SURVEY REPORT

CLOSING THE GLOBAL SKILLS GAP:

PREPARING THE
WORKFORCE FOR NEW
SKILLS, GENERATIVE AI
LITERACY, AND MORE

Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

Introduction
In today’s rapidly evolving and competitive businesslandscape, organizations are increasingly recognizing thepivotal role of skills training in cultivating a workforce thatthrives amidst constant change. As technology advances
and industries undergo transformative shifts, the importanceof equipping employees with the necessary knowledge
and competencies to navigate these challenges becomes
more pronounced.

87% of organizations
recognized that they had alooming skills gap problem

In order to better understand the current state of skills
training, Visier conducted a global employee survey withover 3,000 respondents based in the US, Canada, UK,
and Germany. This report delves into the multifaceted
dimensions of skills training in the workplace and its
profound impact on employee performance, satisfaction,
productivity, and long-term success. By exploring various
methodologies, benefits, and emerging trends, this study
seeks to provide a comprehensive understanding of
why investing in skills training is not only essential but
imperative for businesses aiming to stay ahead in the
21st-century economy.

40% of organizations
were actually investing inskills training with theircurrent workforce.
Skills might be one of the biggest challenges facingorganizations today. One McKinsey survey1 found that 87% oforganizations recognized that they had a looming skills gap
problem within the next one to five years; yet this realization
isn’t necessarily translating into action, as a similar PwC
study found that only 40% of organizations2 were actuallyinvesting in skills training with their current workforce. These
contradictions are compounded by the findings in this
employee survey which dives deeper into how employees
are considering their career futures, skills development, andwhat priorities can—and should—be put in place when it
comes to the adoption of generative AI in the workplace.

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

What employees really careabout when it comes to skills
For employees, skills, and skills training, is overwhelmingly
top of mind with 96% of all respondents agreeing thatdeveloping new skills in their workplace is important, and
65% strongly agreeing. To understand why skills are such animportant factor for employees, we need only look at theirattitude towards pay.

More than 87% of employees
surveyed believe that their ability toearn more is directly related to theirskills growth and development.
What employees can’t seem to agree on is what skills
are most important to develop. While 47% responded
that technical skills were most important for their careerdevelopment, less “quantifiable” skills also ranked highon the list; 39% said “soft skills” like communicationor teamwork, 38% said leadership skills, and 35% said
creative thinking skills. This reflects other recent studies,including LinkedIn’s Most In-Demand Skills List3 which cites
communication skills, management skills, and leadershipskills as some of the most sought-after skills in today’s
job market.

What, if anything, do you think
are the most important skills foryour career growth?*
Technical skills (e.g. software proficiency, 47.56%
data analysis)
Soft skills (e.g. communication,
teamwork)

39.74%

Leadership skills (e.g. delegation,
decision-making)38.68%Creative thinking skills (e.g. innovation,
problem-solving)

35.48%

Emerging technology skills (AI, machinelearning, etc)

11.95%

No particular skills

2.05%

Not sure

2.05%

Other

0.73%

*Respondents could choose up to two selections.

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

The risks of not taking skills training seriously
Employers who aren’t taking skills development or training seriously, are opening themselves
up to potential risks in their organization. Nearly half of all those surveyed (49%) reported they
were feeling disengaged from their work due to the lack of skills development and skills training;
this figure becomes even more pronounced in younger demographics, particularly Gen Z andmillennials who are eagerly looking for opportunities to build their skillset and grow their career
opportunities. This skills development gap can also lead to retention problems. A previous Visierreport4 found more than a third of all employees were leaving behind their current employer
in order to pursue better skills training opportunities elsewhere—skills development was thethird most important reason for job switching, only trumped by pay opportunities and better
work-life balance.
Employee expectations, place skills development and training squarely on the shoulders of theemployer. 57% of respondents said they turn to employer-led skills development training as theirsource of growth so, understandably, if those opportunities do not exist, it creates a growing
sense of resentment that their employer is not interested in helping them grow their career
within the organization.

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

Trained by social media
We are starting to see a diversification of informal skills training in younger generations, particularly whenit comes to social media. Respondents between the ages of 18-25 were far more likely to turn to sources
like YouTube (31%), LinkedIn (12%), or even TikTok (22%) for skills training. This extended into the millennial
generation as well, where YouTube (30%) and LinkedIn (17%) were prominent, with TikTok less so thantheir younger counterparts (17%).

In order to learn new workplace skills, which, if any, of thefollowing resources do you turn to? (multiple selections allowed)
Gen Z
ages 18-25

Millenial
ages 26-41

Gen X
ages 42-57

Baby Boomer
ages 58-76

Employer-led skills development

44.07%

60.34%

58.78%

53.90%

Formal education courses

40.32%

44.10%

37.97%

31.17%

Attend conferences/workshops/training
programs

29.64%

38.10%

33.03%

30.52%

My own research (web, books, etc)

28.46%

37.23%

33.94%

30.52%

Friends/colleagues/mentors

34.19%

31.73%

25.88%

21.43%

YouTube31.03%

30.23%

18.73%

14.29%

Moving to a new job role or company

28.85%

26.67%

19.90%

10.39%

LinkedIn learning course

12.25%

17.36%

12.61%

9.09%

TikTok

22.33%

17.55%

4.81%

1.95%

Family11.26%

10.81%

7.02%

5.84%

I am not trying to learn new workplace skills

1.38%

1.56%

6.37%

10.39%

None of the above

1.58%

1.37%

2.21%

4.55%

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

The looming AI skills revolution
No conversation about skills in the workplace would be complete without discussing the impactof the rapid rise of generative AI. Recent advancements like ChatGPT have ignited both fears
and optimism about how AI will affect the future of work, and what that means for the skills
employees need to develop now and in the future.
One thing is certain, because of the incredible speed of change around AI, there is no clear
picture of how work, jobs, and skills training will change. This is simultaneously a source of fearand excitement.
Half (51%) of all respondents said they were genuinely concerned that the skills they currently
have could, or would, be replaced by AI. Likewise, 68% said it was important for them to startbuilding the skillsets related to AI in order to further their career growth. Naturally, as withprevious skills development training, employees are expecting their organizations to take on the
responsibility of up-leveling their skills training.

Who’s responsible for reskilling the workforce?
86% of employees said their employer should take at least some role in reskillingto ensure they aren’t easily replaced by AI tools, with 63% saying it’s entirely theemployer’s responsibility to do so.

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and MoreUpper management andlower-level employees
view AI differently

On average, business owners
and C-suite leaders think
there is a six-month window
before AI plays a role; while
the average employee
expects to see at least eightmonths, if not longer.

Interestingly, it seems that there is a significant split between
the level of interest, and understanding, around the use
cases generative AI will play in the workplace between
executive leaders and their employees. Over 80% ofbusiness owners and C-suite executives have spent either
a significant amount of time educating themselves, or haveused generative AI in a professional manner. As you go
down the organizational layers, these numbers begin to drop
precipitously, with Senior Managers (69%), Middle Managers(43%), Intermediate (24%), and Entry Level (27%).
This is also reflected in how quickly employees believe
AI will play a role in the workplace.

Businessowner

C-suiteSr.
Management

MiddleManagement

Intermediate

Entry-level

How familiar are you with with generative AI tools?

I have spent a significant amount oftime educating myself about these tools

56.00%

56.46%

40.34%

16.19%

7.20%

11.65%

I have experimented with them in apersonal or professional manner

29.00%

23.99%

29.83%

27.44%

16.97%

15.86%

I have briefly played around with them,but not given it much thought

11.00%

10.33%

16.19%

20.09%

18.51%

16.83%

I have basic knowledge, but have neverused them

2.00%

4.43%

6.25%

16.94%

15.68%

13.59%

I have heard of them, but don't knowmuch about them

1.00%

1.85%

5.97%

13.49%

25.28%

21.04%

I've never heard of them

0.00%

1.48%

0.28%

3.75%

12.51%

14.56%

None of the above

1.00%

1.48%

1.14%

2.10%

3.86%

6.47%

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

17% of respondents believe AI will never play a role in theirworkplace, compared to just 2% of C-suite executives.

The executive-employee divide
on AI and skills
This disparity in knowledge and understanding of generative
AI between executive leaders and employees within an
organization can be attributed to several factors. First,
executive leaders typically have access to a broader rangeof resources, such as industry conferences, specialized
training programs, and networking opportunities, whichallows them to stay abreast of the latest advancements in
AI technologies. Additionally, their strategic roles within
the organization often necessitate a deeper understandingof emerging technologies and their potential implications
for business operations. As a result, executive leaders tend
to have an advantage around quickly understanding theapplication of generative AI to their business. However,
it is crucial for organizations to understand that there is asignificant knowledge gap, and bridge this gap throughcomprehensive training programs and knowledge-sharing
initiatives, ensuring that employees at all levels cancontribute effectively to the integration and responsible useof generative AI within the business.

Overall, employees reported
an average of 1.75 hours
saved each day.
One untapped potential of AI integration into the workplaceis the opportunity to increase productivity and timesavings. For those employees who are currently using AI ina professional manner, a third said they are saving between
thirty minutes to an hour of time each day, while a quarter
reported saving between one to two hours a day. Overall,
employees reported an average of 1.75 hours saved eachday, resulting in over a full day’s worth of work each week
saved through the use of generative AI applications.

How much time, if any, do you
think the generative AI tools save
you on an average day?
Answered by those respondents who have “spent a significant
amount of time educating themself about these tools” or “haveexperimented with them in a personal or professional manner”

Less than 30 minutes

1.69%

30 minutes – 1 hour

32.07%

1-2 hours

26.51%

1-3 hours

20.31%

1-4 hours

12.89%

More than 4 hours

0.73%

They save me time less often than daily

2.90%

They don't save me any time at all

2.90%

Mean in hours (excluding "They save metime less often than daily")

1.74

Unsurprisingly, the time savings were heavily related to moreroutine, or administrative tasks, like data entry or research–tasks AI is naturally suited towards, but some employees
were starting to find new use cases for generative AI incustomer support, email drafting, project deliverables, andeven during the creative process.

Vee, Visier's digital assistant, uses generative AI
to answer questions about your workforce.

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

How to upskill your workforce
in five key steps
Upskilling has immense benefits for both companies and employees. But the journey toupskilling takes a thoughtful approach. To know what to upskill, you need to know which skills
you have and which are missing from your company5. Here’s how to upskill your workforce infive key steps:

1. Map your organization’s skills
Start by taking an inventory of what skills are present alreadyin your organization. This will likely be a team effort between
the HR departments, team leaders, and/or managers. Don’t
forget, your employees might possess skills they’re notcurrently using in their jobs, so don’t just look at their job
description.
Next, look at the skills you currently need and the ones you’ll
need in the future. Checking your business goals for the
next few years will be helpful here, as will a market analysis.
Afterward, look at both sets of data and see what skills are
missing from your company.

2. Determine the skills you will

be losing

Of those skills that are currently present in your organization,
determine which will be lost due to predictive attrition,
retirement, planned leaves of absence, and automation.

4. Assess the skills gaps
• Compare #1 and #2 above—the skills you have vs. those
you will lose, and put into place a succession plan tokeep critical roles filled.
• Compare #1 and #3 above to inform a plan for reskillingand upskilling existing employees.

5. Match learning content

to skills gaps

Map your learning content and match it with your skills gaps.
Identify where you need additional learning content to map
to unmatched skills gaps areas.
Skills are hard, Visier’s Skills Intelligence Engine
makes your transformation to a skills-based organization
easy—and fast.

3. Identify the skills you do nothave but want and will needto develop

Which skills will you need to obtain either through buying(hiring), borrowing (secondment or lateral internal moves),or building (training)? Checking your business goals for the
next few years will be helpful here, as will a market analysis.
Afterward, look at both sets of data and see what skills are
missing from your company.

Learn more atvisier.com/skills

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and MoreEndnotes
1. M
 ind the [skills] gap. McKinsey & Company. (2021, January 27).
https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/
chart-of-the-day/mind-the-skills-gap
2. P ricewaterhouseCoopers. (2022, May 24). PWC’s Global Workforce Hopes andFears Survey 2022. PwC.
https://www.pwc.com/gx/en/issues/workforce/hopes-and-fears-2022.html
3. L inkedIn 2023 most in-demand skills. LinkedIn. (2023, February 20).
https://www.linkedin.com/business/learning/blog/top-skills-and-courses/mostin-demand-skills
4. Visier. (2021, November 1). Mad about skills: A top reason people are quitting.
Visier.
https://www.visier.com/lp/mad-about-skills-top-reasons-people-are-quittingreport/
5. Visier. (n.d.). Ask Visier: How do you find out what skills exist in yourorganization?. Visier.
https://www.visier.com/blog/ask-visier-how-do-you-find-out-what-skills-exist-inyour-organization/

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Closing the Global Skills Gap: Preparing the Workforce for New Skills, Generative AI Literacy, and More

About Visier
Visier’s purpose is to reveal the human truth about your workforce
and contribute to a better future.
Visier was founded to focus on what matters to business people:
answering the right questions, even the ones a person might notknow to ask. Questions that shape business strategy, provide theimpetus for taking action, and drive better business results.
Visier delivers fast, clear people insight by using all the available
people data—regardless of source. With best practice expertisebuilt in, decision-makers can confidently take action. Thanks to ouramazing customers, Visier is the market leader in Workforce Analytics
with more than 25,000 customers in 75 countries around the world.
For more information, visit visier.com

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