Businesses seem to be changing at a relentless pace with the advent of AI and big data. Organisations exist in a VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) state rather than anticipating known risks. Change is the new normal and here to stay, we need to embrace it. Upskilling and staying relevant are much needed during these trying times and staying calm and focused can help put things in perspective. Ability to adapt is the most important skill at a time when companies are undergoing digital transformation and this skill takes precedence over technical knowledge, communication skills or problem solving – all of which are touted as important 21st century skills. But how do individuals as well as organisations build this crucial skill? View the report to know how to bridge the skill gap

1. Learning and Skilling
A Future Work Perspective

2. The Institution of Engineering and Technology
The IET is one of the world’s largest professional societies for engineers, headquartered in the UK. Soon to turn
150 years, the IET works closely with industry, academia and government in its mission to engineer a better
world. In line with this, the IET also has specific global initiatives around key sectors that are relevant to solving
problems that impact the society at large. In India, the IET has over 13,000 members and has wide ranging
activities in alignment with the overall global IET strategy that also includes sector focus in areas such as Future
technologies, Future of Mobility and Transport, as well as the Future of Work. Eminent engineers like Shri
Ratan Tata, Former Chairman Tata Sons, N R Narayana Murthy, Chairman Emeritus, Infosys and T V
Ramachandran, President, Broadband India Forum (Ex-Resident Director, Vodafone) are Honorary Fellows of
the IET.
With our members, we are driving innovation and change in the fields of engineering and technology. We
research, investigate, review and analyse the industry’s challenges, proposing solutions that will have a
significant impact on the world for years to come.
This document is a part of the IET’s Future of Work Series. In October 2019, the IET brought national and
international experts together to kick off conversations around Future of Work in India. Since then, we have
been actively working on taking forward discussions on the future of higher education, organisations and their
construct, individual skills and growth patterns and future frameworks for skilling and regulations. Our thought
leadership platform for the Future of Work brings stakeholders from various facets of the work ecosystem to
create joined roadmaps and outcomes to navigate through the evolving world of work. You can also read more
in India’s first Future of Work Playbook, launched by the IET that provides alternate perspectives on how
technology might shape the work practices and help building organisational structures to steer successfully
through the Future of Work. You can read this at shorturl.at/sIRY3.
Read more about our Future Technology focus as well as our panels here: https://india.theiet.org/innovation-
knowledge/. To become a volunteer and to contribute, please write to us at sectors@theiet.in
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of the document is © IET India 2020.
The information contained in this document should not be interpreted as a representation of the views of the
IET, nor should it be assumed that it reflects any of its current or future policy. The information cannot
supersede any statutory or contractual requirements or liabilities and is offered without prejudice.
While the authors, publisher and contributors believe that the information and guidance given in this work are
correct, all parties must rely upon their own skill and judgement while making use of them. Neither the authors
nor the publishers assume any liability to anyone for any loss or damage caused by an error or omission in the
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3. Businesses seem to be changing at a relentless pace with the advent of AI and big data. Organisations exist in
a VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) state rather than anticipating known risks. Change
is the new normal and here to stay, we need to embrace it. Upskilling and staying relevant are much needed
during these trying times and staying calm and focused can help put things in perspective.
Ability to adapt is the most important skill at a time when companies are undergoing digital transformation and
this skill takes precedence over technical knowledge, communication skills or problem solving – all of which are
touted as important 21st
century skills. But how do individuals as well as organisations build this crucial skill?
Organisations need to foster a culture of resilience and build empowered and agile teams. Agility helps
employees to think on their feet and lead innovation with ease.
The World Economic Forum in its report “Future of jobs report 2018” states that everyone who has a job will
need 101 days of average training to be able to do their job et al in 2022. With the change in world that the
pandemic has brought about, one can only imagine what the current number would be.
Smart and innovative ways of training ourselves as well as our organisations is the need of the hour to stay
ahead in the competition. According to Gallup – a global analytics and advice firm, mind set of leading change
will happen when leaders are able to 1) Inspire change at all levels 2) prioritise the behavioural and cultural
aspects of change 3) coach and empower people to create change.
In addition to AI, automation, machine learning and big data according to McKinsey, social and emotional skills
and high-level cognitive skills, such as creativity, critical thinking, decision-making and complex information
processing, will also be in demand in the future.
Learning and skilling for the future of work

4. Key Takeaways
The skills report
India’s skills report, an authentic report which is used as a reference by the President and Prime
minister to quote numbers, throws light on the following - of the 3.3 million seats available in the Indian
Universities, 2.2 million seats get occupied. Of those 2.2 million enrolled up to 1.3 million students
graduate. However, close to 0.7 million graduates end up getting a job, though not necessarily a well-
paid one. We get to understand from these numbers that infrastructure in India is not an area of
concern, there seems to be other factors that impact employability.
As per the skills reports published year on year, the employability index has improved from 33% to
48%. This indicates that there has been a consistent growth in terms of improving our skills, however,
there’s room for improvement.
Hiring focus shift
The Indian Hiring report which publishes the intent of hiring leads as part of the jobs data gives an
authentic agenda and not a politicised one. As per the report, in 2014 the intent of hiring shared by the
leads was 2% which translates into an exceptionally low addition to the workforce. The good news is
that the range has improved to 10% - 20% over the last five years and has never gone back to the
single digit number even in 2019 when we thought that the economy is bad and there is a market
slowdown. The companies were to still hire 10% of the seven lakh graduates in 2019 which is a big
number.
As per the world economic forum and McKinsey’s prediction, there are 4 billion people globally engaged
in some form of work. Of those 4 billion, 25%, which translates to approximately 1 billion, are going to
be displaced or will have to change jobs that will no longer last. The prediction further states that, India
has about 260 million people (26% of the 1 billion) who are going to be impacted. From this statistic we
get to understand that not only the front-line jobs in India where 80 million people are employed are
going to be impacted but also people engaged in other fields of work will have their jobs displaced.
While the estimates look gloomier due to the impact of the COVID-19 pandemic, fact remains that the
lower end of the workforce stands to lose more than those that are moving up the skills ladder.
The only industry that is keen on hiring engineering professionals is commerce. A noted software
service provider has hired 2,000 employees who are 12th
grade pass, who are now pursuing their
graduation while working. The intent behind this shift is that an engineer spends 4 years learning things
that are not used in the industry today. On the other hand, when you hire 12th
grade students train them
they would still be able to earn the degree in about 3 – 5 years with the wages they make pursuing part
time education. This trend would become the new world of work gradually.
Given the COVID-19 impact on jobs and income, we feel this trend is here to stay as more parents will
find it tough to bear the financial burden of sending their children to college – especially in the lower
middle class segment.

5. What does Future of Work look like?
According to the World Economic Forum and The Institute for the Future, Future of work will herald five
megatrends. Diversity and diversity initiatives will gain prime importance. Engineers and artists will work
together in laboratories looking for creative solutions to the most pressing problems. Our lives will be
both interdependent and run by algorithms. Health of the workforce will gain importance – especially
mental wellbeing. Lastly, extended responsibility in the form of CSR activities will take centre-stage.
Roadmap to bridging the skill gap
Skill predications have always been based on growth predictions and politico-economic scenarios.
However, with the pandemic affecting global supply chains and bringing global demands for most
products and services to a standstill, skills has once again become the most critical dialogue. Experts
connected to the IET have voiced that the pandemic has accelerated technology adoption in multiple
sectors and has brought the perceived timeline for automation forward. However, our ability to skill
needs to make this leap to be able to help the economy get back to some semblance of normalcy.
While skill providers have been putting bulk of their content online for free consumption and have seen
enrolment rates that are unheard of, skilling is much more than just watching video lectures and gaining
a certificate. We have been actively encouraging our student members to find internship /
apprenticeship opportunities to augment what they are learning virtually. These internships can be
virtual too.
We have also been encouraging our young professionals to focus on their continuous professional
development through the IET’s professional registrations. Skill providers are now working closely with
hiring managers and shaping their content based on the foreseeable demand. In some ways, the online
content players are bridging the proverbial skill gap faster than their academic counterparts.

6. The IET is also facilitating multiple content focused discussions with its Academic Affiliates and partners
in India to augment current curriculum with elements that could make their graduates ready for the job
descriptions of the future.
Future readiness of the HR function
With the kind of digital investment being made in the recent times, why is it that HR personnels struggle
with executing work at a faster pace? To succeed in a digital world, HR function needs to understand
three key things.
Firstly, automation is not equivalent to digital agenda. Much of the digital staff have nothing to do with
technology. HR leaders should be able to scout for technologies, argue for their benefits and lead
organisational investment in tech that is open and connected.
Secondly, future does not differentiate between people and HR data. Having a commonality is the key.
And lastly – ‘conversational’ is the new mantra. It is about getting rid of the mundane and creating
multiple touchpoints with your employees.
A lot of work and budgeting has gone into creating consumer experiences. However, much is not done
for creating employee engagement or experiences. HR personnel also need to reimagine their careers
and career ladders that involve design structures.
We live in the era of gig economy, where work has become hourly gigs. However, people are unable to
visualise the new organogram. Conversations are still dominated by ‘departments’ and hence we are
not able to ease into the idea of ‘fungible work’.
Job descriptions are a thing of the past and focus has shifted to obtaining key results during a quarter
and putting in efforts towards it.
For skill providers
But not all is bad when it comes to skilling. Reports from popular online learning platforms show a self-
directed learner is focused on upskilling which is directly linked to an aspirational career outcome.
According to the Chief of an online learning platform, “It’s been amazing to see that learners, who on an
average are 22 years old with 2 years of work experience and a take home of Rs 60,000 a month, are
willing to spend 2 lakh rupees for a course (5 months of their compensation) to make a career transition
and upskill themselves - particularly in technology as there is a fear of being irrelevant and hence the
need of keeping oneself up the edge.”
What we can aspire for is that skilling becomes part of an employee’s every day journey and not
something driven by fear or immediate results.

7. If you have a question or query, please feel free to reach out to us at sectors@theiet.in. Read more about our
work at india.theiet.org