Tag: reskilling

  • Infosys to Reskill One-Third of Workforce for Specialist Roles as AI Reshapes IT Jobs

    Infosys to Reskill One-Third of Workforce for Specialist Roles as AI Reshapes IT Jobs

    Infosys, the Bengaluru-based IT services giant, has announced a major workforce restructuring plan as artificial intelligence continues to reshape the technology industry. The company intends to move between 25% and 33% of its 320,000 employees into specialist roles, according to sources who attended a recent internal event.

    Frontier Engineering Team

    As part of the transformation, Infosys is building a dedicated team of around 6,000 frontier engineers focused on advanced technologies. This group will help the company respond to evolving client demands as AI becomes increasingly central to IT services.

    The company is also actively hiring from leading Indian institutes such as IITs and NITs, as well as from US campuses, competing with AI labs for top talent to strengthen its capabilities in emerging technologies.

    Focus on AI and Specialist Skills

    The workforce changes reflect Infosys’s strategy to combine broad AI adoption with deeper engineering expertise. The company plans to augment employee capabilities with AI tools while developing the specialist skills required for AI-first services.

    Infosys has expanded its internal training programs to cultivate AI talent, supplementing external hiring with hands-on training through internal bridge programs.

    AI Changing the Nature of IT Work

    According to Infosys’s latest annual report, the nature of work is shifting from code creation to orchestration, system supervision, domain interpretation, and outcome validation. This shift demands new roles, large-scale reskilling, and changes to workforce composition.

    The planned move of up to one-third of its workforce into specialist positions underscores broader changes in the IT services industry, where companies are increasingly prioritizing AI skills and specialized engineering capabilities.

  • AI Workforce Planning 2027: A CHRO Playbook for Skills, Roles, and Human-AI Collaboration

    AI Workforce Planning 2027: A CHRO Playbook for Skills, Roles, and Human-AI Collaboration

    AI Is Rewriting the Workforce Planning Rulebook

    Artificial intelligence is pushing CHROs beyond headcount forecasts and toward strategic capability planning. The central question is no longer just how many employees a business will need; it is how work itself is changing and whether the workforce has the skills to make that transition successfully.

    McKinsey’s 2026 HR Monitor found that only 11% of organizations take a long-term view of workforce planning. That gap points to a larger shift: as AI changes tasks and skills, companies must plan around organizational capabilities rather than simply filling seats.

    Skills Become the Heart of AI Strategy

    Skills intelligence is becoming a core workforce planning function. AI expertise can no longer live only in technology teams; it must be understood across every business function.

    The World Economic Forum’s Future of Jobs Report 2025 projects that 39% of workers’ core skills could change by 2030. The fastest-growing skill areas include AI and big data, networks and cybersecurity, and technological literacy. Human strengths such as creative thinking, resilience, flexibility, agility, leadership, and analytical thinking will remain essential alongside these technical capabilities.

    For CHROs, this means identifying existing skills, mapping gaps, and creating pathways for employees to move into emerging roles.

    Job Roles Are Being Redesigned

    AI is creating new roles while reshaping established ones. Some organizations are hiring for dedicated AI, data, and automation positions; others are folding AI capabilities into existing business functions. According to research from the CHRO Association, HR itself is starting to build new digital, innovation, and AI capabilities, with HR business partner roles and operating models also evolving.

    Human-AI Collaboration Requires Task-Level Design

    AI adoption does not automatically eliminate jobs. More often, it automates or augments specific tasks within a role. CHROs need to examine work at the task level and decide which activities should remain human-led, where AI can provide support, and which tasks can be automated.

    Deloitte’s 2026 Global Human Capital Trends research found that only 6% of leaders say their organizations are making meaningful progress in designing human-AI interactions. That gap shows why adopting AI is only the first step; redesigning work around it is the harder, more strategic stage.

    Reskilling Becomes Continuous

    As roles evolve, organizations need systems that support continuous learning and internal mobility. The World Economic Forum estimates that 59 out of every 100 workers will need reskilling or upskilling by 2030. Employers also cite skills gaps as a major barrier to transformation.

    Rather than relying mainly on external hiring, companies can identify adjacent skills in their existing workforce and build structured learning pathways that prepare employees for new responsibilities.

    Organizational Design and Governance

    AI affects more than individual roles. It changes team structures, decision-making, and the way work is distributed across the organization. McKinsey notes that agentic AI is pushing HR leaders to redesign roles and build the architecture needed for human-agent collaboration.

    Clear governance is equally important. Employees need to know how AI will be used, which decisions will remain under human control, and how their performance will be evaluated. The CHRO Association’s 2026 survey identifies organizational readiness, workforce concerns, governance risks, and investment constraints as the main barriers to scaling AI initiatives.

    CHRO Priorities for 2027

    Gartner’s 2026 CHRO research points to workforce transformation, workforce planning, and organizational design as the key strategic areas for CHROs navigating enterprise AI adoption. To stay ahead, HR leaders should:

    • Move from precise headcount forecasting to flexible capability planning.
    • Embed skills intelligence across all business functions.
    • Design jobs at the task level for human-AI collaboration.
    • Make reskilling and internal mobility a continuous priority.
    • Establish transparent governance and build employee trust in AI.
    • Treat organizational design as a core part of AI strategy.

    By 2027, workforce planning will be less about predicting numbers and more about aligning people, skills, technology, and organizational capabilities with changing business needs.

  • How to Thrive in Tech: Adaptability, Reskilling, and Readiness – Insights from Engineer Farzon Nosiri

    How to Thrive in Tech: Adaptability, Reskilling, and Readiness – Insights from Engineer Farzon Nosiri

    While workforce experts and policymakers continue to debate whether AI will replace jobs, the most significant shift may be taking place not in the jobs themselves but in the skills required to perform them. Over the past decade, the technology landscape has transformed multiple times, says Farzon Nosiri, an experienced software engineer and technical lead who has built a career across Tajikistan, Sweden, and the United States. He has transformed the Nexus Technologies platform from B2C to B2B, published scientific research, earned industry awards, and now develops next-generation AI-powered search and information management systems at Colorado Spirit Home Care. In this article, we turned to Farzon to understand what it takes to survive IT change and thrive as a result.

    Adaptability: The Foundation of Career Resilience

    “In my view, understanding how skills and responsibilities evolve over time is far more valuable than trying to predict which professions will survive technological change,” explains Farzon. “That is why continuous learning has become essential. Formal education provides a strong foundation, but long-term success depends on a willingness to keep learning long after graduation.”

    Nosiri’s perspective comes from firsthand experience. After graduating with honors from the Technological University of Tajikistan, he continued his education at the Royal Institute of Technology in Stockholm, where he earned a Master’s degree in Computational and Systems Biology. His research took him beyond traditional software engineering into bioinformatics. He worked with large-scale genetic datasets at the Royal Institute of Technology and the Karolinska Institute, applying computational methods to analyze gene expression data and investigate the biological mechanisms associated with the Epstein-Barr virus.

    Yet his career would not remain in academia for long. Returning to industry, Nosiri joined IMON International, one of Tajikistan’s largest financial institutions. As a cybersecurity analyst and ethical hacker, he designed a secure network connecting more than 180 branches across the country, strengthened the organization’s communications infrastructure, and participated in a high-profile digital forensics investigation following a cybercrime that resulted in more than $20,000 in losses. Rather than resisting change, Nosiri learned to treat every new challenge as an opportunity to grow – a mindset that turned adaptability into one of his greatest professional strengths.

    Reskilling: The Engine of Growth

    “I remember joining Nexus Technologies in Tajikistan as a software engineer consultant,” Nosiri recalls. “I was curious. I wanted to understand how entire platforms grew and evolved.”

    Farzon’s habit of constantly learning and exploring new technologies soon accelerated his professional growth, advancing him to a Senior Software Engineer role. One of the defining projects of this period was the redesign of the company’s core platform. Nosiri replaced the existing infrastructure with a distributed architecture, and Nexus Technologies transitioned from a B2C product to a scalable B2B platform. He later developed a data synchronization algorithm that improved performance by approximately 500 percent and significantly increased the system’s ability to handle growing workloads.

    At the same time, Nosiri continued learning and sharing knowledge with others. As Bootcamp Lead at Junior Code, he taught programming, algorithms, and data structures to aspiring developers, with more than 40 percent of participants later securing internships or full-time positions in the technology sector.

    Readiness: Preparing for the Future

    Last but not least, Farzon highlights readiness – the ability to prepare for change before it arrives. For him, this idea is closely connected to his current work in the United States. As a software engineer at Colorado Spirit Home Care, Nosiri focuses on building software solutions that support organizational workflows. Here, he designs a digital archive platform and builds an AI-powered retrieval system that uses semantic search and intelligent document navigation to improve access to critical information.

    “When I studied computational biology in Sweden, I couldn’t have predicted that years later I would be working with AI systems,” Nosiri says.

    Farzon’s research has also focused on systems that must remain reliable under pressure. In the Journal of Computing and Engineering Research, Innovation, and Education, he explored how microservice architectures can remain stable and efficient under changing workloads in his paper “Performance Optimization Techniques for Microservice Architectures in High-Load Scenarios.” In the American Research Journal of Computer Science and Information Technology, he examined the performance of five genome-mapping tools under conditions involving read errors, mutations, insertions, and deletions. His research interests have also extended into computational biology. In “Regulation of OCT-2,” published in the International Journal of Scientific Engineering and Science, Nosiri used computational methods and biological datasets to study the complex mechanisms that influence immune system activity and cellular response.

    The ability to think ahead has also brought Farzon industry recognition, including a Software Engineer of the Year nomination at the National Business Awards 2023 and a Platform of the Year nomination at the Innovation Time Awards 2024.

    Nosiri is sure: “No one can predict exactly what technology will look like five or ten years from now. What we can control is our willingness to evolve alongside it.”

    Looking at Farzon’s professional journey from Tajikistan to Sweden and the United States, we can conclude that the engineering superpower for surviving and thriving in tech is the ability to adapt, continuously acquire new skills, and stay ready for what comes next.