2024 State of Marketing Report – by HubspotMarius Sescu
https://www.hubspot.com/state-of-marketing
· Scaling relationships and proving ROI
· Social media is the place for search, sales, and service
· Authentic influencer partnerships fuel brand growth
· The strongest connections happen via call, click, chat, and camera.
· Time saved with AI leads to more creative work
· Seeking: A single source of truth
· TLDR; Get on social, try AI, and align your systems.
· More human marketing, powered by robots
ChatGPT is a revolutionary addition to the world since its introduction in 2022. A big shift in the sector of information gathering and processing happened because of this chatbot. What is the story of ChatGPT? How is the bot responding to prompts and generating contents? Swipe through these slides prepared by Expeed Software, a web development company regarding the development and technical intricacies of ChatGPT!
Product Design Trends in 2024 | Teenage EngineeringsPixeldarts
The realm of product design is a constantly changing environment where technology and style intersect. Every year introduces fresh challenges and exciting trends that mold the future of this captivating art form. In this piece, we delve into the significant trends set to influence the look and functionality of product design in the year 2024.
How Race, Age and Gender Shape Attitudes Towards Mental HealthThinkNow
Mental health has been in the news quite a bit lately. Dozens of U.S. states are currently suing Meta for contributing to the youth mental health crisis by inserting addictive features into their products, while the U.S. Surgeon General is touring the nation to bring awareness to the growing epidemic of loneliness and isolation. The country has endured periods of low national morale, such as in the 1970s when high inflation and the energy crisis worsened public sentiment following the Vietnam War. The current mood, however, feels different. Gallup recently reported that national mental health is at an all-time low, with few bright spots to lift spirits.
To better understand how Americans are feeling and their attitudes towards mental health in general, ThinkNow conducted a nationally representative quantitative survey of 1,500 respondents and found some interesting differences among ethnic, age and gender groups.
Technology
For example, 52% agree that technology and social media have a negative impact on mental health, but when broken out by race, 61% of Whites felt technology had a negative effect, and only 48% of Hispanics thought it did.
While technology has helped us keep in touch with friends and family in faraway places, it appears to have degraded our ability to connect in person. Staying connected online is a double-edged sword since the same news feed that brings us pictures of the grandkids and fluffy kittens also feeds us news about the wars in Israel and Ukraine, the dysfunction in Washington, the latest mass shooting and the climate crisis.
Hispanics may have a built-in defense against the isolation technology breeds, owing to their large, multigenerational households, strong social support systems, and tendency to use social media to stay connected with relatives abroad.
Age and Gender
When asked how individuals rate their mental health, men rate it higher than women by 11 percentage points, and Baby Boomers rank it highest at 83%, saying it’s good or excellent vs. 57% of Gen Z saying the same.
Gen Z spends the most amount of time on social media, so the notion that social media negatively affects mental health appears to be correlated. Unfortunately, Gen Z is also the generation that’s least comfortable discussing mental health concerns with healthcare professionals. Only 40% of them state they’re comfortable discussing their issues with a professional compared to 60% of Millennials and 65% of Boomers.
Race Affects Attitudes
As seen in previous research conducted by ThinkNow, Asian Americans lag other groups when it comes to awareness of mental health issues. Twenty-four percent of Asian Americans believe that having a mental health issue is a sign of weakness compared to the 16% average for all groups. Asians are also considerably less likely to be aware of mental health services in their communities (42% vs. 55%) and most likely to seek out information on social media (51% vs. 35%).
AI Trends in Creative Operations 2024 by Artwork Flow.pdfmarketingartwork
Creative operations teams expect increased AI use in 2024. Currently, over half of tasks are not AI-enabled, but this is expected to decrease in the coming year. ChatGPT is the most popular AI tool currently. Business leaders are more actively exploring AI benefits than individual contributors. Most respondents do not believe AI will impact workforce size in 2024. However, some inhibitions still exist around AI accuracy and lack of understanding. Creatives primarily want to use AI to save time on mundane tasks and boost productivity.
Organizational culture includes values, norms, systems, symbols, language, assumptions, beliefs, and habits that influence employee behaviors and how people interpret those behaviors. It is important because culture can help or hinder a company's success. Some key aspects of Netflix's culture that help it achieve results include hiring smartly so every position has stars, focusing on attitude over just aptitude, and having a strict policy against peacocks, whiners, and jerks.
PEPSICO Presentation to CAGNY Conference Feb 2024Neil Kimberley
PepsiCo provided a safe harbor statement noting that any forward-looking statements are based on currently available information and are subject to risks and uncertainties. It also provided information on non-GAAP measures and directing readers to its website for disclosure and reconciliation. The document then discussed PepsiCo's business overview, including that it is a global beverage and convenient food company with iconic brands, $91 billion in net revenue in 2023, and nearly $14 billion in core operating profit. It operates through a divisional structure with a focus on local consumers.
2024 State of Marketing Report – by HubspotMarius Sescu
https://www.hubspot.com/state-of-marketing
· Scaling relationships and proving ROI
· Social media is the place for search, sales, and service
· Authentic influencer partnerships fuel brand growth
· The strongest connections happen via call, click, chat, and camera.
· Time saved with AI leads to more creative work
· Seeking: A single source of truth
· TLDR; Get on social, try AI, and align your systems.
· More human marketing, powered by robots
ChatGPT is a revolutionary addition to the world since its introduction in 2022. A big shift in the sector of information gathering and processing happened because of this chatbot. What is the story of ChatGPT? How is the bot responding to prompts and generating contents? Swipe through these slides prepared by Expeed Software, a web development company regarding the development and technical intricacies of ChatGPT!
Product Design Trends in 2024 | Teenage EngineeringsPixeldarts
The realm of product design is a constantly changing environment where technology and style intersect. Every year introduces fresh challenges and exciting trends that mold the future of this captivating art form. In this piece, we delve into the significant trends set to influence the look and functionality of product design in the year 2024.
How Race, Age and Gender Shape Attitudes Towards Mental HealthThinkNow
Mental health has been in the news quite a bit lately. Dozens of U.S. states are currently suing Meta for contributing to the youth mental health crisis by inserting addictive features into their products, while the U.S. Surgeon General is touring the nation to bring awareness to the growing epidemic of loneliness and isolation. The country has endured periods of low national morale, such as in the 1970s when high inflation and the energy crisis worsened public sentiment following the Vietnam War. The current mood, however, feels different. Gallup recently reported that national mental health is at an all-time low, with few bright spots to lift spirits.
To better understand how Americans are feeling and their attitudes towards mental health in general, ThinkNow conducted a nationally representative quantitative survey of 1,500 respondents and found some interesting differences among ethnic, age and gender groups.
Technology
For example, 52% agree that technology and social media have a negative impact on mental health, but when broken out by race, 61% of Whites felt technology had a negative effect, and only 48% of Hispanics thought it did.
While technology has helped us keep in touch with friends and family in faraway places, it appears to have degraded our ability to connect in person. Staying connected online is a double-edged sword since the same news feed that brings us pictures of the grandkids and fluffy kittens also feeds us news about the wars in Israel and Ukraine, the dysfunction in Washington, the latest mass shooting and the climate crisis.
Hispanics may have a built-in defense against the isolation technology breeds, owing to their large, multigenerational households, strong social support systems, and tendency to use social media to stay connected with relatives abroad.
Age and Gender
When asked how individuals rate their mental health, men rate it higher than women by 11 percentage points, and Baby Boomers rank it highest at 83%, saying it’s good or excellent vs. 57% of Gen Z saying the same.
Gen Z spends the most amount of time on social media, so the notion that social media negatively affects mental health appears to be correlated. Unfortunately, Gen Z is also the generation that’s least comfortable discussing mental health concerns with healthcare professionals. Only 40% of them state they’re comfortable discussing their issues with a professional compared to 60% of Millennials and 65% of Boomers.
Race Affects Attitudes
As seen in previous research conducted by ThinkNow, Asian Americans lag other groups when it comes to awareness of mental health issues. Twenty-four percent of Asian Americans believe that having a mental health issue is a sign of weakness compared to the 16% average for all groups. Asians are also considerably less likely to be aware of mental health services in their communities (42% vs. 55%) and most likely to seek out information on social media (51% vs. 35%).
AI Trends in Creative Operations 2024 by Artwork Flow.pdfmarketingartwork
Creative operations teams expect increased AI use in 2024. Currently, over half of tasks are not AI-enabled, but this is expected to decrease in the coming year. ChatGPT is the most popular AI tool currently. Business leaders are more actively exploring AI benefits than individual contributors. Most respondents do not believe AI will impact workforce size in 2024. However, some inhibitions still exist around AI accuracy and lack of understanding. Creatives primarily want to use AI to save time on mundane tasks and boost productivity.
Organizational culture includes values, norms, systems, symbols, language, assumptions, beliefs, and habits that influence employee behaviors and how people interpret those behaviors. It is important because culture can help or hinder a company's success. Some key aspects of Netflix's culture that help it achieve results include hiring smartly so every position has stars, focusing on attitude over just aptitude, and having a strict policy against peacocks, whiners, and jerks.
PEPSICO Presentation to CAGNY Conference Feb 2024Neil Kimberley
PepsiCo provided a safe harbor statement noting that any forward-looking statements are based on currently available information and are subject to risks and uncertainties. It also provided information on non-GAAP measures and directing readers to its website for disclosure and reconciliation. The document then discussed PepsiCo's business overview, including that it is a global beverage and convenient food company with iconic brands, $91 billion in net revenue in 2023, and nearly $14 billion in core operating profit. It operates through a divisional structure with a focus on local consumers.
Content Methodology: A Best Practices Report (Webinar)contently
This document provides an overview of content methodology best practices. It defines content methodology as establishing objectives, KPIs, and a culture of continuous learning and iteration. An effective methodology focuses on connecting with audiences, creating optimal content, and optimizing processes. It also discusses why a methodology is needed due to the competitive landscape, proliferation of channels, and opportunities for improvement. Components of an effective methodology include defining objectives and KPIs, audience analysis, identifying opportunities, and evaluating resources. The document concludes with recommendations around creating a content plan, testing and optimizing content over 90 days.
How to Prepare For a Successful Job Search for 2024Albert Qian
The document provides guidance on preparing a job search for 2024. It discusses the state of the job market, focusing on growth in AI and healthcare but also continued layoffs. It recommends figuring out what you want to do by researching interests and skills, then conducting informational interviews. The job search should involve building a personal brand on LinkedIn, actively applying to jobs, tailoring resumes and interviews, maintaining job hunting as a habit, and continuing self-improvement. Once hired, the document advises setting new goals and keeping skills and networking active in case of future opportunities.
A report by thenetworkone and Kurio.
The contributing experts and agencies are (in an alphabetical order): Sylwia Rytel, Social Media Supervisor, 180heartbeats + JUNG v MATT (PL), Sharlene Jenner, Vice President - Director of Engagement Strategy, Abelson Taylor (USA), Alex Casanovas, Digital Director, Atrevia (ES), Dora Beilin, Senior Social Strategist, Barrett Hoffher (USA), Min Seo, Campaign Director, Brand New Agency (KR), Deshé M. Gully, Associate Strategist, Day One Agency (USA), Francesca Trevisan, Strategist, Different (IT), Trevor Crossman, CX and Digital Transformation Director; Olivia Hussey, Strategic Planner; Simi Srinarula, Social Media Manager, The Hallway (AUS), James Hebbert, Managing Director, Hylink (CN / UK), Mundy Álvarez, Planning Director; Pedro Rojas, Social Media Manager; Pancho González, CCO, Inbrax (CH), Oana Oprea, Head of Digital Planning, Jam Session Agency (RO), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Shantesh S Row, Creative Director, Liwa (UAE), Rajesh Mehta, Chief Strategy Officer; Dhruv Gaur, Digital Planning Lead; Leonie Mergulhao, Account Supervisor - Social Media & PR, Medulla (IN), Aurelija Plioplytė, Head of Digital & Social, Not Perfect (LI), Daiana Khaidargaliyeva, Account Manager, Osaka Labs (UK / USA), Stefanie Söhnchen, Vice President Digital, PIABO Communications (DE), Elisabeth Winiartati, Managing Consultant, Head of Global Integrated Communications; Lydia Aprina, Account Manager, Integrated Marketing and Communications; Nita Prabowo, Account Manager, Integrated Marketing and Communications; Okhi, Web Developer, PNTR Group (ID), Kei Obusan, Insights Director; Daffi Ranandi, Insights Manager, Radarr (SG), Gautam Reghunath, Co-founder & CEO, Talented (IN), Donagh Humphreys, Head of Social and Digital Innovation, THINKHOUSE (IRE), Sarah Yim, Strategy Director, Zulu Alpha Kilo (CA).
Trends In Paid Search: Navigating The Digital Landscape In 2024Search Engine Journal
The search marketing landscape is evolving rapidly with new technologies, and professionals, like you, rely on innovative paid search strategies to meet changing demands.
It’s important that you’re ready to implement new strategies in 2024.
Check this out and learn the top trends in paid search advertising that are expected to gain traction, so you can drive higher ROI more efficiently in 2024.
You’ll learn:
- The latest trends in AI and automation, and what this means for an evolving paid search ecosystem.
- New developments in privacy and data regulation.
- Emerging ad formats that are expected to make an impact next year.
Watch Sreekant Lanka from iQuanti and Irina Klein from OneMain Financial as they dive into the future of paid search and explore the trends, strategies, and technologies that will shape the search marketing landscape.
If you’re looking to assess your paid search strategy and design an industry-aligned plan for 2024, then this webinar is for you.
5 Public speaking tips from TED - Visualized summarySpeakerHub
From their humble beginnings in 1984, TED has grown into the world’s most powerful amplifier for speakers and thought-leaders to share their ideas. They have over 2,400 filmed talks (not including the 30,000+ TEDx videos) freely available online, and have hosted over 17,500 events around the world.
With over one billion views in a year, it’s no wonder that so many speakers are looking to TED for ideas on how to share their message more effectively.
The article “5 Public-Speaking Tips TED Gives Its Speakers”, by Carmine Gallo for Forbes, gives speakers five practical ways to connect with their audience, and effectively share their ideas on stage.
Whether you are gearing up to get on a TED stage yourself, or just want to master the skills that so many of their speakers possess, these tips and quotes from Chris Anderson, the TED Talks Curator, will encourage you to make the most impactful impression on your audience.
See the full article and more summaries like this on SpeakerHub here: https://speakerhub.com/blog/5-presentation-tips-ted-gives-its-speakers
See the original article on Forbes here:
http://www.forbes.com/forbes/welcome/?toURL=http://www.forbes.com/sites/carminegallo/2016/05/06/5-public-speaking-tips-ted-gives-its-speakers/&refURL=&referrer=#5c07a8221d9b
ChatGPT and the Future of Work - Clark Boyd Clark Boyd
Everyone is in agreement that ChatGPT (and other generative AI tools) will shape the future of work. Yet there is little consensus on exactly how, when, and to what extent this technology will change our world.
Businesses that extract maximum value from ChatGPT will use it as a collaborative tool for everything from brainstorming to technical maintenance.
For individuals, now is the time to pinpoint the skills the future professional will need to thrive in the AI age.
Check out this presentation to understand what ChatGPT is, how it will shape the future of work, and how you can prepare to take advantage.
The document provides career advice for getting into the tech field, including:
- Doing projects and internships in college to build a portfolio.
- Learning about different roles and technologies through industry research.
- Contributing to open source projects to build experience and network.
- Developing a personal brand through a website and social media presence.
- Networking through events, communities, and finding a mentor.
- Practicing interviews through mock interviews and whiteboarding coding questions.
Google's Just Not That Into You: Understanding Core Updates & Search IntentLily Ray
1. Core updates from Google periodically change how its algorithms assess and rank websites and pages. This can impact rankings through shifts in user intent, site quality issues being caught up to, world events influencing queries, and overhauls to search like the E-A-T framework.
2. There are many possible user intents beyond just transactional, navigational and informational. Identifying intent shifts is important during core updates. Sites may need to optimize for new intents through different content types and sections.
3. Responding effectively to core updates requires analyzing "before and after" data to understand changes, identifying new intents or page types, and ensuring content matches appropriate intents across video, images, knowledge graphs and more.
A brief introduction to DataScience with explaining of the concepts, algorithms, machine learning, supervised and unsupervised learning, clustering, statistics, data preprocessing, real-world applications etc.
It's part of a Data Science Corner Campaign where I will be discussing the fundamentals of DataScience, AIML, Statistics etc.
Time Management & Productivity - Best PracticesVit Horky
Here's my presentation on by proven best practices how to manage your work time effectively and how to improve your productivity. It includes practical tips and how to use tools such as Slack, Google Apps, Hubspot, Google Calendar, Gmail and others.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...Applitools
During this webinar, Anand Bagmar demonstrates how AI tools such as ChatGPT can be applied to various stages of the software development life cycle (SDLC) using an eCommerce application case study. Find the on-demand recording and more info at https://applitools.info/b59
Key takeaways:
• Learn how to use ChatGPT to add AI power to your testing and test automation
• Understand the limitations of the technology and where human expertise is crucial
• Gain insight into different AI-based tools
• Adopt AI-based tools to stay relevant and optimize work for developers and testers
* ChatGPT and OpenAI belong to OpenAI, L.L.C.
The document discusses various AI tools from OpenAI like GPT-3 and DALL-E 2, as well as ChatGPT. It explores how search engines are using AI and things to consider around AI-generated content. Potential SEO uses of ChatGPT are also presented, such as generating content at scale, conducting topic research, and automating basic coding tasks. The document encourages further reading on using ChatGPT for SEO purposes.
More than Just Lines on a Map: Best Practices for U.S Bike Routes
This session highlights best practices and lessons learned for U.S. Bike Route System designation, as well as how and why these routes should be integrated into bicycle planning at the local and regional level.
Presenters:
Presenter: Kevin Luecke Toole Design Group
Co-Presenter: Virginia Sullivan Adventure Cycling Association
Ride the Storm: Navigating Through Unstable Periods / Katerina Rudko (Belka G...DevGAMM Conference
Has your project been caught in a storm of deadlines, clashing requirements, and the need to change course halfway through? If yes, then check out how the administration team navigated through all of this, relocating 160 people from 3 countries and opening 2 offices during the most turbulent time in the last 20 years. Belka Games’ Chief Administrative Officer, Katerina Rudko, will share universal approaches and life hacks that can help your project survive unstable periods when there seem to be too many tasks and a lack of time and people.
This presentation was designed to provide strategic recommendations for a brand in decline. The deck also incorporates a situational assessment, including a brand identity, positioning, architecture, and portfolio strategy for the Brand.
Presentation originally created for NYU Stern's Brand Strategy course. Design by Erica Santiago & Chris Alexander.
Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them wellSaba Software
According to the latest State of the American Manager report from Gallup, employees who have regular meetings with their managers are almost three times as likely to be engaged as those who don’t. These regular check-ins keep managers and employees in sync and aligned. Want to see better manager/employee relationships in your organisation? Then make an all-in commitment to 1:1 meetings. Not sure how? You’ve come to the right place.
In this webinar with Jamie Resker, Founder and Practice Leader for Employee Performance Solutions (EPS), and Teala Wilson, Talent Management Consultant at Saba Software, you’ll get the inside track on how to hold effective 1:1 meetings, including tips for getting managers on board.
• Go beyond discussing the status of everyday work to higher level topics, including recognition, performance, development, and career aspirations
• Learn how to decide meeting frequency, what to cover, as well as roles and responsibilities of the manager and employee
• Understand how managers can build trust and make it comfortable for employees to provide upward feedback
• Unite your organisation with a unified approach to 1:1 meetings
Join us for this 1-hour webinar to get practical tips for building better manager-employee relationships with intention and purpose.
About the Speakers
Jamie Resker - Founder and Practice Leader for Employee Performance Solutions (EPS)
Jamie Resker, Practice Leader and Founder of Employee Performance Solutions, is a recognized innovator in performance management. She is the originator of the-the Performance Continuum Feedback Method® and Conversations to Optimize Employee Performance training program; tools and training that reshape communications between managers and employees to drive and align performance. Jamie is on the faculty for the Northeast Human Resources Association, is a contributor to Halogen Software's Talent Space Blog, and is an editorial advisory board member for HR Examiner.
Teala Wilson - Senior Consultant, Strategic Services, Saba Software
Teala is a Talent Management Consultant at Halogen Software, now a part of Saba Software. She has worked with teams on a national and global level supporting human resources in areas such as performance management, recruitment, employee benefit programs, training and talent development, workforce planning and internal communications. Teala also has a personal passion for visual arts and design.
Want to learn more? Join us for an upcoming Product Tour!
http://bit.ly/2yitfqu
Content Methodology: A Best Practices Report (Webinar)contently
This document provides an overview of content methodology best practices. It defines content methodology as establishing objectives, KPIs, and a culture of continuous learning and iteration. An effective methodology focuses on connecting with audiences, creating optimal content, and optimizing processes. It also discusses why a methodology is needed due to the competitive landscape, proliferation of channels, and opportunities for improvement. Components of an effective methodology include defining objectives and KPIs, audience analysis, identifying opportunities, and evaluating resources. The document concludes with recommendations around creating a content plan, testing and optimizing content over 90 days.
How to Prepare For a Successful Job Search for 2024Albert Qian
The document provides guidance on preparing a job search for 2024. It discusses the state of the job market, focusing on growth in AI and healthcare but also continued layoffs. It recommends figuring out what you want to do by researching interests and skills, then conducting informational interviews. The job search should involve building a personal brand on LinkedIn, actively applying to jobs, tailoring resumes and interviews, maintaining job hunting as a habit, and continuing self-improvement. Once hired, the document advises setting new goals and keeping skills and networking active in case of future opportunities.
A report by thenetworkone and Kurio.
The contributing experts and agencies are (in an alphabetical order): Sylwia Rytel, Social Media Supervisor, 180heartbeats + JUNG v MATT (PL), Sharlene Jenner, Vice President - Director of Engagement Strategy, Abelson Taylor (USA), Alex Casanovas, Digital Director, Atrevia (ES), Dora Beilin, Senior Social Strategist, Barrett Hoffher (USA), Min Seo, Campaign Director, Brand New Agency (KR), Deshé M. Gully, Associate Strategist, Day One Agency (USA), Francesca Trevisan, Strategist, Different (IT), Trevor Crossman, CX and Digital Transformation Director; Olivia Hussey, Strategic Planner; Simi Srinarula, Social Media Manager, The Hallway (AUS), James Hebbert, Managing Director, Hylink (CN / UK), Mundy Álvarez, Planning Director; Pedro Rojas, Social Media Manager; Pancho González, CCO, Inbrax (CH), Oana Oprea, Head of Digital Planning, Jam Session Agency (RO), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Shantesh S Row, Creative Director, Liwa (UAE), Rajesh Mehta, Chief Strategy Officer; Dhruv Gaur, Digital Planning Lead; Leonie Mergulhao, Account Supervisor - Social Media & PR, Medulla (IN), Aurelija Plioplytė, Head of Digital & Social, Not Perfect (LI), Daiana Khaidargaliyeva, Account Manager, Osaka Labs (UK / USA), Stefanie Söhnchen, Vice President Digital, PIABO Communications (DE), Elisabeth Winiartati, Managing Consultant, Head of Global Integrated Communications; Lydia Aprina, Account Manager, Integrated Marketing and Communications; Nita Prabowo, Account Manager, Integrated Marketing and Communications; Okhi, Web Developer, PNTR Group (ID), Kei Obusan, Insights Director; Daffi Ranandi, Insights Manager, Radarr (SG), Gautam Reghunath, Co-founder & CEO, Talented (IN), Donagh Humphreys, Head of Social and Digital Innovation, THINKHOUSE (IRE), Sarah Yim, Strategy Director, Zulu Alpha Kilo (CA).
Trends In Paid Search: Navigating The Digital Landscape In 2024Search Engine Journal
The search marketing landscape is evolving rapidly with new technologies, and professionals, like you, rely on innovative paid search strategies to meet changing demands.
It’s important that you’re ready to implement new strategies in 2024.
Check this out and learn the top trends in paid search advertising that are expected to gain traction, so you can drive higher ROI more efficiently in 2024.
You’ll learn:
- The latest trends in AI and automation, and what this means for an evolving paid search ecosystem.
- New developments in privacy and data regulation.
- Emerging ad formats that are expected to make an impact next year.
Watch Sreekant Lanka from iQuanti and Irina Klein from OneMain Financial as they dive into the future of paid search and explore the trends, strategies, and technologies that will shape the search marketing landscape.
If you’re looking to assess your paid search strategy and design an industry-aligned plan for 2024, then this webinar is for you.
5 Public speaking tips from TED - Visualized summarySpeakerHub
From their humble beginnings in 1984, TED has grown into the world’s most powerful amplifier for speakers and thought-leaders to share their ideas. They have over 2,400 filmed talks (not including the 30,000+ TEDx videos) freely available online, and have hosted over 17,500 events around the world.
With over one billion views in a year, it’s no wonder that so many speakers are looking to TED for ideas on how to share their message more effectively.
The article “5 Public-Speaking Tips TED Gives Its Speakers”, by Carmine Gallo for Forbes, gives speakers five practical ways to connect with their audience, and effectively share their ideas on stage.
Whether you are gearing up to get on a TED stage yourself, or just want to master the skills that so many of their speakers possess, these tips and quotes from Chris Anderson, the TED Talks Curator, will encourage you to make the most impactful impression on your audience.
See the full article and more summaries like this on SpeakerHub here: https://speakerhub.com/blog/5-presentation-tips-ted-gives-its-speakers
See the original article on Forbes here:
http://www.forbes.com/forbes/welcome/?toURL=http://www.forbes.com/sites/carminegallo/2016/05/06/5-public-speaking-tips-ted-gives-its-speakers/&refURL=&referrer=#5c07a8221d9b
ChatGPT and the Future of Work - Clark Boyd Clark Boyd
Everyone is in agreement that ChatGPT (and other generative AI tools) will shape the future of work. Yet there is little consensus on exactly how, when, and to what extent this technology will change our world.
Businesses that extract maximum value from ChatGPT will use it as a collaborative tool for everything from brainstorming to technical maintenance.
For individuals, now is the time to pinpoint the skills the future professional will need to thrive in the AI age.
Check out this presentation to understand what ChatGPT is, how it will shape the future of work, and how you can prepare to take advantage.
The document provides career advice for getting into the tech field, including:
- Doing projects and internships in college to build a portfolio.
- Learning about different roles and technologies through industry research.
- Contributing to open source projects to build experience and network.
- Developing a personal brand through a website and social media presence.
- Networking through events, communities, and finding a mentor.
- Practicing interviews through mock interviews and whiteboarding coding questions.
Google's Just Not That Into You: Understanding Core Updates & Search IntentLily Ray
1. Core updates from Google periodically change how its algorithms assess and rank websites and pages. This can impact rankings through shifts in user intent, site quality issues being caught up to, world events influencing queries, and overhauls to search like the E-A-T framework.
2. There are many possible user intents beyond just transactional, navigational and informational. Identifying intent shifts is important during core updates. Sites may need to optimize for new intents through different content types and sections.
3. Responding effectively to core updates requires analyzing "before and after" data to understand changes, identifying new intents or page types, and ensuring content matches appropriate intents across video, images, knowledge graphs and more.
A brief introduction to DataScience with explaining of the concepts, algorithms, machine learning, supervised and unsupervised learning, clustering, statistics, data preprocessing, real-world applications etc.
It's part of a Data Science Corner Campaign where I will be discussing the fundamentals of DataScience, AIML, Statistics etc.
Time Management & Productivity - Best PracticesVit Horky
Here's my presentation on by proven best practices how to manage your work time effectively and how to improve your productivity. It includes practical tips and how to use tools such as Slack, Google Apps, Hubspot, Google Calendar, Gmail and others.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Unlocking the Power of ChatGPT and AI in Testing - A Real-World Look, present...Applitools
During this webinar, Anand Bagmar demonstrates how AI tools such as ChatGPT can be applied to various stages of the software development life cycle (SDLC) using an eCommerce application case study. Find the on-demand recording and more info at https://applitools.info/b59
Key takeaways:
• Learn how to use ChatGPT to add AI power to your testing and test automation
• Understand the limitations of the technology and where human expertise is crucial
• Gain insight into different AI-based tools
• Adopt AI-based tools to stay relevant and optimize work for developers and testers
* ChatGPT and OpenAI belong to OpenAI, L.L.C.
The document discusses various AI tools from OpenAI like GPT-3 and DALL-E 2, as well as ChatGPT. It explores how search engines are using AI and things to consider around AI-generated content. Potential SEO uses of ChatGPT are also presented, such as generating content at scale, conducting topic research, and automating basic coding tasks. The document encourages further reading on using ChatGPT for SEO purposes.
More than Just Lines on a Map: Best Practices for U.S Bike Routes
This session highlights best practices and lessons learned for U.S. Bike Route System designation, as well as how and why these routes should be integrated into bicycle planning at the local and regional level.
Presenters:
Presenter: Kevin Luecke Toole Design Group
Co-Presenter: Virginia Sullivan Adventure Cycling Association
Ride the Storm: Navigating Through Unstable Periods / Katerina Rudko (Belka G...DevGAMM Conference
Has your project been caught in a storm of deadlines, clashing requirements, and the need to change course halfway through? If yes, then check out how the administration team navigated through all of this, relocating 160 people from 3 countries and opening 2 offices during the most turbulent time in the last 20 years. Belka Games’ Chief Administrative Officer, Katerina Rudko, will share universal approaches and life hacks that can help your project survive unstable periods when there seem to be too many tasks and a lack of time and people.
This presentation was designed to provide strategic recommendations for a brand in decline. The deck also incorporates a situational assessment, including a brand identity, positioning, architecture, and portfolio strategy for the Brand.
Presentation originally created for NYU Stern's Brand Strategy course. Design by Erica Santiago & Chris Alexander.
Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them wellSaba Software
According to the latest State of the American Manager report from Gallup, employees who have regular meetings with their managers are almost three times as likely to be engaged as those who don’t. These regular check-ins keep managers and employees in sync and aligned. Want to see better manager/employee relationships in your organisation? Then make an all-in commitment to 1:1 meetings. Not sure how? You’ve come to the right place.
In this webinar with Jamie Resker, Founder and Practice Leader for Employee Performance Solutions (EPS), and Teala Wilson, Talent Management Consultant at Saba Software, you’ll get the inside track on how to hold effective 1:1 meetings, including tips for getting managers on board.
• Go beyond discussing the status of everyday work to higher level topics, including recognition, performance, development, and career aspirations
• Learn how to decide meeting frequency, what to cover, as well as roles and responsibilities of the manager and employee
• Understand how managers can build trust and make it comfortable for employees to provide upward feedback
• Unite your organisation with a unified approach to 1:1 meetings
Join us for this 1-hour webinar to get practical tips for building better manager-employee relationships with intention and purpose.
About the Speakers
Jamie Resker - Founder and Practice Leader for Employee Performance Solutions (EPS)
Jamie Resker, Practice Leader and Founder of Employee Performance Solutions, is a recognized innovator in performance management. She is the originator of the-the Performance Continuum Feedback Method® and Conversations to Optimize Employee Performance training program; tools and training that reshape communications between managers and employees to drive and align performance. Jamie is on the faculty for the Northeast Human Resources Association, is a contributor to Halogen Software's Talent Space Blog, and is an editorial advisory board member for HR Examiner.
Teala Wilson - Senior Consultant, Strategic Services, Saba Software
Teala is a Talent Management Consultant at Halogen Software, now a part of Saba Software. She has worked with teams on a national and global level supporting human resources in areas such as performance management, recruitment, employee benefit programs, training and talent development, workforce planning and internal communications. Teala also has a personal passion for visual arts and design.
Want to learn more? Join us for an upcoming Product Tour!
http://bit.ly/2yitfqu
Good Stuff Happens in 1:1 Meetings: Why you need them and how to do them well
KEPENDUDUKAN SARAWAK JABATAN PERANGKAAN MALAYSIA
1. Maklumat Lanjut
DOSM/DOSM.SARAWAK/1.2020/SIRI 87
KEPENDUDUKAN SARAWAK
Sarawak mencatatkan anggaran jumlah penduduk seramai 2.9 juta dengan kadar
pertumbuhan 2.0% pada tahun 2019.
Daerah Kuching merupakan daerah yang mempunyai bilangan penduduk tertinggi iaitu
702.7 ribu, mewakili 24% daripada jumlah penduduk Sarawak diikuti oleh Miri dengan
352.3 ribu (12%) dan Sibu seramai 284.6 ribu penduduk (10%). Baki 28 daerah, masing-
masing mencatatkan jumlah peratusan penduduk di bawah 10%.
976,269
1,235,553
1,642,771
2,009,893
2,399,839
1970 1980 1991 2000 2010
… 1.8%
2.2%
2.6%
2.4%
2019e
2.0%
2,868,600
Penduduk dan Kadar Pertumbuhan Sarawak
1970 - 2019
Nota: e = anggaran
Sumber: Buku Perangkaan Tahunan Sarawak 1971,1981,1992,2001,2011,2019
JUMLAH PENDUDUK & KADAR PURATA PERTUMBUHAN TAHUNAN
Rajah 1: Penduduk dan Kadar Pertumbuhan Sarawak 1970 - 2019
2
2. 0.00
0.50
1.00
1.50
2.00
2.50
3.00
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
Kuching
Miri
Sibu
Bintulu
Serian
Samarahan
Sri
Aman
Marudi
Betong
Sarikei
Kapit
Bau
Limbang
Saratok
Mukah
Simunjan
Lawas
Belaga
Lundu
Daro
Asajaya
Tatau
Meradong
Kanowit
Lubok
Antu
Selangau
Song
Dalat
Matu
Julau
Pakan
Jumlah Penduduk Kadar
Jumlah Penduduk dan Kadar Pertumbuhan Penduduk Sarawak
2010 & 2019
STRUKTUR & KUMPULAN UMUR
46.1% 41.7%
36.4% 34.3%
28.8% 24.0%
53.9%
54.7%
59.7% 61.4%
65.6%
68.6%
0.0% 3.5% 3.9% 4.3% 5.6% 7.5%
1970 1980 1991 2000 2010 2019
Struktur Umur Penduduk
Sarawak
<15 15-64 >64
Terdapat 3 struktur umur iaitu umur muda (<15 tahun), umur bekerja (15-64 tahun) dan umur tua (>64
tahun). Pada 2019, komposisi penduduk umur bekerja mewakili sebanyak 68.6% daripada jumlah
penduduk, iaitu peningkatan daripada 65.6% pada tahun 2010. Penduduk umur muda merupakan
kumpulan umur kedua terbesar iaitu 24.0% dan mengalami penurunan daripada 28.8% pada 2010.
Peningkatan turut dilihat pada kumpulan umur tua iaitu 7.5% berbanding hanya 5.6% pada 2010. Tren
tersebut menunjukkan negeri Sarawak mengalami pengurangan penduduk dalam struktur umur muda
dan data 2019 menunjukkan bahawa Sarawak boleh diklasifikasikan sebagai negeri tua kerana telah
mencapai lebih 7.0% golongan umur tua. Tren ini juga boleh dilihat pada pecahan kumpulan umur bagi
tahun 2010 dan 2019 di mana kumpulan umur muda menunjukkan pengurangan manakala kumpulan
umur bekerja dan umur tua menunjukkan peningkatan seperti pada rajah di atas
216,259
250,594
245,474
250,512
233,246
207,220
168,232
169,885
160,184
143,387
118,996
95,970
72,701
53,536
34,720
50,224
234,200
221,000
231,900
252,800
244,600
250,500
246,800
218,300
176,300
175,900
156,600
135,700
109,100
83,200
58,800
73,000
0-4
10-14
20-24
30-34
40-44
50-54
60-64
70-74
Bilangan Penduduk mengikut
kumpulan umur, 2010 & 2019
2010 2019
Sumber: Buku Perangkaan Tahunan Sarawak 1971,1981,1992,2001,2011,2019
Graf 1: Jumlah Penduduk dan Kadar Pertumbuhan Purata Penduduk 2010 & 2019
Graf 2: Struktur Umur Penduduk Sarawak Graf 3: Bilangan Penduduk Mengikut Kumpulan Umur 2010 & 2019
2
3. KADAR KELAHIRAN DAN KEMATIAN KASAR
16.7 17.2 16.8
15.3 15.4 14.7
13.9 13.6 13.1
4.2 4.4 4.4 4.3 4.4 4.5 4.6 4.7 5.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
2010 2011 2012 2013 2014 2015 2016 2017 2018
Kadar Kelahiran Kasar & Kadar Kematian Kasar, 2010-2018
Kadar Kelahiran Kadar Kematian
Kadar kelahiran kasar menunjukkan penurunan daripada16.7 pada tahun 2010 kepada
13.3 pada tahun 2018 bagi setiap 1000 penduduk.
Pada tempoh yang sama, kadar kematian kasar mencatatkan peningkatan 5.0 kematian
bagi setiap 1000 penduduk, berbanding 4.2 kematian bagi setiap 1000 penduduk pada
tahun 2010.
Kadar kelahiran kasar merekodkan penurunan pada momentum yang lebih pantas
berbanding peningkatan kadar kematian kasar dengan kadar yang lebih perlahan.
JANGKA HAYAT
Jangka hayat bagi perempuan di Sarawak menunjukkan peningkatan daripada 76.8 tahun
pada tahun 2010 kepada 78.4 tahun pada tahun 2019. Jangka hayat lelaki turut meningkat
daripada 71.7 tahun kepada 74.6 tahun pada tahun 2019 .
Sarawak merupakan negeri dengan jangka hayat tertinggi bagi lelaki pada tahun 2019
Sumber: Buku Perangkaan Tahunan Sarawak 2001,2011,2019
Graf 4: Kadar Kelahiran dan Kematian Kasar
Graf 5: Jangka Hayat Ketika Lahir Mengikut Jantina 2010-2019
71.7
74.2 74.3 74.4 74.5 74.6 74.5 74.4 74.6 74.6
76.8
77.8 77.8 78.2 78.3 78.3 78.3 78.2 78.4 78.4
68
70
72
74
76
78
80
2010 2011 2012 2013 2014 2015 2016 2017 2018
Jangka Hayat Ketika Lahir Mengikut Jantina
2010-2019
lelaki perempuan
2019e
3
4. KADAR KESUBURAN
Pada tahun 2018, kadar kesuburan jumlah bagi Sarawak menurun kepada 1.6 bayi
bagi setiap wanita berumur 15-49 tahun berbanding 1.7 pada tahun 2017.
Sarawak mencatatkan kadar kesuburan jumlah berada di bawah paras penggantian
iaitu purata 2.1 bayi bagi setiap wanita dalam lingkungan umur reproduktif (15-49
tahun) bagi tahun 2013 hingga 2018.
2,500 12,900 12,100 9,100 8,000 7,800 3,900 5,000
1.0%
5.2% 4.9%
3.6% 3.8%
2.9%
1.4%
1.8%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
2010 2011 2012 2013 2014 2015 2016 2018
Bilangan Migran dan Kadar Migrasi Sarawak
2010-2018
bilangan migran kadar migrasi
Pada tahun 2018, kadar migrasi di Sarawak adalah 1.8% dengan jumlah 5,000 migran
berbanding kadar migrasi 1.0% dengan 2,500 migran pada tahun 2010.
Kadar migrasi di Sarawak berada pada paras tertinggi iaitu 5.2% pada tahun 2011 dan
terus mencatatkan penurunan sehingga tahun 2018.
KADAR MIGRASI
2.2 2.2 2.2
1.9
2.0
1.9
1.7 1.7
1.6
0
0.5
1
1.5
2
2.5
2010 2011 2012 2013 2014 2015 2016 2017 2018
Kadar Kesuburan (setiap wanita berumur 15-49 tahun)
2010-2018
Sumber: Buku Perangkaan Tahunan Sarawak 2001,2011,2019
Laporan Penyiasatan Migrasi 2010-2018
Graf 6: Kadar Kesuburan (setiap wanita berumur 15-49 tahun) 2010-2018
Graf 7: Bilangan Migran dan Kadar Migrasi Sarawak 2010-2018
4
5. KA
TANJUN
B
TE
O
O
O
O
O
O
O
O
O
O
O
O
BILANGAN TEMPAT KEDIAMAN (TK)
Unjuran 2020 menunjukkan jumlah tempat kediaman di Sarawak adalah 697.6 ribu
berbanding 594.5 ribu pada tahun 2010 (Banci Penduduk dan Perumahan 2010)
dengan kadar pertumbuhan tahunan sebanyak 1.6%.
BILANGAN TEMPAT KEDIAMAN
1,671,108 7,346,910
5,569,261
4,092,769
2,632,561
1970 1980 1991 2000 2010
26,8881 231,537 364,399 476,377 594,472
2020P
9.0 JUTA
697.6 RIBU
KUCHING 179.3 RIBU
MIRI 88.5 RIBU
SIBU 67.2 RIBU
BINTULU 48.0 RIBU
SAMARAHAN 34.8 RIBU
5 DAERAH TERTINGGI
Sumber:
• Data 2020P adalah unjuran berasaskan
data Banci Penduduk dan Perumahan
Malaysia 2010 (31 Daerah Pentadbiran).
Nota :
• 1 Banci Perumahanan terhad kepada
bandar-bandar utama sahaja;
• 2 Hasil tambah mungkin berbeza kerana
pembundaran.
60% tempat
kediaman di Sarawak
berada
di Bandar dan
40% di Luar Bandar.
TEMPAT KEDIAMAN
MENGIKUT BAHAGIAN2
BAHAGIAN LIMBANG
23.9 RIBU
BAHAGIAN MIRI
103.8 RIBU
BAHAGIAN BINTULU
56.0 RIBU
BAHAGIAN MUKAH
32.7 RIBU
BAHAGIAN KAPIT
29.2 RIBU
BAHAGIAN BETONG
30.1 RIBU
BAHAGIAN SIBU
85.8 RIBU
BAHAGIAN SARIKEI
33.1 RIBU
BAHAGIAN KUCHING
202.0 RIBU
BAHAGIAN SERIAN
22.9 RIBU BAHAGIAN SRI AMAN
26.2 RIBU
• 3 Bahagian menyumbang sebanyak 56% tempat kediaman di Sarawak iaitu Bahagian
Kuching, Miri dan Sibu. Bahagian Kuching mencatatkan jumlah tempat kediaman tertinggi
iaitu sebanyak 202.0 ribu (29%) tempat kediaman;
• Seterusnya, 5 Daerah merekodkan bilangan tempat kediaman tertinggi di Negeri Sarawak
iaitu Daerah Kuching, Miri, Sibu, Bintulu dan Samarahan.
• Lebih 25% tempat kediaman berada di Daerah Kuching dan merekodkan bilangan tempat
kediaman tertinggi di Negeri Sarawak dengan jumlah 179.3 ribu tempat kediaman.
PERUMAHAN
BAHAGIAN SAMARAHAN
52.0 RIBU
697.6 RIBU
BANDAR
LUAR
BANDAR
2020P
Rajah 2: Tempat Kediaman Mengikut Bahagian
5
6. Sumber : Laporan Stok Harta Tanah,
Pusat Maklumat Harta Tanah Negara (NAPIC),
Jabatan Penilaian dan Perkhidmatan Harta
STOK PERUMAHAN
86% Stok perumahan di Negeri
Sarawak adalah dari kategori
kediaman bertanah (landed) dan
hanya 14% stok perumahan di
bawah kategori kediaman
berbilang tingkat (highrise),
berbanding Malaysia 30% di
bawah kategori highrise.
4,036,276 1,718,810
229,231 36,672
30%
70%
14%
86%
Q1
2020
5,755,086
265,903
Lebih 50% stok perumahan di
Sarawak adalah dari jenis teres.
Jenis kluster dan rumah bandar
adalah stok perumahan paling
kurang ditawarkan di Malaysia dan
Sarawak. Manakala 13% dari stok
perumahan di Sarawak adalah
dari kos rendah, berbanding 20%
stok perumahan di Malaysia
Pada suku tahun pertama 2020, stok
perumahan ditawarkan di Negeri
Sarawak adalah 265,903 unit (4.6%)
berbanding Malaysia 5,755,086 unit.
Flat Kos
Rendah
Flat Apartmen /
Kondominium
473,647 331,200 913,963
8,244 5,598 22,830
Teres Berkembar Sesebuah Bandar Kluster Kos Rendah
2,358,298 418,360 486,236 42,987 41,464 688,931
145,183 44,351 11,066 1,128 1,045 26,458
222,089
5,300,429
5,486,518
5,611,673
5,755,086
4,876,439
238,197 249,886
256,215
265,903
ST1 2016 ST1 2017 ST1 2018 ST1 2019 ST1 2020
8.7% 3.5% 2.3% 2.6%
7.3% 4.9% 2.5% 3.8%
Suku tahun pertama 2020 merekod
kadar pertumbuhan stok perumahan di
Sarawak lebih tinggi dari Malaysia iaitu
3.8% bagi Sarawak, manakala
Malaysia meningkat pada kadar 2.6%,
tren ini adalah sama seperti pada suku
tahun pertama 2018.
Rajah 3: Kadar Pertumbuhan Stok Perumahan
6
7. KONSEP TENAGA BURUH MALAYSIA
Umur Bekerja
Semua orang yang berumur 15 hingga 64 tahun, sama ada berada di dalam tenaga buruh atau di
luar tenaga buruh.
Tenaga Buruh
Semua orang yang berada dalam kumpulan umur bekerja, sama ada bekerja atau menganggur.
Bekerja
Semua orang yang bekerja sekurang-kurangnya sejam semasa minggu rujukan untuk mendapatkan
upah, keuntungan atau keuntangan keluraga sama ada sebagai majikan, pekerja sendiri, atau
pekerja keluarga tanpa gaji.
Penganggur
Semua orang yang tidak bekerja semasa minggu rujukan dan dikelaskan kepada dua kumpulan iaitu
penganggur aktif dan penganggur tidak aktif.
Luar Tenaga Buruh
Semua orang yang tidak dikelaskan sebagai bekerja atau menganggur dikategorikan sebagai luar
tenaga buruh. Kategori ini terdiri daripada suri rumah, pelajar (termasuk mereka yang akan
melanjutkan pelajaran), mereka yang telah bersara, tidak berkeupayaan dan tidak berminat untuk
mencari pekerjaan.
BILANGAN TENAGA BURUH DAN KADAR PENYERTAAN TENAGA
BURUH
Tenaga buruh di Sarawak meningkat dengan purata pertumbuhan tahunan
2.5% antara tahun 1982 hingga 2019. Sejumlah 1,346.8 ribu orang tenaga buruh direkodkan
pada tahun 2019 berbanding 539.7 ribu orang pada tahun 1982. Walau bagaimanapun,
kadar penyertaan tenaga buruh pada tahun 2019 adalah sebanyak 68.4 % berbanding 70.1
% yang direkodkan pada tahun 1982.
539.7
569.5
616.7
632.7
674.8
712.2
710.3
760.0
775.4
771.1
810.2
828.6
869.5
864.9
868.1
906.9
915.7
918.0
955.8
946.4
955.2
950.3
958.0
997.4
973.0
1,024.2
1,093.7
1,103.4
1,184.9
1,234.2
1,271.4
1,258.3
1,260.1
1,292.6
1,316.7
1,346.8
70.1 71.3
74.0 74.7
76.6
78.2 77.9 77.8 77.4
72.6
74.8
72.5 73.5
71.4
69.9 70.5
72.0
70.4
68.3 69.3 68.3
66.4 65.6
66.9
63.9
65.9
67.2 66.1
69.4 69.5 70.3
68.4 67.7 67.8 67.9 68.4
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
0.0
200.0
400.0
600.0
800.0
1,000.0
1,200.0
1,400.0
1,600.0
Kadar (%)
Bilangan ('000)
Tahun
Bilangan Tenaga Buruh Dan Kadar Penyertaan Tenaga Buruh Sarawak, 1982-2019
Bilangan Tenaga Buruh Kadar Penyertaan Tenaga Buruh
Sumber: Data Siri Masa, Portal www.dosm.gov.my
GUNA TENAGA
Graf 8: Bilangan Tenaga Buruh dan Kadar Penyertaan Tenaga Buruh Sarawak, 1982-2019
7
8. BILANGAN PENDUDUK BEKERJA
Dalam tempoh 1982 hingga 2019, bilangan penduduk bekerja telah meningkat
daripada 524.7 ribu pada tahun 1982 kepada 1,304.7 ribu pada tahun 2019. Struktur
penduduk bekerja mengikut umur telah berubah. Penduduk bekerja dewasa
(dalam umur 25 hingga 64 tahun) telah mencakupi 81.5% pada tahun 2019
berbanding 68. % pada tahun 1982. Manakala penduduk bekerja remaja (dalam
umur 15 hingga 24 tahun) telah berkurangan daripada 31.4% pada tahun 1982
kepada 18.5% pada tahun 2019.
Penduduk bekerja mengikut taraf pekerjaan terdiri daripada empat kategori taraf
pekerjaan iaitu majikan, pekerja, bekerja sendiri dan pekerja keluarga tanpa gaji.
Kategori pekerja mencatatkan peningkatan tertinggi dalam tempoh 37 tahun iaitu
bermula 1982 hingga 2019 iaitu 712.3 ribu orang diikuti bekerja sendiri iaitu 86.2
ribu orang dan majikan 23.7 ribu orang. Pekerja keluarga tanpa gaji merekodkan
penurunan iaitu 42.2 ribu orang.
524.7
540.1
575.3
587.5
614.3
642.0
637.1
687.2
698.9
711.3
753.8
789.2
831.5
831.5
824.3
865.0
876.3
877.4
917.7
909.9
918.6
910.9
918.3
954.1
921.7
977.5
1,045.6
1,058.1
1,143.9
1,188.5
1,232.2
1,214.8
1,218.2
1,253.7
1,274.4
1,304.7
31.4
30.8
31.4
31.4
32.0
31.1
30.8
30.8
29.7
28.7
26.5
25.5
25.0
24.4
22.9
23.5
22.2
20.6
19.4
19.6
18.6
16.8
17.2
16.9
16.7
16.3
18.2
17.9
18.7
18.1
18.9
17.8
18.6
17.6
18.0
18.5
68.6
69.2
68.7
68.6
68.0
68.9
69.2
69.2
70.2
71.3
73.5
74.5
75.1
75.6
77.1
76.5
77.8
79.4
80.7
80.4
81.4
83.2
82.8
83.1
83.3
83.7
81.8
82.1
81.3
81.9
81.1
82.2
81.4
82.3
82.0
81.5
-
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
0.0
200.0
400.0
600.0
800.0
1,000.0
1,200.0
1,400.0
1982
1983
1984
1985
1986
1987
1988
1989
1990
1992
1993
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
(%)
Bilangan
('000)
Tahun
Bilangan Penduduk Bekerja Dan Peratusan Penduduk Bekerja Mengikut
Kumpulan Umur, Sarawak, 1982-2019
Bilangan Penduduk Bekerja Kumpulan Umur 15-24 Tahun (Remaja) Kumpulan Umur 25-64 Tahun (Dewasa)
Pekerja Bekerja Sendiri Majikan Pekerja Keluarga
1982
2019
227.4 ribu
939.7 ribu
137.7 ribu
223.9 ribu
9.6 ribu
33.3 ribu
150.1 ribu
107.9 ribu
Tahun
Penduduk Bekerja Mengikut Taraf Pekerjaan, Sarawak, 1982 dan 2019
Sumber: Data Siri Masa, Portal www.dosm.gov.my
Graf 9: Bilangan Penduduk Bekerja dan Peratusan Mengikut Kumpulan Umur, Sarawak 1982-2019
8
9. 9
Sejak dari zaman 80-an dan 90-an, kadar pengangguran di Sarawak adalah melebihi
4.0%, kecuali pada tahun 1982 dan 1997. Kadar pengangguran adalah tinggi
(melebihi 9.0%) antara tahun 1986-1990 dan kadar tertinggi dicatatkan
10.3 % pada tahun 1988. Keadaan pengangguran telah beransur pulih mulai tahun
2015. Walau bagaimanapun, kadar pengangguran meningkat semula dalam
lingkungan 5.0% pada tahun 1998 dan 2008 kesan daripada kemelesetan ekonomi.
Mulai tahun 2012, kadar pengangguran di Sarawak adalah di bawah paras
4.0 %. Ini menunjukkan bahawa ekonomi di Sarawak masih dapat dikekalkan dalam
keadaan guna tenaga penuh.
15.0
29.4
41.5
45.2
60.4
70.1
73.2
72.8
76.5
59.8
56.4
39.5
37.9
33.4
43.8
41.9
39.5
40.6
38.1
36.5
36.6
39.4
39.7
43.4
51.3
46.8
48.1
45.3
41.0
45.7
39.2
43.5
41.9
38.9
42.3
42.1
2.8
5.2
6.7
7.1
9.0
9.8
10.3
9.6
9.9
7.8
7.0
4.8
4.4
3.9
5.0
4.6
4.3 4.4
4.0 3.9 3.8
4.1 4.1 4.3
5.3
4.6 4.4
4.1
3.5 3.7
3.1
3.5 3.3
3.0 3.2 3.1
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
11.0
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
Kadar (%)
Bilangan ('000)
Tahun
Bilangan Penganggur Dan Kadar Pengangguran Sarawak, 1982-2019
Bilangan Penganggur Kadar Pengangguran
KADAR PENGANGGURAN
Penduduk bekerja mengikut pencapaian pendidikan turut menunjukkan semakin ramai
penduduk bekerja di Sarawak mempunyai pencapaian pendidikan menengah dan tertiari.
Dalam tempoh 1982 hingga 2019, penduduk bekerja yang mempunyai capaian pendidikan
menengah telah meningkat sebanyak 613.0 ribu orang, diikuti pendidikan tertiari, 268.6 ribu
orang dan pendidikan rendah, 38.2 ribu orang. Manakala bagi penduduk bekerja yang tiada
pendidikan rasmi, telah berkurangan sebanyak 139.8 ribu orang.
1982
2019
Tahun
Penduduk Bekerja Mengikut Pencapaian Pendidikan, Sarawak, 1982 dan 2019
Tiada Pendidikan
Rasmi
187.2 ribu
47.4 ribu
Pendidikan
Rendah
186.1 ribu
224.3 ribu
Pendidikan
Menengah
130.5 ribu
743.5 ribu
Pendidikan
Tertiari
20.9 ribu
289.5 ribu
Sumber: Data Siri Masa, portal www.dosm.gov.my
Graf 10: Bilangan Penganggur dan Kadar Pengangguran Sarawak, 1982-2019
10. Pendapatan isi rumah kasar bulanan
dinilai berdasarkan nilai penengah
dan purata.
Pendapatan penengah merujuk
kepada nilai pertengahan apabila
pendapatan disusun secara menaik
dari nilai terendah kepada nilai
tertinggi.
Pendapatan purata pula merujuk
kepada nilai yang diperoleh apabila
semua pendapatan dijumlahkan dan
dibahagi dengan bilangan isi rumah.
Pada tahun 2009, pendapatan purata di Sarawak adalah RM3,581. Bermula tahun 2012, kadar
pertumbuhan tahunan pendapatan purata di Sarawak mencatatkan pertumbuhan yang perlahan dengan
nilai 10.7% pada tahun 2012, 4.9% (2014) dan 2.9% (2019)
Peningkatan nilai penengah yang direkodkan menjelaskan 50 peratus daripada isi rumah di Sarawak
memperoleh pendapatan RM2,394 pada tahun 2009 dan nilai ini meningkat kepada RM3,047 (2012),
RM3,778 (2014), RM4,163 (2016) dan RM4,544 pada tahun 2019.
34.3
38.5
16.8
13.3
12.7
11.0
10.7
9.3
7.5
5.2
1.9
1.8
16.1
20.9
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
2016
2019
T20
30.0
29.1
15.8
12.2
7.7
5.9
10.9
10.5
6.2
5.2
2.8
2.6
26.6
34.5
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
2016
2019
M40
19.1
17.4
8.0
5.9
3.9
2.4
11.0
8.5
3.4
2.6
4.4
3.7
50.3
59.5
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
2016
2019
B40
Kuching Miri Bintulu Sibu Samarahan Serian Lain-lain daerah
Peratusan Pendapatan Isi Rumah Mengikut Kumpulan Isi Rumah 2016 dan 2019
Sumber: Laporan Survei Pendapatan Isi Rumah dan Kemudahan Asas 2016 & 2019, Jabatan Perangkaan Malaysia
Data yang digunakan merujuk kepada 31 Daerah Pentadbiran; Lain-lain daerah termasuk Sri Aman, Limbang, Sarikei, Bau, Marudi, Betong,
Lawas, Mukah, Lundu, Saratok, Kapit, Simunjan, Asajaya, Maradong, Belaga, Daro, Kanowit, Matu, Dalat, Tatau, Selangau, Julau, Lubok Antu,
Song, Pakan
RM2,394
RM3,047
RM3,778
RM4,163
RM4,544
RM3,581
RM4,293
RM4,934
RM5,387
RM5,959
RM6,000 RM4,000 RM2,000 RM0 RM2,000 RM4,000 RM6,000 RM8,000
2009
2012
2014
2016
2019
Nilai Penengah dan Purata bagi Pendapatan Isi
Rumah Kasar Bulanan 2009 sehingga 2019
Penengah Purata
PENDAPATAN ISI RUMAH
PENDAPATAN DAN PERBELANJAAN ISI RUMAH
Graf 11: Penengah dan Purata Pendapatan Isi Rumah Kasar Bulanan 2009-2019
Graf 12: Peratusan Pendapatan Isi Rumah Mengikut Kumpulan, 2016 & 2019
10
11. Corak perbelanjaan isi rumah di Sarawak menunjukkan kumpulan barangan asas mendominasi
perbelanjaan isi rumah. Merujuk kepada graf kawasan 3D, empat kumpulan perbelanjaan tertinggi ialah
kumpulan Perumahan, air, elektrik, gas & bahan api; Makanan & minuman bukan alkohol; Restoran &
hotel; dan Pengangkutan dengan perbelanjaan sejumlah 69.4% pada 2019 berbanding 70.5% pada 2016.
Data dicerap sejak tahun 2009, di mana empat kumpulan ini menunjukkan peningkatan perbelanjaan
yang ketara dari tahun ke tahun.
Kumpulan Pakaian & kasut meningkat kepada 3.2% pada tahun 2019 berbanding 2.8% pada tahun 2016,
Komunikasi, Kesihatan, dan Pendidikan turut menunjukkan peningkatan namun dalam kadar yang
perlahaan sejak tahun 2009 sehingga tahun 2019.
Manakala, kumpulan selebihnya iaitu kumpulan Minuman alkohol & tembakau, Hiasan, perkakasan
& penyelenggaraan isi rumah, Perkhidmatan rekreasi & kebudayaan, dan Pelbagai barangan &
perkhidmatan juga menunjukkan peningkatan tidak terlalu ketara dari tahun ke tahun.
Makanan
&
minuman
bukan
alkohol
Minuman
alkohol
&
tembakau
Pakaian
&
kasut
Perumahan,
air,
elektrik,
gas
&
bahan
api
lain…
Hiasan,
perkakasan
&
penyelenggaraan
isi
rumah…
Kesihatan
Pengangkutan
Komunikasi
Perkhidmatan
rekreasi
&
kebudayaan…
Pendidikan
Restoran
&
hotel
Pelbagai
barangan
&
perkhidmatan
Komposisi Perbelanjaan Penggunaan Isi Rumah Bulanan Purata mengikut Kumpulan
Utama (2004-2019)
RM700 - RM800
RM600 - RM700
RM500 - RM600
RM400 - RM500
RM300 - RM400
RM200 - RM300
RM100 - RM200
RM- - RM100
Graf 13: Komposisi Perbelanjaan Penggunaan isi Rumah
Purata Mengikut Kumpulan Utama (2004-2019)
Sumber: Laporan Survei Perbelanjaan Isi Rumah 2004/2005,
2009/2010, 2014, 2016 & 2019, Jabatan Perangkaan Malaysia
Daerah Kuching merupakan daerah yang mempunyai peratusan tertinggi kumpulan isi rumah T20 pada
tahun 2016 (34.3%) dan 2019 (38.5%). Manakala, daerah Miri dan Bintulu mencatatkan peratusan kedua
dan ketiga tertinggi di Sarawak.
Bagi kumpulan isi rumah M40, daerah Kuching masih merekodkan peratusan pendapatan isi rumah
tertinggi bagi tahun 2016 (30%) dan sedikit penurunan peratusan pada tahun 2019 (29.1%).
Pada kedua-dua tahun 2016 dan 2019, bagi kumpulan isi rumah B40, daerah Kuching mencatatkan
peratusan 19.15% pada tahun 2016 dan 17.4% pada tahun 2019 diikuti daerah Sibu dengan 11% (2016)
dan 8.5% (2019).
PERBELANJAAN ISI RUMAH
11
12. • Literasi merujuk kepada penduduk berumur 10 tahun
dan lebih yang pernah bersekolah merangkumi
kategori masih bersekolah dan tamat persekolahan.
• Kadar literasi bagi warganegara Malaysia berumur
10 – 64 tahun di Malaysia adalah 97.3% pada tahun
2010 berbanding 93.5% pada tahun 2000.
• Sarawak mencatatkan kadar literasi paling rendah
berbanding dengan negeri-negeri lain di Malaysia
pada tahun 2000 dan 2010 iaitu masing-masing
85.0% dan 92. %.
PENDIDIKAN TERTINGGI YANG DICAPAI
• Peringkat pendidikan tertinggi yang dicapai merujuk
kepada peringkat tertinggi seseorang itu telah
menamatkan persekolahan atau masih bersekolah
atau menuntut di institusi pendidikan rasmi awam
ataupun swasta.
• Pendidikan tinggi termasuklah lepasan menengah,
maktab/ kolej atau universiti.
• Di Sarawak, warganegara Malaysia berumur 20
tahun ke atas pernah bersekolah seramai 1,150,115
orang pada tahun 2010 dan 819,128 orang pada
tahun 2000.
• Dalam kategori tersebut, peratusan mereka yang
mempunyai pendidikan tinggi meningkat daripada
11% pada tahun 2000 kepada 12% iaitu 139,085
orang pada tahun 2010.
• Data menunjukkan ada peningkatan peratusan
wanita yang mempunyai pendidikan tinggi kepada
13% pada tahun 2010 berbanding 11% pada tahun
2000.
PENDIDIKAN: KADAR LITERASI
Sumber:
Laporan Ciri-ciri Pendidikan dan Sosial Penduduk 2000,
Jabatan Perangkaan Malaysia
Laporan Ciri-ciri Pendidikan dan Sosial Penduduk 2010,
Jabatan Perangkaan Malaysia
Lelaki,
445,568
Lelaki,
624,498
Perempuan,
373,560
Perempuan,
525,617
- 500,000 1,000,000
2000
2010
Warganegara Malaysia berumur 20 tahun ke atas
pernah bersekolah, Sarawak
PENDIDIKAN
Graf 14 : Kadar Literasi 2010 & 2000
Graf 15 : Warganegara Malaysia berumur 20 tahun ke atas
pernah bersekolah, Sarawak
Graf 16 : Warganegara Malaysia berumur 20 tahun ke atas
pernah bersekolah, Sarawak
93.5%
85.0%
97.3%
92.6%
75 80 85 90 95 100
Malaysia
Sarawak
Kadar Literasi bagi warganegara Malaysia
berumur 10-64 tahun
2010
2000
11% 12% 11%
12% 11%
13%
Jumlah Lelaki Perempuan
Peratusan Warganegara Malaysia berumur 20
tahun dan lebih yang pernah bersekolah
mempunyai pendidikan tinggi di Sarawak
2000 2010
12
13. • Sekolah adalah termasuk sekolah kerajaan,
bantuan kerajaan & swasta.
• Terdapat sebanyak 1,272 buah sekolah
rendah dan 208 buah sekolah menengah
pada tahun 2018.
• Bilangan sekolah rendah tidak menunjukkan
pertambahan, manakala sekolah menengah
bertambah 16 buah berbanding tahun 2010.
• Bagi bilangan guru sekolah rendah dan
menengah, terdapat pertambahan sebanyak
4% (1,565 orang) pada tahun 2018
berbanding dengan tahun 2010, dengan
masing-masing guru sekolah rendah 886
orang dan guru sekolah menengah 679
orang.
BILANGAN PELAJAR SEKOLAH DI SARAWAK
• Pelajar sekolah adalah termasuk pelajar sekolah
kerajaan, bantuan kerajaan & swasta.
• Pada tahun 2018, bilangan pelajar sekolah di
Sarawak adalah seramai 479,296 orang dengan
57% pelajar sekolah terdiri daripada pelajar sekolah
rendah.
• Bilangan pelajar berkurang 5% (24,687 orang)
berbanding tahun 2010 yang berjumlah 503,983
orang. Pengurangan pelajar berlaku pada kedua-
dua pelajar sekolah rendah dan menengah.
• Situasi ini selari dengan pengurangan pada struktur
umur muda dan kadar kelahiran kasar di Sarawak.
BILANGAN SEKOLAH DAN GURU DI SARAWAK
Sumber:
Jabatan Pendidikan Sarawak
Buku Tahunan Perangkaan Sarawak
15,886
9,383
25,173
15,436
26,059
16,115
Guru Sekolah Rendah Guru Sekolah Menengah
Bilangan Guru Sekolah di Sarawak
2000 2010 2018
1,261 1,273 1,272
165 192 208
2000 2010 2018
Bilangan Sekolah di Sarawak
Sekolah Rendah Sekolah Menengah
278,142
289,930
275,560
177,737
214,053
203,736
0 100,000 200,000 300,000 400,000 500,000 600,000
2000
2010
2018
Bilangan Pelajar Sekolah di Sarawak
Sekolah Rendah Sekolah Menengah
Graf 17 : Bilangan Sekolah di Sarawak
Graf 18 : Bilangan Guru Sekolah di Sarawak
Graf 19 : Bilangan Pelajar Sekolah di Sarawak 13
15. Daerah Kuching merekodkan jumlah institusi kesihatan yang meliputi
hospital, klinik dan klinik pergigian paling tinggi sebanyak 103 buah pada
tahun 2018. Daerah Kuching juga menempatkan hospital terbesar di Sarawak
iaitu Hospital Umum Sarawak. Daerah yang mencatatkan jumlah institusi
kesihatan kedua tertinggi ialah daerah Sibu dengan jumlah sebanyak 54
buah, diikuti daerah Miri sebanyak 53 buah institusi kesihatan. Manakala
daerah yang mempunyai institusi kesihatan paling sedikit adalah daerah
Tebedu dan Kabong iaitu masing-masing 4 buah.
Nota: Klinik (Termasuk Klinik Kesihatan, Klnik Desa, Kl;inik 1 Malaysia, KKIA dan Klinik Bergerak
Klinik Pergigian ( Termasuk awam, sekolah, bergerak & pasukan pergigian bergerak)
Bilangan Hospital dan Klinik Kerajaan di Sarawak, 2018 (samb..)
SONG
Klinik: 8
Klinik Pergigian: 4
KAPIT
Hospital : 1
Jbt. Pesakit Luar: 1
Klinik: 10
Klinik Pergigian: 7
BELAGA
Klinik: 9
Klinik Pergigian: 3
TATAU
Klinik: 9
Klinik Pergigian: 2
BINTULU
Hospital : 1
Klinik: 7
Klinik Pergigian: 11
MARUDI
Hospital : 1
Jbt. Pesakit Luar: 1
Klinik: 7
Klinik Pergigian: 9
LAWAS
Hospital : 1
Klinik: 13
Klinik Pergigian: 7
MIRI
Hospital : - 1
Jbt. Pesakit Luar: 1
Klinik: 16
Klinik Pergigian Pakar:3
Klinik Pergigian: 32
LIMBANG
Hospital : 1
Jbt. Pesakit Luar: 1
Klinik: 9
Klinik Pergigian: 8
TELANG USAN
Klinik: 21
BUKIT MABONG
Klinik: 11
Klinik Pergigian: 7
SUBIS
Klinik: 8
SEBAUH
Klinik: 9
Klinik Pergigian: 2
BELURU
Klinik: 8
DARO
Hospital : 1
Klinik: 6
Klinik Pergigian: 3
MUKAH
Hospital : 1
Jbt. Pesakit Luar: 1
Klinik: 9
Klinik Pergigian: 6
SARIKEI
Hospital : 1
Jbt. Pesakit Luar: 1
Klinik: 7
Klinik Pergigian Pakar: 1
Klinik Pergigian: 10
MATU
Klinik: 7
Klinik Pergigian: 2
DALAT
Hospital : 1
Jbt. Pesakit Luar:1
Klinik: 4
Klinik Pergigian: 4
MARADONG
Klinik: 2
Klinik Pergigian: 7
TG. MANIS
Klinik: 5
PAKAN
Klinik: 9
Klinik Pergigian: 1
JULAU
Klinik: 12
Klinik Pergigian: 2
KANOWIT
Hospital : 1
Jbt. Pesakit Luar: 1
Klinik: 8
Klinik Pergigian: 6
SIBU
Hospital : 1
Klinik: 18
Klinik Pergigian Pakar:3
Klinik Pergigian: 32
SELANGAU
Klinik: 8
Klinik Pergigian: 2
Sumber:
1. Jabatan Kesihatan Negeri Sarawak
2. Buku Tahunan Perangkaan Sarawak, 2018
Rajah 5: Bilangan Hospital dan Klinik Kerajaan di Sarawak, 2018
15
16. 934
986
986
983
983
1,065
959
995
1,005
2,465
2,519
2,499
2,515
2,541
2,541
2,537
2,671
2,723
358
358
358
358
338
338
464
338
338
1,161
1,161
1,161
1,161
1,161
633
637
633
633
0 500 1,000 1,500 2,000 2,500 3,000
2010
2011
2012
2013
2014
2015
2016
2017
2018
Klinik Institusi Khas Hospital Daerah Hospital Umum
Bilangan katil bagi 21 buah hospital daerah di Sarawak pada
tahun 2018 merekodkan jumlah tertinggi sebanyak 2,723
buah katil dengan peningkatan tahunan sebanyak 1.9%
berbanding 2,671 buah pada tahun 2017. Bilangan katil
hospital umum juga mencatatkan pertambahan sebanyak
1.0% kepada 1,005 buah (2018) berbanding 995 buah
(2017). Sementara itu, jumlah katil bagi klinik dan institusi
khas masing-masing kekal sebanyak 633 dan 338 buah pada
tahun 2017 dan 2018.
Bilangan Katil di Hospital dan Klinik Kerajaan di Sarawak, 2018
Sumber:
1. Jabatan Kesihatan Negeri Sarawak
2. Buku Tahunan Perangkaan Sarawak, 2018
Graf 20 : Bilangan Katil di Hospital dan Klinik Kerajaan di Sarawak, 2018
16
17. Ischaemic
heart diseases
9.4%
8.2%
Pneumonia
7.6%
Cerebrovascular
diseases
Other heart diseases
6.2%
Remainder of diseases of
the respiratory system
4.4%
5 Sebab
Kematian
Utama
1
2 3
4
5
Nota: 1 Merujuk kepada doktor kerajaan dan swasta
2 Merujuk kepada Jururawat, Jururawat Pergigian dan Jururawat Masyarakat
Penyakit ischaemic heart diseases mencatatkan peratusan tertinggi bagi punca kematian
yang disahkan secara perubatan di Sarawak bagi tahun 2018 iaitu 9.4%. Ini diikuti oleh
pneumonia sebanyak 8.2 % dan cerebrovaskular diseases sebanyak 7.6%. Other heart
diseases berada pada kedudukan keempat tertinggi punca kematian iaitu sebanyak 6.2%
dan remainder of diseases of the respiratory system merekodkan kedudukan kelima dengan
4.4%.
Bilangan Anggota Perubatan yang Berdaftar di Sarawak, 2018
5 Sebab Kematian Utama di Sarawak, 2018
Pada tahun 2018 bilangan doktor
meningkat sebanyak 18.2% kepada
4,109 orang (2017: 3,475 orang).
Doktor pergigian turut menunjukkan
peningkatan daripada 476 orang kepada
477 atau 0.2%. Bagi pembantu
perubatan juga merekodkan
peningkatan jumlah anggota sebanyak
5.4% kepada 1,808 orang berbanding
1,715 orang pada 2017. Berbeza
dengan anggota Jururawat yang
mencatatkan penurunan sebanyak 2.2%
kepada 8,568 orang (2017:8,762
orang).
Pembantu
Perubatan
4,109
3,475
477
476
Doktor1
Doktor
Pergigian1 Jururawat2
1,808
1,715
8,568
8,762
Tahun 2017
Tahun 2018
Sumber:
1. Jabatan Kesihatan Negeri Sarawak
2. Buku Tahunan Perangkaan Sarawak, 2018
Rajah 6: 5 Sebab Kematian Utama di Sarawak,2018
Graf 21 : Bilangan Anggota Perubatan yang Berdaftar di Sarawak, 2018
17