新经济技能：解锁人类优势

Contents Foreword Executive summary Introduction 1Evolving landscape of human-centric skills 1.1What are human-centric skills?1.2Supply and demand of human-centric skills 2Call to action: developing, assessing and credentialling 3From principles to practice: case studies for assessing, Contributors Endnotes Disclaimer This document is published by theWorld Economic Forum as a contributionto a project, insight area or interaction.The findings, interpretations andconclusions expressed herein are a resultof a collaborative process facilitated andendorsed by the World Economic Forum ©2025 World Economic Forum. All rightsreserved. No part of this publication maybe reproduced or transmitted in any formor by any means, including photocopying New Economy Skills:Unlocking the HumanAdvantage Foreword Saadia ZahidiManaging Director Competitiveness in the new economy – one thatis shaped by widespread prosperity, resilientcommunities and inclusive growth – will bedefined not by capital or technology alone,but by how effectively economies cultivatetalent and human potential. As economiesnavigate transformations driven by technologicaladvancement, demographic shifts, the greentransition and geoeconomic fragmentation anduncertainty, the defining feature of economic TheNew Economy Skillsseries aims to provideguidance on skills that should be prioritized toensure business and economies have the talentto deliver on innovation, resilience and growth 1.Human-centric skills: a set of uniquelyhuman abilities – such as collaboration,critical thinking and emotional intelligence 2.AI, data and digital skills: the ability to usedigital technologies, analyse and interpretdata, and apply artificial intelligence (AI) At the organization level, employers predict thatnearly 40% of the core skills required to do jobswill be disrupted in the next five years. At thesame time, 170 million new roles are expectedto be created, even as 92 million are displaced. 3.Green and sustainability skills: knowledgeand abilities required to support environmentalstewardship, promote sustainable practices 4.Trade and vocational skills: specialized,hands-on abilities gained through training orexperience that are essential for performing While we cannot neatly predict the full range of futurejobs in this rapidly evolving environment, there is anopportunity to align on the “big bets” that employers,governments and individuals should be makingwhen it comes to building a skills infrastructure toensure that economies and workers are ready for theopportunities of the new economy. Many countries 5.Business skills: the combined ability toconfidently manage tasks and challenges while This first instalment focuses on human-centricskills – the capabilities that allow individuals,organizations and societies to adapt to change Executive summary In the age of artificial intelligence, the truecompetitive edge is being human. Amid the rise of artificial intelligence (AI) andautomation, the most valuable professionalcapabilities are not technical – but human.Once dismissed as “soft” attributes, human-centricskills – creativity, innovation and adaptability – havebecome the hard currency of the labour market.Employers increasingly recognize that whiletechnology may support efficiency, human-centricskills drive innovation, collaboration and long-term –North America and Oceania excel in creativityand problem solving, but lag in teamwork Creative thinking and resilience are the fastest-growing skills globally, with the steepest increasesprojected in Latin America and the Caribbean,South-Eastern Asia, and Sub-Saharan Africa.Meanwhile, curiosity and lifelong learning remain the Human skills are fragile,but hard to automate Often described as “durable”, human-centricskills are surprisingly fragile and highly sensitiveto external shocks. Economic downturns, crisesand social disruptions can erode them rapidly,as opportunities for practice, collaboration andfeedback diminish. During the pandemic, the use ofinterpersonal interaction skills such as teaching andresilience fell over 5% below 2019 levels. Empathyand active listening proved comparatively moreresilient, falling by less than 2%. Yet even by 2025, Employers value human skills,but rarely measure or reward them Although highly sought-after, human skills remaininvisible in most labour markets. Only 72% of US jobpostings explicitly mention at least one human-centricskill. In sectors like supply chain and transport,that number drops to just 44%. These skills areoften treated as “givens” – rarely spelled out in job When comparing monetary values assigned to skillsby workers across sectors and across all firm sizes,creative thinking tops the list as the most valued The good news is that these skills are also theleast likely to be automated. Tasks tied to empathy,creativity, leadership and curiosity have just a 13%potential for AI transformation since they depend Regions show distinctstrengths and sh