In collaboration with

Capgemini

Realizing the Potential

of Global Digital Jobs
WHITE PAPER
APRIL 2024
Images: Getty Images

Contents
Foreword 3

Executive summary 4

Introduction 5

1 Identifying where the greatest global digital job opportunities exist 6

1.1 
The world’s highly educated people become more prevalent
in lower-income economies 6

1.2 
Matching country-level demand and supply of skills and talent
through global digital jobs 7

2 A framework for global digital jobs 9

2.1 
Barriers and solutions to establishing a global digital workforce 10

2.2 
Risks and mitigation actions for a successful and sustainable
global digital workforce 13

3 Case study analysis 16

Conclusion  27

Appendices 28

Contributors 32

Endnotes 33

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to a project, insight area or interaction.
The findings, interpretations and
conclusions expressed herein are a result
of a collaborative process facilitated and
endorsed by the World Economic Forum
but whose results do not necessarily
represent the views of the World Economic
Forum, nor the entirety of its Members,
Partners or other stakeholders.

© 2024 World Economic Forum. All rights

reserved. No part of this publication may
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storage and retrieval system.

Realizing the Potential of Global Digital Jobs 2

May 2024 Realizing the Potential
of Global Digital Jobs

Foreword
Elselot Hasselaar Anne Lebel
Head, Mission, Work Wages Chief Human Resource
and Job Creation, World Officer, Capgemini
Economic Forum

The rapid adoption of frontier technologies, the This white paper further details in which countries
green transition and macroeconomic trends are specifically the opportunity for global digital jobs
disrupting global labour markets. In particular, may be pertinent by analysing labour shortages
broadening digital access and technologies, such as and the supply of skills between countries. It
collaboration software and cloud-based knowledge also explores the barriers (such as labour and
management, have enabled more work and jobs tax policies) and risks (such as low job quality
to be done fully remotely. These global digital jobs and technological breakdown) associated
pose an opportunity for both the labour markets in with developing a global digital workforce and
advanced economies that have been exceptionally proposes a solution framework to address
tight and for developing economies that face higher these. This white paper is therefore intended as
unemployment rates through connecting talent and a toolkit for countries and businesses to enable
job opportunities across borders. stakeholders (business leaders, policy-makers and
workers) to make the promise of global digital jobs
There is potential for more technology-driven digital a reality. Policy-makers, employers and workers
collaboration across global talent value chains, should proactively address barriers and risks
where collaborators can be independent of location to develop an inclusive, safe and thriving global
and time. Global digital jobs, if managed well, have digital workforce.
the potential to drive economic growth, create new
opportunities and improve the lives of people around We are deeply grateful to the partners and
the world. However, realizing this potential will require constituents of the Centre for New Economy and
concerted efforts from all stakeholders to address the Society for their leadership of the jobs agenda and
risks, challenges and barriers involved in this process. the collaboration with Capgemini on this paper.
The findings of this paper will serve as a key tool
This paper is a direct follow-up to the previous white for the World Economic Forum’s Jobs Initiative.
paper in this series, The Rise of Global Digital Jobs, This includes the Jobs Consortium, a global
published in January 2024. The previous paper coalition of ministers and chief executive officers
analysed which jobs are most conducive to fully that promotes a better future of work through job
remote work. It found a wide range of jobs across transitions and job augmentation. Additionally,
the wage spectrum, including roles in accounting, the Jobs Accelerators, which are country-specific
finance, customer service, marketing and platforms, facilitate public-private collaboration
communication, to be suitable for remote work. The to increase job creation and improve job quality.
paper found that today, these roles represent 73 Lastly, the Good Work Alliance, a corporate
million workers; by 2030, the number is expected to collaboration network, which aims to enhance
rise to around 92 million. global job quality.

Realizing the Potential of Global Digital Jobs 3

Executive summary
By managing risks and barriers, global digital
jobs can improve labour market outcomes.

Global digital jobs, which can be performed from to ensure simplified tax and other regulation
anywhere, can address both skills and labour settings, while employers of record can help
shortages, as well as underemployment issues facilitate successful cross-border compliance.
for countries and employers. This paper follows
The Rise of Global Digital Jobs white paper, which – Workforce skills need to incorporate relevant
highlighted how demographic shifts will move the skills for global and digital work environments.
world’s workforce towards lower-income countries. Investments in both hard and soft skills,
It identified global digital jobs as an opportunity for alongside ensuring the broad availability of high-
employment in these countries while addressing quality education, can help ensure workforces
labour shortages in higher-income countries. The are equipped for global digital jobs.
paper analysed the jobs most conducive to fully
remote work and identified 92 million potential Key risks inherent in a global digital workforce include:
global digital jobs in 2030. This white paper helps
make global digital jobs a reality by identifying where – Technology malfunctions and cybersecurity:
skills shortages and excesses exist and providing a Investment in high-quality technology and
framework to help companies or countries overcome prioritizing cybersecurity awareness through
the barriers and risks of a global digital workforce. broad and targeted education and training are
key defences for these risks.
This paper finds that in lower-middle-income
countries especially, a surplus of skilled and – Quality of work conditions: With jobs being
educated workers exists. These workers could performed at a distance and in countries with
help fill labour shortages experienced in high- and differing economic positions, isolation and
upper-middle-income countries through global wage unfairness can harm employees’ well-
digital jobs. For example, Hungary, Germany and being and effectiveness. Focused initiatives
Belgium have relative shortages in technology, for career support, community engagement
creativity and problem-solving skills. Meanwhile, and belonging can help mitigate feelings of
Côte d’Ivoire, Ghana and Jordan have workers with isolation. Standardizing wage practices, while
these skills and labour surpluses. This paper finds allowing flexibility for local market conditions
that there is a match of the supply and demand of and targeting talent over cost savings, can help
available workers with specific skills in the world, address wage concerns.
and that global digital jobs could enable these job
opportunities and people to come together. – Performance management systems: With
cultural differences and limited face-to-face
This paper presents a global digital jobs framework engagement, employers need to prioritize
that identifies the key barriers and risks involved cultural inclusion and more targeted check-in
in establishing a global digital workforce for both tools alongside regional connection activities
companies and countries, alongside the solutions where possible.
and mitigation actions that can alleviate them. Key
barriers include: The framework has been tested and enhanced
through six public and private sector case studies
– Technological infrastructure, including hardware that bring specific experiences incorporating global
and software, and access to affordable high- digital jobs.
speed internet. Countries can reduce this barrier
by investing in connectivity – drawing on public- By embracing the opportunity to use a worldwide
private partnerships where needed to unlock talent pool through global digital jobs, companies
finance and expertise. Companies can invest and countries can enhance talent availability in
in cloud-based solutions and virtual desktop tight labour markets while supporting economic
infrastructure. development in areas with labour surpluses.
Leaders in companies and countries alike should
– Policies and perceptions, including work and tax prioritize broad access to high-quality technology
regulations and perceptions of skills availability. and focus on targeted skills development to ensure
Companies and countries can work together global digital jobs lead to global prosperity.

Realizing the Potential of Global Digital Jobs 4

 Introduction
Global digital jobs can enhance labour supply
and demand matching across countries.

In the white paper The Rise of Global Digital Jobs, job roles ranging from software development
the World Economic Forum, in collaboration with to customer service, spanning a wide range of

188%
Capgemini, explored the opportunity for global skills and income levels. As technology advances
digital jobs to enhance talent use around the world. further and connectivity improves, digital work
opportunities continue to grow. The paper found
The paper identified that growing working-age that the number of global digital jobs is expected
rise in job vacancies in
populations in lower-income countries and ageing to rise from 73 million today to around 92 million by
upper-middle-income
working-age populations in higher-income countries 2030. These jobs will tend towards higher-paying
and high-income
would lead to a global shift, and in two decades, roles through expected growth in higher-wage
countries over the
60% of the global working-age population will live global digital jobs, decline in lower-wage global
last decade.
in lower-income countries. This will compound digital jobs and technology enabling more high-
current labour market outcomes in these countries. income jobs to be performed from anywhere.
According to data from the International Labour
Organization (ILO), a labour surplus exists in In order to realize this potential of global digital
lower-middle-income and low-income countries. In jobs, policy-makers and leaders must prepare
contrast, high-income and upper-middle-income by adopting strategies that enable an equitable
countries face a shortage. Over the last ten years, and successful global digital workforce. This
low-income and lower-middle-income countries white paper, therefore, builds on this work and
have seen increases in available labour of 8.5%. provides detailed insights into which countries
Over the same period, the proportion of people offer opportunities for global digital jobs and which
available for or seeking work in high-income and countries possess the talent necessary to seize
upper-middle-income economies has decreased these opportunities. It also aims to identify the
by 4.0% and 3.6%, respectively. Moreover, based barriers and risks that a global digital workforce
on data from the Organisation for Economic faces and propose solutions and mitigation actions
Co-operation and Development (OECD) and the that companies and governments can use.
European Union, there has been a 188% rise in job
vacancies in upper-middle-income and high-income The first chapter of this paper uses global
countries during the same period. This illustrates education and skills data to illustrate economies
increasing labour shortages in upper-middle and facing labour shortages and surpluses, including
high-income countries, while the amount of people examples of countries with skill availability
available to work continues to rise in lower-middle imbalances. The second chapter builds on
and low-income countries. literature research and case studies to present
a framework to support both countries and
These diverging labour market trends, alongside companies in using a global digital workforce.
technological development and a growing This framework offers an overview of barriers and
acceptance of online work, create opportunities for solutions for implementing a sustainable global
global digital jobs – jobs that can be performed in digital workforce, along with potential risks and
their entirety from anywhere. The previous paper mitigation actions. The third chapter provides an
analysed which jobs would be conducive to remote overview of case studies that support and illustrate
work through analysis on a task level and identified this framework.

Realizing the Potential of Global Digital Jobs 5

 1 Identifying where the
greatest global digital
job opportunities exist
The global pool of digital talent enables
economies to match labour shortages
with surplus talent.

The white paper The Rise of Global Digital Jobs workers with the relevant skills would be available.
identified the potential opportunity global digital To do this, the paper uses skills and educational
jobs provide for addressing labour shortages in attainment levels to determine the range of jobs an
some countries and labour surpluses in others. This individual can effectively undertake, providing insight
chapter illustrates in greater detail the type of labour into a population’s proficiency in the skills required
shortages countries face and the countries where to perform digital jobs.

1.1 
The world’s highly educated people become
more prevalent in lower-income economies

More than 60% of the global digital jobs identified in Analysis of data from the ILO reveals a significant
The Rise of Global Digital Jobs – such as financial trend: there is an overall upward trajectory in
managers, information security analysts, lawyers the number of people with advanced education
and graphic designers – require an advanced globally. This is particularly true for low-, lower-
education level (Bachelor’s degree and above), middle and upper-middle-income economies. Ten
according to the Occupational Information Network years ago, half of the world’s people with advanced
(O*NET) classification1 and the International degrees lived in these countries. In 2022, 60%
Standard Classification of Education (ISCED).2 of people with advanced education live in these
While levels of formal education are no guarantee countries. This signals that the balance of the
of skill levels, the number of people with advanced world’s more highly educated people and those
education can provide a general trajectory of how with skills relevant to global digital jobs has already
labour markets globally are developing the relevant moved away from high-income countries – a trend
skills for digital jobs. that will continue through demographic changes.

FIGURE 1 Labour force over time for advanced degrees

250
Labour force (thousands)

200

150

100

50

0
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Year

Income group High-income Middle-income and low-income

Source: ILOSTAT explorer.

Realizing the Potential of Global Digital Jobs 6

 1.2 
Matching country-level demand and supply
of skills and talent through global digital jobs

The jobs that are conducive to being performed executives on the availability of people with various
from anywhere range from software development skills across countries – ranking from 1 (lowest skills
to customer service. The skills that are required to availability) to 7 (highest skills availability). Table
perform these roles, based on the World Economic 1 sets out the relative skills availability scores by
Forum’s Global Skills Taxonomy and O*NET’s income group – this table is reproduced in Appendix
description of skills, are mostly creativity and 2 for every country represented in the survey
problem-solving, management skills, self-efficacy, results. The analysis reveals that lower-middle-
technology skills and working with others. income economies demonstrate comparable or
superior relevant skill availability compared to upper-
The World Economic Forum’s Executive Opinion middle-income economies and are relatively close
Survey aggregates the views of over 10,000 to high-income economies.

TA B L E 1 Perceived availability of skills

Income Creativity and Management Self-efficacy Technology Working

group problem-solving skills skills with others

High-income 4.3 4.7 4.7 5.1 5.0

Upper-middle-income 4.3 4.1 4.1 4.3 4.5

Lower-middle-income 4.2 4.2 4.2 4.4 4.5

Low-income 4.1 4.1 4.0 3.9 4.5

Note: Colour-coded based on average response from 1 (not at all) to 7 (to a great extent)
Source: World Economic Forum, Executive Opinion Survey.

Combining this data at a country level with data to be readily available. Countries with skill shortages
about the number of people available or seeking are defined as those with labour underutilization rates
work provides deeper insights into how global digital below the global median of 8.5% and an average
jobs could alleviate particular skill availability pressure skill availability below 4.5. Similarly, countries with
points. Table 2 identifies a selection of countries with skill surpluses are defined as those with scores
specific skills shortages relevant to global digital jobs above 4.4 in the survey and labour underutilization
and the countries where these skills are more likely rates above the global median of 8.5%.

Realizing the Potential of Global Digital Jobs 7

 TA B L E 2 Skill shortage and surplus

Countries with Survey Skills Survey Countries with

skill shortage score score skill surplus
Germany 4.3 Creativity and 5.8 Jordan
problem-solving
Belgium 4.3 5.3 Saudi Arabia

Thailand 4.2 Management 5.5 Jordan

skills
Poland 4.1 5.3 Saudi Arabia

El Salvador 3.7 5.1 Botswana

Thailand 4.2 Self-efficacy 4.9 Colombia

Romania 4.1 4.7 Côte d’Ivoire

Czechia 4.1 4.6 Zimbabwe

Hungary 4.3 Technology 5.5 Saudi Arabia

skills
Mauritius 4.2 5.4 Jordan

Guatemala 4.1 4.8 Senegal

Romania 3.9 Working with 5.1 Côte d’Ivoire

others
Bolivia 3.9 5 Ghana

Hungary 3.7 4.8 Rwanda

Source: World Economic Forum, Executive Opinion Survey; ILO.

Examining the data more closely shows that labour market, which has scored 4.7, to alleviate
Belgium’s executives may find it relatively labour sourcing issues. Côte d’Ivoire’s labour
challenging to find people with creativity and market can also provide Poland with labour skills
problem-solving skills, scoring 4.3. At the same that can help them work with others better, with
time, Saudi Arabia is more likely to have a surplus each economy scoring 5.1 and 4.4, respectively.
of those skills, with a score of 5.3. Similarly, with a Economies classified as lower-middle-income, like
score of 4.2, Thailand can look to Jordan, which Bangladesh, can also use surplus labour skilled in
has a score of 5.5, to fill its management skills technology from other countries like Kenya to boost
gap. Executives from other countries perceive an their industry. These examples demonstrate how
issue with finding labour with self-efficacy skills; global digital jobs can enable workers in countries
for example, Czechia scored a 4.1 in the survey. with labour excesses to fulfil the skills needs of
Czechian executives could tap into Côte d’Ivoire’s those with difficulties accessing the skills they need.

Realizing the Potential of Global Digital Jobs 8

 2 A framework for
global digital jobs
The global digital jobs framework identifies key
barriers, risks, solutions and mitigation actions
to develop sustainable global digital workforces.

This chapter outlines a global digital jobs framework This framework was developed through literature
to provide a comprehensive guide for countries and research and targeted interviews with companies
companies aiming to realize the potential of a global and countries with specific experiences
digital workforce. The framework sets out four incorporating global digital jobs. These interviews
categories: barriers, potential solutions, risks and served as case studies to both probe and enrich
potential mitigation actions. By understanding and the framework. Figure 2 shows the global digital
navigating these factors, countries and companies jobs framework. Sections 2.1 and 2.2 discuss the
can unlock the benefits of a global digital workforce. elements of the framework in further detail.

FIGURE 2 Global digital jobs framework

s Ri
ir er Workforce
skills
Technology
malfunctions and
s
r

ks
cybersecurity
Ba

Performance
Policies and management systems
perceptions for a global digital
workforce

Technological Quality of work

infrastructure conditions
Global digital
Employee-focused
jobs Investment in
initiatives hardware, software
and connectivity

Establishment of
Managerial
M it

clear rules and

upskilling guidelines
iga

Technological Education of
ns

emergency workforce
n
ti o

procedures
ti o

ac lu
ti o So
ns

Realizing the Potential of Global Digital Jobs 9

 2.1 
Barriers and solutions to establishing
a global digital workforce

Three key barriers limit countries’ and companies’ strategies with education initiatives. Brazil also
ability to establish global digital workforces: has a programme in place to purchase computers
technology, policies and skills. This section for public schools to enhance digitalization and
examines these dimensions in more detail to explain provide necessary technology resources for
why and in what regard they pose a barrier and educational purposes.
what solutions are available to overcome them.
The Philippines is also linking training and
funding with the goal of boosting SMEs’ digital
Technological infrastructure transformation and start-ups’ growth. The
government is developing technology support and
assistance programmes through targeted financial
Within the technological barrier, two key constraints support like consultancy vouchers, grants and
exist: (1) lack of infrastructure for hardware and technology extension activities.
software, and (2) insufficient high-speed internet
access and connectivity. (2) Insufficient high-speed internet access
and connectivity
(1) Lack of infrastructure for hardware
and software High-speed, affordable internet access is
particularly important for creating jobs.10 Restricted
Organizations and their remote workers require internet access and slow internet speeds hinder
suitable IT infrastructure to implement digital online platform accessibility, disrupting virtual
work, including hardware and software, such collaboration and productivity.11 Ensuring the
as team-sharing and communication tools.3 affordability of high-speed internet for as much
Insufficient hardware and software provisions of the population as possible is critical to building
impede the productivity of remote workers and an inclusive digital work ecosystem. Globally, the
limit the potential for digital work initiatives to number of fixed broadband subscriptions has
thrive on a global scale.4 Currently, only Germany reached 1.4 billion in 2022,12 with mobile cellular
has a smartphone penetration rate above 80%. subscriptions reaching 8.4 billion in the same
In Brazil and Indonesia, two out of three people period.13 However, not all countries have consistent,
own a smartphone. In Nigeria, the penetration affordable access to high-quality internet. In Nigeria,
rate is 38%.5 Household computer penetration for example, only 55% of the population uses the
rates further demonstrate global inequities in the internet,14 with many workers relying on their own
availability of digital tools. Europe and Central Asia devices for internet access.
have an average household computer penetration
rate of 71%, with the rest of Asia at 44%. Latin For digital jobs to be effective, governments need
America has an average of 40% of households with to prioritize infrastructure development. Ensuring
computers, the Middle East and North Africa have high-speed, affordable internet is available in
70%,6 while Sub-Saharan Africa has just 16%. underserved regions is especially critical. This could
be achieved through technologies such as satellite
To overcome this access barrier to digital internet and mobile hotspots. In situations where
infrastructure and devices, some organizations countries are particularly finance-constrained,
have implemented strategies such as “bring your public-private partnerships (PPPs) can help
own device” (BYOD) policies, using personal mobilize resources and expertise15 and share the
devices to bridge hardware gaps while maintaining financial burden.16
flexibility and cost-effectiveness.7 Simultaneously,
investment in cloud-based solutions and virtual Private organizations can proactively support
desktop infrastructure (VDI) reinforces technological their workforce by providing digital work
infrastructure, enhancing accessibility and scalability allowances or subsidies for internet expenses to
while safeguarding digital assets.8 For countries, ensure connectivity and internet access to their
several governments have created a “right to repair” employees.17 Organizations can also invest in their
Ensuring the to support a circular economy and expand the own accessibility hubs in key areas.
affordability of hardware lifespan.9 In response to infrastructure
challenges, Brazil is exploring solutions to support To develop connectivity in Nigeria, the government
high-speed internet
technological advancement and economic is attracting private sector investment in digital
for as much of competitiveness. Funding opportunities are coupled infrastructure development by highlighting
the population as with advisory services to help businesses, especially opportunities beyond major cities, showcasing
possible is critical small- and medium-sized enterprises (SMEs), the business case and emphasizing corporate
to building an navigate technology investments. Collaboration social responsibility. Efforts in Brazil are focused
inclusive digital between ministries, educational institutions and on expanding Wi-Fi networks and fibre optics,
work ecosystem. industry stakeholders also helps align technology particularly in remote areas. This includes an

Realizing the Potential of Global Digital Jobs 10

 Companies investment of $2 billion to address connectivity related tasks, but EORs typically focus on managing
can make use challenges and promote digital inclusion, focusing contingent workers directly, while PEOs often
of employer of on the Amazon region. provide a broader range of human resources (HR)
record services services to client companies, including benefits
Similarly, the Philippines is using a whole-of- administration and compliance assistance.
or professional
government and whole-of-society approach to Additionally, to overcome the challenges of fiscal
employer
increase investments in connectivity and modernize complexity, private companies operating worldwide
organizations to and expand digital infrastructure. This involves can invest in rigorous compliance processes,
navigate complex collaboration between and among government, proactively seek expert guidance and advocate for
legal environments academics, industry experts, entrepreneurs, local streamlined cross-border tax regulations.21
specific to each government units and other stakeholders.
country. Governments can enhance clarity by offering
For Doctors Without Borders, also known as transparent overviews of national tax regulations,
Médecins sans Frontières (MSF), connectivity in improving tax neutrality and implementing policies
remote locations can dramatically change outcomes that enhance the country’s attractiveness for foreign
– and save lives. Recently they introduced a project investment to facilitate economic growth.22
to enhance internet access across all field locations,
facilitate effective communication and collaboration, Euroclear, a leading provider of post-trade
and enhance operational efficiency in delivering services offering settlement, custody and asset
healthcare services. servicing solutions for financial market participants
worldwide, offers an example of a company
managing these issues. The company identified
Policies and perceptions significant legal and tax risks and limitations
associated with remote work arrangements. They
were aware that failing to adequately address
The second of the three groups of barriers relates to these risks could result in legal and financial
policies, including (3) work and tax regulations and consequences for employees and the organization.
(4) country attractiveness. Euroclear invested substantial time and resources in
online training to ensure compliance with legal and
(3) Work and tax regulations tax regulations, particularly concerning employees
working from locations where the company lacks a
Complex work and tax legislation stand in the way physical presence.
of seamless collaboration, flexibility and compliance
across dispersed teams. Employers must consider Localized has observed the journey of many
time zone differences, working conditions and individuals and employers. The organization
contract locations alongside questions about shared the experience of a sales development
social protection, compensations and benefits, representative in South Africa who applied for a
retirement contributions, travel and accommodation remote sales development representative position
expenses, visits to local offices, and mandatory at an international company. Upon the job offer
office presence. Further, depending on the country, receipt, the representative grew concerned about
agreements with labour unions are required when paying taxes and receiving benefits as the company
working conditions are affected. Additionally, was only registered in the US, and he had several
the complexity of taxation rules, such as tax children to care for. Via an EOR, he received his
compliance, reporting protocols, treaty navigation, payments lawfully, along with full benefits. The
employee compensation and cross-border employer could rest assured that their employee
transactions, hinders the management of a globally was taken care of without establishing a legal entity
dispersed workforce.18 in a foreign country.

To effectively address the challenges of work and (4) Country attractiveness

tax laws, companies need to gain a thorough
understanding of these national legislations. Periods Country attractiveness incorporates the
of COVID-19 restrictions showed how governments management of economic cycles, corruption
could swiftly adapt their regimes: the Indian scandals and civil unrest and political stability.
authorities, for example, rapidly modified legislation These serve as a catalyst for foreign direct
to enable call centre employees to work remotely.19 investment (FDI) inflows.23 Another element of
country attractiveness is awareness of the existing
In the long term, industry consortiums may be able skills and capabilities – this was frequently raised
to work alongside governments to simplify rules. during case studies as a hindrance for companies,
In the short term, companies can make use of individuals and countries to actively seek global
employer of record (EOR) services or professional talent. The case study on Nigeria reveals a lack of
employer organizations (PEOs) to navigate complex awareness among companies regarding Nigeria’s
legal environments specific to each country. potential as a labour provider. Despite Nigeria’s
These organizations enable swift and compliant substantial investments in minimizing entry barriers
recruitment of top talent worldwide.20 EOR services to the labour market, insufficient job opportunities
and PEOs both involve outsourcing employment- remain for its skilled workforce.

Realizing the Potential of Global Digital Jobs 11

 To solve these barriers, countries must focus on product knowledge. Limited access to quality
providing a positive environment for investment skills training is a common barrier to skills growth,
attraction. Countries should also promote talent especially for underprivileged and marginalized
development systems and enhance the awareness groups or regions. Technological disparities,
of local capability. language and literacy issues also impede learning.26
Cognitive skills are quickly growing in importance,
L’Oréal’s approach to selecting operational locations reflecting the significance of complex problem-
exemplifies how country perceptions can enable solving in the workplace.27
global digital jobs. By prioritizing regions with strong
educational institutions and a skilled talent pool, To prepare workers for future digital jobs,
L’Oréal ensures access to top-tier talent, enabling implementing lifelong learning systems and
an environment conducive to innovation. By aligning partnering with employers and educational
its operations with regions that provide ample talent institutions to provide training programmes, including
availability and regulatory support for innovation, upskilling, new skilling and reskilling, is crucial.28
L’Oréal actively drives innovation and creates long-
term growth within these regions. MSF, for example, is addressing learning and
development challenges by digitalizing activities
To ensure that training aligns with market demand, and offering a mix of online and in-person learning
Nigeria consults global in-demand skills reports opportunities. This approach ensures accessibility and
to identify worldwide trends and uses local polling flexibility for all staff members, facilitating continuous
data to understand specific needs within the skill development and knowledge acquisition.
country. Additionally, Nigeria conducts employer
roundtables to gather insights directly from (6) Attitudes mismatch
businesses, enhancing its understanding of local
job requirements. Collaborating with international Due to the increasing prevalence of remote working,
partners to map job availability further enriches attitudes have become more important in the
Nigeria’s efforts to tailor training programmes training of new employees. Attitudes include self-
effectively for its digital workforce development. efficacy, working with others and ethics.29

Organizations should prioritize developing attitudes

Workforce skills to expedite the transition to global digital work.
This can be achieved through forming global
collaborations to create relevant and in-demand
The final section of barriers relates to skills, learning content focused on nurturing attitudes to
including (5) insufficient skills, knowledge and enhance remote collaboration.
abilities, and (6) attitudes mismatch and lack of
awareness. While chapter 1 showed how the MSF prioritizes attitudes essential for thriving
world’s skilled workforce is trending towards lower- in a multicultural environment and enhancing
income countries, skills requirements are constantly operational efficiency. Through strategic
changing – as identified in the Forum’s Future of recruitment, they seek flexible, agile candidates
Jobs Report 2023, which notes 44% of core skill with strong cultural alignment, emphasizing
requirements are expected to change within five interpersonal skills and cultural awareness
years. Having people equipped with the right skills alongside technical expertise. This approach
for digital jobs is essential for enabling the global ensures effective collaboration and performance
digital workforce. within MSF’s diverse workforce, creating a culture
Attitudes have of commitment and ownership.
become more (5) Insufficient skills, knowledge and abilities
Overcoming barriers to a global digital workforce
important in
There is a significant gap in remote work skills, necessitates concerted efforts from both
the training of negatively affecting the ability of people to work prospective employers and countries seeking to
new employees. remotely effectively.24 These missing skills include attract international corporations to harness local
Attitudes include understanding how technologies work, their talent. Increasing awareness of global digital job
self-efficacy, deployment and the change process.25 Identified opportunities should be supported by education
working with others lacking hard skills incorporate company-specific initiatives, public awareness campaigns and
and ethics. systems, processes, software and technical collaboration between industry and governments.

Realizing the Potential of Global Digital Jobs 12

 2.2 
Risks and mitigation actions for a successful
and sustainable global digital workforce

There are three dimensions of risks to a successful In Brazil, the Brazilian National Service for Industrial
and sustainable global digital workforce: Training (SENAI), a private not-for-profit institution,
technological safety, job quality and unprepared provides technical and vocational education
management. The following section analyses these services, technological support and industrial
three dimensions, explaining why and in what technology innovation. In 2022, it launched its
regard they are risks. Following the same structure Digital National University programme, offering
as above, mitigation actions are listed for both comprehensive professional training in critical areas
companies and countries. like software engineering and data management,
ensuring that professionals across Brazil are
equipped to succeed in digital roles.
Technology malfunctions
and cybersecurity
Quality of work conditions
Risks relating to technology arise from (7)
technological malfunctions and cybersecurity. The second of the three groups of risks is job
quality. Therein, the two risks are (8) lower wages
(7) Technological malfunctions and and (9) work-life balance issues.
cybersecurity
(8) Lower wages
Malfunctioning of technological infrastructure,
including software, hardware and improper There is a risk of wages being driven down by
internet connections, can disrupt operations, global digital jobs through differing wage levels
hamper collaboration and potentially expose the between countries. While cost-of-living differences
organization to security vulnerabilities.30 Meanwhile, may drive some wage differentials, exploiting low-
data leakages and cybersecurity attacks are major cost labour can undermine fair compensation for
concerns for organizations adopting new digital workers, leading to dissatisfaction and potential
technologies.31 Cybersecurity-related problems labour unrest. Seeking cost savings, rather than
can be organized into three major groups: lack of the ability to tap into broader talent pools, can also
awareness and knowledge on the subject, existence tarnish companies’ reputations.
of complex scenarios where old technologies
cohabit with emerging technologies, and lack of There are two key mitigations to this risk. The first
time and resources to invest in cybersecurity.32 involves targeting opportunities based on talent.
Employers identify skills gaps as the single biggest
To mitigate the risk of technology malfunction, barrier to transformation.34 By targeting talent
companies should implement proactive technology rather than cost savings, the potential benefits for
maintenance and monitoring protocols, business transformation are much greater.
including regular system checks, updates and
troubleshooting procedures. Additionally, countries The second key mitigation is incorporating systems
should invest in stable internet connections to help to manage wage fairness. Companies can do
ensure uninterrupted operations. this by enforcing fair labour standards, promoting
worker skill development, facilitating collaboration
Companies should also prioritize cybersecurity among stakeholders, supporting worker advocacy
awareness and education programmes alongside and promoting equal opportunities.
allocating resources for robust security measures.33
At the national level, countries can launch national L’Oréal’s experience shows that seeking global
cybersecurity campaigns to safeguard their online workforces based on talent availability and not
Cybersecurity- environment. This can help raise awareness and cost savings is an effective workforce strategy.
related problems promote safe online practices among citizens. L’Oréal has established regional hubs to
fall into three coordinate their operations. Instead of focusing on
major groups: To address the power supply issue in Nigeria, cost, the company’s premier focus when deciding
the government, led by the Minister of Industry, the location of these hubs is talent availability.
lack of awareness
Trade and Investment, is exploring alternative As a result, L’Oréal now has thriving hubs with
and knowledge,
energy sources such as solar panels. Solar panels greater accessibility to both locally developed and
old technologies offer a viable option to mitigate the effects of external talent.
cohabiting unreliable power supply. By installing solar panels in
with emerging workplaces, companies can keep their operations For MSF, eliminating disparities in compensation
technologies, and running even during power disruptions. This and benefits is critical to promoting fairness and
lack of time and approach increases productivity and resilience and equity across the organization. They are developing
resources. ensures the continuity of economic activities. a global grading framework to standardize practices

Realizing the Potential of Global Digital Jobs 13

 Promoting an and ensure consistency, aiming to establish Performance management
inclusive work minimum standards while allowing flexibility based
on local market conditions. By implementing
systems for a global digital
environment
through career standardized compensation and benefits, MSF workforce
enhances transparency and fairness, creating a
support and
more cohesive and motivated workforce. The third of the three groups of risks is the
encouraging
unpreparedness to manage geographically
community (9) Work-life balance issues scattered teams.39 In some cases, this leads to
engagement ineffective micromanagement or a lack of support
is decisive for While employees were finding more freedom in for employees working from home.40 Managing a
nurturing employee designing their working day, remote work has, global digital team requires different management
well-being. on average, led to increased working hours, techniques than managing people face-to-face.
according to Microsoft research, impacting overall Two key issues are (10) cultural differences and (11)
well-being.35 Detecting early signs of psychological employee engagement.
distress in remote settings is also more difficult.36
Global digital work also risks employees’ sense of (10) Cultural differences
equity due to proximity bias, which underlies several
fears, including missing out, being disadvantaged Cultural differences, including varying norms and
compared to those present at work37 and losing values and disparities in hierarchical structures, can
one’s job. Ensuring equity between employees is pose risks by impeding communication, creating
crucial for maintaining engagement and morale, misunderstandings and hindering the alignment of
as perceived inequity can lead to disengagement. strategies and goals. Acknowledging local nuances
Risks such as strikes can arise when workers feel and providing customized incentives promotes a
marginalized or unfairly treated.38 supportive and flexible work atmosphere.

Work-life balance challenges, social isolation and Another difference to consider is time zones.
mental health should be addressed to ensure a Managing different time zones makes
sustainable work environment. Fears of declining collaboration among team members, as well
opportunities can be reduced by educating as client-facing activities with synchronous
employees about biases and implementing best communication, more difficult.
practices to ensure equitable treatment of remote
and on-site workers. Additionally, promoting an Recognizing the crucial role of quality management,
inclusive work environment through initiatives such organizations should prioritize efforts to bolster
as career support and encouraging community managerial support through tailored learning
engagement is decisive for nurturing employee well- modules and adapted rituals designed for
being and satisfaction. remote conditions. Additionally, revamping HR
processes to align with the varying needs of
Euroclear noticed that the feeling of isolation and a digital and culturally diverse workforce and
disconnectedness stemming from remote work remote work environment is essential. This
arrangements poses a significant risk to their may involve extending onboarding touchpoints
employees’ well-being. The sudden shift to remote over the initial six months and enhancing
work during the COVID-19 pandemic exacerbated performance management with increased
feelings of isolation among employees due to a lack feedback opportunities. Moreover, organizations
of in-person interactions and the inability to connect should emphasize delivering a personalized
with colleagues on a personal level, impacting employee experience by simplifying system
employee morale and overall well-being. Euroclear access and promoting self-service functionalities.
addresses employee well-being by implementing Acknowledging the different working cultures, along
initiatives, including creating meaningful connections with ensuring standardized work processes and
among remote employees, providing mental health clear instructions, allows effective navigation of time
resources and support services, and promoting zone differences and transforms asynchronous
work-life balance. work into a benefit.41

To promote a sense of equity among employees, MSF prioritizes cultural awareness and adaptability
MSF addresses diverse performance management to thrive in multicultural environments, which is
challenges and develops standardized guidelines. essential for operational efficiency and strong team
These guidelines aim to establish consistent dynamics. Through strategic recruitment, they
practices across the organization, ensuring fairness select candidates demonstrating flexibility and
and effectiveness in managing workforce issues. agility, aligning with the organization’s multicultural
MSF seeks to streamline HR processes and values. This cultural compatibility enables effective
enhance operational efficiency by implementing collaboration, enhancing MSF’s ability to deliver
standardized guidelines. medical aid across diverse contexts.

Realizing the Potential of Global Digital Jobs 14

 Appointing Euroclear emphasizes the importance of ensuring countries, facilitating cross-fertilization of ideas
community its underlying processes and culture align with the and expertise across diverse regions and
managers who shift to digital work. To address the challenge of functions. By locating shared service centres
are accessible performance management, they are prioritizing the across regions, L’Oréal ensures proximity to key
adaptation of its processes to digital work realities. markets while encouraging collaboration and
to all employees
Initiatives include revising performance metrics knowledge exchange among its workforce. This
can encourage
to focus on outcomes, implementing feedback interconnectedness promotes a sense of belonging
collaboration and mechanisms that are tailored to remote work and involvement, as employees can engage
address mental dynamics and providing training for managers to with colleagues from diverse backgrounds and
health concerns effectively support and evaluate remote teams. expertise. Moreover, emphasizing internal mobility
in fully digital and talent development within this hub system
environments. (11) Employee engagement enhances engagement by providing avenues for
career growth and skill enhancement.
Maintaining engagement in remote teams is
vital for productivity and morale. Engagement Educational Testing Service (ETS), an educational
reflects employees’ emotional investment in their assessment organization that develops tools and
work and connection to the team and company resources to support learning and professional
goals. However, remote settings pose risks for development, created an assessment tool focused
decreased engagement due to limited face-to- on evaluating an organization’s preparedness for
face interaction and potential feelings of isolation.42 remote and distributed work. The assessment
This can lead to a loss of connection with the delves into various competencies essential
company, and increased turnover. The lack of in- for success, such as effective collaboration in
person interactions further limits opportunities for distributed settings and adaptability in virtual
relationship-building, such as casual break chats.43 meetings. Beyond being a test, it equips individuals
with the practical skills necessary to navigate the
Enhancing engagement levels among remote challenges of remote and distributed work across
teams can be achieved by implementing adapted industries. Managers can use such tools to acquire
listening tools for regular check-ins. Additionally, the skills and attitudes favouring engagement
organizations can enhance team bonding through and a positive remote work environment.
regional get-togethers where possible, allowing Reinforcing self- and people-management
teams to meet in person and create connections skills promotes autonomy, accountability
and organization culture – even where those and performance. For instance, investing in
meetings involve people working in different developing attitudes such as communication,
teams. Appointing community managers who collaboration and adaptability enhances teamwork
are accessible to all employees can encourage and effectiveness in remote settings.45
collaboration and address mental health concerns
in fully digital environments.44 When all risks are effectively mitigated through
comprehensive preparation and strategic
L’Oréal prioritizes localization in its operations consideration, establishing a sustainable and
by establishing a hub system in its operational successful global digital workforce becomes a reality.

Realizing the Potential of Global Digital Jobs 15

3 Case study analysis
Six company and country case studies
outline their experience incorporating
global digital jobs.

Case studies with companies and countries include Brazil, Nigeria, the Philippines, Doctors
that bring specific experiences incorporating Without Borders, Euroclear and L’Oréal. This
global digital jobs helped to test and develop the chapter outlines the opportunities, barriers/risks and
framework for global digital jobs. These case studies solution pathways identified in each case study.

Realizing the Potential of Global Digital Jobs 16

CASE STUDY 1

Brazil

The opportunity Barriers and risks

With an employment rate of 58% in 2022,46 below the Technological infrastructure
OECD countries’ average of 69%, Brazil faces a shortage of
jobs. However, Brazil’s gross domestic product (GDP) per Despite a high internet use level of 81%,49 significant
capita is significantly above the global average, positioning parts of the population have limited access to digital
it as one of the world’s most promising economies.47 devices, leading to digital exclusion. This limitation hinders
Classified as an upper-middle-income economy, Brazil widespread technological integration and exacerbates social
attracts business expansion.48 To capitalize on this potential, inequalities, resulting in a technological gap characterized
Brazil must overcome key challenges to ensure that digital by disparities in technology adoption. SMEs, constrained by
jobs contribute to its economic growth. limited revenues, struggle to modernize operations to utilize
technological infrastructure due to financial constraints and
unequal access to funding opportunities.

Additionally, the cost of purchasing and maintaining digital

devices and connectivity services can be a barrier for some
sectors. Added to this are exchange rate fluctuations that
can affect the value of digital technologies.

There are some factors that can boost the digital transition
process in Brazil, such as increased demand for online
shopping and digital services, generating job opportunities
in e-commerce, digital marketing and customer support
services, and the growth of the gig economy and
collaborative platforms.

Brazil also encounters significant resistance to adopting

new technologies due to social and cultural factors,
hindering the transition from analogue to digital practices for
both employers and employees.

Transitioning from analogue to digital technologies requires

significant efforts in training, upskilling and reskilling of the
Brazilian workforce, especially among older and informal
workers. Informal employment exacerbates barriers to
accessing digital technologies and training opportunities.
Consequently, a notable gap exists between worker’s
digital skills and those required by companies for effective
technology use.

Workforce skills
Limited English language proficiency in Brazil hampers
widespread adoption and effective use of digital
technologies. SMEs are especially lacking English-speaking
technical staff. Since digital solutions are more likely to
provide support in English, it is particularly challenging for
enterprises to integrate these solutions fully.

Realizing the Potential of Global Digital Jobs 17

CASE STUDY 1 (CONTINUED)

Brazil

improve internet accessibility and affordability. Additionally,

funding opportunities are coupled with advisory services
to help businesses, especially SMEs, navigate technology
Solution pathways investments. Additionally, collaboration between ministries,
educational institutions and industry stakeholders helps
Technological infrastructure align technology strategies with education initiatives. By
encouraging systemic collaboration and prioritizing skills
To address its technological challenges, Brazil has made development, Brazil aims to navigate towards a future
significant efforts to expand its digital infrastructure, especially where digital and automation technologies drive sustainable
in remote areas, by installing Wi-Fi networks and fibre optics. economic growth and competitiveness.
This includes an investment of $2 billion to address connectivity
challenges and promote digital inclusion in the Amazon. This Workforce skills
targeted investment aims to bridge the technological gap and
create economic growth and social development across Brazil. In 2022, SENAI launched the Digital National University
In addition, the Brazilian government has launched several programme, which aims to provide professional training
programmes as part of its Strategy for Digital Transformation, in critical areas such as software engineering and data
including supporting educators to integrate educational management to meet the growing demand for digital expertise
technologies into teaching practices. nationwide. By integrating digital technologies into its training
courses and updating its curriculum focusing on digital
In response to infrastructure challenges, Brazil is exploring information and automation, SENAI ensures professionals are
solutions to support technological advancement and prepared for the digital era.
economic competitiveness. These include initiatives to

Realizing the Potential of Global Digital Jobs 18

CASE STUDY 2

Nigeria

The opportunity Solution pathways

Nigeria has a strong and growing working-age population, Workforce skills
with 23 million new workers expected to join the labour
force by 2030.50 Ensuring this labour force has the The National Talent Export Programme aims to connect
capabilities and opportunities to deliver on economic needs skilled individuals with job opportunities by outsourcing
can ensure Nigeria enjoys the benefits of a demographic business processes or relocating jobs to Nigeria. Local
dividend. To ensure global digital jobs are part of the companies, development partners and the government are
opportunity, Nigeria faces several key challenges. all helping to position Nigeria as a hub for outsourcing on
the African continent, drawing inspiration from countries
like India and the Philippines. Investment partners include
the MasterCard Foundation, Visa and the World Bank.
Meanwhile, the Decagon Institute is a key training partner,
having created a six-month course to ensure its participants
are immersed in practical experience, including real-life
projects and internships in organizations. The programme
Barriers and risks provides individuals with industry-ready, entry- to mid-level
software engineering skills to launch successful careers.
Workforce skills
Policies and perceptions
Ensuring that training and development programmes are
aligned with market needs, with an increased focus on soft To ensure that training aligns with market demand,
skills and building depth in specific skills, could enhance Nigerian agencies are consulting global in-demand skills
the value and employability of learners. Meanwhile, reports from providers including Upwork, Microsoft and
elevating skills proficiency levels from entry-level to LinkedIn, to understand roles being hired for, outsourcing
advanced level is constrained by cost limitations and a lack trends and freelancing opportunities. Additionally, local
of job-experience opportunities, which hampers workers’ polling generates reports on the skills needed in Nigeria,
ability to develop intermediate and advanced skills. while employer roundtables provide insights into specific
roles sought by employers. By integrating these demand-
Policies and perceptions driven insights into training and upskilling initiatives, Nigeria
ensures the relevance and effectiveness of its digital
With growing digital capabilities alongside strong English workforce development efforts.
language skills,51 Nigeria’s workforce needs a connection
to global employers to convert capability into prosperity. Technological infrastructure
Technological infrastructure Nigeria has taken steps to address infrastructure
challenges, particularly in expanding fibre optic at
Nigeria has a medium level of digital connectivity, with affordable rates nationwide. To attract investment in
55% of the population using the internet.52 With many fibre optics, the government is highlighting opportunities
workers relying on mobile phones for internet access, beyond major cities like Lagos and Abuja, emphasizing
digital infrastructure development is necessary to provide the potential for high returns and capacity development for
reliable high-quality internet access at affordable prices. Nigerians. By showcasing the business case and the value
of corporate social responsibility, the government aims to
encourage private-sector investment.

To address the power supply issue in Nigeria, the

government, led by the Minister of Industry, Trade and
Investment is exploring alternative energy sources
such as solar panels. Solar panels offer a viable option
to mitigate the effects of unreliable power supply. By
installing solar panels in workplaces, companies can keep
their operations running even during power disruptions.
This approach increases productivity and resilience and
ensures the continuity of economic activities.

Realizing the Potential of Global Digital Jobs 19

CASE STUDY 3

The Philippines

The opportunity
Almost 30% of the Philippines’ population (around 30 million
people) are between 10 and 24 years old. While this wave
of talent presents opportunities for economic growth and
development in the Philippines, seizing those opportunities
requires developing digital skills, easing transitions into
emerging jobs and creating high-quality opportunities for
job-seekers. Furthermore, the Philippines has a large pool of
English-speaking people, foreign-investor-friendly stances,
the opening of previously restricted industries, access to
special economic zones and fiscal incentives.

The Philippines has a medium level of digital connectivity,

with 53% of the population having internet access, but it
still offers further potential for expansion.

Barriers and risks

Technological infrastructure Technological malfunctions and cybersecurity
The Philippines faces a pressing digital infrastructure challenge The increase in digital jobs in the Philippines poses significant
characterized by low internet adoption rates and sluggish regulatory and policy challenges intertwined with cybersecurity
connection speeds. With over 80% of households still reliant risks. Inadequate legal frameworks and policies regarding digital
on outdated 3G technology, the country struggles to keep work hinder worker rights, data privacy and cybersecurity.
pace with global digital advancements. This deficiency With an expanding digital workforce, safeguarding data,
impedes economic growth and widens the digital divide, intellectual property and personal information becomes
hindering the country’s ability to harness the digital economy’s increasingly challenging, requiring urgent regulatory reforms and
full potential. comprehensive cybersecurity measures.

Workforce skills Quality of work conditions

As the global digital job market expands, there is urgent Achieving a healthy work-life balance is a challenge for some
demand for enhanced digital literacy and specialized in the Philippines. The shift to remote and digital work, while
skills. However, prevailing skills gaps impede workforce offering flexibility, has also introduced new complexities.
competitiveness, particularly in emerging technologies. The Workers often struggle to delineate boundaries between work
education system needs to align with these requirements and personal life, leading to challenges in maintaining balance.
through updates to curricula and teaching methods.

Realizing the Potential of Global Digital Jobs 20

CASE STUDY 3 (CONTINUED)

The Philippines

Solution pathways
Technological infrastructure Policy and perceptions
The Philippines uses a whole-of-government and whole-of- The government is creating an enabling environment through
society approach to increase investments in connectivity and policy and regulatory reforms that bridge the digital divide,
modernize and expand digital infrastructure. This involves increase the use of digital payments and national identification
collaboration between and among government, academics, cards, and create a more conducive business environment.
industry experts, entrepreneurs, local government units and An example is implementing the national digital ID system,
other stakeholders. The country is focusing on harnessing which is crucial in expanding digital finance. The Philippines
market opportunities offered by digital payments and online recognizes the importance of easing regulations to promote
platforms, especially for SMEs and start-ups, improving the the entry of innovation of fintech and non-fintech banks in
efficiency of the country’s logistics system and creating an providing digital financial services.
enabling business environment. Additionally, the Philippines
is linking training and funding to boost SMEs’ digital Quality of work conditions
transformation and start-ups’ growth.
The Philippines Digital Workforce Competitiveness Act focuses
Workforce skills on providing digital skills and competencies to all working-age
citizens, encouraging digital innovations and entrepreneurship
The Philippines is increasing investments in skills development while ensuring protection and support for the digital
and encouraging companies to upskill their workforce. The workforce. Additionally, the Philippines implemented the World
country is transitioning to a skills-based approach to address Bank’s CHIP framework. This includes compiling government
the limitations of current job-fit systems. As part of these efforts, policies and programmes focusing on improving connectivity
the Philippines is implementing the Philippine Skills Framework, while providing a safe and secure environment. These policies
which standardizes the skills, knowledge and competencies aim to mitigate risks in the digital economy and protect
required for various jobs, helping employers identify necessary people from harm due to cybersecurity, digital monopoly and
skills, enabling job seekers to plan their career paths and particularly inequality of opportunities.
assisting educational institutions in designing relevant courses.

Sources: Accelerators Network; WeHireGlobally. (2020). Phillipines. https://wehireglobally.com/philippines/; World Bank. (2023). Individuals using the Internet (% of
population). https://data.worldbank.org/indicator/IT.NET.USER.ZS; World Bank. (2020). Philippines Digital Economy Report 2020.

Realizing the Potential of Global Digital Jobs 21

CASE STUDY 4

Doctors Without Borders/

Médecins Sans Frontières (MSF)

The opportunity Barriers and risks

MSF is a renowned humanitarian organization providing Policies and perceptions
medical aid in over 80 countries. With a workforce
spanning 160 nationalities, MSF operates in diverse and MSF confronts significant hurdles in managing its global
often challenging environments, necessitating innovative workforce due to diverse legal frameworks and cultural
approaches to connectivity and collaboration. To effectively considerations across countries, complicating HR functions
harness the potential of global digital jobs, MSF faces several such as performance management, disciplinary measures
key challenges. and employee relations. Navigating varied legal landscapes
hampers swift and uniform action, highlighting the intricate
nature of legal challenges in global workforce management.

Technological infrastructure
MSF faces challenges in fully harnessing technology for
its global operations. While tools like Microsoft Teams
enhance communication, the organization is still adapting to
exploit technology’s full potential. Enhancing technological
infrastructure is crucial for rapid personnel deployment
during crises.

Ensuring reliable and robust internet connectivity,

especially in remote areas, remains a significant challenge
for communication and collaboration, hindering digital
operations in remote areas.

Not all staff members have the same level of digital literacy,
particularly in remote or less developed regions. Despite
technological advancements, some employees lack
essential computer skills, hindering their ability to use digital
tools effectively. Addressing digital literacy gaps is essential
for empowering all staff members to fully engage with digital
platforms and enhance their productivity.

Performance management systems for a

global digital workforce
The transition to increased digital connectivity alters
traditional interaction, potentially reducing face-to-face
engagement. This shift raises concerns about maintaining
community and cohesion within teams requiring efforts to
create informal connections.

Managing compensation and benefits across a global

workforce is a major challenge. Discrepancies persist
between headquarters and field offices, highlighting
the complexity of ensuring fairness. Balancing
standardization with localization is crucial for HR teams.
Addressing disparities requires considering global
standards and local market conditions. Without effective
management, organizations risk undermining workforce
morale and cohesion.

Realizing the Potential of Global Digital Jobs 22

CASE STUDY 4 (CONTINUED)

Doctors Without Borders/

Médecins Sans Frontières (MSF)

Solution pathways
Performance management systems for a to standardize practices and ensure consistency, aiming to
global digital workforce establish minimum standards while allowing flexibility based
on local market conditions. By implementing standardized
To address diverse performance management challenges, MSF compensation and benefits, MSF enhances transparency and
develops standardized guidelines. These guidelines aim to fairness, creating a more cohesive and motivated workforce.
establish consistent practices across the organization, ensuring
fairness and effectiveness in managing workforce issues. By Technological infrastructure
implementing standardized guidelines, MSF seeks to streamline
HR processes and enhance operational efficiency. Improving connectivity is pivotal for addressing the
challenges MSF faces in remote locations. A recent
Despite global dispersion and remote work arrangements, initiative invested in enhanced, secure connectivity and
MSF prioritizes personal connections to preserve its enabling access across all field locations, ensuring
organizational culture. This creates interpersonal interactions to effective communication and collaboration. By investing
strengthen bonds among its diverse workforce. The approach in connectivity, MSF facilitates the implementation of
enables MSF to maintain a cohesive and unified culture across digital tools, enhancing operational efficiency in delivering
its operations worldwide, promoting its core values and healthcare services.
collective identity amidst geographical and cultural diversity.
Workforce skills
MSF has a recruitment approach focused on identifying agile
candidates with a strong cultural fit, prioritizing interpersonal MSF is addressing learning and development challenges
skills and cultural awareness alongside technical expertise by digitalizing activities and offering a mix of online and
to ensure effective collaboration and performance within its in-person learning opportunities. This approach ensures
diverse workforce. accessibility and flexibility for all staff members, facilitating
continuous skill development and knowledge acquisition.
Addressing disparities in compensation and benefits within Through these initiatives, MSF strengthens its workforce
MSF is critical for promoting fairness and equity across the capabilities, ultimately improving healthcare service delivery
organization. MSF is developing a global grading framework in diverse settings.

Realizing the Potential of Global Digital Jobs 23

CASE STUDY 5

Euroclear

The opportunity
Euroclear, a global provider of settlement and custody
of securities for bonds, equities and derivatives, and
investment funds, committed to delivering risk-mitigation,
automation and efficiency at scale. The company swiftly
shifted to digital work during the COVID-19 pandemic.
This enabled Euroclear to expand its global talent pool,
enhance diversity and innovation, reduce its environmental
footprint, and improve overall employee engagement.
Flexibility of work location has now become an attractive
element of Euroclear’s brand. The company shared some
of the key challenges along the way in enabling a global
digital workforce.

Barriers and risks

Performance management systems for a about mental health emerged due to the lack of in-person
global digital workforce interactions and personal connections. Addressing these
challenges is crucial for promoting employee morale and
Performance management challenges revolve around the organizational resilience in remote work environments.
lack of alignment between the shift to digital work and
traditional performance management processes. Despite Policies and perceptions
being technologically prepared for remote work, Euroclear has
faced challenges in adapting its performance management Significant legal and tax risks and limitations are associated
from activity-based to outcome-based. As a result, Euroclear with remote work arrangements. Euroclear’s experience
emphasizes the importance of ensuring that its underlying underscores the complexity of navigating legal and tax
processes and culture are aligned with the shift to digital work. implications when employees work remotely from locations
outside the organization’s established jurisdictions. Euroclear
Quality of work conditions invested substantial time and resources in online training to
ensure compliance with legal and tax regulations, particularly
The feeling of isolation and disconnectedness, stemming
concerning employees working from locations where the
from remote work arrangements, poses a risk to employee
company lacks a physical presence. Failure to adequately
well-being. Despite Euroclear’s successful transition to a fully
address these risks can result in serious legal and financial
digital workforce during the COVID-19 pandemic, concerns
consequences for employees and the organization.

Realizing the Potential of Global Digital Jobs 24

CASE STUDY 5 (CONTINUED)

Euroclear

Solution pathways
Performance management systems for a and tax implications of employees working outside the EU,
global digital workforce where the company lacks offices. Prioritizing compliance
mitigates risks associated with remote work, safeguarding both
Euroclear addresses the performance management challenge employees and the organization. This approach underscores
by prioritizing the adaptation of its processes to digital work Euroclear’s commitment to upholding legal and tax standards
realities. Initiatives include revising performance metrics to focus in remote work environments.
on outcomes, implementing feedback mechanisms tailored to
remote work dynamics, and training managers to effectively Euroclear demonstrates its commitment to sustainability
support and evaluate remote teams. Aligning performance through measures to reduce the environmental impact
management enhances productivity and encourages associated with remote work. The shift to remote work has
accountability. This approach optimizes performance in the led to a significant decrease in travel-related emissions and
digital work environment, ensuring effective management of costs. By using remote working, Euroclear minimizes its
remote teams. environmental footprint associated with commuting and
business travel.
Quality of work conditions
Workforce skills
Euroclear addresses the employee well-being challenge by
implementing initiatives to mitigate feelings of isolation and Euroclear employed a bottom-up approach to embracing
enhance overall well-being in a remote work environment. new ways of working that looked beyond the COVID-19
These initiatives include encouraging meaningful connections pandemic. This used people from across the organization to
among remote employees, providing mental health resources consider new ways of working, and invested in training and
and support services, and promoting work-life balance. peer-to-peer support, accelerating learning of new digital
Prioritizing employee well-being mitigates the negative tools (e.g. Microsoft Teams, AI tooling etc.).
impact of remote work on mental health and morale,
creating a supportive and resilient workforce. This approach Euroclear now strategically expands its talent pool through
underscores Euroclear’s commitment to employee well-being remote work opportunities, tapping into broader talent
in remote work settings. pools beyond traditional geographic boundaries. Initiatives
include expanding recruitment efforts in regions with
Policies and perceptions strong IT talent pools like Eastern Europe and India. This
approach overcomes geographical limitations, facilitating
Euroclear has implemented measures to tackle legal and tax talent acquisition where the company lacks a physical
complexities for remote work. They have invested significantly presence. Embracing remote work creates diversity and
in online training to assess remote work regulations in different innovation within Euroclear’s workforce, enhancing access
locations. Additionally, Euroclear carefully evaluates the legal to specialized expertise.

Realizing the Potential of Global Digital Jobs 25

CASE STUDY 6

L’Oréal

The opportunity Solution pathways

L’Oréal, the global leader in beauty sales, upholds a Workforce skills
philosophy deeply rooted in local presence and social
responsibility. L’Oréal emphasizes the importance of L’Oréal’s workforce strategy depends on talent acquisition
localized teams in maintaining market relevance while and mobility. By investing in locations with strong talent
embracing digital transformation. L’Oréal can use a global pools and collaborating with universities, the company
workforce through local hub systems to balance global ensures a skilled workforce tailored to local market needs
expertise and local engagement while prioritizing talent while encouraging skill development and enhancing
development and internal mobility to drive success. employee satisfaction. Internal mobility allows seamless
transitions across expertise areas, promoting retention and
long-term growth. L’Oréal measures workforce effectiveness
by prioritizing internal mobility and talent upskilling. Both
focus on facilitating job moves across expertise, minimizing
the need for external hiring while ensuring skill development
aligns with business needs. By emphasizing internal
mobility and talent development, L’Oréal maintains a skilled
workforce capable of adapting to evolving market demands,
Barriers and risks ensuring sustainable growth and competitiveness. With a
focus on attracting and mentoring talent, L’Oréal maintains
Workforce skills a competitive edge in today’s dynamic business landscape.

L’Oréal faces the challenge of managing its localized Policies and perceptions
model. With certain digital skills requiring critical mass and
expertise, the company should identify ways to build its To identify the best location for regional hubs, L’Oréal
necessary skill portfolios across regions. considers the policies and perceptions of various potential
locations. The key driver for L’Oréal is how they perceive
Policies and perceptions a location’s talent availability. To assess this, the company
reviews the local talent market and university landscape.
L’Oréal faces the challenge of determining the most With a focus on qualitative and quantitative assessments, the
appropriate locations to develop its regional digital hubs. company identifies areas with strong university programmes
The company’s DNA emphasizes a localized approach and skilled graduates. By considering factors such as market
to maintain social and cultural relevance. To identify the attractiveness and local talent projections, L’Oréal has
most appropriate location, L’Oréal considers local policies, established shared service centres in key locations, including
expertise and skills. Madrid and Kuala Lumpur. This approach ensures access to
skilled talent while aligning with the company’s commitment
to local relevance and global success.

Source: Women's Wear Daily. (2024). The 2023 Top 100 Beauty Companies. https://wwd.com/lists/100-top-cosmetic-companies-1236299225/loreal/.
(Based on 2022 sales).

Realizing the Potential of Global Digital Jobs 26

Conclusion
Global digital jobs offer opportunities for global for a collaborative approach between countries,
prosperity by allowing countries, companies and businesses, and individuals to overcome the
individuals to access the global digital workforce. identified challenges.
The first paper of this series, The Rise of Global
Digital Jobs, identified the potential for these jobs, The World Economic Forum’s Jobs Initiative
including the number and type of jobs conducive to has implemented collaboration networks for
digital work. countries (Accelerators Network), for companies
(Chief Human Resources Officers Community)
In this second paper, a framework is presented that and for both countries and companies (The Jobs
highlights the challenges that need to be overcome Consortium and The Good Work Alliance) to
for global digital jobs to become a reality. By support the implementation of these new ways of
providing illustrations of countries, companies and work leading to global prosperity. Should readers
individuals engaging with global digital work, the be interested in taking action to create, implement
research demonstrates how this is already a reality or accelerate their policies towards a global
for many. The framework emphasizes the barriers digital workforce, they are welcome to join the
and the risks in terms of technology, regulations, conversations.
job quality and management-related topics and
proposes solution areas and mitigation pathways. As labour markets continue to be disrupted and
technology continues to advance, global leaders
However, the framework is not a one-size-fits-all have an opportunity to harness global digital jobs
solution. Its application will depend on the level of to address pressing issues of skills shortages and
maturity of organizations and individuals regarding labour excesses worldwide. Through this paper’s
technology infrastructures and equipment, digital framework for global digital jobs, leaders can ensure
skills literacy and matching. The interconnection global digital jobs enable prosperity for all.
between the challenges to overcome also calls

Realizing the Potential of Global Digital Jobs 27

 Appendices
A1: Methodology To identify the change in educational levels in the
workforce, ILO’s dataset “Labour force by sex, age
and education” was used.57 This shows the change
The paper uses data from the World Bank to in educational levels across countries and the trends
categorize countries into economic strata, such as in economic strata (high-income, upper-middle-
high-income, upper-middle-income, lower-middle- income, lower-middle-income and lower-income).
income and lower-income, combining groups if
there is incomplete data.53 Definitions for the framework categories:

The study analysed labour shortages and skill – Barriers: Barriers pose initial obstacles to
availability within each category using datasets establishing a global digital workforce, requiring
from the International Labour Organization (ILO). proactive measures (or solutions) for resolution.
These data were used to identify trends in the These barriers, restricting the implementation
combined unemployment rate and potential labour of a global digital workforce, must be overcome
force (LU3) from 2013 to 2022 for the different for a successful adoption.
economic strata.
– Solutions: Finding solutions is essential
– The combined rate of unemployment to overcome the initial barriers that
and potential labour force (LU3) by sex hinder the successful implementation
and education54 of a global digital workforce.

– Infra-annual registered unemployment and – Risks: Risks refer to the potential occurrence
job vacancies55 of an event or condition that could negatively
impact an equitable and sustainable global
– Job vacancy statistics by NACE Rev. 2 activity56 digital workforce once it has been implemented.

To understand the skill shortage and surplus in – Mitigation actions: Mitigation actions
countries, the World Economic Forum’s Executive can be taken to minimize or eliminate
Opinion Survey data were used with a filter on potential risks that could negatively impact
relevant skills to global digital jobs. an equitable and sustainable global
digital workforce once implemented.

A2: Skill availability

TA B L E 5 Perceived level of skill in a country

Economy Creativity and Management Self-efficacy Technology Working

problem-solving skills skills with others

Algeria 4.4 4.5 4.7 4.7 5.0

Angola 3.2 2.8 2.8 3.0 3.6

Argentina 4.9 4.3 4.1 4.7 4.7

Armenia 4.0 3.7 3.8 4.5 3.8

Australia 5.1 5.3 5.2 5.5 5.5

Austria 4.6 4.4 4.4 5.0 4.9

Bahrain 5.0 5.2 5.0 5.2 5.6

Bangladesh 4.0 4.1 4.1 4.3 4.4

Realizing the Potential of Global Digital Jobs 28

 Economy Creativity and Management Self-efficacy Technology Working
problem-solving skills skills with others

Belgium 4.3 4.6 4.6 4.8 4.8

Benin 4.3 4.3 4.4 4.4 4.3

Bolivia 3.8 3.6 3.5 3.7 3.9

Bosnia and Herzegovina 3.7 3.7 3.6 3.9 4.0

Botswana 4.9 5.1 5.1 5.1 5.1

Brazil 4.3 3.7 3.5 3.8 4.4

Bulgaria 4.3 4.1 4.3 4.6 4.6

Cameroon 4.4 4.5 4.4 4.5 4.4

Canada 5.2 5.1 5.0 5.4 5.4

Chad 2.7 4.3 4.4 4.0 5.0

Chile 4.2 4.2 4.0 4.4 4.4

Colombia 5.0 4.8 4.9 4.8 4.9

Congo, Democratic
3.9 3.8 3.7 3.5 4.0
Republic of

Costa Rica 4.6 4.5 4.4 5.0 5.0

Côte d’Ivoire 4.6 4.9 4.7 5.1 5.1

Cyprus 4.2 4.6 4.4 4.7 4.7

Czechia 4.5 4.2 4.1 5.1 4.4

Denmark 5.6 5.0 5.5 5.3 5.7

Dominican Republic 3.9 3.7 3.8 3.9 4.6

Ecuador 3.9 4.0 3.9 3.8 4.1

Egypt, Arab Republic of 3.8 4.0 4.2 4.7 4.4

El Salvador 3.8 3.7 3.8 3.9 4.2

Estonia 4.8 4.5 4.4 5.1 4.8

Finland 5.4 5.0 5.5 6.0 5.4

France 5.0 4.4 4.8 5.1 4.9

Georgia 4.7 4.7 4.5 4.5 4.8

Germany 4.3 4.3 4.4 4.8 4.7

Ghana 4.3 4.6 4.4 4.3 5.0

Greece 4.1 4.0 4.1 4.6 4.1

Guatemala 4.5 4.1 4.3 4.1 4.7

Honduras 3.7 3.7 3.7 3.8 4.0

Hong Kong SAR, China 4.6 4.9 5.0 5.3 5.4

Hungary 3.1 3.4 3.8 4.3 3.7

Iceland 5.7 5.1 5.3 5.5 5.7

Realizing the Potential of Global Digital Jobs 29

 Economy Creativity and Management Self-efficacy Technology Working
problem-solving skills skills with others

India 3.7 3.6 3.5 3.6 3.5

Indonesia 5.3 5.5 5.1 5.7 5.4

Iran, Islamic Republic of 3.7 3.3 4.0 4.2 3.3

Ireland 5.1 4.8 5.0 5.5 5.4

Italy 4.6 4.5 4.6 4.7 4.9

Jamaica 3.9 4.0 3.9 4.1 4.3

Japan 3.7 4.0 3.9 5.3 5.9

Jordan 5.8 5.5 5.9 5.4 6.1

Kazakhstan 3.5 3.3 3.2 3.4 3.7

Kenya 4.5 4.5 4.4 4.8 4.8

Korea, Republic of 4.4 4.9 4.6 5.5 4.7

Kuwait 3.7 4.0 3.9 3.9 4.1

Kyrgyz Republic 3.7 3.8 3.9 3.8 4.4

Lao PDR 4.6 4.7 4.8 4.7 5.1

Latvia 4.2 3.7 3.7 4.4 4.2

Lesotho 3.1 3.4 2.7 3.3 2.7

Lithuania 4.8 4.5 4.6 5.2 4.9

Luxembourg 4.8 4.7 4.8 4.8 5.1

Malawi 4.3 4.9 4.5 4.4 5.4

Malaysia 4.3 4.6 4.6 4.6 5.0

Mali 4.4 4.7 4.5 4.5 4.8

Malta 4.0 4.3 4.2 4.7 4.6

Mauritius 4.1 4.5 4.0 4.2 4.5

Mexico 4.4 4.1 4.1 4.1 4.6

Mongolia 3.5 3.4 3.5 3.7 3.4

Morocco 4.0 4.3 4.0 4.7 4.1

Nepal 3.9 4.1 3.8 4.1 4.2

Netherlands 5.5 5.3 5.3 5.2 5.7

New Zealand 5.4 5.4 5.4 5.5 5.5

Nigeria 3.9 4.0 4.0 3.9 4.5

North Macedonia 3.5 3.3 3.4 3.6 4.1

Oman 5.1 5.3 5.1 5.2 5.4

Pakistan 4.6 4.6 4.5 4.7 4.8

Panama 3.4 3.5 3.4 3.7 4.0

Realizing the Potential of Global Digital Jobs 30

 Economy Creativity and Management Self-efficacy Technology Working
problem-solving skills skills with others

Paraguay 3.6 3.6 3.5 3.4 4.3

Peru 4.4 4.0 4.1 4.3 4.3

Philippines 4.7 4.9 4.9 4.9 5.5

Poland 4.6 4.1 4.3 4.7 4.5

Portugal 5.0 4.5 4.5 5.3 4.9

Qatar 5.5 5.6 5.5 5.7 5.7

Romania 4.2 4.2 4.1 4.7 3.9

Rwanda 4.3 4.5 4.4 4.6 4.8

Saudi Arabia 5.3 5.3 5.3 5.5 5.9

Senegal 4.2 4.6 4.2 4.8 4.7

Serbia 4.1 4.1 4.1 4.4 4.4

Sierra Leone 2.7 3.0 3.0 2.8 3.3

Singapore 4.8 5.2 5.2 5.7 5.5

Slovenia 4.5 4.1 4.2 5.1 4.5

South Africa 4.1 4.2 4.0 4.1 4.6

Spain 4.7 4.6 4.4 4.7 5.0

Sri Lanka 4.0 4.3 4.0 4.4 4.5

Sweden 4.8 4.8 4.8 5.3 5.3

Switzerland 5.5 5.5 5.6 5.9 5.6

Taiwan, China 4.8 4.9 5.0 5.6 5.2

Tanzania 4.2 4.4 4.3 4.2 4.7

Thailand 3.1 4.2 4.2 4.7 4.9

Tunisia 4.1 4.4 4.0 5.1 4.2

Türkiye 3.9 3.7 3.6 3.9 4.0

Ukraine 5.4 5.0 5.2 5.3 5.1

United Arab Emirates 5.5 5.6 5.3 5.6 5.6

United Kingdom 4.7 4.9 4.5 5.0 5.2

United States 4.9 5.0 4.9 5.5 5.0

Uruguay 4.4 4.4 4.3 4.7 4.7

Venezuela 5.0 4.6 4.4 4.4 4.9

Viet Nam 4.6 4.7 4.9 5.1 5.0

Yemen, Republic of 3.4 3.6 3.5 3.4 4.1

Zimbabwe 4.6 4.9 4.6 4.6 5.0

Source: World Economic Forum, Executive Opinion Survey.

Note: Colour-coded based on average response from 1 (not at all) to 7 (to a great extent).

Realizing the Potential of Global Digital Jobs 31

Contributors
World Economic Forum Soham Bhatnagar
Data Science Consultant, People Analytics,
Capgemini Invent
Sam Grayling
Insights Lead, Work, Wages and Job Creation, Audrey Brauchli
Centre for New Economy and Society Consultant, frog, Capgemini Invent

Elselot Hasselaar Robin Hartmann

Head, Mission for Work, Wages and Job Creation, Consultant, frog, Capgemini Invent
Centre for New Economy and Society
Claudia Crummenerl
Saadia Zahidi Global Head, Workforce and Organization,
Managing Director Capgemini Invent

Capgemini Neil Shastri

Senior Director, Workforce and Organization,
Capgemini Invent
Stéphanie Bertrand
Director, Workforce and Organization, Johann Zillmann
Capgemini Invent Vice-President, Enterprise Transformation,
Capgemini Invent

Acknowledgements

The authors would like to thank the following Felipe Morgado

individuals for their contributions to the paper’s Executive Manager of Professional and
case studies, without which this paper would not Technological Education, SENAI (National Service
be possible: of Industrial Training)

Olufemi Adeluyi Kate Mort

National Coordinator, National Talent Export Director, Field Human Resources, Doctors Without
Programme (NATEP) Borders US

Rafaelita “Fita” M. Aldaba Joel Ogunsola

Undersecretary, Competitiveness and Innovation, Founder and President, Tech4Dev
Department of Trade and Industry of the Philippines
Praise Olutuase
Charles Arkwright Principal Consultant, Public Digital
Human Resources Director, Digital, L’Oréal
Marcello Pio
Ronit Avni Foresight Specialist, National Observatory for
Founder and Chief Executive Officer, Localized Industry, SENAI

Louise Bucaille Edgar Vieira Inacio

Global Public Affairs Manager, L’Oréal Industrial Development Specialist, SENAI

Thomas Churchill Production

Global Head, Corporate Communications, Euroclear

Jonathan Maher Laurence Denmark

Corporate Affairs and Engagement Project Creative Director, Studio Miko
Manager, L’Oréal
Xander Harper
Daniel Miseur Designer, Studio Miko
Chief People and Communications Officer, Euroclear
Martha Howlett
Lead Editor, Studio Miko

Realizing the Potential of Global Digital Jobs 32

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Realizing the Potential of Global Digital Jobs 34

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