Future jobs and salary increases

Future businesses will be transformed into “metatakes” as we enter the dawn of the metaverse – a reality that straddles both the physical, digital and virtual realms so that they blend into each other.

Much has been made of the need for upskilling these days, especially those related to digital. Among the many skills that have been discussed, the one that is gaining popularity would be data literacy – the ability to read, analyze, work and communicate with data.

Today, moving beyond the passive consumption of data and analytics, leaders are instead focusing on a state of active intelligence, where data is continually integrated into work practices to enable organizations to access context-rich, real-time information that helps make informed decisions. the decisions.

Drawing on the opinions of more than 1,200 senior executives and 6,000 employees from Japan, Australia, New Zealand, the United States, the United Kingdom, France and Germany, the new report by Qlik Data Literacy: The Evolution of Skills Enhancement examines the tangible changes occurring in the workplace as it becomes more digital and data-driven.

While the dataset only included responses from Japan as part of the Asian perspective, HRO extracted content specifically applicable to Asia-based HR decision makers.

Potential salary increases for employees with data literacy skills

Future workers will be lifelong learners who take an iterative and lifelong approach to digitalization and upskilling. They will invest more in themselves and they will be rewarded. Today, more than three-quarters (78%) of employees worldwide spend time each month investing in their own personal development – and these employees spend an average of almost seven hours (6 hours and 50 minutes) improving their personal skills each month.

In the future, employers will have a greater responsibility to help their workforce acquire the necessary skills.

According to the study, those who improve their data literacy can foresee rewards on the horizon, as C-level executives said they would offer data-savvy candidates a raise. In Japan, for example, the average salary increase for demonstrable data savvy could be 1.28 million yen per year, while in Australia it could be 23,600 Australian dollars per year. More data is in the table below:

Metaverse Meets Enterprise: Metaprise

The study observed that almost half (46%) of employees often make decisions based on their intuition rather than data-based information, and the same percentage (46%) do not always believe that the data available to inform their decisions are on the rise. up-to-date and accurate.

Thus, the report points out that future enterprises will be transformed into “meta-sockets” as we enter the dawn of the metaverse – a reality that straddles the physical, digital and virtual realms all at once, blending into each other.

Although this may seem like a distant reality to some, many large companies are already working towards this vision. For example, Hyundai equips its designers with VR headsets that allow them to meet in different geographies and design new car models together, but remotely.

Not only that, this transition has already manifested itself so subtly for most of us in our current work standards. During the pandemic, millions of employees transitioned to digital-only modes of communication as a precursor to the metaverse.

The Metaverse Vision removes the current limitations of remote work versus in-person work through the creation of immersive virtual workplaces where employees can meet and collaborate in new ways.

With the adoption of new technologies, new roles can emerge, adapting to the landscape of working abroad. For thorough preparation, C-suite respondents predict that several new positions will appear in the next five years alone.

  • 85% think it will be important to have a Metaverse Director responsible for employee and customer experiences that straddle the digital and virtual realms.
  • 86% think having a Metaverse Experience DesignerAccountable for employee and customer experiences that straddle the virtual and physical domains, and ensuring the transfer of data is seamless, will be important.
  • 86% think that a Work environment architectresponsible for ensuring that all workspaces – physical or in the metaverse – are designed to maximize productivity and employee well-being, will be important.
  • 87% think it will be important to have a Immersion Advisor which uses virtual and augmented reality to build mental resilience and well-being through guided immersive therapies.
  • Over 99% believe the above roles will be hired in their organization within the next 10 years

Likewise, the study looked at the key new leadership roles that will be commonplace in boardrooms by 2030:

1. Head of Customer Experience

The Customer Experience Officer will be responsible for ensuring that every touchpoint in a customer’s journey with the organization is optimized, including product design, sales, customer service, web and mobile UX.

  • 89% of CXOs believe they will hire this role, while 53% of employees aspire to this role.

2. Head of Automation

The Automation Manager will oversee the implementation and management of automated work practices and machines in the organization.

  • 88% of CXOs believe they will hire this role, while 50% of employees aspire to this role.

3. Head of Trust

The role of a Chief Trust Officer is to build consumer and employee confidence in the business. They will ensure that the organization maintains its ethical values ​​for everything from data privacy and product development to organizational communications.

  • 86% of CXOs believe they will hire this role, while 51% of employees aspire to this role.

4. Head of Gamification

The Gamification Manager will monitor how people interact with internal and external digital processes and identify opportunities to increase engagement.

  • 89% of CXOs believe they will hire this role, while 47% of employees aspire to this position.

5. Collaboration Manager

The Collaboration Manager will be responsible for breaking down departmental silos. They will be responsible for ensuring that data and information is shared within the organization, and even outside, to enhance competitive advantage and opportunities for innovation.

  • 88% of CXOs think they will hire this role, while 52% of employees aspire to this role.

6. Improvement Manager

The Improvement Manager will work to ensure continuous improvement across the business. This will include identifying areas for employee development and learning, opportunities for continuous improvement in processes and operations, and generally helping their organization improve. The role includes ESG with KPI to put purpose at the heart of the business, from data usage to supply chain, diversity and employee well-being.

  • 88% of CXOs think they will hire this role, while 52% of employees aspire to this role.

That being said, there are five data literacy best practices that organizations could look to adapt immediately:

  1. Champion a culture of data literacy supported by active intelligence systems
    • A simple way to start would be to reflect on your own skills and mindset. Consider how they could be improved or shared, then launch a top-down learning program. Create an active data culture that embraces the best of humans and machines for better decision-making and better results.

  2. Democratizing good data through tools and literacy
    • Empower employees to make more informed decisions by democratizing the use of data through training and development, along with intuitive, interactive tools and customizable interfaces.

  3. Embrace lifelong learning to keep pace
    • Data literacy is a never-ending journey, not a destination. New perspectives lead to more questions and deeper understanding. Employees and leaders need to become lifelong learners with initiatives in place to evolve alongside technological advancements.

  4. Promote trust in data
    • Embrace transparency and responsible governance to build trust around the ethical use of data, but also to assure employees that the data they see is the data they need.

  5. Leverage data for continuous improvement and positive change
    • Work towards sustainable goals and new measures of progress using systems that engage, support and produce better insights.

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