Work Change

Report
AI Is Coming to Work

January 2025
 Work Change Report:
Professionals entering the
workforce today are on pace to
AI Is Coming to Work
2x hold twice as many jobs over
their careers compared to 15
years ago. Table of contents

Executive summary 03
By 2030, 70% of the skills used in
Work is changing and AI has a role to play 05
70% most jobs will change, with AI
emerging as a catalyst.
Demand for adaptive talent is rising 10

AI and human skills are must-haves 15

Since 2022, the rate at which Successful use of AI tools 21

LinkedIn members add new skills
140% to their profiles has increased Navigating work change, here is where to start 25
by 140%

Methodology 28
Executive summary

In work, things change. Work change is often driven by technological advancements — such as
More than 10% of professionals
desktop computers, digital commerce, mobile phones, and social media. What’s new now
hired today have job titles that
is how AI is starting to drive this next wave of change, creating a demand for new jobs and skills.
didn’t even exist in 2000 —
and in the US, the figure’s even
Change is being felt at work. Professionals entering the workforce today are higher at 20%.
on pace to hold twice as many jobs over their careers compared to 15 years
ago. In fact, more than 10% of professionals hired today have job titles that
didn’t even exist in 2000 — and in the US, the figure’s even higher at 20%.
And some of these roles are just emerging, with Artificial Intelligence
Engineer being one of the fastest-growing jobs in 15 countries.
Artificial Intelligence Engineer
is one of the fastest-growing
AI’s influence on work is the most clear when viewed through the lens of jobs in 15 countries
skills. And those skills are changing fast. Looking ahead, by 2030 70% of the
skills used in most jobs will change, with AI emerging as a catalyst. The good
news? Professionals are not standing in place and are working to keep pace.
We've seen a 140% increase in the pace at which LinkedIn members add
new skills to their profile since 2022. This includes an uptick in technical skills
and a rise in uniquely human skills like communication and leadership.

Executive summary
3
 Change at work can feel hard to manage, but when embraced, it can
give organizations an advantage. For some, their investments in AI are
starting to pay off: Over the past two years, 51% of the businesses that

51%
of businesses that adopted
adopted Generative AI (GAI) reported a revenue increase of 10% or more.
generative AI reported a revenue
Not surprisingly, 88% of C-suite leaders say helping their business speed up increase of 10% or more.
AI adoption is important over the next year.

Using insights gained from more than one billion professionals and 69 million companies across

88%
of C-suite leaders say speeding
LinkedIn, this report reveals the next wave of workplace change — and how AI is starting to come
up AI adoption is important over
to work. the next year.

No matter who you are, where you work or what you do, my advice is to focus on three
things. First is to remain a lifelong learner. The landscape of work is evolving rapidly, and
we know the skills that are in demand today might be different tomorrow. Embrace that
change. Seek out opportunities to learn new technologies, because the ability to adapt
and learn how to learn is going to set you apart. Secondly, don’t forget the human
element. No matter how advanced our technologies become, the need for human
empathy, ethical judgment, and leadership cannot be replaced by AI. Cultivate these
skills. They will be your anchor and will differentiate you in a technologically driven world.
Finally, think about how you can use AI not just to advance your own career, but to make
a positive impact on the world. You have the chance to apply these incredible tools to
solve pressing global challenges, from climate change to healthcare.”

Ryan Roslanksy,
CEO, LinkedIn

Executive summary
4
Work is changing
and AI has a role
to play
Professionals entering the workforce are expected AI Skills Index by Country
to hold twice as many jobs as 15 years ago. 90.0
Australia

Brazil
80.0
While shifts like these show the changing nature of work, they also present Canada
unique opportunities to adapt, innovate, and upskill. We’ve seen a 140% France
70.0
increase in the pace at which LinkedIn members add new skills to their profile Germany
since 2022. This includes technical skills and the rise of human skills like
India
communications. 60.0
Ireland
With AI’s growing presence in work, we are starting to see it manifest and

AI Skills Index
50.0 Italy
spread quickly regardless of geography. The percentage of members who
Mexico
have added AI skills to their LinkedIn profile has increased 20 times globally
since 2016. The most rapid ascent in AI skilled members since 2016 was in the 40.0 Netherlands
United Arab Emirates, up more than 80 times. In the US, the increase was 21 Singapore
times while in Germany, which had the most modest increase, the share of AI 30.0
Spain
skilled members still rose a remarkable 12 times.
Sweden
20.0
When we further analyze the impact of AI in the US, we see that the share of AI Switzerland
skilled members rose across a range of industries, really showing how quickly United Arab Emirates
AI is entering the workplace. Even in Education, the industry that’s adopting AI 10.0
United Kingdom
the slowest, the share of AI skilled members has increased 14-fold over the last
eight years. Financial Services — the industry where the rise has been fastest 0.0
United States
— has 40 times the share of AI skilled members as compared to 2016.
Jan 2016 Jan 2018 Jan 2020 Jan 2022 Jan 2024

Work is changing and AI has a role to play

6
Professionals are leaning into this shift by acquiring new skills and experiences to
remain competitive in an evolving and challenging job market. The workplace Here are the most common job titles globally that
today is almost unrecognizable compared to 2000. didn’t exist in 2000:

1 Data Analyst
2 Full Stack Engineer
3 Frontend Developer
4 Social Media Manager
5 Web Developer
6 Data Engineer
And in the US, it’s
closer to 20%. 7 Business Development Specialist
8 Data Scientist
9 Human Resources Business Partner
10 Relationship Manager

Work is changing and AI has a role to play

7
AI is powering a similar shift right now. For the vast majority of people, AI isn’t replacing their Separately, another role emerging is Head of AI. In
job but will likely transform it, and their next job might be a role that doesn’t exist yet. For the US, the number of companies with a “Head of
instance, Artificial Intelligence Engineer is one of the fastest growing jobs in 15 countries and AI” position has tripled in the past five years and
ranked #1 in the Netherlands, UK, and US. in the last two years alone, we’ve seen more than
a 50% increase. Looking into the future, at the
current pace, this number will double again within
2025 Jobs on the Rise: Artificial Intelligence Engineer Ranks #1
the next three to four years.

Netherlands UK US

Artificial Intelligence Artificial Intelligence Artificial Intelligence

1 Engineer Engineer Engineer

Artificial Intelligence
2 Business Director Home Health Aide
Consultant

Information Security
3 Officer
Aircraft Mechanic Physical Therapist

Workforce Development
4 Client Advisor Data Governance Manager
Manager

5 Management Advisor Environmental Officer Travel Advisor

The 2024 Work Trend Index Report from Microsoft and LinkedIn highlights the scale and
speed of this transformation. According to the report, 75% of global knowledge professionals
now utilize generative AI at work, with nearly half adopting it over the last year.

Work is changing and AI has a role to play

8
 The AI-powered world will rapidly change the skills that people need Businesses today are in the midst of an AI transformation — one that
to succeed and the jobs they’ll succeed in. While the power of promises to be as big or bigger than other major technology shifts of
durable human skills will continue to grow, innovation and growth the past century. However, I believe that enterprises cannot drive AI
will come from ensuring workers are part of shaping the adoption of transformation in companies without first getting their employees to
new technologies like AI to help create new ideas, new products embrace AI. Every employee can leverage AI daily to exponentially
and services, and new businesses that will fuel economic growth increase their impact. It’s the key to elevating the productivity and
and advancement into the future.” quality of the workflows that matter most, and helping employees find
and understand knowledge, generate content, and automate tasks,
ultimately enabling them to focus on their most meaningful work.”

Maria Flynn, Arvind Jain,

President & CEO, Jobs for the Future Founder and CEO, Glean

Work is changing and AI has a role to play

9
Demand for
adaptive talent
is rising
Companies want talent that will lean into new
technology and can learn new technical skills while
maintaining strong human skills.

This type of talent is invaluable in navigating the evolving needs of organizations,

especially as AI becomes more integrated in day-to-day tasks. That’s why it’s no
surprise that 38% of global C-suite executives prioritize ‘agility’ when considering
entry-level candidates for their organizations, according to recent LinkedIn research.
Companies want individuals who can move through different roles and stages within a
company, and those who consistently reskill and upskill to change with the business.

The highly sought-after combination of AI and human skills is quickly becoming a key
indicator of adaptability and a growth mindset. However, this talent remains elusive for
many companies. A top challenge global HR professionals face is finding talent with
the right mix of technical and soft skills. Despite increasing scrutiny on budgets, our
data indicates that companies clearly recognize this turning point for talent and are
preparing to take advantage of it.

Demand for adaptive talent is rising

11
11
While AI may feel like a recent trend, it’s not. It's
gradually increasing its role in shaping the future of Change in Global AI Hiring Relative to All Hiring
work, and we’ve seen an increase in companies 35%
seeking and hiring AI talent. Over the past eight years,
hiring of AI talent across the board has increased by
more than 300% globally. And comparing the hiring of 30%

Pace of AI hiring relative to all hiring

AI talent relative to all hiring, it’s increased by 30%
globally since last fall. To be clear, even though it’s not 25%
a recent trend, we’re still in the early phases of AI and
its impact on the workforce. Professionals who lean into
the technology now are most likely to succeed. 20%

15%

300% Global AI hiring has increased

over 300% in eight years.
10%

5%
Since last fall, AI hiring has
30% grown 30% faster than
overall hiring. 0%
Feb 2022 Aug 2022 Feb 2023 Aug 2023 Feb 2024 Aug 2024

Median pace of AI hiring relative to all hiring

Demand for adaptive talent is rising

12
12
Beyond demand for AI talent, we’re starting to see a rising demand for non-technical
professionals with proficiency in AI tools. The percent of jobs on LinkedIn listing an AI
literacy skill increased more than six times over the past year.

1 in 500 Despite this rapid ascent, AI literacy demand remains rare

with only 1 in every 500 jobs requesting it.

Today, we are already seeing the impact of AI technologies on a wide variety of jobs
and occupations. LinkedIn research suggests GAI could impact the majority of US
jobs and eventually be incorporated into their daily tasks, transforming some
occupations more than others.

Demand for adaptive talent is rising

13
 At Genpact, we’re focusing on developing a strong AI core talent AI will reshape the workplace in meaningful ways, putting a
— individuals who build AI tools and products and have deep premium on skills. As professionals discover the power of using AI in
expertise in advanced technologies, including data scientists, parts of their jobs, they’re seeking to develop new skills to stay
domain experts, and data engineers. Additionally, we continue to competitive in the labor market and add value in new ways. AI will
build AI-fluent talent – all other employees must understand AI and make some roles unrecognizable and also create jobs that don’t yet
embed AI into how we work and grow them to 90% of our workforce exist today. Forward-looking employers have a huge opportunity to
by 2027. We believe this will enable us to create a resilient business prepare workers for these new roles in a far more agile way, if they
and workforce in the future.” focus on what candidates and employees can do and learn,
accelerating the shift to a skills-based labor market where AI-
augmented adaptability and active learning are key.”

Piyush Mehta, Byron Auguste,

Chief Human Resources Officer and Country Manager for India, Genpact CEO & Co-Founder, Opportunity@Work

Demand for adaptive talent is rising

14
AI and human skills
are must-haves
AI’s influence on the workplace is the most clear when
viewed through the lens of skills.

Static credentials and “one-and-done” learning are becoming a thing of the past. The future is all
about building careers through continuous learning and upskilling, with AI leading the way.

Professionals can no longer ignore AI or assume it does not apply to their job. AI will be relevant to
every job in the future and woven into most of our tasks. To succeed in any job or any industry,
professionals now have to build a wider range of skills than ever before. In 2024, professionals As roles continue to shift, so do the skills required
globally added a 40% broader skillset to their profiles than they did in 2018, and this trend is for success. AI skill adoption was rising before the
picking up speed. pandemic but dipped slightly in the years after.
This dip coincided with the hiring frenzy, marked
by The Great Reshuffle, and given the ease of

140% Since late 2022, the pace of members adding new

types of skills to their profiles has increased 140%.
finding work, professionals weren’t feeling
motivated to reskill and upskill. However, by late
2022, as the labor market slowed down, new AI
innovations were introduced and AI’s reach across
roles and industries really started to grab attention.
70% of HR professionals say their organization is

70% prioritizing upskilling initiatives in 2025 to help build

skills from within — in areas such as AI, soft skills and
green skills.

AI and human skills are must-haves

16
AI skills are growing across all industries. Share of members adding AI skills each quarter
(relative to 'overall' average in 2018)
3
Professionals across industries are increasingly turning to learning platforms
Overall
like LinkedIn Learning to upskill and reskill on AI. Today, people are more
than twice as likely to add AI skills than in 2018. Even occupations that in
Marketing Specialist
2018 were less likely to see the value of AI skills — for example, recruiters,

Share of LinkedIn members adding AI Skills

marketers, sellers, and healthcare professionals — are now seven times Salesperson
more likely to add AI skills.
2
Recruiter

Account Manager

169%
Growth of non-technical professionals
engaging in AI courses on LinkedIn Project Manager
Learning in the past year.
1
Customer Service
Representative
Graphic Designer

Registered Nurse

0
Jan 2018 Jan 2020 Jan 2022 Nov 2022 Feb 2023 Jan 2024
ChatGPT Copilot
released released

AI and human skills are must-haves

17
17
But it’s not just professionals: companies and leaders are starting to understand the
importance of upskilling their teams on AI.

37%
of C-suite executives say investing in learning and development to
train employees on AI tools is key to accelerating adoption among
their workforce in the coming year.

AI literacy skills, like prompt engineering and proficiency with tools like ChatGPT or
Copilot, are just as important. Since 2023, the number of AI literacy skills added by
LinkedIn members has increased by 177%, nearly five times faster than the 36% increase
across skills overall.

AI and human skills are must-haves

18
Interestingly, as AI ramps up, human skills may matter
the most in today's workplace.

Many of the skills we need to better understand and use AI tools are the same ones we need to
remain competitive and succeed in the changing world of work. Skills we have as people —
curiosity, communication, creativity, compassion and courage — can help us better prompt,
collaborate, and adapt. Communication, for example, has consistently been one of the most
Human skills have grown in
sought-after skills by employers and was the number one most in-demand skill in 2024. Why?
Because leaders and companies understand that AI is the most powerful when collaborative 10% importance by 10% since 2018.
humans surround and lead it.

For occupations once less likely to

Communication was the number one most in-demand skill in 2024. 20% value human skills, their importance
has increased by 20%.

Among US C-level executives, there

Employees developing GAI skills are:
31% has been a 31% rise in the inclusion
of human skills on profiles between
13x more likely to develop human skills like change readiness. 2018 and 2023.

9x more likely to develop building trust.

5x more likely to develop logical reasoning.

AI and human skills are must-haves

19
 At PageGroup, we focus on building meaningful relationships with In these early days of change, people are adapting to technology.
candidates and clients to help grow businesses and drive careers. AI We’re learning new AI tools and building AI literacy to keep up and
tools have already enabled our teams to spend more time on this even get ahead. But what is coming next is something we have never
work by helping with administrative tasks and we’re expecting to seen before at work – technology starting to adapt to us and to
see more benefits from AI in the future. As we explore new ways of support us as individuals in ways that will lead us to better work, more
working, upskilling is key to ensure that teams can make the most of human work and more innovative work. AI isn't just a tool to free our
AI tools and continue to connect with candidates and clients. This days from the mundane tasks. It's a tool that will open up time for us
means that both AI literacy skills and human skills, such as to bring more of our unique skills and unique capabilities as people to
adaptability, will be incredibly important moving forward.” the work we do, skills like collaborating and solving big, complex
challenges. We see this reflected already in the uptick in LinkedIn
members building their people skills and broadening their overall
skillsets to stay agile. And it's just the start.”

Alex Bates, Aneesh Raman,

Managing Director of Data, Insights and Activation, PageGroup Chief Economic Opportunity Officer, LinkedIn

AI and human skills are must-haves

20
Successful use
of AI tools
Many organizations are at different stages of their AI journey
and while some are still figuring out where to begin, others are Recruiters using LinkedIn’s AI-assisted
starting to see early success. 44% messages to engage candidates are
seeing a 44% higher acceptance rate
compared to non-AI messages.
For example, according to a recent survey of global businesses, over the past 24 months, 51% of
those already adopting GAI reported a revenue increase of 10% or more. Companies embracing AI-assisted messages are accepted
AI are helping employees move away from tedious and time-consuming tasks, so they can focus
on more strategic work.
11% more than 11% faster by candidates
compared to non-AI messages.

AI-Assisted Search sessions saw an

Nearly 9 in 10 C-suite executives say that employees 18% overall 18% higher InMail acceptance
rate compared to search sessions with
manual filters.
are using AI at work,

while nearly 4 in 10 say those that do are more Marketers using LinkedIn’s AI ad
productive. campaign creation tool, Accelerate,
42% are showing up to a 42% lower cost
per action compared to advertisers’
Classic Campaigns with LinkedIn.
We know professionals across HR, sales, and marketing spend countless hours per week in routine
and mundane tasks. AI advancements in recent years enable them to be more creative, gain
more valuable insights about their audience, and spend more time doing what matters most: Sales professionals using LinkedIn’s Account IQ in Sales
closing deals and building relationships with candidates and customers. Navigator to research prospects are finding out strategic
information to help them prepare for meetings in minutes.

Successful use of AI tools

22
 While adopting GAI is leading to time savings, more global
businesses are:

The greatest opportunity with AI is not just improving productivity; it is equally — if not
more so — about helping businesses grow and sparking new ideas to unlock new
Using GAI for improving innovation and creativity 70%
opportunities. Today, 88% of C-suite executives globally say helping their business
speed up AI adoption is a top priority in 2025. And 80% believe AI will kickstart a
Leverage GAI for automating repetitive tasks 60%
culture shift where teams are more innovative.
Use it to simplify processes 54%
We often measure productivity in how quickly things get done, when in reality what’s
more important is the quality of the work and the creativity behind the ideas. When
implemented well, AI is a powerful tool that unlocks new thinking and innovation across Global businesses see the technology as helping with idea
all types of organizations. In fact, companies are using AI solutions to explore new ways generation and brainstorming, content creation and design, and
to drive growth and stay competitive with nearly 70% of Fortune 500 companies using product development and customization.
Copilot for Microsoft 365.
of global businesses using GAI have seen
76% significant time savings, enabling them to focus on
innovation and higher-value work.

Successful use of AI tools

23
 For us it wasn’t, and isn’t, about efficiency alone; it was about AI is the new digital — both a technology and new way of working.
reconstructing and reinventing how we work as a client-focused It is creating real impact and scaling the technology will allow us to
business, and get our people and business better prepared for today solve increasingly complex problems. At Accenture, we are already
and for the future. With our AI platform, Marcel, we're helping our using generative AI to transform our marketing, sales, finance and
teams learn, share, connect and collaborate so that we can HR functions. For example, we are providing our sales practitioners
generate smart insights, solve problems at scale, identify the right with advanced technology and processes — fueled by AI, data,
talent to support our client projects, and more. Our reinvented and insights — to drive more intelligent customer conversations
business model and new ways of working are driving growth for our and accelerate revenue. We are excited to be on the leading edge,
most critical asset — our people. We're providing more strategic helping our clients and their people use AI to increase productivity,
value for our clients’ business success, and it continues to propel us accelerate innovation and drive new growth.”
forward and make us future ready.”

Arpit Jain, Sara Porter,

Global President, Marcel, Publicis Groupe Global Sales Excellence and Client Success Lead, Accenture

Successful use of AI tools

24
Navigating work
change, here is
where to start
The feeling that work is changing will always persist because,
in fact, work is always changing.

While work change can create challenges for organizations, leaders and professionals, it also
creates opportunities. To find success, leaders need to embrace this wave of change,
encourage AI adoption across all levels of the business, and engage with their employees,
networks, and society. Here’s where to start:

Embrace this wave of change at work.

There is no question that AI has come to work and as with any significant change at work,
leaders set the tone. When it comes to implementing AI, promoting a single vision and
strategy is critical to bring teams together during this moment of change. A good first step is
identifying where you can bring AI into existing processes and empower your team to adopt
AI tools confidently so they can focus on developing more innovative and creative solutions.
Build a test-and-learn environment to drive innovation and growth. Encourage teams to
experiment with AI, share how these tools are helpful and celebrate the successes — and
failures — that come with any technological advancement.

Navigating work change, here is where to start

26
 Cultivate a strong culture of learning around
both technical and uniquely human skills.

Having the right set of skills for work as it changes creates a competitive advantage
for professionals and organizations. Individuals will need to focus even more on how To successfully navigate the ongoing shifts at work, especially
to acquire a broader array of skills and do so more frequently. Organizations can those brought on by AI, organizations, leaders and individuals
start by developing training programs that encourage and reward skills must adopt a mindset that embraces change and prioritizes
development. Prioritizing upskilling — from AI literacy skills to effective continuous learning, skill development, and human-centric
communications – can enable professionals and organizations to grow with the approaches. Those who are proactive and forward-thinking will
wave of change at work. be better positioned to meet the demands of the modern
economy and labor market, and stay competitive while
AI is here at work and the early shifts are already being felt – from signs of unlocking the vast potential that change brings.”
productivity and innovation gains to new skills and new categories of jobs
emerging. What’s still uncertain is just how fundamentally different the world of work
will look a few years out from all the transformation we’re living through today. One
thing that was true during past waves of technological breakthroughs remains true Karin Kimbrough,
now: we can’t predict the future, but we can prepare for it. Those who ready Chief Economist, LinkedIn
themselves and their organizations to adapt and explore new ways of working now
will emerge stronger on the other side.

Navigating work change, here is where to start

27
Methodology
AI Literacy Skills Growth: Increase in Hiring of AI Talent:

The number of skills explicitly added by members in the current 12-month For a given country, we calculate the count of hires who have AI engineering
period (October 2023 to September 2024) is compared with the number of skills or who worked in an AI occupation divided by the total number of LinkedIn
skills developed in the previous 12-month period (October 2022 to September members in that country. We compare the percent change in this AI hiring rate
2023) to highlight growth in skills. Only members who developed the skills through October 2024 relative to the average month in 2016.
while being employed in a full-time position are considered.
We then calculate the median value of this percentage change across the
GAI Skills and Human Skills: following countries: Australia, Canada, France, Germany, India, Ireland, Italy,
Netherlands, Singapore, Spain, United Arab Emirates, United Kingdom, and the
Employees skilled at using GAI are measured by members who have added United States. The global increase in hiring of AI talent is based on this median
at least one GAI skill, such as ChatGPT, to their LinkedIn profile. The likelihood statistic.
of developing a soft skill is determined by dividing the proportion of GAI skilled
members who upskilled by the proportion of non-GAI skilled members who Change in Global AI Hiring Relative to All Hiring:
upskilled a given soft skill in the last 12 months (Dec ‘23 to Nov ‘24).
For a given country, we calculate the count of hires who have AI engineering
Building AI Aptitude/Literacy with LinkedIn Learning: skills or who worked in an AI occupation divided by the total number of LinkedIn
members in that country. This number is first indexed to the average month in
Indicates growth in unique LinkedIn learners during the last 12 months (Dec 2016 and then divided through by the LinkedIn Hiring Rate for each country. We
‘23 to Nov ‘24). LinkedIn Learning courses are identified which are tagged and compare the year-over-year percent change in this ratio and take a 12 month
can be used to develop one of LinkedIn’s taxonomy of 139 AI skills. Members moving average to filter out seasonal fluctuations.
who consumed these LinkedIn Learning courses are referred to as learners
with AI aptitude. Non-technical functions exclude members mapped to one of We then calculate the median value of this relative AI hiring rate across the
the following functions: “Engineering”, “Information Technology”, “Research”, following countries: Australia, Canada, France, Germany, India, Ireland, Italy,
“Education”, “Business Development” based on LinkedIn taxonomy. Netherlands, Singapore, Spain, United Arab Emirates, United Kingdom, and the
United States. The reported global pace of AI hiring relative to all hiring is the
median across these countries.
Methodology
29
AI Skills Diffusion Index: • The increase in breadth of skills between 2018 and 2024 is taken as the
percent change in these annual, overall member-weighted averages.
The AI Skills Diffusion Index value measures how much the share of members
with at least two AI skills on their profiles has increased, compared to the level • The pace of members adding new skills between is calculated as the
in January 2016. For example, a value of 3x means the share of members with cumulative annualized growth rate (CAGR) between the years 2018 and
AI skills is 3x higher as compared to January 2016. The metric helps us 2022 and then again between 2022 and 2024. The uptick in the pace of
understand the pace at which members are adopting AI skills, or the pace at members adding new skills is the percentage increase in the 2018 to 2022
which AI skills are diffusing in a given country, industry, etc. CAGR as compared to the 2022 to 2024 CAGR.

We report a global AI Skills Diffusion Index as the median value for September Likelihood of adding AI skills to Member Profiles:
2024 for the following countries: Australia, Brazil, Canada, France, Germany,
India, Ireland, Italy, Mexico, Netherlands, Singapore, Spain, Sweden, United For every occupation in the LinkedIn occupation taxonomy we calculate the
Arab Emirates, United Kingdom, and the United States. global share of members who add an AI skill to their profile among those
members adding a skill in a given quarter between 2018Q1 to 2024Q3. In
Breadth of Skills Added to Member Profiles: section 3, we report the member-weighted average across occupations
(“Overall”) as well as for select occupations — each of these series are then
For every occupation in the LinkedIn occupation taxonomy we calculate the indexed to the average value of the “Overall” series in 2018.
number of distinct skill groups added by at least 1% of members globally
among those members adding a skill in a given quarter between 2018Q1 to When calculating the likelihood of adding AI skills at an annual frequency, we
2024Q3. convert these quarterly values to annual averages. We then aggregate across
occupations by taking a member-weighted average and exclude any
When comparing the breadth of skills at an annual frequency, we convert occupation that had fewer than 100 members adding skills in 2018 (on
these quarterly values to annual averages. We then aggregate across average).
occupations by taking a member-weighted average and exclude any
occupation that had fewer than 100 members adding skills in 2018
(on average).

Methodology
30
• The increase in the likelihood of members adding AI skills is taken as the • We identify occupations that had a relatively lower likelihood of adding soft
ratio of the 2024 annual value to the 2018 annual value. skills as those occupations with a below-the-median share of members
adding soft skills in 2018. The increase in the likelihood of members adding
• We identify occupations that had a relatively lower likelihood of adding AI soft skills for these occupations is taken as the ratio of the 2024 annual,
skills as those occupations with a below-the-median share of members member-weighted average to the 2018 value.
adding AI skills in 2018. The increase in the likelihood of members adding AI
skills for these occupations is taken as the ratio of the 2024 annual, Head of AI Company Growth:
member-weighted average to the 2018 value.
We identify members whose job titles include the keywords “AI,” “Artificial
Likelihood of adding Human Skills to Member Profiles: Intelligence,” or “Machine Learning” coupled with the keyword “Head,” or
LinkedIn’s standardized seniority levels “Director,” “VP,” and “CXO.” We then
For every occupation in the LinkedIn occupation taxonomy we calculate the build a time series of the number of companies with at least one member in
global share of members who add a soft skill to their profile among those Head of AI roles. Growth rates are calculated as percent changes over the
members adding a skill in a given quarter between 2018Q1 to 2024Q3. specified horizon for November values.

When calculating the likelihood of adding soft skills at an annual frequency, Share of Paid Jobs with AI Literacy Skills:
we convert these quarterly values to annual averages. We then aggregate
across occupations by taking a member-weighted average and exclude any We calculate the global share of paid jobs that have explicitly included an AI
occupation that had fewer than 100 members adding skills in 2018 (on literacy skill, defined as standardized skills referring to the ability to use
average). generative AI tools such as ChatGPT, Copilot, GitHub Copilot, etc. The
growth in the share of paid jobs with AI literacy skills is taken as the ratio of the
• The increase in the likelihood of members adding soft skills (i.e. human skills) shares observed in 2024Q3 to 2023Q3, with the most recent value the
is taken as the ratio of the 2024 annual value to the 2018 annual value. 2024Q3 share of paid jobs.

Methodology
31
LinkedIn’s Global C-suite Research: Global Business Survey:

Global research of 1,991 C-suite executives (Chief Executive Officer, Chief LinkedIn and Access Partnership’s generative AI research - Global survey of
Human Resources Officer, Chief Marketing Officer, Chief Revenue Officer more than 2,500 businesses in five countries (United States, United Kingdom,
and Chief Technology Officer) in nine countries (Australia, Brazil, France, France, Germany, India) conducted in October 2024. Businesses were
Germany, India, Singapore, United Arab Emirates, United States, United surveyed across manufacturing and service sectors and represented a range of
Kingdom) working in businesses with 1,000+ employees. Fieldwork was sizes. Respondents included individuals that manage teams, have an ownership
conducted by YouGov between Nov 26 to Dec 13 2024. stake, influence investment decisions, make hiring decisions, or manage IT
systems.
LinkedIn and Access Partnership Global Business Research on
Generative AI: Global HR Professional Research:

Global survey of more than 2,500 businesses in five countries (United States, The research was conducted by Censuswide, among a sample of 8035 HR
United Kingdom, France, Germany, India) conducted in October 2024. professionals & talent acquisition leaders across the UK, US, France, Germany,
Businesses were surveyed across manufacturing and service sectors and Spain, Brazil, Ireland, MENA, Netherlands, Singapore, India, Australia, Indonesia,
represented a range of sizes. Respondents included individuals that manage Italy, Japan, and Sweden (18+). The data was collected between11-28-2024 -
teams, have an ownership stake, influence investment decisions, make hiring 12-18-2024. Censuswide abides by and employs members of the Market
decisions, or manage IT systems. Research Society and follows the MRS code of conduct and ESOMAR
principles. Censuswide is also a member of the British Polling Council.
US C-Suite Observatory Research:

LinkedIn analyzed the skills, industry and job experiences, and job titles for
executives who work in CXO, VP, or Founder roles at an S&P 500 or unicorn
company. This represents a sample size of 200,000+ leaders, the bulk of
whom are based in the US working for US companies.

Methodology
32