The future of work is being
reshaped by several big forces at the same time: faster digital change,
artificial intelligence, automation, the green transition, higher living costs,
slower economic growth in some places, geopolitical tensions, and major demographic
shifts. These forces are not moving separately. They are overlapping, pushing
businesses to change how they operate, what kinds of workers they need, what
skills matter, and how people move through their careers. The overall message
is not simply that technology will take jobs away, or that new jobs will
automatically replace old ones. The picture is more mixed. Many jobs will grow,
many will shrink, and many will change in ways that make training,
redeployment, and better workforce planning much more important than before.
Digital access is one of the
strongest drivers of change. As more people, businesses, and systems become
connected, work becomes more digital, more data-driven, and more open to
automation. Artificial intelligence and information-processing tools are expected
to affect almost every sector, with generative AI making advanced technology
easier for non-specialists to use. Robots and autonomous systems are also
spreading, especially in manufacturing, logistics, transport, and other
industries where machines can take on repeated or physically demanding tasks.
At the same time, energy technologies, new materials, semiconductors, sensing
technologies, quantum tools, biotechnology, and space technologies are all
expected to influence parts of the economy. The biggest near-term impact,
however, comes from AI, digital access, and automation because they touch so
many jobs and tasks.
The labour market is expected to
grow overall, but with a lot of churn. Across the jobs covered in the analysis,
new job creation and job loss together are expected to affect about one fifth
of current formal employment by 2030. The number of new jobs is expected to be
larger than the number of jobs displaced, leaving a positive net gain. But that
positive headline does not remove the difficulty of transition. Millions of
people may need to move into different roles, learn new skills, or work
alongside new technologies. Growth will not be evenly spread. Some workers will
be in expanding fields, while others will be in jobs where demand is falling
because software, AI, self-service systems, or automation can now do more of
the work.
The fastest-growing jobs by
percentage are mostly technology jobs. These include big data specialists,
financial technology engineers, AI and machine learning specialists, software
and application developers, data warehousing specialists, information security
analysts, DevOps engineers, internet of things specialists, data analysts and
scientists, and user experience designers. Security-related jobs are also
growing because digital systems are more important and geopolitical risks are
rising. Green and energy-related roles are also expanding, including renewable
energy engineers, environmental engineers, sustainability specialists, electric
and autonomous vehicle specialists, renewable energy technicians, and solar
energy installation specialists. These roles show how the green transition is
not only an environmental issue but also a labour-market issue.
In absolute numbers, many of the
largest job gains are expected in everyday frontline and care roles rather than
only in advanced technology roles. Farmworkers, delivery drivers, construction
workers, shop salespersons, food processing workers, car and motorcycle
drivers, food and beverage workers, nursing professionals, social workers,
personal care aides, teachers, project managers, general operations managers,
and software developers are all expected to add many jobs. This matters because
the future of work is not only about coders and AI specialists. It also
includes food systems, transport, building, healthcare, education, retail, and
personal services. Many growing jobs are tied to basic needs, aging
populations, rising demand for care, growing working-age populations in some
regions, and the need to build and maintain infrastructure.
The jobs most likely to decline
are concentrated in clerical, administrative, and routine
information-processing work. Data entry clerks, bank tellers, postal service
clerks, cashiers and ticket clerks, administrative assistants, executive
secretaries, accounting and payroll clerks, material-recording clerks,
telemarketers, legal secretaries, claims adjusters, and some printing-related
roles are expected to shrink. These jobs are vulnerable because the tasks
involved can often be standardized, digitized, automated, or shifted to
self-service platforms. Some creative and professional support roles, such as
graphic designers and legal secretaries, also face pressure as AI tools become
better at producing drafts, images, summaries, and routine analysis. This does
not mean that all human work in these areas disappears, but it does mean fewer
people may be needed for the same tasks, and the remaining roles may require
higher judgment, stronger client skills, or better ability to use digital
tools.
An important question is not
only whether machines replace people, but how people and machines work
together. Today, nearly half of work tasks are still done mainly by people,
with a smaller share done mainly by technology and another share done by people
and technology together. By 2030, the balance is expected to be much more even.
More tasks will be done by technology alone, and more will be done through
human-machine collaboration. This shift can take two different paths. One path
is deeper automation, where technology replaces human work. The other is
augmentation, where technology helps people do more, make better decisions,
work faster, or handle more complex tasks. The outcome will depend on business
choices, worker training, job design, and public policy. If technology is used
only to cut labour, disruption and inequality may grow. If it is used to raise
human productivity and create better work, more people can share in the gains.
Technology is not the only force
changing work. High living costs and economic uncertainty are pushing
businesses to rethink prices, wages, productivity, staffing, and operating
models. Even where inflation is easing, many households and companies still feel
the pressure of higher costs. Slower growth can reduce hiring in some areas and
lead firms to search for efficiency. At the same time, it can also increase
demand for business development, sales, logistics, and AI-related roles that
help organizations find new markets, lower costs, or improve operations.
Economic pressure therefore creates both job loss and job growth, depending on
whether a role is seen as a cost to reduce or a capability needed to adapt.
Geopolitical tension and
fragmentation are also changing the labour market. Trade restrictions,
industrial policy, subsidies, and conflict risks are leading some companies to
rethink supply chains, where they locate work, and how much control they want over
production. Some firms expect to reshore, nearshore, or friendshore parts of
their operations, while others may still offshore where it helps them compete.
These pressures raise demand for supply chain specialists, business
intelligence analysts, business development professionals, strategic advisers,
security managers, and cybersecurity workers. They also make resilience,
leadership, flexibility, and global awareness more important because businesses
need people who can operate in uncertain and divided conditions.
The green transition is another
major source of change. Businesses expect investments in cutting emissions and
adapting to climate change to reshape their operations. This is especially
important in sectors such as energy, transport, construction, manufacturing,
mining, metals, chemicals, agriculture, and infrastructure. Climate action is
expected to create demand for environmental engineers, renewable energy
engineers, sustainability specialists, electric vehicle specialists, energy
engineers, and technicians who can install and maintain cleaner systems. It
will also change existing jobs, especially in industries with high emissions or
high exposure to climate risks. Workers will need green skills, but supply is
not keeping up with demand. This means the green transition could create good
opportunities, but only if training systems help people move into those jobs.
Demographic change is pulling
labour markets in two directions. In many higher-income economies, populations
are aging and the working-age population is shrinking. This creates pressure on
healthcare, care services, pensions, and labour supply. It increases demand for
nurses, personal care aides, social workers, healthcare managers, and workers
who can support older populations. It may also push companies toward automation
because there are fewer available workers. In many lower-income economies, the
working-age population is growing. This can be a major advantage if enough good
jobs are created, but it can also become a serious challenge if young people
enter the labour market faster than economies can absorb them. Education,
training, and job creation are therefore important to whether demographic
change becomes an opportunity or a source of instability.
The skills picture is just as
important as the jobs picture. Employers expect a large share of workers’
skills to change by 2030. The pace of disruption is slightly lower than in some
earlier years, partly because more workers have already completed training and
many companies have become more used to digital change. Even so, the scale is
still large. If the global workforce were represented by 100 people, more than
half would need some form of training by 2030. Many could be upskilled in their
current jobs. Others could be trained and moved into different roles inside
their organizations. But a significant group may not receive the training they
need, leaving their employment prospects at risk.
Analytical thinking remains the
most important core skill. Employers still need people who can understand
problems, weigh evidence, and make sound decisions. But the next most important
skills show that technical ability alone is not enough. Resilience, flexibility,
agility, leadership, social influence, creative thinking, motivation,
self-awareness, empathy, active listening, curiosity, lifelong learning, talent
management, service orientation, and technological literacy all matter. The
strongest future workers are likely to be those who combine human judgment with
comfort using technology. The fastest-rising skills are AI and big data,
networks and cybersecurity, technological literacy, creative thinking,
resilience, flexibility, agility, curiosity, lifelong learning, leadership,
talent management, analytical thinking, systems thinking, and environmental
stewardship.
Some skills are expected to
become less prevalent, especially manual dexterity, endurance, and precision
where machines can take over repetitive physical tasks. Reading, writing, and
mathematics remain basic and important, but some routine uses of these skills
may be supported by AI. Dependability, attention to detail, and quality control
remain useful, but employers expect other skills to grow faster. The difference
between growing and declining jobs is especially clear in resilience,
flexibility, resource management, operations, quality control, programming,
technological literacy, and analytical thinking. In other words, workers moving
into growing roles often need to be more adaptable, more comfortable with
technology, and better able to manage complex work.
Generative AI is changing the
skills debate because it can help with writing, summarizing, translating,
coding, analyzing information, and producing drafts. But its limits are also
important. Many skills still require physical presence, human judgment, trust,
responsibility, empathy, creativity in context, and the ability to work with
people. The most realistic near-term effect of AI is not full replacement
across most skills, but a growing need for people to use AI well. Workers will
need to know when AI is useful, when it is unreliable, how to check its output,
how to ask better questions, and how to combine AI support with their own
expertise. This makes AI literacy a general workplace skill, not only a
specialist skill.
The biggest barrier to business
transformation is the skills gap. Employers across most industries and
economies say they cannot transform as quickly as they need to because workers
with the right skills are hard to find. Other major barriers include organizational
culture, resistance to change, outdated regulations, weak data and technical
infrastructure, difficulty attracting talent to industries or firms, lack of
investment capital, and weak understanding of new opportunities. This shows
that the problem is not simply individual workers needing to try harder.
Systems have to change too. Companies need better training and job pathways.
Governments need stronger education and reskilling policies. Industries may
need to cooperate because many talent shortages are shared across firms, not
caused by one employer alone.
Most employers plan to respond
by upskilling their current workforce. This is the most common strategy because
it is often easier and more responsible to train existing workers than to
replace them. Many employers also plan to automate tasks, hire people with new
skills, use technology to augment workers, transition staff from declining
roles into growing roles, and reduce staff where skills become less relevant.
In response to AI specifically, many companies plan to train workers to work
alongside AI, hire people who can design or adapt AI tools, hire people who can
use AI effectively, and reorganize parts of their business around new
AI-related opportunities. At the same time, a large share also expects to
reduce headcount where AI can replicate human work. This means AI will be both
a growth tool and a displacement risk.
Talent availability is becoming
a serious concern. Fewer employers now expect hiring conditions to improve than
in the past, and many expect it to become harder to find the right people. To
attract and keep workers, employers are putting more attention on health and
well-being, reskilling and upskilling, better promotion paths, higher wages,
flexible work, better working hours, support for caregivers, safer workplaces,
and broader talent pools. Skills-based hiring is gaining attention because
relying too heavily on degrees can limit access to talent, especially when many
growing roles can be reached through work experience, short courses, vocational
training, apprenticeships, or practical assessment. Work experience remains the
most common way employers judge skills, but pre-employment tests and skills
assessments are becoming more important.
Employers also increasingly see
broader hiring as a way to deal with talent shortages. Many have diversity,
equity, and inclusion measures in place, and many plan training, targeted
recruitment, pay reviews, anti-harassment policies, support for workers with
caregiving responsibilities, and goals for improving representation. The
practical reason is clear: when labour is scarce and skills needs are changing,
businesses cannot afford to overlook qualified people. This includes women,
workers with disabilities, younger workers, older workers, workers from
low-income backgrounds, migrants, refugees, displaced workers, and people from
groups that have been left out of opportunity. The broader point is that fairer
access to work is not separate from workforce planning. It is part of how
companies widen their talent base.
Wages are expected to take a
larger share of revenue for many employers by 2030, mainly because companies
need to retain talent and connect pay more closely to productivity and
performance. Many employers also want to reduce wage inequality or protect workers’
purchasing power, although cost control still matters. The evidence also points
to a wage premium for higher levels of preparation, training, and experience,
meaning that workers in roles requiring more preparation generally earn more.
But wage gains are not distributed equally, and there can be gaps between
groups even at higher skill levels. This strengthens the case for better
training access, fair pay systems, and clearer career pathways.
Public policy has a major role
to play. Employers most often point to funding for reskilling and upskilling,
direct provision of training, stronger public education systems, more flexible
hiring practices, wage-setting flexibility, remote work rules, immigration
policy, wage subsidies, transport infrastructure, pension changes, and support
for caregivers. The right mix will differ by country. Aging economies may need
policies that keep older workers connected to the labour market and make care
work more sustainable. Younger economies may need large-scale job creation and
better school-to-work transitions. Countries with high digital ambitions need
stronger technology infrastructure and cybersecurity skills. Countries exposed
to climate risks need green skills and transition support for workers in
affected industries.
The impact of these changes
differs across regions and industries. Some regions are more affected by aging
populations, some by growing youth populations, some by trade tensions, some by
climate risks, and some by shortages of investment or infrastructure. Europe
and Eastern Asia face stronger pressure from aging and talent shortages.
South-Eastern Asia and Southern Asia face major opportunities from digital
growth, industrial change, and large workforces, but also need training and job
creation at scale. Northern America is highly exposed to AI and climate
adaptation, with strong demand for technical and cybersecurity skills. Latin
America and the Caribbean are focused on digitalization, labour and social
issues, and climate mitigation. The Middle East and Northern Africa face high
skill disruption and stronger wage and training pressures. Sub-Saharan Africa
faces a mix of labour-market growth, high need for skills, investment
constraints, and the chance to build future-ready workforces if education and training
improve.
Industries also face different
futures. Information technology, financial services, telecommunications,
insurance, and professional services are highly exposed to AI, data, and
cybersecurity needs. Manufacturing, automotive, aerospace, electronics, mining,
chemicals, oil and gas, energy, and utilities face strong pressure from
automation, new materials, energy technologies, climate rules, and supply-chain
changes. Healthcare and education will grow because of demographic change,
social needs, and digital tools, but they also face culture, regulation, and
talent challenges. Retail, hospitality, accommodation, food, leisure,
logistics, and transport will continue to rely heavily on people while also
adopting automation and digital systems. Agriculture and food systems face
climate, technology, and labour pressures at the same time. Across almost every
sector, the same pattern appears: routine tasks are under pressure, technical
and adaptive skills are rising, and companies need better ways to move workers
from shrinking tasks into expanding ones.
The main lesson is that the
future of work is not fixed. The same technologies and trends can lead to very
different outcomes depending on how businesses, governments, schools, and
workers respond. If companies automate without investing in people, many workers
will be pushed out of jobs without a clear path forward. If training remains
too slow, skills gaps will block growth and leave people behind. If education
systems do not adjust, young people may enter the labour market without the
skills employers need. If climate policy does not include worker transition
plans, green growth may be uneven and unfair. But if organizations invest in
upskilling, use technology to support rather than simply replace workers,
broaden access to opportunity, and build practical pathways into growing jobs,
the next phase of labour-market change can create more work, better work, and
more resilient economies.