Challenging: The Transition From Legacy Skills to Acquiring New Ones?

To reflect on the recent initiatives within IT Industry regarding skill development and career advancement opportunities, as well as share some thoughts on how industry can further optimize these efforts for the benefit of all employees.

It's encouraging to see that most of the organizations in the industry are not only hiring new talent but also investing in their training and development to equip them with the necessary skills for success in their roles. Providing opportunities to freshers not only strengthens our workforce but also fosters a culture of continuous learning and growth.

The efforts being made to reskill existing employees, recognizing the importance of adapting to emerging technologies and staying competitive in the industry. However, it's crucial to ensure that these reskilled employees are given equal opportunities to apply their newfound skills on projects. It's essential for their professional growth and for maximizing the return on investment in their training. How exactly industry can make sure people are higher band employees are being trained, shown path, nurtured and then deployed on production?

Without actively taking initiatives for existing employees, the IT industry's management structure could become hollow within the next 10-15 years. Many of today's senior IT managers, who are currently leading the industry, will have retired by then, and the skills of today's freshers may not be sufficient to fill those management roles adequately.

It's essential that our efforts extend beyond mere appearances or superficial actions that may look good on paper or in advertisements. What's needed are proactive measures implemented on the ground, resulting in tangible outcomes at both the organizational and industry levels.

In case current management is not concerned about the future post 15 years, and continue to work on the numbers and balance sheets for now, it it evident that it shall soon create a watermelon effect, and recovery may take beyond decades due to void created due to absence of experience to handle the industry.

The mentorship programs that have been established within many organizations. Mentoring plays a vital role in knowledge transfer and skill development, and I believe it has the potential to significantly impact the career trajectories of employees. However, it would be valuable to assess the effectiveness of these programs and identify areas for improvement to ensure that all employees benefit from mentorship opportunities. So how do we measure and access the effectiveness of these programs?

Exploring the possibility of providing newly skilled developers with dummy projects within the organization to apply and enhance their skills. These projects could serve as valuable learning experiences and help bridge the gap between theoretical knowledge and practical application, ultimately leading to more confident and capable developers.

The challenges faced by senior resources who may already possess a deep understanding of technology but may feel hesitant to start from scratch in new technology. For these individuals, I propose exploring alternative pathways for skill development, such as specialized training programs, advanced certification courses, or opportunities for mentorship and leadership roles. It's important to recognize and leverage the expertise and experience of senior resources while also providing avenues for continued growth and development.

I believe that by leveraging these initiatives and continually seeking ways to enhance them, industry can create a supportive and inclusive environment where all employees have the opportunity to thrive and contribute to the success of the organization.

I'm seeking your insights and feedback on a sensitive topic regarding the industry's emphasis on end goals without providing clear pathways for mid-career professionals to smoothly transition and grow their careers through skill development. It seems that mere training isn't enough; being industry-ready is now the expectation.

In the case of mid-career employees, who should take the lead in becoming industry-ready? It's worth noting that employees who are currently at middle level management started careers, at least most of them, weren't industry-ready then; Yet now, in the middle of our careers, industry expects to acquire new skills and be industry-ready with level of experience. Is this a case of hypocrisy or simply a result-oriented approach?

Looking forward to your thoughts on this matter.