Skills and employability are at the centre of the changing world of work, as AI, technology and evolving job roles reshape how people work. As organisations move towards more skill-based structures, the ability to learn, adapt and apply new capabilities is becoming increasingly important. This is also changing how organisations approach skilling, reskilling and workforce development.
In this conversation with Dr. Madhuri Dubey, Founder-Director, National Skills Network-NSN, Mr. Sanjay Shivnani, Advisor at Hindalco, Aditya Birla Group, discusses how the changing world of work is reshaping skills and job roles. He shares his perspectives on AI fluency, continuous learning, human skills, industry-academia engagement and the need to recognise the skills of India’s existing workforce.
Below are a few excerpts from our conversation. You can watch the full video on our YouTube channel.
Q. With the world of work changing rapidly, how does this impact the required skills and competencies?
A. The world of work is shifting from traditional, job-based structures to more dynamic, skill-based organisations, where humans, technology and AI increasingly work together. The demand is moving beyond routine task execution towards AI fluency; the ability to effectively use and collaborate with AI to perform and excel in a role.
This makes skills such as analytical thinking, problem-solving, collaboration, judgement and decision-making increasingly important. As AI provides more information, options and possibilities, employees need the ability to interpret these inputs and make informed decisions.
Traditional domain skills are also increasingly being complemented by digital acumen and AI fluency. At the same time, human capabilities such as communication, collaboration, resilience, adaptability and the ability to deal with ambiguity are becoming more important.
Q. What are the ways in which the skills of current employees are being re-engineered or their roles being re-purposed?
A. Employees are increasingly being reskilled from transformational and routine roles into higher-value roles focused on strategy, innovation, decision-making and data interpretation. AI is becoming a digital co-worker, enabling employees to enhance their capabilities and contribute at a higher level.
Organisations need to embed continuous learning into everyday work, with pathways for lifelong upskilling and reskilling. They also need to understand where an employee is today, where they need to be, and what competency gaps need to be addressed. This can help determine the right learning interventions as roles continue to evolve.
Q. Can sustainability be brought into the area of skill enhancement and retention?
A. In the current situation, sustainability means being mentally ready for change and having the ability to continuously adapt. It is less about having one system that can be repeated over time and more about developing the behavioural and mental agility to move with change.
This requires continuous learning, learning agility and the willingness to keep changing. The ability to unlearn and relearn is also an important part of sustainability. Ultimately, it is about an individual’s ability to remain relevant and continue contributing effectively as an employee, leader or professional in a changing workplace.
Also read: Aditya Birla Skills Centres: An Industry-Led Model for Skills and Employability
Q. In what ways is the change in the global work sector influencing industry-academia engagements?
A. Industry-academia engagement has been discussed for many years, but the changing world of work requires a stronger and more proactive partnership. Academia operates within regulatory frameworks, while industry has a direct understanding of changing workplace needs. Both need to work more closely to bridge the gap between education, skills and employment.
Industry can play a greater role in skill development and in recognising skills during hiring. Employers could give greater recognition to NSQF-aligned qualifications, skill certifications and demonstrated competencies alongside degrees and diplomas.
The starting point should be the end goal: employment. Skilling ultimately needs to lead to meaningful employment, and industry is the key stakeholder that provides those opportunities. Since industry is also a major beneficiary of a skilled workforce, its deeper participation can help strengthen the entire industry-academia-skills ecosystem.
Recognition of Prior Learning (RPL) can help recognise the skills and experience of workers who may not have formal certification. Through assessment and certification, RPL can provide evidence of existing competencies and help make skills more visible and meaningful to employers.
