‘A future of skilling strategy should look beyond the technical skills required for specific job profiles, and instead, seek to cultivate a set of core skills that can help chart meaningful and sustainable careers.’
This – and more – was articulated and shared in an article originally published by FVTRS on their souvenir for National Skill Conference 2019.
we’ve seen at the workplace in the last decade is a confluence of technological
advancements — one that has negated some jobs, albeit creating new ones. This
accelerated pace of innovation has provoked some into thinking deeply about the
possibilities that lie ahead — an important development given that most jobs
of tomorrow will demand entirely new skill sets.
This begs the question: how can one
upskill oneself for an uncertain future?
Having established the fact that the future of work is largely ambiguous — compounded by an ever-changing technological landscape that will continue to redefine future opportunities — identifying skills that will help offset some of the challenges that such a transition brings with it will be a good place to start.
Continue reading “Preparing Today’s Youth for Tomorrow’s World of Work”
Through learning we re-create ourselves, thereby extending our capacity to create. This, then, is the basic meaning of a ‘learning organisation – a body that is continually expanding its ability to create its future.
While it may seem like stating the obvious, the concept of a ‘learning organization’ is not comprehended correctly by most establishments. Learning – in contemporary usage – has come to be synonymous with ‘taking in information’. Yet, that is only distantly related to real learning.
Organizations claim to care deeply about learning, but their
understanding is purely technical – be it scholarly learning or industrial
expertise. But learning is different from knowledge. It is deeply connected to
the vision one builds for oneself and before exploring the lesser-explored
aspects of it, it would be wise to understand what it broadly means in this
Continue reading “Three keys to building a learning organization”
How Quest Alliance moved from 33% female staff to 50% female staff in just one year
Quest Alliance is an organization which practices what it preaches to the world. One of the core areas of focus for the organization over the last year was to improve our work on gender. To make it a more meaningful focus, we started with the creation of a gender strategy for the organization. This focused on gender not just in the programs we deliver, but also how we practice gender equity as a whole organization.
When this process began in June 2016 we had a ratio of fewer than 30% of female staff to male across the entire organization. Most of these women were based out of our head office in Bangalore, while the field locations showed a much more skewed gender ratio – some of our field locations had 12 staff members, only one of whom was a women.
Continue reading “Gender Representation at Work”
The next step for storytelling in the development sector is “democratization” – enabling more people to capture and share narratives.
Why do we tell stories? It’s a basic human need, and you can trace it right back through history – through oral traditions, art and literature. Storytelling through the moving image, or video, is a more recent phenomenon, but speaks to the same part of the human spirit. Seeing action unfolding visually before you can have a very profound impact on the viewer.
Continue reading “The Future of Social Sector Storytelling”