Udemy_2024_Global_Learning_Skills_Trends_Report (1).pdf

2024 Global
Learning & Skills
Trends Report
Top Trends for the
Future of Work

Introduction Top Trends Conclusion
2 Udemy Business / 2024 Global Learning & Skills Trends Report
Introduction
Conclusion
Top Trends for the
Future of Work
2.
1.
3.
CONTENTS
3
The Skills-Based Economy
2.1 / Navigating the Skills Landscape 5
11
2.2 / Adapting to the Rise of Generative AI
16
2.3 / Developing Strong Leaders
20
An Integrated Skills Framework: A Path to Keep Moving Forward
Udemy Business / 2024 Global Learning & Skills Trends Report

The Skills-Based
Economy

1. Understand how to navigate the
skills landscape and why it is essential
to assess, identify, develop, and
validate the skills their teams have,
don’t have, and need, in order to
remain innovative and competitive
2. Adapt to the rise of AI, including
how generative AI and automation are
disrupting the way we work as well as
their role in supporting the move to a
skills-based approach
3. Develop strong leaders who
can lead through change and build
resilience across their teams
In the Udemy 2024 Global
Learning & Skills Trends Report,
we delve into these three key
areas for leaders to focus on so
that they can embrace them as
part of their current and future
workplace strategy.
The Skills-Based
Economy
The following trends are core to the future of work.
Organizations and their leaders must:
A single factor could ultimately determine whether a company can execute on its
business strategy and deliver on its goals: skills. Do your employees have the skills
they need to drive personal and business growth? More and more companies are
starting to understand the value of the skills-based economy, and, as a result, they
are evolving to become skills-based organizations. The question is: Are you ready?

Navigating the
Skills Landscape
2.1 /
Bridging the Gap, Driving
Innovation, and Leading From
the Front
/

To succeed, organizations must embrace
the opportunity presented by a skills-
based approach.
Focusing on the skills required to perform
a job — versus the way those skills were
acquired — creates not only a more
equitable workplace but also opens up
new avenues for employee growth, talent
mobility, and overall business scalability.
However, in order to do this, leaders
will need to think differently about the
employee lifecycle, from how they recruit
to how they engage, reward, develop, and
manage talent. For example, in a skills-
based organization, formal qualifications
or degrees may be applicable for some
job functions, but in others the focus
and weighting is centered more on the
skills and experiences an individual can
demonstrate. In other words, it is a shift
from “We need people who can fill these
jobs” to “We need people who have
these skills.”
Navigating the
Skills Landscape
2.1 /
Bridging the Gap, Driving Innovation, and Leading
From the Front

The same shift could be true from the
perspective of organizational structure.
For instance, there might be less focus on
functional and hierarchical departments
and more focus on pods or groups of
teams who have the skills needed to
complete specific projects.
Technology is driving this fundamental
change in how organizations manage
talent and structure work. Three out of five
business executives say new technologies
— such as AI and automation — will be
a primary driver of their organization
adopting a skills-based approach,
according to Deloitte. Another element
driving transformation at a
speed never seen before is “the
exponential rate at which technology is
changing,” per Udemy Business customer
Eric Dingler, Chief Learning Officer of
Deloitte US. Organizations that remain
innovative and position themselves to
thrive in the future are those that build a
skills-based infrastructure to keep up with
the pace of change.
Today, advances in
technology are changing
the demand for skills at
an accelerated pace.
“
HBR
On the Udemy platform, we have seen
an increase in skills learning, with
course enrollments and learners
growing year-over-year. There are now
more than 64M learners on our platform.
of HR executives say they are planning
or considering redesigning the way
work is organized so that skills can be
flexibly ported across work over the
next three years, per Deloitte.
64M 85%

With nearly 10 million new global learners
over the last year, spanning 134 million course
enrollments, the demand for skills has never
been higher. Learners and organizations
know that the way to keep up with the
ongoing changes in talent and technology is
to be agile and adaptive, and, ultimately, to
keep pace with the competition.
To make a skills-based approach successful,
organizations and individuals alike need
access to a wide range of skills.
This includes practical business skills that
can be applied on the job (sometimes
referred to as role-based skills), professional
or business skills such as communication,
collaboration, and leadership, and technical
skills that can be validated.
When you don’t have the right skills, you
can’t get where you need to go. Organizations
that don’t have the ability to develop their
employees today are falling behind.
Competencies based on formal
qualifications alone and a mentality
of: “We need people who can fill
these jobs”
A skills-based focus derived from learned
knowledge and experiences, competencies,
and a shift to: “We need people who have
these skills”
From: To:
Organizational structure based on functional
hierarchy with jobs attached and with work
organized across functional silos
Organizational fluidity with projects that can
be delivered by leveraging a skills portfolio
with work organized across skills groups
Limited to no learning and development
technology infrastructure and limited
interoperability to support an organization-
wide skills strategy
Integrated learning and development
technology stack to support a skills
strategy with interoperability into the
broader tech environment
We see proof of the growth of skills
required and the need to learn more
skills every day via the Udemy platform.
Gartner estimates that the number of skills
needed for a single job is increasing by 10%
year-over-year, and more than 30% of the skills
needed three years ago will soon be irrelevant.
Technology and access to “qualified”
candidates are the barriers
Practices, processes, and organizational
inertia are the barriers
Nice-to-have competencies for job clarity Must-have skills for organizational scalability
Organizational competency framework
updated once every few years
Skills framework that is constantly evolving
and being adapted
How Companies Are
Evolving to Operate as
Skills-Based Organizations

New waves of highly skilled workers aren’t
coming. Instead, we need to do more
with the talent we have. By 2030, there
will be a talent shortage of more than 85
million people, according to Korn Ferry.
The only path is to upskill and reskill with a
continued focus on broadening the
skillsets of your workforce.
Easier said than done. The skills landscape
is complex and ever-changing, making
it challenging to understand what skills
employees already have, what gaps exist
with the skills they need — and more
important still, how to address these gaps.
The World Economic Forum Future of Jobs
Report 2023 found that 6 in 10 employees
will require training before 2027, and half
of those individuals don’t have access to
adequate resources to make that happen.
Add to this, Deloitte found that only 5%
of executives believe they are investing
enough to help their teams learn the new
skills needed to keep up with the changing
world of work. This has the potential to
create significant problems for many
companies and leaders that will only grow
with time.
AI is at the heart of the
skills-based infrastructure.
“
Brenda Sugrue
Chief Learning Officer at EY
employees will require
training before 2027
World Economic Forum
While there are no perfect solutions, technology is
better enabling us to gain the insights required to
identify existing skills and skills gaps. “AI is at the
heart of the skills-based infrastructure,” according to
Brenda Sugrue, EY’s Chief Learning Officer, who sees
the shift to an AI-enabled skills approach as the key
to allowing organizations to leverage talent across
teams more effectively and move at the speed of
change. Better integrated tech stacks across functions
are also making a more comprehensive, skills-based
organizational approach a reality.
6 in 10
Companies cannot hire themselves out
of trouble.

Many leaders are currently faced with the
challenge of not being able to systematically
and effectively assess and validate their
teams’ mastery of skills in line with industry
norms and standards. This is where
recognized skills validation in the form of
assessments, certifications, and badges plays
a key role. At Udemy, we help companies and
individuals tap into hundreds of certification
preparation courses and skills signaling
through accredited third-party badging —
meeting the needs of both acquiring new
skills and demonstrating skills mastery.
In fact, year-over-year we have seen
significant growth in learning geared
toward certification preparation. Udemy has
seen 10 million IT certification preparation
enrollments across our platform in the past
12 months, across both business and
individual learners. Many of these
certifications and badges validate technical
skills which are essential to supporting key
business trends such as DevOps, continued
cloud adoption, modern programming, and
cybersecurity. Among business learners
on our enterprise application, the top
certification is the Professional Cloud DevOps
Engineer certification for Google Cloud,
growing 1,454% year-over-year.
An approach of continuous skills
development and skills validation benefits
individuals and their companies alike.
Employees recognize and are eager to
acquire new skills, with 77% of global
workers saying they are ready to learn new
skills or completely retrain. For many of these
employees, their careers now span longer
than in the past, which is another reason they
need to frequently reinvent themselves — and
their skillsets.
It is also essential for organizations, learning
leaders, and employees to surface and
measure outcomes of this type of skills-
based learning. By gaining insights into
skills that are being learned as well as
understanding which skills are required to
address gaps, learning programs can more
readily support strategic organizational goals.
In turn, employees can apply for projects
and take on opportunities that they were
potentially not seen as “qualified for” before,
advancing their careers or even changing
their career paths.
10M
1,454%
Once the skills gap has been assessed and identified,
the next step is skills development and validation.
Udemy has seen
year-over-year.
IT certification preparation
enrollments across our platform
in the past 12 months, across both
business and individual learners.
Among business learners on
our enterprise application, the
top certification is the
Professional Cloud DevOps
Engineer certification for Google
Cloud, growing

Adapting to the Rise
of Generative AI
2.2 /
How AI Is Both Disrupting
How We Work and Enabling
the Skills-Based Organization
/

Adapting to the Rise
of Generative AI
2.2 /
How AI Is Both Disrupting How We Work and
Enabling the Skills-Based Organization
The age of automation has come. AI —
and more specifically generative AI — is
revolutionizing not only how we think
about work but how we do work.
McKinsey estimates that as much as 30%
of current work hours in the US economy
could be automated by 2030, due in
large part to generative AI, which has the
potential to at least partially automate as
many as 300 million jobs, according to
Goldman Sachs. However, at the same
time PricewaterhouseCoopers reports
that, “AI, robotics and other forms of smart
automation have the potential to bring
great economic benefits, contributing
up to $15 trillion to global GDP by 2030.”
History reinforces this message of duality,
revealing that, as some types of work and
jobs become obsolete, new types of work
and jobs are created. Ideally, these are
more meaningful and creative forms of
employment, improving the human work
experience, rather than replacing it.

Business leaders must develop the ability
to stay ahead by helping their employees
develop the new skills needed to leverage
AI to their benefit and advantage.
The effect of AI has already been
disruptive to workforces, and more
significant disruption is coming. Yet,
disruption has some positive effects.
Technology has always helped — and
even pushed — people to think and
work differently. It has allowed them
to reshape what they work on and how
they work. Technology will continue to
help companies evolve toward taking a
skills-based approach, more thoughtfully
scaling core people processes around
hiring, workforce planning, and developing
and improving internal mobility.
AI is enabling employees to work more
effectively on tasks requiring more
conceptual thinking. By automating
repetitive, time-consuming, and routine
tasks, employees can then spend their
time focused on more creative and
strategic work. To do this well, however,
organizations have to accelerate their
understanding of the skills they need to
keep pace with the rate of technology
change. HBR cites pharmaceutical giant
Novartis as a case in point; they have
“implemented an AI-powered internal
talent marketplace that predicts, matches,
and offers roles and projects related to
employees’ skills and goals.”
AI, robotics and other forms of
smart automation have the
potential to bring great economic
benefits, contributing up to $15
trillion to global GDP by 2030.
“
of current work hours in the US
economy could be automated
by 2030.
McKinsey
PricewaterhouseCoopers
30%
In the end, nearly every job is likely to be
affected by these new tools, with 82% of the
global leaders Microsoft surveyed saying that
their employees will need new skills to be
prepared for the growth of generative AI.

In the coming decades millions of workers
may need to be entirely reskilled — a
fundamental and profoundly complex
societal challenge that will require
workers not only to acquire new skills but
to use them to change occupations.
“
HBR
Employee development is still a core
reason for this change, but the need to
ensure the business stays ahead of its
competitors and leverages the AI revolution
are becoming even more important reasons
to solidify a skills strategy. According to
a recent HBR study, however, upskilling
alone won’t be enough: “In the coming
decades millions of workers may need to
be entirely reskilled — a fundamental and
profoundly complex societal challenge that
will require workers not only to acquire
new skills but to use them to change
occupations.” In the case of generative AI,
employees must have the skills required to
leverage and work with this new technology
effectively. There has been tremendous
growth in AI-related skills learning on
Udemy Business in the past year — growing
at nearly 60% year-over-year. The US-
based consumption of ChatGPT learning
surged 5,226% in Q1 2023 alone, showing
the tremendous appetite learners have
— as well as the imperative they feel — to
acquire these skills.
Growth in AI-related
skills learning
Growth in total consumption of AI-
related skills year-over-year
60%
Organizations have been deploying
upskilling and reskilling strategies more
aggressively and consistently over the past
few years.
Surge in US consumption
of ChatGPT learning
Surge in consumption of ChatGPT
in the US in Q1 2023
5,226%

This is where the combined power of
human and artificial intelligence come
together to supercharge learning and
outcomes. For example, AI has the
potential to automate the identification
and mapping of skills needed to skills
available in your organization through
intelligent skills gap analysis. You would
then leverage a “human in the loop”
to verify that these skills map to your
organizational objectives and to activate
the skills in the workplace. Similarly,
AI can help an individual identify the
skills they should learn next. But then,
the application of that learning and the
acquisition of the skills take place through
both technology and human interaction,
leveraging different learning modalities
from adaptive learning to microlearning,
cohort learning, and even coaching.
Combining artificial and human
intelligence, along with providing more
personalized learning experiences, can
help teams develop skills more effectively
while also positively impacting the
business. AI-supported learning was
essential to Udemy customer Capital
One in deciding to roll out our enterprise
solution to its entire company. “The
breadth of course options, AI-driven
recommendations, and community
course ratings were all very popular with
associates and provided both guidance
and reassurance that they were enrolling
in highly rated, in-demand courses,”
according to Eric Lawson, Senior Director
of Technology and Learning.
With these tremendous opportunities,
it cannot be forgotten that there is
also intense disruption — disruption in
employee roles, in how work gets done,
and in the nature of work itself. Change
management therefore is essential, which
means that leaders who can help teams
navigate change and build resilience are
more important than ever.
The breadth of course options,
AI-driven recommendations, and
community course ratings were
all very popular with associates
and provided both guidance and
reassurance that they were enrolling
in highly rated, in-demand courses.
“
The key to successful adoption of AI in
the workplace is to take a collaborative
intelligence approach.
Eric Lawson
Senior Director of Technology and Learning at Capital One

Developing Strong
Leaders
2.3 /
Preparing Leaders for Today
and the Future
/

Developing
Strong Leaders
2.3 /
Preparing Leaders forToday and the Future
Changes in how we work are going to
require changes in how we lead. The
traditional profile of the leader who allowed
organizations to deliver consistency in their
business processes is being replaced by
the leader who is the ultimate learner —
who can help teams to adapt, innovate,
work horizontally, and engage partners. As
technology accelerates the pace of change,
we will have to support leaders as they
develop the new skills they need to stay in
front of that change.
There has been no shortage of change in the
workplace in recent years, thanks to the shift
to hybrid and remote work, the rise of AI and
automation, a challenging macroeconomic
environment, and drastic swings in the talent
marketplace. High turnover and declines
in employee well-being have taken their
toll, with Gallup finding that more than half
of global employees are struggling with
burnout, daily negative emotions, and a
sense that their organization cares little
about their well-being.

More than that, they have to support their teams to emerge better than they were, with
new skills, a higher level of engagement and commitment, and the resilience and agility
they need to tackle the next big challenge and excel.
This focus on the “4 C’s” is further supported by the surge
in learning of similar leadership topics on Udemy Business.
Essential leadership topics that have shown particular
growth year- over-year include communication, management
fundamentals, emotional intelligence, and digital transformation.
Coaching has surged 177% year-over-year, team-building 150%,
empathy 136%, and resilience 101%.
Organizations must invest in their leaders
and leaders in turn must invest in their teams,
helping them navigate all of these changes
while staying productive and avoiding mental
and physical burnout.
Leaders are embracing a new set of skills to
manage all of this. A ground-breaking study carried
out by The Conference Board and Udemy Business
identified the “4 C’s,” or the four critical skills for
highly successful modern leaders:
Increase in learning of
coaching skills year-
over-year
177%
team-building skills
year-over-year
150%
empathy skills year-
over-year
136%
1. Connecting: Interpersonal
skills and emotional intelligence,
including empathy, compassion,
and self-awareness
2. Coaching: Effective coaching
and feedback skills
3. Creating an Inclusive
Culture: Fostering an
inclusive environment
4. Collaborating Through
Technology: Leveraging
technology for connection
and collaboration
resilience skills year-
over-year
101%

Entry-level and frontline managers are key
players who are inspiring their teams every
day. If they fail, there is a cost. It often
leads to increased employee attrition and
also results in decreased overall employee
morale. According to Gallup, disengaged
employees cost the world $8.8 trillion in
lost productivity in 2022 alone.
As the workforce enters a period of
intense disruption due to the forces
of generative AI, automation, and
technological innovation, leaders need
to lead with even more purpose, vision,
strategy, and empathy. They must ensure
that teams have access to — and engage
with — development opportunities for
reskilling, and they must continually
rethink their approach to a constantly
evolving skills landscape. A sense of
purpose through work is a leading driver
of performance and productivity, and
effective leadership helps teams both
connect with that purpose and maintain
that connection through periods of
instability, according to McKinsey.
We’ve seen that one of the 4 C’s is
creating an inclusive culture, making
it more essential than ever to meet
employees where they are. Employees
are not only looking for opportunities
to develop their skills. In a Glassdoor
survey, 76% of job seekers considered
a diverse workforce an important factor
when evaluating companies and job
offers. There is a moral imperative to
meeting these needs, but doing so also
helps create a sense of belonging that
engages employees in their work and
supports organizations in becoming
more innovative and profitable. But
leaders must do more than simply make
gestures in support of diversity. If leaders’
behaviors don’t support an inclusive
team culture, employees know it, and
organizations won’t see the full benefits
of a diverse workforce. Udemy’s Leading
Up podcast highlighted Stefanie Johnson,
Director of the Doerr Institute for New
Leaders at Rice University, who discussed
the proven value of a more diverse
workforce and also affirmed that, “in more
nuanced studies, you only see this benefit
of diversity when you have inclusion.”
Equipping leaders with these skills extends
far beyond the C-suite.
As the workforce enters a
period of intense disruption due
to the forces of generative AI,
automation, and technological
innovation, leaders need to lead
with even more purpose, vision,
strategy, and empathy.
According to Gallup, disengaged
employees cost the world $8.8 trillion
in lost productivity in 2022 alone.
In a Glassdoor survey 76% of job
seekers considered a diverse
workforce an important factor when
evaluating companies and job offers.
$8.8T 76%

An Integrated Skills
Framework
A Path to Keep Moving
Forward
/

An Integrated
Skills Framework
A Path to Keep Moving Forward
It is a difficult task to navigate the
transition to a skills-based approach. The
interdependencies are complex. In fact,
Deloitte found that 9 out of 10 executives
are looking to use skills as a way to define
work, deploy talent, and manage careers,
but only 1 in 5 are adopting a skills-based
approach to a meaningful extent. It is
clear that the “why” is well understood
but the “how” remains a difficult knot to
untie. According to Eric Dingler of Deloitte,
making this shift offers “a once in a
generation opportunity.” So, the question
becomes, how can organizations make
the transition?

To help companies complete the transition to a skills-based
model and keep pace with innovation, Udemy has introduced the
Integrated Skills Framework. The framework provides a way for
leaders to understand the fundamental components of a skills-
based approach and gain key understanding into how to move
it forward in their organizations. You may already have some of
these elements in place independently, and others you may still be
evolving. Whatever your maturity as a skills-based organization, our
goal is for the Integrated Skills Framework to serve as a guide.
At Udemy, we believe making a
successful transition to a skills-based
future means establishing a framework
that drives skills insights, acquisition,
and validation in a meaningful way that
leads to business results.

The Integrated Skills Framework
Skills Insights
Marketplace vibrancy for enterprise needs
AI & machine learning-driven platform that enables instructors, learners & organizations
Skills insights & analysis Modalities Badging & assessments
Skills Identification Skills Gap Analysis Skills Development Skills Validation
What skills do we need to
have to achieve our company
goals today and in the future?
What skills do my employees
have today?
What skills do we lack as an
organization?
How can my employees
obtain the skills they need?
How can my employees
demonstrate their skills?

Skills Insights: This is where the focus is on
gathering the insights necessary to assess
the internal skills landscape in your own
organization: What skills does your team
need in order to achieve current and future
company goals? What skills are emerging
and likely to be critical as the industry
transforms? What do you need to solve with
your skills strategy to deliver on your business
strategy — both currently and in the future?
Here, Udemy provides proprietary insights
and an informed perspective to help your
organization execute on its goals. We also
partner with your organization to provide skills
guidance and recommend learning content
that aligns to the needs of individual teams.
Skills Identification: This is the process
of identifying which skills your organization
has and which it needs — in other words,
establishing the supply and demand. There
is a broad spectrum of skills that can be
identified: from technical skills to soft skills,
and from established skills to skills that
your teams have the potential to or need to
develop.
Skills Gap Analysis: Based on the insights
gained through skills analysis and skills
identification, you will be able to make
strategic decisions about which skills are
most needed across your organization and
understand where you have gaps. This may
be different per function, group, or even by
country or region. Organizations can be better
prepared for future change when they take
this analysis a step further and work to predict
future gaps. This also helps when building
career paths for your teams.
Skills Development: This includes upskilling
and reskilling to develop key skills and
bridge gaps. Udemy’s enterprise learning
solution can provide access to all learners in
your organization, through multiple delivery
modalities (self-service, on-demand, and
cohort-based) and tailored learning paths,
including specialized content for leadership
development and technical roles.
Skills Validation: By validating the skills
that have been developed, employees
demonstrate that they know how to use
the skills they have acquired and leaders
demonstrate the value of learning and
development programs in support of
company strategy. Udemy supports industry-
recognized credentials for skills validation,
including badges, technical assessments,
labs, and courseware. Udemy has worked
with 1EdTech to bring the Open Badges
standard to its platform. By utilizing the Open
Badges standard, organizations can verify
certifications and skills obtained by learners
through leading digital credential platforms
such as Credly and Accredible.
5 elements to help guide
organizations to a skills-
based approach
There are 5 key elements to the
Integrated Skills Framework

Udemy contributes to each of the core elements of the Integrated Skills
Framework. Some we own and drive, others we integrate into, and
some we work with customers to develop. Udemy’s platform has AI and
machine learning built in so that learners, instructors, and organizations
can all take advantage of these evolving technologies. From surfacing
personalized and granular learning capabilities to enabling learners,
instructors, and organizations to engage with learning more effectively
and efficiently through automation, our machine learning capabilities also
allow us to surface timely insights and analysis, and to identify trends that
will help L&D leaders plan for the future. All of this is built upon a vibrant
marketplace model that ensures that Udemy content is current — allowing
customers to take courses in in-demand topics to meet enterprise needs
and keep up with the pace of change. Finally, we deliver learning through
multiple modalities to ensure that access to skills is convenient and easy.
Through Udemy, employees can prepare for certification and badging, and
take assessments to help validate the skills they have learned so they can
put their skills into practice and showcase their progress.
How Udemy Empowers a
Skills-Based Approach

Organizations seeking a strategy for
success that can help them today and
in the future stand only to gain from
adopting a skills-based approach to
learning. But this won’t be possible if
organizations don’t also embrace the
opportunity presented by generative AI
and focus their attention on developing
their leaders to manage through
change and build resilience.
CONCLUSION
You can learn more about how Udemy
can be a strategic partner in helping
you transition to or continue on your
path as a skills-based organization.
Learn more about Udemy Business.
Hear from our customers on how they
are thriving with Udemy.
Find our customers’ stories here.

Udemy’s mission is to transform lives through
learning by providing flexible, effective skills
development to empower organizations and
individuals.
Udemy Business enables employers to offer on-
demand learning for all employees, immersive
learning for tech teams and cohort learning for
leaders. With our complete learning solution and
strategic partnership, we provide relevant learning
at scale so organizations can build agile workforces
and achieve critical business outcomes.
Learn more at business.udemy.com
For this report, we analyzed data from thousands of
our customers around the world. We calculated total
consumption by Udemy Business learners across all
course topics for the year from July 1, 2022, to July
1, 2023. We calculated the percentage growth in
consumption compared to the year from July 1, 2021,
to July 1, 2022. The new learner and course enrollment
data on the Udemy platform (individual and business
learners) was calculated over the same time frame.
Adjusted time frames were used for some data pulls
(particularly data around ChatGPT usage) given that
some topics only emerged in the post period.
See the complete skills data
and unlock key insights here.
ABOUT UDEMY BUSINESS
DATA METHODOLOGY

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