WEF Future of Jobs Report 2025 (1)
The final section of the World Economic Forum’s Future of Jobs Report 2025 presents detailed industry‑specific profiles for more than twenty sectors, ranging from Information & Technology Services to Real Estate, Mining, Oil & Gas, Retail, Supply‑Chain, Telecommunications and Professional Services. For each industry the report provides a suite of quantitative indicators: - Labour‑market churn (five‑year structural churn and annual churn) and skill disruption (share of core skills expected to change); - DEI priorities (share of organisations with diversity, equity and inclusion programmes) and AI exposure (share running AI programmes); - Macro‑trends (e.g., carbon‑reduction investment, ageing workforce, geopolitical fragmentation, cost‑of‑living pressures) and technology trends (AI & information processing, robotics, quantum, energy, biotech, etc.) that respondents expect to drive transformation; - Jobs outlook with net growth, job creation and displacement figures for key roles (AI specialists, sustainability specialists, factory workers, accountants, etc.); - Skill outlook highlighting core skills of 2025 and those projected to increase in use by 2030 (analytical thinking, technological literacy, resilience, AI & big data, etc.); - Talent availability expectations (improving vs worsening in five years), current talent‑availability when hiring, and barriers to transformation (skills gaps, culture resistance, regulatory constraints, data infrastructure, talent attraction); - Workforce strategy components that organisations plan to prioritise by 2030 (upskilling, hiring new‑skill staff, automation, complementing workforce with new technologies); - AI strategy adoption rates (reskilling/upskilling, hiring AI‑design talent, hiring AI‑collaborative talent); - Business practices to improve talent availability (task allocation between people, technology, and hybrid; practices such as remote work, higher wages, DEI training, health & well‑being). The section aggregates these data into tables and brief narrative headings, allowing cross‑industry comparison of how digitalisation, AI, demographic shifts and policy environments are reshaping labour markets and organisational priorities. The overarching insight is that while AI and digital access are the dominant technology drivers, sectoral differences in churn, skill change and talent constraints shape distinct strategic responses.
Topics
Labour‑Market Churn and Skill Disruption by Industry
Presents five‑year structural churn, annual churn, and the proportion of core skills expected to change for each sector, highlighting which industries face the greatest workforce turnover and skill volatility.
Sector‑Specific Macro‑economic, Societal, and Technology Trends
Aggregates the macro‑trends (carbon‑reduction investment, ageing workforce, geopolitical fragmentation, cost‑of‑living pressures) and technology trends (AI, robotics, quantum, energy, biotech) identified by respondents, and compares their prevalence across the twenty‑plus industry clusters.
Projected Job Growth, Displacement and Emerging Roles to 2030
Shows net job growth, creation and displacement figures for key occupations within each industry, pinpointing high‑growth roles (AI specialists, sustainability experts) and occupations at risk (administrative assistants, accountants).
Evolving Skill Landscape: Core 2025 Skills and 2030 Upskilling Priorities
Compares the core skill set identified for 2025 with the skills projected to increase in use by 2030—analytical thinking, technological literacy, AI & big data, resilience, creativity—highlighting sector‑specific upskilling gaps.
Talent Availability Outlook, Barriers, and Organizational Practices
Combines employer expectations on whether talent availability will improve or worsen, the top transformation barriers (skills gaps, cultural resistance, regulatory constraints, data infrastructure, talent attraction), and the practices firms plan to deploy (remote/hybrid work, higher wages, DEI training, health & well‑being) to improve talent supply.
AI Adoption Strategies and Reskilling Commitments
Reports the share of organisations planning to reskill/upskill for AI, hire AI‑design talent, and hire workers to collaborate with AI, illustrating sectoral differences in AI‑centric workforce planning.
Human‑Machine Task Allocation and Future Work Design
Illustrates the current and 2030 split of tasks performed by people, technology, or a hybrid of both, showing the shift toward automation, hybrid work models, and the re‑definition of job content across industries.
Workforce Strategy Pillars for 2030
Identifies the three most common strategic priorities—upskilling, hiring new‑skill staff, and accelerating automation—and provides sector‑specific adoption rates, indicating how firms plan to align talent with future demand.