世界经济论坛-把技能放在首位：建立高效和公平的劳动力市场的机会（英）-2024.1.docx

SupportedbyPwCWQR1.DECONOMICFQRUMPuttingSk川SFirstOpportunitiesforBuildingEfficientandEquitable1.abourMarketsINSIGHTREPORTJANUARY2024Coverimage:UnsplashContentsIntroduction3Executivesummary4Context51Chapter1:SkillsFirstOpportunities71.1Rethinkingacademicrequirementstobroadentalentpools71.2Assessingskillsalongsideworkandeducationhistorytospotnewtalent91.31.ookingbeyondpersonalnetworkstowidenaccesstoopportunity111.4Preparingforthedemandsofthedigitaltransition121.5Gettingaheadofthegreentransition152Chapter2:SkillsFirst1.ighthouses162.1Employer1.ighthouses191.ighthouse1IBM:SkiIIsBuiId191.ighthouse21.ondonStockExchangeGroup:MyCareer211.ighthouse3Natixis:JobsinMotion231.ighthouse4PwC:SkillsProgramme251.ighthouse5Sanofi:DemocratizingDigitalandData271.ighthouse6SAP:SkillsTransformationProgramme291.ighthouse7Siemens:MySkills31DisclaimerThisdumentispublished1.ighthouse8StandardChartered:FutureSkillsAcademies33bytheWorldEconomicForumasacontributionto2.2GovernmentandEducationsector1.ighthouses35aproject,insightareaorinteraction.Thefindings,1.ighthouse9AcademyofCareerandTechnologyCambodia:DigitalPathwaysforYouth35interpretationsandconclusionsexpressed1.ighthouse10Coursera:CreditRecommendationofProfessionalCertificates37hereinarearesultofacollaborativeprocess1.ighthouse11EdgeTech:TheMusaInitiative39facilitatedandendorsedbytheWorldEconomicForum1.ighthouse12MetropolisUniversityofAppliedSciences:MINNO41butwhoseresultsdonotnecessarilyrepresentthe1.ighthouse13NationalUniversityofSingapore:SkiIIsFutureCareerTransitionProgrammes43viewsoftheWorldEconomicForum,northeentiretyofits2.3Keyfactorsforsuccess45Members,Partnersorotherstakeholders.PwCprovidedContributors46analysisthatsupportedChapter1ofthisreport.Endnotes47PwCwasnotinvolvedintheselectionoftheUghthouses.©2024WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformationstorageandretrievalsystem.JANUARY2024PuttingSkillsFirst:OpportunitiesforBuildingEfficientandEquitable1.abourMarketsIntroductionSkillsandtalentshortagesarecriticalchallengesfacingsocietiesandeconomiestoday.Theabsenceofrelevantskillsimpedesbusinessgrowth,hinderseconomicprosperityandinhibitsindividualsfromrealizingtheirfullpotential.Employersneedtorethinktheirlimitedfocusonusingeducationalachievementandpreviousexperienceasproxiesfortheskillstheyrequire.Suchanapproachperpetuatesthescarcityoftalentandexcludesmanypeoplewhowouldotherwisebehugelyvaluableintheworkplace.A*,skills-first"approachfocusesonwhethersomeonehastherightskillsandcompetenciesforaparticularrole,ratherthanhowtheskillshavebeenacquired.Inourpreviousreport,PuttingSkillsFirst:FrameworkforAction,publishedin2023,weidentifiedtheenablersandactionsforimplementingaskills-firstapproach.Thereportfoundthatmorethan100millionpeopleinthe18globaleconomiescoveredinouranalysiswouldstandtodirectlybenefitfromaskills-firstapproach-duetobeingunderemployedintheircurrentjoborwantingtoworkbuthavinggivenuplookingforajobduetolackofhopeofsuccess.Inthisfollow-upreport,weidentifyfivespecificopportunitiesforinterventionwherethegainsfromskills-firstsolutionsaremostlikelyforemployersandworkersalike.WealsohighlightadiversesetofSkillsFirstu1.ighthouses",selectedbyanindependentexpertpanel.Thereportconcludesbyofferingkeytakeawaysregardingsuccessfactorsinimplementingskills-firstapproaches.ThereportdrawsonrecentdatafromtheWorldEconomicForum'sFutureofJobsSurveyandPwC,sGlobalWorkforceHopesandFearsSurveytoprovideinsightsfrombusinessesandworkersaroundtheworldabouttalenttrendsandareasforwhichtakingaskills-firstapproachcanhelpthemost.Aswenavigatethecomplexitiesofthefuturejobmarket,wherethedemandforcertainskillsfluctuates,embracingadynamicapproachtotalentacquisitionbecomesindispensable.Solutionssuchasaskills-basedhiringstrategyallowbusinessestostayagileandresponsivetoemergingneeds,positioningthemattheforefrontofinnovation.Moreover,askills-firstapproachgoesbeyondindividualandbusinesssuccessandcancontributetobroadersocietalcohesion.Bywideningaccesstoopportunities,thisapproachalsobecomesapowerfulinstrumentinfosteringinclusivityanddiversitywithintheworkforce.Resolvinglabourshortages,bridgingskillsgapsandequippingworkerswithskillsforthejobsoftomorrowarekeytocreatingresilientandproductivelabourmarkets.Itisourhopethatthisreportsparksacalltoaction,inspiringorganizationsworldwidetoproactivelyembraceaskills-firstethosandtogenerategreaterproductivity,inclusivityandprosperity.ExecutiveSummaryTheneedandtheopportunitytoputskillsfirsthavealigned.ForboldIeaders5theresultisbusinesstransformation.Aslabourmarketsbecomeincreasinglytightacrossadvancedeconomies,demographics,mbinedwiththegreenanddigitaltransitions,willcreateadditionaltalentshortages.Thereisavastuntappedopportunityinrecruitinganddevelopingtalentwherepeople'sskillsaremoreefficientlymatchedtotheirroles.Mostofthatopportunityisyettobeseized.Sixtypercentofbusinessessaythatskillsgapsinthelocallabourmarketholdbackthetransformationoftheirbusiness-thetopbarrierglobally.Only39%ofbusinessesreportapositiveoutlookfortalentavailabilityinthenextfiveyears,wellbehindoptimisticexpectationsregardingtalentretentionandtalentdevelopment.Whilemanybusinesseshavealreadymadestridestoreorientthedevelopmentoftheirworkforcearoundskillsneeds,fewhaveboldlyembracedmoreflexiblehiring.Skills-firstrecruitmentisnotjustahuman-resourcesproject,butthekeytotransformingbusiness.Forty-sixpercentofworkerssaytheirformalqualificationsarenotrelevanttotheirjob,yetonly6%ofglobalbusinessesbelievethatremovingdegreerequirementswouldimprovetalentavailabilityintheirorganization.ThesectorswhichmoststronglybelievethatflexibilityofdegreerequirementswillimproveaccesstotalentareAgricultureandNaturalResources,Accommodation,Food,and1.eisure,AutomotiveandAerospace,andHealthandHealthcare.Businessesmustassessandrecruitfromwiderpoolsofskilledapplicantsfromatypicalindustriesanddemographics.Innovativeskills-basedassessmentsareaneffectivealternativetoprofessionalhistoryandexperience.Fifty-eightpercentofworkersbelievethattheyhaveskillsthatarenotclearfromtheirqualificationsorjobhistory,and46%believethatemployersfocustoomuchontheirjobhistoryandtoolittleontheirskills.Personalnetworksstillplaytoostrongaroleinhiringdecisions,with51%ofworkersbelievingthattheyhavemissedoutonjobsorcareeropportunitiesbecausetheydon,tknowtherightpeople.ThesectorsmoststronglyimplicatedareFinancialServices,InformationTechnologyandDigitalCommunications,andRetailandWholesaleofConsumerGoods.Byprioritizingskillsovertraditionalmarkersofprivilege,SkillsFirstapproachespromotemoreequitablepathwaystoworkforceparticipationbasedon"whatyouknowrratherthan"whoyouknow".Askill-firstculturecanhelpemployersandworkersadapttothedigitaltransition.Fifty-eightpercentofemployeessurveyedbelievethattheskillstheirjobrequireswillchangesignificantlyinthenextfiveyearsand66%feeltheyhaveaclearsenseofhowtheskillstheirjobrequireswillchangeinthattime.Artificialintelligence(AI)andbigdataaccountsformuchofthedisruption,followedbycreativeandanalyticalthinking-domainswhereworkersmayunderestimatethescaleofthecomingdemandsonthem.Gettingaheadofthegreentransitionrequirescompaniestoapplyskills-firstapproaches.Althoughonly16%ofmpaniesidentifygreenskillsasbeingimportanttotheirworkerstoday,42%saytheywillgrowinimportanceinthenextfiveyearsand21%willplaceastrategicfocusondevelopingthemintheirworkforce.Thirty-ninepercentofworkerssaygreenskillswillbeimportanttotheircareerdevelopmentinthenextfiveyearsand47%areconfidentthattheiremployerwillprovidethemwiththetls,resourcesandopportunitiestheywillneedtobuildtheirgreenskills.Aculturalshifttoskills-firstapproachesneedsbothsponsorshipfromexecutivesandgovernancefromhuman-resourcesprofessionals.TheSkillsFirst1.ighthousesdescribedinthispaperarecasestudieswhich,takentogether,identifythekeyingredientsforsuccess.Thereisaneedforskillstobepartofthebusinessstrategy,andforleaderstotellthatstoryinternallyandtopursueculturechangealongsideprocesschange.Persistenceanditerativefeedbackarerequiredoverseveralyearsastheprogrammeexpandstogiveopportunitytoallsectorsofthebusiness.Changeshouldbeinclusiveanddatadriven,withaccountabilityonkeyperformanceindicators.ContextApplyingskills-firstapproachescanhelpaddresstalentshortages,closeskillsgapsandboostbusinessgrowthEconomicgrowthdependsonresilientandproductivelabourmarketswhichefficientlymatchhumancapitalandtechnologytoopportunity.Yetlabourmarketsarebecomingincreasinglytightacrossadvancedeconomies.IntheUnitedStates,6.4millionunemployedworkersareoutnumberedby9.6millionjobopenings.1InEurope,2.9%ofpositionsarecurrentlyunfilled-thehighestrateeverrecorded.2Structuraldriversoftheselabourshortagesincludediminishingworking-agepopulations,compoundedbychangesinjobsandskillsduetogeoenomicdevelopments,thegreentransition,andtechnologicaldevelopments.Failuretoaddresslabourshortagesmayhindereconomicgrowthandslowprogressonenvironmentalandsocialchallenges.Worldwide,only39%ofbusinessesreportapositiveoutlookfortalentavailabilityinthenextfiveyears,wellbehindoptimisticexpectationsregardingtalentretention(53%oforganizations)andtalentdevelopment(77%oforganizations).3Acrossindustries,theoutlookisparticularlychallengingfortheSupplyChainandTransportation,HealthandHealthcare,Manufacturing,andretailindustries(Figure1).Almosteveryindustryseesaccessingtalentasagreaterchallengethanretainingitordevelopingit.Shareoforganizationssurveyedreportingapositiveoutlook(%)FIGURE 1 Talentoutlook2023-2027Outlkfortalentavailability,retentionanddevelopment,byindustrySupplyChainandTransportationHealthandHealthcareManufacturingRetailandWholesaleofConsumerGoodsFinancialServicesEnergyandMaterialsInformationTechnologyandDigitalCommunicationsRealEstateEducationandtrainingCare,PersonalServicesandWellbeingAccommodation.Food,and1.eisureProfessionalServicesAgricultureandNaturalResourcesGovernmentandPublicSectorAutomotiveandAerospaceInfrastructureNon-governmentalandMembershipOrganisationsMedia.EntertainmentandSportsOrganizationsreportingaPOSitiVe.Hook2023-2027TalentavailabilitywhenhiringTalentretentionofexistingworkforceSourceWorldEconomicForum,FutureofJobsSurvey2023.Whiletheoutlookisworseinadvancedeconomies-fewerthan20%oforganizationsoperatingintheNetherlands,Sweden,BelgiumandtheCzechRepublicareoptimisticabouttalentavailabilityinthenextfiveyears-theproblemisglobal.AmongorganizationsrespondingtotheForum'sannualFutureofJobsSurvey,whichreportsbusinessoperationsexclusivelyoutsideofG20countries,37%hadanegativeoutlookfortalentavailabilityinthenextfiveyears.Businessesworldwidearebeingchallengedtodevelopfreshandcreativeapproachestogettingthetalenttheyneedtogrowandtransform.Skills-firstapproachesemphasizeaperson'sskillsandmpetenciesratherthandegrees,jobhistoriesorjobtitleswhenattracting,hiring,developingorredeployingtalent(Figure2)4.Theycanbeeffectiveinclosinglabourshortages,bridgingskillsgapsandequippingworkerswithskillsforthejobsoftomorrow.Thisreport1)identifiesfivespecificareasofopportunitywhereapplyingskills-firstapproachescangeneratethehighestreturnsforworkersandemployersalike,and2)showcasessuccessfulexamplesofskills-firstpolicies,initiativesandprogrammesledbyemployers,governmentsandeducationalinstitutions.FIGURE 2 AframeworkforactionActionArea1:IdentifycurrentandfutureskillsneedsandgapsandmapskillstoworktasksActionArea2:ArticulateskillsneedsinjobdescriptionsandleverageandrecognizeinnovativeskillsassessmentmethodsActionArea3:Co-developandco-deliverskills-basedtrainingprogrammeswithindustry,learningproviders,andgovernmentActionArea4:Boostlifelonglearningandaccesstoskills-basedlearningopportunitiesActionArea5:Createskills-basedpathwaysfordevelopmentandredeploymentSourceWorldEconomicForum,2023,PuttingSkillsFirst:AFrameworkforAction.Skills-firstopportunitiesOver60%ofsurveyedbusinessesreportfacingskillsgapsthetopglobalbarriertobusinesstransformation.5Whilemanybusinesseshavebememoreskills-basedorganizations,therearefiveareasofactionandopportunitywhereskills-firststrategiesmaybemosteffectiveforworkersandemployerswhenadaptedtotheneedsofspecificsectors.2.1 RethinkingacademicrequirementstobroadentalentpoolsWorkerschangecareersmoreoftentodaycomparedtopreviousgenerations.IntheUnitedStates,oldermillennialshavechangedjobsonceevery1.9yearsoftheirworkinglives,comparedtoonceeverythreeyearsforbabyboomers,6andtherateatwhichworkersvoluntarilyleavejobshasincreasedbyalmost50%overthepastdecade.7Astechnologyadoption,thegreentransitionandgeoeconomicpressurescontinuetoacceleratethereconfigurationoflabourmarkets,8itisincreasinglyimportanttoeaseworkers'accessintocareersdifferentfromthoseforwhichtheyoriginallytrained.50100FIGURE3Jobswhichtypicallyrequirepost-secondaryeducationOrderedbytheanticipatednumberofannualopeningsintheUnitedStatesinthecomingdecadeAnnualjobopeningsMedianwageEducationalBackgrounds(0s)($,000s)(%ofthecurrentworkforce)GeneralandOperationsManagersRegisteredNursesSoftwareDevelopersAccountantsandAuditorsBusinessOperationsSpecialists,allotherElementarySchoOlTeachers,exceptSpecialEducationMarketResearchAnalystsandMarketingSpecialistsManagers,allotherManagementAnalystsHumanResourcesSpecialistsFinancialManagersProjectManagementSpecialistsSendarySchoolTeachers,exceptSpecialandCareerechnicalEducationPreschoolTeachers,exceptSpecialEducationMedicalandHealthServicesManagersSubstituteTeachers,Short-termComputerandInformationSystemsManagersSalesManagersMiddleSchlTeachers,exceptSpecialandCareef/TechnicalEducationSubstanceAbuse.BehaviouralDisorder,andMentalHealthCounselorsNodegreeAssociate'sdegreeBachelor'sdegreeMaster'sdegreeDoctoralorprofessionaldegreeSourceU.S.Bureauof1.aborStatistics2022-2032employmentprojections.Projectedjobopeningsrepresentopeningsduetogrowthandreplacement.Figure3showsprojectionsbytheUSBureauof1.aborStatisticsforthejobsexpectedtohavethemostopeningsinthenext10yearsandforwhichmostworkerscurrentlyhaveadegree.Forsomeprofessionsformalqualificationsremaincritical.Inthesecases,public-sectorleaders,businessesandcivilsocietymustworktogethertobroadenaccesstotherequiredqualificationsandaddressfundamentalaspectsofjobattractiveness,qualityandwages.Forotherjobs,lseningacademicrequirementsandfocusingonskillsassessmentcanstaveofflabourshortagesbyopeningnewtalentpipelinesandsupportworkersintransitioningfromdecliningjobstogrowingjobs.Withstructuralchurnexpectedtohit23%ofjobsoverthenextfiveyears,afocusonskillscanreduceturbulenceinlabourmarkets.9Inpractice,thismeansthatemployersofferflexibilityoneducationalrequirementswhereverskillscanbeassessedinotherwaysandworkerscanaffordablyand