The Future of Jobs
33
0
20
40
60
80
100
Data and AI
Cloud Computing
Product Development
People and Culture
Marketing
Engineering
Content Production
Sales
Same emerging job cluster
Same occupation
Any occupation outside emerging cluster
Any emerging cluster
Share of transitions (%)
Cloud Computing
Data and AI
Product Development
Sales
Content Production
Marketing
People and Culture
Engineering
0
20
40
60
80
100
Share of transitions (%)
2%
7%
21%
22%
35%
37%
56%
60%
76%
43%
59%
57%
43%
42%
25%
27%
22%
50%
20%
21%
22%
22%
19%
12%
Medium similarity
High similarity
Low similarity
Product Development
Data and AI
Sales
Cloud Computing
Content Production
Marketing
People and Culture
Engineering
Change in job family
No change in job family
28%
72%
28%
72%
32%
68%
47%
53%
50%
50%
55%
45%
74%
26%
81%
19%
Share of transitions (%)
0
20
40
60
80
100
Transitions and pivots into the jobs of tomorrow, selected countries
F I G U R E 2 4
A. Transition by occupation and job cluster of source occupation
B. Job pivots by skills similarity with source occupation
C. Job pivots by job family of source occupation
Source
LinkedIn Economic Graph.
Note
Job transitions refers to any job transition while job pivots
refers to individuals moving away from their current occupation.
Job Families are groups of occupations based upon work
performed, skills, education, training, and credentials.
Data derived from the following countries
Argentina, Australia, Brazil, Canada, France, Germany, India,
Ireland, Italy, Mexico, Netherlands, New Zealand, Saudi
Arabia,
Singapore, South Africa, Spain, Sweden, United Arab
Emirates, United Kingdom and United States.
The Future of Jobs
34
Transitions into the jobs of the future
F I G U R E 2 5
Source
LinkedIn Economic Graph.
Cloud Computing
Content
Data and AI
Engineering
People and Culture
Marketing
Product Development
Sales
Accounting
Administrative
Arts and Design
Business Development
Community and Social Services
Consulting
Education
Engineering
Entrepreneurship
Finance
Healthcare Services
Human Resources
Information Technology
Legal
Marketing
Media and Communication
Military and Protective Services
Operations
Product Management
Program
and Project Management
Purchasing
Quality Assurance
Real Estate
Research
Sales
Support
Source job family
Destination job
of tomorrow
The Future of Jobs
35
Perceived barriers to the adoption of new technologies
F I G U R E 2 6
The ability of global companies to harness the
growth potential of new technological adoption is
hindered by skills shortages. Figure 26 shows that
skills gaps in the local labour market and inability
to attract the right talent remain among the leading
barriers to the adoption of new technologies. This
finding is consistent across 20 of the 26 countries
covered by the Country Profiles presented in Part
2 of the report. In the absence of ready talent,
employers surveyed through the Future of Jobs
Survey report that, on average,
they provide access
to reskilling and upskilling to 62% of their workforce,
and that by 2025 they will expand that provision to a
further 11% of their workforce. However, employee
engagement into those courses is lagging, with only
42% of employees taking up employer-supported
reskilling and upskilling opportunities.
Skill shortages are more acute in emerging
professions. Asked to rate the ease of finding skilled
employees across a range of new, strategic roles,
business leaders consistently cite difficulties when
hiring for Data Analysts and Scientists, AI and
Machine Learning Specialists as well as Software
and Application Developers, among other emerging
roles. While an exact skills match is not a prerequisite
to
making a job transition, the long-term productivity
of employees is determined by their mastery of key
competencies. This section of the report takes stock
of the types of skills that are currently in demand
as well as the efforts underway to fill that demand
through appropriate reskilling and upskilling.
Emerging and declining skills
2.3
Source
Future of Jobs Survey 2020, World Economic Forum.
Skills gaps in the local labour market
Inability to attract specialized talent
Skills gaps among organization’s leadership
Insufficient understanding of opportunities
Lack of flexibility of the regulatory framework
Shortage of investment capital
Lack of flexibility in hiring and firing
Lack of interest among leadership
Other
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