AI will top the list of skills needed in 2025: that’s what most professionals believe. According to upGrad Enterprise’s Workforce Wishlist 2025 study, 83% of professionals prioritise upskilling in artificial intelligence, making it the most in-demand talent across industries. Skills in cloud computing, cybersecurity, green technology, and data analytics are also quickly becoming popular alongside AI, indicating a fundamental change in company goals and workforce expectations.
Employees today are actively looking for possibilities, putting greater demands on their employers, and emphasising education when choosing a career. But are organisations keeping up? That is the biggest question today.
People Matters in association with upGrad Enterprise, hosted a webcast on Workforce Wishlist 2025: The Skills That Will Define the Future to find answers to this. The virtual session had a diverse panel featuring Ajanta Chatterjee, Group Head of Talent Management, Learning & Development, Culture & DEI at JSW Group; Surya Mohapatra, Global Talent Skilling Head at Wipro Enterprise Futuring; and Thejaswini Unni, Vice President at upGrad Enterprise.
Let’s dive into the key takeaways from the webinar, highlighting how businesses can bridge the gap between workforce aspirations and corporate learning initiatives.
Keeping pace with technology: The challenges of workforce skills and upskilling
The biggest challenge organisations face today in skilling and upskilling is keeping pace with the rapid evolution of technology. As Surya Mohapatra noted, “Skill is the new currency.” Without the right skills, even the most established organisations risk obsolescence. The key struggle lies in ensuring that employees across diverse sectors, geographies, and job roles are continuously upskilled to meet shifting industry demands.
The speed of technological change adds another layer of complexity–learning programmes must be developed and deployed swiftly to remain relevant. Ajanta Chatterjee reinforced this, emphasising that talent leaders must not only focus on current needs but also prepare employees for future roles that may not yet exist. This is particularly critical in industries like manufacturing, where AI and automation are reshaping job structures.
Another pressing issue is embedding capability-building as a core business priority. While organisations track productivity and financial performance meticulously, many fail to place equal importance on developing workforce capabilities. Ajanta highlighted the need for business leaders to proactively assess whether their teams possess the skills required to sustain and scale future operations. Without this mindset shift, organisations risk being reactive rather than strategic in their skilling initiatives.
Strategic approaches to closing skill gaps
To bridge skill gaps effectively, organisations must take a structured and forward-looking approach to skilling. A key strategy is aligning skilling initiatives with both current and future industry demands.
As Surya pointed out, businesses must continuously assess the impact of emerging technologies like AI and cloud computing by asking three fundamental questions: Which roles will become redundant? Which roles will be repurposed? And what new roles will emerge?
By reassessing these trends on a quarterly basis, companies can proactively upskill employees in evolving domains like cybersecurity, data analytics, and AI while also reskilling those whose jobs may be at risk of redundancy.
Beyond technical skills, businesses must also focus on cross-skilling—enabling employees to transition into new, high-demand roles—and even out-skilling, where individuals are trained for career opportunities beyond their current organisation.
In addition to technical competencies, soft skills have taken on renewed importance in this rapidly changing environment. Thejaswini Unni highlighted how AI-driven transformations have led to an increased emphasis on leadership capabilities such as negotiation, decision-making, and problem-solving. New soft skill terminologies, such as resilience and adaptability, have gained prominence, reflecting the need for professionals who can navigate uncertainty and drive innovation.
As companies accelerate their AI adoption: IBM reports that 28% of organisations are now scaling AI experiments compared to just 6% last year–ensuring that employees are equipped with both technical expertise and human-centric skills is crucial. A holistic skilling strategy that balances digital proficiency with strong interpersonal and leadership skills will be vital in building a future-ready workforce.
Rethinking learning models for career growth
As businesses navigate an era of rapid technological advancements, the effectiveness of learning models hinges on their alignment with business outcomes and workforce needs. Thejaswini Unni emphasised that a successful learning framework must balance high-tech and high-touch elements, blending self-paced digital modules with live virtual and in-person sessions.
This hybrid approach ensures scalability while catering to diverse learning preferences. For example, highly regulated industries like banking require structured compliance training, whereas technology-driven domains demand hands-on lab-based learning.
Ajanta Chatterjee further highlighted the importance of fostering both a learner’s ecosystem and a learner’s mindset. Organisations like JSW Group have implemented structured technical leadership programmes, combining academic collaborations with real-world application projects. Digital platforms, such as the Steel Technical Academy, provide continuous learning opportunities through a vast library of courses tailored to evolving industry needs.
These initiatives showcase how companies can drive career development by integrating digital tools with experiential learning, ensuring employees gain not only theoretical knowledge but also practical expertise. By continuously innovating learning models and staying attuned to business requirements, organisations can future-proof their workforce and create sustainable career growth pathways.
Skilling as a retention and engagement strategy
In today’s dynamic workplace, skilling is not just a learning initiative but a critical retention strategy. Employees are more likely to stay with organisations that invest in their career growth, aligning skilling programmes with individual aspirations and business needs. Ajanta Chatterjee emphasised the importance of linking development programmes–whether leadership or high-potential initiatives–to employees’ career goals, ensuring they feel empowered and valued. Organisations like JSW Group have successfully embedded career progression within skilling frameworks, making learning journeys aspirational rather than obligatory.
Surya introduced the concept of the four P’s: Profit, People, Purpose, and Planet, which highlight career development as a business priority. AI-powered talent management platforms are revolutionising career navigation, providing employees with real-time insights into available opportunities, required skills, and mentorship resources.
This ensures employees are not only upskilled but also actively engaged in shaping their professional journeys. Innovation in learning, such as AI-driven skill assessments, gamification, and self-paced AI-enabled mock interviews, is transforming the skilling landscape. These advancements make learning more interactive, accessible, and tailored to individual needs while also addressing organisational competency gaps.
The integration of technology-driven skilling programmes with strategic career roadmaps fosters a culture of continuous learning, adaptability, and career ownership. As businesses evolve, ensuring that learning remains engaging, relevant, and aligned with both individual and organisational aspirations will be key to retaining top talent and driving long-term success.
Strengthening workforce readiness through educational partnerships
Collaborating with educational institutions presents a valuable opportunity for organisations to bridge the skills gap and ensure graduates are workforce-ready. By integrating industry-specific curricula into university programmes, setting up Centres of Excellence, and co-developing courses, companies can align academic learning with real-world business needs.
Such partnerships allow students to gain relevant, hands-on experience while employers benefit from a talent pool that is already familiar with industry trends and expectations. Additionally, these collaborations help academic institutions stay updated with rapidly evolving technological and business landscapes, ensuring that graduates are equipped with the latest knowledge and skills.
Future-proofing skills with continuous review
The rapid evolution of technology and industry demands a proactive approach to workforce skilling. The half-life of skills has significantly decreased, necessitating frequent updates to training programs. Organisations must continuously assess and refine their skilling initiatives to keep pace with emerging trends.
Establishing skill boards comprising industry experts, business leaders, and learning professionals can help organisations predict future skill demands and devise strategic upskilling roadmaps.
Moreover, collaborations with industry bodies, digital learning platforms, and training providers ensure that learning content remains relevant and adaptable. Continuous dialogue with business leaders is crucial, as skill-building efforts must align with shifting market needs. Organisations that prioritise lifelong learning and agile skill development will remain competitive, innovative, and future-ready.
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