1、Insight Report The Global Human Capital Report 2017 Preparing people for the future of work Insight Report The Global Human Capital Report 2017 Preparing people for the future of work World Economic Forum 2017All rights reserved. No part of this publication may be reproduced or transmitted in any fo

2、rm or by any means, including photocopying and recording, or by any information storage and retrieval system. ISBN 978-1-944835-10-1 TERMS OF USE AND DISCLAIMER The Global Human Capital Report 2017 (herein: “Report”) presents information and data that were compiled and/or collected by the World Econ

3、omic Forum (all information and data referred herein as “Data”). Data in this Report is subject to change without notice. The terms country and nation as used in this Report do not in all cases refer to a territorial entity that is a state as understood by international law and practice. The term co

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13、 permission from the World Economic Forum (educationgenderworkweforum.org). iiiThe Global Human Capital Report 2017 v Preface vii Key Findings Part 1: Measuring Global Human Capital 3 The Global Human Capital Index 2017 4 Measuring Global Human Capital 4 Underlying Concepts 5 Subindexes 6 Index Cons

14、truction 7 Global Human Capital Index Results 7 Global Overview 10 Top Ten 11 Results By Region 16 Results By Income Group 17 Results By Subindex 19 Thematic Analysis 19 Capacity 22 Deployment 25 Development 33 Know-How 34 Conclusion 36 Notes 36 References 39 Appendix A: Regional and Income Group Cl

15、assifications, 2017 41 Appendix B: Technical Notes Part 2: Country Profiles 49 Users Guide: Exploring the Global Human Capital Index Data 57 List of Countries 58 Country Profiles 189 System Initiative Partners 191 Acknowledgments Contents vThe Global Human Capital Report 2017 Preface KLAUS SCHWAB Fo

16、under and Executive Chairman, World Economic Forum The world is endowed with a vast wealth of human talent. The ingenuity and creativity at our collective disposal provides us with the means not only to address the great challenges of our time but also, critically, to build a future that is more inc

17、lusive and human centric. All too often however, human potential is not realized, held back either by inequality or an unrealistic and outdated faith on the part of policymakers that investment in small sub sections of highly skilled labour alone can drive sustainable, inclusive growth. The Global H

18、uman Capital Report 2017 proposes a new benchmark for leaders to build the workforces of the future. The approach it advocates, based on the principle that all people deserve an equal opportunity to develop their talents, provides leaders with the means and the tools to navigate the changes we are a

19、lready witnessing from the current wave of automation and successfully navigate the transition to the Fourth Industrial Revolution. Underpinning the Report, the Global Human Capital Index provides a means of measuring the quantifiable elements of the worlds talent potential so that greater attention

20、 can be focused on delivering it. By measuring countries talent resources holistically according to individuals ability to acquire, develop and deploy skills throughout their working life rather than simply during the formative years, we hope to foster a true revolution in educational systems where

21、education is geared to meeting the needs of the future workforce. Managing this transition towards deeper investment in human potential within the context of the Fourth Industrial Revolution is one of the most important political, societal, economic and moral challenges we are facing today. Our work

22、 in the World Economic Forums System Initiative on Shaping the Future of Education, Gender and Work provides a platform for leaders to collaborate on meeting this challenge. The System Initiative promotes the development of education that matches the needs of the future, a workforce that is better p

23、repared for shifts in labour markets, opportunities for job creation and structures that allow for gains and opportunities to be shared equally, regardless of gender, age or origin. The Initiative offers the latest knowledgeincluding this Reportto leaders and the public for more informed decision-ma

24、king, provides an exclusive platform for leaders to build consensus and share ideas, and works with leaders and organizations to take collaborative and coordinated action. We would like to express our appreciation to Till Leopold, Vesselina Ratcheva, Richard Samans and Saadia Zahidi for their leader

25、ship of this Report, and to the broader Education, Gender and Work team for their support of this project. We appreciate the unique data collaboration with LinkedIn. Finally, we welcome the leadership and guidance of the Partners and Stewards of the System Initiative on Shaping the Future of Educati

26、on, Gender and Work. It is our hope that this latest edition of the Report will provide a new, ambitious benchmark for countries and that the platform offered by the Education, Gender and Work System Initiative will serve as a catalyst for unified leadership by business, government and other stakeho

27、lders to positively shape the future of this system, helping unlock a new golden age for human potential and progress. viiThe Global Human Capital Report 2017 How nations develop their human capital can be a more important determinant of their long-term success than virtually any other factor. By “h

28、uman capital” we mean the knowledge and skills people possess that enable them to create value in the global economic system. Human capital is not defined solely through formal education and skilling. It can be enhanced over time, growing through useand depreciating through lack of useacross peoples

29、 lifetimes. The Global Human Capital Index featured in this Report thus treats human capital as a dynamic rather than fixed concept. The Global Human Capital Index 2017 ranks 130 countries on how well they are developing their human capital on a scale from 0 (worst) to 100 (best) across four themati

30、c dimensionscapacity, deployment, development and know-howand five distinct age groups or generations014 years; 1524 years; 2554 years; 5564 years; and 65 years and overto capture the full human capital potential profile of a country. It can be used as a tool to assess progress within countries and

31、points to opportunities for cross-country learning and exchange. The Capacity subindex quantifies the existing stock of education across generations; the Deployment subindex covers skills application and accumulation of skills through work; the Development subindex reflects current efforts to educat

32、e, skill and upskill the student body and the working age population; and the Know-how subindex captures the breadth and depth of specialized skills use at work. The Reports key findings are: On average, the world has developed only 62% of its human capital as measured by this Index. Or, conversely,

33、 nations are neglecting or wasting, on average, 38% of their talent. Across the Index, there are only 25 nations that have tapped 70% of their peoples human capital or more. In addition, 50 countries score between 60% and 70%. A further 41 countries score between 50% and 60%, while 14 countries rema

34、in below 50%, meaning these nations are currently leveraging less than half of their human capital. Key Findings The top ten of this years edition of the Human Capital Index is headed by smaller European countries Norway (1), Finland (2), Switzerland (3)as well as large economies such as the United

35、States (4) and Germany (6). Four countries from the East Asia and the Pacific region, three countries from the Eastern Europe and Central Asia region and one country from the Middle East and North Africa region are also ranked in the Index top 20. The leaders of the Index are generally economies wit

36、h a longstanding commitment to their peoples educational attainment and that have deployed a broad share of their workforce in skill-intensive occupations across a broad range of sectors. Unsurprisingly, they are mainly todays high-income economies. Creating a virtuous cycle of this nature should be

37、 the aim of all countries. At a regional level, the human capital development gap is smallest in North America, followed by Western Europe, Eastern Europe and Central Asia, East Asia and the Pacific, Latin America, and Middle East and North Africa. The gap is largest in South Asia and Sub- Saharan A

38、frica. From North America, the United States (4) ranks in the top ten and Canada (14) ranks in the top 20. In Western Europe, the Nordic countries Norway (1), Finland (2), Denmark (5) and Sweden (8)as well as Switzerland (3) and Germany (6)dominate the rankings, collectively taking the regions top s

39、pots. Twelve countries have crossed the threshold of developing at least 70% of their human capital. The Netherlands (13) and Belgium (15) rank ahead of the United Kingdom (23) and France (26) to make up the mid-range of the regional league table, while three Mediterranean countriesPortugal (43), Sp

40、ain (44) and Greece (48)take the bottom ranks. Three countries from the Eastern Europe and Central Asia region rank in the top 20: Slovenia (9) Estonia (12), and the Russian Federation (16). The Czech Republic (22), Ukraine (24) and Lithuania (25), all score above the 70% threshold. The bottom-ranke

41、d countries in the region, Macedonia, FYR (67) and Albania (85), are held back by high unemployment and underemployment rates across all age groups. viiiThe Global Human Capital Report 2017 In East Asia, the best-performing countries in the region, such as Singapore (11), Japan (17), and Korea, Rep.

42、 (27) are global strongholds of human capital success, while countries such as Lao PDR (84), Myanmar (89) and Cambodia (92) trail the region despite their very high degree of human capital utilization across the Deployment subindex. The gap between the best and worst performers in Latin America and

43、the Caribbean is smaller than for any other region. The two best-performing countries in the region are Argentina (52) and Chile (53). The regions two largest economies, Mexico (69) and Brazil (77), rank in the middle and lower half of the Index overall along with Peru (66) and Colombia (68). The bo

44、ttom ranks of the region are made up of Venezuela (94) and Central American nations such as Honduras (101). Only one country, Israel (18), from the Middle East and North Africa makes it into the top 20. Three gulf statesthe United Arab Emirates (45), Bahrain (47) and Qatar (55)outperform the rest of

45、 the regions Arab- speaking countries and score in the mid-range of the Index overall. Turkey (75) has developed 60% of its human capital against the theoretical ideal. Saudi Arabia (82), the regions largest economy ranks ahead of Egypt (97), its most populous one. Algeria (112), Tunisia (115) and M

46、orocco (118), make up the lower end of the rankings, ahead of Mauritania (129) and Yemen (130). From South Asia, Sri Lanka (70) is the top performer, while Nepal (98), India (103), Bangladesh (111) and Pakistan (125) lag behind. With the exception of Sri Lanka, the rest have yet to reach the 60% thr

47、eshold with regard to developing their human capital. Sub-Saharan Africa is the lowest-ranked region in the Index. Rwanda (71), Ghana (72), Cameroon (73) and Mauritius (74) have developed more than 60% of their human capital. South Africa (87), the regions second largest economy, places towards the

48、middle in the region. Nigeria (114) ranks in the lower midfield and Ethiopia (127) is the lowest performer, fourth from the bottom on the Index overall. There are significant opportunities for economies with already high talent capacity and development, such as France, Greece, Italy and United Arab

49、Emirates, to boost their human capital performance through a focus on the Know-how subindex, including opportunities for high- and medium-skilled work as well as broadening the complexity of the economies in question through sectoral investment. In North America, Western Europe, Middle East and North Africa and Eastern Europe and Central Asia, more can be done to improve the deployment of their countries high capacity talent. Sub-Saharan Africa and South Asia need much better investment in developing their current and future workforces in order