Talent Demand and Supply Report - 6-Dec-23 - Compressed

India Tech
Industry Digital
Talent Demand
and Supply Analysis
2023
November 2023
Research Partner Industry Partner

Foreword
India currently stands as the world’s primary sourcing hub with one of the most extensive pools of technically
skilled graduates globally. The demand for IT professionals has seen consistent growth, notably in digital skills
such as AI, Data Science, Cloud Computing, Information Security, and Blockchain. This surge is driven by the
increasing demand for new technologies which are finding their application across industries.
This focus on new technologies have pushed all stakeholders including governments to focus on skilling including
tech focused reskilling. In 2023, the Indian government allocated a substantial budget of Rs 3,517.31 crores to
enhance workforce competitiveness across industries. This funding is directed towards the establishment of 30
Skill India International Centers, which will serve as gateways to global job opportunities and offer courses in
cutting-edge fields like Industry 4.0, AI, robotics, mechatronics, IoT, and drones. The budget also caters to the
National Apprenticeship Promotion Scheme, providing stipends to 47 lakh youth over the next three years. It
further supports the Pradhan Mantri Kaushal Vikas Yojana (PMKVY) 4.0, which focuses on on-the-job training for
short-term and industry-specific courses.
In this report nasscom in partnership with Draup has conducted a comprehensive study to understand India’s
tech talent landscape in various job functions, locations, and technologies. The study shows that India has a
relatively low demand-supply gap of tech talent at 25-27%, compared to other tech leaders such as the USA,
China, UK, Canada, and Australia. India also boasts one of the highest annual supplies of STEM graduates, with
2.5 million graduates, and leads globally in STEM women graduates, with a share of 43% to 48%.
This study delves into the analysis of India’s digital talent across diverse job families, examines the distribution
of digital talent in mature hubs and emerging locations within India, and spotlights emerging skills that will
shape the future. With a rapidly expanding talent pool and increasing investments in learning and development
initiatives, the demand environment in India is exceptionally positive, ensuring that the workforce is well-prepared
for future challenges. To continue the growth on this path it remains crucial for all stakeholders to take the
necessary steps which will position India as the ‘Digital Talent Nation to the World.’
We hope you find the insights shared in the report useful.
Do send us your feedback and suggestions.
Kirti Seth Sashi Kumar Vijay Swaminathan

CEO, IT-ITES Sector Skills Council, Head of Sales India, Co-founder & CEO,
Nasscom Indeed.com Draup
Contents
04 06 08
Key Executive Global Talent
Objectives Summary Landscape
11 17 20
India’s Tech Tech Industry Digital India Advantage
Industry Digital Talent Demand
Talent Landscape Supply Analysis for
FY2028
26 30 45
Recommendations Appendix: Appendix:
Reskilling Case Glossary, Taxonomy
Studies & Pathways & Methodology
#1
Key Objectives
5
India Tech Industry Digital Talent Demand and Supply Analysis 2023
Key Objectives
TThe focus of this report is on studying the following topics:
#1 #2 #3 #4
Global tech talent Digital Tech Talent India Advantage Recommendations &
landscape and Landscape in India • Leading STEM Best Practices
India’s position on • Talent Distribution Graduate Supply • Talent Sourcing
the global map among digital Job Strategies
• Fresh Talent
Families Hotspots across • Measures to Address
• Skill Cluster Analysis the Country Talent Supply Gap
• Job Roles Analysis • Focus on • Case Studies
• Digital Tech L&D Across Showcasing Best
Talent Demand, Organizations Practices
Supply and Gap
Projections
Executive Summary
#2
Report | November 2023
6
7
Executive Summary
Tech Talent – Global Overview #1
• At 34-36% USA has the highest demand supply gap for tech talent for 2023, followed by the UK at
30-32%
• India and China exhibit the highest reskillability index supported by huge talent reserve showcasing
their ability to enhance digital tech talent by upskilling their existing workforce
• India has the lowest tech talent demand supply gap at 25%-27% among global tech leaders such as the
USA, UK, Canada, and Australia
Tech Industry Tech Talent - India #2
• Tech Industry in India currently employs over 5.4 million people, with digital accounting for 36%-
38% of the industry’s workforce
• AI & Big Data Analytics and IoT are the top technology skills with the highest demand supply gap of
over 50%
• The job landscape is continuously evolving with Quantum Computing, Blockchain, and AR/VR
spearheading the future with towering complexity and future demand
• 6 Mature Tech Hubs (Bengaluru, Hyderabad, Delhi, Mumbai, Chennai, Pune) collectively represent
around 85% of India’s digital talent pool
• Digital talent gap for the tech industry is expected to widen from the current 25% to 28-29% in 2028, an
increase of 2.8X with the demand for digital talent anticipated to cross 6 million
• Fresher addition to digital talent supply pool is expected to increase 2X by 2028, and they will account
for 16-18% of total digital talent supply; remaining will need to be addressed through re/up skilling
India’s Tech Talent Strengths #3
• In 2022-23, India had one of the world’s largest annual supplies of STEM graduates, at 2.5 million, also
achieving a globally leading female diversity ratio of 43-48%
• Tier 2/3 cities contribute to around 60% of India’s recent graduates from engineering, arts, and science
colleges
• L&D professionals in India expect a heightened emphasis on Learning and Development (L&D) initiatives
in 2023, compared to their global counterparts
Recommendations #4
• Shift to ‘Skill Based Organizations’ with companies leveraging a common skills framework for career
progression and employee retention
• Employers to focus on adopting new talent-sourcing methods to close the digital demand-supply gap
• Government, Educational Institutions, Enterprises, and Skills Councils continue to work together on varied
initiatives to address the skills gap
8
#3
Global Talent Landscape
9
Globally, Tech Skills & Job Roles are continuously evolving
Emerging skills like AR/VR, Quantum Computing, Robotic Process Automation, NLP, and Deep Learning are
currently in high demand.
2000 - 2010 2011 - 2020 2021 - 2030
• SQL • Web & Mobile • ML/AI

• IT Network Development • Low Code
Systems • AI/Big Data Automation
• Web Development • Cloud • 5G
Traditional Skills • Data Analytics Computation • Cyber Security
• Cloud
Computation
• Computer • Network/ • IT Network

Programing Hardware Testing and Systems
(C/Java) • Accounting Management
• Web development & Data • Data Center
Disrupted Skills (PHP) Management Management
• Customer Service
• Mobile • AI/ML • AR/VR

Development • Low Code • Quantum
• Big Data Development Computation
• Cloud • Cyber Security • Robotics Process
Computation Automation
Emerging Skills
• NLP
• Deep Learning
• Data Analyst • Data Scientist • AR/VR Developer

• Web/Application • DevOps Engineer • Quantum
Developer • Cybersecurity Computing
• Cloud Architect Analyst Engineer
• Machine Learning • RPA Developer

Emerging Job Roles Engineer • Quantum
Algorithm
Developer
Source: Draup Talent Database
Note: The analysis has been conducted taking into consideration “Rate of Change in Skills across Employed Professionals” and “Employed Talent
across a Particular Skill” over the years. Insights for the period 2021-30 have been derived by statistical extrapolation of rate of adoption of
technologies and skills over the period 2018-23. The above analysis is not exhaustive
10
Unlocking Global Tech Talent Potential
India and China lead the way in tech talent reskillability with a huge talent reserve
Global Tech Talent in Tech Industry Landscape
40%
38%
36%
34%
32%
30%
28%
26%
24%
22%
Size of Bubble indicates the Total Tech Talent Total Tech Talent Supply and Talent demand-supply gap
supply as during July 2022 to June 2023 is displayed adjacent to each country
The exhibit above presents a global overview of the talent landscape, including the total tech talent supply, Talent demand-
supply gap, and the Reskillability Index.
Key Insights
• Among the countries with the large tech talent pools, India and China boast the lowest demand-supply gap. This
favorable situation can be attributed to their strong reskillability with huge talent reserve, showcasing their ability
to enhance digital tech talent by upskilling their existing workforce driven by robust education systems, and the
proactive efforts of respective governments to cultivate a skilled workforce capable of meeting the growing
demands of the tech industry
Note: 1. Reskillability Index - Defined by estimated growth in Digital Tech Talent pool that can be gained by reskilling the workforce.
Tech talent in tech Industry includes Core tech talent in tech industry and digital tech talent in tech industry (Core + Digital tech talent)
11
Digital Talent Landscape
India’s Tech Industry
#4
12
India - Tech Industry Employee Base & Tech Talent
Tech Industry in India currently employs over 4.6 million tech professionals (core and digital), representing more
than 80% of the industry’s workforce
Tech Industry Employee Base Trend Line
7-8%
CAGR
5.39 M
5.10 M
4.65 M 913 K
1.94 M
2.54 M
Mar’21 Mar’22 Mar’23
Core Tech Talent Digital Tech Talent Non-Tech Talent Tech Industry Employee Base
The above area graph provides a visual depiction of the workforce composition within India’s technology sector over the last
three financial years—2021, 2022, and 2023. The graph segments the total number of employees into three key categories: core
tech talent, digital tech talent, and non-tech talent. CAGR is the Compounded Annual Growth rate for the period starting from
March’21 to March’23.
Key Insights
• Majority of the growth in the tech talent base is driven by the digital tech talent, which in turn is rising from the
escalating demand for digital skills and technologies from rapid digital transformation of businesses.
• Additionally, organizations have prioritized upskilling and reskilling initiatives to bridge skill gaps in emerging tech
job functions by encouraging a shift from core tech talent to digital tech talent
• Core tech talent has remained relatively stable over the past three years, maintaining a workforce ranging between
2.5 – 2.6 million professionals. This stability is attributed to the maturity of core tech roles, which have reached
workforce saturation

13
AI & Big Data Analytics continues to exhibit the most significant
demand-supply gap
Digital Talent across key Job Families as of July 2022 – Jun 2023
Demand Supply Gap

as a % of Supply
>=50% - High
30 –50% - Medium
<30 - Low
Among all digital tech job families, the AI & Big Data Analytics
job family exhibits the most significant demand-supply gap.
Within this domain, the highest gap is observed in the 6+ years
of experience category, with more than 85% of talent supply.
Talent Demand
Talent Supply
The above graph provides a comprehensive view of the talent landscape in India for the period from July’22 to June’23,
focusing on the demand, supply, and critical demand-supply gap for digital talent across multiple technology domains.
Note - Talent within job families is not mutually exclusive, with a horizontal tech talent overlap across job families.
The data given is not comparable with previously published data as definitions have been changed.
Definition - Talent Supply is defined as the Installed Tech industry talent pool or employee base
Talent Demand is defined as “Fulfilled Demand (Installed Talent) + Unmet Demand (Open Job Postings)”
Key Insights
• Within the realm of Web and Mobile Development, new and emerging digital skills is gaining a prominent role,
comprising 40-45% of current job prerequisites. Presently, the focus in Mobile and Web Development centers is on
devising innovative strategies that enhance the overall user experience. This includes the creation of SuperApps and
multiplayer plugins, contributing to a more immersive and engaging user interface that sustains prolonged attention
• The AI & NLP talent pool has significantly expanded approximately 1.5X since June 2021. However, the talent demand
and supply gap remains, as the introduction of generative AI technology in 2022 has triggered a notable surge in
demand for AI talent, which was already high across the tech industry
• In case of cloud computing skills like Hybrid and multi-cloud expertise, Infrastructure as Code (IaC) proficiency, and
Containerization are currently experiencing an exceptional surge in market demand, reflecting the evolving needs of
organizations in this dynamic digital era
• Across all the digital talent job families the most significant talent gap exists within the 3-5 and 6-10 years of
experience levels, encompassing over 50% of unmet job openings. This is because professionals in these experience
ranges are expected to possess a deeper understanding of cutting-edge technologies and the capability to handle
intricate projects.

14
Job Role Adoption & Complexity Overview (within Digital Job Families)
Mix of high and low complexity roles within quantum, blockchain, AR/VR, mobile and web development
spearhead future talent demand
Job Role Analysis – Digital Job Families

Low
Job Role Adoption Level
High
Low Job Role Complexity High
The exhibit above illustrates traditional, emerging, and future-looking roles based on Job role clusters’ complexity and adoption
levels.

Note: Other industries include logistics, Education industries, etc
15
Skill Clusters Adoption & Complexity Overview within Digital Job Families
The future will see demand for skills such as Quantum Machine Learning Frameworks and High-Performance
Computing Tools – where complexity meets innovation head-on
Skill Cluster Analysis within Digital Job Families
The exhibit above illustrates traditional, emerging, and forward-looking skills based on skill clusters’ complexity and adoption
levels.

Note: Talent within technology is not mutually exclusive, with a horizontal tech talent overlap across technology.
16
India’s Digital Talent Hotspots
Six mature Tech hubs account for around 85% of India’s total Digital Tech talent
Share of Digital Talent Across Mature and Emerging Tech Hubs
Mature Tech Hubs Emerging Tech Hubs together account

for 11%-15%
Major Emerging Tech Hubs
Key Insights
• Bengaluru has a significantly larger pool of digital tech talent compared to other Mature Tech hubs in India
• Approximately 100,000 people (in the target talent pool) residing in the emerging and other tech hubs are highly
proficient in the latest digital technologies
• In the last two years, the digital technology talent pool in emerging and other tech hubs across the country has
experienced a significant increase of approximately 20-23%.
• This growth can be linked to several key advantages that these emerging hubs offer, including the swift development
of infrastructure, a rising number of startups, cost savings in terms of talent acquisition, and more affordable real
estate rental expenses
Note: AICTE (All India Council for Technical Education), AISHE, Draup Talent Database
17
Talent Demand Supply
Tech Industry Digital
Analysis for FY2028

#5
18
Tech Industry Digital Tech Talent Demand, Supply & Gap Projections
Demand supply gap for digital talent expected to widen from the current 25% to 28%-29% in 2028, an increase
of 2.8X
Projections based on the following key assumptions
• Moderately favorable economic policies with entry barriers and geopolitical factors remaining as it is
• Specific technology-based growth, will increase demand for new technology job roles to set the ground for large
scale use of new technologies (for example for using generative AI a lot of background data and processes needs to
be set so that people can use gen AI)
• Adoption of technology will enable cost benefits for clients - which will drive demand for the technology industry thus
creating larger demand for right skilled people
• Focus on new technologies will drive reskilling and upskilling - making it an important investment focus across tech
companies
Digital Tech Talent Demand - Supply and Gap

In Million
Demand Supply 5.9-6.1 28-29%
Digital Talent Demand Supply Gap (%)
1.4
38% 34% 25% 25% 4.5-4.7
2.6
2.4
2.2
1.8 0.5
1.9 2.1
1.6
1.3
FY21 FY22 FY23 Jul-22/Jun-23 Jul-27/Jun-28
Key Insights
• Digital tech talent demand supply gap is expected to increase from 0.5 million in 2023 to 1.4 million in 2028 diven by
a push in demand for digital roles across technologies such as AI, Big Data Analytics and IoT
• Based on the past trends the fresh talent Fresh Talent Supply Transitioning to Digital Roles
which can transition in digital roles is
85K-95K
expected to grow 2X by 2028 compared 7%-8%
to 2020 6%-7%
60K-62K
• The fresh talent pool available for digital 45K-50K
roles can grow considerably by creating a

more effective university curricula in line
with the industry needs
2020 2023E 2028P
However, still fresher talent output can only address 16-18% of demand, making reskilling and upskilling the
key strategies to meet the growing demand and supply for digital talent
• With the current growth rates freshers can only fill-in 16%-18% of the total digital talent supply by 2028
• The remaining supply will have to be met through reskilling and upskilling the current workforce in new age skilling,
which is increasingly becoming a key focus across the tech industry and the government

Definition - Talent Supply refers to the installed tech talent for the year 2023. Talent Demand is defined as “Fulfilled Demand (Installed Talent) +
Unmet Demand (Open Job Postings)”
19
Case Study
FutureSkills Prime - India’s Technology Skilling Hub is a joint initiative by
nasscom & MeitY, aimed at making India a Digital Talent Nation.
Key Objective
To create an up-skilling /re-skilling ecosystem in emerging and futuristic technologies to facilitate continuous
enhancement of skills as well as knowledge of IT professionals in line with their aspirations and aptitude
• Build an industry-led, government approved skilling ecosystem to equip learners to be employable and stay relevant
• To create India digital talent stack to accelerate India on the journey towards building skills and becoming the
global-hub of talent for emerging technologies
6.61 Lakh+
15.89 Lakh+
signups A marketplace and learners enrolled
aggregator of global quality
6.61 Lakh+ learners have already
Since its inception in October courses, the upskilling
enrolled for aligned and non-
2021, FutureSkills Prime has 15.89 ecosystem is providing an
aligned courses. FutureSkills Prime
lakh+ signups, 85% of whom opportunity to learners to
is working closely with the industry
comprise of the youth, a step be at par with international
and academia to provide internship
forward in making India the technology trends.
opportunities to meritorious students,
Digital Talent Nation of the world.
helping them launch their careers.
15.89 Lakh+ 92 Lakh+ 6.61 Lakh+ ~41%

Signups by Learners Digital Fluency Enrolments for Women enrolment
on the FutureSkills badges for course courses on Emerging enabling women to
Prime portal completion Technology & kickstart/restart their
Professional Skills careers
2000+ 100+ 80+ 15

Academic Corporate Training & Government
Institutes Partners Content Partners Partners
Source: Draup, nasscom, Future Skills Prime

India Advantage
#6
20
21
India’s Strengths – Stem Graduates Supply
India has the world’s largest annual supply of STEM graduates, at 2.5 million, with 33-34% of undergraduate
students choosing STEM degrees
Under-Graduates, Post-Graduate (includes Ph.D.). Graduate STEM Talent Across India
2.5 M 2.1 M 0.40 M

Total STEM Supply UG STEM Graduates PG STEM Graduates
(2022-2023) (2022-2023) (2022-2023)
2.3-2.4 M 0.14-0.16 M
B.Tech Engineering Enrollments M.Tech Engineering Enrollments
(2022-2023) (2022-2023)
India - STEM Education Split

(by Levels)
Female Diversity STEM Graduates

2022-2023
43-48%
From this share, only 14% become scientists,
engineers, and technologies.
STEM Graduates as % of total University

graduates
2022-2023
33-34%
India now holds the 6th position worldwide in
terms of students choosing degrees in the STEM
fields
India boasts a significantly higher relative AI skill penetration rate, surpassing the G20 average by more
than 3X. Additionally, the country is witnessing a rising AI literacy rate among its youth. India’s AI ecosystem
is dynamic, featuring numerous startups, initiatives, and platforms that leverage AI to enrich educational
outcomes and create new opportunities
Source - World Economic Forum, Draup Database, AISHE, OECD

Note:
1. STEM stands for Science, Technology, Engineering and Mathematics. Data has been triangulated from multiple sources including AICTE (All
India Council for Technical Education), talent profiles from Draup’s database, AISHE
2. AI Skill Penetration Rate shows the prevalence of AI skills across occupations, or the intensity with which LinkedIn members use AI skills in
their jobs (Sourced from OECD Website).
22
University Hotspots for Fresh Talent
Tier 2 and Tier 3 cities in India collectively contribute to 60% of fresh graduates in engineering, arts, and science
colleges
Top 15 Fresh Talent Hotspots - India
Total fresh talent supply(STEM graduate)

Tier 1 Locations
count is displayed above each MSA(city)
Tier 2 Locations
Key Government Initiatives Supporting STEM Supply in the Country
• Since 2021, the government’s Atal Tinkering Labs (ATLs) program has set up over 10,0001 tinkering labs in schools
nationwide. These labs offer students access to diverse tools and materials, enabling activities that foster creativity
and exploration, serving as spaces where young learners can work with tools to understand STEM concepts
• The “Vigyan Jyoti” scheme addresses gender disparity in Indian STEM fields. Starting in schools, it targets high-
achieving girls in grades 9-12, encouraging STEM education and careers. Since its launch in 2019-20, the Vigyan Jyoti
scheme has motivated 30,451 girls to embrace STEM through these interventions.
Note: STEM stands for Science, Technology, Engineering and Mathematics. Data has been triangulated from multiple sources including AICTE (All
India Council for Technical Education), talent profiles from Draup’s database, AISHE
1. The insight is sourced from Article by “ATL Sarthi Document”
23
Professional Skills Clusters of Tech Talent
Beyond technical skills, competencies like continuous learning, analytical thinking, and problem-solving are
essential across all career levels.
Skill Requirement High Medium Low

Note: Draup analyzed relevant job descriptions (JDs) and defined the required skill proficiency of professional skills for tech talent specifically.
Years of experience refers to the total amount of experience an individual has in their career.
24
Global Learning & Development Priorities
Organizations that prioritize skill-based hiring and foster a culture of internal mobility through investments in
upskilling and learning opportunities will enhance their ability to attract and retain high-potential talent
Primary Focus of L&D Programs Globally in 2022 *
46%
48%
Upskilling and reskilling employees
Leadership and management training
This entails employees enhancing their skills
Leadership and management training
proficiency and acquiring new skill in the latest
programs typically cover topics such as project
technologies and tools that align with industry
management, decision-making, team building,
trends
strategic planning, and other skills necessary
for successful leadership and management
26%
26%
Diversity, equity, and inclusion
Digital upskilling / digital transformation
Diversity, equity, and inclusion training is
Digital upskilling focuses on developing
essential for promoting a more diverse
individual skills, while digital transformation
workforce and fostering a workplace culture
addresses the broader transformation of an
that values and supports every individual,
entire organization to leverage digital tools
regardless of their background or identity
and processes for strategic advantage
* Share of L&D professionals globally
Source: LinkedIn Learning 2022 Workplace Learning Report, LinkedIn Learning 2023 Workplace Learning Report
25
Learning & Development Priorities for Indian Organizations
Upskilling employees, aligning learning programs to business goals, creating a culture of learning, and improving
employee engagement are the top focus areas of L&D leaders in India for 2023
L&D Professionals expecting an increase in L&D Budget Allocation in 2023*
71%
41%
Global India
41% of the L&D Leaders expect an increase in 71% of the L&D Leaders in India expect an
the L&D budget in 2023 increase in the L&D budget in 2023
* Share of L&D professionals globally
Key Insights
Approximately 41% of L&D professionals worldwide are expecting their budget to increase. In India, a
significant 71% of L&D professionals across various business functions are also anticipating an increase
in their budget. This trend highlights the growing trust and belief in India’s talent potential among L&D
professionals.
94% of L&D professionals in India believe that proactively building employee skills will help navigate the
evolving future of work.
More than 80% of L&D professionals agree it’s less expensive to reskill a current employee than hire a new one,
and L&D is becoming a more strategic function
Source:. LinkedIn Learning 2023 Workplace Learning Report

Recommendations
#7
26
27
Talent Sourcing Strategies Adopted by Tech Organizations
Employers are adopting new talent-sourcing methods to close the digital demand-supply gap
Talent Sourcing Strategies Explanation
Hiring Adjacent Talent Involves hiring candidates with skills related to or complementary to the tech skills
needed for the role.
For example, an organization may hire a graphic designer with some coding experience
or a data analyst with some web development skills.
This way, the organization can leverage the existing skills of the candidates and provide
them with training or mentoring to fill the existing skill gaps.
Conducting Cross-Training Allows existing employees to learn new skills or technologies relevant to the company’s
Programs goals.
For example, an organization may offer online courses, workshops, or boot camps to
help employees develop cloud computing, artificial intelligence, or cybersecurity skills.
This way, the organization can retain and upskill its current workforce and create a
culture of continuous learning.
Partnerships with This strategy involves collaborating with schools, colleges, or universities to create tech
Educational Institutions talent pipelines.

For example, an organization may sponsor scholarships, internships, or hackathons for
students interested in pursuing tech careers.
This way, the organization can build its employer brand and attract fresh talent eager
to learn and grow.
Talent Sourcing from Tech professionals utilize unconventional platforms for sharing code, seeking answers,
Unconventional Platforms and collaborating, making them excellent sources for finding skilled individuals.
For Example, GitHub, a popular platform for code sharing and collaboration, enables
tech professionals to display their skills and participate in projects. Recruiters can
explore GitHub profiles to identify highly skilled individuals, providing access to a pool
of proficient tech talent.
Skill-Based Hiring This approach places a higher value on evaluating candidates’ skills and potential
rather than solely relying on their credentials or experience. Although experience is
considered, it is not the only determining factor. This technique assesses candidates’
potential to succeed in their roles, prioritizing practical skills and relevant experience
over formal degrees. This strategy is still in its early stages, and companies are
gradually exploring additional methods for implementing it.
For example, an organization may use online tests, projects, or portfolios to evaluate
candidates’ coding, design, or data analysis skills.
This way, the organization can widen its talent pool and reduce bias in hiring decisions.
Source: News Articles, Draup Talent Database

28
Measures to Address the Skills gap
Government, Educational Institutions, Organizations, and Skills Councils play a vital role in addressing the skills
gap
Industry-Academia Partnerships Digital Infrastructure
Industry-academia partnerships, on both To make the students digitally literate,

national and global scale, to provide specialized schools and colleges should prioritize upgrading
training, certifications, and educational their IT infrastructure, use up-to-date IT
programs aligned with the industry’s needs in tools and resources, and offer a wide range of
the technology sector. online courses, educational resources, and digital
skills development.
Reskilling and Upskilling Government Funding and Incentives
Invest in continuous learning and Government can allocate budgets and

upskilling programs for employees to provide offer incentives to educational institutions
new education, training, and certification to adopt modern technology. It can also provide
opportunities around emerging technology incentives, such as tax breaks or grants, to
areas and foster skills development. companies investing in employee training and
development.
Internships and Apprenticeships Curriculum Development
Establish partnerships between The government should encourage

universities and tech companies that allow schools and universities to teach new subjects
students to gain real-world experience where such as digital technologies and revise the
industry mentors can provide on-site training, education curriculum more frequently to
exposing students to practical challenges and align with industry needs.
solutions.
Gender Inclusivity
To tap into a vast pool of untapped

talent, government, and organizations can
encourage women to pursue careers in
technology by implementing women focused
training programs and prioritizing transferable
skills over experience, to fill the skills gap in the
tech sector.
Source: Draup Talent Database, nasscom

29
Global Skills Initiatives & Program
Governments across the globe are making efforts to address the skills gap by launching skilling focused
initiatives and strategic collaborations with technology organizations
Artificial Intelligence Singapore (AI SG)
AI Singapore (AISG) was established by the National Research Foundation in 2017. It is a national program for AI that brings
together Singapore researchers and companies to jointly develop innovative AI solutions and grow a pipeline of AI talent for
the industry. In July 2023, AISG announced an award of up to S$20 million in research funds to tackle challenges associated
with the growing adoption of AI in emerging applications, further strengthening Singapore’s AI capabilities.
NSDC partners with CamuEdTech to bridge the industry, and academia gap
National Skill Development Corporation (NSDC) announced its collaboration with Camu in May 2023 to offer Higher
Education Institutions a wide range of capabilities, including end-to-end placement preparation, mentoring by industry
experts, specialized skilling programs, student entrepreneurship programs, test preparation for K-12 (IIT JEE, NEET), IAS,
IPS, GATE, international admissions, and more.
U.S. Department of Education Initiative
In December 2022, the “Data Science for Everyone” program launched, aiming to assist 100+ school districts in using ARP
(American Rescue Plan) and other funds to start and expand data science education. This effort is set to significantly impact
around 200,000 students, with a focus on Title I (approx. 30%) and rural areas (approx. 30%). It will also establish working
groups in 10 states to enhance teacher training in emerging technology education. Furthermore, a research and development
campaign will be launched with the goal of enabling students with disabilities and other learning differences to participate in
data science education by 2025 actively.
Going Global Partnerships – Industry-Academia Collaborative Grant
The Industry-Academia Collaborative Grant is a part of the Going Global Partnerships program initiated by the British
Council to promote collaboration between industry and academia. It is available to all UK and Indian Higher Education
Institutions and industry applicants. The grant aims to build stronger, more inclusive, industry-connected higher education
systems that support global development impacts. As of 2023, Going Global Partnerships has strengthened the India-UK
Higher Education ties in the last two years through grants amounting to GBP 1.94 million, benefitting 155 universities in India
and the UK, and supporting 13 industry collaborations.
Bennett University collaboration to bridge the Industry-Academia gap in digital skills
In November 2022, Bennett University in Noida, announced a collaboration with Salesforce, leveraging its online learning
platform, Trailhead, to equip students with the in-demand skills for a ‘digital first economy’. This collaboration integrates
industry-specific knowledge into the curriculum and provides avenues for students and faculty members to learn the digital
skills needed for the future.
IBM collaborates with the MoE and the MSDE to scale digital skills training in India
In September 2023, IBM collaborated with India’s Ministry of Education (MoE) and Ministry of Skill Development and
Entrepreneurship (MSDE) to provide tailored courses via IBM SkillsBuild. The partnership targets Indian youth, offering
courses on AI, cybersecurity, and cloud computing at school, higher education, and vocational levels. IBM’s aim is to
empower youth with digital skills, aligning with its commitment to upskill 30 million individuals by 2030.

Note: The list of use cases and examples is not Exhaustive
30
#8
Appendix
Reskilling Case Studies & Pathways
31
1/4
Reskilling Case Study
Organizations are observed to provide training to current employees in skills like Cloud Deployment and Data
Analytics, preparing them for transition to Data Engineer positions
Business Analyst Data Engineer
Reskilling Story
Employee
Organizational
Premise Incentive
Benefits
for Reskilling
• Organization Corporate Digital • Business Analysts have prior • Organization transitioned its
Academy offers upskilling experience in handling and Business Analysts to Data
programs that can help running SQL queries on large Engineers to fill vacancies
Business Analysts learn the datasets to identify and created by the burgeoning
skills they need to become Data generate insights, this skill demand for building and
Engineers can be expanded to include maintaining large data assets of
• These programs cover topics knowledge of computer their customers
such as Data Science, Machine programming languages, • Employees who undertake this
Learning, Artificial Intelligence, database development, data/ transition get the opportunity to
and Cloud Computing ETL pipelines development and work in high-demand, technical
optimization as well as cloud job roles with higher pay
services to transition to Data
Engineer job role
Reskilling Story Results
Capabilities Skills
• Identify opportunities for process improvements within • Data Engineering And Analytics: Data Mining, Data
the team, such as automation, and advise on solutions Engineering, Data Warehousing, Apache Spark, Hadoop,
• Build distributed, reliable, and scalable data pipelines Data Analysis, Data Pipelines, Big Data, Extract Transform
to ingest and process data analytics in real-time Load (ETL)
• Develop and implement data pipelines that extract, • AWS Technologies: AWS Glue
transform, and load data into information that helps to • Programming Languages and Algorithms: Python, Java
inform others of fraudulent or suspicious behaviors • Database Skills: SQL
• Translate business and functional requirements into • Robotic Process Automation (RPA): Blue Prism, UiPath,
robust, scalable, operable solutions that work well Robotic Process Automation (RPA)
within the overall data architecture • Cloud Deployment, Scaling And Management: Amazon
• Evaluate and plan software designs, test results, and Web Services (AWS)
technical manuals • Uncategorized: Improvisation, Organizing, Ownership,
Leadership, Methodical

32
2/4
Organizations are observed to provide training to current employees in skills like Cyber Security and cloud
Deployment, preparing them for transition to Cloud Architect roles
DevOps Manager Cloud Architect
Reskilling Story
Employee
Organizational
Premise Incentive
Benefits
for Reskilling
• Organizations have been • Cloud tech professionals are • Through this transition, Cloud
investing in making their in-demand and have better Architects helped Organizations
Azure cloud computing service compensation levels as well, this make informed decisions about
attractive to healthcare for motivates DevOps Managers to resource allocation, scaling,
applications and services, and transition into Cloud Architects and optimizing cloud spending,
to seamlessly achieve these • The additional skills required leading to significant cost
goals, there is a need for Cloud by DevOps Managers to savings
Architects in the company successfully transition to Cloud • With a background in
Architects include configuration DevOps, transitioning to a
management, unstructured data Cloud Architect role led to
technologies, visualization tools, the optimization of DevOps
machine learning tools, cloud practices within the organization
services and cloud infrastructure
Capabilities Skills
• Design and developing solutions, infrastructure, • Cloud Deployment, Scaling And Management:
software, applications, and data models Cloud-Native Architecture, Microsoft Azure, Cloud
• Regularly evaluate cloud applications, hardware, and Computing, Cloud Infrastructure, Amazon Web
software Services (AWS), Kubernetes
• Create and manage cloud-based systems • Operating Systems: Linux
• Design/Implement/Test Disaster Recovery • Cybersecurity: Cloud Security
• Develop cloud design patterns and architecture • Database Skills: SQL
framework required for the project implementation • Programming Languages and Algorithms: Python
• Provide technical oversight in the development of • Containers & Virtualization: Virtual Machines
enterprise security architecture solutions • Uncategorized: Methodical, Ownership, Change
Management

33
3/4
Organizations provide training to current employees in skills like Software Deployment, Programming Language,
preparing them for transition to RPA Developer roles
Full Stack Engineer RPA Developer
Reskilling Story
Employee
Organizational
Premise Incentive
Benefits
for Reskilling
• Organizations implemented • This led to a demand for RPA • Through this transition,
Robotic Process Automation Developers to Automation of tax Infosys addressed skill gaps in
(RPA) to navigate complex tax verification, filing, and because emerging technical domains
regulatory landscape, broad reconciliation eliminates human by implementing cost-
spectrum of processes, email errors and financial loss effective reskilling programs,
response collation, scheduling • Full Stack Engineers transitioned simultaneously fostering
meetings to statutory themselves into RPA Developers stronger employee loyalty within
compliance and reporting by acquiring skills in RPA tools, the company
activities Process Automation/Integration
IT, Java, .NET development, and
SQL
Capabilities Skills
• Design, develop, and Deploy RPA solutions as well as • Programming Languages and Algorithms: Java, C#
non-RPA scripting solutions to drive efficiencies and • Software Development: Automation Anywhere, .NET
process improvement in Operations Framework
• Design and develop integration and automation • Database Skills: SQL
solutions Support in testing activities, including • Robotic Process Automation (RPA): Blue Prism,
integration testing, end-to-end (business process) UiPath, Robotic Process Automation (RPA)
testing, and UAT • SDLC and Waterfall methodologies
• Setting up, testing, and monitoring automated • scripting languages such as VBScript, Python,
workflows to ensure that business processes function JavaScript
at optimum efficiency without risk of error • Uncategorized: Improvisation, Organizing,
• Deploy RPA components including bots, robots, Ownership, Leadership, Methodical
development tools, code repositories, and logging
tools
Source: Draup Talent Databas

34
4/4
Organizations are observed to provide training to current employees in skills like Network Security, Software
Development, preparing them for transition to Blockchain Engineer roles
Data Analyst Blockchain Engineer
Reskilling Story
Employee
Organizational
Premise Incentive
Benefits
for Reskilling
• The organization introduced a • A Data Analyst has a wide • Through this transition,
digital health passport solution scope with a specialized job role Blockchain Engineers helped
to battle COVID-19 health and better pay as a Blockchain integrate blockchain into
clearance bottlenecks at various Engineer, which motivates them organization’s systems, making
international airports to transition data transactions more secure
• This feature uses blockchain • Data Analysts are building upon and tamper-proof
encryption technology to their programming skills and • By transitioning to a Blockchain
protect the user data, and acquiring additional skills such Engineer, the organization
therefore, there is a need for as web development, blockchain improved its data security
Blockchain Engineers architecture, data structures, practices and protected
and cryptography to transition sensitive information
into Blockchain Engineers
successfully
Capabilities Skills
• Research, design, develop, and test blockchain • Software Development: GitHub

technologies • Cybersecurity: Encryption
• Brainstorm and help evaluate applications for new • Programming Languages and Algorithms:
tools and technologies as they continually evolve TypeScript, Java, C++, JavaScript, Solidity, Go
• Stay current with the latest blockchain developments (Programming Language)
and best practices • Network Security: Cryptography, Blockchain
• Collaborate with design, art, production, and • Wealth Management & Advisory: Ethereum
leadership teams to specify and build features and • Data Engineering And Analytics: Data Structures
development tools for our games • Cloud Service Providers such as Amazon AWS,
• Insist on the highest standards of architecture and Microsoft Azure
optimization and think toward the future as you create • Kubernetes Tools such as cAdvisor, Falco
features for our millions of players • Uncategorized: Methodical, Ownership, Improvisation

35
1.1/5
Reskilling Journey – Data Scientist
Several job roles from diverse job families have demonstrated the potential for transitioning into a Data Scientist
job role. For example, Marketing Analysts can pursue a career path that serves as an intermediate step to bridge
the considerable skills gap and transition into Data Scientist roles
Top 8 most common starting and intermediate roles for becoming a Data Scientist
2,90,000+ 2,19,000+
Profiles analysed for Data Scientist Recorded actual transitions to becoming a Data Scientist
Reskilling Transition Upskilling Transition

Long-term : 6+ Months* Short-term : <6 Months*
Starting Roles Intermediate Roles End Roles
Python Developer Software Development Engineer
PHP Developer Applications Developer/Engineer
Programmer Analyst Backend Engineer
Market Research Analyst Data Engineer

Data Scientist
Technical Support Engineer Statistician
Marketing Analyst Data Analyst
Fraud Analyst Business Analyst
Actuarial Analyst Quantitative Analyst
No. of observations High Low
Transitioning to relevant intermediate positions before becoming a Data Scientist is a strategic career path that utilizes existing
skills effectively.
For instance, Python developers possess crucial software engineering skills, which align with the responsibilities of a Software
Development Engineer. This intermediate step allows individuals to enhance their existing expertise further, providing a strong
foundation for the role of a data scientist. It’s a structured approach that ensures candidates are well-prepared to excel in the
complex and dynamic field of data science (End Role).
Transitions Developed using DRAUP Reskilling Module.

* Starting roles are expected to transitions into respective role Intermediate role | Source: Draup Talent Database | Note: Skill level data has been
extracted from DRAUP Reskill Navigator. The time durations mentioned are based on preliminary analysis considering 60 hours of dedicated
learning per month, subject to change upon deeper analysis
36
1.2/5
Reskilling Pathways – Data Scientist
Transitioning into a Data Scientist role necessitates acquiring a comprehensive skill set encompassing Statistical
Modeling, AI/ML, Software Development, and Data Engineering & Analytics, with the typical transition duration
ranging from 6 to 8 months
Starting Roles Skills Acquisition & Course Sequencing End Roles
6 Months (360 Hrs)
Artificial
Statistical Software Data
Python Intelligence
Modeling & Engineering Engineering
Developer & Machine
Data Science (Skipped) & Analytic
Learning
6 – 6.5 Months (379 Hrs)
Artificial
Intelligence
PHP Developer Modeling & Engineering Engineering
& Machine
Learning
PHP and Python Developers have a robust background in software engineering and can transition to
a Data Scientist position in just 6 to 6.5 months. Although they may possess some skills in statistical
modeling and data science, as well as data engineering and analytics, they may lack the necessary
abilities in AI/ML. Therefore, they should focus their efforts on enhancing their skills in these areas to
bridge the gap and successfully transition into a Data Scientist role.
Data Scientist
7.5 - 8 Months (451 Hrs)
Artificial
Intelligence
Fraud Analyst Modeling & Engineering Engineering
& Machine
Learning
7.5 – 8 Months (458 Hrs)
Artificial
Marketing Intelligence
Modeling & Engineering Engineering
Analyst & Machine
Learning
Transitioning from Marketing and Fraud Analyst roles to Data Scientist positions can take longer
because these professionals may only have partial expertise in data analysis, statistics, and data
visualization. However, they can expedite the transition by enhancing their software engineering skills,
mastering AI/ML concepts and libraries, and becoming proficient in data engineering and analytics.
This transition typically takes 7.5-8 months.
Index: Skills Completely Skipped Skills Partially Skipped

Transition times to vary depending upon the adjacency of Starting Role to the Intermediate and Final Roles as well as number of learning hours
per week | Source: Draup Talent Database | Note: Skill level data has been extracted from DRAUP Reskill Navigator. The time durations mentioned
are based on preliminary analysis considering 60 hours of dedicated learning per month, subject to change upon deeper analysis
37
2.1/5
Reskilling Journey – RPA Developer
Several job roles from diverse job families have demonstrated the potential for transitioning into an RPA
Developer job role. For example, a Frontend Engineer can pursue a career path that serves as an intermediate
step to bridge the considerable skills gap and transition into RPA Developer roles.
Top 8 most common starting and intermediate roles for becoming an RPA Developer
33,800+ 26,000+
Profiles analysed for RPA Developer Recorded actual transitions to becoming an RPA Developer

Java Developer Applications Developer/Engineer
Frontend Engineer QA Engineer
Quality Engineer QA Test Automation Engineer
Backend Engineer Web Developer

RPA Developer
System Engineer Process Engineer
Process Analyst .NET Developer
Automation Technician Process Automation Engineer
Business Analyst RPA Analyst
A strategic career approach to becoming an RPA Developer is to advance from entry-level to relevant intermediate positions.
This approach enables individuals to utilize their existing skills effectively.
For instance, Java developers possess vital software development, programming, and algorithmic expertise that align closely
with the skill set required for an Applications Developer/Engineer. By taking this intermediate step, individuals can refine their
skills and establish a solid foundation for success in Robotic Process Automation (RPA).

Starting roles are expected to transitions into respective role Intermediate role | Source: Draup Talent Database | Note: Skill level data has been
38
2.2/5
Reskilling Pathways – RPA Developer
Transitioning into an RPA Developer role necessitates acquiring a comprehensive skill set encompassing RPA,
Programming languages, Software Development, and Agile/Scrum methodologies, with the typical transition
duration ranging from 4 to 7 months
4 Months (246 Hrs)
Robotic Programming
Software
Process Languages Agile/Scrum
Java Developer Development
Automation and Algorithms Methodologies
(Skipped)
(RPA) (Skipped)
Leveraging their existing software development and programming language skills expertise, Java developers are
poised to make a swift transition into RPA Developer roles in a short span of 4 months. While they may possess partial
skills in RPA and are familiar with Agile and Scrum methodologies, the focus will be on expanding their knowledge in
these skills to pivot into RPA Developer roles efficiently.
5 - 5.5 Months (320 Hrs)
Robotic Programming
Software
Process Languages Agile/Scrum
Process Analyst Engineering
Automation and Algorithms Methodologies
(Skipped)
(RPA) (Skipped)
5.5 - 6 Months (349 Hrs)
Robotic Programming Data Scientist

Software
Business Process Languages Agile/Scrum
Engineering
Analyst Automation and Algorithms Methodologies
(Skipped)
(RPA) (Skipped)
Process analysts and Business analysts may have an advantage when transitioning to a role as an RPA Developer.
Their existing knowledge in RPA, including process analysis and workflow understanding, along with their familiarity
with Agile methodologies, can serve as a solid foundation for this transition. However, it will be important to put in
significant effort to acquire programming and software development skills to make a successful transition.
6.5 -7 Months (419 Hrs)
Robotic Programming
Software
Automation Process Languages Agile/Scrum
Engineering
Technician Automation and Algorithms Methodologies
(Skipped)
(RPA) (Skipped)
To become an RPA Developer, Automation technicians should focus on developing their skills in programming
languages such as Python and Java, algorithms, software development practices, and knowledge of agile and scrum
methodologies. While they may already possess some RPA skills like troubleshooting, it is important to prioritize other
essential skills and areas to transition into an RPA Developer role in 6.5 – 7 months.

39
3.1/5
Reskilling Journey – Data Architect
Several job roles from diverse job families have demonstrated the potential for transitioning into a Data Architect
job role. For example, Backend Engineers can pursue a career path that serves as an intermediate step to bridge
the considerable skills gap and transition into Data Architect roles
Top 8 most common starting and intermediate roles for becoming a Data Architect
1,65,000+ 2,19,000+
Profiles analysed for Data Architect Recorded actual transitions to becoming a Data Architect

Database Administrator Data Engineer
Storage Engineer/DB Engineer Storage Architect
Backend Engineer Data Integration Manager
Applications Developer/Engineer Technical Architect

Data Architect
Frontend Engineer Platform Engineer
DevOps Engineer Application Architect
Data Analyst Data Integration Engineer
IT Manager System Architect
Moving from entry-level positions to relevant intermediate roles before becoming a Data Architect is a strategic career plan
that maximizes existing skills.
For example, Database Administrators who already have a strong foundation in data engineering and analytics are well-suited
to becoming Data Engineers. This intermediate phase acts as a bridge to improve these abilities, creating a strong foundation
for a successful transition into the role of Data Architect.

40
3.2/5
Reskilling Pathways – Data Architect
Transitioning into a Data Architect role necessitates acquiring a comprehensive skill set encompassing Data
Engineering, Software Development, IT Management, Agile/Scrum methodologies, and Cloud Deployment, with
the typical transition duration ranging from 6 to 8 months
6 Months (360 Hrs)
Cloud
Data Software IT
Applications Agile/Scrum Deployment,
Developer/ Engineering Development Management/
Methodologies Scaling And
Engineer And Analytics (Skipped) Governance
Management
6 – 6.5 Months (379 Hrs)
Cloud
Data Software IT
Backend Agile/Scrum Deployment,
Engineering Development Management/
Engineer Methodologies Scaling And
And Analytics (Skipped) Governance
Management
Backend engineers and application developers, possessing skills in programming languages such as
Java and Python, database design, and software architecture, can transition into Data Architect roles
in 6 to 6.5 months. Although they may have some skills in data engineering, analytics, Agile/Scrum, and
cloud deployment, it is crucial to acquire IT management expertise and close these gaps to ensure a
successful transition.
Data Scientist
7.5 - 8 Months (457 Hrs)
Cloud
Data Software IT
Database Agile/Scrum Deployment,
Engineering Development Management/
Administrator Methodologies Scaling And
And Analytics (Skipped) Governance
Management
7.5 – 8 Months (467 Hrs)
Cloud
Data Software IT
Storage Agile/Scrum Deployment,
Engineer/ Engineering Development Management/
Methodologies Scaling And
DB Engineer And Analytics (Skipped) Governance
Management
Moving from the roles of a Storage Engineer and Database Administrator to a Data Architect position
usually takes around 7.5 - 8 months, as it requires acquiring additional data engineering and analytics
skills such as data storage and management, database management, and data modeling along with
other essential skills which are lacking in these professionals to smoothly transition into a Data Architect
role.

41
4.1/5
Reskilling Journey– Cloud Architect
Several job roles from diverse job families have demonstrated the potential for transitioning into a Data Architect
job role. For example, QA Engineers can pursue a career path that serves as an intermediate step to bridge the
considerable skills gap and transition into Cloud Architect roles.
Top 8 most common starting and intermediate roles for becoming a Cloud Architect
1,22,900+ 94,100+
Profiles analysed for Cloud Architect Recorded actual transitions to becoming a Cloud Architect

CisOps Analyst Cloud Engineer
QA Engineer System Engineer
Frontend Engineer Software Development Engineer
Platform Engineer Cloud Consultant

Cloud Architect
Database Administrator Storage Engineer/DB Engineer
System Engineer IT Infrastructure Architect
Network Analyst Network Engineer
Cisops Manager DevOps Manager
To become a Cloud Architect, it is important to progress through relevant intermediate positions that build upon current skill
sets.
For example, Frontend Engineers bring valuable software development skills that align with the requirements of a Software
Development Engineer, and they also have some understanding of cloud deployment and data engineering. Working as
Software Development Engineers during this intermediate phase can help them further develop their existing expertise,
creating a strong foundation for success in the role of a Cloud Architect.

42
4.2/5
Reskilling Pathways – Cloud Architect
Transitioning into a Cloud Architect role necessitates acquiring a comprehensive skill set encompassing Cloud
Deployment, Software Development, Data Engineering, Systems Engineering, and Network Management, with the
typical transition duration ranging from 5.5 to 7.5 months
5.5 Months (331 Hrs)
Cloud Systems
Software Data Network
Platform Deployment, Engineering &
Development Engineering Management &
Engineer Scaling And Administration
(Skipped) And Analytics Administration
Management (Skipped)
Platform Engineers can transition into Cloud Architect roles in a short time span of 5.5 months as have familiarity with
specific cloud platforms or basic data engineering techniques and are proficient in Software development and Systems
engineering skills such as Scripting, API Integration, System administration, and Infrastructure design.
6 – 6.5 Months (375 Hrs)
Cloud Systems
CisOps Deployment, Engineering &
Analyst Scaling And Administration
6.5 - 7 Months (398 Hrs)
Cloud Systems
Frontend Deployment, Engineering & Cloud Architect
Engineer Scaling And Administration
Individuals who are transitioning from roles as frontend engineers and CisOps analysts to Cloud Architect positions
usually require a period of 6-7 months. Frontend engineers possess software development abilities and some
understanding of cloud deployment and data engineering but may lack expertise in systems and network administration.
On the other hand, CiOps analysts are proficient in systems and network administration but may have limited knowledge
of cloud deployment and require improvement in data engineering and software development skills.
7 – 7.5 Months (445 Hrs)
Cloud Systems
Deployment, Engineering &
QA Engineer Development Engineering Management &
Scaling And Administration
It may take approximately 7 to 7.5 months for Quality Assurance engineers to transition into Cloud Architect roles.
Although they possess some skills in cloud deployment, such as familiarity with specific cloud platforms and basic software
development knowledge like scripting and coding practices, they may still lack crucial competencies in areas such as data
engineering, systems administration, and network management.

43
5.1/5
Reskilling Journey & Pathways – Security Analyst
Several job roles from diverse job families have demonstrated the potential for transitioning into a Security
Analyst job role. For example, Service Desk Analysts can pursue a career path that serves as an intermediate step
to bridge the considerable skills gap and transition into Security Analyst roles.
Top 8 most common starting and intermediate roles for becoming a Security Analyst
1,91,900+ 1,47,200+
Profiles analysed for Security Analyst Recorded actual transitions to becoming a Security Analyst

Desktop Support Systems Analyst
Service Desk Analyst Network Analyst
Risk Administrator Cyber Security Associate
Network Administrator Server Administrator

Security Analyst
Database Administrator IT Security Specialist
Infrastructure Analyst Network Administrator
Application Support Analyst Cyber Security Specialist
Web Developer Programmer Analyst
Transitioning from starting roles to relevant intermediate positions before becoming a Security analyst is a strategic career
path that leverages existing skills effectively.
For example, network administrators possess crucial skills related to network management and software development that are
relevant to the role of a server administrator. This intermediate step can help individuals further develop their existing expertise
and build a solid foundation for becoming a security analyst.

44
5.2/5
Reskilling Pathways – Security Analyst
Transitioning into a Security Analyst role necessitates acquiring a comprehensive skill set encompassing
Cybersecurity, Network Management & Administration, IT Management, Software Development, and Scripting &
Log Management, with the typical transition duration ranging from 6.5 to 8.5 months
6.5 Months (393 Hrs)
Network IT
Network Software Scripting & Log
Cybersecurity Management & Management/
Administrator Development Management
Administration Governance
6.5 – 7 Months (407 Hrs)
Network IT
Service Desk Software Scripting & Log
Analyst Development Management
Network administrators and Service desk analysts have an advantage when transitioning into security
analysis roles. Their skills in intrusion detection, firewall management, and network monitoring are
crucial for conducting security analyses. Although service desk analysts may have some knowledge of
cybersecurity and network management, they may need to enhance their software development skills to
complement their cybersecurity abilities and successfully transition into security analyst positions.
7 – 7.5 Months (435 Hrs) Cloud Architect
Network IT
Desktop Software Scripting & Log
Support Development Management
8 – 8.5 Months (490 Hrs)
Network IT
Risk Software Scripting & Log
Administrator Development Management
Moving from Desk Support to Security Analyst roles may happen quicker than transitioning from Risk
Administrator roles. Typically, it takes about 7 to 7.5 months for Desk Support professionals to become
Security Analysts due to their existing skills in network troubleshooting and system administration that
align well with the new role. However, Risk Administrators may require more time as their current skillset
focused on risk assessment and compliance may not be directly related to the skills needed for a Security
Analyst role. This disparity in required skills can result in a longer transition period for Risk Administrators
in this context.

45
Glossary, Taxonomy & Methodology
Appendix
#9
46
Glossary
Talent Supply refers to the total installed or employed talent, which includes the job postings filled in the past
year, i.e., from July 2022 to June 2023 (or simply the total talent added in 1 year).
Talent Demand is the aggregate sum of Installed Talent and the number of unfilled job postings (or job
openings) in the past year from July 2022 to June 2023.
The Talent Demand and Supply Gap is the difference between the number of skilled workers needed for a
company, industry, or economy to fill specific roles and meet operational needs (talent demand) and the actual
number of individuals who are qualified and ready to fill those roles with the necessary skills and expertise (talent
supply). This gap indicates that there is a mismatch between the skills the employers seek and those possessed
by the existing job candidates or workforce.
Reskillability Index: Determined by projecting the potential expansion of the Digital Tech Talent pool achievable
through the process of upskilling the existing workforce.
Digital Tech Talent: Digital Tech talent comprises the talent employed in all 13 technologies defined under the
“FutureSkills” subsector. This consists of AI & NLP, Big Data Analytics, IoT, Cloud Computing, Cyber Security, RPA,
Blockchain, AR/VR, 3D Printing, Quantum computing, Robotics, and 5G, as well as professionals employed in Web
and Mobile Development Technologies.
Core Tech Talent: Core Tech talent consists of the tech talent employed in traditional/core tech (outside the
Digital Talent Pool), which includes Network and systems, IT Infrastructure, IT Support, Database, Test/Quality
Assurance, and Legacy Software Development.
Non-Tech Talent: Non-Tech talent consists of non-tech talent employed in the technology sector in India, which
includes areas like Sales & Marketing, HR, Admin, etc. This analysis excludes non-tech talent.
Tech Industry Employee Base: This includes the total number of employees in India’s technology sector,
including both tech and non-tech personnel across technology segments such as IT Services, BPM, Engineering
R&D, GCCs, and Software Products.
47
Talent Clustering and Job Families
Talent Analyzed in the Document
Tech Talent Industry Covered
Digital Talent Core Tech Talent Technology Industry
Web & Mobile IT Network

Blockchain Database
Development & Systems
Augmented/
IT Infrastructure Test/Quality
Cloud Computing Virtual Reality
& Technical Assurance
(AR/VR)
Legacy Software
AI & NLP 3D Printing IT Support
Development
Internet of Things Quantum

(IoT) Computing
Cyber Security Robotics
Robotic Process Big Data

Automation (RPA) Analytics
5G
48
Job Role Taxonomy (1.1/2) – Digital Talent

Big Data Internet Cloud Cyber

AI & NLP RPA Blockchain
Analytics of Things Computing Security
Cloud Consultant
Data DevOps IoT Software RPA Blockchain
Migration Network
Scientist Engineer Analyst Developer Specialist
Analyst Security
Cloud
IoT Security RPA Process Blockchain
ML Engineer BI Analyst Security Analyst EPS
Specialist Consultant Developer
Analyst
Site Digital
Solutions Data Quality IoT Network RPA Solution
Reliability Forensics
Architect Analyst Specialist Manager
Analyst Specialist
Security
Data IoT Product Cloud RPA Test
NLP Engineer Infrastructure
Engineer Manager Consultant Engineer
Specialist
Cloud Risk & RPA

Data Data IoT Domain
Compliance Architect IAM Implementation
Annotator Architect Specialist
Officer Specialist
IoT HW Cloud
Deep Learning Database RPA Solution
Solution Infrastructure Analyst IdAM
Engineer Administrator Architect
Designer Analyst
Cloud
Big Data IoT Solution Penetration RPA Support
Application
Consultant Architect Tester Engineer
Developer
Analyst
IoT Test Cloud
Compliance
Analyst Administrator
Audit
Analyst
Cloud
Application
Architect
Security
Security
Analyst
Analyst SOC
List of job roles is indicative, not exhaustive

Job families are not completely independent – Minor talent overlap across job families might be present
49
Job Role Taxonomy (1.2/2) – Digital Talent
Quantum Web & Mobile
AR/VR 3D Printing Robotics 5G
Computing Development
Software
3D Printing Quantum AI Robotics Engineering
VR Specialist Development
Specialist Developer Engineer Manager 5G
Engineer
Quantum
3D Modelling Robotics R&D Technical Application
VR Designer Computing
Engineer Researcher Engineer – 5G Architect
Algorithm Developer
Quantum AI Autonomous 5G/Cloud-RAN Python

AR Designer
Scientist Robotics Lead Solution Architect Developer
Quantum Robotics
5G Software Full Stack
AR Researcher Computing Software
Developer Developer
Researcher Engineer
R&D Robotics Frontend

Engineer Engineer
Backend
Engineer
Software
Engineer – API
Integrations
Java Developer

50
Job Role Taxonomy (2/2) – Core Tech Talent

IT Legacy
IT Network Test/Quality
Infrastructure IT Support Database Software
& Systems Assurance
& Technical Development
Quality
Network IT Infrastructure IT Service Database
Assurance C++ Developer
Administrator Administrator Manager Engineer
Analyst
Storage Test
Network IT Support Database HTML CSS
Infrastructure Automation
Specialist Specialist Programmer Developer
Engineer Engineer
Network Help Desk Database Testing

Migration Engineer Perl Developer
Engineer Manager Architect Engineer
Network IT Operations Help Desk Database Systems

Test Lead
Technician Technician Technician Coordinator Programmer
Customer
Datacenter
System Analyst Enterprise Architect Service Test Analyst PHP Developer
Operator
Manager
System Service Desk

IT Technician Test Technician .Net Developer
Administrator Analyst
Quality
System IT Infrastructure Application
Assurance
Architect Technician Support
Tester
Systems
Integration
Engineer
Systems
Engineer

51
Methodology
#10
52
Talent Growth Estimation – Talent Supply

CAGR of Total Talent Supply, Fresh Talent Supply, Compensation, and Total Talent Demand are the 4 key
parameters used as inputs for Future Growth Analysis
Draup’s Employed Professionals Draup tracks over 800 Million+ The JD database contains over
& Job Postings datasets track profiles of professionals 380 million historical as well as
information for 30+ industries employed in over 5 Million+ currently active Job Openings &
companies and their descriptions.
Draup tracks historical market Draup’s ML models use this

share, revenue, financial growth data as input to calculate inter-
& similar financial data for over dependencies, and perform
5 million companies future talent growth projections
Input Database
Industries*: 30+ industries
including BFSIs, Hospitals and
TALENT PROFILES FOR EACH JOB OPENINGS FOR EACH JOB
Healthcare, Medical Devices,
JOB ROLE BY YEAR ROLE BY YEAR (& MONTH)
Pharmaceuticals, Retail,
FMCG, Consumer Electronics,
2021 2021
FMCG, Automotive, Energy,
media, Semiconductor, 2022 2022
Aviation and others 2023 2023
Analysis and Output
TALENT GROWTH ANALYSIS
Ending Value 1
CAGR = Beginning Value N o . o f y e a rs
-1 100%
Where,
CAGR = Compounded Annual Growth rate
Ending Value = It refers to the final measure of talent at the end of the specific period (in this case, it is March 2023)
Beginning Value = It represents the initial measure of talent at the start of the specified period (in this case, it is April 2021)
No. of Years = It corresponds to the duration over which we have calculated the CAGR (i.e., 2 Years)
FUTURE GROWTH FORECASTING
Our future growth forecasts take 4 major factors and their inter-relationships into account
CAGR of CAGR of CAGR of CAGR of

Total Talent Supply Total Talent Supply Total Talent Supply Total Talent Supply
Note: Draup’s extensive profile corpus of 800 M+ professionals has been leveraged to map skills with each job roles. Draup has an extensive
database of 380M+ job descriptions aggregated from multiple job search platforms and databases.
53
Talent Growth Estimation – Talent Demand
CAGR of Total Talent Demand, Tech Industry Growth Rate, and Tech Startup Growth Rate are the 3 key
parameters used as inputs for Future Growth Analysis
Draup’s Employed Professionals Draup tracks over 800 Million+ The JD database contains over
& Job Postings datasets track profiles of professionals 380 million historical as well as
information for 30+ industries employed in over 5 Million+ currently active Job Openings &
companies and their descriptions
Draup tracks historical market Draup’s ML models use this

share, revenue, financial growth data as input to calculate inter-
& similar financial data for over dependencies, and perform
5 million companies future talent growth projections
Input Database
Industries*: 30+ industries
including BFSIs, Hospitals and
TALENT PROFILES FOR EACH JOB OPENINGS FOR EACH JOB
Healthcare, Medical Devices,
JOB ROLE BY YEAR ROLE BY YEAR (& MONTH)
Pharmaceuticals, Retail,
FMCG, Consumer Electronics,
2021 2021
FMCG, Automotive, Energy,
media, Semiconductor, 2022 2022
Aviation and others 2023 2023
Analysis and Output
TALENT GROWTH ANALYSIS
Ending Value 1
CAGR = Beginning Value N o . o f y e a rs
-1 100%
Where,
CAGR = Compounded Annual Growth rate
Ending Value = It refers to the final measure of talent at the end of the specific period (in this case, it is March 2023)
Beginning Value = It represents the initial measure of talent at the start of the specified period (in this case, it is April 2021)
No. of Years = It corresponds to the duration over which we have calculated the CAGR (i.e., 2 Years)
FUTURE GROWTH FORECASTING
Our future growth forecasts take 3 major factors and their inter-relationships into account
CAGR of Total CAGR of CAGR of Tech

Talent Demand Tech Industry Growth Rate Startup Growth Rate
Note: Draup’s extensive profile corpus of 800 M+ professionals has been leveraged to map skills with each job roles. Draup has an extensive
database of 380M+ job descriptions aggregated from multiple job search platforms and databases.
54
Talent Size Estimation

Draup Talent Sizing Methodology
Occupational Statistics Secondary Data Sources
Preliminary Country Level Size Estimation
Manual Processes
Preliminary MSA Level Estimation
Job Role Embedding Model to Identify Vectors
Location Embedding Model to Identify Vectors
ML Processes
Final Regression Model
Normalization with Occupational Statistics
Talent Pool Size
Workload
STEP 1: Acquiring Occupational Statistics Data

• Researchers extract occupational-level talent statistics for each country from government bodies
• Researchers acquire job role-level statistics from secondary sources such as Social Media platforms, job portals, and
resume banks.
STEP 2: Preliminary Talent Size Estimation - Manual

• Researchers estimate talent size ratios on a job role and Metropolitan Statistical Area (MSA)1 level between talent size
numbers acquired from secondary sources and official statistics to calculate preliminary talent size numbers for each job
role – MSA combination.
STEP 3: Job Role Embedding Model

• Job Role Embedding Model identifies similar job roles based on skills adjacency and assigns ~20 vectors2 for each job
role using a Genetic Regression Model.
STEP 4: Location Embedding Model

• Location embedding model is a deep learning model with embedding layers to identify the job family level relationships
at a location level. The model is used to assign ~20 vectors2 for each location.
STEP 5: Regression & Normalization

• The data acquired in Steps 2-4 are provided as inputs to a proprietary regression model to estimate the talent size for
each Job Role – Location Combination. The numbers are further normalized against the official occupational statistics to
arrive at the final estimated talent size.
1. A Metropolitan Statistical Area is a core area containing a large population nucleus (50,000+) , together with adjacent communities that
have a high degree of economic and social integration with that core.
2. A Vector is an n-dimensional vector of numerical features that represent some object. Many algorithms in machine learning require a
numerical representation of objects, since such representations facilitate processing and statistical analysis.
55
Methodology for Overall Skill Analysis
Draup employs robust methodology utilizing ML models to identify the top skills of Tech professionals
Harvesting Funnel
1. a . U t i li z i ng t he ex i st i ng c o rp u s o f D ra u p 80 0 M + p ro f i le d a t a b a se
E x t rac t io n
Pro file
1. b . E x t ra c t i ng c o mp a ny sp ec i f i c p ro f i les
E x t rac t io n
2. a . S k i lls ex t ra c t i o n o f a ll p ro f i les
S k ill
2. b . I d ent i f i c a t i o n o f t o p o c c u rri ng sk i lls
Ca t eg o ri za t i o n
3 . a . Ca t eg o ri zi ng t he sk i lls i nt o sk i ll c lu st ers
S k ill
3 . b . S p li t t i ng i d ent i f i ed c lu st ers i nt o d i f f erent sk i ll su b - set s
Acco r di ng t o 1 0 + Par amet er s
Skills No. of profiles Proficiency

Identified tagged with that skill of Skills
Ra t i ng o f ea c h sk i ll c lu st er b a sed o n o c c u rrenc es
Workflow
1. Utilizing the existing corpus of Draup 800M+ profile database: Draup has a database of 800M+ profiles as well as
other relevant statistics related to skills from government sources like BLS, and specific company websites. These are
stored in the proprietary database of Draup for further training and analysis process of the models.
2. Extracting company-specific profiles: Draup utilizes this database to extract the company-specific profiles. The data
sets are converted into a common language ‘English’ (if the job descriptions are posted in a regional language), for ease of
comparison.
500 Million+ 800 Million+

380 Million+ JDs 89 Countries 30K+ Skills
Enterprises Profiles
3. Categorizing the skills into skill clusters: Draup will filter out the individual profiles of Job Functions targeted, based on
Job Titles and job functions, to get a filtered profile. The skills from these profiles will then be extracted and categorized
into top-identified clusters.
4. Identification of top sub-skills within cluster: Draup utilizes its Big Data model which extracts core skills from the
profile sections where the likelihood of skill presence is the highest, to identify the top skills within each cluster.
5. Rating of each skill cluster: Draup will rate each of the top skills identified on a score of 10 based on parameters such as
Occurrences, relevancy of skill to the professional, experience utilizing the skill, and role-skill mapping. The skills identified
are also manually verified to ensure accuracy
Note: Draup’s extensive profile corpus of 750 M professionals has been leveraged to extract skills
56
Methodology for de-duplication of Unmet job openings

Draup’s ML model is designed to deduplicate job postings posted across multiple websites when estimating the
unmet job posting data. Deduplication is achieved by tracking several parameters such as job role names, job
posting ID, date of job posting, job posting location, job descriptions, contact information and source of the job
posting.
De-duplication Process
U t i li zi ng t he ex i st i ng c o rp u s o f Dra u p 3 80 M+ J o b d esc ri p t i o ns
1. Crea t i ng Du p li c a t i o n S et s
2. M a t c hi ng J Ds f o r Ded u p li c a t i o n
3 . Find ing Dup lic at e J Ds
Ded u p li c a t ed U nmet J o b P o st i ng s
Workflow
1. Creating Deduplication Sets: To facilitate deduplication, we establish two sets that will be used for self-joins. These sets
are generated from the ‘partition_company’ and ‘synon_location’ columns in the dataset. This approach is introduced to
address skewed data issues, a technique often referred to as ‘salting.’
2. Matching JDs for Deduplication: Using the sets created in the previous step, we identify one-to-one mappings for
‘synon_location’ and ‘company’ within a 20-day timeframe.
3. Finding Duplicate JDs: In this step, the system identifies duplicate job descriptions based on cosine similarity. The goal
is to identify job descriptions that are very similar or identical in content content >70% similar is taken as duplicate. Once
identified, it retrieves the IDs of these duplicate job descriptions
CAGR Forecasting until 2028

While forecasting the Compound Annual Growth Rate (CAGR) of Talent Supply and Demand until 2028, various measurable
parameters are considered for talent supply, including Total Talent Supply, Fresh Talent Supply, Compensation, and Talent
Demand. Additionally, non-measurable parameters such as reskilling, upskilling, and government initiatives are taken into
account. On the demand side, measurable parameters encompass Total Talent Demand, Tech Industry Growth Rate, and
Tech Startup Growth Rate. Moreover, non-measurable parameters like the Adoption Rate of New Technology, Regulatory
Changes, and Technological Advancement are factored into the analysis. Definition - Talent Supply refers to the installed
tech talent for the year 2023. Talent Demand is defined as “Fulfilled Demand (Installed Talent) + Unmet Demand (Open
Job Postings)”
Note: Draup’s extensive profile corpus of 750 M professionals has been leveraged to extract skills
57
List of Contributors
Vijay Swaminathan Kirti Seth

Co-founder & CEO CEO, IT-ITES Sector Skill Council Nasscom
Chaitanya Rao Sangeeta Gupta

Senior Consultant Senior Vice President
Assispal Singh Narula Achyuta Ghosh

Associate Consultant Head Research
Ishtjot Singh Neha Jain

Delivery Lead Senior Analyst
Sindhuja Kavale Nirmala Balakrishnan

Practice Lead
Kaamna Jain
Lead Expert – Customer Success,
FutureSkills PRIME
58
About
nasscom is the industry association for the IT-BPM sector in India. A not-for-profit organization funded by the
industry, its objective is to build a growth-led and sustainable technology and business services sector in the
country with over 3,000 members. nasscom Insights is the in-house research and analytics arm of nasscom,
generating insights and driving thought leadership for today’s business leaders and entrepreneurs to strengthen
India’s position as a hub for digital technologies and innovation.
Draup is an enterprise decision-making platform for global CXO leaders in sales and talent domains. Draup
combines machine learning with human curation to help organizations make data-driven strategic decisions. The
platform is powered by machine-generated models, which are augmented by a team of analysts adding their
learning-based insights to provide a 360-degree transactable view of their sales and talent ecosystem.
More people find jobs on Indeed than anywhere else. Indeed is the #1 job site in the world and allows job seekers
to search for millions of jobs on the web or mobile in over 60 countries and 28 languages. More than 250 million
people each month search for jobs, post resumes, and research companies on Indeed.
Draup is an enterprise decision-making platform for global CXO leaders in sales and talent domains. Draup
combines machine learning with human curation to help organizations make data-driven strategic decisions. The
platform is powered by machine-generated models, which are augmented by a team of analysts adding their
learning-based insights to provide a 360-degree transactable view of their sales and talent ecosystem.
59
Disclaimer
The information contained herein has been obtained from sources believed to be reliable. nasscom and its
advisors & service providers disclaims all warranties as to the accuracy, completeness or adequacy of such
information. nasscom and its advisors & service providers shall have no liability for errors, omissions or
inadequacies in the information contained herein, or for interpretations thereof. The material or information is not
intended to be relied upon as the sole basis for any decision which may affect any business. Before making any
decision or taking any action that might affect anybody’s personal finances or business, they should consult a
qualified professional adviser.
Use or reference of companies/third parties in the report is merely for the purpose of exemplifying the trends
in the industry and that no bias is intended towards any company. This report does not purport to represent
the views of the companies mentioned in the report. Reference herein to any specific commercial product,
process or service by trade name, trademark, manufacturer, or otherwise, does not necessarily constitute or
imply its endorsement, recommendation, or favouring by nasscom or any agency thereof or its contractors or
subcontractors.
The material in this publication is copyrighted. No part of this report can be reproduced either on paper or
electronic media without permission in writing from nasscom. Request for permission to reproduce any part of
the report may be sent to nasscom.
Usage Information
Forwarding/copy/using in publications without approval from nasscom will be considered as infringement of

intellectual property rights.
Address: Plot no. 7 to 10, Sector 126, Noida- 201303, India
Phone: +91-120-4990111
Email: research@nasscom.in
Web: www.nasscom.in, community.nasscom.in

Talent Demand and Supply Report - 6-Dec-23 - Compressed

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Talent Demand and Supply Report - 6-Dec-23 - Compressed

Uploaded by

Copyright:

Available Formats

India Tech

Research Partner Industry Partner

We hope you find the insights shared in the report useful.

Do send us your feedback and suggestions.

Kirti Seth Sashi Kumar Vijay Swaminathan

Tech Industry Tech Talent - India #2

India’s Tech Talent Strengths #3

2000 - 2010 2011 - 2020 2021 - 2030

• SQL • Web & Mobile • ML/AI

• Computer • Network/ • IT Network

• Mobile • AI/ML • AR/VR

• Data Analyst • Data Scientist • AR/VR Developer

• Machine Learning • RPA Developer

Source: Draup Talent Database

Unlocking Global Tech Talent Potential

Global Tech Talent in Tech Industry Landscape

Source: Draup Talent Database

India - Tech Industry Employee Base & Tech Talent

Tech Industry Employee Base Trend Line

Mar’21 Mar’22 Mar’23

Source: Draup Talent Database

Demand Supply Gap

Source: Draup Talent Database

Job Role Analysis – Digital Job Families

Low Job Role Complexity High

Source: Draup Talent Database

Skill Cluster Analysis within Digital Job Families

Source: Draup Talent Database

India’s Digital Talent Hotspots

Share of Digital Talent Across Mature and Emerging Tech Hubs

Mature Tech Hubs Emerging Tech Hubs together account

Analysis for FY2028

Projections based on the following key assumptions

Digital Tech Talent Demand - Supply and Gap

38% 34% 25% 25% 4.5-4.7

FY21 FY22 FY23 Jul-22/Jun-23 Jul-27/Jun-28

roles can grow considerably by creating a

2020 2023E 2028P

Source: Draup Talent Database

15.89 Lakh+ 92 Lakh+ 6.61 Lakh+ ~41%

2000+ 100+ 80+ 15

Source: Draup, nasscom, Future Skills Prime

India’s Strengths – Stem Graduates Supply

Under-Graduates, Post-Graduate (includes Ph.D.). Graduate STEM Talent Across India

2.5 M 2.1 M 0.40 M

India - STEM Education Split

Female Diversity STEM Graduates

STEM Graduates as % of total University

Source - World Economic Forum, Draup Database, AISHE, OECD

University Hotspots for Fresh Talent

Top 15 Fresh Talent Hotspots - India

Total fresh talent supply(STEM graduate)

Key Government Initiatives Supporting STEM Supply in the Country

Professional Skills Clusters of Tech Talent

Skill Requirement High Medium Low

Source: Draup Talent Database

Global Learning & Development Priorities

Primary Focus of L&D Programs Globally in 2022 *

* Share of L&D professionals globally

L&D Professionals expecting an increase in L&D Budget Allocation in 2023*

* Share of L&D professionals globally

Source:. LinkedIn Learning 2023 Workplace Learning Report

Talent Sourcing Strategies Explanation

Educational Institutions talent pipelines.