
Upskilling Bharat: Unlocking the workforce potential of Tier 2 & 3 cities, ET Education
AI, cloud computing, and cybersecurity jobs have surged 20–38% YoY in Tier 2/3 cities, driven by GCC expansions and flexible hiring models
Hiring in Tier 2 cities has outpaced Tier 1 metros: job openings up ~42% vs. 19%, with IT, BFSI, manufacturing, retail, and healthcare leading the charge
Advt
Develop 'City-as-a-Campus' models, industry-integrated learning hubs focused on sustained local talent pools
Incentivize hiring from non-metros through employer skill credits and regional employment-linked tax benefits
Advt
Raising awareness on the importance and inevitability of skill development among local bodies, communities, institutions, and leaders
Focused campaigns in vernacular text and context on the benefits of skilling and upskilling
Establishing offline/physical skill hubs and incubation centers, where learners can learn and practice theoretically and practically
Optimize public-private partnerships to bring in the required tech infrastructure and demand for skills in non-metros and train local talent for deployment
Embed career discovery and counselling modules in high schools and polytechnics to raise aspiration and guide early choices
Establish Digital Skilling Nodes co-owned by academia, employers, and local bodies to deliver stackable credentials and job pathways
Use AI-based skill-to-role mapping engines to personalize learning journeys and directly link upskilling to hiring opportunities
Establish regional Talent Intelligence Dashboards for data-driven workforce planning
Enable 'Skill Equity' by design – via interoperable credentials, multilingual content, and job-linked upskilling for underserved cohorts
Foster inclusive industry ecosystems where GCCs, MSMEs, EdTechs, and government co-create future-ready talent
'The future belongs to young people with an education and the imagination to create' -Barrack Obama India stands as a powerhouse of young, talented, and aspirational youth. As the former USA president said. This World Youth Skills Day , India celebrates the immense potential of India's youth and the crucial role skill development plays in shaping their future and, by extension, the nation's destiny.According to stats from India Employer Forum While conventional focus has been predominantly on tier I cities when it comes to skill development, true potential lies untapped in India's tier II and III cities. Youth in these regions are knowledge-hungry, consistently creating opportunities, and are keen on solving region-native concerns through indigenous solutions.Besides, with the help of government initiatives and improving infrastructure, tier II and III cities are attracting several tech companies, GCCs and data centers as well. Regions like Vadodara, Bhubaneswar, Jaipur, Coimbatore, Mysore , Thrissur and more are burgeoning IT hubs with several startups and e-commerce ventures, embracing digital transformation.We are at the perfect point in time to emphasize strategic skill development initiatives to nurture a robust pipeline of future-ready talent to complement the IT boom and boost balanced regional development.Such initiatives will not only reduce pressure on the already strained urban infrastructure but foster localized economic systems, leading to holistic development.An interesting statistic from 2023 reveals that online learning increased by 32% in tier II and III cities. Besides, India is home to over 954mn internet subscribers, with rural users alone expecting to surpass 504mn by the end of 2025.With democratized infrastructure such as reliable 5G rollout, access to affordable digital devices, and supportive education policies, barriers such as geography, language, schedules and more are no longer restricting learners. Aspirants even in the remotest parts of the country now get access to quality education and get a similar exposure their counterparts would get in tier-I cities.This has paved the way for learning without them needing to relocate or spend excessively. The digital learning revolution in India has made education a level playing field, ensuring that ambition and dreams are not compromised.A key actionable strategy to improve access and momentum include promoting mobile-first skilling platforms optimized for low-bandwidth regions with voice-based interfaces. Additionally, launching industry-curated nano-certifications (3–6 weeks) aligned to high-demand roles in IT support, MedTech servicing, FinTech operations, and Industry 4.0 roles helps bridge the skills gap by offering targeted, job-ready training that meets current industry requirements.A stark reality that we must collectively acknowledge is the persisting skill gaps in India. Over the last few years, we have observed that it is a perpetual struggle and effort to keep up with evolving tech demands. And upskilling is an inevitable part of the journey.Alarming statistics from the Economic Survey 2023-24 reveal that only 51% of the graduates are employable. Meaning, while they possess a degree certificate, they lack the essential skills to thrive and shine in their chosen careers.To foster an inclusive ecosystem, where graduates from across the nation cultivate necessary skills, a multi-pronged, collaborative approach is required such as:While vernacular content and AI-driven learning are highly recommended, the goal is to transform tier II and III youths into skilled professionals; to make them not only employable but kindle entrepreneurial spirit in them.To achieve this, promotion of blended learning models is suggested. Experiential learning modules that emphasize doing over learning are what will make the youth pick up actionable skills over certificates.Apart from this, universities and IT hubs that are established in non-metros should also collaborate to reinvent curriculum and content to nurture futuristic skills that will make them employable and put learners on a global pedestal. A lot of such partnerships between premier institutes and GCCs already exist in India.We are first-hand witnesses to India's promising digital revolution and what we are looking at is the rise of a resilient India.
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- Hindustan Times
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The real cliff emerged at mid-career levels, often coinciding with life stages that demanded care responsibilities, relocation decisions, or cultural compromises. GCCs, with their layered reporting structures and alignment to global business units, often unintentionally reinforced this drop-off by equating visibility with physical presence, leadership with linear continuity, and performance with time spent rather than outcomes delivered. But over the past few years, there has been a quiet reordering of these norms with skills becoming the ultimate currency. Catalysed by the pandemic and sustained by growing acceptance to implement alternate ways of managing work and careers, many leading GCCs are rearchitecting what flexibility actually means. No longer confined to remote work alone, flexible policies today include return-to-work upskilling programmes, on-demand expertise through project-based gig talent, asynchronous collaboration frameworks, skills- and outcome-focused performance reviews, and - crucially - leadership paths that prioritise deep expertise over age, tenure, or location. This evolution has been particularly significant for women. In interviews and field research across leading centres in Bengaluru, Hyderabad, and Pune, senior women leaders consistently highlighted that innovative work models allowed them to reclaim agency over their careers. By shifting the focus to skills rather than hours worked, emphasizing outcomes over physical presence, reducing the need for daily commutes, and enabling greater control over their schedules, these models have made it easier to balance care responsibilities without stepping off the career track. This flexibility, in turn, has empowered women to pursue roles aligned with their aspirations and expertise - roles they might have previously deferred or declined. Importantly, these changes aren't merely anecdotal: Internal data from several GCCs show a significant rise in the promotion rates of women since 2021, especially into leadership development cohorts. Another emerging trend is the decoupling of leadership and skill development from traditional linearity. Women who took breaks for caregiving, elder care, or relocation are now being brought into fast-track programs through returnship initiatives. Unlike earlier models that offered a second chance but often with a stigma, today's high-performing GCCs treat such returns as a strength - valuing lived experience, attracting new-age skills, learning agility, and diverse perspectives in global-facing roles. Skill-based, flexible career models - which define roles anchored to expertise rather than rigid job descriptions and hierarchies - are also creating more diverse career options for women. Whether it's fixed-term contracts or project-based assignments, these models allow talented professionals to contribute on their own terms while organisations gain access to highly specialised skills. For example, one GCC engaged two seasoned independent women consultants - one in HR strategy and one in branding & communications - on a flexible basis through IndusGuru, an on-demand talent platform that helps organisations engage with curated independent & freelance professionals. The GCC needed expertise to support its transformation agenda and establish robust people practices but also wanted a scalable, cost-effective solution. The company was introduced to a highly experienced HR consultant - with expertise spanning telecom, media, insurance, and healthcare - through this flexible talent model. Contributing three days a week, she shaped HR policies, capability frameworks, and engagement programmes, resulting in clearer metrics and processes, better talent management and leadership development, and more engaged, upskilled employees, all without the constraints of a traditional full-time role. It's also worth noting that a well-considered location strategy across GCCs is gradually transforming hiring itself. Organisations are starting to tap into Tier-2 and Tier-3 talent pools by offering remote or hybrid roles, making it easier for women with mobility or caregiving constraints to pursue high-value work without uprooting their lives. Some GCCs have even reported a rise in female applicants for roles traditionally less chosen by women - such as DevOps, product management, or infrastructure - once those positions were explicitly advertised as hybrid or remote. However, flexibility alone is not a silver bullet. It requires thoughtful, deliberate implementation. 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- The Hindu
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