Skilling

Companies may offer resources and opportunities, but the individual is the one who must take responsibility for the growth. The employee and the organisation both benefit from this approach as it creates a learning and agile culture.

Implementing effective upskilling programs is often more complex than simply rolling out training sessions. One of the biggest obstacles organisations face is the lack of clear communication with stakeholders.

The major shift is the adoption of the latest tools, techniques and technologies, including AI and ML, being the latest addition.

While large enterprises set the standards for structured capability-building, MSMEs hold the edge in agility and problem-solving speed, making them powerful drivers of inclusive and grassroots-level workforce transformation.

Managing the skills shift to avoid exacerbating unemployment- especially as industries evolve due to technological advancement, climate transition, or globalisation-requires a coordinated, forward-looking approach.

Technology adoption, skill transformation, human-centred leadership, and agile workforce management are necessary to boost productivity, drive innovation, and enhance resilience in dynamic environments.

The organisations that succeed will not be those that automate the fastest, but those that align automation with a future-ready, empowered workforce. Balancing the two will ensure both productivity and social responsibility.

Networking is a powerful tool for personal and professional growth. It is a deliberate and gradual process that requires effort, patience, and a genuine desire to connect with others.

There is certainly an aspect of skills and competence but the larger issue is about perspective. If the managers build perspective and change their paradigm, it will spur them to re-skill themselves. How do you decode the Middle Riddle? What are the most relevant issues involved with  middle...

The process of building a pipeline of talented future leaders requires creating room for both internal and external candidates for each role. The internal leaders are known to appreciate values and culture of the organization as continuity whereas the freshness and learning from cross-companies...