INDIAN INSTITUTE OF TECHNOLOGY ROORKEE

J.C. Bose University of Science and Technology, YMCA

SKILL DEVELOPMENT
19th March 2025

Dr Santosh Rangnekar
Professor HAG
Department of Management Studies
Indian Institute of Technology- Roorkee
Bloom's
Taxonomy
 • Measures cognitive abilities such as logical
Intelligence reasoning, problem-solving, and
Quotient understanding.

Emotional • Refers to the ability to identify, manage, and

regulate emotions in oneself and others.
Quotient

Intelligence
Spiritual • Represents the capacity to seek meaning,
purpose, and connection beyond oneself.
Quotient
Social • The ability to effectively navigate and build
relationships in social contexts.
Intelligence

Types
• The skill to function effectively in culturally
Cultural diverse settings by understanding and
Intelligence adapting to different cultural norms.

Creative • The capacity to generate innovative ideas and

solutions by thinking outside the box.
Intelligence
Introduction

A quarter of jobs face

disruption - both growth and The next few slides delve into
decline - due to geo-economic, the trends defining the future
technological and green of jobs and explores optimal
transition trends in the next policy, employer and worker
five years. responses.

4
Global Talent Shortage

5
Why employers can’t find the talent they need

6
Global Workforce current situation and Trends

Will humans be replaced by AI?

• The global workforce is undergoing a rapid transformation, driven
by technological advancements and evolving business needs

• Saadia Zahidi, M.D. of W.E.F. presents a comprehensive survey

conducted upon the below mentioned reaches.

11M 673M
800 firms
employees jobs

7
 Reported that 39%
WORLD ECONOMIC do not require any 18% will be
training before upskilled by 2027.
F O R U M R E P O RT O N 2027.
UPSKILLING AND
Additionally, for
RESKILLING 16% will be 15% the training
O U T LO O K ( 2 0 2 3 - 2 7 ) reskilled and would be needed
redeployed by but not accessible
2027. for foreseeable
future.

Training would be
needed but would
not be accessible
for 12%.

8
9
10
Core
skills in
2023

11
12
BRIDGING THE GAP

13
21st century skills

14
15
16
BRIDGING THE GAP

17
BRIDGING THE GAP

18
19
KASH MODEL

20
MODEL TOOLS : KASH

21
KASH Model

• When we talk about technology, we talk about knowledge

• When we talk about management, we talk about skills
• Technology = knowledge + expertise
• Management = skills + attitude
• The future management education is to empower a management graduates with –
• Knowledge
• Attitude
• Skill
• Habit

22
Integrated Approach for Curriculum Design and KASH Model of Learning

23
24
25
26
SKILLS ATTRIBUTES

[Link] Skills attributes Description

1 Oral Communication Expressing information, views verbally
2 Written Communication Expressing information, views in writing
3 Problem Solving Skills Analysing problem and then decision making
4 Money management The ability to raise and manage money
5 Stress relieving Ability to not get upset by rejections and setbacks
6 Productivity skills Self-peak energy times, your routines, and the productivity tools
7 Socialising Finding entrepreneur friends
8 Deal closure skills Create a sense of urgency, Overcome objections, Know your competition.

9 To spot new trends Ability to for see change, up to date on technological advance
10 Negotiation Skills Convincing, persuading others

27
[Link] Skills attributes Description
11 Conceptual Skills Visualizing/Understanding a problem and solutions
12 IT Skills Knowledge of MS Office, relevant software’s
13 Analytical Skills Reasoning, quantitative aptitude
14 Interpersonal Skills Maintaining robust relationships in personal levels
15 Common sense Judgement in practical matters
16 Delegation Skills Assigning responsibility to sub-ordinates
17 Conflict Resolution Skills Resolving, peaceful ending of disagreement
18 Multi-tasking Perform more than one activity at a time
19 Innovative Introducing novel, original ideas
20 Organizing Coordinating, structuring task

28
MANAGING SCALE – COMPETENCY ENABLING

Higher education
» Part-time and distance education programs

ILITE & E-learning

Leadership Development
» Web-based integrated training
» 3 Tiered Program focused on
management system
strategic, business and operational
» 25% of training through e- leadership roles
learning modules » Competency enabling for better
management for self, teams,
clients and business

Entry level training Continuing Education

» 14 week comprehensive » Certification programs for key
finishing school skills
» Benchmarked against US » Role based training for
standards competency enhancements

29
New subjects suggested by the students to be added in the curriculum.

 International Business
 Corporate Finance
 Supply Chain Management for Finance
 Data Science
 Data Analytics
 Organisational Politics
 Advertising and Media
 Artificial Intelligence
 Sports Management
 Digital Marketing

30
 Machine Learning
 Micro & Macro Economics
 Design Thinking, Decision Science
 Hospitality Management
 Urban Development Management
 Market Analysis
 Green Technology
 Block Chain Technology
 Aon Hewitt's Certified HR Analytics
 Merger and Acquisition
 Tourism Management
 Infrastructure Management

31
Practical/Lab Sessions

 e-classes
 SQL Language
 Computer Systems & IT
 SPSS
 EXCEL
 ERP
 Python and popular packages
 SAS
 SAP

32
Suggestions for common good of the society

 Connect with NGOs to learn leadership skills and do welfare of the society
 Participation of students in rural development programs
 Learning good practices for human resource management
 Helping the underprivileged
 Creating awareness in the society regarding current issues
 CSR projects as capstone projects to be introduced in first year
 Learning disaster management methods to protect society
 Being job provider rather than being job seeker/entrepreneurship
 Techno-preneurship is the idea to solve multiple societal issues
 By developing Environment friendly work style
33
Pedagogical Methods

 Students engagement in learning and innovation. - Student engagement in learning activities is important.
They must be exposed to the real-life problems and given cases to study to make the society better.
 More case studies from Indian industry and Indian society must be developed and discussed in the classroom
 Industry-institute collaboration needs to be enhanced.
 Industry exposure should be enhanced
 internship opportunities
 students’ engagement in enhancing the required skills sets and productive activities

 Real life problems of the society must be discussed in the classroom

 on-line learning

 Simulation games

34
Practical Oriented/real life activities

Focus should be on practice/Socially relevant research. Ambitious programs in the form of

‘Make in India’, ‘Digital India’, ‘Unnat Bharat’, ‘Swatchh Bharat’ ‘River Linking Project’
‘Increasing FDI various sector for high growth’ and ‘100 smart cities project’ by
Government of India are such program which need attention of upcoming MBA graduates.

Realization of these and further, working on any of these will gain benefits to students. They
will be able to enhance their knowledge and skill along with experience. They will make
them acquaint with the ground realities of Indian society and teach them how to work for the
common good and upliftment of the society. This practice will transform the country.

35
 Case Study: Microsoft Dynamics 365 for
Talent
Build a Culture of
Empowerment

page
036
Source: [Link]
 Microsoft
Dynamics 365

Cortana Intelligence

Power BI

Azure IoT

PowerApps
AppSource
Microsoft Flow

Common Data Service

Source: [Link]
Digital Transformation
Is Driving Workforce
Change
The Future of the Increasing
Digital Workplace Velocity

The digital workplace is a business strategy

that promotes employee engagement and
agility through a more consumerized work
environment.
DRIVERS
Brand uplift
Employee experiences
Partner experience
Customer experience
Operational Excellence

More
Personalized
Collaborative

page
038
Source: [Link]
 Changing
Expectations

Organizations Expect More

H Employees Expect
• Alignment with business strategy
R More
• Engagement across geography
• High-performance culture • Continuous professional development
• Actionable workforce insights • Flexibility and work/Life balance
• Innovative talent solutions • Alignment to business impact

page
039
Source: [Link]
Digital Workplace
and Worker
Evolution

Evolution of Culture of Personalized Performance People

HR Empowerment Talent Coaching Analytics
Experience

From Stronger employer Purpose-build Constructive Insights drive

transactional to brands built on experiences feedback and optimal decisions
empowerment company culture drive impact mentorship and outcomes

page
040
Source: [Link]
 Traditional
HCM Solutions
• Recruiting • Skills/Competency • Labor Planning, Budgeting, • Leave & Absence Management
• Performance • Succession Forecasting • Task & Activity Management
• Employee Development • Labor Scheduling
• Learning Management • Time & Attendance

TalentTalent
Management
Management
Workforce Management
• Personnel • Compensation
• Organizational administration • Payroll (integrated software or integrated service)
• Benefits • Self-Service – Employee/Manager

Core Administrative HRMS

Source: modified view of Gartner’s and Forrester’s HCM definition

page
041
Source: [Link]
 Traditional
HCM Approach

Talent experience
is built from HR Primary focus is on Basic HR reports
perspective administration of without analytical
employees insight

Compliance drives Disconnected

restrictive HR policies systems and
and rigid approach disparate data

page
042
Source: [Link]
 A New Approach to
Empower People
Insights for Action
Analytics for experience, skills, competencies, performance and
demographics

Business Hire
Strategy

Aligned =
Talent Alignment Talent Experience
Impactful

Business Operationa
Environme l Grow Engage
nt Excellence

page
Analyze Understand Cultivate Empower 043
Source: [Link]
 Microsoft Dynamics 365
for Talent
Stand-alone, SaaS application with people-centric, intuitive user
interface

page
044
Source: [Link]
 Microsoft Dynamics 365
for Talent
Putting people at the center of the talent experience

Attract People Analytics

Candidate Human
Resources

Employees &
Onboard Managers Core
Administrative
HR

Thrive Self-service

page
045
Source: [Link]
 Microsoft Dynamics 365
for Talent
Strategically attract, retain and optimize your talent to achieve high-impact, sustainable business results. With Microsoft
Dynamics 365 for Talent organizations can design a high-performance, collaborative experience across the entire employee
lifecycle. Reimagine business processes with a cloud, mobile, employee-centric approach that utilizes business insights to
innovate talent recruiting, ignite employee success and drive operational excellence.

ATTRACT: ENGAGE
INNOVATE TALENT ACQUISITION IGNITE EMPLOYEE SUCCESS
Find and hire the most qualified people for your Set employees up to drive impactful results.
organization.

THRIVE OPTIMIZE:
FAST TRACK GROWTH DRIVE OPERATIONAL EXCELLENCE
Keep your people growing and working for you. Deliver a cost-effective and connected employee
experience.

page
046
Source: [Link]
 Talent Experiences:
Attract, Engage, and
Thrive
Attract Engage Thrive

Hire the best talent, faster Build high-performing, agile Maximize the potential of
teams your team

• Visibility throughout the hiring process • Set new hires up for success • Empower employees to take own growth
• Collaborative engagement the team • Help employees make connections • Create a continuous learning organization
• Faster, more streamlined hiring process • Continuous performance & feedback • Visibility into career paths
• Data-driven, insightful hiring decisions • Gain insights within and across teams • Define & develop pipeline of future leaders

Talent Goals & Rewards & Talent Succession Talent

Recruiting Hire Onboard Feedback Learning
Marketplace Performance Recognition Development Planning

page
047
Source: [Link]
 Microsoft Dynamics 365
for Talent – Attract

• Deep Integration with LinkedIn Profiles and LinkedIn Recruiter

• Streamline interview logistics and process – scheduling, interviewer
selection, etc.
• Collaboration capabilities with hiring team
• Provide quick, informative feedback on candidates
• Ask the right interview questions
• Impress candidates by easily creating a configurable and
personalized candidate experience
• Candidate insight on position, role, expectations, team and culture
and overall hiring process

• Simplify the hiring process to hire the best candidates quickly

• Build your unique employer brand
• Collaboration across hiring team to make quick hiring
decisions
• Candidate transparency throughout the process - “Know
where you stand, remove the black hole of silence”

page
048
Source: [Link]
 Microsoft Dynamics 365
for Talent – Onboard

• Create a personalized pre-boarding and onboarding 3

experience for your new hire
• Share critical resources and relevant documents to get
them to productive
• Create onboarding milestones and task lists
• Identify and build relationships across the company
• Monitor the success of the onboarding progress

• Impact – Share tools and resources to enable new employees

to work smarter and make the maximum impact as quickly
4
as possible
• Culture – Show new hires your organization and team culture
attributes
• Network – Help new hires build community to help come up-
to-speed and get work done
• Higher retention rates for new hires and employee transfers
page
049
Source: [Link]
 Role of Big Data in Talent Acquisition
• The term of Big Data is mainly used to describe enormous datasets. Compared with
traditional datasets, big data typically includes masses of unstructured data that need
more real-time analysis
(Chen, Mao & Liu, 2014)
• “Big Talent Management Data” involves the integration of data elements from different
disciplines, using a variety of analytical tools and technologies, to identify and address
important human resource issues. (Berger, 2018)

Media
Media Source: Source: [Link]
[Link]
 Sentiment Analysis using Text Mining

Data Input: Text data, Interpretation and

Graphical
Lexicon library representation

Developing Conjoint
words in the M easuring Individual
text data Employee Mood

Data Mining and using Developing Model to

Library for Identify the emotion
text identification

51
 Sentiment Analysis
Output using R
:
Output(Cont
d.):

53
Output(Cont
d.):

54
7 Future Emerging trends in Talent Acquisition
Trend #6: Collaborative Hiring
Trend #1: Social Media Recruiting

Trend #2: Leveraging technology and Artificial Intelligence

Trend #3: Find talent in a dynamic workforce

Trend #4: Mobilize internal resources

Trend #5: The Rise of Proactive Recruiter

Trend #6: Collaborative Hiring

Trend #7: Hiring Generation Z

55
 Trend #1: Social Media Recruiting
• The power of social media lies in its targeting and rating capabilities – your talent search can be as
broad or as narrow as you want and candidates can be qualified by previous employers.

• The sheer quantity of data that social media platforms have on individuals is staggering.
Recruiters are able to use this data to target a potential candidate by their current or previous
work places, specific qualifications, education and more.

• It’s estimated that in the US, approximately 73% of recruiter’s job candidates come through
social media (source: Jobvite), making this recruiting solution an integral part of your hiring
strategy.

• Dell is a prime example of a company that has nailed a social media recruiting solution.
Like many top companies, it has dedicated career social profiles and uses these pages to promote
the company culture, involves employees with testimonials and pose questions almost daily.
These practices have helped earn Dell a reputation as a top employer.

56
 Trend #1: Social Media Recruiting
• Sites like [Link] and [Link]—freelancing platforms where businesses and
independent professionals connect and collaborate remotely—can be an excellent source
of highly skilled candidates that might not otherwise be on the corporate talent radar.

• If it works for your brand, and the type of talent you are trying to recruit, taking
advantage of unconventional social media platforms such as Pinterest can put your brand
front and centre.

• Social recruiting is more than posting current vacant jobs ads on your company’s social
network accounts. Not only can you build your brand online, but you can cast a wider net
in the search for talented individuals, finding people who may have slipped through the
cracks with conventional hiring practices.

57
Trend #1: Social Media Recruiting

Source: [Link]
58
 Trend #2: Leveraging technology and
Artificial Intelligence
• AI is not going to entirely replace traditional hiring methods, but it can certainly
help along the way. A good interview technique and the right qualifications can
only get candidates so far when AI is involved.
 Online soft skills assessments that measure traits like teamwork and curiosity give a more
holistic picture of candidates early in the hiring process. Recruiting solutions such as HireVue
and TalentPitch measure candidates’ skills and personalities against those who have been
successful in the same jobs previously.
 AI chatbots can be implemented to answer many standard questions than a new hire or
potential new hire may have, freeing up hiring managers for more pressing issues.
 Predictive analytics can help to answer ‘unknown’ questions about a candidate. For example,
are they likely to leave the company within a year? Some platforms can evaluate two similar
candidates and predict which one is the better based on things like eye movement and
stammering, both of which could indicate that people are not telling the truth

59
 Trend #2: Leveraging technology and
Artificial Intelligence
 Machine learning advancements means that resumes of individuals who have
applied in the past can be screened for words or phrases that would make that
applicant an ideal candidate for a new position.
 Virtual Reality is also playing a part in new hiring trends. For example, companies
can immerse candidates in simulated 3D environments to test their skills in a
standardized way.

Source: [Link] 60
 Trend #3: Find talent in a dynamic workforce

 Many companies are now choosing to hire consultants, contractors and freelancers
as part of a dynamic workforce They are hiring as and when they need, rather than
investing in full-time employees. And a growing number of businesses – not just
technology companies – are embracing hiring of remote workers.

 This tactic appears to be especially relevant for companies looking for ways to flex
their workforces in response to changing business conditions. The number of
people in alternative work arrangements is on the rise. In fact, according to a recent
Marist poll, within ten years contractors and freelancers could make up half the
American workforce.

61
 Trend #4: Mobilize internal resources

 Organizations should look much more strategically at moving current employees

into available opportunities across the enterprise. While this tactic may seem
obvious on the surface, most companies have not tapped into this option to its
fullest potential, making it a very promising way to go after much-needed talent.

 A talented internal hire that has already proven themselves to be a good cultural fit
can often be retrained for a role for much less than the cost of hiring an external
candidate. Their skills and personality are already well-known, and there is no
“probation” period to see if there is a fit.

 Where organizations are lacking is in internal communication! Often, internal

employees are not aware of a role within the organization that needs filling because
they are not actively searching for a new position externally, where the recruitment
efforts are focused.
62
 Trend #5: The Rise of Proactive Recruiter

 Yesterday’s recruiters’ role is different today and

tomorrow. Armed with efficient technological
tools and know-how, they’re more empowered to
better engage with candidates and colleagues.

 By shifting from reactive hiring methods, they’re

now proactively sourcing from outside and
internal talent pools (LinkedIn, 2019).

 These accessible, easy-to-use HR technologies

are key to streamlining and accelerating the
hiring workflow. Such innovative tools enable
hiring managers and recruiters to have closer
relationships as well. The resulting transparent,
simple workflow helps to eradicate constraints to
excellent talent pool management and internal
candidate mobility.
Source: [Link] 63
 Trend #6: Collaborative Hiring
 A fresh name for a perennial favorite tactic, collaborative hiring covers the combined
power of employee referrals and hiring from within.
 Savvy talent acquisition professionals are flocking back to these
methods of locating the right people for their openings because it’s a
proven method that
- saves time and money, as well as bring in people who are more likely to stay on, be
more engaged employees, and be more productive
- you can craft a more accurate job descriptions
- refine your candidate persona
- end up with a more engaged workforce as those employees who participated in the
development of the opening go out and tell their friends all about how interactive you
and the company are and what a great workplace environment that fosters.

64
 Trend #7: Hiring Generation Z

• A member of Gen Z is anyone born

between 1997 and 2012. Although this
generation has been slowly trickling into
the workforce for a few years now,
Forbes reports that the disruption of the
past year has significantly shifted their
perspective on work.
• In 2021 recruiters and hiring managers
will need to rethink their strategy for
attracting Gen Z talent. Unlike millennials,
who have long dealt with the reputation
of being “job hoppers”, Gen Z are more
likely to prioritize financial stability and
job security.

Source: [Link]
65
 Traditional Talent Management

Acquire Develop Deploy Retain

Futuristic Talent Management

Acquire Develop CONNECT Deploy Retain

Commitment Capability Alignment

Enhanced Performance
Focus: Managing Best Positions
66
67
MANAGING SCALE – COMPETENCY ENABLING

Higher education
» Part-time and distance education programs

ILITE & E-learning

Leadership Development
» Web-based integrated training
» 3 Tiered Program focused on
management system
strategic, business and operational
» 25% of training through e- leadership roles
learning modules » Competency enabling for better
management for self, teams,
clients and business

Entry level training Continuing Education

» 14 week comprehensive » Certification programs for key
finishing school skills
» Benchmarked against US » Role based training for
standards competency enhancements

68
New subjects suggested by the students to be added in the curriculum.

 International Business
 Corporate Finance
 Supply Chain Management for Finance
 Data Science
 Data Analytics
 Organisational Politics
 Advertising and Media
 Artificial Intelligence
 Sports Management
 Digital Marketing

69
 Machine Learning
 Micro & Macro Economics
 Design Thinking, Decision Science
 Hospitality Management
 Urban Development Management
 Market Analysis
 Green Technology
 Block Chain Technology
 Aon Hewitt's Certified HR Analytics
 Merger and Acquisition
 Tourism Management
 Infrastructure Management

70
Practical/Lab Sessions

 e-classes
 SQL Language
 Computer Systems & IT
 SPSS
 EXCEL
 ERP
 Python and popular packages
 SAS
 SAP

71
Suggestions for common good of the society

 Connect with NGOs to learn leadership skills and do welfare of the society
 Participation of students in rural development programs
 Learning good practices for human resource management
 Helping the underprivileged
 Creating awareness in the society regarding current issues
 CSR projects as capstone projects to be introduced in first year
 Learning disaster management methods to protect society
 Being job provider rather than being job seeker/entrepreneurship
 Techno-preneurship is the idea to solve multiple societal issues
 By developing Environment friendly work style
72
Pedagogical Methods

 Students engagement in learning and innovation. - Student engagement in learning activities is important.
They must be exposed to the real-life problems and given cases to study to make the society better.
 More case studies from Indian industry and Indian society must be developed and discussed in the classroom
 Industry-institute collaboration needs to be enhanced.
 Industry exposure should be enhanced
 internship opportunities
 students’ engagement in enhancing the required skills sets and productive activities

 Real life problems of the society must be discussed in the classroom

 on-line learning

 Simulation games

73
Practical Oriented/real life activities

Focus should be on practice/Socially relevant research. Ambitious programs in the form of

‘Make in India’, ‘Digital India’, ‘Unnat Bharat’, ‘Swatchh Bharat’ ‘River Linking Project’
‘Increasing FDI various sector for high growth’ and ‘100 smart cities project’ by
Government of India are such program which need attention of upcoming MBA graduates.

Realization of these and further, working on any of these will gain benefits to students. They
will be able to enhance their knowledge and skill along with experience. They will make
them acquaint with the ground realities of Indian society and teach them how to work for the
common good and upliftment of the society. This practice will transform the country.

74
 Future of job
Opportunitie
s

Source: World Economic Forum – The Future of Jobs

2020
Shifting Priorities

Source: World Economic Forum – The Future of Jobs

2020
Top Trends In Analytics And Data Science

Source: AIM Research, 2021

COMPANIES REVOLUTIONIZING TALENT
ACQUISITION USING AI

Source :
Statista
ANALYTICS
Thank You!