Global Workforce Trends

The most important skills today and in the next years will be human capabilities: critical and analytic thinking, resilience, leadership and influence, overlaid with technological literacy and AI skills to amplify these human capacities. World Economic Forum's new Future of Jobs Report provides a deep and broad analysis of the drivers of labour market transformation, the outlook for jobs and skills, and workforce strategies across industries and nations. It's a really worthwhile deep dive if you're interested in the topic (link in comments). Here are some of the highlights from the Skills section, which to my mind is at the heart of it. 🧠 Analytical Thinking Leads Core Skills. Skills like analytical thinking (70%), resilience (66%), and creative thinking (64%) top the list of core abilities for 2025. By 2030, the emphasis shifts even more towards AI and big data proficiency (85%), technological literacy (76%), and curiosity-driven lifelong learning (79%). This shift underscores the critical role of technology and adaptability in future workplaces. 📉 Skill Stability Declines but at a Slower Rate. Employers predict that 39% of workers' core skills will change by 2030, slightly lower than 44% in 2023. This reflects a stabilization in the pace of skill disruption due to increased emphasis on upskilling and reskilling programs. Half of the workforce now engages in training as part of long-term learning strategies compared to 41% in 2023, showcasing the growing adaptation to technological changes . 🌍 Economic Disparities in Skill Disruption. Middle-income economies anticipate higher skill disruption compared to high-income ones. This disparity highlights the uneven challenges of transitioning labor forces across global regions, particularly in economies still grappling with structural changes. 🚀 Tech-Savvy Skills in High Demand. The adoption of frontier technologies, including generative AI and machine learning, is increasing the demand for skills like big data analysis, cybersecurity, and technological literacy. These trends indicate that businesses are aligning workforce strategies to integrate these advancements effectively. 📚 Upskilling Is the Norm, Not the Exception. By 2030, 73% of organizations aim to prioritize workforce upskilling as a response to ongoing disruptions. This reflects a shift in corporate investment priorities towards human capital enhancement to maintain competitiveness.

You're not competing with AI. Here's who your real competition is: Those who learn faster, adapt quicker, and reinvent themselves continuously. "Everybody's replaceable," said Trump recently. "AI is coming for your jobs. Heck, it's coming for my job too." wrote Fiverr's CEO. Shopify won't hire unless managers can "prove AI isn't capable of doing the job." "Work-life balance is your problem" Skims co-founder Emma Grede. It's striking how quickly the narrative is turning. Once upon a time companies proudly declared their people as their "most prized assets." Today, those same people are being told to work harder, adapt faster, and simply be grateful they still have jobs. The corporate social contract is being rewritten. → Old World: Companies competed for talent → New World: Employees compete for relevance → Old World: Experience commanded premium comp → New World: Adaptation speed determines your value → Old World: Companies invested in employee growth → New World: Growth becomes your responsibility The pendulum has swung dramatically. I remember as recently as 2021, employees could "name their demands" during the Great Resignation. That now seems a distant memory. Today, even a slight voicing of concern can swiftly put your job at risk. A new professional hierarchy is emerging: The System Architects: Those who design workflows, working deeply at the intersection of technology and process. The Orchestrators: They lead teams of both humans and AI agents. Bridging both worlds to consistently deliver outcomes. The Fast Adapters: Employees who are learning machines, first to master new tools, pivot quickly and thrive in uncertainty. The Specialized Experts: Their niche and compound skill sets are too nuanced for algorithms, making them essential to push boundaries. The Execution Layer: They handle the critical tasks automation hasn't reached, yet. Their runway is rapidly shortening. The Soon-To-Be-Displaced: Those unwilling or unable to transform quickly enough. Where you land in this hierarchy determines whether you are seen as indispensable or "replaceable." You are no longer competing with your colleagues for the next promotion, it is a new class of professionals who blend technical capability and relentless adaptability. The ones who don't wait for instruction. The ones who don't wait to be picked. The ones who don't wait for certainty. The question isn’t if this shift is happening. It’s whether you'll proactively reposition yourself for this new reality or wait to become irrelevant.

The UK is committed to pursuing a 2050 net zero emissions target – but can the workforce keep up? As world leaders gather for the COP29 summit, new LinkedIn data reveals that the UK leads the way in terms of demand for workers with green skills. As of July this year, 13% of job posts in the UK called for green skills – that compares to 6% globally. Between 2021-2024, demand for green talent in the UK grew by an average of 20% per year. In the past year alone, it surged by 46%. But, while the supply of green talent has also grown, it lags demand. LinkedIn data scientists say the global green talent pool must double by 2050 – at a bare minimum – to keep pace with projected demand. This means there’s never been a better time for UK workers to upskill or consider a career change to a greener role. LinkedIn places green skills in 12 categories, including pollution prevention, renewable energy generation and sustainability research. But it’s not just sustainability-focused sectors that need workers with green skills – traditionally polluting industries such as oil, gas and mining are key employers. Watch the video below for more insights and share your thoughts in the comments. What are you doing to develop your green skills? What career trends are you seeing in the sustainability space? #GreenerTogether Read the whole report here: https://lnkd.in/dJ9gdbXh ✍️ Jennifer Ryan 📊 Akash Kaura (LinkedIn Economic Graph)

10 Sustainability Trends to Watch 🌎 Sustainability is no longer a peripheral concern but a key driver of business strategy, shaping how companies operate and compete in today’s market. The intersection of regulatory shifts, investor expectations, and consumer demands is pushing businesses to integrate sustainability more deeply into their core operations. As the global landscape evolves, several trends are emerging that will define the future of corporate sustainability. Decarbonization and climate adaptation are becoming central to long-term planning. Companies are not only expected to reduce their carbon emissions but also to build resilience against climate risks. This shift is being driven by stricter regulations and global climate commitments, forcing businesses to take proactive steps in emission reduction and climate-proofing their operations. Biodiversity and nature conservation are gaining momentum as businesses recognize the importance of protecting ecosystems. Practices like regenerative agriculture and habitat conservation are no longer niche but are increasingly integrated into corporate strategies to address biodiversity loss and enhance ecosystem services. Companies investing in these areas are positioning themselves as leaders in environmental stewardship. In response to rising regulatory pressure, greenwashing is under intense scrutiny. Claims of environmental responsibility must now be backed by verifiable data, and companies face significant legal and reputational risks if found to be misleading. This trend reflects a broader shift toward greater transparency and accountability in sustainability reporting. Supply chain sustainability is evolving beyond direct operations, with companies focusing on reducing environmental impacts across the entire value chain. Managing Scope 3 emissions is becoming a priority, and new technologies are enabling businesses to track and reduce these emissions more effectively. As a result, sustainable supply chains are now critical to meeting both regulatory requirements and consumer expectations. The role of technology in sustainability is also expanding. AI and data analytics are playing an increasingly important role in optimizing resource use, tracking sustainability performance, and identifying opportunities for carbon reduction. These tools are helping companies make data-driven decisions and improve their environmental impact, positioning technology as a critical enabler in achieving sustainability goals. As sustainability continues to reshape industries, companies that stay ahead of these trends will not only meet regulatory demands but also gain competitive advantage by demonstrating leadership in responsible business practices. #sustainability #sustainable #business #esg #climatechange #climateaction 

"Sorry for messaging." I see this phrase multiple times per day from Filipino team members. They are not apologizing for a mistake. They are apologizing for what they thought was a hassle they are bringing in. This is not about confidence. This is about culture. Filipino workplace communication emphasizes smooth relationships and deference to authority. The concept of "utang na loob" (debt of gratitude) runs deep. When someone helps you or employs you, maintaining that relationship through politeness becomes paramount. Foreign managers often misread this. They see frequent apologies and assume the person lacks confidence or feels anxious about their performance. That is not what is happening. Some examples I see constantly: "Sorry for the inconvenience" when asking a legitimate clarifying question. "Apologies for the delay" when the response came 2 hours later, not 2 days. Multiple apologies in a single message for what amounts to normal work communication. The challenge is this. Remote work requires directness. When someone hits a blocker, I need them to state it clearly and immediately. Not apologize three times before getting to the actual issue. This is what I think works: Model the behavior you want. When someone apologizes unnecessarily, respond with "No need to apologize. This is normal work communication." Reframe apologies into statements. If someone says "Sorry to bother you but I am blocked," teach them to say "I am blocked on X and need guidance on Y." Create explicit norms. Tell your team directly: "Asking questions is part of your job. You never need to apologize for doing your job." Acknowledge the cultural context. Explain that global business communication values directness and that this does not mean disrespect. The goal is not erasing cultural communication styles. The goal is helping your team understand that directness serves everyone better in remote work environments. Frequent apologies are not a performance issue. They are a cultural communication pattern that you can help reshape through clear expectations and consistent modeling.

The World Economic Forum has just released its Future of Jobs Report for the next five years. While much of the buzz has focused on the statistic that 40% of companies plan to reduce their workforce where AI can automate tasks, I believe a more critical takeaway is that 39% of workers’ existing skill sets will become outdated or need to transform over the next five years. The next five years aren’t about a jobs revolution as much as they are a skills revolution. What’s becoming increasingly clear is that skills—more than degrees—are now the priority in hiring decisions. It’s easier to predict which jobs will be automated than to identify the new ones AI will create. The workers who thrive in this era will be those who lean into AI tools, embrace change, and demonstrate adaptability, creativity, and resilience. Organizations, too, must recognize the value of investing in their current workforce. Simply trying to “hire their way” into the future is not a sustainable strategy in a rapidly evolving labor market. Upskilling programs and a focus on lifelong learning will be key to navigating this shift. Ultimately, the ability to learn, grow, and transform—whether for companies or workers—will define success in this new era.

If we want better fathers, find them more than two weeks to become one: In the UK, statutory paternity leave is capped at just 2 weeks. Speaking from experience in week 4 of my paternity at home with my new daughter Kaia - that's not enough. It takes time to bond, and the "baby bubble" is a very special moment in your life where change is so powerful, taking the time to adjust matters not just for your personal life, but work too. 𝗗𝗶𝗱 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄? In countries like Sweden, where dads get up to 480 days of shared parental leave (with 90 days reserved just for them), fathers who take extended leave see a 7% boost in their long-term involvement with kids. 𝗧𝗵𝗲 𝗥𝗲𝘀𝘂𝗹𝘁? Kids with better emotional health and cognitive skills - a Norwegian study found children of leave-taking dads scored higher in school by age 5. 𝗦𝗼, 𝘄𝗵𝗮𝘁 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝘄��𝗿𝗸𝗽𝗹𝗮𝗰𝗲? Companies offering generous paternity leave report 25% lower turnover rates among new parents, according to Deloitte. McKinsey data shows that involved fathers lead to happier moms returning to work sooner, closing the gender pay gap by up to 15% in progressive policies. 𝗣𝗮𝘁𝗲𝗿𝗻𝗶𝘁𝘆 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝗱𝗮𝗱, 𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗺𝘂𝗺 𝘁𝗼𝗼. Yet, in the US, only 23% of private-sector workers get any paid family leave, and globally, the average paternity leave is a measly 9 days! In the UK specifically, while shared parental leave allows up to 50 weeks to be split between parents (with 37 weeks paid), uptake among dads remains low - only about 1-2% take it, often due to financial barriers and cultural norms. 𝗕𝘂𝘁 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝘀 𝗯𝗿𝗲𝘄𝗶𝗻𝗴: The UK government launched a major review last month (July 2025) to overhaul the system, with proposals floating to extend standalone paternity leave to 6 weeks at 90% pay, which could boost family well-being and the economy by billions, according to reports. At my company Heights we don't want to wait. We offer 6 weeks full pay, 3 weeks at home and 3 weeks for you to take off whenever you need it (from experience, this is a few months later when you can be more helpful to mum and baby). 𝗧𝗵𝗶𝘀 𝗶𝘀 𝗺𝘆 𝘀𝗲𝗰𝗼𝗻𝗱 𝘁𝗶𝗺𝗲 𝗼𝗻 𝗽𝗮𝘁𝗲𝗿𝗻𝗶𝘁𝘆 And the needs are different too (with our toddler taking up most of my time and attention), so the flexibility that allows families to decide how to make it work best for them is really the policy employers should try to design for, if they can. My bet is offering flexibility, more thought, and believing the data that it will result in happier kids, dads, mums and colleagues - is worth it. What do you think? Let me know in the comments 👇 PS: follow me Dan Murray🧠, for more girl dad/business/entrepreneurship content like this 👊

We’ve all heard the warnings. “AI will eliminate half of all white-collar jobs.” “Unemployment could hit 20%.” These claims, once brushed off as Silicon Valley scaremongering, are now being repeated not by fringe commentators, but by the people building the technology. This week, Anthropic’s CEO Dario Amodei warned that AI could wipe out 50% of entry-level white-collar jobs within just five years. IBM has already paused hiring for back-office roles - 7,800 of them - expecting AI to fill the gap. The question isn’t whether AI will change work. It’s whether we’ve really grasped just how quickly, and just how profoundly, that change is coming. And what if those inside the AI labs are right? Let’s start with the numbers. McKinsey estimates generative AI could add up to €7.9 trillion in global annual value, with 75% of the gains concentrated in customer operations, marketing, software engineering and R&D. In Ireland, AI could contribute an extra €40–45 billion to GDP by 2033, largely through productivity growth. But this won’t be growth that comes quietly. McKinsey estimates 60–70% of all work hours globally could be automated. For Ireland, this matters. A national study last year suggested that 33% of Irish jobs are at risk of significant disruption, and 30% may be vulnerable to outright replacement by AI. Entry-level white-collar roles are squarely in the firing line. These roles have traditionally served as the stepping stones for new graduates. If AI automates those first rungs, how do people start climbing the ladder? Already, we are seeing a shift. The World Economic Forum projects that by 2027, there will be a global net loss of 14 million jobs, with most of the eliminations concentrated in clerical, admin, and data-processing roles. That brings us to a critical 5–10 year window. Between now and 2027, we’ll see gradual erosion in support and entry roles. Between 2028 and 2031, pressure to cut costs, coupled with rapid AI advancement, may trigger a phase of mass displacement. And by the early to mid 2030s, Ireland - and the world - may face a moment of reckoning. Either we adapt through rapid upskilling and new job creation, or we enter a period of structural unemployment that will demand major social intervention. This isn’t just theory. It’s visible in hiring patterns, strategy papers, and AI deployments already reshaping businesses. Ireland’s AI Strategy aims for 75% of enterprises to adopt AI by 2030. That’s ambitious - and it’s necessary. But it must be matched by equally ambitious reskilling, education reform, and protections for those most exposed. Otherwise, we risk turning this productivity revolution into a social crisis. We need resources HEAVILY investing in this area. So, what if they’re right? What if they’re not exaggerating? What if this is the moment just before everything changes? We still have time to prepare. But we no longer have time to ignore the warning signs.

When we talk about Viksit Bharat@2047, we often speak about technology, infrastructure, and innovation. But there’s another dimension that will define our future: who will build it? In India’s tech sector today, women make up an impressive 34% of entry-level roles — one of the highest in the world. Yet, as we climb higher, the numbers drop sharply: 13% at managerial levels, 7% at leadership levels, and just 8% in the C-suite. This isn’t about capability or ambition. It’s about the barriers that still exist -  career breaks without structured pathways back, the “messy middle” where growth stalls, unconscious bias in promotions, and fewer opportunities for sponsorship or skilling in emerging areas like AI, cloud, and cybersecurity. If we are to truly power Viksit Bharat, we need to fix this leaky pipeline. Women must not only participate, but also leadbuilding AI systems, driving digital public infrastructure, and shaping the innovation agenda for the world. The way forward is clear: 🔹 Structured returnships with mentorship and reskilling. 🔹 Intentional sponsorship to help women navigate the “middle.” 🔹 Skilling at scale in next-gen tech. 🔹 Representation in academia, industry, and policy. By 2047, India will have the world’s largest working-age population. To be future-ready and globally competitive, our workforce must not just be digitally empowered, but also equitably led. You can read more of my thoughts in my recent column for Business Today: https://shorturl.at/MfP1N #ViksitBharat #DigitalIndia

A talent migration, especially in the commercial ranks at the “10 to 20 years experience” in the market is occurring. There is a rotation of these highly talented and highly driven individuals out of the large strategics. The 20 to 35 year experienced executives, who are also the most highly compensated are locked into their current roles and that creates an obstacle for the next generation cohort behind them to ascend to greater roles of responsibility and influence. While innovation at the large strategics has slowed, the acquisition activity will increase with the lowered interest rates, public markets becoming more of a reality, and structured deals becoming more frequent giving the opportunity for commercial builds and these “ten to twentys” putting their own game plan in place. Some will go over to other large strategics where they will get the opportunity that was not possible at their previous company. The trend towards digitally enabled health technologies are generally not core competencies of the large strategics as well as their current top executive teams which means those executives are not necessarily the future high-value domain experienced leaders of the emerging markets. The Go To Market playbooks that have been a bit of rinse & repeat taking a product or platform commercial in the current and evolving markets is not likely effective and the “ten to twentys” know it. Due to the current centralization business model that seems to be in place, it is challenging for the larger strategics to create a legitimate path forward for this class of talented group. The strategics that keep their acquisitions identities independent will create an opportunity to retain the high performing “ten to twentys”. The “ten to twenty” years experienced talent that is driven and rightfully vying for their own buck stops here responsibility and influence roles are stepping out and getting their shot at the brass ring. Live bravely.