By Avinash Joshi
Digital transformation is constantly changing how operations are run across industries and the nature of the workforce today. For instance, in IT and SaaS sector, crucial processes such as software testing and cybersecurity monitoring are being increasingly automated through AI-powered tools. These tools make it possible to automate nearly 50% of work processes globally. The need of the hour is to start seeing ‘Learning and Development’ as a function integrated into operations, and not as a separate and discretionary initiative managed by HR alone.
Skills we need for future
Before embarking on upskilling efforts with an eye on the future sustainability of the workforce, it is important to identify core skills. For instance, IT is the smallest skills category now, but with the rapid digital transformation, it is likely to account for 55% of skill demand by 2030. These skills are essential to ensure that the workforce remains well-versed with new emerging technologies.
Another major focus area is social and emotional skills like leadership, team management, negotiation, etc. While the tasks requiring physical labour would decrease with time, higher-level human skills such as creative thinking need to be integrated into upskilling efforts.
Jobs will be replaced, not opportunities
One of the biggest concerns today is that AI and automation will render people jobless. However, upskilling is the sure-shot way to address these concerns. Automation is expected to replace about 15% of the jobs by 2030. However, when we see impact made by upskilling, the number of jobs that are no longer relevant will go down to 9% by 2025, and this decline will continue. On the other hand, emerging job opportunities will grow from the current 7.8% to 13.5% of the total workforce in the same period.
Further, when organisations upskill their employees, they are likely to find it easier to adopt emerging technologies and gain an edge over their competitors. With the right approach, it is possible to build an ecosystem-wide culture of continuous learning that focuses on achieving organisational objectives alongside ensuring the sustainability of employment. Large IT companies need to become early adopters of the change by integrating continuous and regular learning initiatives into their HR frameworks.
Environmental side of upskilling
Lastly, upskilling strategies now need to emphasise on the environmental side of the way we work. Energy efficiency, usage of renewable energy and development of hardware and software to reduce the carbon footprint of mobility are some of the key climate-tech areas that upskilling initiatives must focus on.
To create winning businesses, it is imperative that we see upskilling as the new way of working with a focus on three core areas of business growth, employee personal development, and the overall environmental and social impact of business operations.
The author is CEO, NTT India
