pWC

TheFearlessFuture:

2025GlobalAIJobs

Barometer

AImakespeoplemorevaluable

3x

Highergrowthin

revenueperworker

InindustriesmoreexposedtoAI

100%

Ofindustriesare

increasingAIusage

Includingindustrieslessobviouslyexposedto

AIsuchasminingandconstruction

66%

FasterskillchangeinAI-exposedjobs

Upfrom25%lastyear.Changeisfastestin

automatablejobs

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

KeyFindings

Ouranalysisofclosetoabillionjobadsandthousandsofcompanyfinancialreportsacrosssixcontinentssuggests:

AIismakingworkerssignificantlymoreproductiveandcreatingvalueforcompanies

?IndustriesmostabletouseAIhave3xhighergrowthinrevenuegeneratedbyeachemployee

?Since2022whenawarenessofAI’spowersurged,productivitygrowthinindustriesbestpositionedtoadoptAIhasnearlyquadrupled(whilefallingslightlyinindustriesleastexposedtoAI)

?WorkerswithAIskillslikepromptengineeringcommanda56%wagepremium(upfrom25%lastyear),suggestingthevaluetheseworkersbring

?100%ofindustriesareexpandingtheirusageofAI(evenindustrieslessobviouslyexposedtoAIsuchasminingandconstruction),indicatingthatbusinessleadersseevalueinAIinvestments

CompaniesareusingAItomakeworkersmorevaluableandproductive,notjusttostreamlineheadcount

?Contrarytofearsaboutjoblosses,jobnumbers–andwages–aregrowinginvirtuallyeveryAI-exposedoccupation,includingthemosthighly

automatablejobs

AIiscreatingdeepchangeintheskillsworkersneedtosucceed

?Skillssoughtbyemployersarechanging66%fasterinoccupations

mostexposedtoAI(likefinancialanalyst)versusleastexposed(likephysicaltherapist)–upfrom25%lastyear

TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

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FiveImplicationsforBusinessLeaders

1

UseAIforenterprise-widetransformation.

OurdatasuggestsbusinessesarestartingtoseebenefitsfromAImeasurableinrevenueper

employee.Tocompete,businessleadersshouldhaveaplantocapturethatopportunity.ManyorganisationsarestartingtouseAIforisolatedusecases.ButtherealbenefitcomeswhenAIisusedtotransformvaluecreationatanenterprise-widelevel,generatingnewrevenuestreamsandgainingcompetitiveadvantage.

2

TreatAIasagrowthstrategy,notjustanefficiencystrategy.

OurdatamakesclearthatcompaniesareusingAInotjusttocontrolheadcountbutrathertohelp

workerscreatemorevalue.CompanieswhouseAIonlytoreducestaffnumbersmaymissoutonthemuchbiggeropportunitiestouseAItoclaimnewmarketsorgeneratenewrevenuestreams.

3

PrioritiseAgenticAIwhichisanexponentialworkforcemultiplier.

With

AIagents

attheircommand,workerscanachievemuchmore.Businessleaderswhoadopt

agentsearlywon’tjustcutcosts–theycancreateorganisationsthatthink,adapt,andexecutefasterthancompetitors.Getthegreatestvaluefromyouragentsbyenablingthemtoworkasateam–

sharingcontext,operatingacrossplatforms,andlearningfromoneanother–withPwC’s

agentOS

.

4

EnableyourworkforcetohavetheskillstomakethemostofAI’spower.AsAIcreateshugechurnintheskillsworkersneed,buildaclear,data-basedpictureofskillsgapsandcreateaplanforclosingthem.

5

UnlockAI’stransformativepotentialbybuildingtrust.

OurresearchsuggeststhegrowthdividendfromAIisnotguaranteedanddependsonmorethanjusttechnicalsuccess–italsohingesonresponsibledeployment,cleargovernanceandpublicandorganisationaltrust.

01

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

AIcanmakeworkers

morevaluable,notless–eveninthemosthighlyautomatablejobs

Thisisourconclusionfromanalysingclosetoabillionjobads

andthousandsofcompanyfinancialreportsfromsixcontinentstouncoverAI’simpactonjobs,wages,skills,andworkers’

productivity.OuranalysiscapturesAI’simpactasAgenticAI–whichmeansAIthatcanplanandactautonomouslytoachievegoals–isstartingtogainmorewidespreadadoption.

WeanalysedAI’simpactonbothaugmentablejobs(jobsthatcontainmany

tasksinwhichAIcanenhanceorsupporthumanjudgmentandexpertise),

andautomatablejobs(jobsthatcontainmanytasksthatcanbeautonomouslycompletedbyAI).

AI-exposedjobsarejobsthatcontainmanytasksinwhichAIcanbeused.Examplejobs:financialanalysts,dataentryworkers.1Weuse‘AI-powered’asanequivalenttermtoAI-exposed.

AugmentablejobsareAI-exposedjobsinwhichAIenhancesor

supportshumanjudgmentandexpertiseonmanytasks.Examplejobs:

surgeons,judges.2

AutomatablejobsareAI-exposedjobsinwhichAIcancarryoutmanytasks.Examplejobs:softwarecoders,customerserviceworkers.

AI-exposedindustriesareindustriesthatcontainmanyjobrolesinwhichAIcanbeused.Forexample,softwarepublishingisanAI-exposedindustry,whileloggingisnot.

WeanalyseAIexposure(theabilitytouseAI)asaproxyforAIuptake,

thoughactuallevelsofAIuptakemaylagAIexposure.AslevelsofAIusagegrow,theeffectswefindinthisreportmaybemagnified.

1WeuseFeltenetal.methodologyforidentifyingAI-exposedjobs(AIOccupationalExposure).

Source

.Formoreinformation,pleaseseethe

MethodologyAppendix

.

2WeusetheIMF’smethodologyforidentifyingjobsthatareAugmentableorAutomatable(Gen-AI:ArtificialIntelligenceandtheFutureofWork.2024).Formoreinformation,pleaseseethe

MethodologyAppendix

.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

AIamplifiesexpertise.Itdoesn’treplaceyourabilitytothink,itmakesyouabetterthinker.

Itdoesn’treplace

yourabilitytosolve

problems,itmakes

youabetterproblem-solver.”

MattWood,GlobalandUSCommercialTechnology&InnovationOfficer,PwCUS

Let’smeettwoworkerswhoseexperiencesshowwhatthefutureholdsformillionsofworkers,ourdatasuggests.First,let’smeetAmina.Sheisaninformation

analyst,andAIisaugmentingheranalyticalabilities.AminanowinstructsAI

agentstodoresearchanddraftreportsforher,freeinghertospendmoretimeinterpretingandrefiningthereports,servicingclients,anddevelopingnew

business.Shehashadtobuildnewskillsandbeadaptable(shesaysshehasn’tlearnedsomuchsofastsinceschool),butsheisnowenjoyingherjobmoreandgeneratingmorerevenueforhercompany.

Next,let’smeetJohn.Johnisacustomersupportagent,andAIisautomating

manypartsofhisroleincludinghandlingthesimplerqueriesJohndealtwithin

thepast.JohnworriedthatAImightreplacehim,butinfactAIhasenhancedhis

capabilities.NowJohnhelpscustomerswithmorecomplexquerieslikenavigatingtrickyproductissuesorde-escalatingtensesituationswithempathy.AIhelpswiththesetrickiersituationstooby,forexample,automaticallyreviewingthousands

ofsimilarcustomercasestosuggestsolutions.John’svaluetohiscompanyhas

grownfromquestionhandlertocomplexproblemsolver.John’sexperienceshowsthat,whileaugmentationversusautomationisausefuldistinction,automationcanactuallyservetoaugmentwhatworkerscanachieve.

MillionsofAI-poweredworkerslikeAminaandJohnarehelpingcompaniescreatemorevalue.IndustriesmostexposedtoAI–whichmeansindustriesmostable

touseAI(softwarepublishing,forexample)-areachieving3xhighergrowthinrevenueperemployeethaninindustriesleastabletouseAI(suchaslogging).

IndustriesmostexposedtoAIhave3xhighergrowthinrevenueperemployee

GrowthRateforProductivity(2018-2024)

30%

25%

20%

15%

10%

5%

0%

27.0%

15.7%14.3%

8.5%

Secondmost

exposedquartile

Mostexposedquartile

LeastexposedquartileSecondleast

exposedquartile

Productivitymeasuredbyrevenueperemployee2018-2024.Source:PwCanalysis,Orbis,Feltenetal.AIExposureindex.WemeasureAIexposure(howreadilyAIcanbeused)ratherthanAIuptake.Includesdatafromallcountries(14)withsufficientobservationcount.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

IsAIreallythecauseofthissurgeinproductivity?Wecan’tprovecausation

withcertainty,butwedoknowthatrevenuegrowthinAI-exposedindustries

acceleratedsharplyin2022,theyearthatthelaunchofChatGPT3.5awakenedtheworldtoAI’spower.Sincethen,ascompanieshaveracedtoleverage

thistechnology,thevaluecreatedinindustriesbestpositionedtouseAIhasskyrocketed.

Inthespaceoftwoyears,industriesmostabletouseAIhavechangedfrom

productivitylaggardstoleaders,suggestingthatinvestmentsinAIarepayingoff.AI’spromiseisprovingtobereal,andweareonlyintheearlydaysofAIadoption.

Since2022,revenuegrowthinindustriesbestpositionedtoadoptAIhasnearlyquadrupled

30%

25%

GrowthRateforProductivity

20%

15%

10%

5%

0%

27.0%

15.0%

9.9%

9.0%

7.3%

8.5%

2023

2024

2022

quartile

Leastexposed

Mostexposed

quartile

Source:PwCanalysis,Orbis,Feltenetal.Productivitygrowthismeasuredusinga2018baseline.

AgenticAI:Workerscanbemoreproductivewhensupportedbydigitalagents

AIagents

areanadvanceddigitalworkforcecapableofreasoning,executingtasks,understandingcontext,creatinginnovativesolutions,andlearning

fromtheirerrors.Forhumanworkers,havingAIagentsislikehaving

tireless,hyper-intelligentexecutiveassistantswhounderstandobjectives,

planstrategically,anddriveaction.Humanworkerscancommandteamsofdigitalagentstogetmoredone,faster-whichhelpstounlocknewlevelsofproductivity,innovationandefficiency.Forexample,anAIagentinsalescancraftpitches,trackleads,schedulemeetings,andupdateCRM–soahumansalespersoncanclosethedeal.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

Implicationsforbusinessleaders–howtotapintoproductivitybenefits

?PutAItoworkforyourbusinesssoyoucantapintothebenefits.Thisshouldbeintrinsictobusinessstrategy.AIisn’tjustaboutintegratingnewtechnology.It’saboutachievingpowerfulresults,frommanagingentire

businessfunctionstodevelopingnewrevenuestreams.

?UseAIforenterprise-widetransformation,notjustindividualuse

cases.ManyorganisationsarestartingtouseAIforisolatedusecases.

ButtherealbenefitcomeswhenAIisusedtotransformvaluecreationatanenterprise-widelevel.

?PrioritiseAgenticAIwhichputsateamofdigitalagentsatyourworkers’command,empoweringyourpeopletogeneratevalueinnewways,

outcompeterivals,andcreatenewrevenuestreams.

02

2X

Wagesare

growing2xfasterinindustriesmostvsleastexposedtoAI.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

Wagesarerisingfor

AI-poweredworkers,

eveninthemosthighlyautomatableroles

Whatishappeningtothewagesoftheworld’sAminasandJohnsandtheircolleagues?Wagesaregrowing2xfasterinindustriesmostvsleastexposedtoAI.ItappearsthatasAminaandJohncreatemorevalue,theirwagesmayberisingtoo.

Wagesarerising2xfasterinindustriesmostvsleastexposedtoAI

GrowthRateforWageperEmployee(2018-2024)

18%

16%

14%

12%

10%

8%

6%

4%

2%

0%

16.7%

12.6%

8.2%7.9%

Secondmost

exposedquartile

Mostexposedquartile

LeastexposedquartileSecondleast

exposedquartile

Source:PwCanalysis,Orbis,Feltenetal.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

Thenextpointmaysurprisesomepeople.Wagesarerisingeveninthejobsthat

aremosthighlyautomatablebyAIsuchascustomerserviceagent.Automation

canhavedifferenteffects:itcandisplacepeoplefromroles,oritcanchangethe

natureofpeople’sjobs,freeingthemfromautomatabletaskssotheycanfocusonother(oftenhighervalue)tasks.Ourdatasuggeststhat,onthewhole,automationishavingthelattereffect.ConcernsthatAIisdevaluingautomatablerolesinthe

aggregatemaybemisplaced.

56%

Onaverage,the

wagesofworkerswithAIskillsare

56%higher.

Wagesaregrowinginboththemosthighlyautomatableandhighlyaugmentablejobs

Wagegrowth2019-2024

140%

120%

100%

80%

60%

40%

20%

0%

-20%

Moreautomatablejobs

Moreaugmentablejobs

0.80

0.10

0.20

0.30

0.40

0.50

0.60

0.70

0.90

1.00

0.00

ChartshowsgrowthinmeanwagesbyAIcomplementarity(whetherAItendstoautomateoraugment).EachdotrepresentsanISCOoccupationalcategory.37occupationalcategoriesshownwhichincludeover400sub-categories.Source:PwCanalysis,ONSdata.

ThevaluethatAI-poweredworkersbringisapparentinthewagepremiumfor

workerswithAIskills(forexample,machinelearningorpromptengineering).

Wecomparedthewagesofworkersinagivenoccupation–logisticsmanagers,forexample–whodifferonlyonwhethertheyhaveAIskills.Onaverage,thewagesofworkerswithAIskillsare56%higher.3What’smore,everyindustryweanalysedpayswagepremiumsforAIskills.

3HigherwagesforworkerswithAIskillsmayreflectthescarcityofthesepeopletoo,thoughscarcityalonedoesnottranslatetohigherwages(ifitdid,thenexpertsinrarespecialitieslikemedievalcalligraphywouldallbeverywellpaid).Topayhigh

wages,employersmustplaceahighvalueontheskillsemployeesbring.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

WorkerswithAIskillscommanda56%wagepremiumonaverage

140%

120%

100%

WagePremium2024

80%

60%

40%

20%

0%

Wholesaleand

RetailTrade

Energy

Informationand

Communication

Transportation

andStorage

RealEstateActivities

Manufacturing

Professional

Services

Arts,Entertainment

andRecreation

FinancialServices

Accomodationand

FoodServiceActivities

Education

Agriculture,Forestry

andFishing

PublicAdmin

andDefence

HumanHealth

Activities

Miningand

Quarrying

Construction

AveragewagepremiumforjobslistedwithAIskills,2024,bysector.See

Methodologyappendix

forfulllistofAIskills.Source:PwCanalysis,Lightcastdata.

AIagentstakeonroutinetaskssopeoplecanachievemore

Herearesomereal-worldexamplesofhowwe’vehelpedclientsuseAIagentstohelptheirworkforcecreatemorevalue:

?AmajortechnologycompanyreimaginedcustomerengagementbydeployinganAIagent-powered,omnichannelcontactcentre.Withpredictiveintentmodelling,adaptivedialogue,andreal-time

analytics,thesystemreducedphonetimebynearly25%,cutcalltransfersbyupto60%,andboostedcustomersatisfactionbyapproximately10%.

?Alargehospitalitycompanystreamlinedmanagementoftheirbrandstandardsacrosstheirglobalportfoliobydeployingagenticworkflowswithinamodern,AI-poweredplatform.Intelligentagentsnowautomateupdates,approvalsandcompliancetracking—reducingreviewtimesbyupto94%.

?AglobalhealthcarecompanytransformedcancercarebydeployingagenticAIworkflowsacross

oncologypractices.Intelligentagentsstreamlinedclinicalandoperationalprocesses—automating

theextraction,standardisationandqueryingofunstructureddocuments.Resultsincludeda50%

improvementinaccesstoactionableclinicalinsightsandanearly30%reductioninstaffadministrativeburdenthroughAI-powereddocumentsearchandsynthesis.Learnmore

here

.

03

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

TheimpactofAIonjobnumbersiscomplex

DoestheadventofAImeanthatsomejobs,suchasdataentryclerkorsoftware

coder,maynolongerexistintheirpreviousforms?Yes,itdoes,andaswe’ve

seenmanyjobsmayevolveintohighervalueroles(fromdataentryclerktodata

analyst,forexample).Thecriticalquestionsforsocietyarethefollowing:arejobsbeingcreatedfasterthantheyaredisplaced,anddopeoplehavetheskillstoadapttoachangingjobsmarket.

Let’slookatjobnumbersfirst.Jobnumbersaregrowinginvirtuallyevery

typeofAI-exposedoccupationwithonlytwoexceptionsatthegloballevel

(keyboardclerks,andinformationandcommunicationtechnologyprofessionals).However,jobnumbersaregrowingmoreslowlyinoccupationsmoreexposedtoAI(38%growthinthepastfiveyears)versusoccupationslessexposedtoAI

(65%growthinthepastfiveyears).

JobnumbersinAI-exposedoccupationsaregrowing,thoughmoreslowlythaninlessexposedoccupations

120%

100%

80%

Changeinjobdemand2019-2024

60%

40%

20%

0%

-20%

-40%

Machineoperators

Personalcareworkers

Personalserviceworkers

Average

Teachingprofessionals

Legal,socialandculturalprofessionals

Driversandmobile

plantoperators

Businessandadministrationprofessionals

●Cleanersandhelpers

Informationandcommunicationtechnologyprofessionals

Generaland

keyboardclerks

Metal,machineryandrelatedtradesworkers

Healthprofessionals

●Salesworkers

Average

●●

●

●

●

●

Moreexposedjobs:38%avg.growth

Lessexposedjobs:65%avg.growth

-2

-1

-0.5

0

0.5

1

1.5

2

-1.5

AIoccupationexposure

ChangeindemandbyAIexposureforalljobs,2019-2024,globally.Somecountriesexcludedbecausedataunavailableforfulltimeperiodanalysed(HongKong,Malaysia,Norway,SouthAfrica,UAE,Brazil,Mexico.).Weanalysed37ISCOoccupationalcategoriesthatinclude415occupations.Source:PwCanalysis,Feltenetal,Lightcastdata.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

Isgentlerjobgrowthhelpfulasworkingagepopulationsdecline?

Morethanaquarteroftheworld’spopulationnowlivesincountrieswith

decliningworkingagepopulations,andbythe2050sitwillbemorethan

half.4GentlerjobgrowthinAI-exposedoccupationscouldbehelpfulfor

countrieswithdecliningsharesofworkingagepeopleamongtheircitizens.CouldAIhelptobringabouta‘Goldilocks’eraofjobgrowththatisjustrightforthesizeoftheworkingagepopulation–andavert‘a(chǎn)loomingeconomiccrisisasolderpopulationsexpandandthepoolofworkersshrinks’?5

4CentreforGlobaldevelopment,citedin‘Whereworkingagepopulationsareshrinking,’Axios,Apr2024.

5‘Thebabygap,’FinancialTimes,Jan2025.

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

ContrarytotheconcernsofsomeobserversthatAIcouldcausesharpreductionsinjobnumbers(especiallyinautomatableroles),jobnumbersareinfactgrowingforbothautomatableandaugmentablejobsinallindustries.

Jobnumbersaregrowingforbothautomatableandaugmentablejobsinallindustries

ChangeinJobDemand2019-2024

250%

200%

150%

100%

50%

0%

Agriculture,Forestry

andFishing

Miningand

Quarrying

Arts,Entertainment

andRecreation

Construction

Energy

Transportation

andStorage

Education

Manufacturing

RealEstateActivities

Wholesaleand

RetailTrade

Professional

Services

HumanHealth

Activities

Accomodationand

FoodServiceActivities

PublicAdmin

andDefence

Informationand

Communication

FinancialServices

Automation

Augmentation

Sources:PwCanalysis,Lightcastdata,Feltenetal,IMF.Showsaveragegrowthinjobdemandforaugmentedvsautomatedroles.

Jobnumbershavegrownmoreslowlyinindustriesthatweretheearliestand

fastestadoptersofAIsuchasfinancialservicesandinformation&communication.Thismakessensegiventheseearlyadopterindustrieshaveexperiencedgentler

AI-linkedjobgrowthforlonger.

Onekeytojobcreationcontinuingtooutpacejobdisplacementis‘thinkingbig’withAIwhichmeansusingitnotjusttoperformthejobsofthepastbuttocreatethejobsofthefuture.ThisalsohelpstomaximiseAI’svalueandimpactforcompanies.

Implicationforbusinessleaders:AIasagrowthstrategy

TreatAIasagrowthstrategy,notjustanefficiencystrategy.WefindthatjobnumbersaregrowinginAI-exposedoccupations,suggestingthatcompaniesareusingAInotjusttocutheadcountbutratherto

helpworkerscreatemorevalue.CompanieswhouseAIonlytoreducestaffnumbersmaymissoutonthemuchbiggeropportunitiestouseAItoclaimnewmarketsorgeneratenewrevenuestreams.

TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

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14

04

Thefutureofwork

isn’taboutdoinglesswithfewerpeople—it’saboutdoingmore,

better,together.

Byrethinkinghow

tasksaredistributed

betweenpeopleand

AI,organizationscanunlockproductivity,

sparkinnovation,andelevatetheunique

humanskillsthatdriverealvalue.”

JoeAtkinson,GlobalChiefAIOfficer,PwCUS

ThinkingbigwithAIis

keytomaximisingitspositiveimpactforworkersand

companies

‘Thinkingsmall’withAImeansusingitinanarrow,backward-lookingwayto

performtasksordeliverproductsasinthepast.Thisapproachtrapsusinalimitedvisionofwhatthetechnologycanachieve-ratherlikeifelectricityhadbeenusedonlytoreplacecandleswith‘electriccandles’ratherthanhelptocreatecomputing,telecommunications,satellites,airtravel,andcountlessotherinnovations.

Thinkingsmallcantendtodisplaceworkersbylimitingaspirationstoreshapingexistingpractices–the‘a(chǎn)lreadydone’ratherthanthe‘couldbe.’6

‘Thinkingbig’withAI,ontheotherhand,meansapproachingAIasa

transformativetool,usingittounlocknewcapabilities,products,andeven

industries.AI,ifusedwithimagination,couldsparkafloweringofnewjobsandnewbusinessmodels.Forexample,2/3ofjobsintheUStodaydidnotexistin1940,andmanyofthesenewjobswereenabledbyadvancesintechnology.7

OurdatasuggeststhatcompaniesaresofarthinkingbigwithAI.Ratherthan

usingAIonlytoreduceheadcount,companiesappeartobeusingittohelpmanyworkersineventhemosthighlyautomatablerolestocreatemorevalue.

SouthwestAirlinesAIsystemenablesemployeestosolvecomplexproblemsratherthandoroutinetasks

SouthwestAirlinescollaboratedwithPwCtohelpmodernizeitscrewattendanceandleavemanagementsystemsoitcouldsavetime,reducecostsandlowerrisks.Theprojecthasalsodeliveredtheaddedbenefitofenhancingtherolesofsomeemployeesbyenablingthemtofocusoncriticalthinkingandinnovation

overroutinetasks.

Theairline’sexistinglegacysystemwasslowingoperationsdownasitbecameincreasinglydifficultto

maintainandenhancethesystem,especiallyduetoalackofaccuratedocumentationandanoverrelianceontacitknowledge.GenAIcapabilitieswereusedtopulluniqueinsightsandrequirementsdirectlyfromthesourcecode,reducingprojectplanningtimebyhalf.

MartyGarza,VicePresident,AirOperationsTechnology,SouthwestAirlines,says:“Ratherthanreplacingemployees,theseadvancementsfreedupvaluabletime,allowingourteamstothinkcritically,solve

complexproblemsanddriveinnovation.”Learnmore

here

.

6ErikBrynjolffsoncallsthisnarrowthinkingtheTuringTrapbecause,muchlikeAlanTuring’schallengetomakeanAIthatisindistinguishablefromahuman,itfocusesourthinkingonmakingAIsthatmimicpeople.

7NewFrontiers:TheOriginsandcontentofnewwork.2022.DavidAutoretal.

05

66%

Theskillssought

byemployersare

changing66%fasterinjobsmostvsleastexposedtoAI.

Morethan2.5xfasterthanlastyear

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

Theskillsearthquakeisaccelerating

AIiscreatingrapidchangeintheskillsrequiredtosucceedinAI-poweredjobs.

Theskillssoughtbyemployersarechanging66%fasterinjobsmostvsleast

exposedtoAI,morethan2.5xfasterthanlastyear.Paralegals,forexample,haveinthepastneededtheskillstomanuallyreviewdocuments,summarisecaselaw,anddraftstandardlegaldocuments.NowthatAIcansupportwiththosetasks,

paralegalsneedtheskillstooperateAItoolsand,morethanever,todemonstrateabilitiessuchascriticalthinkingandcollaboration.

Skillssoughtbyemployersarechanging66%fasterinmostexposedvsleastexposedoccupations–upfrom25%lastyear

Netskillchangeforalljobs(2019-2024)

3.5

3.0

2.5

2.0

1.5

1.0

0.5

0.0

3.3

2.7

2.3

2.0

Secondmost

exposedquartile

Mostexposedquartile

LeastexposedquartileSecondleast

exposedquartile

Source:PwCanalysis,Lightcastdata,Feltenetal.Netskillchangeistherateatwhichskillslistedinadsforparticularjobschange.See

Methodologyappendix

forfullexplanation.Datafilteredtoremovehighestnetskillchangeoutliers(greaterthan20),occupationswithAIOccupationExposurevalueof0,andoccupationswithnetskillchangeof0.

TherehasbeenanarrativeouttherethatAIiscomingforjobs,andthat

cancreatealotoffearandanxietyforworkers.Weknowthateverytimewehaveanindustrialrevolution,therearemorejobscreatedthanlost.

Thechallengeisthattheskillsworkersneedforthenewjobscanbequitedifferent.Sothechallengewebelieveisnotthattherewon’tbejobs.It’s

thatworkersneedtobepreparedtotakethem.”

CarolStubbings,GlobalChiefCommercialOfficer,PwCUK

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TheFearlessFuture:PwC’s2025GlobalAIJobsBarometer

Asemployerssupportworkerstoacquirenewskillsatpace,theyshouldalso

considerhowtostrengthenemployeetrustinAI.PwC

research

withtheWorld

EconomicForum,basedoncasestudiesofearlyadoptersofAI,findsthatbuildingemployeetrustinAIiscriticaltosuccessfuluseofthetechnology.

WhatittakestosucceedinAI-exposedjobsischanginginotherways.EmployerdemandforformaldegreesisdecliningforalljobsbutespeciallyquicklyforAI-exposedones.Causesmayinclude:

?AIhelpspeoplerapidlybuildandcommandexpertknowledge(the

‘democratisationofexpertise’)whichcouldmakeformalqualificationslessrelevant

?Rapidskillschangeandknowledgeturnovermaymeanformaldegreesaremorerapidlyoutofdate

?StrongdemandforpeoplewithAIskillsmayencourageemployerstolookbeyondalimitedpoolofworkerswithformaltraining

EmployerdemandfordegreesisdecliningfasterforAI-exposedjobs

70%

60%

50%

40%

30%

20%

10%

0%

-7pp

66%

-9pp

59%

53%

44%

-5pp

16%

11%

Augmented

Automated

LeastExposed50%

2019

2024

Source:PwCanalysis,ILOSTAT,Feltenetal.Wecalculatedegreerequirementsasthepercentageofjobsthate