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The Future of Jobs

  • Industry Profiles
    • Basic and Infrastructure
    • Consumer
    • Energy
    • Financial Services and Investors
    • Healthcare
    • Information and Communication Technology
    • Media, Entertainment and Information
    • Mobility
    • Professional Services
  • Country/Region Profiles
    • Australia
    • Brazil
    • China
    • France
    • Germany
    • India
    • Italy
    • Japan
    • Mexico
    • South Africa
    • Turkey
    • United Kingdom
    • United States
    • [ — Divider — ]
    • ASEAN
    • GCC
  • Industry Gender Gap Profiles
    • Basic and Infrastructure
    • Consumer
    • Energy
    • Financial Services and Investors
    • Healthcare
    • Information and Communication Technology
    • Media, Entertainment and Information
    • Mobility
    • Professional Services
  • Shareable Infographics
  • Blogs and Opinions
  • Press Releases
  • [ — Divider — ]
  • The Future of Jobs Report
    • Part 1: Preparing for the Workforce of the Fourth Industrial Revolution
      • Chapter 1: The Future of Jobs and Skills
        • Drivers of Change
        • Employment Trends
        • Skills Stability
        • Future Workforce Strategy
      • Chapter 2: The Industry Gender Gap
        • The Business Case for Change
        • Gaps in the Female Talent Pipeline
        • Barriers to Change
        • Women and Work in the Fourth Industrial Revolution
        • Approaches to Leveraging Female Talent
      • References and Further Reading
      • Appendix A: Report Methodology
      • Appendix B: Industry and Regional Classifications
    • Part 2: Industry, Regional and Gender Gap Profiles
      • User’s Guide: How to Read the Industry, Regional and Gender Gap Profiles
  • Acknowledgements
  • Contributors
  • Global Challenge Partners
The Future of Jobs Home
  • Report Home
  • Industry Profiles
    • Basic and Infrastructure
    • Consumer
    • Energy
    • Financial Services and Investors
    • Healthcare
    • Information and Communication Technology
    • Media, Entertainment and Information
    • Mobility
    • Professional Services
  • Country/Region Profiles
    • Australia
    • Brazil
    • China
    • France
    • Germany
    • India
    • Italy
    • Japan
    • Mexico
    • South Africa
    • Turkey
    • United Kingdom
    • United States
    • [ — Divider — ]
    • ASEAN
    • GCC
  • Industry Gender Gap Profiles
    • Basic and Infrastructure
    • Consumer
    • Energy
    • Financial Services and Investors
    • Healthcare
    • Information and Communication Technology
    • Media, Entertainment and Information
    • Mobility
    • Professional Services
  • Shareable Infographics
  • Blogs and Opinions
  • Press Releases
  • [ — Divider — ]
  • The Future of Jobs Report
    • Part 1: Preparing for the Workforce of the Fourth Industrial Revolution
      • Chapter 1: The Future of Jobs and Skills
        • Drivers of Change
        • Employment Trends
        • Skills Stability
        • Future Workforce Strategy
      • Chapter 2: The Industry Gender Gap
        • The Business Case for Change
        • Gaps in the Female Talent Pipeline
        • Barriers to Change
        • Women and Work in the Fourth Industrial Revolution
        • Approaches to Leveraging Female Talent
      • References and Further Reading
      • Appendix A: Report Methodology
      • Appendix B: Industry and Regional Classifications
    • Part 2: Industry, Regional and Gender Gap Profiles
      • User’s Guide: How to Read the Industry, Regional and Gender Gap Profiles
  • Acknowledgements
  • Contributors
  • Global Challenge Partners

Chapter 2: The Industry Gender Gap

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Tapping into the female talent pool is increasingly regarded as a prominent and promising area for workforce planning. The previous chapter of this Report found that more than a quarter of companies surveyed identified female talent as a key feature of future workforce strategy. Overall, 53% of our respondents perceive promoting women’s participation as a priority item on their organization’s senior leadership’s agenda and 58% are confident about the efficacy of their current measures undertaken in this regard.

Similarly, women’s rising labour force participation and economic power as consumers is increasingly perceived as a key driver of change across several industry sectors, such as in the Consumer industry, and one that is highly correlated with expected employment growth—an unambiguously positive trend in a somewhat turbulent landscape of technological, demographic and socio-economic change. The continuing ascent of women in the workplace is also contributing to increasingly diverse and dynamic workplace cultures.

As the Fourth Industrial Revolution takes hold in different industries and job families, it will affect female and male workers in distinct ways. By their very nature, many anticipated disruptive changes have the potential to enable the narrowing of gender gaps in many industries. For example, household work, that is still primarily the responsibility of women in most societies, could be further automated, leaving women to put their skill sets to better use, including in the formal labour market.

At same time, however, job families expecting the highest employment growth, such as Architecture and Engineering and Computer and Mathematical, currently have some of the lowest female participation and find it much harder than average to recruit women. As these job families take on newfound applications across industries, will sectors which previously housed few such roles but have a strong track record of employing, retaining and leveraging female talent, be more adept than others at addressing their skills shortages by recruiting female talent? At the declining end of the labour market, the drivers of change identified by our respondents will heavily disrupt two of the job families most clearly dominated by women and men: Office and Administrative and Manufacturing and Production, respectively. In short, as industries prepare to adapt to disruptive change the dynamics of the industry gender gap will be at the centre of many facets of the new employment landscape.

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