Latest news with #skilldevelopment
Bloomberg
2 days ago
- Business
- Bloomberg
Tech Mahindra CEO on India's AI Capabilities
Tech Mahindra CEo and Managing Director Mohit Joshi discusses India's AI capabilities and company's plan for AI skill development. He speaks exclusively on Bloomberg's 'Insight with Haslinda Amin'. (Source: Bloomberg)
Yahoo
19-07-2025
- Business
- Yahoo
Ramit Sethi Explains That People Who Are Bad With Money Don't Have To Stay That Way: 'It's A Skill Like Anything Else'
Financial personality Ramit Sethi is baffled when people say that they are "just not good with money." It's fine to admit if you aren't good at something, but viewing your current state as a condition rather than something you can fix puts you out of the driver's seat. Sethi encourages people to correct their money habits instead of saying that they're just not good with money and calling it a day. "It's a skill like anything else," Sethi explains. By comparing money to any skill in life, Sethi offers a playbook for getting your finances right. Don't Miss: —with up to 120% bonus shares—before this Uber-style disruption hits the public markets $100k+ in investable assets? – no cost, no obligation. You Can Learn How To Be Good At Money Everyone has become good at things that they previously weren't good at. Some people become fast runners after many years of practice, or feel confident speaking on stage after creating many videos. However, you don't have to do something spectacular to know how to develop skills. Sethi brings up a very basic skill – walking – as his example. None of us knew how to walk when we were born, but most people can now walk fine. Some people can walk longer distances than others, but we all learn that skill from nothing. It takes consistent practice to learn how to walk. However, you have to know what makes for good practice. While the practice for walking is straightforward – put one foot in front of the other – practicing money is different. Trending: Named a TIME Best Invention and Backed by 5,000+ Users, Kara's Air-to-Water Pod Cuts Plastic and Costs — How To Practice Getting Good At Money We all have an idea of what it looks like to master your money. Your income exceeds your expenses, and you can make regular investments in your portfolio. You have enough money to spend on some things that give you pleasure, such as travel, but you're not going deep into credit card debt. You don't have to master every money habit on day one. It can start with monitoring your spending so you aren't buying anything impulsively. You can set up automatic investments in an ETF instead of trying to figure out how the stock market works. Your next step can involve creating a budget so you know your monthly income and expenses. Once you do the small steps and practice them consistently, you'll put yourself in a better position to make big money moves that lead to a better To The Long-Term Journey Mastering your money will take time. You won't have a seven-figure portfolio and a six-figure income overnight. It will likely take many years to reach those goals, especially if you are starting off with debt. If you want to master any skill in a meaningful way, you must commit to it for multiple years. It may be frustrating in the beginning as you make mistakes and feel overwhelmed as you consume new information. However, it gets easier over time. When you're on the journey of getting your finances under control, think about your main motivation. Are you a parent who wants to set your children up with a bright future? Do you want to be the main provider for your family so your spouse doesn't have to work full-time? Do you want more freedom and the ability to start a business that gives you full control over your schedule? Tying a strong motivation to making money can help you persevere when it gets difficult and commit to mastering your finances. Read Next: Warren Buffett once said, "If you don't find a way to make money while you sleep, you will work until you die." Image: Shutterstock Up Next: Transform your trading with Benzinga Edge's one-of-a-kind market trade ideas and tools. Click now to access unique insights that can set you ahead in today's competitive market. Get the latest stock analysis from Benzinga? APPLE (AAPL): Free Stock Analysis Report TESLA (TSLA): Free Stock Analysis Report This article Ramit Sethi Explains That People Who Are Bad With Money Don't Have To Stay That Way: 'It's A Skill Like Anything Else' originally appeared on © 2025 Benzinga does not provide investment advice. All rights reserved. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Forbes
13-07-2025
- Business
- Forbes
Managing Career Transitions—How To Be Ready When Your Job Disappears
Navigating career change—knowing when to leap from decline to growth. For decades, careers were built like ladders. Choose a field, specialize, and climb. But in today's world of disrupted industries and shortened skill lifespans, career development no longer follows a single path. It moves in cycles—growth, stability, and decline. Managing your career today means learning to navigate the transitions between these cycles—again and again. Step One: Know Your Career Cycle Every career, no matter the field or function, has a beginning, a peak, and an end. Yes—even if it feels like you're doing great—it will end. It's not a matter of if, just when. Unlike the old world of work, where a career arc stretched over decades, today it might last only a few years. You might find yourself in growth mode at 55, or hit decline at 35—not because of your performance, but because your job, your skills, or even your industry has changed. Take the case of junior coders who completed their degrees just before ChatGPT and other AI tools took off—only to find themselves laid off as companies began automating routine coding tasks. They didn't do anything wrong. But the role evolved faster than they did. And it won't be the last time. This is the new reality: recognizing a shift in your career cycle—not mistaking it for personal failure—is the first step toward moving forward. Knowing where you are in that cycle is your strategic advantage. Step Two: Use The Right Tools Navigating today's career landscape isn't just about talent or titles. It's about managing three key levers throughout your career life cycle: You build your network when your career is stable, not when it's in decline. That way, when the time comes to transition, this network becomes your early warning system, your learning hub, and your launchpad into what's next. It also ensures that new opportunities will find you. The most important career conversations happen in rooms you're not in. Someone says, 'Do you know anyone who can…'—and you want your name to come up. To make that happen, people in that room need to know who you are and what you bring. That's why you build a network before you need one—by expanding your circles while things are steady, inside and outside your organization or field. Stay in touch. Share what you're working on. This keeps you visible and reminds people of the value you offer—so when the right opportunity comes up, they'll ping you. You've likely seen them on LinkedIn—former colleagues who stay connected by sharing insights about navigating tough client negotiations, responding to shifting market demands, or reflecting on team wins and industry trends. These steady, low-pressure touchpoints keep their network warm—and help ensure they're top of mind when new opportunities arise. In a world of constant change, defining yourself by your current job is risky. Your title might not exist in a few years—or your company might not either. That's why your professional identity needs to evolve with you. Think in terms of skills, strengths, and impact. What do you know how to do? Who benefits from that? What kinds of problems are you good at solving? Make sure that identity shows up not just on your résumé, but in your online presence. Both should reflect you—not just your current role. If what you're describing becomes meaningless once you leave your job, it's not your identity—it's your job description. Reframe it. Highlight the value you brought, the impact you made, and the skills you gained. Make it clear what you can do for someone next. When someone Googles you—or visits your LinkedIn profile—they should immediately understand the value you offer. Don't just tell them how great you are—show them. A product lead, for example, might describe reducing launch time by 30% through better cross-functional alignment, or scaling a platform to support 10x more users. That kind of language doesn't just say 'I'm good at this'—it shows it, with results that speak for themselves. When you're in the thick of doing your job, it's easy to let learning slide. But that's a risk you can't afford in a world of disappearing roles and emerging skills. Personal development is how you scan the horizon. It helps you spot trends, explore interests, and prepare for new directions before you're forced to. Whether it's a new technology, a shifting market, or a reinvention entirely, staying curious and carving out time for growth keeps you from getting stuck when the cycle turns. Step Three: Embrace Transitions The hardest part of managing a modern career isn't the job itself—it's the space between jobs. The decline phase. The uncertainty. The blank slate. Most of us were trained to fear that in-between zone. But it's also where reinvention lives. And if you've built the right foundation—people who know your value, a clear identity beyond your last job title, and a habit of constant learning—you'll find the next path faster. Your Next Career Starts Long Before You Need It Careers today are built less like ladders and more like climbing walls—full of pivots, pauses, and reinventions. Managing your career isn't about locking into one path. It's about staying in motion—knowing when to hold on, when to shift, and when to reach for the next opportunity. Because the secret isn't to chase a 'forever job.' It's to build a toolkit that makes you ready for the next one—again and again.
Entrepreneur
01-07-2025
- Business
- Entrepreneur
MSME Workers Only Produce 14% Value of Large Enterprise Counterparts: Report
According to the report, 61 per cent of MSMEs said they had received no support from government-led skill and talent development programs. Only 39 per cent could confirm they had benefited in any way. You're reading Entrepreneur India, an international franchise of Entrepreneur Media. India's small and mid-sized manufacturing enterprises are carrying the weight of the country's industrial ambitions, but with productivity levels that are crippling their potential. While micro, small, and medium enterprises (MSMEs) employ 80 per cent of India's manufacturing workforce and generate 40 per cent of its output, their efficiency tells a different story. A report by Cushman & Wakefield lays bare a stark imbalance: each MSME worker produces just 14 per cent of what their counterpart in a large enterprise delivers. This gulf has wide-reaching implications. Comparable firms in other emerging economies are already pushing worker productivity to nearly 30 per cent, and in developed countries, the divide is even smaller. The report estimates that narrowing the productivity divide between MSMEs and large enterprises could add up to 10.5 per cent to India's GDP. But that progress masks a deeper disconnect. While infrastructure investments are helping modernize the sector at large, the benefits are not being felt equally across the ecosystem. Smaller firms, especially those employing fewer than 500 people, are largely being left behind. According to the report, 61 per cent of MSMEs said they had received no support from government-led skill and talent development programs. Only 39 per cent could confirm they had benefited in any way. Skill shortages, limited access to finance, and lack of guidance on technology adoption continue to stifle MSME competitiveness. Rahul Chandalia, founder and CEO of WOL3D, sees these issues firsthand. "MSMEs need targeted support in several key areas to ensure their growth and sustainability," he said. "Access to affordable credit remains a top priority, as many small businesses struggle with funding gaps and collateral requirements. Guidance on digital transformation and technology adoption is crucial, especially as MSMEs look to modernize operations and stay competitive." He further emphasized that skill development is essential to drive innovation and productivity. "Skill development and training both for entrepreneurs and their workforce are essential for productivity and innovation," Chandalia noted. "Market access, including support for marketing, exports, and participation in trade fairs, helps MSMEs expand their reach." Nearly 88 per cent of respondents acknowledged that large-scale infrastructure initiatives like the Bharatmala, Sagarmala, Dedicated Freight Corridors, and the National Industrial Corridor Development, had directly influenced their capital expenditure plans. Among larger firms, 94 per cent credited these infrastructure upgrades as crucial to their growth trajectory. Moreover, 93 per cent of companies operating within industrial parks or near new freight corridors reported tangible improvements in efficiency and profitability. Even as infrastructure builds out and large firms thrive, the long-term competitiveness of the sector is threatened by high logistics costs, a severe warehousing shortfall (just 0.2 square feet per urban resident compared to 47.3 in the US), and low levels of domestic value addition, which stand at 17 per cent versus China's 25 per cent. To move forward, the report urges a recalibration of priorities. Without narrowing the productivity gap and enabling MSMEs with real, operational support and not just policies on paper, the sector risks stalling under its own weight. Chandalia offers a roadmap: "Policymakers can help by strengthening credit guarantee schemes, increasing subsidies for technology and training, streamlining regulations, and raising awareness about government programs. While recent initiatives are positive, ongoing efforts to simplify access, reduce compliance burdens, and promote innovation are crucial."
Forbes
30-06-2025
- Business
- Forbes
Why Everyday Development Is Crucial To Closing The Skills Gap
The companies that will thrive aren't those with the most sophisticated training catalogs, they are ... More the ones whose managers can turn everyday interactions into accelerated learning experiences. Research by the World Economic Forum suggests that skill gaps are the "biggest barrier to transformation" as new AI and robotics technologies automate the workplace in the next five years—with 59% of workers needing upskilling or reskilling. Leaders face a challenge of cultivating the mindset, skills and organizational culture to support learning. But are their managers equipped to support this development effort? The Development Dilemma Hiding in Plain Sight Managers are expected to drive performance, deliver results and guide their teams toward organizational objectives. But in today's pressure-cooker environment, where deadlines dominate and resources are constrained, employee development can often feel like just another item on an already overcrowded to-do list. Even well-intentioned managers find development work squeezed out of congested schedules and relegated to quarterly reviews, formal training sessions and the occasional feedback conversations. The result? Inefficient and slow skill development that is bad for business and bad for morale. Employees struggle to apply what they've learned, managers become bottlenecks for problem-solving, and organizations fail to build the adaptive capacity they need to thrive. But what if development didn't require separate meetings or additional time blocks? What if the conversations already happening—team check-ins, problem-solving sessions, project debriefs—became powerful learning moments? This is the core insight behind everyday development: transforming routine managerial interactions into opportunities for growth. Rather than adding new responsibilities, it's about bringing developmental intention to existing conversations. The goal isn't more meetings or separate meetings for learning and development; it's making everyday interactions matter more. The Research Behind How People Actually Learn The idea of everyday development aligns with the 70-20-10 model, an observation dating back to the mid-1980s about how humans acquire skills. The model suggests that about 70% of our development comes from what we learn while doing our jobs, 20% through our engagement with peers and only about 10% from formal training. Many organizations focus their development efforts (and budgets) on the 10%—courses and training—while neglecting the 90% where most learning happens. It's not an argument against formal training; it's an argument for reinforcing formal training by incorporating its lessons into the routine of how we work, from putting things into practice, how we interact with others and the feedback we receive naturally as we get things done. The Manager's Critical Role in Learning Transfer Research by Professors Brian Blume, J. Kevin Ford, and Jason Huang confirms what the 70-20-10 model suggests: managers play a crucial role in whether learning translates into improved performance. Their comprehensive review of studies on informal learning found that managers who effectively support employee development typically provide three types of support: Direct Assistance: Managers provide resources and remove obstacles to learning. They can hold casual conversations or formalized reviews where they discuss gaps in skills and help employees develop learning plans. Managers can then create opportunities where these new skills will be used and conduct regular check-ins on how skills are being put into practice. Guidance: Managers offer feedback, help employees reflect on their experiences and provide advice on how and where to apply new learning. They coach employees through the learning process, making room for failure and encouraging experimentation. Managers can boost motivation by discussing how a new skill will benefit the team member and the company. Emotional Support: Managers should foster a safe environment where employees feel valued and motivated to learn. Throughout their discussions with team members, managers should also respect the employee's current abilities and agency. Finally, managers can play a role in boosting employees' confidence as they learn new skills by showing interest in their development. The researchers say managers are 'a key source of support for employees and assist employees in navigating the opportunities for informal learning that exist in their environment. Managers can inspire and encourage learners to be self-driven in learning the information they need, which fosters curiosity.' Without this support, even the best training programs fail to translate into improved performance. Everyday Development in Practice Managers and leaders constantly give feedback, from notes on an active task to long-term strategic guidance. Sometimes an employee comes to the manager for help. At other times, the manager notices an area for improvement. In both cases, the default is to "fix and tell." This approach can occasionally resolve the immediate issue, but it ensures that when an employee encounters a future problem, they'll return to you to solve it. That takes up your time and takes away an opportunity for growth. Everyday development is as simple as switching a directive to a question. So the next time an employee asks for help, instead of saying "Here's what you should do," you can ask "What are the barriers getting in your way?" or "What do you think we should do next?" That's it! That question becomes an invitation for the employee to share what's really going on—and for the manager to really listen. The difference isn't more training, it's developmental intention in everyday interactions. Building Learning Velocity: Three Core Skills Organizations that master everyday development create the ability to acquire and apply new skills faster than change happens around them. This requires managers to develop three foundational capabilities: 1. Listening to Learn Move beyond listening-to-respond or solve problems. Focus on understanding what's really happening for the other person. Practice asking "What else?" to go deeper into their thinking. 2. Powerful Inquiry Ask questions that expand possibilities rather than narrow them. Replace "Did you follow my suggestion?" with: "What options are you considering?" or "What's your take on this situation?" 3. Practical Empathy Acknowledge the emotional reality of learning something new. Sometimes the observation, "That sounds challenging," provides more value than immediate technical advice. Three Questions That Transform Any Conversation Here are three questions that can turn routine interactions into development opportunities: These questions work because they respect the other person's thinking while creating space for growth. Making It Work: Start with Your Next Conversation The beauty of everyday development is its accessibility. You don't need budget approval or formal programs to begin. You need intention and practice with the three core skills. Feedback is an abundant entry point for everyday development, but there are other routine interactions: The Competitive Advantage Hidden in Plain Sight In a world where AI can automate routine tasks faster than organizations can retrain workers, the companies that will thrive aren't those with the most sophisticated training catalogs, they are the ones whose managers can turn everyday interactions into accelerated learning experiences. This isn't about adding more to managers' plates. It's about being more intentional with conversations they're already having. The 59% of workers who need reskilling won't develop new capabilities through training programs alone. They'll grow through thousands of everyday interactions with managers who understand that development doesn't require special occasions—it requires special attention to ordinary moments. Your next conversation is an opportunity. Will it be just another status update, or will it be a moment that helps someone grow?
