DURABLE SKILLS The High Demand for - FEBRUARY 2021 - America Succeeds
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FEBRUARY 2021 The High Demand for DURABLE SKILLS
What are the most common characteristics employers
look for in potential employees? Durable Skills.
“The debate over the future of work confirms the many chal-
lenges we face in preparing young people for an increas-
“Organizations remain dependent on an economy where ingly complex digital world. It is imperative we expand
“Companies will continue to compete on innovation and HR professionals and talent acquisition specialists are the career pathway opportunities centered around job-ready
talent like never before which makes the use, sharing, and principal consumers of skills data. Leveraging transparency training, industry-recognized credentials, and a continuous
transparency of skills data across stakeholder groups even in skills data, especially for durable skills, is the key lever learning mindset focusing equally on technical and durable
more important to the world of work. Collective action in making organizational development and competitive skills.”
around durable skills is one way to ensure Americans have advantage a reality. Durable skills data at their fingertips will
—Todd Thibodeaux, president and CEO, CompTIA
the right skills for the jobs of today and tomorrow, and the make HR professionals more effective and their organiza-
economy has the skilled workforce it needs to grow.” tions even more successful.”
—Cheryl Oldham, Senior Vice President of Education —Alexander Alonso, PhD, SHRM-SCP, Chief Knowledge
and Workforce, U.S. Chamber of Commerce Foundation Officer, SHRM
“The men and women who manufacture in the United “The only thing certain about the future is its uncertainty. “Contractors are at the heart of infrastructure in every
States are called upon to produce an amazing variety of The jobs of the future, and the professional skills needed for community across America. The technical skills of today’s
products, especially as we continue to serve on the front them, continue to evolve. So, for students to have the best craft professionals are second to none, but it's absolutely
lines of the COVID-19 response. From the supplies that opportunity to succeed they need to learn how to learn, how essential that they have the durable skills to be able to
make our lives easier and safer to the medicines, vaccines, to communicate, and how to think. There's nothing "soft" contribute and succeed in this dynamic workforce.”
and treatments that make our lives healthier, manufactur- about these skills - they set the foundation for a mindset of —Greg Sizemore, Vice President of HSE and Workforce
ing employees create the world of today and tomorrow. It continuous learning that is most needed once they leave Development, Associated Builders and Contractors
is the durable skills of these employees, the creativity and school and join a work environment none of us can predict.”
teamwork, that makes innovation possible and brings these —Evan Leybourn, CEO, Business Agility Institute
new and vital products to life.”
—Carolyn Lee, Executive Director, The Manufacturing
Institute
“Business leaders, creative workers, and arts educators have “The hotel and lodging industry exemplifies the American
known for a long time that creativity, critical thinking, empa- Dream, fostering development, upward mobility, and excit-
thy, and creative problem solving are what’s going to drive ing life-long careers. As an industry built around hospitality,
the next boom in our national economy. Coming together we recognize the important role durable skills play in help-
to center these durable skills in the future education of our ing our associates provide unparalleled guest experiences
children is crucial to the U.S.’s future global success and the and innovate to build the future of the industry.”
social and economic success of local communities.” —Rosanna Maietta, President & CEO, AHLA Foundation
—Clay Lord, Vice President of Strategic Impact, Americans
for the ArtsOverview
F O R T H E PA S T 4 0 Y E A R S, the primary purpose of our schools has been to maximize academic achievement.
However, over that time, the world has greatly changed. We believe the purpose of schools today is to ensure students
can think critically and creatively, collaborate effectively with others, apply skills and knowledge to solving real problems,
and find meaningful, fulfilling ways to contribute to the world and their community.
In an era when technical skills are evolving at an unprecedented pace, there is an important set of durable ‘soft skills’ that
last throughout an entire career—how we use what we know (critical thinking, communication, etc.) and our character skills.
America Succeeds’ Durable Skills initiative seeks to ensure every individual is prepared with the soft skills necessary for
success in the workforce regardless of educational attainment, career path, or industry sector.
Defining Durable Skills
Our hypothesis is that every job in every sector requires Durable Skills. Based on Emsi's database of tens of millions of
employer job postings from the past two years, we started by categorizing 100 of the most in-demand Durable Skills into
10 major themes or competencies.
nce
Culturally Sensitive
Professi onalism
High
En th us ias m
Account
in g
Humi lit y
Skills
Int ell ige
Trus
n
COMPETENCY DESCRIPTIONS
Tac
e Lis te
Moti
ce
n t s h ip
hy
Rel
Et h
g
two
al
i en
en in
t ful
abili
ge t ion
Emot ion
pat
i ca
i ab
vatio
n
So
Acti v
• Leadership: Directing efforts
me
la
io
Hi
Pat
rt h y
n es
lC
Ma er Re
Lis t
ty
y
Em
ss
ci a egri
gh
ilit
lit
k
on
na
ac
pa
n
m
ita
db
s
and delivering results
l
Co
In mu
In
sto
m
du
y
te n
Sk
ee
ng
m
t
sp
C
rp i c
Cu
Co
eF
ct
er at
oo
ki
i l ls
iv
Cha
so io
Ho
g
ct
as
ss
rd
Te
na ns
in
ru
S
ty
t
y
l
st
i
ch
t
ln e
ti
na
ac
am
et
n
• Character: personal and
ul
Co
Te ed
lS
ti
rac
m
M
y
w
dfu
am
ng
ul o lit
oa
pl bi
or
Te i
ri e n g
O i t
G
ta professional conduct
ter
en
k
M in
am D
Le nt ap ag
em
Co
lla
ad
ers h
ed Ad an Sk
i lls
bo M l
ip me na
Te rat Ti tio
am io C
ol on ni
za
hin
g • Collaboration: teamwork
e
n ti
r ab l Sk
Bu la ga
Co ild bo ni Or ac
op ing ra og Te i ng and connection
ill nn
era tio ta
c
Vi rt tio Pl a
u
n e ed
ual n M en t
Tea ai l Ori
Com ms Det rs h ip
mun
icat ht L
eade
• Communication: Information
D
ion ug
Pres e s Th o
s
en t
n t at io el opm
Writ ten
ns Lead
ersh ip Dev
en t
exchange and management
Co
mmun ica an agem
tion Ri sk M
Verbal Com
Advocacy
mun icat ion
Skil ls
• Creativity: New ideas
Negot iation Project Management
Leadership
Multili ngualism
Communication
Influencing Skills
and novel solutions
ion s Decis ion Ma
Publi c Relat kin g
Media Men to
rs hi p
• Critical Thinking: Informed
Soci al
si ve
Pers ua icat ion
mun
Lead
ers h ip ideas and effective solutions
Com in g Man
peak agem
li c S en t
Pub Self
ova
t ion
G Res
-S
uffi
cien • Metacognition: Self understanding
In n
vi t
y ity M row
ul t
sF
cy
at i g
t iv in th Ac ocu and personal management
Cre
lvin tio
ea
m-
So
ds n s ed
le g r En Or
eP
rob
nk
in
C et t re i en
at iv hi G o pren t ed
eT
i on
Cre eu
Cr
ea tiv
in at
ry
Re
so
al
Or
i en
rs h
ip • Mindfulness: Interpersonal
Im
ag
o na y C urcef te
d and self awareness
For
si it u
g
ri o u
Th i i cal
nu
ln
Vi
n ki n
es
si
P eg
ge
n s en ta n
s
titu
St
ty
ro ic P
o
rm on
Cri t
In
ra
ac
ti
g
ti
• Growth Mindset: Improvement
t
ea
Se Con r Pressu
ti
in
arc in g
de
Se ess Un
vi
Id
lf
Ca
ty g
im
v
lf
la
to
and aspiration
lm
St
ol
Pe Motiv
i ng
er
nn
h
n
n
Tea
S
p
ar
i
tio
Ex
Sel
n
n
l em
t
rs i
ai
oo
te
at i o
lys is
A
fi d
m
g
Br
riosit y
se
Solving
Analytical Thinking
t i za
de
Motivati on
r
s s ert
ob
f-
st
kin
h
Opti m
en
Ten a
l es
Di s
Re
Resilience
• Fortitude: Constitution
Pr
en
ig
Th in
t
An a
ori
ub
ct ual Cu
lem
es t
ci p
iven
ce
re
at i
Tro
and inspiration
Pri
Complex Prob
cit y
ti cal
Dat a
on
In v
line
is m
al Ski lls
es s
In telle
CriOur Approach
Improving Pathways from Education to Employment
Although the need for inclusive, soft skills-based education and hiring was apparent long before the pandemic, COVID-19
greatly accelerated existing trends. As we look toward economic recovery – and overcoming the inequities exacerbated
by this past year – it has become even more critical to ensure every individual is prepared or upskilled with the Durable
Skills necessary for long-term success in the workforce. By focusing on common competencies instead of diverse techni-
cal needs, we have an opportunity to help a broader and more inclusive group of learners and workers advance in career
pathways for employees’ and employers’ mutual benefit.
WE STUDIED AC R O S S 64%
82 M I L L I O N 22 S E C T O R S OF THOSE JOB
JOB POSTINGS U S I N G 2 02 0 S O C - 2 POSTINGS REQUESTED
F R O M T H E PA S T O C C U PAT I O N A L AT L E AS T O N E
2 YEARS DATA DURABLE SKILL
52.5 M I L L I O N J O B S DEMANDED DURABLE SKILLS
Join the Durable Skills Movement
This initiative is ultimately seeking culture change by leveraging workforce skills data and engaging employers in collective
advocacy efforts to elevate the demand for Durable Skills training across the full spectrum of education-to-employment
pathways. The reality is that we cannot wait, nor rely on postsecondary institutions alone to prepare young people to
succeed in the workforce; K-12 education systems also have a role.
Employers, parents, state leaders, and policymakers are aligned in their desire to provide students a solid foundation for
the future. Business leaders across industries are aligned around the skills demanded in every career. It is our belief that
by working together, we can ensure that students and communities become more resilient in the rapidly evolving world
of work.
For additional information, please contact Stephanie Short, Vice President of Partnerships for America Succeeds, at
sshort@americasucceeds.org to learn more.Research Preview
We defined Almost
The TOP 5
100 29M
7 10
Durable Skills Durable Skills
were requested of
grouped in postings
3.8 x more than
the
10
requested most-requested skills
Competencies
64%
36+64+B 47+53+B 64+36+B 64
64+ P + 36 Communications
1+ Durable
52
OS
.5
M
Skills
P TI N
G
the top 5 Hard skills
A MAJORITY OF JOB POSTINGS REQUEST DURABLE SKILLS
2+ Durable
38
OS
.6
M
Skills
P TI N
G
were Durable Skills
3+ Durable
OS
Skills
.5
M P TI N
G
29
S
S
S
of all job postings
in the last 2 years 64% 47% 36%
requested at least
1 Durable Skill,
At Least 1 At Least 2
SOC-2 SOC Name Durable Skill Durable Skills
and ~80% of all the job postings 11-1000 Management 91% 81%
91+ 86 + 86 + 85 + 83 + 82 + 81 + 80 + 78 + 78 + 77 + 77 + 74 + 67 + 67 + 60 + 56 + 55 + 50 + 47 + 43 + 35 + 22
81+ 73 + 69 + 50 + 68 + 63 + 65 + 63 + 61 + 55 + 60 + 59 + 47 + 46 + 46 + 40 + 30 + 33 + 30 + 31 + 25 + 20 + 11
in half of all occupations (SOC-2) 13-0000 Business & financial operations 86% 73%
43-0000 Office & administrative support 86% 69%
55-0000 Military-only 85% 50%
29M
41-0000 Sales & related 83% 68%
Over postings 33-0000 Protective service 82% 63%
17-0000 Architecture & engineering 81% 65%
(36%) requested at least
3
27-0000 Arts, design, entertainment, sports, & media 80% 63%
Durable Skills 19-0000 Life, physical, & social science 78% 61%
25-0000 Educational instruction & library 78% 55%
9277+
15-0000 Computer & mathematical 77% 60%
21-0000 Community & social service 77% 59%
Leadership & 35-0000 Food preparation & serving related 74% 47%
Communication 23-0000
49-0000
Legal
Installation, maintenance, & repair
67%
67%
46%
46%
competencies are in 51-0000 Production 60% 40%
highest demand (50%+) 31-0000 Healthcare support 56% 30%
37-0000 Building & grounds cleaning & maintenance 55% 33%
In evaluating data about Durable Skills, it is necessary to keep 47-0000 Construction & extraction 50% 30%
in mind that the data reflect language used in job postings;
45-0000 Farming, fishing, & forestry 47% 31%
employers have adopted some standard language for com-
mon human competencies, such as Leadership and Commu- 29-0000 Healthcare practitioners & technical 43% 25%
nication, but others are often evaluated less explicitly during 39-0000 Personal care & service 35% 20%
the interview stage of hiring. As a result, Durable Skills may be
crucial and may not be proportionately represented in the data. 53-0000 Transportation & material moving 22% 11%
This data only represents an initial review. Results are subject to change upon further analysis. Source: Emsi Job PostingsAmerica Succeeds is a non-profit organization committed to improving educational opportunity, outcomes, and equity by harnessing the power and acumen of the business community in accelerating systems change. Our organization is uniquely positioned between business and the education policy sector – acting as an “education voice to business” nationally and a “business voice for education” at the state-level. Our work bridges these two distinct constituencies, with advocacy efforts aimed at larger culture change and policy efforts that ultimately help us achieve our vision of preparing every student to succeed in the competitive global economy and contribute to their local community. Emsi is a leader in advanced labor market analytics, including the development of skills data to better connect job seekers and employers. We provide our clients with the knowledge and tools needed to make strategic, data-driven decisions, increase the efficiency and effectiveness of their action plans, that ultimately result in wealth creation for their citizens. For over 20 years, Emsi’s economists and data scientists have been taking traditional labor market and industry data and making it understandable and actionable for clients. Emsi Skills represents the next evolution of analyzing labor market information, now from a real-time perspective.
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