rce c o n str ai n t s 54 55 55 43 75 74 36 50 49 50

P re ssu re f rom sh a re hol d e rs, 51 50 41 47 50 42 64 38 35 42

short-term pro fit a b ili t y

Workf orce strategy not alig n ed 38 50 32 53 50 39 50 17 37 37

to in n o va ti o n strategy

I n su f fi ci e nt p ri o ri t y by top 27 20 18 27 25 23 7 21 23 21
manag eme nt
Dont know 16 10 36 23 50 6 14 17 19 18

I n su f fi ci e nt p ri o ri t y by 30 0 9 27 0 16 21 33 16 18
lin e man ag ement
No barri ers 5 15 14 7 8 3 7 13 7 8

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of barri e rs hav e been ab b re vi at ed to e n su re legibility.

28 | The Future of Jobs Report

Figure 13: Future workforce strategies, industries overall
Share of respondents pursuing strategy, %
In ve st i n re skilli n g cu rrent em plo ye e s
Sup po rt m o b ili t y and j o b rot ati o n
C o ll a b o ra t e , e d u ca t i o n a l i n sti t uti o n s
Ta rg e t f e m a l e t al e nt
Attract fo rei g n t al e nt
Off er a p p re n ti ce sh i p s
C o ll a b o ra t e , oth er co m p a n i e s ac ross i n d u st ri e s
C o ll a b o ra t e , oth er co m p a ni e s i n i n d u st ry
Ta rg e t m i n o ri ti e s tal e nt
H ire m ore sho rt-term wo rke rs
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of strat e gi e s hav e been abb re vi at e d to en su re l egibility.
and building an ageles s workforce barely regist er among
proposed workforce strategies .
In fact, these findings are in st rik ing contrast wit h the
envis aged me asures of respo nd ent s who report both that
they are confident in the adeq uac y of t heir future workforce
st rat egy and that these issues are perceiv ed as a priority for
their top manage ment. This group is more than t wic e as likely
to be targeting f emale t alent and minorit y t alent and over
50% more likely to be sup po rting em ploy ees mobilit y and
job rotation wit hin the f irm. They are significant ly less lik ely
to plan to hire more short-term workers or to use exp atriate
talent, in line wit h t heir equ ally much higher probabilit y to
inv est in int ernal t alent and resk illing, as already noted above.
There is a need in s ev eral of these areas for bolder lead ership
and strat egic action wit hin comp anies and wit hin and across
indus tries, including pa rt nerships wit h public inst it ut ions and
the educ at ion sector.
Recommendations for Action
While the implic at ions of acc elerating dis rupt iv e change
to busin es s mo dels are f ar-reaching ev en daunting for
em ploy m ent and s kills, rapid adjus t ment to the new reality
and the opp ort unit ies it offers is pos s ible, prov ided there
is concerted effort by all st ak eholders. For gov er n me nt, it
will ent ail innovat ing wit hin education and labo ur-related
polic y mak i ng, re quiring a s k ills ev olut ion of it s own. For
the education and training sector, it will mean vast new
busin es s op po rt unities as it prov ides new s er v ic es to
indiv iduals, ent repren eurs , large corp orat io ns and the p ublic
sector. The sector may become a noteworthy new source of
em ploy m ent its elf.
For busines s es to c apit aliz e on new op po rt unit ies, the y
will need to put t alent dev el op me nt and future workforce
strategy front and centre to t heir growth. Firms can no
long er be pas siv e consumers of ready - ma de human cap ital.
65%
39%
25%
25%
22%
22%
14%
12%
12%
11%
They require a new minds et to meet their t alent needs and
to optimize social outcomes. This ent ails several majo r
changes in how business views and ma na ges t alent , bot h
imme diat ely and in the lon ger term. I n part icular, there are
four areas wit h short term implicat ions and three that are
c ritical for lon g term resilience.
Immediate Focus
Reinventing the HR Function: As business leaders
be gin to consi der proactive adaptation to a new talent
landsc ap e, the y need to manage skills disrupt ion as
an urgent concern. They must understand that talent is
no long er a long-t erm issue that can be solved w it h tried
and tested approaches that were succ es sf ul in the past
or by inst ant ly replacin g existing workers. Instead, as the
rate of skills change acc elerat es across both old and
new roles in all indust ries, proacti ve and inno v at ive skill-
buildin g and t alent man ag em ent is an urgent issue.
What t his requires is an HR function that is rapidly
bec o min g more strat egic and has a seat at the tab le
one that em ploy s new kinds of an aly t ical t ools to spot
t alent trends and skills gaps, and provides insight s that
can help organiz at ions align t heir busines s, inno vat io n
and talent ma nag e ment s trat egies to maximiz e
available opp ort unities to capit alize on transf orm atio nal
trends.
Making Use of Data Analytics: Busin es ses will need
to build a new approach to workforce plannin g and
t ale nt m an ag e me nt, where better f orec as t ing data
and plannin g met rics will need to be ce nt ral. Earlier
m ap pin g of em ergi ng job cat eg ories , ant icip ated
red un da ncies and cha nging sk ills req uirem ent s in
respo nse to the changin g environ me nt will allow
busines s es to form eff ect ive t alent rep urposing
The Future of Jobs Report | 29
Table 10: Significance of workforce strategies, by industry
Share of respondents pursuing strategy, %

Strategy BA S CON EN FS HE ICT MEI MOB PS OVERALL

In ve st i n re skilli n g cu rrent 65 75 59 67 83 81 77 83 56 65
em plo ye e s
Sup po rt m o b ili t y and job 41 45 50 47 50 35 15 54 40 39
rot atio n

C o ll a b o ra t e , ed uc ati o n al 38 30 23 20 25 35 38 29 14 25
in stit utio n s

Ta rg e t f e m a l e t a l e nt 35 25 36 30 17 16 46 21 21 25

Attract fo rei g n t al e n t 35 25 41 23 42 19 15 25 7 22

Off er a p p re n ti ce sh i p s 14 35 23 20 8 23 31 29 33 22

C o ll a b o ra t e , oth er comp a ni e s 11 20 14 17 0 10 23 8 28 14
across ind u st ri e s

C o ll a b o ra t e , oth er co m p a n i e s i n 19 5 18 10 25 10 15 0 14 12
in d u st ry

Ta rg e t m i n o ri ti e s' t al e n t 14 5 9 13 33 16 8 13 9 12

H ire m ore sho rt-term workers 3 20 5 7 0 26 23 17 9 11

H ire m ore vi rt u al worke rs 5 5 0 10 0 6 8 0 12 6

C o ll a b o ra t e, vo ca t i o n al t ra i ni n g an d 3 5 14 3 0 3 0 13 7 5
ce rt i fi ca t i o n pr ov iders

Dont know 0 0 0 17 17 13 15 0 0 5

I n ve st i n ol d e r workers 11 5 5 0 0 3 8 0 5 4

C o ll a b o ra t e, p ri va t e empl oy ment 0 0 5 7 8 3 8 0 5 3
a g e n ci e s

Th e re i s no strategy 8 0 0 7 0 0 0 0 0 2

C o ll a b o ra t e , l abo ur u ni o n s 0 0 0 3 0 3 0 4 0 1

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of strat e gi e s hav e been abb re vi at e d to en su re l egibility.

st rat egies wit hin t heir company, t heir own ind ustr y and
across indus t ries. HR has the opp ort u nit y to add
signif ic ant st rat egic v alue in predic t ing the s kills that
will be needed, and plan for changes in demand and
sup ply. To support such efforts, the Forums Fut ure of
Job s project prov ides in-de pt h a naly s is on ind ustries,
cou nt ries, occupations and skills.
Talent diversi tyno more excuses: As study after
study dem ons t rat es the busines s ben ef it s of workforce
div ersity and com p ani es e xpect findin g t alent for
many key specialist roles to become much more
diff icult b y 2020, it is time for a f unda m ent al change
in how t alent div ersit y is sues w het her in the realm
of gender, age, et hnicity or s exual o rientat io nare
perc eiv e d and well-k nown barriers t ac k led. I n t his
area, too, techn olo gy and data analy t ic s may become
a us ef ul t ool for adv anci ng workforce parit y, whether
by f ac ilit at ing obj ec t iv e as s es sm e nt, un d erst an ding
ty pic al care ers paths and cliff s, ide ntif y ing unco nscio us
bias es in job ads and rec ruit ment processes or even b y
using weara ble t echnol ogies to understand workplace
beh av iours and encour ag e systemic change.
Leveraging flexib le working arrangements and
online talent platforms: As phy sical and org anizatio nal
bou ndaries are becoming inc reasingly blurred,
organizations are going to have to become significantly
more agile in the way they t hink about managing
peoples work and about the workforce as a whole.
Work is what people do and not where they do it.
Businesses will inc reasingly connect and collabo rate
remot ely with freelancers and inde pe nd ent professio nals
through digit al t alent platforms. Modern forms of
associat ion such as digit al f reelancers unions and
updated labour market regulat ions will increasingly b egin
to emerge to complement these new org anizatio nal
mo dels. For policymakers, an imp ort ant set of
regulations concerns the port abilit y of saf eguards and
benef it s between jobs and the equivalent treatment in
law of diff erent forms of labour and employ me nt types.

30 | The Future of Jobs Report

Box 2: Anticipating the Future of Jobs: The New Vision for Arab Emplo ymen t
As an integral part of its practic al and a ctio n-o rie nt e d application,
the Wo rld Ec o n o mic Forums G lob al C h alle ng e Initiat ive on
Em ploy me nt, S kills and Human C apita l is de p loy in g a number
of region ally focused colla boratio n pro jects, ref le ctin g on how
e me rgin g ec o n om i es may tackle the c h alle n ge of closing skills
gaps and pro vidin g job oppo rt unit ies to th eir fast-grow ing
young population. By ta ilorin g and a p ply in g ins ig hts and
re c om m e nd atio ns de v elo p ed at the glob al leve l, these projects
support efforts to improv e the state of employ m e nt, skills and
human ca pit al in loc al and re gion al contexts. Furthermore,
they serv e as an invalu a ble source of bottom-up evid e nc e and
le ar n in gs that can be elevat ed and shared to foster cross-
re gio na l le a rn in gs and glob al a d a pt ation. C urrent ly, the Forum
is foc usin g on three such pro jects: the New Visio n for Arab
Em p loy m e nt, des cr ib e d in more det a il b elow, the Af ric a S kills
Initiat ive and the Indi a Sk ills I nitiativ e.
THE NEW VISION FOR ARAB EMPLOYMENT
The New Visio n for Arab Employ m e nt s e rve s as a pla tfo rm for
driv in g act io n and p a rt n ers hips through n ation ally and regio n ally
focused proje cts that promote c ollab o rat ion and pa rtn e rs hip
betw een loc al and m ultin ationa l busin ess es as well as
g ov ern m ents and the e du c atio n and tra ining sector. Wo rk in g in
close collab o ration w ith key bus in ess, publi c sector and civil
society lea d er s, the initiativ e ra llies key re giona l actors through
ca lls-t o- a ctio n and pilots best practic es to effect change. It also
aims at id entif ying key c ro ss-c uttin g are as of inte rv e ntion that w ill
h elp address employ m ent, sk ills and human c a pit al gaps for the
21st century.
Phase 1: Understanding the regional context
Talent is one of the most critic al factors for an economys
in n ovat ive c a p aci ty and grow th prospects. With more than ha lf
of its po p ul atio n under 25 y ears of age and the w orlds high est
youth un em p loy m ent rate, the Middle East and North Afric a
(M E N A) reg ion faces critic al ch a lle ng es. C oncu rre ntly, business
le a de rs report diff iculties in filling ro les. In p articula r, pe rsiste ntly
hig h youth un em p lo y m ent rates in the Gu lf C o o pe ration Cou ncil
co u ntries demonstrate that ad dre ssin g youth un e mploy me nt
eff ectiv ely req ui re s more than budgetary capacity and eco nomic
grow th.
Launched in 2013, the aim of the first phase of the initiativ e
was to better understand how to turn this yo ut hf ul pop ula ce into
a youth divid en d and implem e nt best practic es of inte rve ntions
to inv ers e the critic al trend of youth une m plo ym e nt. For ex a mple,
the Forums Human C apit al I ndex show ed that despite sign ifica nt
inv est me nt in ed uc atio n by many co u nt ries, the re gion is not
e q uip pin g youth with sk ills for the 21st century. Out of the 124
ec o n o mi es covered by the Index in 2015, on ly tw o from the
re g io n th e U nit e d Arab E mirat es (54) and Qatar (56)ma de
it into the upper ha lf of the ra nkings. K uw a it (93) and S a udi
Ar a bia (85), w hose GDP per ca pit a is at least fiv efo ld high e r,
performed at a com p arab le lev el to Morocco (95) and Egypt
(84), res p ect ive ly, highlig hting that ec onomic p e rf orm a nc e alone
is an ina d eq u ate m ea su re of countries abilities to s ucces sfully
lev erag e th eir human c a pita l endow ment. In a ddition, it w as
found that the region runs the ris k of wo rs e ning u ne mploy men t
and talent s ho rt ag es if s kills gaps are exac erb at e d due to
tec h no lo gic al changes that further dis ru pt busin ess m o d els and
labour markets.
Phase 2: Commitments to affect change in the region
Reco gniz ing that lon g er term reform by the public sector must be
complemented by the active c olla bor atio n of the priv at e secto r,
the Forums R egion al B usin ess C ouncil for MEN A launc h e d a
second phase of the initiativ e in 2015, a im in g to inv est in the
co ntinuous learnin g, res killing, u psk illin g and job re a din ess of
100,000 of the regions youth by 2017. To date over 10 partners
hav e made s pecif ic commitments to address the jobs and
skills ch a llen ge in the region aim e d at re duc in g u n e mploy me nt,
tackling skills gaps or facilit ating ta lent flows through initiatives
im pl e m ent e d dire ctly by each company in c olla boration w ith
other stak e hol der s. Each com m it m e nt sets a target to ach iev e its
outcomes a g ainst a s pec ific set of met rics wit hin a period of tw o
years and meets the f ollo win g crite ria:
Extends beyond the pledging organiz ations int ernal HR pro-
gramme
Consists of a new initiative or the additional sc aling up of an
existing initiative
Contribut es to the public good by creating added value for
society and economy
Ideally, aligns w ith the organiz ations core business strategy
Is a m ultist ak eholder commitment, led by the partner
In a dditio n to a set of foundin g ple d g es that impacted
nearly 50,000 youth, the initiat ive has engaged others to join
forces in order to reachor surp ass th e g o al of 100,000. The
ple d ge m od el a ls o s e rv es as a platf orm for contin u e d le arning
and colla bor atio n betw een bus ine ss es se e king to address
the regions tale nt va lu e c h ain and as a hub for exch a n ge w ith
gov e rn m ents, c ivil s oc iety o rg a niz ations and experts.
Phase 3: The Future of Jobs and public-private dialogue
Reco gniz ing that current c om p a ny -s pe cif ic efforts must be
suppl e m e nt ed w ith system ic change, the le ad e rs of the Forums
Re gion al B usin ess C ouncil and others are e ngagin g in a new
phase of the initiativ e, w hic h will d irectly build on the in sights
prov id e d by the Future of Jobs Insigh t Report. It is expected that
the Futu re of Jobs work will force a more precise dialo g ue to
stren gt h e n the exist in g framew ork of coll a bor atio n for business
le a ders and p ro vid e new data and ana lysis for bette r-informed
d ecis io n-m aking in the future w ith a view to en h a ncin g talent
pip elin es and in cr e asing c o mp etit ive n ess in the re gio n. In
pa rticula r, le a ders in the re gion are keen to understand w hat s kills
should c onstit ut e the core of edu catio n in the future and w hat
reforms the priv ate sector, pa rtic ul arly wit hin key industries,
can initiate in a dialo g u e w it h the public and e d uc atio n sectors to
le a pfro g tow ards a more resili ent and eff icie nt learnin g and s kills
value chain.
Fu rth e rm o re, as dis rupt iv e change is expected to spread
across the glo b e, w hat will be the impact in the re gion and how
will the actors in the region prepare for this ev olution ? New
industries and busin ess m o d els will em e rg e, new tale nt will be
re quired and so this f utu re-o rie nte d body of w ork will be a critical
to ol to broaden the space for solutions to allow both existing and
new industr y sectors to thriv e and support the regions ov erall
development.
The Future of Jobs Report | 31
Longer Term Focus part n erships and collab orat ion, when they leverage the
Rethinking education systems: By one popular expert ise of each partner in a co mpl e me nt ar y manner,
es timat e 65% of children ent ering primar y schools are indispens able components of implem enting
today will ultimat ely work in new job types and s calable solut ions to jobs and s kills challenges. While
functions that current ly dont yet exist. Technological a single busines s can form one-to-one partnership s
trends such as the Fourth Indus t rial Rev olut ion will for it s own t alent needs, part ners hips between multiple
create many new cros s -f unc t ional roles for w hich busines s es , educat ion al ins tit ut ions and accreditat io n
employ e es will need both t echnic al and social and providers can result in an overall inc rease in the q uality
analy tical s kills. Most ex is ting education systems at of the t alent pool, at low er costs and wit h greater
all lev els provide highly siloed t raining and co ntin ue a social ben ef its. Busin esses also need to engage wit h
number of 20th century practices that are hind ering gover nm e nts on strat egically red eployin g redundant
progress on todays t alent and lab o ur market issues. skills between sectors, addr essing cost concerns and
Two such legac y is sues bur de ning f orm al education social st ab ility. 21
systems world wid e are the dichot o my between
Hum anit ies and Scienc es and applie d and pure
training, on the one hand, and the pres t ige p remium
attached to t ertiar y -c ert if ied forms of educationrather
than the act ual content of lear ning on the other
hand. Put blunt ly, there is s imply no good reason to
indef init ely maint ain eit her of these in todays world.
Busin ess es sho uld work clos ely wit h governments,
education prov iders and others to imagin e what a true
21st century curriculum might look like.

Incentivizing lifelong learning: The dwindlin g future

pop ulat ion share of todays youth cohort in many
agei ng econo mies implies that s imply ref orming current
education systems to better equip todays students
to meet future s k ills req uirem ent s as wort hwhile and
daunting as that task is is not goi ng to be enough to
remain competitive. Ag eing count ries wont just need
lif elong learningt hey will need whol es ale res killing
of exist ing workforces throughout t heir lif ecy cle.
Gov ern m ent s and busines s es hav e many oppo rt unit ies
to collab orat e more to ensure that indiv iduals ha ve
the time, mot ivat ion and means to seek retraining
op po rt unit ies. For ex am ple, Den m ark alloc at es f und ing
for two weeks c ert if ied s kills training per year for
ad ult s, and the strong emp h as is the country plac es on
in-work training helps ex plain it s ver y high degree of
em ploy m ent m obilit y, wit h 70% of workers consid ering
mid-c ar eer t ransitions a good t hing, compared to
30% or less in most other Europ ea n count ries.20 At
the com pany -lev el, technology can be continuo usly
lev era ged to ups k ill and res kill employ ees .

Cross-industry and pub lic-private collab ora tion:

Giv en the co mplex it y of the change management
needed, busines s es will need to realiz e that
collabor at ion on t alent is sues , rather than competition,
is no lon ger a nic e-t o- hav e but rather a necessary
strategy. Busin es s es sho uld work wit h ind us try
partners to dev elop a clearer view on future skills
and em ploy me nt needs, po oling resourc es where
appropriate to max imiz e be nef it s, and work more
clos ely wit h gov er n me nt s to map a future view of skill
demand v ersus sup ply. Reso urc es should then be
put int o plac e region ally to ups k ill those out of work to
fill high priority em ploy me nt gaps. Such m ult i-sector

32 | The Future of Jobs Report

Chapter 2:
The Industry Gender Gap
Tap ping int o the f emale t alent pool is inc reasingly regarded
as a prominent and pro mising area for workforce planning.
The prev ious chapter of t his Report found that more than a
quarter of comp anies surv ey ed ide nt if ied f emale t alent as
a key f eat ure of fu ture workforce strategy. Ov erall, 53% of
our respondents perc eiv e promoting womens particip at io n
as a priority item on their org aniz atio ns s enior lead erships
agenda and 58% are conf ide nt about the ef fic ac y of t h eir
current measur es unde rt ak en in t his regard.
Similarly, womens rising labo ur force part icipat ion and
eco n o mic power as consumers is inc reasingly p erceiv ed
as a key driver of change across s ev eral indus tr y sectors,
such as in the Cons u mer ind us tr y, and one that is highly
correlat e d wit h e xpected e mploy m ent growthan
una m bigu ously positiv e trend in a somewhat turbulent
lands c ap e of t ech nolo gic al, demographic and socio-
eco n o mic change. The cont inui ng ascent of women in the
work plac e is als o cont ribut ing to inc reasingly div erse and
dynamic workplace cultures.
As the Fourth I ndus t rial Rev olut ion takes hold in
diff erent indus t ries and job f amilies , it will a ffect f em ale
and male workers in distinc t ways. By t heir very nature,
many ant ic ipat ed dis rupt iv e changes hav e the pot ent ial to
Figure 14: Gender parity as part of future workforce strategy
Share of respondents agreeing with statement, %
Wom e n s e co n o m i c po wer, a spi rati o n s
p e rce i ve d as d ri ve r of ch an g e i n the i nd u st ry
In d u st ri e s Ove ra ll
B a si c an d In f ra st ru ct u re
C o n su m e r
E n e rg y
Fi n a n ci al S e rvi ce s & I n ve st o rs
H e a lt h c a re
In fo rmati o n an d C o m m u n i ca ti o n Tec h n ol o g y
M e d i a , E nt e rt a i n m e n t and I n fo rm atio n
Mo b ili t y
P rof e s si o n al S e rvi ce s
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
ena ble the narrowin g of gender gaps in many ind ustries .
For ex am ple, hous eh old work, that is st ill primarily the
respo nsibility of women in most societies , coul d be further
automated, leaving women to put t heir s kill sets to better
use, inc luding in the f ormal lab our market.
At same time, howev er, job f amilies e xpecting the
high est employ m ent growth, such as Archit ect ure and
Engin eerin g and Computer and Mat he mat ical, currently
have some of the lowest f e male pa rt icipat ion and f ind it
much harder than av erage to recruit women. As these job
f amilies take on newfound applicat ions across ind ustries,
will sectors whic h previously housed few such roles b ut
have a strong track record of employing, ret aining and
levera ging f emale t alent, be more adept than others at
addres sing t heir skills short ages b y recruiting f e male talent?
At the declining end of the lab our market, the drivers of
change identif ied b y our respondents will heavily disrup t
two of the job f amilies most clearly do minat ed b y women
and men: Off ic e and Adminis t rat ive and Man uf act urin g and
Production, respect iv ely. I n short, as indust ries prepare to
adapt to disrupt ive change the dyna mics of the ind ustry
gender gap will be at the centre of many facets of the new
em ploy m ent landscape.
Ta rg e ti n g f e m al e ta l en t perceiv ed
as ke y f ut u re w o rkf o rce strategy
10% 25%
10% 35%
21% 25%
13% 36%
9% 30%
10% 17%
3% 16%
7% 46%
6% 21%
15% 21%
The Future of Jobs Report | 33
Figure 15: Significance of rationales for gender parity, industries overall
Share of respondents stating rationale, %

Fai rn e ss a nd e q u alit y 42%

E n h a n ce i n n o va ti o n 23%

R e fl e ct ge nd er co m p o si ti o n of customer ba se 23%

E n h a n ce d e ci si o n - m a ki ng 22%

Expa nd t al e n t pool 16%

E xt e rn a l p re ssu re s, rep ut atio n 16%

Go ve rn m e n t re g ul ati o n 10%

No ratio n al e 9%

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of ratio n al e s hav e been ab b re vi at ed to e n sure legibility.

Table 11: Significance of rationales for gender parity, by industry

Share of respondents stating rationale, %

Industry BA S CON EN FS HE I CT MEI MOB PS OVERALL

Fai rn e ss a nd e q u alit y 39 75 50 60 40 63 31 58 50 42

E n h a n ce i n n o va ti o n 33 20 20 43 40 27 38 33 25 23

R e f l e ct ge nd er co m p o si ti o n of 14 35 40 43 30 33 31 13 39 23
customer base
E n h a n ce d e ci si o n - m a ki ng 19 15 45 30 50 23 31 29 25 22

Expa nd t al e n t pool 6 30 25 23 0 37 23 29 8 16

E xt e rn a l p re ssu re s, rep ut atio n 28 20 5 7 10 33 15 13 17 16

Go ve rn m e n t re g ul ati o n 22 5 15 13 10 20 8 8 3 10

No ratio n al e 17 5 10 10 10 7 8 13 14 9

Demand by emplo ye e s 6 10 10 0 10 7 15 21 11 9

Fi n a n ci al retu rns 11 10 0 17 10 0 31 0 22 8

Don't know 8 5 5 3 0 7 8 4 6 5

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of ratio n al e s hav e been ab b re vi at ed to e n sure legibility.

THE BUSINESS C ASE FOR CH ANGE
Over the past 10 y ears, the World Eco n omic Forums
Glo bal G en d er Gap Report has been trac k in g the eco nomic
gender gap across diff erent regio ns of the world. Progress
has been unev en and slow. A mere 3% of the glob al
economic gender gap has been clos e d over that p eriod.
In addit ion to a v alues -b as ed case for gender eq uality,
there is an accomp any in g econ o mic imper at iv e for includ ing
women more fully int o societ y and the work pl ac e. Fem ale
t alent rem ains one of the most und er- utiliz ed b us iness
resourc es , eit her s qua nd ere d through lac k of progr ession or
untapped from the onset. Alt ho ug h women are, on average,
more educated than men globally and now particip ate
more fully in prof essional and t ech nical occu pat ions than 10
y ears ago, as of today, t heir chances to rise to posit ions of
lead ership are only 28% of those of men. Women continue
to make up less of the lab our force ov erall than men, and
where they part icipat e in the f ormal economy t heir earning s
for similar work are lower. 22 The t alent s of half the worlds
pot ent ial workforce are thus often wasted or und erutilized
due to barriers on the path to womens successf ul
workforce integratio n.
In general, womens partic ipat ion in the workforce is no
long er perc eived as a social issue alone, but also as a
busin ess is sue cos t ing women, com pa nies and ultim ately
ent ire eco no mies. Many busines s leaders increasingly

34 | The Future of Jobs Report

Table 12: Gender gap and female share of customer base, by industry
Share of female workforce, %

Sha re of Gender
In du stry group women wage gap Current 2020 Current 2020 Current 2020 Current 2020

Industri es Ov er all 30 % 32 % 0.74 0.11 25% 33 % 31% 33 % 21% 27 %

B a si c an d In f ra st ru ct u re 16% 35% 0.99 0.20 16% 28% 26% 30% 18% 24%
Consumer 33% 49% 0.63 0.35 14% 18% 47% 49% 11% 15%
Ener gy 19% 31% 1.08 0.14 18% 23% 26% 26% 18% 19%
Fi n a n ci al S e rvi ce s & I n ve st o rs 36% 38% 0.78 0.11 25% 34% 39% 41% 19% 29%

H e a lt h c a re 51% 15% 0.09 0.10 50% 43% 57% 57% 60% 60%
In fo rm ati o n and C o m m u n i c a ti o n Tec hno logy 24% 25% 0.91 0.39 25% 33% 24% 30% 17% 21%
M e d i a , E nt e rt a i n m e n t and I n fo rm atio n 37% 18% 0.67 0.28 20% 32% 48% 44% 15% 19%

Mo b ili t y 19% 39% 0.92 0.04 21% 30% 21% 27% 16% 19%
P rof e s si o n al S e rvic e s 40% 22% 0.39 0.09 31% 45% 32% 30% 20% 28%

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Rela ti ve ease of re cru it m e nt m e a su red on a qu alit ati ve 2 (much h a rd e r) to +2 (much ea si e r) sca le. Ge n d e r wage gap ref e rs to share of re sp o n se s in the
affirmative .

recog niz e that t ac k ling b arriers to equalit y can unloc k new
op po rt unit ies for growth. Our respondents perc eiv e a wid e
range of rat ionales for promoting work plac e gender p arity,
var ying wit h the specif ic sit uat ion of diff erent ind us tries
(Fig ure 15 and Table 11).
Ov erall, the most freq u ent ly cit ed reaso n for promoting
f emale t alent is the et hic al imp erat iv e f airnes s and eq uality ,
whic h was chosen by 42% of respondents. Just over a fift h
of co mp a nies are further motivated by a range of rat io nales
more clos ely tied to the success of their b us ines s
enh ancin g innovat ion and dec ision-m ak in g or reflect ing the
gender com p osition o f t heir customer base.
Enhanced decision-making, enhanced innovation Acro s s
all indus tries, nearly one in four co mp ani es reported
supporting gender parit y because of an expectation that it
would enhanc e innovat ion, while a s imilar prop ort ion cited a
relat ed reason, enh ancing d ec ision- mak in g. The Energy and
Me dia, Ent ert ain ment and Inform at io n ind us t ries f ind these
rat ionales part icularly ap pealing while the Cons u mer and
Inf orm atio n and Com m unic at ion Tech nolo gy ind us t ries do
not cit e them as a strong mot ivat ing factor. Em ploy ing and
promoting more women is one acc es s ible way companies
can bring more div ers e v oic es int o t heir d ecisio n-making
and business dev elop me nt allowing fresh t hink ing and
disrupt ing busin es s m od els from wit hin before they are
disru pt ed from wit h out .2 3 Ind eed , the div ide nds of those
divers e v oic es are best reaped when inc lusion is not
pre dic at e d on pure ass imilation.24 Similarly, companies in
whic h women are more strongly repres ent ed at the board
and at s enior ma nag eme nt lev els hav e been shown to
outperform those where they are not.25
Reflecting gender composition of the customer base
There is a strong correlat ion be tween companies
perception of the gender com posit ion of t heir customer
base and the gender comp osit ion of t heir workforce across
various indus t ries ( Tab le 12). Of course, ex ist enc e of t his
correlat ion does not in its elf rev eal the direc t ion of that
relat ionship; whether a more gender div erse workforce
allows business es to tap int o the f emale client base by
develo pin g a dist inct ive value prop osit ion or, invers ely,
whether busines s es wit h more female clients recruit more
women. Some indus t ries are subst antially more focused
on this ration ale than others, specif ically the Prof es sio nal
Servic es, Financial Servic es & Inves tors and Consumer
indust ries. For exam ple, on av era ge, just over two in f ive
respondents from the Financial Serv ic es & Inv estors sector
emp has ize ref lect ing t heir customer base as one of their
main rat ionales for pro m ot ing gender parit y. Wit h good
reason, too: globally, women cont rolled 64% of ho useho ld
spe ndi ng and 30 t rillion dollars of consumer spe ndi ng in
2013and this figure is predict ed to rise by almost a t hird
over the f iv e years to 2018.26
As womens workforce partic ipation rises, they will gain
further purch asing power through inc reas ed lif etime
dispos able inco me. The pro p ort io n of b usines s-to-
consumer (B2C) and busin ess -t o-busi nes s (B2B) clients
who are women should t heref ore be expected to rise, as
ref lect ed in our respondents projec t ions. Most ind ustries
expect between nine and 14 perc ent a ge p oint growth in
f emale B2B clients o ver the 2015-2020 period, p art icularly
the Prof ession al Ser v ic es, Media, Ent ert ainm ent and
Info rmation and Basic and Inf rastructure sectors. Expected
growth of B2C client s is lower but starting from a hig her
base. The Info rmat io n and Com mu nicat ion Techn olo gy and
Mo bilit y indust ries e xpect the high est growth in t heir f em ale
B2C customer base, on av erag e around six percentage
points.
Expanding the talent pool and e xternal p ressures
Current ly, women make up the majorit y of those enrolled
in univ ersity in nearly 100 count ries. However, exp anding
the t alent pool lags be hind as a perceiv ed rat ionale for
promoting gender parit y. This may be because womens
asc end anc e in higher education is a relat ively recent
ph en o m en on among junior cohorts of many populatio ns
and company perceptions hav e not kept pace wit h the

The Future of Jobs Report | 35

Table 13: Womens workforce participation, by industry
Share of female workforce, %

Seni or rol es Mi d-lev el ro les Junior ro les Line rol es Staff roles

Board
In du stry group CEOs members Current 2020 Current 2020 Current 2020 Current 2020 Current 2020

Industri es Ov er all 9% 28 % 15% 25% 24% 33 % 33 % 36 % 30 % 34 % 35% 39 %

B a si c an d In f ra st ru ct u re 2 35 9 17 13 21 22 29 14 23 20 27
Consumer 10 21 16 24 26 33 33 37 31 34 37 41
Ener gy 0 32 11 20 19 27 24 27 19 25 22 30

Fi n a n ci al S e rvi ce s & I n ve st o rs 9 19 20 30 33 40 43 43 35 39 42 43
H e a lt h c a re 6 15 28 31 44 39 46 44 49 41 48
In fo rm ati o n and C o m m u n i c a ti o n Tec hno logy 5 19 11 20 21 29 32 34 23 32 33 38

M e d i a , E nt e rt a i n m e n t and I n fo rm atio n 13 22 25 33 25 32 35 36 38 43 47 46
Mo b ili t y 9 17 13 21 21 30 28 33 25 31 34 36
P rof e s si o n al S e rvic e s 9 23 22 34 33 40 39 43 44 44 44 46

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Table 14: Gender Gap, by job family

Relativ e ease of recru itm ent

Job family Sha re of women Gender wage gap Current 2020

A rch i t e ct u re an d E n gi n e e ri n g 11% 27% 1.18 0.27

Arts, D e si g n, E n t e rt ai n m e n t , Sp orts and Med ia 48% 12% 0.21 0.07
B u si n e ss and Fi n a n ci al Ope ratio ns 43% 30% 0.42 0.16
Computer and Mat h em ati cal 23% 28% 0.91 0.13

Construction a nd Extracti on 10% 48% 1.48 0.64

I n st all at i o n and Mai nt e n a nc e 8% 24% 1.43 0.20
Ma nag eme nt 25% 34% 0.84 0.03

M a n u f a ct u ri n g a nd P rod ucti o n 20% 32% 0.99 0.12

Of f i ce and A dmi ni st r ati ve 54% 36% 0.21 0.31
S al e s and Rel ated 41% 35% 0.42 0.03

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Rela ti ve ease of re cru it m e nt m e a su red on a qu alit ati ve 2 (much h a rd e r) to +2 (much ea si e r) sca le. Ge n d e r wage gap ref e rs to share of re sp o n se s in the
affirmative .

changi ng realit y of the co m posit ion of the t alent po ol around
them. Employ ers in the Info rmat io n and Communicat io n
Tech nol ogy and Mo bilit y indus t ries nev ert hel es s find
t his ration ale especially conv incing. I n Info rmat io n and
Co mm unic ation Tech nolo gy, a sector which strugg les
wit h t ale nt short ag es , no les s than 37% of companies
regard enh ancing womens workforce partic ipat ion as
an opp o rt unit y for ex pan din g the t ale nt po ol. Across all
indus t ries approx i mat ely 20% of respondents als o reported
they were f eeling ex t ernal pres sures to address gender
imbala nc es , eit her b y me dia scrutiny and public opinio n or
by gov er nm e nt regulatio n.
GAPS IN THE FEMALE TALENT PIPELINE
While national cultures and policies shape womens
part icipation in nat ional workforces, s ect oral cult ures and
practices also play a signif ic ant role. Todays lead ers ha ve
inherit ed company and indus tr y cult ures in whic h women
part ic ipat e to v ar ying de gre es. Across all ind us tries ,
womens workforce part ic ipat ion at junior, middle and
senior lev els is dram atic ally diff erent. Project ing t heir fig ures
for 2020, com pa nies e xpect some improv em e nt, spread
unev enly across diff erent indus t ries. How ev er, across
all indust ries there is a narrowin g f e male t alent pip eline
he adin g towards senior ma na ge me nt. Having inves t ed in
women as they enter in junior posit ions, employ ers appear
to frequ ent ly los e t heir inv est me nt by f ailing to ret ain talent
up the ladd er ( Table 13).
On av era ge, respo n ding CH R Os predic t that the
gender com p osition o f todays junior roles will be ref lected
in 2020s mid-level roles, and that the gender breakdown of
todays mid-level roles will similarly carr y through to 2020s
s enior roles. Across indus t ries, there are expect at ions of a
7 to 9 perc ent age point inc reas e in the share of women in
mid-level roles b y 2020 and an 8 to 13 perce nt ag e point
increas e in senior roles. This suggests an expectation that
the workforce st rat egi es em ploy e d to promote gender parity
will be succ essf ul in ret aining and promoting the majorit y of
incomin g f emale t alent, agains t past exp erience.
The project ions for ind ustries gender composit io n
for seni or, mid dle and junior roles in 2020 build on var ying
pro p ort ions toda y. Four ind ust ries Basic and Infrastructure,
En ergy, M obilit y and Info rmat io n and Communicat io n
Tech nol ogy curr ent ly report a part icularly low overall
f emale workforce part icipat ion: 16%, 19%, 19% and 24%,
respect ively (Table 12). Addit ionally, these indust ries also

36 | The Future of Jobs Report

 Figure 16: Gender wage gap and womens participation, by industry

60 High f emale p ar ti ci p ati on

Healthcare
50
S h a re of f e m al e e m pl o ye e s (% )

P rofessional S ervices

40 M edia, E ntertainm ent and Inform ation Financial Services& Investors

Overall Average Consum er
30
Information and Comm unication Technology

20 Energy M obility

B asic and Infrastructure

10

Lar ge wage g ap d ens ity

0
0 10 20 30 40 50 60

R e sp o n d e n t s re porting wage gaps (%)

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

report a more dramatic drop off of f emale employ ees 10% lower share of junior recruits, making the proportion of
between junior and s enior lev el positions. I n Inf orm atio n women at entry level 34%.
and Com mu nic at ion Tech nolo gy, women current ly make The gender balanc e of women on boards is similar
up 11% of senior lev el roles and 32% of junior lev el roles. or better to the proportion of women in s enior roles. At
Low int ak e of women at the junior lev el t ranslat es to similar the CEO level, howev er, women remain prof ou ndly under-
under perf orma nc e lat er in the pip eline. repres ent ed. The breakdown of women in line and staff
Ind us tries that hav e a co mp arat iv ely high proportio n roles highlights some of the barriers to top lev el po sit io ns.
of women in junior posit ions inc lude: Financial Ser vices Women are under-repr esent ed in line roles in Mob ility,
& Inv es to rs , He alt hc are, Media, Ent ert ainm ent and Info rmatio n and Com mu nication Tech nolo gy, En ergy and
Info rmatio n and Consu mer. Conv ers ely, the Info rm atio n and Basic and Inf ras tructure, wit h line roles more likely to
Com m unic at ion Tech nolo gy, Mobilit y, En ergy, and Bas ic eq uip women wit h the skills and experie nc e that wo uld
and Inf rastruct ure sectors rec ruit fewer women int o junio r prepare them for senior posit ions. On av erage, the Mobility,
posit ions. While em ploy ers in the Basic and Infras tructure Inf orm atio n and Com m unicat ion Tech nolo gy and Media,
indus tr y current ly rec ruit a mere 22% women as part of Ent ert ainm ent and Info rm atio n sectors are expecting to
their junior lev el staff, e m ploy ers proj ec t that they will, on clos e the gap in womens line and staff role part icipat ion b y
average, e xpand that f igure to 29% in 2020. Fulf illing that 4 to 6 perc e nt ag e p oint s over the 2015-2020 period.
pre dic tion w ould see the Energy sector become the ind ustry Overall, the f igures paint a challe ngi ng pic t ure. Across
wit h the lowes t proportion of women in entry lev el roles b y all indust ries, companies reported that they found women
2020. How ev er, f ollowing current predic t ions , Basic and harder to recruit. The reported ease (or in t his case,
Inf ras truct ure will st ill remain the indus t r y wit h the worst diff iculty) of recruit ing women is directly prop ort ional to
gender balanc e in s enior roles . the ex isting gender com posit ion o f the indust r y. Persistent
Thes e numbers rev eal that com p ani es are fo cusing gender wage gaps are reported across all industries, e ven
primarily on progres sin g women through the pip eline in indust ries where f emale part icipat ion is comp aratively
to av oid losing alrea dy dev elop ed or dev elo pin g talent. high (See Table 14 and Figure 16 ). The high es t share
Few indus t ries are targeting strong inc reas es when it of respondents stating that there was a wage gap in
comes to hiring women int o junior and entry lev el roles . their indust ry is in the Consu m er sector (49%), follow ed
Employ ers in the Healt hc are and Basic and Inf rastructure by Mobilit y, Fina ncial Ser v ices & Inv esto rs and Bas ic
indus t ries are targeting a 7 perc ent a ge p oint increase. and Inf rastruct ure. That is, gender wage gaps are not
Mo bilit y em ploy ers expect to improv e t heir init ial intake alway s direct ly s ymm et ric al to the ma gnit ud e of womens
by 5 p erc e nt ag e poi nt s. The leas t a mbit ious targets for part icipation in the resp ec t ive ind us try.
junior lev el hiring are in Financial Serv ic es & Inv es tors,
Me dia, Ent ert ain ment and Inform at io n and Info rmatio n and BARRIERS TO CH ANGE
Com mu nic at ion Tech nolog y. Fina ncial Ser v ic es & Investors Our respondents views conc er nin g the barriers to womens
companies report high junior lev el recruitmentaround workforce part ic ipat ion vary b y indust r y and often ref lect
43% of their workforce at t his lev el is f emale. On the other diff erent indust ry cult ures in addit ion to overarching
hand, Inf orm atio n and Com m unic at ion Tech nol ogy reports a eco n o mic and societ al factors. Among ov erarchin g factors,

The Future of Jobs Report | 37

Figure 17: Significance of barriers to gender parity, industries overall
Share of respondents reporting barrier, %
U n co n sci o u s bi as amo ng m a n a g e rs
Lack of w o rk-lif e b al a n ce
Lack of ro le m od el s
Lack of qu a li fi e d i n co m i n g t al e nt
Womens co n fi d e n ce , a s pi rati o n s
S o ci e t al pr e s su re s
U n cl e a r ca re e r p at h s
Lack of tal e n t, l e a d e rsh i p d e ve l o p m e n t f or wom e n
Dont kno w
No ba rrie rs
Lack of pa re n t al l e a ve
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of barri e rs hav e been ab b re vi at ed to e n su re legibility.
the ones most vis ible through the data are the dual burden
of care giv ing and brea dwin nin g, unconscious bias es,
tradit ional orga niz ation al prac tic es in the workplace, a
lack of role mo dels , conf ide nc e, and the tradit ional divid e
between women and men in STEM education.
Women hav e t raditionally play ed a larger role in the
privat e sphere as caregiv ers. Today, women still on average
perform a much larger share of un pai d work across
count ries around the world f r o m routine housework
to childc ar e, the v alue of t his labo ur amounts to more than
20% of GDP across most OECD count ries.27 Man y
em ploy ers thus believ e lac k of work-lif e bala nc e is a key
deterrent to womens partic ipat ion at work. This factor thus
appears to inf luenc e all ind ustries.
While in nearly all indust ries and geogr ap hies t her e has
been a marked shift away from deliberat e ex clusion of
women from the work plac e, there continue to be cult ural
beliefs that lead to unconscious bias es. This includ es
perceptions that succ es s f ul, competent women are less
nic e; that strong perf or m a nc e by women is due to hard
work rather than s k ills; and as su mpt ions that women are
less com mitt ed to t heir careers.28 I n addit ion, especially in
well-est ablished, older orga niz at ions , work pl ac e structures
that were desig ne d for a past era still, often unwitt ing ly,
favour men. Addition ally, womens hist oric ally low
part icipation in the lab our market means they hav e relatively
fewer role mod els to lo ok towards across all ind ustries.
Res earc h from the US, UK and Germ any suggests that
women hav e a poor perception of s enior roles and lack
a clear line of sight as to how s enior lea dership po sit io ns
might help them achiev e t heir objec t iv es , lac k ing ro le
mo d els who can rev eal the trade-offs and ben ef it s the y
38 | The Future of Jobs Report
44%
44%
39%
36%
31%
23%
17%
15%
12%
10%
6%
brin g.2 9 Womens confid enc e and aspirat ions are seen as
another barrier. Women are les s likely to want a top job
cit ing the stress or pressure of the role as a deterrent.30
An often cit ed barrier is a lack of qualif ied incomin g f emale
t alent in specif ic fields, especially in STEM education,
where women current ly make up only 32% graduates
across the world.31 Finally, where each ind ustr y stands
specif ically is often affected b y how recent ly an ind ustr y has
improv e d it s gender balanc e. Given that career choic es are
dispro p ort ionat ely affected by prior experie nc e and bias,
tradit ionally male dominated prof essions o ften find it difficult
to attract women.
Across all indust ries, unconscious bias among
ma na gers and lack of work-lif e bal ance are cit ed as t he two
top barriers to womens workforce int egr at ion o ver the
2015 2020 period. The pro p ort io n of employ ers reporting
these two factors as their main concern is eq ual 44% for
each. Around 36% of respondents also v oic ed a concern
about the availabilit y of qualif ied t alent , in p art icular
employ ers in the En ergy, Info rmat io n and Communicat io n
Tech nol ogy and Mobility indus t ries. This is reflect ed in
t heir low est imat e of the current share of f em ale junio r s taff,
at 24%, 32% and 28%, respec tively (Fig ure 17). The
Inf orm atio n and Com m unicat ion Tech nolo gy ind us tr y sees
t his is sue as t heir main barrier to a more gender balanced
workforce. Basic and Inf rastruct ure has a similarly low
number of f emale junior staff, but there is less emp hasis
by respondents on incomin g t alent qualif icat ion, wit h
unconscious bias b y ma na gers inst ead cited as the top
concern. Financial Servic es & Inves tors and Prof essio nal
Ser vic es place more em ph as is on womens own aspiratio ns
as a barrier, wit h Prof ession al Ser vic es s eein g it as the
Table 15: Significance of barriers to gender parity, by industry
Share of respondents reporting barrier, %

Barrier BA S CON EN FS HE I CT MEI MOB PS OVERALL

U n co n sci o u s bi as amo ng 50 55 70 37 50 47 46 33 42 44
manag ers
Lack of w o rk-lif e b al a n ce 42 70 30 53 20 47 54 54 42 44

Lack of ro l e m o d e l s 44 40 55 47 50 37 31 50 31 39

Lack of qu a lif i e d i ncomi ng 33 15 60 20 40 57 15 63 36 36

tal e n t

Wo m e n's c o n fid e nc e, 28 30 10 43 10 37 31 29 50 31
a sp i ratio n s

S o ci e t al pr essur es 22 25 25 17 20 17 15 33 39 23

U n cl e a r ca re e r paths 31 30 5 20 10 20 23 4 14 17

Lack of tal e n t, l e a d e rsh ip 17 0 10 23 20 27 8 13 14 15

d e ve l o p m e n t f or wome n

Don't know 6 20 15 13 30 7 31 4 17 12

No barri ers 6 10 15 13 20 7 23 4 14 10

Lack of pa re n t al l e a ve 17 5 0 7 20 0 0 13 0 6

No strategy 0 0 0 3 0 0 0 0 0 0

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of barri e rs hav e been ab b re vi at ed to e n su re legibility.

main limiting factor for promoting womens t alent . Lack of
work-lif e bala nc e is perc eiv ed as a part icular barrier in the
Cons u mer and Financial Serv ic es & Inv es tors in dus t ries. By
contrast, few sectors cit ed lac k of parent al leav e as an issue
(Table 15).
WOMEN AND WORK IN THE FOURTH INDUSTR IAL
REVOLUTION
As the Fourth I ndus t rial Rev olut ion takes hold in diff erent
indus t ries and job f amilies, it will affect f emale and male
workers and the dy na mic s of the indus t ry gender gap in
ma nif old wa ys. By t heir very nature, many of the current
expected driv ers of change hav e the pot e ntial to enable the
narro wing of in dus tr y gender gaps. Hous e hol d work could
be further automated, relieving some of the current d ual
burden and allowing women to put their s kills to use in the
f ormal economy. Cha ng es to what hav e t radition ally been
mens roles in the workforce will als o reshap e the division of
labo ur at home. Similarly, many respondents and ind ustry
obser v ers agree on the need to ret hink work, t ak ing a
holist ic approach to workforce pla nning. Sha ping the
new and emergin g lan ds c a pe of f lex ible work ing presents
an unpr ec e d ent e d opportunity to rebal anc e the gender
divide, for example b y prov idin g co mp ani es wit h a chance
to ex plore result s-driv en rather than pres enc e-driv e n ro le
evaluation. Harn es s ed well, the emer ge nc e of new flex ible
work i ng patterns and other similar trends could result in a
more gender balanced workplace.32
Howev er, as dis rupt iv e change is co ming to b usiness
mo d els, jobs are displac e d and a new labour market
mat erializ es out of the v es tiges of the old, there is also a
risk that these trends and driv ers of change might sus tain
or worsen other exist ing gendered inequ alit ies. 3 3 At the
declining end of the labo ur market, the drivers of change
ident if ied by our respondents will heavily disrupt some of
the job f amilies wit h the larg est share of f em ale employees,
such as Of fic e and Admi nist rat ive roles, but also some
of those wit h the largest t radit ional gender gap, such as
Ma nuf act uring and Production. From a net employment
outlook persp ec tive by s imply t ranslat ing job f amilies
reported current gender com p osit ion ( Tab le 14) to the
expected abs olut e job gains and los ses over the 20152020
period calculat ed in the previous chapter (Fig ure 6)w e find
that the burden of expected job loss es due to disrup tive
change falls almost equally on women and men: 2.45 million
(48%) of the e xpected t ot al net job loss of 5.1 million f alls on
women, 2.65 million (52%) of it on men.
That, in it self, indicat es widening gender gaps in the
workforce, as women make up a smaller share of the overall
labo ur force. I n absolut e terms, men will face nearly 4 million
job losses and 1.4 million gai ns, ap proximat ely one job
gain ed for every three jobs lost , wher eas women will face
3 million job los ses and only 0.55 million gains, more than
five jobs lost for ever y job gain ed. On current trends and
pre dic tio ns, men will los e more than 1.7 million jobs across
the Manuf act uring and Production and Construction and
Ex t rac tion job f amilies, but are set to gain o ver 600,000
jobs in Archit ect ure and Engin eerin g and Computer and
Mat he m atical functions. Women will only los e 0.37 million
jobs in these two male-d omi nat ed job f a milies but are set
to gain litt le more than 100,000 jobs in Archit ect ure and
Engin eerin g and Computer and Mat he mat ical functions
if current gender gap ratios persist over the 20152020
period n early one new STEM job per four jobs lost for

The Future of Jobs Report | 39

Figure 18: Significance of strategies for womens workforce integration, industries overall
Share of respondents pursuing strategy, %
Promote w o rk-l if e b al a nc e
Set targets and m e a su re p rog re ss
D e ve l o p m e n t and l e a d e rsh i p t rai ni n g of wome n
D e m o n st ra t e l e a d e rs h i p co m m i t m e n t
B uil d a w a re n e s s of the be n e fi t s amon g ma n ag e rs
Off er, support fl e xi bl e wo rk
Tra n sp a re n t ca re e r paths, sa l a ry st ruct u re s
Sup po rt womens i nt e g ra ti o n i n t o the val u e c h ai n
Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.
Note: Names of strat e gi e s hav e been abb re vi at e d to en su re l egibility.
men, but only one new STEM job per 20 jobs lost for
women.
The conclusion is clear. If current ind us tr y gender gap
trends persist and lab o ur market t rans f orm at ion towards
new and emerging roles in computer, t echn olo gy and
engin eerin g-relat ed f ields continues to outpace the rate
at whic h women are current ly ent ering those types of jobs,
women are at ris k of losing out on tomorrows best job
opp ort unit ies while ag gravat ing hiring processes for
com p ani es due to a res t rict ed ap plicant p ool and red ucing
the div ersit y div iden d wit hin the company.
Howev erw hile subst ant ially more effort will be
ne e ded o ur data co nt ains some encoura gin g signs that
current trends need not continue. As tradit ionally male-
dominated job f amilies take on newfound importance
and applic at ions in indus t ries that prev iously housed few
such roles but hav e a strong track record of employing ,
ret aining and lev eraging f em ale t alent , the current cult ure
may driv e future rec r uit m ent effo rts in new roles. However
more deliberat e e fforts will als o be needed to meet talent
needs and address gender gaps. As demand for talent
in Archit ect ure and Engine ering and Computer and
Mat he m atic al f ields wit h poor gender b alanceg rows,
govern m ent s, indiv iduals and com pa nies will need to ensure
that the f ull t alent pool of men and women is educated,
recruited and promoted.
APPROACHES TO L EV E R A GI N G FEMALE TALENT
The Reports f indin gs conf irm that targeting f emale talent
is a strategy that is part icularly charac t erist ic of those
companies that prioritiz e future workforce plannin g and
change man ag e me nt and that are conf id ent that the y are on
the right track in t heir approach to prepari ng for impending
disrupt iv e change.
In order to lev erage the be nef it s of gender div ersity,
com p ani es need to take a holistic approach, s tarting
at the top. Activ ely ma na ging t alent rather than p as siv e
co m mit me nt has been shown to lead to better returns.
While some of the trans f ormat ions in corporate practices
40 | The Future of Jobs Report
38%
33%
32%
30%
29%
28%
19%
17%
and public policies will ent ail adaptation in the short term by
f amilies, comp anies and the public sector, in the lon g term,
the subse qu ent exp ansio n of opp ort u nities for women has
the pot ent ial to transform the econo mies , societ ies and
de m ogr ap hics of cou nt ries as a who le.
It is imp ort ant to emp has iz e that these int er vent ions do
not work as a check list of actions that will each
inde pe n de nt ly produce result s. Flex ibilit y in the work plac e is,
alone, not enough to guara nt ee improvin g gender eq uality.
It must be acco mp a nie d b y a holis tic set of priorit ies and
lon g-t erm co m mit me nt s, and b y a deep und erst an din g of
the corporate, industr y, and cult ural conte xt, as well as the
organizat ional culture and local polic y enviro n me nt.
The World Economic Forums online Rep osit ory of
Succ essf ul Practic es for G end er Parit y pools inf ormat ion on
the practices that hav e been succ es sf ully used in leading
com p ani es worl dwid e to clos e gender gaps at the company
level, as well as along the companies sup ply chain and
surrou ndi ng com m unit ies. 34 The rep osit or y suggests six
dime nsio ns around whic h to focus an organiz at io ns gender
parit y efforts.
Measurement and target se tting: Achievable,
relevant rec ruit me nt and ret ent ion targets at all levels,
with an embedded account a bilit y mec ha nism, are
c ritical. Dev elo ping a disag gr eg at ed database can
help to ev aluat e the causes of gender imbalances
and track progress. Trans pare nt salary bands to track
and address male and f emale s alary gaps are
ad dit ion al us ef ul t ools to understand the status quo in
org anizatio ns.
Mentorship and training: Comp anies hav e benefi tted
from programmes that promote guidelines on the v alue
of diversit y as an underlying cult ure of the o rg anizatio n,
and impart knowl ed ge on how to manage a more
divers e workforce and how to attract, ret ain and
promote female t alent. These t raining programmes,
for both men and women, can be relev ant for shap ing
an env ironm ent wit hin the broader em ploy ee base
for women to succ es sf ully lead. I n addition, many
Table 16: Significance of strategies for womens workforce integration, by industry
Share of respondents pursuing strategy, %

Strategies BA S CON EN FS HE I CT MEI MOB PS OVERALL

Promote wo rk-li fe 32 50 15 43 10 40 46 63 47 38
b al a n ce
Set targets and 46 30 40 33 50 37 23 21 36 33
m e a s u re pr ogr ess

D e ve l o p m e n t and l e ad e rsh ip 35 45 35 30 30 33 23 42 31 32
t rai ni n g of women

D e m o n st ra t e l e ad e rsh i p 27 25 45 37 30 30 15 29 36 30
commitment

B uil d a w a re n e s s of the 41 40 30 20 40 33 31 25 25 29
b e n e fi t s amo ng mana gers
Off er, support fl e xi bl e work 24 25 25 43 40 30 31 17 36 28

Tra n sp a re n t ca re e r paths, 5 30 25 23 0 37 23 29 8 19
sa l a ry structur es

Sup po rt wom e n's i nt e g rati o n 11 25 25 17 30 20 15 21 14 17

in t o the val u e chai n

Don't know 19 10 10 13 20 10 23 13 17 14

No strategy 22 5 15 20 10 7 15 8 14 13

C re a t e i n ce n t i ve s a nd 8 0 0 7 10 3 15 8 3 5
a cco u n t a bilit y
S u b si di ze chi ldcar e 3 0 10 7 0 3 0 13 8 5

Off er pa re n t al l e a ve 3 0 0 3 20 10 8 4 6 5

Promote g en der p a rit y 3 10 5 3 0 0 15 0 3 3

throug h customer outreach

Sup po rt pa re nt s' 3 0 5 0 0 3 0 4 8 3
rei n t e g ra ti o n af ter lea ve

P hi l a nt h ro p i c and so ci al 0 0 10 0 0 3 0 4 3 2
re sp o n si bili t y ef f orts
S u b si di ze el derc are 0 0 0 0 0 0 0 0 3 0

Source: Fu tu re of Jobs Su rve y, Wo rl d E co n o mi c Forum.

Note: Names of strat e gi e s hav e been abb re vi at e d to en su re l egibility.

comp ani es hav e f ormal ment oring schemes for women
s eek ing lead ership posit ions , alt hou gh the y also f ind
that high-p ot ent ial women lack the spo nsors hip and
t ailored t raining needed to move int o the executi ve
ranks. A reposit ioning of the human resourc es function
beyond a focus on systems and adminis t ration to talent
dev el op m ent and t raining can help address sp ecific
roa dbl oc ks for women, in addition to better ov erall
talent management.
Awareness and accoun tab ility: The focus of many
companies on building aw aren es s indic at es that
the case for change still needs to be built to make
progress. Account a bilit y of the s enior management
and trans par enc y of c are er paths and opport unit ies
hav e proven to be eff ect iv e practices. Ensuring that
ma na ge m ent policies, processes, systems and tools
do not harbour gender-based disc riminat ion, as well as
en ha ncing the un derst an din g of unconscious bias es
can, also make inc lusiv e lea dership more tang ible.
Work environment and work-life b alance: Women
are often the primar y c aregiv er for both children and
the elderly in most count ries. Ens uring smooth on- and
off-ramping and appropriate childcare options, and
develo ping gui delines on impl em ent at ion of work-
lif e balance policies and ment oring for women going
through a transit ion are impo rt ant levers to ensure a
sust aine d c areer progressio n towards management.
For those comp ani es that already o ffer par ent al leave,
flexible work ing hours and other work-lif e b alance
programmes, the next steps lie in acc elerating t heir use
and acceptance by f emale and male employees.
Leadership and company commitment: Vis ible
lead ership by the chief ex ecutiv e and top management
on supporting women in man age me nt has proven
to be one of the most import a nt levers for pro gr ess in
achiev ing gender div ersity in a corporate context. This
inc ludes concrete and sym b olic actions by top
ma na ge m ent and, in many cases, est ablishm ent of a
posit ion or department to lead diversity e fforts. Reg ular
com m unic at ions b y s enior ma na ge m ent on gender
equalit y hav e been found to be crit ical.
Responsib ility b eyond the office: Man y companies
have leverage d the opportunity to ex ercis e external
inf luenc e along the v alue chain, includin g diversity

The Future of Jobs Report | 41

 Box 3: Anticipating the Future of Jobs: Human Capital and Gender Parity in the Oil and Gas Industr y

In many in d ustrie s there is a gro win g scope for collaboration
rather than co m p etit io n to address talent ch allen g es. For
exa m ple, sev e ra l human c apita l c ha lle ng es in the O il and Gas
sector are dir ectly link e d to the cyclica l nature of the indu stry
and others, prima rily those that affect lon g-t erm h oriz o ns, are
as s ociat e d wit h a shortage of qualifie d em ploy e es, a lack of
ex p er ie nc ed m id-t en u re e m ploy e es, and the need to foster
tec hn o lo g ic al in n ov ation. Ov er t his lon g-t erm context, the Oil
and Gas in d ust ry b roa d ly faces obst ac le s in recr uitin g w ork-
ready tech nic al e ngine e rs and in dev e lopin g, attractin g and
ret aining f em ale talent. In order to co ntin u e to s e rve the w orlds
grow in g e n ergy needs while im provin g o p p o rtunit ies for youth
in em erg in g markets and for women, lea d e rs of the Oil and Gas
community aim to address these ch alle n ges c ollective ly.
Giv e n the lo ng -te rm tale nt needs and skills gaps in the
in d ust ry, the Forums indust ry p roject in t his space aims to
d eve lop d em a nd -driv en crite ria for ed uc ation al in stit utio ns
wo rk in g w ith lea din g comp a nies in the sector. The first objective
is to produce an indust ry-e n d o rs e d standard cu rric ulu m that
aims at b rid gin g the gap in t ra inin g of p etrole u m e ngine ers
across ge o gra p hies. The c urric ulu m focuses on engine e ring
fu n da m e nt al k no wle d ge such as mat h e mat ics and geology
but a lso n on-e n gine e ring skills such as pro ject management,
fin a nc e and c om municat io n. In order to prioritiz e ce rt ain regions
or co u ntries, the Fut ure of Jobs projects insig hts will be used to
id e ntify critic al sk ills gaps based on indust ry needs. The World
Ec o n o mic Forum w ill then play a facilitat or role bringing together
the in d ust ry and re lev ant u niv e rsities and minist ries in order to
move forward the common dialogu e.
The Forums a na lysis illust rat es that the Oil and Gas
in d ust ry, despite on-going efforts in the field of dive rsity and
inc lusio n, c o ntin u es to m iss out on the d iv ers ity divid en d, w ith
p a rtic ip atio n of women in the workforce still lagging b ehin d other
majo r industries. In order to in cre ase efforts to tackle these
per sist e nt gender gaps along the Oil and Gas tale nt pipelin e,
majo r p lay e rs from the indust ry are a ls o c om ing together to
colle ctiv ely address co nte xt u al and industry-s pe cif ic factors
co nt rib ut ing to these gaps. A longs i de a straig htf o rwa rd de sire
from many in the sector to create a more div ers e w orkforce,
inte rviews wit h Oil and Gas ex ec utiv es suggest they als o believe
that tak ing a dv a nt a g e of this huge pot e ntial t ale nt po ol is a
critica l busin ess obj ective. Skills gaps and the lo omin g retire m e nt
of experie nc e d engin eer s and tec hni ca l ta le nt cu rre ntly present
in the Oil and Gas w orkforce mean that c omp a n ies need
inc re as ing ly to look else w he re to fin d the t ale nt and know ledge
they require.
The group loo ke d s pec ifica lly at data on gender gaps at
junio r, m iddle, s e nio r, board and CEO levels. A Call to Act ion is
cu rre ntly b e in g d ev elo p ed that aim s to state the groups vision
and demonstrate the pract ic es m ajor play ers will under take
to a dv a nc e gender p a rit y. The d e clarat io n inclu d es a set of
guidin g p rinc ipl es that will u n derpin the industrys efforts on
gender p a rit y, such as: ens urin g visible lea dersh ip on gender
p arity and company com m itm e nt at a ll lev els; promot in g gender
se nsit ive recr uit m ent, rete ntio n and pro m otion polici es and
sett in g c h alle ngin g but ac hiev a ble go a ls for gender dive rsit y. T his
Call to Action will als o se rv e as a platf or m to h elp Oil and Gas
busin ess le ad e rs, t he ir com p an ies, ow ners and shareholders
around the wo rld address the factors contrib utin g to the gender
gap. Members of the Oil and Gas comm uni ty also encourage
com p a nies to s h are best practic es, c re atin g an o p p o rt unit y to
learn from and buil d upon s uc c essf ul int erve ntions for the ben efit
of the entire industry. T his pilot p roject poi nts to collaborativ e
m ec h an is ms that can be a ppli e d across other indust ries, in
p a rtn ers hip w ith gov ern me nts and e du cat ion a l instit utio ns.

training for sup pliers, dist ribut ors and partners and
training to support women-owned busines s es in the
org anizatio ns v alue chain. Ex t ernal inf luenc e can
als o be ex ercis ed b y ensurin g gender neutrality in
adv ert ising, enga ging girls and young women to display
pos s ible c areer paths and dev elopin g pa rt nershi ps w it h
gender parit y-f ocus ed civil societ y and public sector
initiativ es.

Beyond indiv idual company practices and challeng es, it

is clear that there are specif ic and common gender gap
challeng es wit hin indus t ries. This is thus an area ripe for
int ra-ind us tr y collabor at ion and for im prov e d p ublic-private
collabor at ion, to balanc e both p ublic and busines s interest.
Such collab orat ions and part ners hips are current ly relat ively
rare but there are em ergin g ex p erim ent s that ind icate
the great er ef ficienc y for busin es s and improv ed so cietal
outcomes are possible through such approaches.
The moral case for gender equalit y has, in the most
part, been won. The busines s and eco no mic case is also
inc reasingly understood. The Fourth I ndus t rial Rev olut ion
now presents an unpr ec e de nt ed opportuni ty to place
womens equal partic ipat ion in the work plac e a t the heart of
prep arat ions for the shift s to come.

42 | The Future of Jobs Report

Endnotes
1 McLeod, Scott and K a rl Fi s ch , S hi f t H app ens, http s:// sh i ft h ap p e n s.
wiki sp a ce s.com.
2 The structure of our su rve y m ea ns the base sa m p l e t h e u ni q u e
data p o i n t s th at can be used f or our an a l ysi s co m m o n l y ref e rs t o
these 1,34 6 o ccu p a t i o n -l e ve l re sp o n se s, al t h o u g h i n som e cases it
is re st ri ct e d to the 371 co m p a n y -l e ve l re sp o n se s. F or d et a il s o n our
su r ve y d e si g n, or a ny of the other p oi nt s d i scu sse d i n t hi s se ctio n,
pl e a se ref er to A p p e n d i x A: Re po rt M et h od olog y.
3 Ple a se ref er to: www.o n eto nli n e.o rg.
4 See Autor, D., 2013.
5 A recent Wo rl d E co n o m i c For um repo rt, in co ll a b o ra t i o n wi t h the
Gl o b a l Ag end a C o u n cil on the Fut u re of Sof tware and S o ci e t y, f ound
that a si g n ifi ca n t n umber of di sru p ti ve t e ch n o l o g i ca l c han ges are
expected to reach a -i n the e a rl y ye a rs of the next decade, wi t h the
e a rli e st expected to f ull y take h ol d by 2018 and the lat e st by 2027
( se e: Deep S hi ft : Te ch n o l o g y T i p pi n g P oi n t s an d S o ci e t al Im p act).
6 See, f or e xa m p l e: Pe w R e se a r ch Ce ntre, Key In sig ht s: E xp e rt Vi e w s on
A rti fi ci al I nt e lli g e n ce , R o b o t i cs, and the Fu t u re of Jobs, 2014.
7 E st i m a t e d e m p l o y m e n t ef f ects ha ve be en co nv erted i nt o com po u n d
gro wth rates f or the 20152020 p e ri o d , i. e . the mean gro wth rate ov er
the sp e ci f i e d p e ri o d of ti me if e m p l o ym e n t h ad gro wn or d e cli n e d at
a steady rate, wh i ch i s u nli ke l y to be the patte rn observ ed in re ali t y. A
compou nd gr o wth rate can be thoug ht of as a way to smooth out a
rate of change so that it m ay be more ea sil y und erstood (f o r d et ail s,
see A p p e n d i x A: Rep ort M e t ho dolo g y).
8 For d et ail s of our net e m p l o ym e n t e sti m a ti o n , p l e a se s ee A p p e n d i x A:
Re po rt M et h odol og y.
9 Source: In t e rn a ti o n al Lab our O rg a n i za t i o n, Wo rl d E m p l o ym e n t a nd
S o ci al Ou t l o o k - Tre n d s 20 15, www.ilo.o rg/ g l ob al/ a b o ut-t h e -il o/
n e wsro om/ n e ws/ WC M S _ 3 36 884 /l a n g -- e n /i n d e x. htm.
10 For a full e r d i scu s si o n of the co ve ra g e a nd re p re se n t a ti ve n e ss of our
p e rc e p ti o n su r ve y-b a se d dat a, pl e a se ref er to A p p e n d i x A: Rep ort
M e t ho dol og y.
11 See, f or e xa m p l e: C h ui , M i ch a e l, Jam es M a n yi ka and M e h d i Mi rem adi,
Four f u n d a m e n t a l s of workpl ace a u t o m a ti o n , M cK i n se y Qu a rt e rl y,
N o ve m b e r 2015; and C o g n i za n t , The Ro bot and I: How New Digit al
Te ch n o l o gi e s Are M a ki n g S ma rt P e o pl e and B u si n e s se s S m a rt e r by
A u t o m a t i n g Rote Work, C o g n i za n t C enter f or the Fu t u re of Work, 2015.
12 See: I nf o sy s, A m p li f yi ng h u man p o t e n ti al: E d u ca ti o n and skill s for the
fourth in d u st ri al re vo l u ti o n, 2016.
13 McLeod, Scott and K a rl Fi sch , S hi ft Ha ppe ns, http s: // sh ift h a p p e n s.
wiki sp a ce s.com.
14 B e s se n , Jam es, E m p l o ye r s A rent Just Whi ni n g the S kill s Gap
I s R e a l , H a rva rd B u si n e ss R e vi e w, 14 A ug ust 25, http s: // h b r.
org/20 14/ 08/ emplo ye r s- a re nt-j u st - whi ni n g-t h e- skill s-g a p-i s- re al.
15 Our e m pi ri ca l a n a l ysi s of the O* N E T Co ntent M o d e l f ound that th e
core skill set of most o ccu p a ti o n s co n si st s of a range of combin atio n s
of these 35 core skill s a nd a bilit i e s, in a d d iti o n to occ u p atio n - sp eci fic
sp e ci ali st kn o w l e d g e . Note that, u nli ke f or o cc u p a t i o n s, a wi d el y
agre ed or i nt e rn a t i o n all y co m p a ra b l e d e fi n iti o n or taxo nomy of the
te rm skill s does not e xi st ( se e, f or e xa m p l e : E u ro p e a n Trai ni ng
Fo u n d a t i o n A n ti ci p a ti n g and M a t chi n g S kill s De man d and S up pl y:
S yn t h e si s of N ati o n a l Repo rts, 2012). For d et ai l s of the Repo rt s
a d a p t i o n of O* N E T s w o rk-r e l e va n t core skill s pl e a se r ef er to Append ix
A: Repo rt M et h od olog y.
16 For de t ail s of the m e t h o d o l o g y us ed in t h i s se ct i o n, p l e a se ref er to
App end ix A.
17 Al so s ee: Wo rl d E co n o m i c Fo rum an d the Gl o b al Age nda C o u n cil
on E m p l o y m e n t , M atching S kill s a nd Lab our M arket Nee ds: Build ing
S o ci al P a rt n e rsh i p s for Bette r S kill s and B etter Jobs, 2014.
18 See: M a n p o w e r Gro u p , Te a ch a b l e Fit : A New Appr oach to Ea si ng
the Tal e n t M i sm a t ch , 2010, http:// www. m a n p o we rg ro u p.c om/
su st ai n a b ili t y/t e ac h a bl e -f it-i n sid e. ht ml.
19 See: Wo rl d E co n o m i c Fo rum an d the Gl o b al Age nda C o u n cil o n
E m p l o y m e n t , Matchi ng S ki ll s an d Lab our Ma rket Needs: Bu ildi ng
S o ci al P a rt n e rsh i p s for Bette r S kill s and B etter Jobs, 2014.
20 See: Gva ra m a d ze , 2010, a nd Voss, 2009.
21 See: Wo rl d Econ omic Forum, Di sru p t i n g U n e m p l o ym e n t : B u si n e ss- l ed
S ol u ti o n s for A cti o n , 20 15.
22 Wo rl d Econ omic Forum, Gl o b a l Ge n d e r Ga p Re port, 2015.
23 See, f or e xa m p l e : Pag e, S., The D if f e re n ce : How the Power of Di ve rsit y
C re a t e s B etter Grou ps, Fi rm s, S ch o o l s, a nd S o ci e ti e s, 2007.
24 See, f or e xa m p le : D e l oi t t e, Gl o b a l Hu ma n C a pi t al Tre n d s 2014:
E n g a g i ng th e 21st C e nt u ry Wo r kf o rce , 20 14. H o w e v e r, t he kind
of dive rsi t y women b ri n g to teams today and in the f uture can be
debate d. E xi sti n g re se a rch s ugg ests wome n are seen as more
co ll a b o ra ti ve a nd fl e xi bl e, w h il e me n are more re su lt s-o ri e n t at e d a nd
h a ve m ore in ve st e d i n to pic e xp e rt i se . T h e se ch a ra ct e ri sti cs m i rro r th e
rol e s that are so ci a ll y e n co u ra g e d f or men and wom en today . It mig ht
be mi sp l a ce d to i n f e r fl e xi bili t y a nd team co h e si o n are the i nd e fi nite
q u al it y t o womens co n t ri b u ti o n to the di ve rsi t y of op i ni o n s; i t mig ht
be that wh en t ra dit i o n al w o r kp l a ce rol e s f or men and women are
di sr u p t e d , c urre nt p o l a ri za t i o n s c ease to h ol d tru e.
25 D e p a rt m e n t f or B u si n e ss, I n n o vatio n and S kill s, Wo me n on B oar ds,
2011.
26 See: C a t al yst , B u yi n g Power: Gl o b a l Wo men, 2015, www.c at al yst.o rg/
kn o w l e d g e / b u yi n g - p o w e r-g l o b a l -w o m e n , a nd Si l ve rst ei n, M. a nd K.
S a yre , Th e F e m a le Econ omy , H a rva rd B u si n e ss R e vi e w, S eptemb er
2009.
27 OE C D , C o o ki n g and C a ri n g, B ui l di n g and R e p ai ri ng : Un pai d
Work around th e Wo rl d , i n S o ci e t y at a Gl a n ce 2011: OE C D Soci al
I n di ca t o r s, 20 11.
28 M cK i n se y & Company , Wo men in the Wo rk p l a ce , 2015.
29 Centre f or Tal e n t I n n o vatio n, Wo me n Want Fi ve Thi n g s, 20 14.
30 Ibid.
31 Source: U N E S C O I n stit ute f or S t ati st i cs (UI S) datab ase ( S ept em b e r
2015); ca l cu l at e d f rom p e rce n t a g e of te rti a ry-le ve l S TE M gr ad uates
(f e m a l e, m al e).
32 See: Merce r, When Wo me n Th ri ve B u si n e sse s Th ri ve, 20 14.
33 Voss, G., The S econd S hi ft i n the S econ d M a ch i n e Age: A ut omati o n,
Ge n d e r a nd the Fu t u re of Work, in Ou r Work Here i s Do ne: Vi si o n s of
a Rob ot E co n o m y, N E S TA , 20 14.
34 See: www.wef orum.org/gen der-p arity /closing-g end er-ga p.
The Future of Jobs Report | 43
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The Future of Jobs Report | 45
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46 | The Future of Jobs Report
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The Future of Jobs Report | 47

Appendix A:
Report Methodology

RE S E A R CH FR AMEWORK AND SU RV E Y DESIGN Figure A1 : Survey Framework

The analys is that forms the basis of t his Report is the result
of an ext ensiv e surv ey of Chief Human Resourc es and Chief
St rat egy Of f ic ers of leadin g glob al e mploy ers , and co nsist s
of four int errelat ed parts, prov iding a uniqu ely f lexible
PART I
dataset that can be recombin ed in v arious ways to obtain Drivers of Change
further specific insight s int o relev ant dimensio ns of interest
(see Figure A1).
The aim of our surv ey was to understand as
compr eh ensiv ely as possible ex pec t ations re gardi ng the
future of jobs , work and s kills by the larg es t employers
in some of the worlds bigg es t econ omies , in order to
ult imat ely cont ribut e to a more inf orm ed debate on these
issues and prov ide an ev idenc e base and guid anc e to
PART II
busines s es , gov ern me nts and civil society o rganiz ations Employment Trends
such as labour unio ns and education provid ers .
As a starting point , we desig ne d a surv ey targeted at
heads of human resourc es departments, as well as chief
strategy of ficers , as these are lik ely to hold the most
det ailed inf orm at ion on corporate policies and strateg ic
workforce plannin g in light of current ind us tr y trends and
disrupt ions. Our res e arc h framework has been inform ed PART III
by an ext ensiv e lit erat ure review on the v arious d ime nsions
covered by the surv ey and by continuous consult at ion wit h Skills Stability
leadin g e xperts from ac ade mia, int ernat ional org anizatio ns,
busines s and civ il society through the Worl d Economic
Forums Glob al Agenda Counc il on the Fut ure of Jobs and
Glo bal Agenda Cou nc il on Gen der Parit y, whic h s er ved as
partners and advisor y bo dies to the study.
The surv ey collec tion process was c arried out via o nline
ques tionn aire in the first half of 2015, whereby the World PART IV
Economic Forums Employ m ent and Ge nd er Challeng e
Init iativ e teams worked in clos e collab orat ion wit h Glob al Workforce Strategy
Agenda Counc il Members, Glob al Challen ge Partners
and the Forums indus t r y and regional teams to ensure a
m ax im u m number of resp ons es from target companies.
The World Economic Forum team, supported by
Glo bal Agenda Cou nc il Members, used the Hoov ers and A pp en dix B, Table B2), if these were not alrea dy inc lud ed as
Blo o m ber g company dat ab as es to ide nt if y targ et companies part of the f irst group.1 This approach was chosen in order
and compile an ext ensiv e database of contact det ails of to ensure suf f icient ge ogra phic diversit y and c overag e to be
human resourc es department direct ors. For target able to provide balanc ed cou ntr y-level as well as ind ustry-
com p ani es for whic h we were not able to obt ain co ntact level result s. Furt hermore, a number of leading, fast-
inf orm ation, Glo bal Agenda Cou nc il Members c arried out growin g sm all and me diu m-siz ed com pa nies were id ent ified
t heir own res earc h to co m plet e the database. qualit at ively through the World Eco n omic Forum network
Our po ol of respondents compris ed, as primar y and inc luded in the survey po ol to account for sig nif icant
selec tion c rit erion, the 100 larges t global em ploy ers in each future job creators and disrup tors. I n t ot al, our target survey
target indus t ry sector (as clas sif ied by the World Eco nomic pool consisted of 2,450 companies.
Forum; see Appe n dix B, Table B1), su ppl em e nt ed, as a In various inst anc es the largest employers in a country
secon d ar y crit erio n, by the 50 larges t nat ional employ ers co mpris ed the local unit s of well-kn ow n m ultinatio nal
in each of our target count ries (s ee target country list in ent erprises , me anin g that our survey approach entailed

The Future of Jobs Report | 49

obt aining result s from these companies both at a global,
hea dq ua rt er-lev el and from one or more of their natio nal
op erat ions. When look in g at results through a country lens,
this approach was consid ere d the most appropriate given
the imp ort a nc e of many of these large em ploy ers in t heir
respec t iv e loc al labour markets. Howev er, when lookin g at
result s through an indus t ry lens , it was imp ort a nt to avoid
skewing result s b y do ubl e counting resp ons es from local
units of the same company. We addressed this complexity
through our sur v ey design, b y as k ing respondents to clearly
associat e all employ ment and occu pat ion-r elat e d responses
to a specific geography.
In t ot al, 371 indiv idu al comp anies responded to our
surv ey over the first half of 2015, prov iding us wit h 1,346
uniq ue data point s around em ploy me nt and occupations
based in specif ic geographic loc ations across these
companies glo bal operat ions. As out line d, the structure of
our surv ey means that the s amplin g u nit and base sample
the uniq ue data point s that can be used for most of our
an aly s is c o mm only refer to these 1,346 occup at io n-level
respons es ; alt ho ugh in some cases, such as when looking
at result s through an ov erall indus t ry lens, it is rest rict ed to
the 371 comp any -lev el respo ns es to av oid d ou ble counting.
In light of the above, com pa nies were require d to
prov ide t heir name as well as the title and contact
inf or mat ion of the person filling in the surv ey. Respondents
were as sure d of s t rict conf ide ntialit y of t heir data at the level
of indiv idual com pany -lev el results. I n addition, p art icip ating
com p ani es were giv en the option to be inf orme d of t heir
individual result s relat iv e to the range of respo ns es in t heir
country and /or ind us try.
Our initial target list of cou nt ries co mp ris ed the three
larges t eco no mies , b y eit her GDP or populat ion, in e very
world region. I n addition, through ind us tr y networks,
the surv ey was c arried out in comp anies based in other
non-targeted count ries. To ensure qu alit y of results , only
cou nt ries wit h a c rit ic al mass of respons es hav e been
includ ed in the final Report. Our threshold for inc lusion was
a mini mu m of 30 uniq ue data point s per countr y. Co untries
in our original target list for whic h we were un able to obtain
a repres e nt ativ e sample includ e Arge ntina, Colom bia,
Rus sian Fed erat ion, Repu blic of Korea, Eg ypt and Nig eria.
In addit ion, due to an insuff icient number of individ ual
count r y -lev el resp ons es, we hav e ag greg at ed responses
for a number of signif ic ant econ omi es int o two broader
regional groupings: the As sociat ion of South East Asian
Nat ions (AS E AN), combining result s for Indo nes ia, Mala ysia,
Thailand and Singa por e; and the Gulf Coo perat ion Co u ncil
(GCC), com bining result s for Kuw ait, Qatar, Sau di Arabia
and the Unit ed Arab Emirates .
The diff iculty of obt aining resp ons es from some
ge ogr ap hies despite the de dic at ed work and support of
Glo bal Agenda Cou nc il Members and the Forums ind ustry
and regional teams appears to stem from a variet y of
causes, inc luding s ensit iv ity around the topic, concerns
about conf ident ialit y and busines s cult ure norms.
There was near gender balanc e (54% f emale, 46%
male) among the Chief Human Resourc es Of f ic ers and
other s enior ex ecutiv es who answ ere d the survey.
50 | The Future of Jobs Report
Interpretation of Results: Sample Coverage and
Re presenta ti veness
Overall, our surv ey s ample repr esent s more than 13 million
em ploy ees across nine indust r y sectors (Fina ncial Ser vices
& Investors; Inf orm atio n and Co mm u nicat ion Tech no logy;
Ener gy; Basic and Infrastructure; Mo bilit y; Consumer;
Healt hcare; Me dia, Ent ert ain me nt and Info rmat io n; and
Prof es sion al Ser vices) in 13 maj or devel op ed and em erging
eco no mi es (Aus tralia, Brazil, China, Franc e, Ger many, Ind ia,
It aly, Japan, Mexic o, South Af rica, Turkey, Unit ed Kingdom,
Unit ed States) and two broader region al grou pings , ASEAN
(com bining result s for Indo nesia, Malaysia, Sing apore,
Thailand ) and the GCC (combining result s for Ku wait, Qatar,
Sa udi Ar abia, and the Unit ed Arab Emirates).
In line wit h the Reports ov erall aim of co ntrib uting
to a more inf or me d conversat ion on the fu ture of job s
and providing guidance to business es, gover nm ent s and
civil societ y organizations, the survey largely co nsisted
of perce pt ion-b as e d qu es t ions, wit h res po nse options
desi gn ed to focus on the key issues outcomes and trends
as perceiv ed b y decision-m akers. I n addition there were a
number of quant it ativ e bas eline qu estions. That is, our study
is designe d to reveal what the world s leadin g employers
think will happen, when they t hink it will happen, and
what they propose to do about it. While, between them, the
exp ec t atio ns and corporate practices of the leading
employ ers repr esent ed in our s am ple will significant ly shape
the future global employ m ent landsc ap e, it sh ould be stated
explicit ly that our trend data hopes to be roug hly right rather
than precis ely wrong. Similarly, in highlight ing companies
current t hinking conc ernin g int end ed change management
and future workforce st rat egi es , the Report aims to point to
pot ent ial sho rt comin gs and inco nsist encies as a bas is for
further, more inf or me d debate, rather than off ering these as
rea dy -m ad e good practice solutio ns.
In t aking t his perspec t ive, the Report consciously
focuses on actors wit h a ke y role in shaping the ev olut ion of
the glob al labo ur market. While only a min orit y of the worlds
workforce is direct ly e mploye d b y large and em erging
mult ination al em ploy ers such as the ones covered by our
s am ple, these com p ani es o ften act as anchors for smaller
local f irms, as suppliers wit hin global value chains and as
c at alys ts for the develo p me nt of loc al entrepren eurs hip
ecosyst ems. I n addit ion to t heir own significant share
of employ m ent, work f orce-pl an ning d ecisions by these
firms t heref ore have the pot ent ial to transform local labo ur
markets through indirect e mploy m ent effects that set the
pace for changin g sk ills and occup at ional req uirem ent s.
Similarly, the inc lusion of me diu m-sized high-g row th
ent erprises in our sample e nsures repr es ent at ion of the
category of comp anies ge ner ally consid ered the larg est
source of new net job creation in most eco nomies. 2
Nevert heles s, given the Reports aim of pro vid ing
guid anc e and st imulat ing discussion, it is imp ort ant to treat
wit h caution the e xtent to whic h it is poss ible to g eneralize
and ext rap olat e from our findings in a mann er that co uld
be consid ered re pres ent at ive of all trends across an entire
indust ry or country.
Representativeness at the country level
As a first imp ort a nt caveat, our surv ey only covers wage
em ploy m ent jobs in the f ormal economy, wh ereas the
majorit y of the workforce in some dev elopi ng count ries may
be based in agricult ure or in the inf ormal sector. According
to the World Bank, roughly half of the world s wo rking
po pul at ion of more than 3 billion people are small farmers
or s elf -em ploy ed in low prod uc tiv ity act ivit ies such as street
vendin g, limiting our findi n gs applic ability in these contexts.
It should be noted, howev er, that many inform al
sector jobs are als o subjec t to dramatic change due to the
same driv ers of change, trends and dis rupt ions a ffecting
those based in large est ablishe d firms. For ex am ple, the
inc reasing ubiq uity of mo bile phones in dev eloping countries
has led to a mobile payments rev olution, whereby a large
range of inf orm al sector trans ac tions are now t ak ing p lace
via such platforms. Similarly, s ev eral t echnologic al trends
hold out the pro mis e of int egr ating an inc reasin g number
of inf orm al sector workers int o the glob al la bo ur market in
un prec e de nt ed ways, inc lu ding b y f orm ally link ing them to
large est ablishe d employers.3
A second consider at ion regar ding rep res entat iven ess
of our results at the country lev el concerns the question
of what perce nt ag e of the f ormal sector labo ur force is
employ e d in large firms such as the ones in our s ample.
The av ailable data suggests that, in general, fewer pe opl e in
lower inco me co unt ries are em ploy ed in large f irms, limiting
the gener alizabilit y of findings in these countries .4
In summary, the Reports sur v ey design seems well-
suit ed to the target count ries s t udied, na mely : d ev elop ed
eco no mi es and large e mer ging markets, wit h certain
caveat s on generaliz ability for the latt er. It seems less
ap plic able for ex trap olat ing results direct ly for d ev eloping
eco no mi es not covered b y the surv ey, alt ho ug h we b elieve
our findings may prov ide v aluable inf ormat ion for lo ng-term
human c apit al dev elop me nt st rat egies in these co untries.
More broa dly, the Report focuses on two types of
job c at egori es in an y pa rt icular country, rather than on the
ent iret y of the nat ional labo ur market as a whole: f irstly, on
mass em ploy m e nt jobs current ly h eld b y a large share of
the labo ur force in that countr y; s econ dly, on st rat e gic or
specialist jobs that are c ritic al to a companys operations
and may link the country to the world wid e network of
int ern at ional prod uc tion and global v alue chains. The
first category takes its signif icanc e from the number of
em ploy ees direc tly a ffected; the second category prov id es
an outlook primarily on high-s k illed jobs , often including
those wit h a pa rticular bearin g on op port u nit ies and threats
for the countrys posit ioning wit hin the glob al economy.
Representativeness at the industry level
The main questions regarding re pres e nt at iv enes s of our
findin gs at the indus t ry lev el concern the e xtent to whic h the
large em ployers in our s am ple are repr es e nt at iv e of a typical
company in t heir ind ust ry sector as a whole, and, therefore,
what perc ent a ge o f the ind us try s workforce is employ ed
in comp anies such as the ones covered by our survey.
Available data shows, for ex am ple, that there are systematic
diff erenc es between larger and smaller f irms wit h regard to
the amount of in-hous e t raining and skills upgra ding they
are off ering, so our analys is of future workforce strategies
will be more applicable to ind ustr y sectors wit h a larg er
share of employ m ent in large firms.
Eco n omic theory suggests that (in a compet itive
market, i.e. leav ing aside mono polies, cart els and reg ulatory
policies) f irm siz e dist ribution in an indust ry is mostly the
result of underly ing st ruct ural factorsfor exam ple, some
goods and ser vic es are nat urally better produced in large
firms; others, in smaller ones.5
A good approxi mat ion of the prev alence of employm ent
in large f irms in an ind ust ry is the degree of ind ustry
concentration, as meas ured b y indic at ors such as the
Herf ind ahl index 6 and the concentration rat io 7, w hich
c alculat es the share in t ot al industr y output of the ind us trys
five largest f irms. Tot al output and gross value added in a
number of ind us t ries s uc h as Energy, Mining and Metals,
and Inf orm atio n and Co mm u nication Tec hn olo gy are hig hly
concentrated in a handf ul of larg e comp a nies wit h tens
of thousands of employe es each. These large companies
includ ed in our sam ple account for a very large share of
tot al employ me nt in t heir ind ustries.
For some other indus t ries, our sam ple p op ulat ion is
more represent at ive of the ind ustrys lea ding employers,
rather than of the ind ustry s t ot al workforce as a whole.
Overall, because of the diff erenc es be tween large
ent erprises and small and mediu m-s ize d ones, esp ecially
when it comes to talent man ag em ent and HR strateg ies,
it is clear that our findi ngs are mainly applicable to larg er
firms t he bigg est employ ers in each industr y in p art icular.
A second consider at ion regar ding representativeness
of our results at the indus t ry level concerns cross-country
diff erenc es in public and privat e owners hip. Our survey was
desi gn ed to be applicabl e to workforces in both sectors.
Howev er, to date we have been able to obt ain a critical
mass of respo nses only from state-owned enterprises,
not from public sector employers such as government
departments. This caveat a ffected our sam ple select io n
part icularly in industr y sectors such as healt hc are and
education, whic h are public in some count ries and partly
or wholly privat e in others, sinc e busines s databases
such as Hoovers and Bloo m b erg do not cover ent ities
such as public hospit als. Thes e are a major source of
employ ment in many count ries and are und erg oin g similar
workforce challeng es and t rans f orm at ions as privat e sector
comp ani es. Giv en suff icient int erest from these constituents,
we envisage a f ollow-u p projec t to the present Report for
pu blic sector employ e es, coverin g not only the pu blic sector
but also civil societ y and int ernat ional org anis at ions as a
dist inc t ind ustr y sector.
Finally, a met ho dolo gically int erest ing question is
t he e xtent to whic h the ide ntif ied trends and disrupt io ns
might t he mselves a ffect the validity of our conclusions
regar ding repr esent at iven ess, for ex am ple by chang ing
indust ry conc ent rat ions and structures through drivers
of change such as 3D print ing and sharing economy
platforms.8 I n general, while many of these trends point
to a rise in import anc e of f reelance work and contractors,
evidenc e suggests that much of this work will continue
The Future of Jobs Report | 51
Table A1: Definition of core work-related skills, based on the O*NE T Content Model

S kill/abilit y f amily Skill/ability Definition

ABILITI ES

Cognitiv e Abil ities C o g n iti ve Fl e xi bili t y Th e a b ili t y to g e n e ra t e or use di ff e re n t sets of ru l e s f or co m b i ni n g or g ro u p i n g t hi n g s i n

di f f e re n t way s.

C re a ti vi t y Th e a b ili t y to come up w it h u n u su a l or cl e ve r i d e a s ab out a gi ve n topic or sit u a t i o n, or to

d e ve l o p cre a t i ve way s to sol ve a p ro bl em.

L o g i cal R easo ning Th e a bi lit y to c ombi ne pieces of inf o rm a t i o n to f orm g e n e ral rul e s or co n cl u si o n s (i n cl u d e s
fi n di n g a rel a ti o n sh i p amon g se e m i n gl y u n rel a t e d e ve n t s) a nd/or to a p pl y g e n e ral rul e s t o
sp e ci fi c pro bl ems to prod uce a n s w e rs th at make sense.

Prob lem S e n si ti vi t y Th e a b ili t y to t ell whe n so m e t h i n g i s wr ong or i s li ke l y to go wro ng. It d oes not in vol ve
so l vi n g the p ro b l e m , o nl y re c o g n i zi n g the re i s a p robl em.

M a t h e m a t i ca l R easo ning Th e a bi lit y to c hoose the ri g ht m a t h e m a t i ca l metho ds or f o rm u l a s to so l ve a pr obl em.

Vi su a li za ti o n Th e a b ili t y to i m a g i n e ho w so m e t h i n g w ill l o o k af ter it i s mov ed around or when it s pa rts are

mov ed or re a rra n g e d.

Phy sical Abilities M a n u a l D e xt e ri t y Th e a bi lit y to m ake p re ci se l y co o rd i n a t e d m o v e m e n t s to g rasp, m a n i p ul a t e or assem ble

and P reci si o n objects.

P h ysi ca l Stre ngth Th e a b ili t y to exert m a xi m u m m u s cl e f orce to lift, p ush, p ull , or car ry object s.

BASIC SKI LL S

Content Skills A cti ve L ear ning U n d e r st a n d i n g the i m pl i ca ti o n s of new i nf o rm a t i o n f or both curr ent and f uture p ro bl em-
so l vi n g and d ec i sio n -m aki ng.

Ora l E xp re s si o n Ta l ki ng to others to conv ey inf o rm a ti o n e f f ecti vel y.

R e a d i n g Com pre hens ion U n d e r st a n d i n g w ri tt e n se n t e n ce s a nd p a ra g ra p h s i n w o rk-re l a t e d docum ents.

W rit t e n E xp re s si o n C o m m u n i ca t i n g e f f e cti ve l y i n w riti n g as a p p ro p ri at e f or the needs of the au di e nc e.

I C T Lit e ra cy U si n g di g it al techn olo gy, co m m u n i ca t i o n s t o ol s, an d networks to access, manage,

in t e g rat e , e va l u at e a nd create i nf o rm atio n.

Process Skills A cti ve Liste ning Gi vi n g f ull a tt e nt i on to what other p e o p l e are sa yi n g , t a ki n g ti m e to und erstand the p oi nt s
b ei n g mad e, a ski n g q u e st i o n s as appro pri ate and not i nt e rru p t i n g at i n a p p ro p ri a t e tim e s.

C rit i cal Th i n ki n g U si n g l o g i c and re a so n i n g to i d e n ti f y th e strengths and w e a k n e sse s of alt e rn a ti ve sol utio n s,

co n cl u si o n s o r app roach es to prob lems.

M o n it o ri n g S el f and Othe rs M o n i t o ri n g / a ss e s si n g p e rf o rm a n ce of yo u rse lf , othe r in di vi d u al s or o rg a n i za ti o n s to make

i m p ro ve m e n t s o r take co rre cti ve acti o n.

to be inf luenc ed b y the workforce practices and sourcing
decisions of large, est ablishe d employers,9 validat ing the
Reports researc h framework.
Classifying Occupations: ISCO and O*NET
Given the Reports major aim of brin ging specif icit y to
pre dic tio ns about the future of jobs at the occupation level
and mov ing be yond broad c at e goriz at ions , we hav e based
our analy sis on a reco gniz ed ref erenc e system widely used
by labo ur market res earc hers : a st reamline d v ersion of the
Occ up at ion al Inf orm ation Network (O* NET), dev eloped b y
the US Dep art m ent of Labor in collaborat ion wit h its Bureau
of Labor Statistics Standard Clas sif ic at ion of Occup atio ns
(S OC).
In its una bridg ed form, the O* NET-S OC ta xonomy
inc ludes d et ailed inf orm at ion on 974 indiv idual occupations
in the Unit ed States, grouped int o ap prox im at ely 20
broader job f amilies , which are regularly revis ed and
updated for new and emer ging occupations to keep up
wit h the chan gin g occupat ion al lan ds ca pe. The virt ually
unparalleled lev el of desc ript ive det ail of O* NET allows us
to div e deep int o the job prof ile of individual occupations
and to supple m ent our analysis wit h a range of job-sp ecific
further inf or mat ion, com piled in collab orat ion wit h ind ustry
experts and HR prac tition ers. For example, in addit ion to a
com plet e prof ile of the sk ills and abilit ies current ly p erceived
as require d to perform a job succ es sf ully, O* N ET p rovid es
further det ailed inf ormat ion such as common qualif ying
de gre es or cert if icat ions, t ypic al act ivit ies pe rformed on-t he-
job and physical work ing co ndit ions nu anc es which have
been used by researc hers such as Frey and Osborne (2013)
to pre dic t the e xtent of upc o min g job task automation and
whic h en able us to direct ly link our f indings to these bodies
of res e arch for further cus t omiz ed an alys is goin g fo rward.
O* NET also prov ides hard data on compensation,
absol ut e em ploy me nt numbers by occupation and their
growth outlo ok to 2022 for the Unit ed States, whic h we

52 | The Future of Jobs Report

Table A1: Definition of core work-related skills, based on the O*NE T Content Model (contd.)

S kill/abilit y f amily Skill/ability Definition

CROSS -FUNCTI ONAL S KIL L S

Complex Pr o bl em Complex Pr obl em S o l vi n g D e ve l o p e d ca p a ci ti e s used to sol ve n o ve l , ill -d e fi n e d p ro b l e m s i n co m p l e x, re al - wo rld

Solv ing Sk ills se tti n g s.

R es ou rc e M a n a g e m e n t of Fin a n ci al D e t e rm i ni n g ho w mo ney will be sp ent to get the work do ne, and a c co u n ti n g f or these
Ma na geme nt S kil ls Resources e xp e n di t u re s.

M a n a g e m e n t of M at e ri al Ob t a i n i n g an d se ei n g to the a p p ro p ri a t e use of eq ui p m e n t , f a cili ti e s an d m at e ri a l s nee ded

Resources to do ce rt ai n work.

P e o pl e Mana gem ent M o ti va t i n g, d e ve l o pi n g and di re ct i n g p e o p l e as they work, id e nt i f yi n g th e best p e o p l e f or

the job.

Ti m e Ma nag ement M a n a g i n g o n e's o wn ti m e a nd the ti m e of others.

Social Skills C o o rd i n a ti n g with Oth ers A dj u sti n g a cti o n s i n re l ati o n to ot h e rs' actio n s.

E m o ti o n al I n t elli g e n ce B ei n g a ware of oth e rs' re a ct i o n s and u n d e r st a n d i n g why they react as they do.

Negotiati on B ri n g i n g oth ers togeth er a nd t ryi n g to re co n cil e d iff erences.

P e rsu a si o n P e rsu a d i n g others to ch ang e t h ei r m i n d s or b e h a vi o u r.

S e rvi ce Ori e n t at i o n A cti ve l y l o o ki n g f or way s to hel p p eo ple.

Tra i ni n g a nd Te a ch i n g Others Te a ch i n g othe rs ho w to do som et hi ng.

Sy stems Skills Judgem ent an d D eci si on C o n si d e ri n g the rel a ti ve costs and b e n e fi t s of p ot e n ti al a cti o n s to ch oose the most
Maki ng appr opr iate on e.

S yst e m s A n a l y si s D e t e rmi ni n g how a sy stem should work and how ch a n g e s i n conditio ns, o p e rati o n s a nd the
e n vi ro n m e n t will aff ect outcomes.

Technic al Skills E q u i p m e n t Mai nt e n a n ce P e rf o rm i n g ro u ti n e m a i n t e n a n ce o n e q ui p m e n t and d e t e rm i ni n g when and wh at ki n d of

and R e p ai r m a i nt e n a n ce i s n ee ded and/or re p ai ri n g m a ch i n e s or sy stems u si n g the ne ed ed tool s.

E q u i p m e n t Op e ra t i o n and W a t ch i n g gau ges, d i al s o r other i n di ca t o rs to make sure a m a ch i n e i s w o rki n g p ro p e rl y;

C o nt rol co n t ro lli n g o p e ra t i o n s of e q ui p m e n t or sy stems.

Prog rammi ng W riti n g c omputer pr ogr ammes f or va ri o u s pu rpos es.

Qu a li t y C ontrol C o n d u cti n g tests and in sp e ct i o n s of products, se rvi ce s or p rocesses to e va l u a te q u a lit y o r

perf ormanc e.

Te ch n o l o g y a nd User Ge n e ra ti n g or a d a p ti n g e q u i p m e n t and t e ch n o l o g y to se rve us er ne eds.

E xp e ri e n ce D e si g n

Tro u b l e sh o o t i n g D e t e rm i ni n g causes of o p e ra ti n g err ors and d e ci di n g what to do a bout it.

used as one of s ev eral ref erenc e point s to sense-check and
calibrat e our perception-based result s.
In addit ion, the O* NET-S OC ta xonomy can be
converted int o corr esp on din g occupations under the
I nt ernation al Labour Org aniz atio ns I nt ernat ional Standard
Clas sif ic at ion of Occ up at ions (I SCO), allowing for
int ernat ionaliz at ion of result s.1 0 We hav e made use of t his
poss ibilit y, for ex am ple, when est imat ing the ab solute
number of employ e es by job f amily in the Reports
Country Prof iles. Note that, due to diff erenc es in the two
clas sific at ion systems, an O* NET-I SC O har moniz ed list of
occupations reduces to around 350 from O* NETs o riginal
list of 974 occupations, and it is t his st rea mlined list of
occupations that we hav e used in practice in the survey and
Report. Furt h erm ore, respondents to the Fut ure of Jobs
Surv ey had the abilit y to s elf -sp ecif y ad ditio nal occupations
they consi der ed of part icular relev anc e if they did not find
these ref lect ed in pre- giv en respo ns e optio ns.
Finally, one implicat ion of the structure of our survey
questionn aire is that we have receiv ed an uneven number of
respo nses per occu pat ion wit h, on the one hand, a strong
converg e nc e of data poi nt s around largest occupations
in terms of employ m ent and occupations perc eive d as
c rit ical/ st rat egic for part icular indust ries and, on the other
hand, a relat ively long t ail of respo ns es dist ribut ed across
occupations wit h a lower number of indiv idual mentions,
aff ect ing the reliabilit y and margins of error of an y ind ivid ual
pre dic tio ns for the latt er. I n general, we address this by
makin g use of O* NETs t wo-lev el structure to report result s
ag gre gat e d at the broader job f amily level, not a t the lev el of
individual occup atio ns.
Employment Effects
Es tim at ed e mploy m ent effects hav e been converted
int o compound growth rates for the 2015 2020 period,
i. e. the mean growth rate over the sp ecified peri od of
time if employment were to grow or decline at a steady

The Future of Jobs Report | 53

rate. The compound annu al growth rate is es s ent ially a
repres ent at ional f igure that desc rib es the rate at whic h a
quantity would hav e grown if it had grown at a constant
rate. The simpl est limit at ion of a compound growth rate is
that because it c alculat es the smooth av erage of growth
over a period, it ign ores v olat ilit y and implies that the growth
durin g that time was steady, whic h is rarely the case.
Reported employ m ent o ut look t ot als for jo b f amilies
have been weig ht ed for the f requ enc y of und erlying
occu pat ion-lev el data point s, using the standard weig hted
arit h met ic mean formula: n these reflect ed in the pre-given resp ons e options.
G w i, x i
x = i = 1n
Gw i
i= 1
on the simplif y ing assumption that more frequently
mentioned occupations will als o tend to em ploy a
correspo ndin gly larg er absolut e number of people in the
concerned job f amily.
It is possible to c alculat e the net absolut e number of
jobs expected to be created or lost in the job f amily
whe nev er the und erly ing quantity of workers em ploye d in
the correspo ndin g occupat ion is known for the country or
indust ry. I n practice, we hav e chosen only do t his on an
illust rat iv e bas is for our s am ple as a whole in order to keep
the focus of our analys is firmly on the relat iv e outlook for
part icular job types and job f amilies compared to each other
over the 2015 2020 period.
Skills Sta bili ty
Classifying skills
The concept of sk ills is used in many diff erent and
sometimes ambig uo us ways in diff erent conte xts and,
unlik e for occupations, a widely agreed shared def initio n
or ta xonomy of the term at the int ernat ional lev el does
not ex ist .11 I n a gen eral s ens e, the term s kills is used to
refer to the work-relat ed c ap abilit ies of pe o ple to perform a
job succ es s f ully. It should be dist inguish ed from the co ncept
of abilit ies, whic h ref ers to more fund am ent al and end uring
att ribut es of an indiv idual, such as phy sic al or cog nit iv e
abilit ies that are formed over a lon ger p eriod, often b eg inning
in early childho od ed ucatio n.
In nat ional and int ernation al statistics, achiev ed
education lev els or qualific at ions are o ften used as a proxy
for or re prese nt ation of s k ills. Howev er, t his approach is of
limit ed use for the purposes of our Report and has been at
the heart of conf lict ing perceptions about the current state
of sk ills mismat ches and the av ailabilit y of qualif ied talent
between education prov iders and em ploy ers. The education
sector ref ers mainly to f ormal qualif ic at ions and cred ent ials ,
wher eas actors from the employ m ent side refer to the act u al
prac t ic al c apa bilit ies or competences that employ e es (o r
new grad uates ) are able to use.
Giv en the unpr ec e d ent ed rate of change of b oth on-
the-job sk ills required to perform in an occupation
succ es s f ully and of the content or hard k no wle dg e of the
core curriculum in many ac ad emic f ields, we f elt that the
Report shoul d adopt a ta xonomy that would allow for the
highes t lev el of nuance, det ail and specificity pos s ible in
order to adequ at ely capture the pace of sk ill set disrup tio n.
54 | The Future of Jobs Report
Accor din gly, the Reports analy sis of skills focuses on
a core set of 35 specific and widely used work-relev ant skills
and abilit ies that hav e been empirically derived from todays
most -f requ ent ly cit ed skills and abilit ies across all
occupations and job f amilies in the O* NET database. Our
analys is found that the core sk ill set of most occupations
consis t ed of a range of com bin at ions of these 35 core skills.
In addit ion, respondents to the Fut ure of Jobs Surv ey had
the possibilit y to self -sp ecif y further occupation-sp ecif ic
skills they considered ess ent ial if they did not already find
Table A1 shows the full list of work-r elat ed co re
skills and abilit ies that we have adapted from the O*NET
database. A number of these skills have been manually
combined, rena me d or reclassif ied from t heir orig inal
designat ion wit hin O* NET for concision and clarity.12
Calculating skills stabili ty
The Report repeat e dly uses the concept of skills st abilit y to
illust rat e the degree to whic h, b y the year 2020, p art icular
occupations and job types are expected to req uire
competence in new skills that have hit hert o not been part of
that occupations core skill set today.
The data point s for t his calculat ion are derived from our
execut ive survey, in whic h respondents were twic e asked
to specif y the top fiv e skills most frequ ent ly used by t heir
specif ied occupation: once for today, once for the year
2020. Respo n de nt s could select t heir answer from the 35
skills shown in Table A1, and also had the option to self-
specif y skills require m ent s sho uld the y not be sat is fied b y
the respo nse options given. The degree of sk ills stability
ref ers to the share of skills mentioned both in todays core
skill set and re-me nt ion ed as a core skill for the year 2020.
Growing skills demand ref ers to skills only mentio ned
as part of occupations specified core sk ill set in 2020.
Declining s kills demand ref ers to skills only me ntion ed as
part of todays core s kill set but not re-m ent io ne d for 2020.
The v arious skills st abilit y me asures used throughout the
Report are the result of ag gre gat ing these data point s for
the unit of analy sis in question, such as a job f a mily or
indust ry sector.
As els ewh ere, our approach repres ent s a streamlining
of the f ull O* N ET t ax ono mywhic h uses a longer list
of skillsin order to make it ame na ble for use in an
execut ive survey. I n practice, limiting what we refer to as an
occupations core s killset to the top five skills might mean
c ert ain skills that enter or drop out of the top five are m erely
experie ncing a relativ e shift in import ance, rather than
being wh olly new or never used again t here after. However,
even such relat ive shift s st ill st rongly imply sub stantial
on goi ng change and trans f or mat ion of sk ills req uirem ent s,
convincing us of the soun dn es s and validit y of skills stability
as a concept as used in the Report.
NOTES
1 For e xa m p l e , the 50 l a rg e st n a ti o n al e m p l o ye rs i n th e U ni t e d States are
all si m ul t a n eo u sl y p art of the 100 la rg e st e m pl o ye rs i n t h ei r re sp ecti ve
in d u st ry g l o b al l y, m e a n i n g th at we di d not su p p l e m e n t o ur su rve y p ool
w i t h a d d iti o n a l resp on dents f rom the Un it e d States. By contrast, f ew
of South Afric a s l a rg e st n a ti o n a l e m p l o ye r s a re pa rt of the 100 la rg e st
e m p l o ye rs i n t h ei r i n d u st ry g l o b all y; i n t hi s case, we su ppl em e nt ed
our su r ve y p o ol w i t h a d di ti o n al l a rg e e m p l o ye r s f rom So uth A f ri ca , to
e n su re a re p re s e n t a ti o n of at le a st 5 0 S outh Af ri ca based com p a ni e s
in the sampl e.
2 See, f or e xa m p l e, D j o rdj e vi c, 2013.
UK Of fi ce f or N a ti o n a l S t a ti sti cs, C o n ce n t ra t i o n ra ti o s f or b u si n e s se s by
in d u st ry i n 200 4, 2006, http:// www. o n s.go v. u k/ o n s/ rel/ el m r/ ec o n o m ic-
tre n d s- - d i sc o nti n u ed -/ n o -- 63 5- -octo b er-20 06/co nc e nt rati o n- rati o s-
f or-b u si n e s se s- b y-i n d u st ry- i n-2 004.p df.
W o rl d B ank, S m all vs. Young Fi rm s across the Wo rl d C o n t ri b u ti o n to
E m p l o ym e n t , Job C re a t i o n , and G rowth, P oli cy R e se a rch Wo rki n g
Pape r 5631, 20 11.
Z e rva s, G, D. P ro se rp i o a nd J. By ers, The Ri se of the S h a ri n g Econ o my:
E sti m a t i ng the I mp act of Ai rb n b on the H o t el I n d u st ry, Wo r ki n g P ape r,
Boston U ni ve rsi t y, 2015.

3 See, f or e xa m p l e, M cK i n se y Gl o b al I n stit ute, 2015.

4 Wo rl d Bank, 2011.

5 Kumar, R aj an and Zi n g a l e s, 2 001.

6 http://e n. w iki p e dia.o rg/ w iki/ H e rf i n d a hl _i nd e x.

7 http://e n. wikip e dia.o rg/ wiki/ C o nc e ntr a tio n _ ra tio.

8 See, f or e xa m p l e, Ze r va s, P ro se rp i o and By ers, 2015.

9 See, f or e xa m p l e, C a p p e l li and K ell e r, 2013.

10 Of fi ci al co n ve rsi o n t a bl e s a re a vail a bl e at: www.bl s. go v/ soc/I S C O_

S O C _ C ro s sw a lk. xl s.

11 See, f or e xa m p l e: E u ro p e a n Tra i n i n g F o u n d a t i o n, A nt i ci p a ti n g a nd
M a t ch i ng S kill s De ma nd an d S u p p l y: S yn t h e si s of N a ti o n al Repo rts,
2012.

12 A full o ve rvi e w of O* N E T s co m p l et e skill s tax onomy is a vail a bl e at:

www.o n eto nli n e.o rg/ s kill s/.

METHOD OLOGICAL REFERENCES

I nt e rn a ti o n al Stan dard C l a ssi fi ca t i o n of Occupations (I S C O), I nt e rn ati o n al
Lab our Or g a n i za ti o n , http:// www.ilo.o rg/ p u b li c/ e n g li sh / b u re a u / st at/
i sco/.

Th e Oc cu p a t i o n a l I n fo rm atio n Net wo rk ( O* N E T), US D e p a rt m e n t of Labor,

E m p l o y m e n t and Tra i ni n g A d mi ni st ra ti o n , htt p s:// www.o n et o nli ne.o rg.

Stand ard O cc u p a ti o n a l Cl a s si fi ca t i o n ( S O C ), US D e p a rt m e n t of Labor,

B u re a u of Labor S t a ti sti cs, h ttp:// www.bl s.go v/ soc/.

O* N E T-I S C O C o n ve r si o n Ta b l e s, http:// www. bl s. go v/ soc/ I S C O_ S O C _

C ro ss w a lk. xl s.

C a p p e lli , P. and J. Kel l e r, C l a ssi f yi n g Wo rk in the New Econ omy , Acade my

of M a n a g e m e n t , vo l . 38, no. 4, 2013, pp. 575596.

D j o rdj e vi c, J., Why B e co m i n g La rge Matters: How S ca l a bl e, H ig h - Gro wt h

E n t re p re n e u rs Ca n H el p S ol ve the Jobs C ri si s, E n d e a vo r I n si g ht and
O m i d ya r Net work, 2013.

E u ro p e a n Centre f or the D e ve l o p m e n t of Vo ca ti o n al Tra i ni n g (C E D E F OP ),

Pil o ti n g a E u ro p e a n E m p l o ye r S u rve y on S kill Ne eds: Illu st rati ve
Fi n di n g s, C E D E F OP R e se a r ch Pap er No. 36, 2013.

, Qu a nt if yi n g S ki ll s Nee ds in E u ro p e Oc cu p a t i o n al S kill s P ro fil e s:

M e t h o d o l o g y a nd A p pli ca ti o n, C E D E F OP R e se a r ch P ap er No. 30,
2013.

E u ro p e a n Tra i ni n g Fo u n d a t i o n , A n ti ci p a ti n g and M a t chi n g S kill s De man d and

S u p p l y: S yn t h e si s of N a ti o n al Repo rts, 2012.

Fre y, C. and M. Osb or ne, Th e Fut u re of E m p l o ym e n t : How S u s ce p t i bl e are

Jobs to C o m p u t e ri sa t i on ?, Oxf ord M a rti n S ch o o l P ro g ra m m e on the
Imp act s of F ut u re Te ch n o l o g y, 2013.

IL O an d GI Z, I s S m all S till B ea u ti f ul? Lit e rat u re R e vi e w of R e ce n t E mpi ric al

E vi d e n ce on the C o n t ri b u ti o n of SMEs to E m p l o ym e n t C re a t i o n , 2013.

Kuma r, K, R. Raj a n a nd L. Zi n g a l e s, What D e t e rmi n e s Fi rm Si ze ?, U n i ve rsit y

of C hi ca g o Gra d u a t e S ch o o l of B u si n e ss, Wo r ki n g Pa per No. 496,
2001.

M cK i n se y Gl o b a l I n stit ut e, A Labo r Market that Works: C o n n e ct i n g Tal e nt

w it h Op p o rt u n i t y i n the Di gi t al Ag e, 2015.

N a ti o n a l Center f or O* N E T D e ve l o p m e n t, New and E m e rg i n g Occ up atio n s:

M e t h o d o l o g y D e ve l o p m e n t Repo rt, 2006.

P aj a ri n e n, M, P. R o u vi n e n and A. E ke l a n d , C o m p u t e ri za ti o n a nd the Futu re

of Jobs in Norway, Di s cu s si o n Pap er, R e se a r ch I n stitut e of the Fin ni sh
Economy and S t ati st i cs N or way , 2015.

The Future of Jobs Report | 55

Appendix B:
Industry and Regional Classifications
Table B1: Classification of industries

Industry Group Industry S ector

Basic and Infrastructure C he micals
Inf ra structur e and Urban D eve lopme nt
Mining and Meta ls
Consumer A gric ult ure, Food and Beverage
Ret ail, C ons um er Goods and Lifestyle
Energy En ergy Utilities and Technology
Oil and G as
Re n ew a ble E n ergy
Financial Ser vices & Investors B a nkin g and C apita l Markets
Insur an ce and Asset Management
Private I nv estors
In stitution al Inv estors, Sov e re ig n Funds, Fam ily O ffices
Healthcare Glob al Hea lth and H ea lthcare
Information and Communication Technology Inf o rm atio n Technology
Telecomm u n ica tio ns
Media, Enter tainment and Infor mation Media, E nte rt ainm e nt and I nfo rm atio n
Mobility Aviation and Travel
A utomotive
Supply Ch a in and Tra nspo rtatio n
Professional Ser vices Profe ssion al Services

Table B2: Classification of regions

ASIA AND THE E U R O P E A ND MIDDLE E A S T A ND S UB- SA HA RAN TH E A MERICA S

PA CIFIC C E N T R A L ASIA N O R T H AFRICA AFRICA

ASEAN France Gu lf Coop eration C o uncil South Africa Brazil

Au stralia G er ma ny Mexico
Ch in a Italy Unite d States
In dia Turkey
Japan United K ingdom

The Future of Jobs Report | 57

Part 2
Industry, Regional and
Gender Gap Profiles
Users Guide: How to Read the Industry, Regional
and Gender Gap Profiles

Part II of the Report presents findings through an ind ustry,

regional and gender lens , wit h the aim of prov idin g sp ecif ic
In d u str y Pr o file
prac t ic al inf or mat ion to dec ision- mak ers and e xperts Basic and I nf rast ruct ure
from ac ad emia, busines s , gov er nm e nt and civil societ y. It D ri v ers of Change W or kf orc e Disru ption

To p Tren ds Im p ac ti n g Bus in es s M od e l s In d us try Ave ra ge

prov ides deeper analy sis of the ov er view of results in Part Cl imate ch ange , na tural resou rce s

Chan ging na tu re o f wo rk , flexi ble wo rk STABL E 58% 13% HARD HARDER

Newen ergys upp lies a nd tec hnol ogi es

I through Ind ustry Profiles, Country and Regio nal Pro files Emp l oym en t Ski l s s ta bi li ty Curren t sha re o f Ease of Ease of
o utlo ok fem ale wo rk fo rc e rec ru i tme nt, c u ren t rec rui tme n t, 2 02 0
Geop ol it ical vo la ti li ty 2 8%

Mi ddl ec lass i n emergin gma rk ets 1 5% M a in J ob Fam il i es

Exp ecte Ease o f Ease o f

and Ind ustry G en der Gap Profiles. I n addition, the vario us Robo tics , au tonomous trans port 1 5%
J ob
fam i li es
d
c ha nge
,
Sk il ls Cu rren t
s ha re o f s ta b il it y
fem al e wo rk fo rc e
re crui tm e
n t, cu rre nt
re crui tm en t
,
2 02 0
2 01 5
2 02 0
Lo ngevi ty ,a gei ng soci eties 1 3% Ma nu fac tu ring a nd Prod uc tio n d ec li ne 62 % 9% ha rd ha rde r
As sembly an d Fac to ryWo rke rs 1 .8 4%
Rapi du rb aniz ation 1 3% Chemic al Proces sing Plan t Ope rators

Profiles are int en d ed to prov ide int eres t ed comp a nies wit h Archi te cture an d Eng in ee rin g
Chemica l En gine ers
Civ il Eng ine ers
s tab le
0 .73 %
5 9% 1 1% ha rd h a rde r

Ex p ec te d Ti me to Im pa c t o n Em p lo ye e Sk i l s
Cons truc tion a nd Ex trac tio n d ec li ne 72 % 9% ha rd ha rde r

the opp ort u nit y to benchmark thems elv es relat iv e to the 1 Cl i m ate c h an g e ,
n a tu ral res o u rc es 2
Cha n gi ng n atu re o f
wo rk , fl ex i bl e wo rk 3
Ne w en e rgy s u pp li es
a n d tec h n ol o g i es
Min ing and Pe trol eum Extrac ti onWork ers

Cons truction La bo rers

M an ag eme n t s tab le
2 .18%

4 4% 1 1% ha rd h a rde r
Busin ess Se rvic es and Admi nis tration Man age rs 04. 1%

range of ex pec t at ions prev alent in t heir country and/or Manu fac tu ring, M ini ng and Cons truction Man age rs

indus tr y. This Users Guide prov ides a det aile d exp lanat io n Ex p ec ted Im p ac t on Jo b Qu a l i ty

of the inf ormat ion cont aine d in the v arious Profiles and it s
4 2% 4 2% 1 6%
Imp ac t 20 15 20 18
2 0 21
2 2% 4 4% 2 8%
Imp ac t 20 15 20 18
2 0 21
4 0% 4 6%
Imp ac t 20 15
2 0 21
20 18

Co mp en sa ti on

J ob se cu rit y

Wo rk -li fe b al an ce
fe l t al rea dy 2 01 7 20 20 fe l t al rea dy 2 01 7 20 20 fe l t al rea dy 2 01 7 20 20
2 0 25 2 0 25 2 0 25

appropriate interpretation.

INDUS TRY PROFILES

In d u str y Pr o file

DRI V ER S OF CH ANGE Basic and Infrastructure

S k il ls F ore c a st C h a n g e Ma n a g em e nt a n d F ut ur e W or kf orc e Planning
The first section of each Ind us try Prof ile prov ides an Sk i l s Cha n ge , Ov e ra l l In d u s try
Cu rren t Ba rri e rs
2 0 20
53% b e li e ve
over view of the top trends and dis rupt ions e xpected to Te chn ical sk il ls Insu f ici ent unde rs tan ding of dis rup tive ch ang es . . ... ... ... ... ... . ... ... ... ... . ... ... .. 5 9%

Soci al ski ls Resou rce cons tra ints.... ... . ... ... ... ... . ... ... ... ... ... . ... ... ... ... . ... ... ... ... ... . ... ... ... ... 5 4% f ut ur e w or kf or c e
Pres su re from sh arehol de rs, s hort-term p rofi tabi li ty .... ... ... ... ... ... ... ... ... . ... ... .. 5 1% pl a n n in g is a
Cogn it ive ab il it ies
le a d er sh i p pr i orit y
affect the ind ust ry in question over the co min g years,
Wo rk fo rce s tra te gy no t al igne d o
t inn ovation s trategy .... ... ... ... ... ... ... ... ... ... ... . 3 8%
Resou rce mana gemen ts ki ls
Insu f ici ent prio rity b y l ine mana gemen t ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... . ... ... .. 3 0%
Pro cess ski ls
Insu f ici ent p rio rity by to pm ana gemen t.. ... ... ... ... . ... ... ... ... . ... ... ... ... ... . ... ... ... 2 7%
Con ten ts kil ls

as well as the timef ram e wit hin whic h these trends and Complex p ro blem so lvi ngs ki ls

Sy stems sk il ls Stra te gi e s

disrupt ions are e xpected to require m odif ic at ion to the skill Physica l ab il it ies

0 5 10
g ro wing sk il ls d em an d
15 20
s tab le sk il ls dem an d
25

30
Inves t in re -ski l ing c urren t emp loyees

Suppo rtmo bi li ty and j ob rota ti on

d ecl in ing s ki ls dem an d Col labo ra te , educa tio nal ins ti tu tio ns

sets of key jo b functions wit hin the ind us try. Ta rg et female tal en t

Attract fo rei gn talen t

36%
ar e c o nf i d e nt
st r at e g i es ar e
Em e rgi n g J ob Fam i ly i n Foc us : Bu s in es s a n d Fi na nc i al Op e ra ti o n s Col labo ra te , oth ercomp ani es n
i i ndus try
s uit a bl e
Oc cu pa tion s Key sk i l s for 20 20 Sk il ls b un dl e Offe rapp ren ti cesh ips
Human Res ou rces Spec ia lis ts Prob lem Se nsi tiv ity Cogn it ive Ab il it ies Ta rg et min orit ies tale nt

Top Trends Impacting Business Models Accoun tan ts and Audi to rs

Inves tmen t Fund Manag ers
Ac ti ve Lea rni ng
Crit ica lThink ing
Con ten t Ski ls
Proc ess Ski l s
Mana gemen t of Finan cia l Reso urc es Reso urc eMan agemen t Sk il ls
Pers uasi on Socia l Sk il ls

The bar chart re pres e nt s the share of surv ey respondents

from the industr y in question who s elec t ed the stated trend
or dis ru ptio n as one of the top three driv ers of change
aff ec ting busin es s mod els in t heir indus t r y. For a d etailed
desc ript ion of each driv er of change, pleas e see Table 2 in
Part I of the Report. WORKFORCE DISRUPTION
The second section of each Ind ustry Prof ile aims to p ro vid e
Expected Time to Impact on Employee Skills a consolidat e d over v iew of the major e xpected
The diagr am illus t rat es the expected tim ef ram e wit hin w hich
develo pm ent s unt il the year 2020 for the ind ustrys
the top three mentioned trends or dis rupt ions aff ecting workforce as a whole and wit hin each main job f amily in the
busines s mo dels in the ind ust ry in question are expected industr y in question.
to require mo dif ic at ion of sk ill sets of key job functions
wit hin the ind ust r yeit her in order to equip employ ees Industry Average
wit h the sk ills needed to seiz e new busines s opport unities
This s ect ion provid es an aggre gat e su mm ar y of the relat ive
created by the trend or dis rupt ion or in order to avoid
outlook for all occupations and job functions mentioned
losing com pet it iv en es s due to the obs olesc enc e of current
by survey respondents from the industr y in question. All
employ ees ex ist ing s kill sets. Due to the dif f erent b us iness reported av erag es are simple av erag es across the job
mo d els and dif f erent com binat ions of trends and disrupt io ns
f amilies and functions mentioned, i.e. result s have not been
prev alent in each indus tr y, the same driv ers of change may
weig ht ed b y the absolut e number of workers em ploye d in
be felt diff erent ly in v arious ind us tries. any given occupation. For a det ailed explanat ion of each
covered dimension, pleas e see the ne xt section, Main Job
Families.

The Future of Jobs Report | 61

Main Job Families
The t able gives a det ailed ov er v iew of expected
develop me nts in the four job f a milies most frequently
mentioned by surv ey respondents from the indus tr y in
question. Cat egoriz at ion of occupations and job f amilies
is based on the O* NET labour market inf ormat ion system
(see Ap p en dix A for d etails ).1 All reported v alues are simple
averages across mentioned occupations wit hin the job
f amily, i. e. result s hav e not been weig ht ed by the ab solute
number of employ ees in an y giv en occupation. The
indiv idual occupations list ed und ern eat h each job f amily are
for illust rat iv e purposes and report the two occupations in
the job f amily most freq u ent ly cit ed b y surv ey respondents
from the industr y in question.
The table covers the f ollowin g dime nsions :
Expected change, 2015 2020: The employ me nt
outlook for the job f amily, converted to a compound
growth rate for the 2015 2020 period. The t hreshold s
for the qualit at iv e sc ale are: +/1%: st abl e; +/1% to
+/5%: growth / dec line; more than +/5%: strong
growth / strong decline.
Skills stability: The share of an occupations fiv e most
freq ue ntly used skills that hav e been ident ified as such
by indust ry respondents both for today and for the year
2020, aggr eg at ed across all occupations mentioned
for the job f amily. For a det ailed d esc ription of each
sk ill, pleas e see Figure 9 and Table A1 in Part I of the
Report.
Current share of female workforce: The reported
share of current f emale employ ees for all occupations
mentioned as part of the job f amily, aggr eg at ed as
a simple av erage, i. e. not weig ht ed b y the abso lute
number of employ ees in an y giv en occupation.
Ease of recruitment, current: The ind us trys p erceived
current ease or dif ficulty of hiring competent and
qualified em ploy ees for a giv en role, on a qualit ative 2
(v ery hard ) to +2 (v ery eas y ) s c ale, ag gre gat ed for
the job f amily as a simple av erage, i. e. not weig ht ed by
the absol ut e number of employ ees in an y giv en
occupation. The thresh olds for the qualit at iv e scale are:
2 to 1: very hard; 1 to 0.5: hard; 0.5 to +0.5:
ne ut ral; +0.5 to +1: easy; +1 to +2: very easy. chart com bin ed re pres e nt the ind us trys current ov erall skills
Ease of recruitment, 2020: The ind ustry s e xpected
cumulat iv e change in ease of rec ruit me nt o ver the
2015-2020 period, a ggr eg at ed across roles for the job
f amily as a simple av erage. The qualit at iv e statement is
relativ e to the prev iously reported current v alue.
Expected Impact on Job Quali ty
The arrows indic at e the expected cu mulat iv e change in
the three dim ensions list ed over the 2015 2020 period,
as ident if ied by surv ey respondents from the ind ustry
in qu es tion on a qualit ativ e 2 (stro ng d ecreas e) to +2
(stro ng increas e) s c ale. Reported v alues are s imple
62 | The Future of Jobs Report
av erages across all job f amilies mentioned for the ind us try
and hav e not been weig ht ed b y the absol ut e number of
workers employ ed in an y given occupation. The three
dime nsions list ed are based on a conc ept u al framework
of job qu alit y under develo p me nt b y the Org anisat ion for
Economic Co-op er at ion and Develo pm ent (OE CD).2
Compensation: The extent to whic h employm ent
cont rib ut es to mat erial living standards.
Job security: The ris k of job loss and it s
consequences.
Work-life balance: The nature and content of work
performed, work in g-tim e arr an ge m ent s and wo rkplace
relatio nships.
SKILLS FORECAST
The t hird section provides an outlook on the expected
evolution of skills demand over the 2015 2020 period. It
looks at sk ills require ment s both from an ov erall ind ustry
pers pect iv e as well as from the persp ective of ke y skills that
will be in demand as part of im p ort a nt new and emerging
jobs in the sector. Cat e gorizat ion o f skills is based on the
O* NET labo ur market inf orm at ion s ystem. For a detailed
desc ript ion of each skill, please see Figure 9 and Table A1 in
Part I of the Report.
Skills Change, Overall Industr y
The stacked bar chart is a diagr a m mat ic representation
of overall demand for the ind us trys most freq ue nt ly used
skills across all occupations and job f amilies over the 2015
2020 period. The stacked bars are ordered by the overall
ma g nit ude of demand for the category of skills indicated
and add up to 100%the ind ustrys t ot al skills demand
prof ile. The dark blue part of the stacked bars represents
the share of skills from the given category for whic h demand
is e xpected to re main st able. The gre y part of the stacked
bar repres ent s the share of skills from the given category
whic h is in demand today but for whic h demand will be on
the decline by the year 2020. The bright blue pa rt of the bar
repres ent s the share of sk ills from the giv en category that is
ant ic ipat ed to be in demand by the year 2020, even though
t his demand has not yet f ully mat erialized toda y.
Accor din gly, the dark blue and grey parts of the bar
demand profile while the bright blue and dark blue parts of
the bar chart combin ed repres ent ov erall skills demand in
the indust ry as expected for the year 2020. Co mp arin g the
contours of the two demand prof iles and the relat iv e change
in lengt h of the various bars provid es a v isual overview of
skills change in the ind ustry.
Emerging Job Family in Fo cus
This part of the Ind us try Prof ile dives deep int o the job f amily
that corresponds to the occupations most frequently
mentioned as new and emergin g b y surv ey respondents
from the industr y in question. The left -ha nd side of the table
list s the top-mentioned emergi ng occupations expected to
become inc reasingly influent ial in the indus t ry b y the year
2020. The right -ha nd side of the t able lists the individ ual
Co u n tr y Pr o file
skills expected to be in demand as part of s k ills profile of Australia
these occupations and their corresp ondin g s k ills f amily. S a m pl e O v er v ie w W or kf or c e Disruption

M a i n In du s trie s Em p lo ym en t Ou tlo ok by Ma i n J o b Fa m i ly

Cat eg oriz ation of occupations and skills is based on the o u tl oo k,

Emp l oym en t L oca l sha re of
sh a re o f
re 0cru i tm
Ease of
Ea se o f L oca l
Curre nt workfo rce (thous ands )

Ind ustry s2 p1 ci
e 5 al2ise
0nts2t,
0 rec rui tm en t,
o ve ralrelc ruisstmpeen
ci t,
al is t recoruve
itmra
en
l l t, 1 ,45 2 Mana gemen t
Profess ion al Se rv ic es s tab le 76 1 00 % ha rd 5 1 75% ha dr er
1 ,05 2 Sales an d Re late d

O* NET labo ur market inf orm at ion s ystem. 0 .9 1%

In d u s tri es
Bas ic and In fra s truc tu re de cli ne easy neu tral
1.67% 9 62 Offic e and Adm inis tra tive

En e rgy g ro wth 7 6 10 0% ha rd 76 1 00 % ha rde r 8 97 Trans po rta tion and Lo gis tics

3 .5 7%
In fo rma ti on a nd g ro wth 7 6 10 0% ha rd 76 1 00 % ha rde r 6 85 Busin ess, Le gal an d Fin ancia l
Commu nic ation Te chn olo gy 3 .57 %
Pro fess iona l Se rvic es..... ... . ... ... ... ... ... ... ... ... ... ... . 27 %
6 83 Manu fac tu ring and Produc tio n
Ba sic and In frastruc tu re ... ... ... ... ... ... ... ... ... ... ... ... . 26 %

CHANGE MAN AGEMENT AND FUTURE En ergy . ... . ... ... ... ... ... ... ... ... ... ... ... ... ... ... . ... ... ... .. 22%
Info rma tio n and Communica ti on Techn olog y.... ... . 16 %
Othe rs.... ... ... ... . ... ... ... ... . ... ... ... ... ... . ... ... ... ... . ... .. 9%
5 93 Compu ter, Math ematica l and Sc ienc e

5 50 Cons truction an d Extrac tion Ins ta la tion

WORKFORCE PL ANNING 4 58 an dMa in tena nce

Nu m b e ro f Em p lo y e e s Ea se o f Re c rui tm e n t
4 57 Farm ing , Fish ing an d Forestry

The final section of each Ind us try Profile focuses on the Occu pa ti on typ es Co un try /reg io n Samp le a ve ra ge Cou n try /re gi on
4 55 Educa tion a ndTra in ing

Samp le av e ra ge
4 16 Arts, Desi gn ,Ente rta inmen t, Sp orts ,a ndM edia

me asures and st rat egies for adapting to the top trends Mas s Em pl oym en t n eu tral h ard ha rde r n eu tra l
Petro leum and Natu ra l Ga s
Refin ing Plan t Ope ra to rs 3 86 Arch i tecture and Engin ee ring
Stra te gi c/Spec ia l is t h a rd h a rd h a rd e r ha rde r
4 3% 3 5% Sales Rep resen ta tives , Who lesa le N/A Gr
o win a ble De cl in i ng
Stg
an dTechn ical Pro ducts
Ne wand Em erg in g h a rd h ard

and dis rupt ions expected to affect the indus tr y in question Robo tics Engin ee rs
Up to 5 0 0 5 ,00 0 M o re tha n No t s ho wn: Soci al a nd Pro tec tive Se rvic es (782 ), He al thc a re Prac tit ion ers (34 3 ),
500 5 ,00 0 5 0 ,0 00 Hosp i tal i ty and Foo d Re la ted (63 4), Person al Ca re and Se rv ice (7 61 )
5 0 ,0 00

over the coming y ears that com p anies int end to undertake,
as well as the bigg es t perc eiv ed barriers to succes sf ully
carr ying out these meas ures and the perc eiv ed degree of
prep ared ness prev alent across the ind ustr y.
Co u n tr y Pr o file

Barrie rs Australia
D ri v ers of Change C h a n g e Ma n a g em e nt a n d F ut ur e W or kf orc e P l a n ni n g
The t able lis ts the bigg es t perc eiv ed barriers to prep aring To p Tren ds Im pa c ti n g In d us tri e s
Ba rri e rs
Chan ging na tu re o f wo rk , flexi ble wo rk
Resou rce con stra in ts . ... . ... ... ... ... . ... ... ... ... ... . ... ... ... ... . ... ... ... ... . ... ... .. 93 %
45% b e li e ve
the ind us trys workforce for dis rupt iv e change, as measured Cl imate ch ange , na tural resou rce s

Newen ergys upp lies a nd tec hnol ogi es

3 8%

3 8%
Pres su re from sh arehol de rs, s hort-term profit abi li ty .... ... ... ... ... ... ... ... . .. 71 %
Wo rk fo rce s tra te gy no t al igne d o t inn ovation s trategy .... ... ... ... ... ... ... ... . 57 %
Insu f ici ent unde rs tan ding of dis rup tive ch ange s.... ... ... . ... ... ... . ... ... ... . 57 %
f ut ur e w or kf or c e
pl a n n in g is a
Mob ile internet, cl oud techno logy Insu f ici ent p rio rity by to pm anag emen t.. ... . ... ... ... . ... ... ... . ... ... ... . ... ... . 5 7%
29% le a d er sh i p pr i orit y
by the share of surv ey respondents from the indus t ry in Proc essin g power, Big Da ta 24%

24%
Geop ol it ical vo la ti li ty

question who s elect ed the stated obst acle as one of the Sha rin ge conomy ,c ro wdso urc ing

Women s econ omic po we r,asp i rations

1 9%

1 4%

top three imp edi me nt s to succ es s f ul workforce change Stra te gi e s

Inves t in re -ski l ing c urren t emp loyees

Di s ru pti on i n Fo cu s: Ch an gi n g Na tu re o f Wo rk, Fle xi b le Wo rk
Exp ec ted Tim e to Im pa ct o n Em pl oye e Sk i l s Suppo rtmo bi li ty and j ob rota ti on

ma na ge m ent faced by t heir ind us tr y. For a d etailed Expected

Ta rg et female tal en t

Col labo ra te , oth ercomp anies across ind ustries

55%
ar e c onf i d e nt
Impact on

discus sion of each barrier, pleas e refer to Part I of the E m p l o y m e nt

Outlook:
Ta rge t min orit ies ta len t

Col labo ra te , oth ercomp ani es n

i i ndus try
st r at e g i es ar e
s uit a bl e
Neutral Col labo ra te , educa tio nal ins ti tu tio ns

Report. To the right of the t able is the perc ent ag e o f 6 0%

Imp ac t 2 0 15
a l re ady fe lt
4 0%
2 0 18
2 0 20
2 0 21
2 0 25
Attract fo rei gn talen t

2 0 17

respondents who believ e that future workforce plannin g to

prepare for dis ruptiv e change is eit her a somewhat high or
very high priorit y for t heir org aniz atio ns s enior lead ership.

Strategies
The bar chart re pres e nt s the share of surv ey respondents
from the industr y in question who s elec t ed the stated
me asure as one of the top three future workforce and
change man ag em ent st rat egi es they e xpect to und ert ake in
t heir company. For a det ailed discus sion of each measure,
pleas e refer to Part I of the Report. To the right of the tab le
is the perc e nt ag e o f respondents from the indus tr y who
stated that they were eit her somewhat conf id ent or hig hly
conf ident in the adequacy of the s elec t ed s trategies.
countrys workforce as a whole across key ind ust ries, job
types and job f amilies.
Main Indus tries
The t able gives a det ailed ov er view of changes in the
em ploy me nt lan ds ca pe across key indust ries in the country
covered by surv ey respondents. Reported values are a
sim ple av era ge of all responses received for the ind ustry.
The table covers the f ollowin g dime nsions:

COUNTRY A ND REGIONA L PROFILES Employment outlook, 2015 2020: The expected

SAMPLE OVER VIEW
The first section of each Country or Regio nal Profile
cont ext ualiz es the inf orm ation presented accor din g to the
indus t ry and company siz e mix of rec eiv ed responses.
Overall repres ent ativ enes s of countr y -lev el f indin gs sho uld
be understood accor ding to the primar y countr y, ind ustry
secto r(s ) and /or company siz e segments of int eres t. In
ad dition to 13 Country Profiles, there are two Regio nal
Profiles A S EA N and GCC.
WORKFORCE DISRUPTION
The second section of each Country and Region al Profile
aims to provide a consolid at ed ov er v iew of the majo r
expected dev el op m ent s o ver the 2015 2020 period for the
em ploy m ent change for the ind ustr y, across all job
f amilies, conve rted to a compound growth rate for the
2015 2020 period. The t hresh olds for the q ualitativ e
s cale are: +/1%: st abl e; +/1% to +/5%: growt h
/ decline; more than +/5%: strong growth / strong
decline.
Local share of recruitment, specialists: The
current and expected share of st rat egic and sp ecialist
job f unc t ions ant ic ipat ed by respondents from the
corresp on din g in dustr y to be recruit ed locally in the
country. On the one hand, a very low loc al recruitment
share may indic at e s kills short a ges and a very hig h
relianc e on expat riat e t alent that mi ght present an
op p ort u nit y for the country to build up its t alent pool
in a targeted man ner. On the other hand, a very hig h
local recruit me nt share might indicat e und erut ilized
The Future of Jobs Report | 63
 op po rt unit ies to div ersif y ex perie nc e and increase
k nowl ed ge t rans f er to the loc al workforce from
int ernat ional e xperts.
Ease of recruitment, o verall: The current and
expected ease or diff icult y of hiring competent and
qualified em ploy ees across all roles in the ind ustry
specif ied, on a qualit ativ e 2 (v er y hard) to +2
(v ery eas y) s c ale, ag gre gat ed for the entire indus tr y in
question as a simple av erage, i. e. not wei ght e d by the
absol ut e number of employ ees in an y giv en occup atio n.
The t hreshol ds for the qualit ativ e s c ale are: 2 to 1:
very hard; 1 to 0.5: hard; 0.5 to +0.5: neutral;
+0.5 to +1: easy; +1 to +2: very easy. The q ualitat ive
s c ale for 2020 is relat iv e to the current v alues
reported.
Ease of Re cruitmen t
The t able in t his section giv es a det ailed ov er view of the
perc eiv e d current and fu ture aggre gat e ease of
recruit me nt for occupations across three types of jobs:
Mass Employ me nt, St rat egic/ S pecialis t and New and
Em erging. The indiv idu al occupations list ed underneath
each job type are for illust rat iv e purposes and report the
occupations most freq ue nt ly cit ed b y surv ey respondents
across all indust ries in the country. Cat eg oriz at ion of
occupations and job f amilies is based on the O*NET
labo ur market inf ormat ion system. The t hreshol ds for the
qualit at iv e ease of rec ruit ment s c ale are the same as for
the table above. Values are reported both for the country or
region in question as well as for the global s am ple average,
indic at ing job types in whic h the country or region may
have a com parat iv e adv a nt age as well as those in which
recruit ment is e xpected to be more diff icult than the world
average.
Employment Outlook b y Main Job Family
The bub ble chart v isualiz es estimated tot al employm ent
in diff erent job f amilies in the country. The colo ur of the
bubbles indic at es the jo b f amily s ag gre gat e employment
outlook on the following s c ale: +/1%: St able ; more
than +/1%: Gro win g / Dec lining. I nsuff icient response
data av ailable for job f amilies is labelled N/A. Estimated
tot al em ploy me nt b y job f amily is deriv ed from ILOSTAT
data, clas sif ied accordin g to the I nt ernat ional Standard
Clas sif ic at ion of Occupations (ISCO) and converted to
correspo ndin g O* NET job f amilies using the O*NET-SOC
taxonomys off icial conv ersion tables (pleas e see App endix
A for d etails). No int ern at ionally comp ara ble data was
available for China and I ndia. Est imat es for ASE AN are
based on Malay sia, Thailand and Viet nam, and es tim ates
for GCC are based on Sau di Ara bia only. Due to the nature
of our employ m ent sur v ey and it s target audie nc e of large
mult ination al em ploy ers, insuff icient respo ns e data for
robust predic t ions was generally av ailable for the four job
f amilies not shown.
64 | The Future of Jobs Report
DRI V ER S OF CH ANGE
The t hird section of each Country and Region al Profile
provides an over view of the top trends and disrupt io ns
expected to affect indust ries in the country in question over
the coming years and an in-de pt h look at the top-mentioned
trend or disrupt ion across all ind ustries.
Top Trends Impacting Industries
The bar chart re pres e nt s the share of survey respondents
across indust ries loc at ed in the country or regio n in
question who s elect ed the stated trend or dis ru ptio n as one
of the top three drivers of change af f ect ing busines s models
in t heir indust r y. For a det ailed d esc ript ion of each driver of
change, please see Table 2 in Part I of the Report.
Disruption in Focus
This s ect ion div es deep int o the top-mentioned trend
or dis ru ptio n across indust ries in the country or regio n
in qu estion. The diagram illust rat es the e xpected time
frame wit hin whic h it is e xpected to req uire modificat io n
of skill sets of key jo b types in the country or reg io n
eit her in order to equip the countrys workforce wit h the
skills needed to seize new opp ort u nities created b y the
trend or disrupt ion in question or in order to av oid losing
com pet it iveness due to the obsol esc e nc e of the workforces
exist ing sk ill sets. The sec tion also reports the trends or
disrup tio ns e xpected overall impact on em ploym e nt outlook
in the country or regio n.
CHANGE MAN AGEMENT AND FUTURE
WORKFORCE PL ANNING
The final section of each Country and Region al Profile
focuses on the measur es and st rat egies for adapting to
the ant ic ipat ed top trends and disrupt ions that companies
across indust ries loc at ed in the country or region in question
int en d to und ert ake, as well as the big gest p erceiv ed
barriers to succ essf ully carrying out these meas ures and
the perceiv e d degree of prep are dn es s prev ale nt across
indust ries in the country or regio n.
Barrie rs
The t able lis ts the bigg est perc eived barriers to prep aring
the countrys or regio ns workforce for disruptive change,
as measure d by the share of co mp a nies across ind ustries
locat ed in the country or region in question who selected
the stated obst acle as one of the top three impedim ent s
to succ ess f ul workforce change mana g em ent faced by
t heir industr y. For a det ailed discussion o f each barrier,
please refer to Part I of the Report. To the right of the tab le
is the perc e nt ag e o f respondents who believe that future
workforce plannin g to prepare for disrupt ive change is
eit her a somewhat high or very high priorit y for their
org anizatio ns s enior lead ership.
Strategies
The bar chart re pres e nt s the share of surv ey respondents
In d u str y G en de r G ap Pr o file
across indust ries loc at ed in the country or regio n in Basic and I nf rast ruct ure
question who s elect ed the stated measure as one of W or kf orc e D isr u pt i o n, 2015 2020 C o m p os it io n by R ol e a n d Level

In d us try Ave ra ge Pe rc en tag e o f Wo m en

the top three future workforce and change management STABL E 58% 13% 35% HA RDE R NEUTRAL
Emp l oym en t Ski l s s ta bi li ty Cu rren t s ha re Ge nde rwage ga p Re la ti ve eas e o f

st rat egies they expect to undert ak e in t heir company. For a Re la tiv e eas e o f
o utlo ok o f wo me n re crui tm en t, c u rre nt rec ru itm en t, 20 20
2% 35%
CEOs Bo a rd Me m b e rs
M a in J ob Fa m il i e s

det ailed discus sio n of each me asure, pleas e re fer to Part I Re la tiv e eas e o f Rel ative
e ase o f
re crui tin g
wo me n,
J ob fam il ies o utlo ok stab il i ty o f wome n wa ge g ap c u rren t
2 02 0
Emp loym en t Sk il ls Cu rren t Ge n de r re crui tin g wome n ,
s ha re
M a nu fac tu rin g a nd Pro du ctio n d ec li ne 62 % 9% 4 2% m uc h
h a rd e r h a rd e r
Ass emb ly a nd Fac to ry Wo rke rs 1 .8 4%

of the Report. To the right of the t able is the perc ent a ge of Ch emic al Proc ess in g Pla n t Ope rato rs

Arch i te ctu re a nd En g ine e ring s tab le 5 9% 1 1% 19 % h arder

Cu rre n t Ex p ec te d i n 2 0 2 0

n e u tra l

respondents who stated that they were eit her somewhat Ch emi ca l Eng in ee rs
Ci vi l Eng in ee rs
0 .73 %

Co ns tru ctio n an d Extrac ti on d ec li ne 72 % 9% 3 8% m uc h

h a rd e r h a rd e r 2 9% 2 1% 1 7%
M in in g a nd Petrol eum Ex trac ti on Wo rke rs
2 .1 8% Co ns truc tion La bo rers

M an ag eme n t s tab le 4 4% 1 1% 64 % h arder

n e u tra l

conf id e nt or highly conf ide nt in the adequacy of the

Bus in ess Se rv ice s an d Admi ni stratio n Ma na ge rs 0.41 %

J un io rl ev el Mi dd le l ev el J un io rl ev el Mi dd le l ev el Sen io r lev el
Sen io r lev el
M an ufac tu rin g, M in in g a nd Con struc ti on Ma na ge rs 2 2% 1 3%

selected strategies. J o b Fa mi ly i n Fo cu s: M a n ag e m e n t
J ob fam i ly with la rg es t sh a re o f wom en

Co mp en sa ti on

J ob se cu rit y

Wo rk -li fe b al an ce
1 4%
L i ne
2 0%
Sta f
2 3%
L i ne
2 7%
Sta f ro l es
ro le s ro le s ro le s

INDUS TRY GE NDER GAP PROFILES

WORKFORCE DISRUPTION, 2015 2020

The first section of each Ind us try G en der Gap Profile aims In d u str y G en de r G ap Pro file

to prov ide a consolidat ed ov er v iew of the major e xpected Basic and Infrastructure
C o m p an i e s R at i o n a l es f or G e nd er Parity C o m p an i e s A p pr o ac h e s to Le v era g in g F em a l e T a l ent
develo p me nt s o ver the coming y ears for each of the Ba rri e rs
Fai rness an de qua li ty
Unconsc ious ba
i s among man age rs ... ... ... ... ... ... ... ... ... ... ... ... ... ... . ... ... ... ... ... .. 5 0%
50%
ind us trys main job f amilies and it s workforce as a whole, Enhanc e innova tion

Exte rn al pressu res

La ck o f role mo dels ... ... ... ... ... ... . ... ... ... ... ... ... ... ... ... ... ... ... ... ... . ... ... ... ... ... ... .. 4 4%

Lac k o f wo rk -li fe b alan ce .... ... ... . ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... . ... ... ... ... ... .. 4 2%
b e li e ve t h at
g e nd er p ar it y is a
le a d er sh i p pr i or it y
Gove rnmen t re gul ation
La ck of qua li fie d in coming ta len t . ... ... ... . ... ... ... ... ... ... ... ... ... ... ... ... ... ... . ... ... .. 3 3%

wit h a part icular focus on their implic ations for the evolutio n Enhance d ecis ion -mak ing

No ra ti ona le
Uncl ear ca ree r paths . ... ... ... ... ... ... . ... ... ... ... ... ... ... . ... ... ... ... ... ... . ... ... ... ... ... ... 3 1%

Women s con fi dence , asp irations ... ... ... ... ... ... ... ... ... ... ... ... . ... ... ... ... ... ... ... ... ... 2 8%
Reflec t gende rcompo si tio n of cus tome rbase

of the gender gap in the indus tr y in question.

Stra te gi e s
10%
Pe rce iv e wom en s ec ono mic
35%
Pe rce iv e attra ctin g fema le
35%
Pe rce ive a gen de r wag e ga p for
p o we r, asp i ra ti ons a s a d riv e r ta len t a s a key fu tu re e qua l y qu al if ie d emp lo yees n
i the Set targets and measu re p rog ress
o f ch an ge wo rk fo rc e s tra teg y s ame ro le
Bui ld awareness o f the b ene fi ts among man age rs

Industry Average F em a l e S h ar e of C u st o m er Base

Deve lopmen t and le ade rsh ip tra ini ng of women

Promo te work -li fe ba lanc e

58%
ar e c onf i d e nt

This s ect ion prov id es an aggre gat e su mm ar y of the relat ive Demons trate lead ers hip comm itme nt

Offe r,sup po rt flex ib le wo rk

st r at e g i es ar e
s uit a bl e

Nos tra tegy

outlook for all occupations and job functions mentioned Cu rre nt

2 8%
2 0 20
2 6%
Cu rren t
30 %
2 0 20
1 8%
Cu rren t
24 %
2 0 20
Don t kn ow

Bu s i ne ss -to -b us i n es s Bu s i ne ss -to -c o ns um e r Bu s i n e s s -to -g o v e rn me n t

5 8 % o f to tal cus tom e rs 2 1 % o f to tal cus tom e rs 2 0 % o f to tal cus tom e rs

by surv ey respondents from the indus tr y in question. All

reported av erag es are s imple av erag es across the job
f amilies and functions mentioned, i.e. result s hav e not been
weig ht ed b y the absolut e number of workers em ploye d in
any giv en occupation. For a det ailed ex planat ion of each
covered dimension, pleas e see the ne xt section, Main Job
Families.
Main Job Families
The t able gives a det ailed ov er v iew of expected
develop me nts in the four job f a milies most frequently
mentioned by surv ey respondents from the indus tr y in
question. Cat egoriz at ion of occupations and job f amilies
is based on the O* NET labour market inf ormat ion system. All
reported v alues are s imple av erages across mentioned
occupations wit hin the job f amily, i. e. results hav e not been
weig ht ed b y the absolut e number of employ ees in an y given
occupation. The indiv idual occupations list ed underneath
each job f amily are for illust rat iv e purposes and report the
two occupat ions in the job f amily most fre qu ent ly cit ed b y
surv ey respondents from the indus tr y in question.
The table covers the f ollowin g dime nsions :
Employment outlook: The expected employ me nt
change for the job f amily, converted to a compound
growth rate for the 2015 2020 period. The t hreshold s
for the qualit at iv e sc ale are: +/1%: st abl e; +/1% to
+/5%: growth / dec line; more than +/5%: strong
growth / strong decline.
Skills stability: The share of an occupations five most
freq ue ntly used skills that have been ident if ied as such
by indust ry respondents both for today and for the year
2020, aggr eg at ed across all occupations mentioned
for the job f amily. For a det ailed d esc ription of each
skill, please see Figure 9 and Table A1 in Part I of the
Report.
Current share of women: The reported share of
current f emale employ e es for all occupations
mentioned as part of the job f amily, aggr eg at ed as
a simple av erage, i. e. not weig ht ed b y the abso lute
number of employees in an y given occupation.
Gender wage gap: The share of survey respondents
from the industr y in question who stated that there was
a wage gap for equally qualified f em ale em ploy ees in
the same roles for the reported job f amily. Result s have
been ag gre gat e d as a simple av erag e, i. e. not w eig hted
by the absol ut e number of employees in an y given
occupation.
Relative ease of recruiting women, current: The
ind ustrys perceive d current ease or diff icult y of hiring
competent and qualif ied f emale t alent for a giv en ro le,
relativ e to the perceiv ed current ease or dif f icult y of
The Future of Jobs Report | 65
 hiring men, on a qualit ativ e 2 (much hard er) to +2
(m uch easier) s c ale, aggr eg at ed for the job f amily

66 | The Future of Jobs Report

 as a simple av erage, i. e. not weig ht ed b y the ab solute
number of employ ees in an y giv en occupation. The
t hresholds for the qualit ativ e s c ale are: 2 to 1: much
harder; 1 to 0.5: harder; 0.5 to +0.5: neutral; current and estimated future female re prese nt at ion across
+0.5 to +1: easi er; +1 to +2: much easier.
Relative ease of recruiting women, 2020: The
ind us trys e xpected future ease or diff iculty of hiring
competent and qualif ied f emale t alent for a giv en ro le
by the year 2020, relativ e to the expected future ease
or diff iculty of hiring men, aggr eg at ed across roles for
the job f amily as a sim ple a verage.
Job Family in Focus
This part of the Ind us try Ge nd er Gap Prof ile div es deep
int o the job qu ality of the ind us trys job f amily that has the
larges t share of women. The arrows indic at e the expected
cumulat iv e change in the three dim ensions list ed o ver the
2015 2020 period, as identified b y surv ey respondents
from the industr y in question on a qualit ativ e 2 (stro ng
decreas e) to +2 (stro ng increas e) s c ale. The three
dime nsions list ed are based on a conc ept u al framework
of job qu alit y under dev elo p me nt b y the Org anis at ion for
Economic Co-op er at ion and Dev elo pm ent (OE CD).
Compensation: The extent to whic h employm ent
cont rib ut es to mat erial liv ing standards.
Job security: The ris k of job los s and it s
consequences.
Work-life balance: The nature and content of work
performed, work in g-tim e arr an ge m ent s and wo rkplace
relatio ns hips .
A co mp arison can be made wit h the ind ustry s ov erall
job qualit y trends, as reported in the Ind us try Profile.
COMPOSITION BY R OLE AND LEVEL
The second section of the Ind ustry G en der Gap Profile
prov ides an ov er v iew of the s iz e of the workforce gender
gap in the indus t r y today and it s expected ev olution b y the
year 2020.
The first part of the section reports the current share of
f emale CE Os and Board Members in the indus t r y today.
The second part of the section documents reported
current and estimated future female re pres e nt at ion at junio r,
mid dle and s enior lev els. Somewhat simplif ied, the bar chart
can be understood as a talent pipeline, whereby the share
of todays junior lev el f emale t alent part ially t ranslat es to
2020s share of mid-lev el t alent and todays mid-level f em ale
t alent part ially t ranslat es to 2020s senior lev el t alent. Large
upward or downward div erg enc es from t his pattern indicate
eit her expected leak a ges of f em ale talent leav ing the
indus t ry or the mat erializ ed be nef it s of int ensif ied promotion,
ret ent ion and ext ernal rec ruit ment e ffo rts. Similarly, the
diff erenc e between the share of f emale t alent in 2020s
junior lev el cohort relat iv e to the ind ustry s current junio r
level cohort provid es a sense of the antic ipat ed long er term
evolution of the gender gap beyond 2020.
The final part of the section documents reported
line roles and staff roles. A line role is one that direct ly
adva nc es an organiz ation in it s core work, inc lu ding, in
part icular, the pro d uc t ion and sales functions. A staff
role supports the organizat ion wit h advisor y and support
functions, typically inc luding human reso urces , accounting,
pu blic relations and leg al roles. Line ma nag ers g enerally
have super visor y aut horit y over those who report direct ly to
them, where as staff workers primar y resp ons ibilit y consists
in creat ing, collect ing and analysing inf ormat ion that flow s
to line workers in the form of advice. Exp erienc e in line
ma na ge m ent functions is gen erally considered a stepping
stone to senior lea dership roles wit hin an orga nizat ion and
gender gaps in these roles hav e hist orically been esp ecially
pronounced. Convers ely, cert ain staff functions, such as
human resources, hav e hist oric ally experience d a reverse
gender gap.
COMPANIES R ATION ALES FOR GENDER PARIT Y
The bar chart re pres e nt s the share of survey respondents
from the industr y in question who s elect ed the stated
rat ionale as one of the top three mot ivat ions for promoting
gender parit y in t heir company. For a det ailed discussio n
of each ration ale, please re fer to Part I of the Report. This
section of each Ind ustry Ge nd er Gap Prof ile also reports the
share of survey respondents from the industr y in question
who perceive d womens rising eco no mic inf luence as one of
the top three drivers of change aff ec t ing business m od els in
t heir industr y, who perceiv e d attracting f emale t alent as one
of t heir companys top three future workforce strateg ies,
and who reported a gender wage gap for equally q ualif ied
em ploy ees across key roles in t heir ind us try.
FEMALE SH ARE OF CUSTOMER BASE
The fourth section of each Ind ustry G end er Gap Profile
further examin es two of the key econ omic driving forces
and rat ionales be hind companies gro win g commitment
to womens workforce int egr at ion: The rising eco nomic
power of women as consumers and companies desire to
reflect t heir customer base in t heir workforce composition.
Glob ally, women in 2013 cont rolled 64% of ho useho ld
spe ndi ng and $30 t rillion of consumer spen din g a fig ure
that is is predict ed to rise by almost a t hird over the five
y ears to 2018.3
The three bar charts in t his section repres ent the
reported current and expected future share of f em ale
clients across busine s s-t o-b usin ess , business-to-consumer
and busin es s-t o-g ov er n me nt market segments, includin g
sit uations in whic h women are ult imat ely respo nsible
for purchasin g decisions, for exa mple, as procurement
ma na gers, etc. The share of the corresp o ndi ng market
segment in the ind ustrys current ov erall revenue structure is
reported at the bottom of each bar chart pr ovidin g fu rther
inf or mat ion about the dyn amic s through whic h trends and
disrupt ions are aff ec ting busin es s mod els in the ind ustry.
Note that the customer base of the three market segments
The Future of Jobs Report | 67
may not sum to 100% exact ly in all inst anc es due to omitted
other market segments (for ex ample, no n-gov ernm ental
org aniz atio ns ).

COMPANIES APPROACHES TO LEVER AGING

FEMALE TAL ENT
The final section of each Ind us try G en der Gap Prof ile
focuses on the measur es and st rat egies for har nes sing
f emale t alent and promoting work pl ac e gender parit y that
com pa nies int end to und ert ake, as well as the biggest
perc eiv ed b arriers to succ es s f ully c arr y ing out these
me asures and the perc eiv ed degree of urgency and
det ermi nat ion to t ac k le these is sues prev alent across the
indus tr y in question.

Barrie rs
The t able lis ts the bigg es t perc eiv ed barriers to promoting
work plac e gender parit y and lev eraging f emale t alent, as
me asur ed b y the share of surv ey respondents from the
indus tr y in question who s elec t ed the stated obst acle as
one of the top three impe dim ent s faced by women in t heir
indus t r y. For a det ailed discus sion of each barrier, please
refer to Part I of the Report. To the right of the t able is
the perc ent a ge o f respondents who believ e that tackling
gender parit y issues and closing the indus t ry gender gap
is eit her a somewhat high or very high priority for their
org aniz atio ns s enior lead ers hip.

Strategies
The bar chart re pres e nt s the share of surv ey respondents
from the industr y in question who s elec t ed the stated
me asure as one of the top three strat egies for promoting
work plac e gender parit y the y e xpect to und ert ak e in t heir
company. For a det ailed discus sion of each measure,
pleas e refer to Part I of the Report. To the right of the tab le
is the perc e nt ag e o f respondents from the indus tr y who
stated that they were eit her somewhat conf id ent or hig hly
conf ident in the adequacy of the s elec t ed s trategies.

NOTES
1 www.o n eto nli n e.o rg.

2 Org a n i sa ti o n f or E co n o m i c C o - o p e ra t i o n a nd D e ve l o p m e n t ( OE C D ),
Job Qu a li t y, D i re ct o ra te f or E m p l o ym e n t , La bou r an d S o ci al A ff ai rs
E m p l o ym e n t , La bou r an d S o ci al A ff ai rs Committee, 16-17 Octobe r
2014.

3 See: C a t a l yst , B u yi n g P ower: Gl o b a l Wo me n, 2015, www.cat al yst.o rg/

kn o w l e d g e / b u yi n g - p o w e r-g l o b a l -w o m e n ; Sil ve rst ei n, M. and K. Say re,
The Fe m a l e Eco nomy , H a rva rd B u si n e ss R e vi e w, Septem ber 20 09.

The Future of Jobs Report | 67

68 | The Future of Jobs Report
List of Industry, Regional and Gender Gap Profiles

Industry Profiles Country and Regional Prof iles Industry Gender Gap Prof iles
Industry Page Industry Page Industry Page

Basic and Infrastructure 72 Ass ociation of South East 92 Basic and Infrastructure 124
Asian Nations

Consumer 74 Australia 94 Consumer 126

Energy 76 Brazil 96 Energy 128

Fina ncia l Services 78 China 98 Financial Services 130

& Investors & Investors

Healthcare 80 France 100 Healthcare 132

Inform ation and Communication 82 Germany 102 Inform ation and Communication 134
Technology Technology

Media, E ntert ainm e nt 84 Gulf Cooperation 104 Media, E ntert ainm ent 136
and Information Council and Information

Mobility 86 India 106 Mobility 138

Prof ession al Services 88 Italy 108 Prof essional Services 140

Japan 110

Mexico 112

South Africa 114

Turkey 116

United Kingdom 118

United States 120

The Future of Jobs Report | 69

Industry Profiles
72 | The Future of Jobs Report

Industry Profile
Basic and Infrastructure
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
Cli ma te ch an ge , n at u ral re sou rce s 49%

Changing nature of work, flexible work 46% STABLE 58% 13% HARD HARDER
N ew en e rg y su pplie s an d t e ch nol o gie s 38% Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
outl oo k femal e workf orce recruitment, current recruitment, 2020
Ge op oliti cal vol atility 28%

Middle class in emerging markets 15% Main Job Families

Expected Ease of Ease of
R ob oti cs, au to n o mo u s transport 15% change, Skills Current share of recruitment, recruitment,
Job families 20152020 stability female workf orce current 2020
Lo n ge vit y, a g ein g so ci eti e s 13% Manufacturing and Production decline 62% 9% hard harder
A sse m bl y a nd Fa ct o ry Wo rke rs 1.84%
Ra pid u rb ani zation 13% C he mi cal P ro ce ssi ng Pla nt Ope rators
Architecture and Engineering stable 59% 11% hard harder
C he mi cal E ngi ne ers 0.73%
Ci vil Engi ne e rs
Expected Time to Impact on Employee Skills
Construction and Extraction decline 72% 9% hard harder
Changing nature of New energy supplies
natural resources 2 work, flexible work 3 and technologies C on st ru cti on La b ore rs
Management stable 44% 11% hard harder
Bu sine ss Se rvice s an d A d minist ration Ma na ge rs 0.41%
M an uf a ctu ri ng , Mini n g a nd C on st ru cti on M an a g ers

Expected Impact on Job Quality

42%
Impact
42%
20 15
felt alread y 2017
16%
201 8
202 0
202 1
202 5
22%
Impact
44%
20 15
felt alread y 2017
28%
201 8
202 0
6%
202 1
202 5
40%
Impact
46%
20 15
felt alread y 2017
7%
201 8
202 0
7%
202 1
202 5

Compens ation

Job s ec urity

W ork -life balanc e
Industry Profile
Basic and Infrastructure
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
2020
Current Barriers
Te chni cal skills In suf fi cie nt u n de rsta n din g of di sru pti ve changes........................................... 59% 53%
R e so urce constraints................................................................................... 54%
believe future
Social skills
Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 51%
workforce planning
C og niti ve abilities is a leadership
Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 38%
R e so urce management skills priority
In suffi ci en t p rio rit y b y lin e ma n ag e m en t ....................................................... 30%
Pro ce ss skills In suffi ci en t p ri orit y b y t op management........................................................ 27%
Content skills

C o mpl e x p ro ble m sol vi ng skills

S yst em s skills Strategies

Ph ysi cal abilities In ve st i n re skilli ng cu rre nt e m plo yee s 65%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 41%

n growing skills demand n stable skills demand n declining skills demand
C ollab o ra te, ed u catio n al institutions 38%

Target female talent 35% 36%

Attract foreign talent 35%
are confident
Emerging Job Family in Focus: Business and Financial Operations strategies are
C olla bo rat e, ot h er co m pa nie s in industry 19%
Occupations Key skills for 2020 Skills f amily suitable
H u ma n Re so urce s S p e ciali st s Pro ble m S e n siti vit y C og niti ve A bil ities Off er a pp ren ti ce ship s 14%
A ccou nt an t s a nd A udi to rs A cti ve L ea rnin g C on te nt S kills Target minorities talent 14%
In ve st m en t Fu n d M an a ge rs C riti cal Thin ki n g Pro ce ss S kill s
M an a ge m en t of Fin a n cial R e sou rce s R e so u rce M an a ge m en t S kill s
Pe rsua si o n So ci al S kill s

29 | The Future of Jobs Report

74 | The Future of Jobs Report

Industry Profile
Consumer
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
Changing nature of work, flexible work 42%

Middle class in emerging markets 42% STABLE 70% 27% HARD HARDER
Ge op oliti cal vol atility 25% Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
outl oo k femal e workf orce recruitment, current recruitment, 2020
Cli ma te ch an ge , n at u ral re sou rce s 21%

N ew en e rg y su pplie s an d t e ch nol o gie s 21% Main Job Families

Expected Ease of Ease of
Wo m e n s e co no mi c p o we r, a spirati o n s 21% change, Skills Current share of recruitment, recruitment,
Job families 20152020 stability female workf orce current 2020
C on su m er et hi cs, p ri va cy i ssu e s 21% Manufacturing and Production decline 62% 22% neutral harder
A sse m bl y a nd Fa ct o ry Wo rke rs 3.57%
Lo n ge vit y, a g ein g so ci eti e s 17% Fo od P ro ce ssi ng an d Rel ate d Trad e s Wo rke rs
Sales and Related stable 78% 52% hard harder
Sho p S ale spe rso n s 0.83%
Sale s R ep re se nt ati ve s, Wh ol e sal e a nd Te ch ni cal
Expected Time to Impact on Employee Skills
Business and Financial Operations stable 67% 44% hard harder
Middle class in Geopolitical
work, flexible work 2 emerging mark ets 3 volatility M an a ge m en t an d Orga ni satio n An al yst s
Management decline 70% 22% hard neutral
Gene ral an d Op eration s Ma na gers 1.00%
Bu si ne ss S e rvi ce s an d Ad mi nistrati on Ma n a ge rs

Expected Impact on Job Quality

30%
Impact
40%
20 15
felt alread y 2017
30%
201 8
202 0
202 1
202 5
40%
Impact
30%
20 15
felt alread y 2017
30%
201 8
202 0
202 1
202 5
33%
Impact
50%
20 15
felt alread y 2017
17%
201 8
202 0
202 1
202 5

Compens ation

Job s ec urity

W ork -life balanc e
Industry Profile
Consumer
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 60% 70% believe
C og niti ve abilities
R e so urce constraints................................................................................... 55%
future workforce
R e so urce management skills Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 50%
planning is a
leadership priority
Te chni cal skills Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 50%

In suffi ci en t p rio rit y b y to p management........................................................ 20%

Pro ce ss skills
No ba rri ers ................................................................................................. 15%
S yst em s skills

Content skills

C o mpl e x p ro ble m sol vi ng skills Strategies

In ve st i n re skilli ng cu rre nt e m plo yee s 75%
Ph ysi cal abilities

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 45%

n growing skills demand n stable skills demand n declining skills demand
Off er a pp ren ti ce ship s 35%

C ollab o ra te, ed u catio n al institutions 30% 50%

Target female talent 25%
are confident
Emerging Job Family in Foc us: Arc hit ect ure and Engineering strategies are
Attract foreign talent 25%
Occupations Key skills for 2020 Skills bundle
suitable
C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 20%
Bio che mi cal En gi ne e rs C o mpl e x P ro ble m Sol vi ng C o mpl e x P ro ble m Sol vi ng S kill s
M at eri al s En gi ne e rs C riti cal Thin ki n g Pro ce ss S kill s Hi re mo re sho rt -te rm w o rke rs 20%
Me ch ani cal E ngi ne ers C og niti ve Fle xibilit y Co gni tive A bilitie s
C re ati vit y Co g niti ve A bilitie s
Ma th e ma ti cal Re a so nin g Co g niti ve A bilitie s

31 | The Future of Jobs Report

76 | The Future of Jobs Report

Industry Profile
Energy
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
N ew en e rg y su pplie s an d t e ch nol o gie s 71%

Cli ma te ch an ge , n at u ral re sou rce s STABLE 70% 15% HARD NEUTRAL

50%
Changing nature of work, flexible work Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
46%
outl oo k femal e workf orce recruitment, current recruitment, 2020
Ge op oliti cal vol atility 29%

You n g d e m o graphics in em e rging markets 17% Main Job Families

Expected Ease of Ease of
Wo m e n s e co no mi c p o we r, a spirati o n s 13% change, Skills Current share of recruitment, recruitment,
Job families 20152020 stability female workf orce current 2020
Lo n ge vit y, a g ein g so ci eti e s 13% Architecture and Engineering growth 65% 11% hard neutral
Ene rg y a nd Pet roleu m E ngi ne ers 1.70%
Ra pid u rb ani zation 13% Ele ct rote ch nol og y E ngin e ers
Manufacturing and Production decline 62% 22% neutral easier
A sse m bl y a nd Fa ct o ry Wo rke rs 3.11%
Pet role um a n d N at u ral Ga s R efi nin g Pl an t Op erators
Expected Time to Impact on Employee Skills
Management growth 92% 16% hard neutral
Climate change, natural Changing nature of
and technologies 2 resources 3 work, flexible work Bu si ne ss S e rvi ce s an d Ad mi nistrati on Ma n a ge rs
Construction and Extraction decline 100% 15% easy harder
Minin g an d Pet rol eu m E xt ra ctio n Wo rke rs 1.15%
Mini n g a nd Pe trole u m Pl an t Op erators

Expected Impact on Job Quality

41%
Impact
35%
20 15
felt alread y 2017
18%
201 8
202 0
6%
202 1
202 5
42%
Impact
42%
20 15
felt alread y 2017
8%
201 8
202 0
8%
202 1
202 5
9%
Impact
73%
20 15
felt alread y 2017
18%
201 8
202 0
202 1
202 5

Compens ation

Job s ec urity

W ork -life balanc e
Industry Profile
Energy
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 55% 80% believe
Te chni cal skills
R e so urce constraints................................................................................... 55%
future workforce
C og niti ve abilities Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 41%
planning is a
leadership priority
R e so urce management skills Dont know................................................................................................. 36%

Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 32%

Pro ce ss skills
In suffi ci en t p ri orit y b y t op management........................................................ 18%
C o mpl e x p ro ble m sol vi ng skills

S yst em s skills

Ph ysi cal abilities Strategies

Content skills In ve st i n re skilli ng cu rre nt e m plo yee s 59%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 50%

n growing skills demand n stable skills demand n declining skills demand
Attract foreign talent 41%

Target female talent 36% 60%

Off er a pp ren ti ce ship s 23%
are confident
Emerging Job Family in Foc us: Management strategies are
C ollab o ra te, ed u catio n al institutions Collab orate, 23%
Occupations Key skills for 2020 Skills f amily
suitable
ot he r co m pa ni e s in industry C ollab o ra te, ot h e r 18%
Ma n agi ng Di re cto rs a nd C hie f E xe cu tive s C om ple x Pro ble m Sol vin g C om ple x Pro b lem S ol vin g S kill s
co m pa ni e s a cro ss i nd u st ri e s 14%
na g e me nt S kill s
ities
na g e me nt S kill s

33 | The Future of Jobs Report

Ge ne ral a n d Op e ratio n s Ma na g e rs C riti cal Thin ki n g Pro ce ss S kill s
78 | The Future of Jobs Report

Industry Profile
Financial Services & Investors
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
Pro ce ssi ng po w e r, Big Da ta 44%

Middle class in emerging markets GROWTH 56% 29% HARD HARDER

41%
M obil e in te rne t, cl ou d t e chn ol og y Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
41%
outl oo k femal e workf orce recruitment, current recruitment, 2020
Changing nature of work, flexible work 26%

Ge op oliti cal vol atility 26% Main Job Families

Expected Ease of Ease of
Youn g demographics in emerging markets 24% change, Skills Current share of recruitment, recruitment,
Job families 20152020 stability female workf orce current 2020
C on su m er et hi cs, p ri va cy i ssu e s 18% Business and Financial Operations stable 63% 36% hard neutral
Fin a n cial an d I n ve st me nt A d vi sers 0.79%
Sharing economy, crowdsourcing 18% In ve st me nt Fu nd M an a g ers
Computer and Mathematical growth 60% 35% hard harder
Da ta A nal yst s 4.50%
Inf o rma tio n Se cu rit y A nal yst s
Expected Time to Impact on Employee Skills
Sales and Related stable 70% 38% neutral neutral
Mobile internet, cloud
D at a 2 Middle class in emer ging
markets 3 technol ogy Sal e s an d P u rcha si ng A g en t s a n d B ro ke rs
Management growth 48% 26% hard neutral
Gene ral an d Op eration s Ma na gers 2.20%
Bu si ne ss S e rvi ce s an d Ad mi nistrati on Ma n a ge rs

Expected Impact on Job Quality

60%
Impact
27%
20 15
felt alread y 2017
13%
201 8
202 0
202 1
202 5
50%
Impact
29%
20 15
felt alread y 2017
21%
201 8
202 0
202 1
202 5
64%
Impact
36%
20 15
felt alread y 2017
201 8
202 0
202 1
202 5

Compens ation

Job s ec urity

W ork -life balanc e
Industry Profile
Financial Services & Investors
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 67% 67% believe
C og niti ve abilities
Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 53%
future workforce
Pro ce ss skills Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 47%
planning is a
leadership priority
R e so urce management skills R e so urce constraints................................................................................... 43%

In suffi ci en t p rio rit y b y to p management........................................................ 27%

S yst em s skills
In suffi ci en t p ri orit y b y lin e ma n ag e m e nt ....................................................... 27%
Content skills

Te chni cal skills

C o mpl e x p ro ble m sol vi ng skills Strategies

Ph ysi cal abilities In ve st i n re skilli ng cu rre nt e m plo yee s 67%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 47%

n growing skills demand n stable skills demand n declining skills demand
Target female talent 30%

Attract foreign talent 23% 53%

Off er a pp ren ti ce ship s 20%
are confident
Emerging Job Family in Focus: Computer and Mathematical strategies are
C ollab o ra te, ed u catio n al institutions Collab orate, 20%
Occupations Key skills for 2020 Skills f amily
suitable
ot he r co m pa ni e s a cro ss i nd u st ri e s Dont know 17%
Inf o rm ati on Se cu rit y A nal yst s C om ple x Pro ble m Sol vin g C om ple x Pro b lem S ol vin g S kill s
D ata b a se an d Ne t wo rk P ro fe ssi on al s Prog ra mmi ng Te chni cal S kil ls 17%
D at a A n al yst s Lo gi cal R e a so ni ng C og niti ve A bil ities
C riti cal Thin ki n g Pro ce ss S kill s
C re ati vit y C og niti ve A bilitie s

35 | The Future of Jobs Report

80 | The Future of Jobs Report

Industry Profile
Healthcare
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
M obil e in te rne t, cl ou d t e chn ol og y 50%

Middle class in emerging markets STABLE 71% 38% HARD HARDER

40%
Lo n ge vit y, a g ein g so ci eti e s Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
40%
outl oo k femal e workf orce recruitment, current recruitment, 2020

Main Job Families

Expected Ease of Ease of
change, Skills Current share of recruitment, recruitment,
Job f amilies 20152020 stability female workforce current 2020

Manufacturing and Production stable 85% 42% hard neutral

C he mi cal P ro ce ssi ng Pla nt Op erat o rs 0.79%
A sse m bl y a nd Fa ct o ry Wo rke rs
Life, Physic al, and Social Sciences stable 100% 40% hard harder
Biol ogi st s a nd Ge n eti ci st s 0.71%
C he mi st s a n d C h e mi cal La b ora to ry S ci e nti st s
Expected Time to Impact on Employee Skills
Sales and Related decline 70% 63% neutral harder
Middle class in emer ging Longevity, ageing
technology 2 markets 3 societies Sale s R ep re se nt ati ve s, Te ch ni cal an d S ci e ntifi c
Personal Care and Servic e 85% hard harder
Personal Ca re Aid e s

Expected Impact on Job Quality

20%
Impact
40%
20 15
felt alread y 2017
40%
201 8
202 0
202 1
202 5
50%
Impact
50%
20 15
felt alread y 2017
201 8
202 0
202 1
202 5
50%
Impact
50%
20 15
felt alread y 2017
201 8
202 0
202 1
202 5

Compens ation

Job s ec urity

W ork -life balanc e
Industry Profile
Healthcare
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
C og niti ve abilities
R e so urce constraints................................................................................... 75% 80% believe
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 50%
future workforce
Pro ce ss skills Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 50%
planning is a
leadership priority
Te chni cal skills Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 50%

Dont know................................................................................................. 50%

R e so urce management skills
In suffi ci en t p ri orit y b y t op management........................................................ 25%
Content skills

C o mpl e x p ro ble m sol vi ng skills

S yst em s skills
Strategies

Ph ysi cal abilities In ve st i n re skilli ng cu rre nt e m plo yee s 83%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 50%

n growing skills demand n stable skills demand n declining skills demand
Attract foreign talent 42%

Target minorities talent 33% 50%

C ollab o ra te, ed u catio n al institutions 25%
are confident
Emerging Job Family in Focus: Business and Financial Operations strategies are
C olla bo rat e, ot h er co m pa nie s in industry 25%
Occupations Key skills for 2020 Skills f amily
suitable
Target female talent 17%
R eg ula to ry a n d Go ve rn me nt Pro ble m S e n siti vit y C og niti ve A bil ities
A sso cia te P rof e ssio n al s A cti ve L ea rnin g C on te nt S kills Dont know 17%

na g e me nt S kill s
Pe rsua si o n So ci al S kill s

Sal e s an d Ma rketi ng P rof e ssi o nal s C riti cal Thin ki n g Pro ce ss S kill s
37 | The Future of Jobs Report M an a ge m en t of Fin a n cial R e sou rce s Re so urce Ma
82 | The Future of Jobs Report

Industry Profile
Information and Communication Technology
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
M obil e in te rne t, cl ou d t e chn ol og y 69%

Pro ce ssi ng po w e r, Big Da ta 44% STABLE 65% 21% HARD HARDER

Changing nature of work, flexible work Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
36%
outl oo k femal e workf orce recruitment, current recruitment, 2020
Int e rn et of Thin g s 33%

C on su m er et hi cs, p ri va cy i ssu e s 31% Main Job Families

Ease of Ease of
N ew en e rg y su pplie s an d t e ch nol o gie s 17% Expected change, Skills Current share of recruitment, recruitment,
Job f amilies 20152020 stability female workforce current 2020

Lo n ge vit y, a g ein g so ci eti e s 14% Computer and Mathematical growth 63% 20% hard harder
D at ab a se an d Ne t wo rk P rofe ssio n al s 1.74%
Sharing economy, crowdsourcing 11% Sof t wa re a nd Ap plicati on s D e vel op ers a nd A nal yst s
Sales and Related growth 64% 44% neutral neutral
Tele m a rket ers 2.14%
Sale s R ep re se nt ati ve s, Wh ol e sal e a nd Te ch ni cal
Expected Time to Impact on Employee Skills
Installation and Maintenance decline 54% 9% hard neutral
Processing power, Big Changing nature of
technology 2 Dat a 3 work, flexible work Ele ct roni cs a nd Tele co m mu ni ca tio n s I n st alle rs an d Re pai re rs
Architecture and Engineering growth 77% 7% hard harder
Ele ct rot e chn olog y E ngi ne ers 4.12
Archite ct s a nd S urve yo rs

Expected Impact on Job Quality

76%
Impact
20%
20 15
felt alread y 2017
4%
201 8
202 0
202 1
202 5
56%
Impact
31%
20 15
felt alread y 2017
13%
201 8
202 0
202 1
202 5
23%
Impact
54%
20 15
felt alread y 2017
23%
201 8
202 0
202 1
202 5

Compens ation

Job s ec urity

W ork -life balanc e
Industry Profile
Information and Communication Technology
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
Te chni cal skills
R e so urce constraints................................................................................... 74% 73% believe
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 48%
future workforce
C og niti ve abilities Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 42%
planning is a
leadership priority
Pro ce ss skills Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 39%

In suffi ci en t p rio rit y b y to p management........................................................ 23%

R e so urce management skills
In suffi ci en t p ri orit y b y lin e ma n ag e m e nt ....................................................... 16%
Content skills

C o mpl e x p ro ble m sol vi ng skills

S yst em s skills
Strategies

Ph ysi cal abilities In ve st i n re skilli ng cu rre nt e m plo yee s 81%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 35%

n growing skills demand n stable skills demand n declining skills demand
C ollab o ra te, ed u catio n al institutions 35%

Hi re mo re sho rt -te rm w o rke rs 26% 60%

Off er a pp ren ti ce ship s 23%
are confident
Emerging Job Family in Focus: Computer and Mathematical strategies are
Attract foreign talent 19%
Occupations Key skills for 2020 Skills f amily
suitable
Target minorities talent 16%
Sof t wa re a nd Ap plicati on s D e vel op ers a nd A nal yst s C om ple x Pro ble m Sol vin g C o mpl e x P ro b lem S ol vin g S kill s
Target female talent 16%
ities
ities

39 | The Future of Jobs Report

Inf o rma tio n Se cu rit y A n al yst s C riti cal Thin ki n g Pro ce ss S kill s
84 | The Future of Jobs Report

Industry Profile
Media, Entertainment and Information
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
M obil e in te rne t, cl ou d t e chn ol og y 57%

Pro ce ssi ng po w e r, Big Da ta GROWTH 73% 30% HARD HARDER

36%
Changing nature of work, flexible work Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
36%
outl oo k femal e workf orce recruitment, current recruitment, 2020

Main Job Families

Ease of Ease of
Expected change, Skills Current share of recruitment, recruitment,
Job families 20152020 stability female workf orce current 2020
Arts, Design, Entertainment, Sports, and Media stable 66% 49% very hard harder
Ad verti sin g an d P ubli c R elati on s Prof e ssio n als 0.59%
Tel e co m m uni ca tio n s an d B roa d ca sti ng Te ch ni ci an s
Computer and Mathematical strong growth 88% 23% hard harder
Da ta A nal yst s 6.94%
Sof t wa re a nd Ap plicati on s D e vel op ers a nd A nal yst s
Expected Time to Impact on Employee Skills
Sales and Related growth 86% 39% neutral neutral
Processing power, Big Changing nature of
technology 2 Dat a 3 work, flexible work D oor-To -Do o r Sal e s Wo rkers, Ne w s an d St ree t V en d ors
Management growth 67% 12% hard neutral
Ge ne ral a nd Op e ra tio n s Ma na ge rs 1.67%
Bu sine ss Se rvice s an d A d minist ration M an ag e rs

Expected Impact on Job Quality

40% 60%
Impact 20 15 201 8 202 1 Impact 20 15 2018 2021 Impact 20 15 201 8 202 1
felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 Compens ation Job s ec urity W ork -life balanc e
 75% 25% 60% 40%
Industry Profile
Media, Entertainment and Information

41 | The Future of Jobs Report

84 | The Future of Jobs Report

Industry Profile
Media, Entertainment and Information
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
Social skills
Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 64% 69% believe
Pro ce ss skills
Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 50%
future workforce
R e so urce management skills R e so urce constraints................................................................................... 36%
planning is a
leadership priority
Te chni cal skills In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 36%

In suffi ci en t p rio rit y b y lin e ma n ag e m en t ....................................................... 21%

C og niti ve abilities
Dont know ................................................................................................. 14%
Content skills

C o mpl e x p ro ble m sol vi ng skills

S yst em s skills Strategies

In ve st i n re skilli ng cu rre nt e m plo yee s 77%

0 5 10 15 20 25 30 Target female talent 46%

n growing skills demand n stable skills demand n declining skills demand
C ollab o ra te, ed u catio n al institutions 38%

Off er a pp ren ti ce ship s 31% 46%

Hi re mo re sho rt -te rm w o rke rs 23%
are confident
Emerging Job Family in Foc us: Management strategies are
C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 23%
Occupations Key skills for 2020 Skills f amily
suitable
Su pp o rt m obilit y a n d jo b rot ation 15%
M an a gin g Di re cto rs a n d C hi ef E xe cuti ve s C riti cal Thin ki n g Pro ce ss S kill s
na g e me nt S kill s Attract foreign talent 15%
lem S ol vin g S kill s

na g e me nt S kill s

felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 Compens ation Job s ec urity W ork -life balanc e

Orga ni sa tio nal D e velo pm e nt Sp e ciali st s Pe opl e Ma n ag e me nt R e so urce Ma

Industry Profile
Mobility
Drivers of Change Workforce Disruption
Top Trends Impacting Business Models Industry Average
Middle class in emerging markets 39%

Changing nature of work, flexible work 35% STABLE 61% 16% HARD HARDER
Cli ma te ch an ge , n at u ral re sou rce s 32% Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
outl oo k femal e workf orce recruitment, current recruitment, 2020
R ob oti cs, au to n o mo u s transport 29%

N ew en e rg y su pplie s an d t e ch nol o gie s 26% Main Job Families

Expected Ease of Ease of
M obil e in te rne t, cl ou d t e chn ol og y 16% change, Skills Current share of recruitment, recruitment,
Job families 20152020 stability female workf orce current 2020
Ge op oliti cal vol atility 16% Manufacturing and Production decline 66% 18% neutral harder
A sse m bl y a nd Fa ct o ry Wo rke rs 1.43%
Artifi ci al I nt ellig en ce 16% Sh ee t a nd St ru ctu ral M etal Wo rke rs
Architecture and Engineering growth 62% 13% hard harder
Ele ct rot e chn olog y E ngi ne ers 4.83%
In du stri al an d P rod u cti o n Engi n ee rs
Expected Time to Impact on Employee Skills
Transportation and Logistic s growth 63% 13% hard harder
Changing nature of Climate change, natural
emerging markets 2 work, flexible work 3 resources Tra n sp o rt ati on A tt en da nt s an d Co nd u cto rs
Sales and Related decline 4% 16% hard neutral
Sal e s an d Ma rketi ng P rof e ssi o nal s 1.88%
Sale s Re pre sent ati ve s, Whole sal e an d Te ch ni cal

Expected Impact on Job Quality

Impact 20 15 201 8 202 1 Impact 20 15 201 8 202 1 Impact 20 15 201 8 202 1

43 | The Future of Jobs Report
86 | The Future of Jobs Report

Industry Profile
Mobility
Skills Forecast Change Management and Future Workforce Planning
Skills C hange, Ov erall Industry
Current
2020
Barriers
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 58% 71% believe
Te chni cal skills
R e so urce constraints................................................................................... 50%
future workforce
C og niti ve abilities Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 38%
planning is a
leadership priority
R e so urce management skills In suffi ci en t p rio rit y b y lin e ma n ag e m en t ....................................................... 33%

In suffi ci en t p rio rit y b y to p management........................................................ 21%

Pro ce ss skills
Wo rkfo rce strat e g y no t ali gn ed t o in no vati o n st ra te g y ................................... 17%
Content skills

C o mpl e x p ro ble m sol vi ng skills

S yst em s skills Strategies

Ph ysi cal abilities In ve st i n re skilli ng cu rre nt e m plo yee s 83%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 54%

n growing skills demand n stable skills demand n declining skills demand
C ollab o ra te, ed u catio n al institutions 29%

Off er a pp ren ti ce ship s 29% 67%

Attract foreign talent 25%
are confident
Emerging Job Families in Focus: Computer and Mathematical & Arts and Design strategies are
Target female talent 21%
Occupations Key skills for 2020 Skills f amily
suitable
Hi re mo re sho rt -te rm w o rke rs 17%
D at a A n al yst s C re ati vi t y C og niti ve A bil ities
Target minorities talent 13%
na g e me nt S kill s

ls
58% 34% 8% 45% 37% 18% 70% 20% 10%
felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 Compens ation Job s ec urity W ork -life balanc e

Sof t wa re a n d Ap pli ca tio n s D e vel o pe rs a nd A n al yst s A cti ve L ea rnin g C on te nt S kills

Industry Profile
Professional Services
Drivers of Change Workforce Disruption

Top Trends Impacting Business Models Industry Average

Changing nature of work, flexible work 65%

Pro ce ssi ng po w e r, Big Da ta 43% STABLE 67% 30% HARD HARDER

M obil e in te rne t, cl ou d t e chn ol og y 38% Empl oy ment Skill s stabili ty Curr ent sh are of Ease of Ease of
outl oo k femal e workf orce recruitment, current recruitment, 2020
Sharing economy, crowdsourcing 25%

C on su m er et hi cs, p ri va cy i ssu e s 20% Main Job Families

Ease of Ease of
Int e rn et of Thin g s 15% Expected change, Skills Current share of recruitment, recruitment,
Job f amilies 20152020 stability female workf orce current 2020

Wo m e n s e co no mi c p o we r, a spirati o n s 15% Business and Financial Operations stable 77% 48% neutral harder
M an a ge m en t an d Orga ni satio n An al yst s 0.33%
Middle class in emerging markets 13% H u ma n Re so urce s S p e ciali st s
Computer and Mathematical strong growth 54% 17% hard harder
Da ta A nal yst s 5.31%
Sof t wa re a n d Ap pli ca tio n s D e vel o pe rs a nd An al yst s
Expected Time to Impact on Employee Skills
Management growth 65% 29% hard neutral
Processing power, Big Mobile internet, cloud
work, flexible work 2 Dat a 3 technol ogy Bu si ne ss S e rvi ce s and Administration Manag e rs
Sales and Related decline 54% 56% hard harder
Sale s an d M arketing Profe ssi on als 3.21%
R eal E st at e S al e s A ge nt s

Expected Impact on Job Quality

Impact 20 15 201 8
4%
202 1 Impact 20 15 201 8 202 1 Impact 20 15 201 8 202 1

45 | The Future of Jobs Report
88 | The Future of Jobs Report

Skills Forecast Change Management and Future Workforce Planning

Skills C hange, Ov erall Industry
Current
2020
Barriers
Social skills
In suf fi cie nt un d e rst an di ng o f di sru pti ve changes........................................... 51% 61% believe
C og niti ve abilities
R e so urce constraints................................................................................... 49%
future workforce
Pro ce ss skills Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y ................................... 37%
planning is a
leadership priority
Content skills Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ...................................... 35%

In suffi ci en t p rio rit y b y to p management........................................................ 23%

R e so urce management skills
Dont know ................................................................................................. 19%
Te chni cal skills

C o mpl e x p ro ble m sol vi ng skills

S yst em s skills
Strategies

Ph ysi cal abilities In ve st i n re skilli ng cu rre nt e m plo yee s 56%

0 5 10 15 20 25 30 Su pp o rt m obilit y a n d jo b rot ation 40%

n growing skills demand n stable skills demand n declining skills demand
Off er a pp ren ti ce ship s 33%

C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 28% 58%

Target female talent 21%
are confident
Emerging Job Family in Focus: Computer and Mathematical strategies are
C ollab o ra te, ed u catio n al institutions 14%
Occupations Key skills for 2020 Skills f amily
suitable
C olla bo rat e, ot h er co m pa nie s in industry 14%
Ma th e ma ti cia n s, A ctu a rie s an d S tati sti cia n s C om ple x Pro ble m Sol vin g C om ple x P ro b lem S ol vin g S kill s
ities Hi re mo re vi rt ual w o rkers 12%
ities
ities

56% 32% 8% 62% 38% 60% 40%

felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 felt alread y 2017 202 0 202 5 Compens ation Job s ec urity W ork -life balanc e

Ge o spa tial I nf o rm ati o n S cie nti st s an d Te ch nol o gi st s Pro ble m S e n siti vit y C og niti ve A bil
Industry Profile
Professional Services

47 | The Future of Jobs Report

Country and Regional Profiles
Regional Profile

Association of Southeast Asian Nations

Nations
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 20,120 Farmi n g, Fi shi n g a nd Fore st ry
Industry 20152020 specialists overall specialists overall
Consumer ea sy ha rd er
12,525 Tra n sp o rt ati on an d L o gistic s
Industries
Energy ha rd ea si e r
11,579 Sale s an d Relat e d

Financial Services ea sy 5175% ea si e r

& Investors 10,317 Offi ce a nd Ad mi ni st rati ve

Professional Services ve ry h ard ha rd er 9,342 M an uf a ct u rin g an d P rod u cti on

n Prof e ssi on al Se rvi ce s ......................................... 15%

n Ene rg y .............................................................. 15% 9,113 M an a g e me nt
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 15%
n C o n su m e r ......................................................... 14% 6,907 C on st ru ctio n an d E xt ra ctio n
n Others............................................................... 41%
5,372 In stall ati on an d Mai nt e na n ce

4,945 Bu si ne ss, L eg al a nd Fi na n ci al

Number of Employ ees Eas e of Recruitment

3,604 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
2,712 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Mass Employment neutral hard harder neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
2,700 Ed u ca tio n a nd Training
Strategic/Specialist easy hard neutral harder
Fi na n cial A nal yst s
2,195 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging hard hard
Bu si ne ss S e rvi ce s an d
18% 18% 41% 24% Ad mi ni st rati on M a n ag e rs N/A l Growing l Declining l Stable

Up to 500 5,0 00 More than Not shown: Social and Protective Services (7,226), Healthcare Practitioners (2,419),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (7,046), Personal Care and Service (10,862)
Regional Profile
Association of Southeast Asian Nations
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
M obil e in te rne t, cl ou d t e chn ol og y 46% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 40%
Changing nature of work, flexible work
R e so urce constraints.......................................................................... 40% 64% believe
38% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 35% future workforce
Pro ce ssi ng po w e r, Big Da ta 38% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 25% planning is a
Dont know ........................................................................................ 20%
N ew en e rg y su pplie s an d t e ch nol o gie s 38% leadership priority
Middle class in emerging markets
31%
Cli ma te ch an ge , n at u ral re sou rce s 31%

Ge op oliti cal vol atility 23%

C on su m er et hi cs, p ri va cy i ssu e s 15%

Strategies
Su pp o rt m obilit y a n d jo b rot ation 54%
Disruption in Focus: Mobile internet, Cloud Technology
Expected Time to Impact on Employee Skills Attract foreign talent 46%

In ve st i n re skilli ng cu rre nt e m plo yee s 31%

Expected
50%
Hi re mo re sho rt -te rm w o rke rs 31%
Imp act on are confident
Employme n C ollab o ra te, ed u catio n al institutions 23% strategies are
t Outlook: Target female talent 15% suitable
Negative Target minorities talent 8%
67% 17% 17% C olla bo rat e, ot h er co m pa nie s in industry 8%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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94 | The Future of Jobs Report

Country Profile
Australia
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 1,452 M an a g e me nt
Industry 20152020 specialists overall specialists overall
Professional Servic es stable 76100% ha rd 5175% ha rd er
1,052 Sale s an d Relat e d
0.91%
Industries
Basic and Infrastructure decline ea sy ne ut ral
1.67% 962 Offi ce a nd Ad mi ni st rati ve

Energy growth 76100% ha rd 76100% ha rd er

897 Tra n sp o rt ati on an d L o gistic s
3.57%
Information and growth 76100% ha rd 76100% ha rd er 685 Bu si ne ss, L eg al a nd Fi na n ci al
Communication Technology 3.57%
n Prof e ssi on al Se rvi ce s ......................................... 27%
683 M an uf a ct u rin g an d P rod u cti on
n Ba si c a nd Infrastructure ..................................... 26%
n Ene rg y .............................................................. 22%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 16% 593 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
n Others................................................................. 9%
550 C on st ru ctio n an d E xt ra ctio n

458 In stall ati on an d Mai nt e na n ce

Number of Employ ees Ease of Recruitment

457 Farmi n g, Fi shi n g a nd Fore st ry
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
455 Ed u ca tio n a nd Training
Mass Employment neutral hard harder neutral
Pet rol eu m a nd N at ural Ga s
R efini ng Pla nt Ope rators 416 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Strategic/Specialist hard hard harder harder
Sale s R ep re se nt ati ve s, Wh ol e sal e 386 Archi te ctu re a nd E ngi ne e ri ng
an d Te ch ni cal Pro du ct s
New and Emerging hard hard N/A l Growing l Declining l Stable
9% 13% 43% 35%
R ob oti cs En gin e ers
Up to 500 5,0 00 More than Not shown: Social and Protective Services (782), Healthcare Practitioners (343),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (634), Personal Care and Service (761)
Country Profile
Australia
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 52% R e so urce constraints.......................................................................... 93%
Cli ma te ch an ge , n at u ral re sou rce s
Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 71% 45% believe
38% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 57% future workforce
N ew e ne rg y su p plie s an d t e chn ol o gie s 38% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 57% planning is a
In suffi ci en t p ri orit y b y t op management............................................... 57%
M obil e in te rne t, cl ou d t e chn ol og y 29% leadership priority
Pro ce ssi ng po w e r, Big Da ta
24%
Ge op oliti cal vol atility 24%

Sharing economy, crowdsourcing 19%

Wo m e n s e co no mi c p o we r, a spirati o n s 14%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 61%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 33%

Target female talent 33%

Expected
55%
C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 28%
Imp act on are confident
Employme n Target minorities talent 22% strategies are
t Outlook: C olla bo rat e, ot h er co m pa nie s in industry 22% suitable
Neutral C ollab o ra te, ed u catio n al institutions 17%
60% 40% Attract foreign talent 6%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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96 | The Future of Jobs Report

Country Profile
Brazil
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 18,329 Farmi n g, Fi shi n g a nd Fore st ry
Industry 20152020 specialists overall specialists overall

Professional Services sta bl e 76100% ha rd ha rd er 9,175 Tra n sp o rt ati on an d L o gistic s

0.71%
Industries
Mobility growth 76100% ha rd 76100% ha rd er
3.08% 8,062 Sale s an d Relat e d

Consumer de cli n e 76100% ha rd 76100% ne ut ral

1.11% 7,146 Offi ce a nd Ad mi ni st rati ve

Basic and Infrastructure de cli n e ea sy ne ut ral

2.00% 7,042 M an uf a ct u rin g an d P rod u cti on

n Prof e ssi on al Se rvi ce s ......................................... 24% Information and stro ng d e clin e ne ut ral ha rd er
n Mobility ............................................................. 23% Communication Technology 5,510 M an a g e me nt
5.00%
n C on su m er ......................................................... 14%
Energy strong decline ne ut ral ne ut ral 5,237 C on st ru ctio n an d E xt ra ctio n
n Ba si c a nd Infrastructure ..................................... 11%
6.00%
n En erg y ................................................................ 8%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y.......... 8% 4,075 In stall ati on an d Mai nt e na n ce
n Others............................................................... 14%
2,507 Bu si ne ss, L eg al a nd Fi na n ci al

Number of Employ ees Ease of Recruitment

1,830 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRE NT 2020
Occupation types Country/region Sample average Country/region Sample average
1,376 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Mass Employment neutral hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
1,371 Ed u ca tio n a nd Training
Strategic/Specialist hard hard harder harder
Sof t wa re a n d Ap pli ca tio n s
D e vel op ers a nd A nal yst s 1,115 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging hard hard
3% 16% 34% 47% Bio ch e mi cal Engi ne e rs N/A l Growing l Declining l Stable
Up to 500 5,0 00 More than Not shown: Social and Protective Services (4,699), Healthcare Practitioners (1,227),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (4,992), Personal Care and Service (8,257)
Country Profile
Brazil
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Middle class in emerging markets 45% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 55%
Changing nature of work, flexible work
Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 48% 69% believe
42% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 48% future workforce
Pro ce ssi ng po w e r, Big Da ta 27% R e so urce constraints.......................................................................... 34% planning is a
In suffi ci en t p ri orit y b y t op management............................................... 28%
N ew en e rg y su pplie s an d t e ch nol o gie s 27% leadership priority
M obil e in te rne t, cl ou d t e chn ol og y
24%
Cli ma te ch an ge , n at u ral re sou rce s 21%

Sharing economy, crowdsourcing 18%

C on su m er et hi cs, p ri va cy i ssu e s 12%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 59%
Disruption in Focus: Middle class in emerging markets
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 52%

Target female talent 28%

Expected
52%
C ollab o ra te, ed u catio n al institutions 28%
Imp act on are confident
Employme n Attract foreign talent 28% strategies are
t Outlook: Target minorities talent 17% suitable
Negative C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 14%
7%
73% 20% Off er a pp ren ti ce ship s 14%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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Country Profile
China
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, Archi te ctu re a nd E ngi ne e ri ng
Industry 20152020 specialists overall specialists overall

Professional Services de cli n e 5175% ha rd 5175% ha rd er Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
1.48%
Industries Bu si ne ss a n d Fi n an ci al Op e rati o n s
Mobility growth 5175% ha rd 76100% ha rd er
3.06% So ci al an d P rot e cti ve S e rvi ce s
Basic and Infrastructure stable 76100% ha rd 2650% ha rd er C o mp ut e r a nd Math e m atical
0.50%
Energy growth 2650% ha rd 76100% ne ut ral C on st ru ctio n an d E xt ra ctio n
2.06%
Ed u ca tio n a nd Training
n Prof e ssi on al Se rvi ce s ......................................... 20% Financial Services growth 76100% ha rd 2650% ha rd er
n Mobility ............................................................. 15% & Investors Farmi n g, Fi shi n g a nd Fore st ry
2.06%
n Ba si c a n d Infrastructure..................................... 15% H eal th ca re P ra ctiti on e rs
Consumer sta bl e 5175% ha rd 5175% ha rd er
n Ene rg y .............................................................. 14% 0.56%
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 13% H o spit alit y an d Foo d Rela te d
n C o n su m e r ........................................................... 9%
n Others............................................................... 14% In stall ati on an d Mai nt e na n ce

Life , p h ysi cal, a n d so ci al scie n ce s

Number of Employ ees Ease of Recruitment Le gal

CURRE NT 2020
M an a g e me nt
Occupation types Country/region Sample average Country/region Sample average

Mass Employment hard hard harder neutral M an uf a ct u rin g an d P rod u cti on

A sse m bl y a nd Fa ct o ry Wo rke rs
Offi ce a nd Ad mi ni st rati ve
Strategic/Specialist hard hard harder harder
Sale s R ep re se nt ati ve s, Wh ol e sal e Pe rso n al C are a nd Se rvi ce
an d Te ch ni cal Pro du ct s
Sale s an d Relat e d
New and Emerging hard hard
12% 16% 41% 31% Fin a n cial an d I n ve st me nt A d vi sers Tra n sp o rt ati on an d L o gistic s
Up to 500 5,000 More than
500 5,000 50,000 50,000 N/A l Growing l Declining l Stable
Country Profile
China
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Middle class in emerging markets 38% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 64%
Changing nature of work, flexible work
R e so urce constraints.......................................................................... 55% 61% believe
33% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 50% future workforce
Pro ce ssi ng po w e r, Big Da ta 31% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 39% planning is a
In suffi ci en t p ri orit y b y t op management............................................... 34%
M obil e in te rne t, cl ou d t e chn ol og y 29% leadership priority
Int e rn et of Thin g s
21%
Sharing economy, crowdsourcing 21%

Cli ma te ch an ge , n at u ral re sou rce s 19%

C on su m er et hi cs, p ri va cy i ssu e s 17%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 48%
Disruption in Focus: Middle class in emerging markets
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 36%

Target female talent 20%

Expected
50%
C ollab o ra te, ed u catio n al institutions 18%
Imp act on are confident
Employme n Target minorities talent 18% strategies are
t Outlook: Off er a pp ren ti ce ship s 18% suitable
Neutral Attract foreign talent 11%
55% 25% 20% C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 11%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

99 | The Future of Jobs Report

100 | The Future of Jobs Report

Country Profile
France
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 2,464 Sale s an d Relat e d
Industry 20152020 specialists overall specialists overall

Professional Services de cli n e 76100% ha rd ha rd er 2,453 Tra n sp o rt ati on an d L o gistic s

3.53%
Industries
Mobility growth ha rd ha rd er
2,209 Offi ce a nd Ad mi ni st rati ve
1.25%
Financial Services growth 76100% ne ut ral ne ut ral 2,151 M an a g e me nt
& Investors 0.00%

1,753 Bu si ne ss, L eg al a nd Fi na n ci al

n Prof e ssi on al Se rvi ce s ......................................... 62%

1,618 M an uf a ct u rin g an d P rod u cti on
n Mobility ............................................................. 12%
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 12%
n Others............................................................... 14% 1,334 Farmi n g, Fi shi n g a nd Fore st ry

1,181 C o mp ut e r, Ma th e m ati cal a nd S cie n ce

1,120 C on st ru ctio n an d E xt ra ctio n

Number of Employ ees Eas e of Recruitment

920 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
874 Ed u ca tio n a nd Training
Mass Employment neutral hard neutral neutral
Sal e s an d Ma rketi ng P rof e ssi o nal s
840 In stall ati on an d Mai nt e na n ce
Strategic/Specialist hard hard harder harder
Sal e s an d Ma rketi ng P rof e ssi o nal s
693 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging neutral hard
5% 5% Sale s R ep re se nt ati ve s, Wh ol e sal e
58% 32% an d Te ch ni cal Pro du ct s N/A l Growing l Declining l Stable
Up to 500 5,0 00 More than Not shown: Social and Protective Services (1,745), Healthcare Practitioners (849),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (1,420), Personal Care and Service (1,843)
Country Profile
France
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 60% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 67%
M obil e in te rne t, cl ou d t e chn ol og y
Dont know........................................................................................ 67% 75% believe
33% R e so urce constraints.......................................................................... 50% future workforce
Sh a rin g e co no m y, crowdsourcing 33% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 42% planning is a
Pre ssu re f ro m sha re hol d ers, sh o rt -t e rm profitability ............................. 42%
Middle class in emerging markets 27% leadership priority
Pro ce ssi ng po w e r, Big Da ta
27%
N ew en e rg y su pplie s an d t e ch nol o gie s 27%

Youn g demographics in emerging markets 20%

C on su m er et hi cs, p ri va cy i ssu e s 20%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 33%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 33%

Target female talent 25%

Expected
58%
Su pp o rt m obilit y a n d jo b rot ation 25%
Imp act on are confident
Employme n Off er a pp ren ti ce ship s 25% strategies are
t Outlook: C ollab o ra te, ed u catio n al institutions 25% suitable
Negative Attract foreign talent 25%
62% 13% 25% C olla bo rat e, ot h er co m pa nie s in industry 8%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

101 | The Future of Jobs

Report
102 | The Future of Jobs Report

Country Profile
Germany
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 4,480 Offi ce a nd Ad mi ni st rati ve
Industry 20152020 specialists overall specialists overall
Basic and Infrastructure growth 2650% ha rd 5175% ha rd er
4,460 Sale s an d Relat e d
1.88%
Industries
Mobility de cli n e 5175% ha rd 5175% ha rd er
3.67% 3,447 Tra n sp o rt ati on an d L o gistic s

Professional Servic es stable 76100% ve ry h ard 2650% ha rd er

0.56% 2,883 Bu si ne ss, L eg al a nd Fi na n ci al

Energy decline 2650% ea sy 5175% ne ut ral

2,622 M an uf a ct u rin g an d P rod u cti on
1.00%
n Ba si c a nd Infrastructure ..................................... 21% Financial Services sta bl e 5175% ne ut ral 2650% ha rd er
& Investors 2,282 M an a g e me nt
n Mobility ............................................................. 21% 0.63%
n Prof e ssi on al Se rvi ce s ......................................... 17%
Information and growth ha rd ne ut ral 2,244 C on st ru ctio n an d E xt ra ctio n
n Ene rg y .............................................................. 13%
Communication Technology 3.33%
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 10%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y.......... 8% 1,867 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
n Others............................................................... 12%
1,841 In stall ati on an d Mai nt e na n ce

Number of Employ ees Ease of Recruitment

1,482 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
1,373 Ed u ca tio n a nd Training
Mass Employment neutral hard harder neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
1,184 Farmi n g, Fi shi n g a nd Fore st ry
Strategic/Specialist hard hard harder harder
Sale s R ep re se nt ati ve s, Wh ol e sal e
an d Te ch ni cal Pro du ct s 1,075 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging hard hard
24% 8% 22% 46% Sale s R ep re se nt ati ve s, Wh ol e sal e N/A l Growing l Declining l Stable
an d Te ch ni cal Pro du ct s
Up to 500 5,0 00 More than Not shown: Social and Protective Services (2,569), Healthcare Practitioners (1,390),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (1,978), Personal Care and Service (2,471)
Country Profile
Germany
Drivers of Change Change Management and Future Workforce Planning
Top Trends Impacting Industries
Barriers
M obil e int e rne t, clo u d te ch n olo g y 32% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 70%
Middle class in emerging markets 32%
R e so urce constraints.......................................................................... 63% 74% believe
Pre ssu re f ro m sh a re h old e rs, sho rt -t e rm profitability ............................. 52% future workforce
Cli ma te ch an ge , n at u ral re sou rce s 29% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st rate g y .......................... 33% planning is a
In suffi ci en t p ri orit y b y lin e ma n ag e m e nt .............................................. 26%
Changing nature of work, flexible work 23% leadership priority
N ew en e rg y su pplie s an d t e ch nol o gie s
23%
C on su m er et hi cs, p ri va cy i ssu e s 23%

Lo n ge vit y, a g ein g so ci eti e s 16%

Pro ce ssi ng po w e r, Big Da ta 16%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 56%
Disruption in Focus: Mobile internet, cloud tec hnology
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 30%

Attract foreign talent 30%

Expected
52%
C ollab o ra te, ed u catio n al institutions 22%
Imp act on are confident
Employme n Target female talent 19% strategies are
t Outlook: Target minorities talent 19% suitable
Neutral C olla bo rat e, ot h er co m pa nie s in industry 15%
60% 40% C olla bo rat e, vo cati on al t rai nin g a nd ce rt. p ro vid e rs 15%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

103 | The Future of Jobs Report

104 | The Future of Jobs Report

Regional Profile
Gulf Cooperation Council
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 1,165 Sale s an d Relat e d
Industry 20152020 specialists overall specialists overall

Consumer sta bl e 5175% ha rd 2650% ne ut ral 957 Tra n sp o rt ati on an d L o gistic s

0.00%
Industries
Information and sta bl e 5175% ha rd 2650% ha rd
771 Offi ce a nd Ad mi ni st rati ve
Communication Technolo gy 0.56%
Professional Servic es decline ha rd ha rd
700 M an a g e me nt
2.73%
Financial Services growth 2650% ha rd 2650% ha rd
603 Farmi n g, Fi shi n g a nd Fore st ry
& Investors 3.75%
n C o n su m e r ......................................................... 19% Energy growth 5175% ne ut ral 76100% ea si e r
528 M an uf a ct u rin g an d P rod u cti on
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 17% 2.14%
n Prof e ssi on al Se rvi ce s ......................................... 15%
Basic and Infrastructure decline 2650% ha rd 025% ea si e r 484 Bu si ne ss, L eg al a nd Fi na n ci al
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 14%
1.43%
n Ene rg y .............................................................. 14%
n Ba si c a nd Infrastructure ..................................... 11% 365 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
n Others............................................................... 10%
332 C on st ru ctio n an d E xt ra ctio n

Number of Employ ees Ease of Recruitment

275 Ed u ca tio n a nd Training
CURRE NT 2020
Occupation types Country/region Sample average Country/region Sample average
271 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Mass Employment hard hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
258 In stall ati on an d Mai nt e na n ce
Strategic/Specialist hard hard neutral harder
Ge ne ral a nd Op e ra tio n s Ma n a ge rs
225 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging very hard hard

10% 60% 30% Exe cuti ve s N/A l Growing l Declining l Stable

Up to 500 5,0 00 More than Not shown: Social and Protective Services (1,383), Healthcare Practitioners (238),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (1,288), Personal Care and Service (1,226)
Regional Profile
Gulf Cooperation Council
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
N ew en e rg y su pplie s an d t e ch nol o gie s 56% R e so urce constraints.......................................................................... 56%
M obil e in te rne t, cl ou d t e chn ol og y
Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 56% 67% believe
44% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 33% future workforce
C ha nging n ature of work, flexi bl e work 33% No b a rrie rs ........................................................................................ 33% planning is a
In suffi ci en t p ri orit y b y t op management............................................... 22%
Youn g demographics in emerging markets 33% leadership priority
Cli ma te ch an ge , n at u ral re sou rce s
22%
C on su m er et hi cs, p ri va cy i ssu e s 22%

Wo m e n s e co no mi c p o we r, a spirati o n s 22%

Ge op oliti cal vol atility 22%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 44%
Disruption in Focus: New Energy Supplies and Technologies
Expected Time to Impact on Employee Skills C ollab o ra te, ed u catio n al institutions 44%

Attract foreign talent 33%

Expected
89%
Su pp o rt m obilit y a n d jo b rot ation 22%
Imp act on are confident
Employme n Target female talent 22% strategies are
t Outlook: Off er a pp ren ti ce ship s 22% suitable
Positive C olla bo rat e, ot h er co m pa nie s in industry 11%
60% 40% C olla bo rat e, vo cati on al t rai nin g a nd ce rt. p ro vid e rs 11%
Impact 20 15 201 8 202 1
already felt 201 7 202 0 202 5

105 | The Future of Jobs Report

106 | The Future of Jobs Report

Country Profile
India
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, Archi te ctu re a nd E ngi ne e ri ng
Industry 20152020 specialists overall specialists overall

Information and sta bl e 5175% ne ut ral 5175% ne ut ral Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Communication Technolo gy 0.38%
Industries Bu si ne ss a n d Fi n an ci al Op e rati o n s
Mobility growth 76100% ne ut ral 76100% ne ut ral
1.15% C o mm u nit y, So ci al an d P rot e cti ve S e rvi ce s
Energy growth 76100% ha rd 76100% ha rd er C o mp ut e r a nd Math e m atical
1.36%
Basic and Infrastructure growth 76100% ha rd 5175% ha rd er C on st ru ctio n an d E xt ra ctio n
3.13%
Ed u ca tio n a nd Training
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 27% Professional Servic es strong growth 5175% ea sy 2650% ha rd er
n Mobility ............................................................. 18% Farmi n g, Fi shi n g a nd Fore st ry
5.00%
n Ene rg y .............................................................. 15% H eal th ca re P ra ctiti on e rs
Consumer stro ng g ro w t h 76100% ha rd 5175% ne ut ral
n Ba si c a nd Infrastructure ..................................... 14%
5.00%
n Prof e ssi on al Se rvi ce s ......................................... 11% H o spit alit y an d Foo d Rela te d
n C o n su m e r ........................................................... 6%
n Others............................................................... 10% In stall ati on an d Mai nt e na n ce

Life , p h ysi cal, a n d so ci al scie n ce s

Number of Employ ees Ease of Recruitment Le gal

CURRE NT 2020
M an a g e me nt
Occupation types Country/region Sample average Country/region Sample average

Mass Employment neutral hard neutral neutral M an uf a ct u rin g an d P rod u cti on

D at a ba se an d N et w o rk
Offi ce a nd Ad mi ni st rati ve
Prof e ssi on al s
Strategic/Specialist hard hard harder harder Pe rso n al C are a nd Se rvi ce
Sof t wa re a n d Ap pli ca tio n s
D e vel op ers a nd A nal yst s Sale s an d Relat e d
2% New and Emerging hard hard
20% 41% 37% Tra n sp o rt ati on an d L o gistic s
Da ta A nal yst s
Up to 500 5,000 More than
500 5,000 50,000 50,000 N/A l Growing l Declining l Stable
Country Profile
India
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 43% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 68%
Cli ma te ch an ge , n at u ral re sou rce s
R e so urce constraints.......................................................................... 48% 76% believe
40% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 40% future workforce
Pro ce ssi ng po w e r, Big Da ta 33% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 28% planning is a
In suffi ci en t p ri orit y b y lin e ma n ag e m e nt .............................................. 24%
M obil e in te rne t, cl ou d t e chn ol og y 27% leadership priority
Middle class in emerging markets
27%
N ew en e rg y su pplie s an d t e ch nol o gie s 23%

Youn g demographics in emerging markets 17%

Wo m e n s e co no mi c p o we r, a spirati o n s 17%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 48%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 48%

C ollab o ra te, ed u catio n al institutions 28%

Expected
60%
Target female talent 24%
Imp act on are confident
Employme n Attract foreign talent 12% strategies are
t Outlook: Target minorities talent 12% suitable
Positive Off er a pp ren ti ce ship s 8%
8% 69% 23% C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 8%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

107 | The Future of Jobs Report

108 | The Future of Jobs Report

Country Profile
Italy
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 2,411 Sale s an d Relat e d
Industry 20152020 specialists overall specialists overall
Mobility sta bl e 76100% ha rd 5175% ea si e r
2,304 Offi ce a nd Ad mi ni st rati ve
0.18%
Industries
Basic and Infrastructure stable 5175% ha rd 5175% ne ut ral
0.58% 2,025 Tra n sp o rt ati on an d L o gistic s

Consumer de cli n e 76100% ha rd 5175% ha rd er

1,574 M an uf a ct u rin g an d P rod u cti on
1.82%
Information and sta bl e 76100% ha rd ha rd er
1,339 C on st ru ctio n an d E xt ra ctio n
Communication Technology 0.56%
n Mobility ............................................................. 29% Energy growth 5175% ha rd 2650% ea si e r
1.67% 1,306 Bu si ne ss, L eg al a nd Fi na n ci al
n Ba si c a nd Infrastructure ..................................... 26%
n C o n su m e r ......................................................... 24%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 10% 1,143 M an a g e me nt
n En erg y ................................................................ 6%
n Others................................................................. 5% 1,097 In stall ati on an d Mai nt e na n ce

980 Farmi n g, Fi shi n g a nd Fore st ry

Number of Employ ees Eas e of Recruitment

873 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
683 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Mass Employment neutral hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
645 Ed u ca tio n a nd Training
Strategic/Specialist hard hard neutral harder
Ele ct rote ch nol og y E ngin e ers
510 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging very hard hard
M at e rial s Engi ne e rs
27% 52% 9% 12% N/A l Growing l Declining l Stable
Up to 500 5,0 00 More than Not shown: Social and Protective Services (1,511), Healthcare Practitioners (632),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (1,303), Personal Care and Service (1,706)
Country Profile
Italy
Drivers of Change Change Management and Future Workforce Planning
Top Trends Impacting Industries
Barriers
Changing nature of work, flexible work 46% Pre ssu re f ro m sh a re h old e rs, sho rt -t e rm profitability ............................. 46%
N ew en e rg y su pplie s an d t e chn ol ogi e s 46%
R e so urce constraints.......................................................................... 38% 63% believe
In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 33% future workforce
Cli ma te ch an ge , n at u ral re sou rce s 42% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st rate g y .......................... 29% planning is a
In suffi ci en t p ri orit y b y t op management............................................... 29%
Middle class in emerging markets 23% leadership priority
Ge op oliti cal vol atility
23%
R ob oti cs, au to n o mo u s transport 23%

M obil e in te rne t, cl ou d t e chn ol og y 15%

C on su m er et hi cs, p ri va cy i ssu e s 15%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 50%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Attract foreign talent 42%

C ollab o ra te, ed u catio n al institutions 38%

Expected
46%
Su pp o rt m obilit y a n d jo b rot ation 29%
Imp act on are confident
Employme n Off er a pp ren ti ce ship s 17% strategies are
t Outlook: C olla bo rat e, ot h er co m pa nie s in industry 17% suitable
Negative Hi re mo re sho rt -te rm w o rke rs 17%
25% 58% 17% Target female talent 13%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

109 | The Future of Jobs Report

110 | The Future of Jobs Report

Country Profile
Japan
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 8,246 Sale s an d Relat e d
Industry 20152020 specialists overall specialists overall
Information and growth 5175% ha rd 76100% ha rd er
8,201 Offi ce a nd Ad mi ni st rati ve
Communication Technology 2.78%
Industries
Professional Servic es stable 76100% ha rd 5175% ha rd er
6,431 Tra n sp o rt ati on an d L o gistic s
0.00%
Basic and Infrastructure stable 5175% ha rd 5175% ha rd er
4,694 M an uf a ct u rin g an d P rod u cti on
0.20%
Media, Entertainment sta bl e 5175% ve ry h ard 76100% ha rd er
0.00% 3,091 Farmi n g, Fi shi n g a nd Fore st ry
and Information
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 22% Financial Services de cli n e 76100% ha rd 76100% ha rd er
n Prof e ssi on al Se rvi ce s ......................................... 19% 2,926 C on st ru ctio n an d E xt ra ctio n
& Investors 3.00%
n Ba si c a n d Infrastructure..................................... 19%
Consumer de cli n e 76100% ha rd 76100% ha rd er 2,546 In stall ati on an d Mai nt e na n ce
n Me di a, E nt ertai n m en t a nd I nf orm a tio n .................. 9% 4.44%
n C o n su m e r ........................................................... 8%
n Fin an ci al S e rvi ce s & I n ve sto rs .............................. 8% 2,443 Bu si ne ss, L eg al a nd Fi na n ci al
n Others............................................................... 15%
2,308 M an a g e me nt

Number of Employ ees Ease of Recruitment

2,173 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRE NT 2020
Occupation types Country/region Sample average Country/region Sample average
1,671 Ed u ca tio n a nd Training
Mass Employment hard hard harder neutral
Sale s R ep re se nt ati ve s, Wh ol e sal e
an d Te ch ni cal Pro du ct s 1,507 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Strategic/Specialist hard hard harder harder
Ele ct rote ch nol og y E ngin e ers 1,428 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging hard hard
24% 14% 48% 14% Pe rso n al C are Wo rke rs in H e alth N/A l Growing l Declining l Stable
Se rvi ce s
Up to 500 5,0 00 More than Not shown: Social and Protective Services (4,683), Healthcare Practitioners (1,230),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (4,205), Personal Care and Service (4,507)
Country Profile
Japan
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 50% R e so urce constraints.......................................................................... 69%
M obil e in te rne t, cl ou d t e chn ol og y
Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 49% 86% believe
47% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 43% future workforce
Int e rne t of Thin g s 26% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 43% planning is a
Dont know ........................................................................................ 29%
Lo n ge vit y, a g ein g so ci eti e s 21% leadership priority
Middle class in emerging markets
18%
Cli ma te ch an ge , n at u ral re sou rce s 16%

Pro ce ssi ng po w e r, Big Da ta 16%

N ew en e rg y su pplie s an d t e ch nol o gie s 16%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 54%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 34%

Attract foreign talent 23%

Expected
43%
Target female talent 23%
Imp act on are confident
Employme n Off er a pp ren ti ce ship s 14% strategies are
t Outlook: C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 14% suitable
Neutral C olla bo rat e, ot h er co m pa nie s in industry 11%
24% 41% 29% 6% Hi re mo re sho rt -te rm w o rke rs 9%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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112 | The Future of Jobs Report

Country Profile
Mexico
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 5,536 Tra n sp o rt ati on an d L o gistic s
Industry 20152020 specialists overall specialists overall

Consumer sta bl e 76100% ha rd 76100% ha rd er 5,038 Farmi n g, Fi shi n g a nd Fore st ry

0.00%
Industries
Mobility growth 5175% ha rd 2650% ha rd er
1.54% 4,489 Sale s an d Relat e d

Financial Services growth 76100% ha rd 5175% ha rd er

4.00% 3,773 M an uf a ct u rin g an d P rod u cti on
& Investors
Basic and Infrastructure growth 76100% ne ut ral ha rd er
3,255 Offi ce a nd Ad mi ni st rati ve
2.92%
n C o n su m e r ......................................................... 27% Information and growth 76100% ha rd ea si e r
n Mobility ............................................................. 18% 2,566 C on st ru ctio n an d E xt ra ctio n
Communication Technology 2.50%
n Ba si c a n d Infrastructure..................................... 12%
Energy growth 76100% ha rd 76100% ea si e r 2,257 M an a g e me nt
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 12% 1.88%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y.......... 8%
n En erg y ................................................................ 7% 1,815 In stall ati on an d Mai nt e na n ce
n Others............................................................... 16%
1,388 Bu si ne ss, L eg al a nd Fi na n ci al

Number of Employ ees Ease of Recruitment

1,031 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRE NT 2020
Occupation types Country/region Sample average Country/region Sample average
775 Ed u ca tio n a nd Training
Mass Employment neutral hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
770 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Strategic/Specialist hard hard harder harder
Bu si ne ss S e rvi ce s an d
Ad mi ni st rati on M a n ag e rs 633 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging hard hard
12% 18% 39% 31% Foo d Pro ce ssin g an d R elat e d N/A l Growing l Declining l Stable
Trad e s Wo rke rs
Up to 500 5,0 00 More than Not shown: Social and Protective Services (3,565), Healthcare Practitioners (681),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (3,834), Personal Care and Service (5,886)
Country Profile
Mexico
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 42% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 63%
M obil e in te rne t, cl ou d t e chn ol og y
Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 57% 80% believe
33% R e so urce constraints.......................................................................... 53% future workforce
Middle cla ss in e m erging markets 31% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 30% planning is a
Dont know ........................................................................................ 27%
Cli ma te ch an ge , n at u ral re sou rce s 25% leadership priority
Pro ce ssi ng po w e r, Big Da ta
25%
N ew en e rg y su pplie s an d t e ch nol o gie s 19%

Ge op oliti cal vol atility 17%

Int e rn et of Thin g s 14%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 40%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Target female talent 30%

Su pp o rt m obilit y a n d jo b rot ation 27%

Expected
63%
Off er a pp ren ti ce ship s 23%
Imp act on are confident
Employme n C ollab o ra te, ed u catio n al institutions 23% strategies are
t Outlook: Target minorities talent 20% suitable
Positive Attract foreign talent 17%
38% 46% 8% 8% C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 13%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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114 | The Future of Jobs Report

Country Profile
South Africa
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 1,609 Sale s an d Relat e d
Industry 20152020 specialists overall specialists overall

Financial Services growth 76100% ha rd 5175% ne ut ral 1,562 Tra n sp o rt ati on an d L o gistic s
& Investors 1.25%
Industries
Basic and Infrastructure de cli n e 5175% ha rd 5175% ha rd er
3.79% 1,530 M an a g e me nt

Information and de cli n e 76100% ha rd 76100% ne ut ral

3.75% 1,444 Offi ce a nd Ad mi ni st rati ve
Communication Techn ology
Mobility growth 76100% ha rd ha rd er
2.78% 1,152 M an uf a ct u rin g an d P rod u cti on

n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 35% Professional Services de cli n e ea sy ha rd er

n Ba si c a nd Infrastructure ..................................... 28% 896 C on st ru ctio n an d E xt ra ctio n
1.25%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 11%
Consumer de cli n e ne ut ral ne ut ral 705 Farmi n g, Fi shi n g a nd Fore st ry
n Mobility ............................................................. 10% 2.00%
n Prof e ssi on al S ervi ce s ........................................... 7%
n C o n su m e r ........................................................... 5% 652 In stall ati on an d Mai nt e na n ce
n Others................................................................. 5%
458 Bu si ne ss, L eg al a nd Fi na n ci al

Number of Employ ees Eas e of Recruitment

259 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
219 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Mass Employment hard hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
186 Ed u ca tio n a nd Training
Strategic/Specialist hard hard neutral harder
Sal e s an d Ma rketi ng P rof e ssi o nal s
137 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging very hard hard
11% 49% 40% N/A l Growing l Declining l Stable
Up to 500 5,0 00 More than Not shown: Social and Protective Services (808), Healthcare Practitioners (218),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (894), Personal Care and Service (1,596)
Country Profile
South Africa
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Pro ce ssi ng po w e r, Big Da ta 38% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 68%
Changing nature of work, flexible work
R e so urce constraints.......................................................................... 52% 60% believe
34% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 44% future workforce
Middle cla ss in e m erging markets 31% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 36% planning is a
In suffi ci en t p ri orit y b y lin e ma n ag e m e nt .............................................. 28%
M obil e in te rne t, cl ou d t e chn ol og y 25% leadership priority
Ge op oliti cal vol atility
25%
Cli ma te ch an ge , n at u ral re sou rce s 22%

Sharing economy, crowdsourcing 22%

N ew en e rg y su pplie s an d t e ch nol o gie s 19%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 56%
Disruption in Focus: Processing power, Big Data
Expected Time to Impact on Employee Skills Target female talent 32%

Su pp o rt m obilit y a n d jo b rot ation 32%

Expected
44%
Attract foreign talent 16%
Imp act on are confident
Employme n Off er a pp ren ti ce ship s 12% strategies are
t Outlook: C ollab o ra te, ed u catio n al institutions 12% suitable
Negative Target minorities talent 12%
50% 50% C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 4%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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116 | The Future of Jobs Report

Country Profile
Turkey
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 5,053 Farmi n g, Fi shi n g a nd Fore st ry
Industry 20152020 specialists overall specialists overall

Media, Entertainment sta bl e 5175% ve ry h ard 5175% ha rd er

2,450 Tra n sp o rt ati on an d L o gistic s
and Information 0.00%
Industries
Financial Services growth 5175% ha rd 2650% ne ut ral
2,003 M an uf a ct u rin g an d P rod u cti on
& Investors 4.62%
Consumer growth 76100% ha rd 76100% ha rd er
4.00% 1,979 Sale s an d Relat e d

Mobility growth 76100% ha rd 76100% ha rd er

1.00% 1,636 M an a g e me nt

n Me dia , E nt ertai n m en t a nd I nf orm a tio n ................ 31%

1,628 Offi ce a nd Ad mi ni st rati ve
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 29%
n Mobility ............................................................. 10%
n C o n su m e r ......................................................... 10% 1,594 C on st ru ctio n an d E xt ra ctio n
n Others............................................................... 20%
1,318 In stall ati on an d Mai nt e na n ce

665 Bu si ne ss, L eg al a nd Fi na n ci al

Number of Employ ees Eas e of Recruitment

582 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
446 Ed u ca tio n a nd Training
Mass Employment hard hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
406 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Strategic/Specialist very hard hard harder harder
A sse m bl y a nd Fa ct o ry Wo rke rs
380 Archi te ctu re a nd E ngi ne e ri ng
New and Emerging hard hard
6% N an o syst e m s En gin ee rs
24% 35% 35% N/A l Growing l Declining l Stable

Up to 500 5,0 00 More than Not shown: Social and Protective Services (1,554), Healthcare Practitioners (334),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (1,596), Personal Care and Service (2,309)
Country Profile
Turkey
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 47% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 50%
M obil e in te rne t, cl ou d t e chn ol og y
R e so urce constraints.......................................................................... 50% 64% believe
33% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 50% future workforce
Middle cla ss in e m erging markets 33% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 50% planning is a
Dont know ........................................................................................ 36%
Ge op oliti cal vol atility 33% leadership priority
Youn g demographics in emerging markets
27%
Cli ma te ch an ge , n at u ral re sou rce s 20%

Pro ce ssi ng po w e r, Big Da ta 20%

Sharing economy, crowdsourcing 20%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 71%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 36%

Target female talent 29%

Expected
50%
Off er a pp ren ti ce ship s 29%
Imp act on are confident
Employme n C ollab o ra te, ed u catio n al institutions 21% strategies are
t Outlook: Attract foreign talent 14% suitable
Positive Hi re mo re sho rt -te rm w o rke rs 14%
14% 57% 29% C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 7%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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118 | The Future of Jobs Report

Country Profile
United Kingdom
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 3,599 M an a g e me nt
Industry 20152020 specialists overall specialists overall

Professional Services sta bl e 5175% ne ut ral 2650% ne ut ral 2,846 Sale s an d Relat e d
0.16%
Industries
Financial Services sta bl e 76100% ne ut ral 5175% ha rd er
0.00% 2,445 Offi ce a nd Ad mi ni st rati ve
& Investors
Media, Entertainment growth 76100% ha rd 5175% ha rd er
2.50% 2,111 Tra n sp o rt ati on an d L o gistic s
and Information
Information and growth 5175% ha rd 5175% ha rd er
1,981 Bu si ne ss, L eg al a nd Fi na n ci al
Communication Technology 1.36%
n Prof e ssi on al Se rvi ce s ......................................... 32% Energy growth 2650% ha rd 025% ha rd er
1,808 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 16% 2.69%
n Me dia , E nt ertai n m en t a nd I nf orm a tio n ................ 15%
Basic and Infrastructure de cli n e ne ut ral ne ut ral 1,463 M an uf a ct u rin g an d P rod u cti on
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 14%
1.00%
n Ene rg y .............................................................. 12%
n Ba si c a nd Infrastructure ....................................... 4% 1,394 Ed u ca tio n a nd Training
n Others................................................................. 6%
1,241 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a

Number of Employ ees Eas e of Recruitment

1,198 Archi te ctu re a nd E ngi ne e ri ng
CURRENT 2020
Occupation types Country/region Sample average Country/region Sample average
1,192 C on st ru ctio n an d E xt ra ctio n
Mass Employment neutral hard neutral neutral
Clie nt I nf o rma tio n a nd
C u sto m e r S e rvi ce Wo rke rs 935 In stall ati on an d Mai nt e na n ce
Strategic/Specialist hard hard harder harder
La w ye rs 900 Farmi n g, Fi shi n g a nd Fore st ry
New and Emerging neutral hard
10% 13% 32% 45% Sof t wa re a n d Ap pli ca tio n s N/A l Growing l Declining l Stable
D e vel op ers a nd A nal yst s
Up to 500 5,0 00 More than Not shown: Social and Protective Services (2,294), Healthcare Practitioners (1,002),
500 5,0 00 50, 00 0 50, 00 0 Hospitality and Food Related (1,855), Personal Care and Service (2,218)
Country Profile
United Kingdom
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
M obil e in te rne t, cl ou d t e chn ol og y 49% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 62%
Changing nature of work, flexible work
R e so urce constraints.......................................................................... 55% 76% believe
45% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 45% future workforce
Pro ce ssi ng po w e r, Big Da ta 40% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 36% planning is a
In suffi ci en t p ri orit y b y t op management............................................... 24%
Middle class in emerging markets 30% leadership priority
Ge op oliti cal vol atility
23%
N ew en e rg y su pplie s an d t e ch nol o gie s 17%

Cli ma te ch an ge , n at u ral re sou rce s 15%

Int e rn et of Thin g s 13%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 48%
Disruption in Focus: Mobile internet, cloud tec hnology
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 38%

Target female talent 36%

Expected
57%
Off er a pp ren ti ce ship s 19%
Imp act on are confident
Employme n C ollab o ra te, ed u catio n al institutions 17% strategies are
t Outlook: Attract foreign talent 17% suitable
Neutral Target minorities talent 12%
78% 17% 4%
Hi re mo re sho rt -te rm w o rke rs 5%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

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120 | The Future of Jobs Report

Country Profile

United States
Sample Overview Workforce Disruption
Main Industries Employment Outlook by Main Job Family
CURRE NT 2020 C urren t wo rkfo rce (th o u sa n d s)
Employment Local share of E a se of Local share of E a se of
outlook, recruitment, recruitment, recruitment, recruitment, 22,766 Offi ce a nd Ad mi ni st rati ve
Industry 20152020 specialists overall specialists overall

Professional Services growth 5175% ne ut ral 2650% ha rd er

15,423 Sale s an d Relat e d
1.77%
Industries
Financial Services growth 5175% ha rd 2650% ne ut ral
2.76% 9,749 Tra n sp o rt ati on an d L o gistic s
& Investors
Information and sta bl e 2650% ne ut ral 2650% ne ut ral
9,230 M an uf a ct u rin g an d P rod u cti on
Communication Technology 0.43%
Basic and Infrastructure stable 5175% ha rd 2650% ha rd er
0.21% 9,216 Ed u ca tio n a nd Training

n Prof e ssi on al Se rvi ce s ......................................... 21% Healt hcare decline 5175% ha rd 2650% ha rd er
n Fin an ci al S e rvi ce s & I n ve sto rs ............................ 17% 9,158 M an a g e me nt
2.14%
n Inf orm ati on a n d C o m mu ni cati on Te chn olo g y........ 13%
Energy decline 2650% ha rd 2650% ne ut ral 8,834 Bu si ne ss, L eg al a nd Fi na n ci al
n Ba si c a nd Infrastructure ..................................... 13%
2.35%
n H ealt h ca re......................................................... 11%
n En erg y ................................................................ 9% 6,502 C on st ru ctio n an d E xt ra ctio n
n Others............................................................... 15%
5,681 In stall ati on an d Mai nt e na n ce

Number of Employ ees Ease of Recruitment

5,379 C o mp ut e r, Ma th e m ati cal a nd S cie n ce
CURRE NT 2020
Occupation types Country/region Sample average Country/region Sample average
2,624 Art s, De sig n, En te rtain me nt, Sp ort s, an d M edi a
Mass Employment neutral hard neutral neutral
A sse m bl y a nd Fa ct o ry Wo rke rs
2,533 Archi te ctu re a nd E ngi ne e ri ng
Strategic/Specialist hard hard harder harder
Da ta A nal yst s
972 Farmi n g, Fi shi n g a nd Fore st ry
New and Emerging hard hard
Da ta A nal yst s
12% 12% 36% 40% N/A l Growing l Declining l Stable
Up to 50 0 5,0 00 More than Not shown: Social and Protective Services (5,909), Healthcare Practitioners (8,236),
500 5,0 00 50, 00 0 50,000 Hospitality and Food Related (12468), Personal Care and Service (11,623)
Country Profile
United States
Drivers of Change Change Management and Future Workforce Planning
Top Trends I m pact ing Industries
Barriers
Changing nature of work, flexible work 38% In suf fi cie nt u n de rsta n din g of di sru pti ve changes.................................. 60%
M obil e in te rne t, cl ou d t e chn ol og y
R e so urce constraints.......................................................................... 55% 74% believe
34% Pre ssu re f ro m sh a re h old e rs, sh o rt -t e rm profitability ............................. 48% future workforce
Middle cla ss in e m erging markets 33% Wo rkfo rce st rat eg y no t alig ne d t o i nn o vati on st ra te g y .......................... 40% planning is a
In suffi ci en t p ri orit y b y lin e ma n ag e m e nt .............................................. 22%
Pro ce ssi ng po w e r, Big Da ta 29% leadership priority
Cli ma te ch an ge , n at u ral re sou rce s
23%
N ew en e rg y su pplie s an d t e ch nol o gie s 21%

Ge op oliti cal vol atility 20%

Sharing economy, crowdsourcing 16%

Strategies
In ve st i n re skilli ng cu rre nt e m plo yee s 51%
Disruption in Focus: Changing Nature of Work, Flexible Work
Expected Time to Impact on Employee Skills Su pp o rt m obilit y a n d jo b rot ation 38%

Target female talent 26%

Expected
56%
Attract foreign talent 21%
Imp act on are confident
Employme n C ollab o ra te, ed u catio n al institutions 21% strategies are
t Outlook: Target minorities talent 16% suitable
Neutral C ollab o ra te, ot h e r co m p ani e s a cro ss i n du st rie s 14%
45% 45% Off er a pp ren ti ce ship s 12%
Impact 20 15 201 8 2021
already felt 201 7 202 0 2025

121 | The Future of Jobs Report

Industry Gender Gap Profiles
124 | The Future of Jobs Report

Industry Gender Gap Profile

Basic and Infrastructure

Workforce Disruption, 20152020 Composition by Role and Level

Industry Average Percentage of Women

STABLE 58% 13% 35% HARDER NEUTRAL

Empl oy ment Skill s stabili ty Curre nt sha re Gender wage g ap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 2% 35%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020

Ma nuf a ctu rin g an d P roduction decline 62% 9% 42% mu ch harder harder

Assembly and Facto ry Wo rke rs 1.84%
Chemical Processing Plant Operato rs

Archit e ct ure a nd Engin eering stable 59% 11% 19% harder ne ut ral
Current Expected in 2020
Chemical Engineers 0.73 %
Civil E n gineers

Co n stru ctio n an d Extraction decline 72% 9% 38% mu ch harder harder

Mining and Petroleum E xtra ction Workers 2.18%
Const ru ction Laborers
Mana gement stable 44% 11% 64% harder ne ut ral
Business Se rvice s and Administ ration Manage rs 0.41 %
22% 13% 9% 29% 21% 17%
Manufactu ring, Mining and Con st ruction Manage rs
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Management

Job fa mily with large st share of women

14% 20% 23% 27%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Basic and Infrastructure
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 39% Barriers
Enh an ce in no vation 33% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 50%
50% believe
E xt ern al p re ssure s 28% La ck of role mo d el s .................................................................................... 44%
that gender parity
Go vern me nt reg ul ation 22% La ck of w o rk-lif e b ala n ce ............................................................................ 42% is a
Enh an ce decision-making 19% La ck of qu alifi ed in co mi n g t ale nt ................................................................. 33% leadership priority
No rati on ale 17% U n cle a r ca ree r paths ................................................................................... 31%

Wo m e n s co nfi d en ce, a spi ratio n s ................................................................. 28%

R efle ct g en d er co m po si tio n of cu st o m er ba se 14%

10% 35% 35% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Set t a rg et s a n d m e a su re pro g re ss 46%
of c hange workforce st rat egy sa me rol e
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 41%

D e velo p m en t an d le a de rshi p trai nin g of w o m en 35%

Female Share of Customer Base 58%
Pro m ot e w o rk-lif e b al an ce 32%
are confident
D e mo n st rat e le ad e rship commitment 27% strategies are
Offer, support flexible work 24% suitable
No strateg y 22%

16% 28% 26% 30% 18% 24% Dont know 19%

Current 202 0 Current 202 0 Current 202 0
Business-to-business Business-to-consumer Business-to-government
58% of t ot al c ust om ers 21% of t ot al c ust om ers 20% of t ot al c ust om ers

125 | The Future of Jobs Report

126 | The Future of Jobs Report

Industry Gender Gap Profile

Consumer
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

STABLE 70% 27% 49% HARDER HARDER

Empl oy ment Skill s stabili ty Curre nt sha re Gender wage g ap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 10% 21%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020

Ma nuf a ctu rin g an d P roduction decline 62 % 22 % 43% harder harder

Assembly and Facto ry Wo rke rs 3.57%
Food Proce ssing and Related Trade s Workers

Sale s a nd Related stable 78% 52% 47% harder harder

Shop Salespersons 0.83%
Current Expected in 2020
Sales Representati ves, Wholesale and Te chnical
Bu sine ss an d Fin an cial Ope rati on s stable 67 % 44 % 83 % harder neutral
Sales and Marketing Prof essionals 0.88%
Management and Organi sation Analyst s
Mana gement decline 70% 22% 50% harder harder
General and Operation s Managers 1.0 0 %
33% 26% 16% 37% 33% 24%
Business Service s and Administration Manage rs
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Sales and Related

Job fa mily with large st share of women

31% 37% 34% 41%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Consumer
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 75% Barriers
R efle ct g en d er co m po si tio n of cu st o m er ba se 35% La ck of w o rk-lif e b ala n ce ............................................................................ 70%
60% believe
Expa nd t al en t p o ol 30% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 55%
that gender parity
Enh an ce in no vation 20% La ck of role mo d el s .................................................................................... 40% is a
E xt ern al p re ssure s 20% U n cle a r ca ree r paths ................................................................................... 30% leadership priority
Enh an ce decision-making 15% Wo m e n s con fid e n ce, a spi ratio n s ................................................................. 30%

So ci etal pre ssure s ...................................................................................... 25%

Financial returns 10%

21% 25% 49% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Pro m ot e w o rk-lif e b al an ce 50%
of c hange workforce st rat egy sa me rol e
D e velo p m en t an d le a de rshi p trai nin g of w o m en 45%

Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 40%

Female Share of Customer Base 55%
Set t a rg et s a n d m e a su re pro g re ss 30%
are confident
Tra n sp a re nt ca re e r p at h s, sal a ry structures 30% strategies are
D e mo n st rat e le ad e rship commitment 25% suitable
Offer, support flexible work 25%

14% 18% 47% 49% 11% 15% Su p po rt w o me n s i nt eg rati o n in t o t he val ue ch ai n 25%

Current 202 0 Current 202 0 Current 2020
Business-to-business Business-to-consumer Business-to-government
24% of t ot al c ust om ers 65% of t ot al c ust om ers 11% of t ot al c ust om ers

127 | The Future of Jobs Report

128 | The Future of Jobs Report

Industry Gender Gap Profile

Energy
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

STABLE 70% 15% 31% HARDER NEUTRAL

Empl oy ment Skill s stability Curre nt sha re Gen der wa ge gap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 0% 32%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020
Archit e ct ure a nd Engin eering growth 65% 11% 33% harder neutral
Energy and Petroleum Engineers 1.70 %
Electrotechnology E n ginee rs

Ma nuf a ctu rin g an d P roduction decline 62% 22% 23% harder ne ut ral
Current Expected in 2020
Assembly and Facto ry Wo rke rs 3.1 1 %
Petroleum and Natural Gas Refining Plant Operators

Mana gement growth 92% 16% 50% harder ea sie r

General and Operation s Managers 2.06%
Business Service s and Administration Manage rs
Co n stru ctio n an d Extraction decline 100% 15% 20% harder harder
Mining and Petroleum E xtra ction Workers 1.1 5 %
24% 19% 11% 27% 27% 20%
Mining and Petroleum Plant Ope rators
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in Focus: Manufacturing and Production

Job fa mily with large st share of women

19% 22% 25% 30%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Energy
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 50% Barriers
Enh an ce decision-making 45% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 70%
75% believe
R efle ct g en d er co m po si tio n of cu st o m er ba se 40% La ck of qu alifi ed in co mi n g t ale nt ................................................................. 60%
that gender parity
Expa nd t al en t p o ol 25% La ck of role mo d el s .................................................................................... 55% is a
Enh an ce in no vation 20% La ck of w o rk-lif e b ala n ce ............................................................................ 30% leadership priority
Go vern me nt reg ul ation 15% So ci etal p re ssu re s ...................................................................................... 25%

Dont know ................................................................................................. 15%

D e ma nd b y e m pl o ye e s 10%

13% 36% 31% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he D e mo n st rat e le ad e rship commitment 45%
of c hange workforce st rat egy sa me rol e
Set t a rg et s a n d m e a su re pro g re ss 40%

D e velo p m en t an d le a de rshi p trai nin g of w o m en 35%

Female Share of Customer Base 65%
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 30%
are confident
Tra n sp a re nt ca re e r p at h s, sal a ry structures 25% strategies are
Offer, support flexible work 25% suitable
Su p po rt w o me n s i nt eg rati o n in t o t he val ue ch ai n 25%

18% 23% 26% 26% 18% 19% Pro m ot e w o rk-lif e b al an ce 15%

Current 202 0 Current 202 0 Current 2020
Business-to-business Business-to-consumer Business-to-government
51% of t ot al c ust om ers 19% of t ot al c ust om ers 21% of t ot al c ust om ers

129 | The Future of Jobs Report

130 | The Future of Jobs Report

Industry Gender Gap Profile

Financial Services & Investors
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

GROWTH 57% 29% 38% HARDER NEUTRAL

Empl oy ment Skill s stabili ty Curre nt sha re Gender wage g ap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 9% 35%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020

Bu sine ss an d Fin an cial Ope rati on s stable 63 % 36 % 36% harder neutral

Financial and Investment Advisers 0.79%
Investment Fund Mana gers

Co mp ute r an d Mathematical growth 60% 35% 27% harder harder

Data Analysts 4.50 %
Current Expected in 2020
Information Secu rity Analysts

Sale s a nd Related stable 70% 38% 63% harder ea sie r

Securities and Finance Dealers and Bro kers 0.68%
Sales and Purcha sing Agents and B roke rs
Mana gement growth 48% 26% 7% harder ne ut ral
General and Operation s Managers 2.20 %
43% 33% 20% 43% 40% 30%
Business Service s and Administration Manage rs
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Sales and Related

Job fa mily with large st share of women

35% 42% 39% 43%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Financial Services & Investors
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 60% Barriers
R efle ct g en d er co m po si tio n of cu st o m er ba se 43% La ck of w o rk-lif e b ala n ce ............................................................................ 53%
63% believe
Enh an ce in no vation 43% La ck of role mo d el s .................................................................................... 47%
that gender parity
Enh an ce decision-making 30% Wo m e n s con fid e n ce, a spi ratio n s ................................................................. 43% is a
Expa nd t al en t p o ol 23% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 37% leadership priority
Financial returns 17% La ck o f t ale nt , le a de rshi p d e velo p m e nt fo r women........................................ 23%

U n cle a r ca re e r paths ................................................................................... 20%

Go vern me nt reg ul ation 13%

9% 30% 38% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Offer, support flexible work 43%
of c hange workforce st rat egy sa me rol e
Pro m ot e w o rk-lif e b al an ce 43%

D e mo n st rat e le ad e rship commitment 37%

Female Share of Customer Base 70%
Set t a rg et s a n d m e a su re pro g re ss 33%
are confident
D e velo p m en t an d le a de rshi p trai nin g of w o m en 30% strategies are
Tra n sp a re nt ca re e r p at h s, sal a ry structures 23% suitable
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 20%

20% 32% 40% 41% 16% 27% No strateg y 20%

Current 202 0 Current 202 0 Current 2020
Business-to-business Business-to-consumer Business-to-government
37% of t ot al c ust om ers 39% of t ot al c ust om ers 16% of t ot al c ust om ers

131 | The Future of Jobs Report

132 | The Future of Jobs Report

Industry Gender Gap Profile

Healthcare
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

STABLE 71% 38% 15% NEUTRAL NEUTRAL

Empl oy ment Skill s stability Curre nt sha re Gen der wa ge gap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 6%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020
Ma nuf a ctu rin g an d P roduction stable 85% 42% 0% neutral neutral
Chemical Processing Plant Operato rs 0.79 %
Assembly and Facto ry Wo rke rs

Life, P h ysical, a nd So cial Sciences stable 100% 40% 0% neutral ne ut ral

Current Expected in 2020
Biologists and Genetici sts -0. 71 %
Chemist s and Chemical Laborato ry Scientists

Sale s a nd Related decline 70% 63% 25% harder ne ut ral

Shop Salespersons 1.82%
Sales Representati ves, Te chnical and Scientific
Perso nal Ca re a nd Se rvice 85% easier harder
Personal Care Aides
39% 31% 15% 46% 44% 28%
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Pers onal C are and Service

Job fa mily with large st share of women

44% 41% 49% 48%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Healthcare
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 50% Barriers
U n co n sci ou s bia s a mo ng ma n ag e rs ............................................................. 50%
R efle ct g en d er co m po si tio n of cu st o m er ba se
40% 60% believe
Enh an ce in no vation 40% La ck of role m od el s .................................................................................... 50%
that gender parity
Enh an ce decision-making 30% La ck of q ualifi e d i n co mi ng tal e nt ................................................................. 40% is a
Dont know ................................................................................................. 30% leadership priority
La ck of w o rk-lif e b ala n ce ............................................................................ 20%

So ci etal pre ssure s ...................................................................................... 20%

10% 17% 15% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Set t a rg et s a n d m e a su re pro g re ss 50%
of c hange workforce st rat egy sa me rol e
Offer, support flexible work 40%

Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 40%

Female Share of Customer Base 60%
are confident
strategies are
suitable

50% 43% 57% 57% 60% 60%

Current 202 0 Current 202 0 Current 2020
Business-to-business Business-to-consumer Business-to-government
51% of t ot al c ust om ers 31% of t ot al c ust om ers 18% of t ot al c ust om ers

133 | The Future of Jobs Report

134 | The Future of Jobs Report

Industry Gender Gap Profile

Information and Communication Technology
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

STABLE 65% 21% 25% HARDER HARDER

Empl oy ment Skill s stability Curre nt sha re Gen der wa ge gap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 5% 19%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020
Co mp ute r an d Mathematical growth 63 % 20 % 33% harder harder
Database and Net work Profe ssionals 1.74%
Software and Applications Developers and Analyst s

Sale s a nd R elate d growth 64 % 44 % 25% harder neutral

Current Expected in 2020
Telemarketers 2.14%
Sales Representati ves, Wholesale and Te chnical

In stalla tion a nd Mai ntenance decline 54 % 9% 30% harder neutral

Mechanics and Ma chinery Re pairers 1.19%
Electronics and Telecommuni cations Installers and Repairers
Archit e ct ure a nd Engin eering growth 77% 7% 8% harder harder
Electrotechnology Engineers 4.12 %
32% 21% 11% 34% 29% 20%
Archite cts an d Surveyo rs
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Sales and Related

Job fa mily with large st share of women

23% 33% 32% 38%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Information and Communication Technology
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 63% Barriers
Expa nd t al en t p o ol 37% La ck of qu alifi ed in co mi n g t ale nt ................................................................. 57%
37% believe
R efle ct g en d er co m po si tio n of cu st o m er ba se 33% La ck of w o rk-lif e b ala n ce ............................................................................ 47%
that gender parity
E xt ern al p re ssure s 33% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 47% is a
Enh an ce in no vation 27% La ck of role mo d el s .................................................................................... 37% leadership priority
Enh an ce decision-making 23% Wo m e n s con fid e n ce, a spi ratio n s ................................................................. 37%

La ck of tal e nt, l ea d ershi p d e vel op m e nt fo r women........................................ 27%

Go vern me nt reg ul ation 20%

3% 16% 25% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Pro m ot e w o rk-lif e b al an ce 40%
of c hange workforce st rat egy sa me rol e
Set t a rg et s a n d m e a su re pro g re ss 37%

Tra n sp a re nt ca re e r p at h s, sal a ry structures 37%

Female Share of Customer Base 47%
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 33%
are confident
D e velo p m en t an d le a de rshi p trai nin g of w o m en 33% strategies are
Offer, support flexible work 30% suitable
D e mo n st rat e le ad e rship commitment 30%

25% 33% 24% 30% 17% 21% Su p po rt w o me n s i nt eg rati o n in t o t he val ue ch ai n 20%

Current 202 0 Current 202 0 Current 202 0
Business-to-business Business-to-consumer Business-to-government
53% of t ot al c ust om ers 29% of t ot al c ust om ers 18% of t ot al c ust om ers

135 | The Future of Jobs Report

136 | The Future of Jobs Report

Industry Gender Gap Profile

Media, Entertainment and Information
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

GROWTH 73% 30% 18% HARDER EASIER

Empl oy ment Skill s stabili ty Curre nt sha re Gender wage g ap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 13% 22%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020

Art s, D e sign , Ent e rtain m ent , Sp ort s, an d Me dia stable 66 % 49 % 15% neutral neutral
Advertising and Public Relations Profe ssional s 0.59%
Telecomm unications and Broad casting Te chnician s

Co mp ute r an d Mathematical st ron g gr owth 88% 23% 11% harder ea sie r

Data Analysts 6.94 %
Current Expected in 2020
Software and Applications Developers and Analyst s

Sale s a nd Related growth 86% 39% 13% harder ea sie r

Cashiers and Ti cket Clerks 2.69%
Door-To-Doo r Sales Workers, New s and Street Vend ors
Mana gement growth 67% 12% 33% harder ea sie r
General and Operation s Managers 1.67 %
35% 25% 25% 36% 32% 33%
Business Service s and Administration Manage rs
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Arts , D es ign, Ent ert ainm ent, Sport s, and Media

Job fa mily with large st share of women

38% 47% 43% 46%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Media, Entertainment and Information
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Enh an ce in no vation 38% Barriers
Fairn e ss a nd eq u alit y 31% La ck of w o rk-lif e b ala n ce ............................................................................ 54%
46% believe
R efle ct g en d er co m po si tio n of cu st o m er ba se 31% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 46%
that gender parity
Enh an ce decision-making 31% La ck of role mo d el s .................................................................................... 31% is a
Financial returns 31% Dont know................................................................................................. 31% leadership priority
Expa nd t al en t p o ol 23% Wo m e n s con fid e n ce, a spi ratio n s ................................................................. 31%

No ba rri ers ................................................................................................. 23%

E xt ern al p re ssure s 15%

7% 46% 18% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Pro m ot e w o rk-lif e b al an ce 46%
of c hange workforce st rat egy sa me rol e
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 31%

Offer, support flexible work 31%

Female Share of Customer Base 62%
are confident
strategies are
suitable

20% 32% 48% 44% 15% 19%

Current 202 0 Current 202 0 Current 2020
Business-to-business Business-to-consumer Business-to-government
41% of t ot al c ust om ers 42% of t ot al c ust om ers 11% of t ot al c ust om ers

137 | The Future of Jobs Report

138 | The Future of Jobs Report

Industry Gender Gap Profile

Mobility
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

STABLE 61% 16% 39% HARDER NEUTRAL

Empl oy ment Skill s stabili ty Curre nt sha re Gender wage g ap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 9% 17%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job families outlook stability of women wage gap current 2020
Ma nuf a ctu rin g an d P roduction decline 66% 18% 30% harder ne ut ral
Assembly and Facto ry Wo rke rs 1.4 3 %
Sheet and Stru ctural Metal Worke rs

Archit e ct ure a nd Engin eering growth 62% 13% 36% harder harder
Current Expected in 2020
Electrotechnology Engineers 4.83 %
Industrial and Produ ction E n ginee rs

Tra n sp ort atio n an d Logistics growth 63% 13% 13% harder ne ut ral
Supply Chain and Logistics Specialists 3.13%
Tran spo rtation Attendant s and Co nducto rs
Sale s a nd Related decline 40% 16% 33% harder ne ut ral
Sales and Marketing Prof essionals 1.8 8 %
28% 21% 13% 33% 30% 21%
Sales Representati ves, Wholesale and Te chnical
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in Focus: Manufacturing and Production

Job fa mily with large st share of women

25% 34% 31% 36%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Mobility
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 58% Barriers
Enh an ce in no vation 33% La ck of qu alifi ed in co mi n g t ale nt ................................................................. 63%
54% believe
Enh an ce decision-making 29% La ck of w o rk-lif e b ala n ce ............................................................................ 54%
that gender parity
Expa nd t al en t p o ol 29% La ck of role mo d el s .................................................................................... 50% is a
D e ma nd b y e m pl o ye e s 21% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 33% leadership priority
R efle ct g en d er co m po si tio n of cu st o m er ba se 13% So ci etal p re ssu re s ...................................................................................... 33%

Wo m e n s co nfi d en ce, a spi ratio n s ................................................................. 29%

Exte rn al p re ssu re s/ re p ut ation 13%

6% 21% 39% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Pro m ot e w o rk-lif e b al an ce 63%
of c hange workforce st rat egy sa me rol e
D e velo p m en t an d le a de rshi p trai nin g of w o m en 42%

Tra n sp a re nt ca re e r p at h s, sal a ry structures 29%

Female Share of Customer Base 58%
D e mo n st rat e le ad e rship commitment 29%
are confident
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 25% strategies are
Set t a rg et s a n d m e a su re pro g re ss 21% suitable
Su p po rt w o me n s i nt eg rati o n in t o t he val ue ch ai n 21%

21% 30% 21% 27% 16% 19% Offer, support flexible work 17%
Current 202 0 Current 202 0 Current 202 0
Business-to-business Business-to-consumer Business-to-government
51% of t ot al c ust om ers 31% of t ot al c ust om ers 18% of t ot al c ust om ers

139 | The Future of Jobs Report

140 | The Future of Jobs Report

Industry Gender Gap Profile

Professional Services
Workforce Disruption, 20152020 Composition by Role and Level
Industry Average Percentage of Women

STABLE 67% 30% 22% HARDER NEUTRAL

Empl oy ment Skill s stability Curre nt sha re Gen der wa ge gap Rel ati ve ease of Rel ati ve ease of
outl oo k of wo me n recruitment, current recruitment, 2020 9% 23%
CEOs Board Members
Main Job Families
Relative ease of Relative ease of
Employment Skills Current share Gender recruiting women, recruiting women,
Job f amilies outlook stability of women wage gap current 2020
Bu sine ss an d Fin an cial Ope rati on s stable 77% 48% 15% neutral neutral
Management and Organi sation Analyst s 0.33%
Human Re source s Specialist s

Co mp ute r an d Mathematical st ron g gr owth 54% 17% 31% harder harder

Data Analysts 5.31 %
Current Expected in 2020
Software and Applications Developers and Analyst s

Mana gement growth 65% 29% 21% harder ea sie r

General and Operation s Managers 1.00%
Business Service s and Administration Manage rs
Sale s a nd Related decline 54% 56% 8% neutral ne ut ral
Sales and Marketing Prof essionals 3.2 1 %
39% 33% 22% 43% 40% 34%
Real Estate Sales Agents
Junior level Middle level Senior level Junior level Middle level Senior level

Job Family in F oc us: Sales and Related

Job fa mily with large st share of women

44% 44% 44% 46%

Compens ation Job s ec urity W ork -life balanc e Line roles Staff roles Line roles Staff roles
Industry Gender Gap Profile
Professional Services
Companies Rationales for Gender Parity Companies Approaches to Leveraging Female Talent
Fairn e ss a nd eq u alit y 50% Barriers
R efle ct g en d er co m po si tio n of cu st o m er ba se 39% Wo m e n s con fid e n ce, a spi ratio n s ................................................................. 50%
42% believe
Enh an ce in no vation 25% La ck of w o rk-lif e b ala n ce ............................................................................ 42%
that gender parity
Enh an ce decision-making 25% U n co n sci ou s bi a s am o ng m a n ag e rs ............................................................. 42% is a
Financial returns 22% So ci etal p re ssu re s ...................................................................................... 39% leadership priority
E xt ern al p re ssure s 17% La ck of qu alifi ed in co mi n g t ale nt ................................................................. 36%

La ck of role m od el s .................................................................................... 31%

No rati on ale 14%

15% 21% 22% Strategies

Percei ve women s ec onomic P erc ei ve attracti ng f emal e Percei ve a gende r wage gap f or
power, as pi rati ons as a driver tal ent as a key f uture equall y qu ali fi ed empl oy ee s i n t he Pro m ot e w o rk-lif e b al an ce 47%
of c hange workforce st rat egy sa me rol e
D e mo n st rat e le ad e rship commitment 36%

Set t a rg et s a n d m e a su re pro g re ss 36%

Female Share of Customer Base 50%
Offer, support flexible work 36%
are confident
D e velo p m en t an d le a de rshi p trai nin g of w o m en 31% strategies are
Buil d a w are ne ss of th e b e ne fit s a mo n g ma n a ge rs 25% suitable
Dont know 17%

31% 45% 32% 30% 20% 28% Su p po rt w o me n s i nt eg rati o n in t o t he val ue ch ai n 14%

Current 202 0 Current 202 0 Current 2020
Business-to-business Business-to-consumer Business-to-government
61% of t ot al c ust om ers 23% of t ot al c ust om ers 17% of t ot al c ust om ers

141 | The Future of Jobs Report

Acknowledgements
GLOBAL AGENDA COUNCIL ON THE FUTURE OF JOBS
Jeffrey Joerres, E xe cuti ve Chai r ma n Emeritus,
M an po w er G r oup; Co un cil Ch ai r
Jamie McAuliffe, Presi de nt and CE O, E d u cati on for
E mpl o y m ent; Co un ci l Vice- Ch ai r
Umran Beba, S eni or V i c e-Pr e si dent and Chi ef Human
Re s our c e s Offi ce r, A si a, Mi d dl e Ea st and Afri ca, Pep si Co
Inc.
Azita Berar Awad, Di re ctor, E mpl o y m ent Polic y
De pa rt ment, Internati on al Labour Org ani zati on (ILO) ( si nce
June 2015)
Tan Chorh-Chuan, Presi dent, N ati on al U ni ver si ty of
Singapore
Arturo Condo, Presi de nt, IN C AE Bu si ne s s Sc hool
Pascaline Descy, Head, Re sea rc h and Poli cy A nal y si s,
Eur ope an Centre for the De vel op m e nt of Voc ati on al Tr ai ni ng
( CE DEF O P )
John Evans, Gene ral Se cret ar y, Tra de U ni on Ad vi so ry
Committee to the Org ani s ati on for Economic Co -op erati on
and Development
John Irons, Man agi ng Di re ctor, R o c kefel l er Foundation
Yoko Ishi kura, Profe s so r E meri tu s, Hi tots ub a shi U ni ver si ty
Chauncy Lennon, Seni or Program Di re cto r, Workforce
D ev el op m ent, JPMorgan Chase
Andrew McAfee, Pri nci pal Re s ear ch S ci enti st, MI T Center
for Di gi tal Busine ss
Patricia Milligan, Gl obal Lead er, M ul ti nati onal Cli ent Group,
Mercer
Vikas Pota, Chi ef Ex ec uti ve, Vark ey Foundation
Jos Manuel Salazar Xirinachs, As si sta nt Di rect or- Ge ner al
for P oli c y, Inter nati onal Labour O rg ani z ati on (ILO) ( until June
2015)
Stefano Scarpetta, Di re ctor for E mpl o y m ent, Labour and
So ci al Affai rs, Org ani s ati on for Economic Co- op er ati on and
D ev el op m ent ( OE C D)
Bettina Schaller Bossert, Di re cto r, Group Publi c Affai rs,
Adecco Group (si nce September 2015)
Mohammed Al Sellemi, Di re ctor of Human Resource s,
Saudi Aramco
Hanne Shapiro, Di recto r, Poli c y and Bu si ne ss A nal y si s,
Da ni sh Te chn ol ogi cal Instit ut e
Jennifer Silberman, Vi ce -Pr e si dent, Corporate
Re s po n si bili ty, Hi lto n
Mark De Smedt, Chi ef Human Reso ur c es O ffi ce r, Adecco
Group (until September 2015)
Nigel Twose, Seni or Di re cto r, Job s Cr o s s- C utti ng S ol uti on s
Area, Worl d Bank ( until September 2015)
Tae Yoo, S eni or Vi ce -Pr esi d ent, Cisco
A speci al thank you to the Gl obal Agenda Council on the
Future of Jobs.
GLOBAL AGENDA COUNCIL ON GENDER PARITY
J. Frank Brown, Mana gi ng Di re ctor and Chi ef Op erati ng
O ffi ce r, G ene ral Atl anti c LLC; Coun ci l Ch ai r
Mara Swan, Exe cuti v e V i c e-P re si de nt, Gl ob al S trateg y and
Tal ent, Ma np ow er G r oup; C ou nci l Vi c e-C hai r
Shelley Bird, Ex ec uti ve Vi ce- Pre si de nt, Ca rdi nal Healt h
Natalie Costello, Vi ce -Pr e si dent, C ha rteri ng and
C o m m er ci al Op er ati ons BP Shi ppi ng, BP
Ozlem Denizmen, Head, Soci al Inv e stm ent s, Dogus Group
Elaine J. Dorward-King, Exec uti ve Vice-Pre sident,
S u stai nabi li ty and Exte rnal Rel ati ons, Newmont Mi ni ng
C orporati o n
Valerie Germain, Gl obal Ma nagi ng P art ne r, Fu ncti on al
P ra cti c e s, Hei dri c k & Strug gl es, Inter nati onal Inc.
Rick Goings, Ch ai rm an and Chi ef E xe cuti ve Offi cer,
Tup pe r w are B rands C orporati on
Herminia Ibarra, Cora Chai red Pr ofe s sor of Lea de r shi p and
Lea rni ng and Profe s sor of O rg ani zati onal Beh avi ou r, INSE A D
Laura Liswood, S e creta r y- G e ner al , Co un ci l of Women
Wo rl d Leaders
Meg McCarthy, E xec uti ve Vi ce- Pre si de nt, In no vati on,
Te ch nol o gy and Se r vi ce O pe rati ons, Aetna
Gagan Singh, Chi ef Exe c uti ve O ffi cer, Bu si ne s s, Indi a and
Ch ai rma n, Sri Lan ka Op erati on s, Jone s Lang LaSal l e, Inc
Alexander Trpitz, Partner and Mana gi ng Di re ct or, The
Boston Con sul ti ng Group
Laura DAndrea Tyson, Profe ss or and Di recto r, Haa s
S ch ool of Bu si ne ss, Uni v er si ty of Cal iforni a, Berkeley
Martina Viarengo, As si sta nt Profe s so r, Int er nati on al
E co no mi c s, The Grad uate In sti tut e of Intern ati onal and
De v el op me nt Studies
Antje Wessel, Head, Gl obal Lea de r shi p Tra n siti on Program,
Bayer AG
A speci al thank you to the Gl obal Agenda Council on Gender
Parity.
AT THE WORLD ECONOMIC FORUM
Richard Samans, Head of the Centre for the Glob al
Agenda; Member of the Man agi ng Board
Saadia Zahidi, Head, Gend er Pari ty and Emplo ym ent
Ini ti ati ve s; Member of the Exec uti ve Committee
Till Alexander Leopold, Project Lead, Empl o y me nt, S kill s
and Human Capital Initi ati ve; C oun ci l Manager
Vesselina Ratcheva, Data Anal y st, G end er Pa ri ty and
E mpl o y m ent Ini ti ati ve s
(Co nt d.)
The Future of Jobs Report | 143
We would like to express our deep gratitude to the Chairs
and Vi ce-C hai rs of the Gl obal Agenda Council on the Future
of Jobs and the Gl obal Agenda Council on Gender Pari ty, as
well as to all Council Members and Gl obal Chal l enge Partners
for their guidance and support in the exe cuti on of the Forums
Future of Jobs Survey.

A very speci al thank you to Jessica Camus and Tamara

Leonar di for their exc ell ent work and inputs on the conception
phase of this project. We are also grateful for the invaluable
support of our coll eag ue s acro ss the Forum in hel pi ng to
exe c ute the Future of Jobs Surve y, and, in parti cul ar, to
Yas mi na Be kho uc he, Kri sti n Ke vel oh, Pauli na Padill a Ugarte,
Val eri e Peyre, Pearl Saman dari , Susan Wi l ki nson and Lena
Woodward.

Tha nk you to Mi chael Fi sher for his superb editori al work,

Neil Wei nberg for his ex cell ent graphic design and layout
and Kamal Ka mao ui and the World Economic Forums
Publi cati on s team.

We gratefull y acknowledge the support and coll abor ati on of

Lutz Fi nger, Ja son Schi ss el and Mario Rodri guez of LinkedIn
and use of Li nkedIns Economic Graph data as well as
the financi al support of The Roc kefell er Fou ndati on in the
production of this Report.

144 | The Future of Jobs Report

Contributors
Till Alexander Leopold is a Project Lead of the Global Challenge
on Emp loy me nt, Skills and Human C apital at the World
Economic Forum. His responsibilities include leaders hip of
the Glo b al C h allenges insights and analysis w orkstream,
co-authorship of the Forums Human Capit al Report, co-
d eve lo p m ent of the Future of Jobs project and management
of the Glo ba l Ag enda Council on the Futu re of Jobs and the
Glob al A g en da Council on Gender Parity. He also co-organizes
community a ctivities at the World Economic Forums Annual
Me eting and regional summits. Till previously served as an
economist and project manager at the United Nations and
Internatio nal Labour O rganiz ation, w here his w ork focused
on policy ana lysis, res earc h and tec hnical cooperation in the
field of entre preneurs hip and innov ation ecosystems, and as a
co ns ult ant and analyst in the field of impact investing and social
entre pre n eu rsh ip, w ith particular first-hand experienc e in Sub-
Sa ha ra n Afric a and South Asia. He has co-authored several
res earc h reports on inclusiv e business and priv ate sector
d eve lo p m ent in emerging and frontier markets and moderated
workshops on these topic s at international development
confere nces. Till holds Masters degrees in Social Anthropology,
Fina nc e and De velopm ent Ec onom ics from the University of
Ca m brid g e and London Univers itys School of Oriental and
Afric a n Studies (SOAS).
Vesselina Ratcheva is a Data Analyst w orking in the World
Economic Forums Human C apital and Gender Parity
team. She is respons ible for data processing, analysis and
visualization. Vess elina w as previously respons ible for Data,
Rese arc h and Evaluation at N ational N um eracy, a skills charity
in the United Kingdom. She has w orked on a variety of
res earc h projects for the past 10 years, cov ering international
migration, ex p eriences of urban infrastructure, political
mo bilization, organiz ational culture and national identity
con sist ently using mixed res ea rch methods. She holds a PhD
in Social Ant hro pology, an MSc in Com parat ive and Cross
Cultu ra l Res earc h Methods and a BA in Social Anthropology
and Maths. Ratchev a is dedicated to ex ploring the best ways
to ens ure more just social and political systems w ith a specif ic
focus on skills, employ ment and work, identity (gende r, ethnic)
and culture.
Saadia Zahidi is Head of the Global Challenge on Em ploym ent, Skills
and Human Capital, Head of the Global C hallenge on Gender
Parity and Member of the Executive Committee at the World
Economic Forum. Zahidi founded and co-authors the Forums
Global Gender Gap Report, the Corporate Gender Gap Report,
the Human Capit al Report, the Future of Jobs Report and the
Industry Gender Gap Report. In her w ork on gender
as well as employm ent, Zahidi has translated analysis into act io n
by mobilizing a w ide network of constituents business leaders,
gov e rnm ents, civil society and academ ia t o w ork together to
set targets, share best practices, create new public- private
part ners hips, muster res ources and change mindsets.
In past roles, she has managed civ il society and international
organiz ation portfolios at the Forum and w as also previously
an Econom ist w ith the Forums Global Competitiveness
Program me. Zahidi s erv es as a board member and advis or for
several organiz ations and is a frequent speak er at international
conf erences and in the media. She ea rned her BA in
Ec onomic s at Smith College, M Phil in Int ernational Economics
at the Graduate I nstit ute of Inte rnational Studies and MPA at
the Harv ard Kennedy School. Her r esearc h int erests include
issues of gender equality, w omens leaders hip, skills gaps,
em ploy m ent and human capital. She is currently writing a book
on Wom enomics in the Muslim World and was awarded the
inaugural Bracken Bower Prize by the Financial Times and
McK insey for this project. She is a native of Pakistan.
The Future of Jobs Report | 145
The World Economic Forum would like to thank Adecco Group, African Rainbow Minerals, Alghanim
Indust ries, AlixPartners, The B ahrain Economic Development Board, Chobani, The Coc a-Cola
Company, Edelman, GEMS Education, Infosys, LinkedIn, ManpowerGroup, Mercer ( M M C), Mic ros oft
Corporation, Pearson, The Rockefeller Foundation, SAP, Saudi Aramco, Siemens, Tata Cons ultancy
Ser vic es, Tupper ware Brands Corporation, Uber, Workday, WPP and Zain for their invaluable s upport of
the Global Challenge Initiative on Employment, Skills and Human Capit al and t his Report.

The Adecco Group, based in Zuri ch, S wi tzerl an d, i s the wo rlds l eadi ng pro vi d er of HR sol utio ns.
Wi th more than 32,000 FTE em pl oyee s and around 5,100 branches in over 60 cou ntri es and
terri tori es around the worl d, Adecco Group offers a wi de v ari et y of se r vi ce s, c o nn e cti ng a round
700,000 ass o ci ates wi th i ts cli ents e ve r y day. The ser vi ce s offered fall i nto the broad cat egori e s
of temporary staffi ng, p er m an ent pl a ce m e nt, car ee r tra nsi ti on and tal ent d ev el op m ent, a s well
as outs our ci n g and co nsulti ng. Adecco i nspi re s i ndi vi dual s and orga ni sati on s to work more
effecti vel y and effi ci entl y and creates greater choi ce i n the do mai n of work, for the benefi t of
all concerned. As the worlds l ea di ng pro vi d er of HR sol uti ons a bu si n e ss that has a positi ve
i mp a ct on mi lli on s of peo pl e ev e ry d ay i t i s co ns ci o us of i ts gl obal rol e. Hel pi ng pe opl e to better
work, better life i s i ts common purpose and the way in whi c h it c ontri but es to so ci ety. Adecco
Group is a Fortun e Gl o bal 500 company.

www.adecco.com

Afri can Rai nbo w Mi ne ral s ( ARM ) i s a l ea di ng South Afri c an di ver si fi ed mi ni ng and mineral s
company with long-li fe, l o w unit cost oper ati ons and si gni fi ca nt growth opp o rtuni ti es. A RM
mines i ron o re, manga ne s e ore and all oys, chrome ore and all oy s, pl ati nu m group met al s,
copper, ni ck el and coal . The company al so ha s an inv est m ent i n gol d through its sh are hol di ng i n
H ar m ony. ARM i s c o m mi tted to re sp on si bl e en vi ro n me ntal ste w ard s hi p a s a fun da m ent al part of
su stai nabl e val ue creati on.

www.arm.co.za

Al gha ni m Ind ust ri es i s one of the large st pri vatel y owned com pani e s i n the Gulf regi on. Founded
in 1932, the company has since grown into a mul ti -bill i on d oll ar co ngl o m erate, e m pl o yi ng more
than 14,000 empl oye es i n 30 busi ne s s es and operati ng i n over 40 cou ntri e s acro ss the Middle
East and North Afri ca, Tu rk e y, Indi a and emer gi ng A si an eco nomies.

www.alghanim.com

Ali xPa rtner s i s a gl obal busi n e ss a d vi so r y fi rm r e co gni z ed for deep experti se i n re sto ri ng
pe rfor m a n ce and creati ng v al ue. Its m ana gi ng di re ctor s wo rk al on g si de boards of direct or s,
l ende rs, i n ve stor s, go ve rn m ent i nsti tuti on s and the legal community to provi de complementary
se r vi ce s acro ss corporate fi nan ce, i nfor m ati on m an ag e ment, li ti gati on support and
orga ni zati onal effe cti ven es s to addre ss fi nan ci al and co m me r ci al ch all en ge s at all stage s of the
bu si ne s s li fec ycl e.

www.alixpartners.com

The Bahrai n Economic Dev el op m ent Board ( EDB) i s a dynamic publi c agency with res po n si bili ty
for attra cti ng i n wa rd i n ve st m ent i nto Bah rai n fo cu si ng on target eco no mi c sectors i n whi c h the
Ki ng d o m offers si gni fi c ant strengths. Key areas i n cl ude ma nufa ctu ri ng, IC T, and logi sti c s and
transport ser vi ce s. The fi nan ci al se r vi ce s sector i n Bahr ai n i s pa rti cul arl y strong and the EDB
support s the conti nui n g g rowth of the ban ki ng i ndu str y and key sub-sectors, i ncl udi ng Isl ami c
fi na n ce, we al th m an ag e m ent, a sset m an ag e m ent, and i nsu ran c e and re-i ns ura nce.

www.bahrainedb.com

The Future of Jobs Report | 147

 C ho ba ni wa s founded on the beli ef that peopl e ha ve great ta ste th ey j u st need great options.
C ho ba ni produces hi gh-q ual i ty, aut henti c, str ai ned Gree k yogurt products made with onl y
natur al i ngre di ents f rom its New York and Idaho plants. Chob ani i s committed to using mil k
from regi on al farm s and stren gth eni ng i ts s ur ro undi n g l o cal e co no mi es. Chobani gives 10% of
its ann ual profits to cha ri ti es wo rl d wi de through the companys chari tabl e fo un dati on. Chob ani
products are avai l abl e i n the US, Austr ali a, i n Asi a and Lati n A m eric a.

www.chobani.com

The Coc a- C ol a Company ( NYSE: K O) i s the worlds l arg e st bev era ge company, refres hi ng
consumers wi th more than 500 spa r kli ng and sti ll brands. Led by Co c a- C ol a, one of the worlds
most val uabl e and rec og ni za bl e brands, the Companys portf oli o featur e s 16 bill i on-d oll ar brand s
i ncl udi ng Di et Co ke, Fanta, S pri te, C o ca - Col a Zero, vi ta mi nw ater, P o we ra de, Mi n ute M aid, Simpl y,
G e orgi a and Del Vall e. Gl obal l y, it i s the No. 1 provi de r of spar kl i ng be ve rag e s, ready-
to- dri n k coffee s, and jui ce s and jui ce dri n k s. T hro ugh the worlds l ar ge st bev er age di st rib utio n
system, consumers i n more than 200 countri es enj oy i ts be ve rag e s at a rate of more than 1.8
billi on se r vi ng s a day. With an enduri ng commitment to bui l di ng s u stai na bl e c o m m uni ti es, the
Company is focu sed on initi ati ve s that reduce its envi ro n me ntal foot pri nt, support acti ve, healthy
li vi ng, create a safe, incl usi ve wo rk en vi ron m ent, and enha n ce the economic dev el op m ent of the
c o m m uni ti es where it operates. Toget her with its bottli ng pa rtners, it ranks among the world s top
10 pri vate e mpl o ye rs wi th more than 700,000 system as soci at es.

www.thecocacolacompany.com

Edel m an i s a l eadi ng gl obal co m m uni c ati ons ma rk eti ng fi r m that partners wi th many of the
wo rlds l arge st and em ergi ng b u si ne s se s and organi z ati ons, hel pi ng them evol ve, promote
and protect thei r brands and reputati ons. It has 65 offi ce s and more than 5,500 empl o ye e s
w orl d wi d e, a s well a s affil i ates i n more than 30 cities.

www.edelman.com

G E MS E du c ati on i s a l eadi ng i ntern ati onal ed u cati on pro vi der. It runs hi gh -p e rfor mi ng school s
and offers con s ul ti ng s e r vi ce s to the publ i c and pri vate se ctors. For over 55 year s, i t has
pro vi de d hi gh -q ual i ty edu c ati on to hundreds of thousands of chil dr en. GE MS ha s a global
network of aw ar d- wi nni ng s c ho ol s whi c h pro vi de hi gh -q ual i ty hol i sti c ed u cati on to more than
250,000 students. It em pl oy s over 20,000 educati on prof es si o nal s, s pe ci ali st s and staff. It s
w orl d- cl a s s l ea de r shi p team combines bu si ne ss and edu cati on e x p erti se f rom around the globe.

www.gemseducation.com

Infosy s i s a gl obal l eader i n co ns ul ti ng, technology, outs o ur ci ng and next-g en erati on s er vi ce s. It

ena bl es cl i ents i n more than 50 cou ntri es to stay a step ahead of the comp etiti on. Its e xp erti se
spans i ndu stri e s. From hel pi ng bui l d li ghter and stronger pas se ng er j ets and cre ati ng more fuel
effi ci ent cars, to enabl i ng banks to pro vi de fi nan ci al i ncl usi on to the most remote corners of
the gl obe, Infos y s deli ve rs po we rful i nno vati ons. And in doi ng so, i t changes the way the world
works and lives.

www.infosys.com

Li nked In connects the world s profe s si on al s to make them more pro du cti ve and suc c e s sful and
tran sf or m s the ways co m pa ni es hi re, market and sell. Our vi si on i s to create eco nomic
opportunity for ever y member of the gl obal workforce through the ongoi n g de vel o p m ent of the
wo rlds fi rst E c on o mi c Graph. Li nkedIn has more than 400 mill i on members and has offi ces
around the world.

www.linkedin.com

148 | The Future of Jobs Report

 M a np o w er G r ou p ( NYSE : M AN) i s the wo rlds workfo rce expert, cre ati ng i nno vati ve wo rkforce
sol uti on s, for more than 65 years. It connects more than 600,000 peopl e to me ani ngful work
across a wi de range of skill s and industri e s eve ry day. Throu gh its M an po we r G ro up fa mil y of
brandsManpower, Exp eri s , Ri ght Management and ManpowerGroup Sol uti onsit
hel ps more than 400,000 cli ents i n 80 co untri e s and territori e s addre ss thei r cri ti cal t al ent
needs, pro vi di ng c o mp re he n si ve sol uti on s to res our c e, ma na ge and de vel op tal ent. In
2015, Man po w er G r o up wa s named one of the Worl d s Most E thi cal C o mp ani e s fo r the fift h
c on se c uti ve year and one of Fort une s Mo st Admired Com pa ni e s, co nfi rmi n g its po si ti on a s the
most trusted and ad mi red b rand in the indu st ry. M an po w er G r o up ma ke s po w eri ng the worl d of
work hu manl y po ssible.

www.manpowergroup.com

Mercer i s a gl obal con s ul ti ng l ead er i n tal ent, he al th, reti re m ent and inv e st me nts. Mercer help s

cl i ents a round the worl d a dv a n ce the heal th, w eal th and care er s of thei r most vital a sset thei r
pe opl e. Mercers more than 20,000 em pl oy ee s are based in 43 countri e s and the firm operates
in over 140 co untri e s. Me rcer i s a wh oll y owned sub si di ar y of Marsh & Mc Le nn an Comp ani es
( NYSE: MM C), a gl obal profe s si onal se r vi ce s fi r m offe ri ng cli ent s ad vi ce and sol uti ons i n the
area s of ri s k, strategy and peopl e. Wi th an nual re ve nue of $13 bill i on and 57,000 colleag ues
w orl d wi d e, Marsh & McLe nn an C o mp ani es i s al so the parent company of Marsh, a lead er
i n i nsu ra n ce bro ki ng and ri s k m an ag e m ent; Guy Ca rp ente r, a l eader i n provi di ng ri sk and
rei ns ur an ce i nter m edi a ry se r vi ce s; and Oli v er Wy m an, a l eade r i n m ana ge m ent co nsulti ng.

www.merce r.com

Mi c ro soft i s a worl d wi de l ead er i n soft ware, ser vi c es and sol uti on s that hel p pe opl e and
bu si nes se s real i ze thei r full potenti al. Si n ce it was founded in 1975, it ha s worked to ac hi eve t hi s
mi s si on by cr eati ng tec hn ol og y that tran sfor m s the way people work, play and communicat e.
Mi cr o soft doe s busi ne s s throughout the worl d, wi th over 90,000 empl o ye e s and offi ce s i n more
than 100 count ri es. Thr ou gh i ts pe opl e, pa rtn er s hi ps and tec hn ol o g y, the company hel ps to
address some of the worlds mo st pre ssi ng so ci etal ch all en ge s and create soci al and eco nomic
op po rtu ni ti e s that i mpr ov e peoples lives. Microsoft uph ol ds a beli ef that soci al and economic
opportunity go hand in hand. When indi vi dual s, co m m uni ti e s and gov er n me nts thri ve, so doe s
bu si ne s s. To support thi s cycle, the company focuses on stre ngth eni ng e c on o mi e s, addre ssing
so ci et al ch all en ge s, pr o moti ng a heal thy onli ne e n vi ron me nt and man agi ng a su st ai na bl e
business.

www.micro soft.com

Pear so n i s the wo rlds l eadi ng ed u cati on company. From pre- s c h ool to hi gh s ch ool , earl y
l earni ng to profe s si on al c erti fi cati on, its cu rri c ul um m ateri al s, mul ti m edi a l ear ni ng tool s and
testi ng programmes hel p to educate milli on s of people worl d wi de m o re than any other privat e
ent erpri s e.

www.pearson.com

The Ro c kefel l er F oun dati on support s work to adva n ce i ncl u si ve e c on o mi es that expand
op po rtu ni ti e s for more broa dl y shared prosperity and to buil d greater r esi li en ce by hel pi ng
pe opl e, c o m m uni ti es and i nsti tuti on s prepare for, with sta nd and emerge stronger from acute
shocks and chro ni c str e s se s. T hi s affi rm s it s pi one eri ng phi l anthro pi c mi s si on si n ce 1913to
promote the well -bei ng of hu m ani ty throughout the world.

www.rockefellerfoundation.org

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 As market l ead er i n enter pri se appl i cati on soft ware, SAP ( NYS E: SA P) hel ps c o mp ani e s o f all
si ze s and indu stri es run better. From back offi ce to boardroom, ware ho u se to storefront,
desktop to mobil e de vi c e, SAP empowers pe opl e and org ani z ati ons to wo rk together more
effi ci entl y and use busi ne s s i nsi ght more effecti vel y to stay ahead of the co m peti ti o n. SAP
ap pli c ati ons and ser vi c es e nabl e more than 296,000 customers to operate profi tabl y, adapt
c onti nuo u sl y and grow sust ai nabl y.

www. sap.com

Sau di Aramco i s a l eadi ng, gl oball y i ntegrated en erg y and che mi c al s company. From producing
app ro xi m atel y one in ev er y ei ght bar rel s of the worlds crude oil sup pl y to dev el opi ng new
ene rg y te ch nol ogi e s, Sau di Aramcos gl ob al team is dedi c ated to cr eati ng po si ti ve imp act s.
The company rel entl es sl y pursue s the idea s that make its r es ou r ce s more de pe nd a bl e, more
su stai n abl e, and more useful. By strategi cal l y co nd u cti ng it s co m mer ci al acti vi ti es i n ways that
tri gg er economic multi pl i er effect s, the company deli ve rs added val ue to the co m m uni ti es i n
w hi ch i t operates. Wheth er it i s the ene rg y of its r e so ur c e s or the intell e ctual and creati ve energy
of its pe opl e, Sa udi A ramco i s focused on harn es si ng the full potenti al of both for the ben efit of
the greatest number of people possible.

www. saudiaramco.com

Si em en s AG (B erli n and Muni ch) i s a gl ob al te c hn ol og y powerhou se that has stood for

engi ne eri ng ex cel l en ce, i nno vati on, qu ali ty, rel i abili ty and internati on ali ty for more than 165 years.
The company is a cti ve i n more than 200 co untri e s, fo c u si ng on the area s of el ect ri ficatio n,
auto m ati on and di gi tali zati on. One of the world s l arg e st p roducers of ene rg y- effi ci ent, re source-
sa vi ng tech nol ogi e s, Si em en s i s No. 1 i n off sh ore wi n d turbi n e co n stru cti on, a l eadi ng s up pli er of
combined cycle turbines for power gener ati on, a maj or pro vi d er of power tran s mi s si on sol uti on s,
and a pi oneer i n i nfrastr u cture s ol uti on s a s well as auto mati on, dri ve and softwa re sol utio ns
for indu st ry. The company is al so a l eadi ng p ro vi der of medi cal i m agi ng eq ui p me nt su c h a s
computed tomography and magn eti c re so na n ce i ma gi ng s y ste ms a nd a l eader i n laboratory
di ag no sti c s a s well a s cli ni cal IT. In fi s cal 2014, whi ch ended on 30 September 2014, Si em ens
gen er ated re ve nu e f rom conti nui ng op er ati on s of 71.9 bill i on euro s and net inc o m e of 5.5 billion
euros. At the end of September 2014, the company had around 357,000 em pl oy ee s wo rldwid e.

www. siemens.com

Tata Con s ul tan cy Se r vi ce s ( T CS) i s a gl obal IT s er vi ce s company that was rated as the fastest
gro wi ng brand in its i ndu stry w orl d wi de i n 2015, wi th a brand val ue of $8.27 billi on. It ran ks i n
the topmost ti er of its i ndu st ry i n te rms of market capi tali z ati on, e mpl o ye e s and brand val ue,
and is the i ndust ry l ea der i n cu stomer sati sfa cti on. TCS offers a con sul ti ng-l e d, i nt eg rat ed
po rtfol i o of IT, busi ne ss proce ss ser vi c e s, i nfra stru ctur e, engi n ee ri ng and as s ura n ce se rvice s.
The company is re co gni ze d a s the top em pl oyer i n its i ndu str y, wi th over 335,000 of the worlds
be st-trai ne d co n sul tant s wo r ki ng i n 46 cou ntri e s. Under the leade r shi p of its cu rrent CE O, N.
C han dr a se ka ra n, TCS has grown at a compounded annual rate of 26% over the past three years
and has gene rated co n sol i dated re ve nu es of $15.5 billi on for the year ended 31 March 2015.

www.tcs.com

Tup pe r w are B rands C orp orati on i s the l eadi ng gl ob al mar ket er of i nno vati ve, premium products
across m ul ti pl e brands, uti li zi ng a rel ati ons hi p-ba s ed s elli ng method through an indep en dent
sal e s force of 2.9 mill i on. For more than 65 year s, Tup pe r war e B rands ha s connected women
through its worl d wi de s al es for ce pr op ell i ng the org ani zati on s bu si ne s s obj e cti ve s whil e
po si ti vel y i mp a cti ng the lives of women through a uni qu e bu si ne s s m odel that educates and
empowers through economic opp ort uni ti es, trai ni ng and enh an c ed s elf-c o nfid ence.

www.tupperwarebrand s.com

150 | The Future of Jobs Report

Uber i s ev ol vi ng the way the worl d moves. By sea ml e s sl y con ne cti ng ri de rs to dri ver s through its
apps, it makes cities more ac ce s si bl e, o pe ni ng up more pos si bili ti es fo r ri der s and more b usi ne s s
for dri ver s. From i ts fou ndi ng i n 2009 to its l aun ch es i n hundreds of citi es today, Ubers rapi dl y
ex pa ndi ng gl o bal pr e se n ce c onti nu es to bri ng p eo pl e and thei r ci ti es clo ser.

www.uber.com

Workday i s a l eadi ng pro vi d er of enter pri se cl o ud a ppl i cati on s for fi na n ce and human resources.
Founded in 2005, Workday deli ve r s fi nan ci al m an ag e ment, human capi tal ma na g e me nt, and
anal yti c s a ppl i cati ons de signed for the world s l arg e st c o mp ani e s, e du cati o nal i nsti tuti on s, and
go ver n me nt ag en ci e s. More than 1,000 organi z ati on s, ra ngi ng f rom medi um - si ze d b u si ne s se s to
Fo rtu ne 500 enter pri se s, ha ve selected Workday.

www.workday.com

WPP i s the worlds l eadi ng c o m mu ni cati on s s er vi c e s g roup, with bill i ng s of $72.3 billi on and
rev enu e s of $17.3 billi on i n 2013, pro vi di ng nati onal , m ul ti nati onal and gl obal cli ent s wit h
ad ve rti si ng; me di a i nv e st me nt ma na ge m ent; data inv e st ment m a na ge m ent; pu bli c rel ati on s &
publ i c affai rs; b randing & identi ty; he al thc are c o m m uni c ati ons; and direct, di gi tal , i nt eracti ve,
pr o m oti on & spe ci al i st c o m m uni c ati on s. WPPs wo rl d wi de c o mp ani e s i ncl u de JWT, Ogil v y &
Mather, Y&R, Grey Group, United Network, GroupM, Mi nd sh are, MEC, MediaCom, Maxu s, Kant ar
(i ncl udi ng Mi ll wa rd Brown and TN S), Bu r son - Mar stel l er, Hill +K n o wlton Str ategi es, Cohn & Wol fe,
RLM Fi nsb u r y, Ogi l v y Pu bli c Rel ati ons, Landor, Brand Uni on, Fitc h, Su dl er & Hennessey, Ogi l v y
C o m mo n He al th Worl d wi de, ghg, AK Q A, O gil v y O n e, Wund er m an and WPP Di gi tal , among others.
WPP companies provide com m uni cati on s se r vi ce s to cli ent s w orl d wi de, i ncl udi ng 350
of the Fortu ne Gl obal 500; all 30 of the Dow Jones 30; 63 of the NA S DA Q 100; and 31 of the
Fo rtu ne e-50. Coll ecti v el y, WPP employs 179,000 people (i ncl udi ng a s so ci at es) i n more than
3,000 offi ce s i n 111 co unt ri e s.

www.wpp.com

Zai n i s a l eadi n g tel ec o m m uni c ati on s operator acro ss the Middle East and Afri ca p roviding
m obi l e v oi ce and data ser vi c es to over 44.3 milli on acti ve cu stomers a s of 31 Dec e m ber 2014.
Wi th a co m m er ci al pr es en c e i n ei ght co untri e s, Z ai n operates i n Ku wai t, Bahr ai n, Iraq, Jordan,
Sau di A ra bi a, South Sudan and Sudan. In Lebanon, the Group man ag es touch on beh alf of the
gov ern m ent. In Morocco, Zai n has a 15.5% stake i n IN WI through a joi nt venture. Zai n i s li st ed
on the Kuwait Stock Exchange.

www.zain.com

The Future of Jobs Report | 151

The World Economic Forum would like to thank Alghanim Industries, A.T. Kearney, Bank of A meric a,
Bloomberg, Hubert Burda Media, Centene Corporation, The Coca-Cola Company, EY, Heidrick &
Struggles, JLL, Johnson Cont rols Inc., ManpowerGroup, Old Mutual, Omnicom, Ooredoo, P wC,
Renault-Nissan Allianc e, Takeda Pharmac eutical, and Tupper ware Brands Corporation for their
invaluable support of the Global Challenge on Gender Parity and this Report.

Al gha ni m Ind ust ri es i s one of the large st pri vatel y owned comp ani e s i n the Gulf
regi on. Founded in 1932, the company has si nc e grown i nto a mul ti -bi lli on doll ar
c ongl o m er ate, e m pl oyi ng more than 14,000 empl oyee s i n 30 busi ne s se s and
ope rati ng i n over 40 cou ntri es a cro ss the Mi ddl e Ea st and North Afri ca, Tur ke y, Indi a
and emergi ng A si an economies.

www.alghanim.com

A.T. Kearne y i s a l ea di ng gl ob al m an ag e me nt con s ul ti ng fi rm wi th offi ce s i n more

than 40 countri e s. Si nc e 1926, A.T. Kearne y ha s been a trusted advi ser to the worl ds
foremost organi z ati ons. A.T. Kearne y i s a partner-owned fi rm, committed to hel pi ng
clients ac hi e ve i m m edi ate i m pa ct and gro wi ng a d va ntag e on thei r most mission-
cri ti cal i s s ue s.

www.atkearney.com

Bank of Ameri ca i s one of the worlds l arge st fi nan ci al i nsti tuti on s, se r vi ng i ndi vid ual
con sumers, sm all - and middle-market busi ne s s es and large cor po rati o ns with
ban ki n g, i nv e sti ng, a sset ma na ge m ent and other finan ci al and ri s k management
products and ser vi c e s. The company pro vi de s unmatched conve ni enc e i n the United
States, ser vi ng ap pro xi matel y 48 milli on con sumer and small bu si ne s s rel ati o n ship s
wi th some 4,800 retail ban ki ng offi c es and around 16,000 ATMs, and award-wi nni ng
onli ne b an ki ng with 31 mil li on a cti ve u sers and app ro xi m atel y 18 mil li on mobile users.

www.bankofamerica.com

Bl oo m b er g, L.P. is the leadi ng gl obal pro vi der of fi nan ci al data, anal yti c s, news and
media. Bl oo mb erg p ro vi de s re al -ti me fi nan ci al i nfor mati on to more than 310,000
s ub s c ri ber s; through Bl oo m b er g Law, Bl o o m ber g G ov er n m ent and Bloomberg
New Energ y Fi nan c e, the company provi d e s data, news, and anal yti c s to d eci sio n
makers i n i ndu stri es beyond fi nan ce. B l o o mb erg News, T V, R adi o, Mobi l e, Int er net
and two mag a zi ne s Bu si n e ss w e ek and Mar k ets c o v er the worl d wi th over 2,300
news profes si on al s. The company employs more than 17,000 people in 192 locati on s
around the world.

www.bloomberg.com

The Future of Jobs Report | 153

 At total co n sol i dated s al es of 2.46 bil li on and over 10,000 empl oye es i n 18 co unt ri es,
Hubert Burda Media is one of Europes l arge st con sumer i nter net co m pa ni e s. Burdas
di gi tal acti vi ti es h av e been the mai n dri v er of the companys growth. Hubert Burda
M edi a rea c he s over 160 milli on u sers onli ne; 40 mil li on consumers enter i nto p ayi ng
rel ati on shi p s wi th one of Burdas 400 brands. As Germ any s l eadi ng m ag a zi ne
pu bli s hi ng house, the company offers about 80 maga zi ne s i n Ger m an y and another
240 maga zi nes all over the wo rld.

www.hubert-burda -media.com

C ente ne C or por ati on, a Fo rtune 500 company, is a di v er si fi ed, mul ti -nati on al
heal th ca re enter pri se that pro vi de s a portf oli o of ser vi c es to government-sponsored
heal th ca re programs, fo cu si n g on und er-i n sur ed and uni nsu red i ndi vi du al s. Many
re cei v e be nefi ts pro vi de d under Medi cai d, i n cl udi ng the State Child ren s He alt h
Insu ran c e Program ( C HIP), a s well a s Aged, Bl i nd o r Di sa bl ed ( AB D), Fo ster Ca re
and Long Term Care (LTC), i n ad di ti on to other state- s po n s or ed/ h y bri d program s
and Medi c are ( Sp e ci al Needs Pl an s). The Company operates loc al heal th plans and
offers a range of heal th i n sur an ce sol uti ons. It al so contract s wi th other healt hcare
and com m er ci al org ani zati on s to pro vi de sp e ci al ty se r vi ce s i n cl udi ng b eha vi oral
heal th ma na ge m ent, care ma na g e me nt software, co rre cti on al heal thc are ser vi c es,
dental ben efi ts ma na ge m ent, i n-h o me heal th se r vi ce s, l ife and heal th management,
managed vi si on, pharmacy benefi ts m ana ge m ent, sp e ci al ty pharmacy and telehealth
se rvices.

www.centene.com

The Coc a- C ol a Company ( NYSE: K O) i s the worlds l arg e st bev era ge company,
refre shi ng consumers wi th more than 500 spar kl i ng and still brand s. Led by Coca-
C ol a, one of the worlds most val ua bl e and re co gni z abl e brand s, the Companys
po rtfol i o feat ure s 16 bil li on- dol l ar brands i ncl udi ng Di et Co ke, Fanta, Sprite, Coca-
C ol a Ze ro, vi ta mi nw ater, P o we ra de, Mi n ute M ai d, S i m pl y, Ge or gi a and Del Vall e.
Gl ob all y, it i s the No. 1 provi d er of spa r kli ng be v era g es, r ea dy-t o- dri nk coffee s, and
j ui ce s and jui ce d ri nk s. T hro ug h the worlds l arge st be ver age di stri buti on system,
consumers i n more than 200 countri es enj oy i ts be ve rag e s at a rate of more than
1.8 bil li on s er vi ng s a day. With an enduri n g commitment to buil di ng su st ai nabl e
c o m m uni ti es, the Company is focu sed on initi ati ves that reduce its en vi ronm ent al
footp ri nt, support acti ve, he al thy li vi ng, create a safe, incl u si ve wo rk en vi ron m ent, and
enh an c e the economic devel o p me nt of the co m m uni ti es where it operates. Together
wi th i ts b ottli ng pa rtners, it ranks among the worlds top 10 pri vate em pl oy er s wit h
more than 700,000 system as soci at es.

www.thecocacolacompany.com

EY i s a gl obal l ea der i n as su ran ce, tax, tra n sa cti on and ad vi s or y se r vi c e s. The

i nsi ghts and qual i ty se r vi ce s it del i ver s h el p buil d tru st and confi den ce i n the capit al
markets and in e con o mi es the worl d over. E Y de vel op s o utsta ndi ng l ea der s who
team to del i ver on its pro mi se s to all of i ts stake hol der s. EY pl ay s a cri ti cal rol e i n
bui l di ng a better wor ki n g w orl d for its people, its clients and its communities.

www.ey.com

H ei dri c k & Struggl e s s er v es the exe c uti ve tal ent and l eade rs hi p needs of the worlds
top organi zati on s a s the premi er pro vi d er of l ead er s hi p co n sul ti ng, culture shapi ng
and seni or-l ev el exec uti ve search ser vi ce s. The con s ul tant s of Hei dri ck l e ver age deep
ex pe rti se across every i nd u str y sector and an unparal l el ed gl obal pre se n ce. Heid ri ck
& Stru ggl e s pi on eer ed the profe s si on of exe cuti ve sea rch more than 60 year s ago.
Today, the fi rm se rv e s a s a trusted ad vi se r, pr ovi di ng i ntegr ated l ea der s hi p sol utio ns
and hel pi ng i ts cl i ents change the worl d, one lead er shi p team at a time.

www.heidrick.com

154 | The Future of Jobs Report

JLL ( NYS E: JLL) i s a profes si on al se rvi ce s and inv est m ent m an ag e me nt fi rm off eri ng
sp eci ali ze d real e state ser vi c es to cl i ents s ee ki ng i ncre a sed val ue by owni ng,
o c cu p yi ng and i nvesti ng i n real e state. With ann ual fee reven ue of $4.7 billi on and
gross reve nue of $5.4 billi on, JLL has more than 230 corporate offi c es, operates
in 80 co untri e s and has a gl obal workfo rce of appro xi m atel y 58,000. On behalf of
its cl i ents, the fi rm p ro vi de s ma na ge m ent and real e state outs ou r ci ng se r vi c es for
a property portfol i o of 3.4 bil li on square feet, or 316 mill i on square metres, and
c o m pl eted $118 bil li on i n sal e s, a cqui si ti ons and fi nan c e tran sa cti ons i n 2014. It s
i nve st ment ma na ge m ent bu si ne s s, LaS all e Inv e stment M an ag e m ent, has $55.3 billion
of real e state assets under m an ag e m ent. JLL i s the brand name, and a regi st ered
trademark, of Jones Lang LaSall e.

www.joneslanglasalle.com

Johnson Control s i s a gl obal di ver si fi ed tec hn ol og y and indu stri al l ead er se r vi ng

customers i n more than 150 countri e s. Its 170,000 empl oy ee s create quali t y
products, ser vi c es and sol uti ons to opti mi ze e ne rg y and operati on al effi ci en ci es
of bui l di ng s; l ea d- a ci d auto m oti ve batte ri es and advanced batteri e s for hyb rid
and el e ctri c vehi cl es; and seati ng components and systems for auto mo bi l es. The
companys commitment to su stai nabi li ty dates back to 1885, with the inventi on of
the first el e ctri c room thermostat. Thro ug h i ts growth strategi e s and by inc rea si ng
market sha re, Johnson Co ntrol s i s co m mi tted to del i veri ng val ue to sh are hol de rs and
m a ki ng its cu stomers su c ce s sful. In 2014, Johnson Contr ol s repo rted annual s al es of
$42.8 billi on and i s c on si stentl y ranked on the U.S. Fortu ne 500 and Gl obal Fo rtune
500. Johnson Control s i s committed to good corporate gov er na n ce and community
se rvi ce. In 2015, Corporate Res pon si bi li ty Ma ga zi ne re co gni z ed John son Contr ol s the
no. 14 company in its annual 100 Best Corporate Ci ti ze ns li st, c onfi r mi ng it s po siti o n
as an ethi cal and trusted brand in the industri e s i t se rve s.

www.johnsoncontrols.com

M an po w e r G ro up T M ( NYSE: M AN) i s the worlds workforce expert, creati ng i nno vati ve

workforce s ol uti on s, for more than 65 years. It connects more than 600,000 people
to meani ngful work acro ss a wi de range of skill s and indu stri es eve ry day. Through
its Manp o we r Gr ou p fami l y of brandsManpower, Expe ri s , Right Management
and ManpowerGroup Sol uti ons i t hel p s more than 400,000 cli ents i n 80 co unt ri es
and territori e s addre ss thei r c ri ti cal talent needs, pro vi di ng c o mp re he n si ve sol uti on s
to res our c e, ma na ge and de vel op tal ent. In 2015, Man p o we r G r ou p wa s named one
of the Worl d s Most E thi cal C o mp ani e s fo r the fifth c on s ec uti ve year and one of
Fo rt une s Most Admired Co mp ani e s, c onfi r mi ng it s po si ti on a s the most trusted and
admired brand in the indust ry. M an po w er G r ou p make s po w eri ng the worl d of wo rk
hu ma nl y po ssible.

www.manpowergroup.com

Ol d Mutu al pro vi de s i nv e st ment, s a vi ngs, i n sur an c e and ban ki ng s er vi ce s to more

than 17 mill i on customers i n Afri ca, the Am eri c as, Asi a and Europ e. O ri gi nati ng i n
South Afri ca i n 1845, Ol d Mut ual has been li sted on the London and Johannesburg
Stock Ex ch an ge s, among others, si n ce 1999. In the year ended 31 De ce m be r 2014,
the Group reported adj ust ed op er ati ng p rofi t before tax of 1.6 billi on (o n an IFRS
basi s) and had 319 bill i on of funds under mana ge m e nt from core ope rati on s. For
further i nfor m ati on on Ol d Mut ual plc, pl eas e vi si t the corporate website at www.
oldmutual.com.

www.oldmutual.com

The Future of Jobs Report | 155

 O m ni c o m i s a strat egi c h ol di ng company headqu arter ed i n New York. It ma na ge s a
portfol i o of gl obal market l ead er s i n the di s ci pli ne s of adv erti si ng, m ar keti ng se rvi ces,
s pe ci al ty c o m mu ni c ati ons, i ntera cti v e/di gi tal media and media buyi ng se rvices.
Omnicom Group companies cover more than 30 mar keti ng communications
di sci pl i nes a cro ss more than 200 strategi c b rand platforms, co mp ri si ng th ree global
ad ve rti si ng agency networks, l eadi ng nati on al adv erti si ng a gen ci e s, a gl ob al network
of more than 175 mar keti ng s e rvi ce s co m pa ni es and a medi a g roup that incl ud e s two
of the worlds pr e mi er p ro vi de r s of medi a pl anni ng and buyi ng s e r vi ce s. Om ni coms
c o m mi t m e nt to ex cel l en ce, qual i ty and cl i ent s ati sfa cti on i s a pri m ar y re a son why its
record of new busi ne s s wi n s and l onge vi ty of maj or cli ent rel ati on s hi ps a re the best
in the bu si ne s s. Its agency brands are con si ste ntl y a c k no wl e d ge d a s havi ng the
best creati ve tal ent i n the worl d i n all di s ci pli nes. A l ead er i n di gital m edi a, Om nicom
Group has been ranked number one in di gi tal shar e of reven ue among all holdi ng
companies.

www.omnicomgroup.com

Ooredoo is a l eadi ng i ntern ati onal co m m uni cati on s company deli ve ri ng mobile,
fi xe d, broadband inter net and corporate managed ser vi ce s tai l ored to the needs
of consumers and busi ne s se s ac ro ss markets i n the Mi ddl e Ea st, North A fri ca
and Southe a st A si a. A s a community-focused company, Ooredoo is guided by its
vi si on of enri chi ng p eopl e s li ves and its beli ef that it can sti m ul ate human growth by
l ever agi ng co m m uni c ati ons to hel p people achi e ve thei r full potenti al . Ooredoo has a
pre se n ce i n market s such as Qatar, Ku wai t, Oman, Al ge ri a, Tu ni si a, Iraq, P al esti ne, t he
M al di ve s, My an m ar and Indo n esi a. The company was named Best Mobile Operator
of the Year at the Worl d C o m m u ni cati on A ward s 2013. The company reported
rev enu e s of US$ 9.1 billi on i n 2014 and had a con s oli date d gl ob al cu stomer base of
more than 107 mi lli on p eo pl e a s of 31 Dec e mb er 2014. Ooredoos share s are li sted
on the Qatar E x ch an ge and the Abu Dha bi S e cu ri ti es Ex change.

www.ooredoo.com

At PwC, our purpose is to buil d t ru st i n so ci ety and sol v e i mp ort ant p robl em s.
Were a network of fi rm s i n 157 count ri es wi th more than 208,000 peo pl e who are
c o m mi tt ed to deli v eri ng qual ity i n as s ura n ce, ad vi s or y and tax ser vi c e s. Fi nd out
more and tell u s what matters to you by vi si ti ng u s at www.pwc.com. PwC refers
to the PwC network and/or one or more of its member fi r m s, each of whi ch i s a
se par ate l eg al enti ty. Pl ea se see www.pwc.com/structure for further det ail s.

www.pwc.com

Founded in 1999, the Renaul t-Ni s sa n A lli an ce i s the long e st-l asti ng c ro s s-cul tural
c o m bi nati on among maj or auto ma ke rs. It sel l s one in 10 cars gl obal l y and employs
nearl y 450,000 peopl e i n nea rl y 200 cou ntri es. Re na ul t and Ni s sa n are separate
companies but enj oy a cro s s- s har eh ol di ng p art ne r shi p which focuses on result s-
dri ven sy ner gi es and respect s brand and corporate identi ti es. The A lli anc e has
expanded to incl ud e col l abo rati on s with Ger m an y s D ai ml er, Chi na s Dong Feng and
Ru s si a s A vtoV A Z, among others. Re naul t and Ni s sa n are the onl y auto m a ke rs ma ss-
producing and selli ng z er o-e mi s si on v ehi cl e s, i ncl udi ng the Ni s san LE AF and Renault
Zoe, whi c h are 100% el e ctri c and can be ful l y re cha rge d wi th purel y re newabl e
ene rgy. Tog ethe r, the Al li anc e has sol d more than 200,000 el e ctri c ve hi cl es m o re
than all of the other maj or auto ma k er s combined. The Alli an ce i s committed to
ex pa ndi ng the zer o- e mi s si on i nfra stru ct ure a round the worl d and has agreements
wi th over 100 ci ti es, states and countri e s that are wor ki n g to ens ure el ectri c v ehi cl es
are both afford abl e and conve ni ent.

www.alliance-renault-nissan.com

156 | The Future of Jobs Report

Tak eda P har m a ceuti c al i s a gl obal p ha r ma c euti c al company wi th a pre s en ce i n
more than 70 countri e s a round the worl d. The company has a hi stor y sp anni ng
over 230 years and i s curr entl y the top phar m a ce uti cal company in Japan and A si a,
as well a s one of the top 20 phar ma c euti cal fi r ms gl ob all y. It pursues i ts mi s sio n
to stri ve towards better heal th for pe opl e wo rl d wi de through l eadi ng i nno v ati on i n
me di ci ne i n four thera pe uti c are as: CNS, cardi o va s cul ar and met ab oli c disea se s,
ga str oent erol o g y and oncology.

www.ta keda.com

Tup pe r w are Brands Co rp orati on i s the l eadi ng gl ob al ma rk eter of i nno vati ve, p remium
products across mul ti pl e brands, utili zi ng a rel ati on shi p-b a sed selli ng method through
an indepe nd ent sal e s force of 2.9 mill i on. For more than 65 years, Tupperware
Brands has connected women through its worl dwi de sal e s for ce pr op elli ng the
org ani zati on s busi n e ss o bj ecti v es w hil e po si ti vel y i m pa cti ng the li ves of women
through a uni qu e bu si ne s s m od el that educates and empowers through economic
op po rtuni ti es, trai ni ng and enh an c ed s elf-co nfi dence.

www.tupperwarebrand s.com

The Future of Jobs Report | 157

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