How India Is Closing The Global Skills Gap: A CEO’s Perspective

As the global demand for digital skills intensifies, many companies are grappling with a skills gap that extends across industries and regions. Alex Cormack, chief executive officer (CEO) of Sheffield Haworth, a global consultancy in people and transformational change, shares his insights on this evolving landscape, the value of Indian talent, the importance of diversity and inclusion, and the future of leadership in a tech-driven world.

The Skills Gap & India's Position

Cormack attributes the challenge of skills gap to the rapid pace of technological advancement. “The skills gap globally is widening due to rapid technological change, particularly with the rise of generative AI and the prevalence of digital technologies across all sectors. Everybody is in a race to meet those demands. That's obviously created a skills gap that most organisations are looking to fulfil.”

When it comes to India, Cormack believes the country has a competitive edge. “There are significant skill sets in India compared to the rest of the world. If you look at a lot of the global tech companies, they're often led by Indians who have moved overseas. One of the things we're looking to do is attract those Indians back to India to grow the local economy,” he notes, emphasising India’s potential as a rising technology hub.

Retaining Talent

In a world where talent is mobile, retaining skilled professionals is crucial. Cormack highlights the shift in what attracts and retains talent. “It's not just about compensation these days. It's about the career path, the development they have, and the exposure to a varied career that challenges them. For Indians abroad, the attraction is the potential of India’s growth over the next five years. There’s so much happening here, which hasn't necessarily been the case before. It’s one of the bright spots in the global market.”

Navigating Trends: Quiet Quitting, Silent Firing & Talent Poaching

To address modern workplace challenges like quiet quitting and talent poaching, Cormack stresses the importance of culture. “A modern, flexible, inclusive culture is key—where everyone’s voice is heard, where there's a focus on learning and development and a competitive compensation structure. It's about career progression and professional challenges, not just money. Most individuals are seeking the right culture and career development, not merely higher pay.”

Diversity In Leadership

On the topic of diversity, particularly gender diversity in leadership, Cormack acknowledges the historical challenges. “It's probably the historical legacy still playing out, but there has been a significant and positive change. The key is to create an inclusive organisation where people from diverse backgrounds can thrive and to create organisational frameworks that ensure equitable outcomes for everyone irrespective of gender, ethnicity, socioeconomic background or disability, and understanding that a more diverse and inclusive workforce ensures a more sustainable, more commercially successful business. Added to this, we at Sheffield Haworth, simply believe it is the right thing to do,” he states. Sheffield Haworth looks at diversity holistically. “We don’t just focus on gender; we consider the intersection of different diverse perspectives across neurodiversity, social mobility, ethnicity, disability and other dimensions. The key is to embrace different viewpoints, as they can drive competitive growth, and create a culture of belonging with an organisation."

Cormack explains that Sheffield Haworth has a dedicated diversity and inclusion (D&I) team advising clients on promoting diversity. “Most organisations have structures that were designed in a male-dominated era, but that’s not going to future-proof your company. It's about changing the organisation to make it work for everyone.”

Evolving Leadership Skills: A Shift Over Decades

Cormack has witnessed a transformation in the skills companies seek in leaders. “There's been a shift towards a flexible mindset and an appreciation for new technologies. People don’t need to be experts, but they need to understand what technology can do and how it can be applied to achieve better business outcomes. A decade ago, technology was not a central part of leadership roles, but today it’s a key differentiator.”

This shift is not restricted by geography or industry. “Across all geographies and sectors, the old-school leaders are struggling. The new leaders are those who are inclusive, embrace new technologies and understand how to engage a multigenerational workforce with different expectations for work-life balance and technology integration,” he observes.

India has become a focal point for global talent acquisition, according to Cormack. “The high levels of education, a can-do attitude, a positive mindset, and a flexible approach are what set Indian talent apart. India’s booming economy fuels a positive and innovative outlook, which is refreshing.”

Future-Proofing The Workforce

When asked about how organisations can future-proof their workforce, Cormack offers clear advice. “It’s about flexibility, developing inclusive cultures, adopting new technologies, and building a modern workplace that caters to everyone. Companies need to embrace diverse thought processes to drive growth.”

Cormack, who has been with Sheffield Haworth for two decades, is proud of the company's innovative approach. “We provide clients with flexible and modern solutions, and we pride ourselves on our diverse and inclusive culture. Many at Sheffield Haworth have grown through the ranks, becoming senior leaders because they had an environment that encouraged sharing ideas.”

India is an essential part of the firm's global strategy. “We are excited about India’s growth in technology, financial services, industrial sectors and its emergence on the global stage. We’re actively connecting international clients with the Indian opportunity and encouraging top Indian talent to return and contribute to the local economy.”

Will AI Replace Human Jobs?

On the controversial question of whether AI will replace jobs, Cormack is optimistic. “AI is a useful tool, but it won’t replace the special interaction between human beings. Face-to-face contact and verbal communication have irreplaceable value. AI can aid us and help us to be more productive, but it can’t replicate the nuances of human interaction.”

Cormack’s message to the next generation of leaders is to stay ambitious and embrace new technologies. “Don’t be held back and progress your career as quickly as possible. It's not about years of experience; it's about ideas, ambition, and a positive mindset. It’s an exciting time to start a career.”

Building A Standout Resume

For those looking to make an impression, Cormack emphasises the importance of showcasing unique achievements. “Highlight the main accomplishments that make you different—whether they’re career, personal, or extracurricular. AI might help build a CV, but it can’t convey your unique experiences and perspectives, which is what businesses are looking for.”

Cormack’s insights reflect a changing landscape where technology, diversity and an inclusive mindset are central to success. As the global talent market evolves, Sheffield Haworth continues to adapt, with a keen focus on the future.