From truck drivers using GPS to nurses recording patients’ vital signs to train conductors checking tickets with hand-held devices, everybody nowadays needs some basic digital skills. Demand for digitally savvy workers has been rising quietly over the past decade or more, but that shift is gathering pace and it is transforming the entire labor market, not just the tech sector.
In a recent report, the McKinsey Global Institute compares the number of hours workers currently spend using 25 core skills in five categories — physical and manual, basic cognitive, higher cognitive, social and emotional, and technological — to the number of hours they will spend on those skills in 2030. Unsurprisingly, given the wider use of automation and artificial intelligence (AI), we expect a 55 percent jump in demand for all types of technological skills, from basic digital knowledge to advanced skills like programming.
Demand for social and emotional skills that machines lack — such as the ability to work in teams, to lead others, to negotiate, and to empathize — will also rise sharply. The number of jobs requiring such skills — in sectors like healthcare, education, sales and marketing, and management — will increase by 24 percent.
Illustration: Yusha
Demand for some higher cognitive skills, especially creativity and complex problem-solving, will also rise. However, machines are already making inroads into some areas that require higher cognitive skills, such as advanced literacy and writing, and quantitative and statistical capabilities. This highlights the potential for automation and AI to displace even white-collar office workers, for example, in accounting, finance and legal services.
ENDANGERED JOBS
Still, it is jobs requiring basic cognitive skills, including data entry, that face the biggest challenge, as they are set to decline even faster than they have over the past 15 years. The same is true of physical and manual skills, such as gross motor skills. Though this might remain the largest skill category by hours worked in many countries, including the US, in others, such as France and the UK, they will be overtaken by demand for social and emotional skills; in Germany, physical and manual skills will be surpassed by higher cognitive skills in terms of hours worked.
Businesses, policymakers, educators, industry associations and labor unions need to take note of these looming skill shifts, which represent a major socioeconomic challenge. For example, because social and emotional skills are learned largely outside of school, education systems might need to find ways to incorporate them into curricula.
Moreover, hundreds of millions of workers around the world will need access to retraining initiatives, which today are relatively rare. We estimate that 75 million to 375 million people, or 3 to 14 percent of the global workforce, will need to switch occupational categories by 2030 or become unemployed. If not managed well, such transitions could exacerbate social tensions and lead to rising skill and wage polarization.
For companies, these skills shifts are part of the larger challenge posed by automation, which is disrupting business models and upending how work is organized within firms. In a survey of more than 3,000 business leaders that we conducted as part of our research, we found that companies expect to move toward cross-functional and team-based work, with an emphasis on agility. The challenge will be to secure workers with the right skills for companies’ particular technological needs and ambitions.
ADAPTATION
Moreover, this is not a one-time shift. As the machines working alongside humans continue to evolve, workers will need to adapt. Instead of studying for two decades and working for the next four, as we have done in the past, workers will need continuous learning to acquire new skills and upgrade existing ones throughout our working lives.
To realize that imperative requires not only concrete lifelong learning options, but also a change in workers’ mindsets and organizational cultures. To this end, some companies — for example, the German software provider SAP — are seeking to provide continuing education programs in-house. Others, such as AT&T, are working with educational institutions to raise workforce skills.
In Sweden, job-security councils funded by companies and unions coach individuals who become unemployed and provide retraining and temporary financial support. In the US, the Markle Foundation’s pilot program Skillful helps workers without college degrees upgrade and market their skills.
However, much more needs to be done to ensure that companies and workers thrive in this new era of automation and AI. Only with an appropriately trained and adaptable workforce will our economies be able to secure the full productivity-enhancing benefits of evolving technologies.
Susan Lund is a partner of McKinsey & Company and a leader at the McKinsey Global Institute. Eric Hazan is a managing partner at McKinsey & Company and a member of the McKinsey Global Institute Council.
Copyright: Project Syndicate
In their recent op-ed “Trump Should Rein In Taiwan” in Foreign Policy magazine, Christopher Chivvis and Stephen Wertheim argued that the US should pressure President William Lai (賴清德) to “tone it down” to de-escalate tensions in the Taiwan Strait — as if Taiwan’s words are more of a threat to peace than Beijing’s actions. It is an old argument dressed up in new concern: that Washington must rein in Taipei to avoid war. However, this narrative gets it backward. Taiwan is not the problem; China is. Calls for a so-called “grand bargain” with Beijing — where the US pressures Taiwan into concessions
The term “assassin’s mace” originates from Chinese folklore, describing a concealed weapon used by a weaker hero to defeat a stronger adversary with an unexpected strike. In more general military parlance, the concept refers to an asymmetric capability that targets a critical vulnerability of an adversary. China has found its modern equivalent of the assassin’s mace with its high-altitude electromagnetic pulse (HEMP) weapons, which are nuclear warheads detonated at a high altitude, emitting intense electromagnetic radiation capable of disabling and destroying electronics. An assassin’s mace weapon possesses two essential characteristics: strategic surprise and the ability to neutralize a core dependency.
Chinese President and Chinese Communist Party (CCP) Chairman Xi Jinping (習近平) said in a politburo speech late last month that his party must protect the “bottom line” to prevent systemic threats. The tone of his address was grave, revealing deep anxieties about China’s current state of affairs. Essentially, what he worries most about is systemic threats to China’s normal development as a country. The US-China trade war has turned white hot: China’s export orders have plummeted, Chinese firms and enterprises are shutting up shop, and local debt risks are mounting daily, causing China’s economy to flag externally and hemorrhage internally. China’s
During the “426 rally” organized by the Chinese Nationalist Party (KMT) and the Taiwan People’s Party under the slogan “fight green communism, resist dictatorship,” leaders from the two opposition parties framed it as a battle against an allegedly authoritarian administration led by President William Lai (賴清德). While criticism of the government can be a healthy expression of a vibrant, pluralistic society, and protests are quite common in Taiwan, the discourse of the 426 rally nonetheless betrayed troubling signs of collective amnesia. Specifically, the KMT, which imposed 38 years of martial law in Taiwan from 1949 to 1987, has never fully faced its
RSS