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      The workforce is undergoing a fundamental transformation as organisations navigate the convergence of artificial intelligence, evolving operating models and changing talent expectations. As AI moves from experimentation to enterprise-wide adoption, organisations are rethinking how work is designed, how decisions are made and how humans and digital agents collaborate to create value. The focus is shifting from workforce availability to workforce adaptability, capability development and organisational agility, enabling businesses to remain competitive in an increasingly AI-driven economy.

      This transformation is being accelerated by the emergence of human-agent workforces, where AI agents are becoming active participants in business processes alongside employees. Organisations are redesigning structures, governance models and leadership approaches to manage this new reality while ensuring accountability, trust and productivity. At the same time, investments in skills, leadership development and inclusion remain critical as organisations seek to build a future-ready workforce capable of leveraging AI while maintaining human judgement, creativity and innovation.

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      Human and AI collaboration

      Enabling effective partnerships between employees and intelligent agents

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      Future-ready talent and skills

      Building capabilities aligned to AI, digital technologies and changing business needs

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      Inclusive leadership and workforce transformation

      Creating diverse, adaptable and high-performing organisations

      At the same time, workforce transformation is increasingly being shaped by broader economic, technological and societal priorities.

      • AI-enabled workforce transformation

        Improving productivity, decision-making and organisational effectiveness

      • Human-agent operating models

        Redefining roles, responsibilities and governance frameworks

      • Workforce redesign and organisational agility

        Enabling faster adaptation to evolving business needs

      • Women in leadership

        Strengthening representation and leadership pipelines across organisations

      • Talent development for Micro, Small, and Medium Enterprises (MSME)

        Supporting innovation, competitiveness and long-term growth

      • Future of work and HR transformation

        Balancing technological advancement with human-centric workplace experiences

      • Continuous learning and reskilling

        Preparing talent for emerging technologies and evolving career pathways

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      Driving growth with Workforce trends

      Narayanan Ramaswamy

      National Leader - Education and Skill Development, Government and Public Services

      KPMG in India

      • We believe almost no job is untouched by AI - but very few will be completely replaced or made redundant. This doesn’t mean we can be complacent and assume AI won’t have any impact. There are a lot of enhancements that happen to every job role and augmentations to many, skills for these changes would be crucial for survival.

      • We focus too much on technical skills and how they’re changing - almost ignoring human skills or softer skills that will remain.

        How do we make sure that as AI improves and evolves, we can learn and adapt along with it? We need to evolve a dynamic skills framework - because as AI keeps moving ahead, we can’t afford to stand still

      Ira Gupta Tuteja

      Advisor - CSR, Corporate Citizenship
      KPMG in India                        

      We believe that the UN’s Sustainable Development Goal 4 (Quality Education), is a powerful enabler of all other SDGs. Recognising this transformative potential, we support initiatives across education, employment, and entrepreneurship, aligned with our global commitment to empower 10 million disadvantaged youth by 2030, helping them build resilient futures and participate meaningfully in the economy and society.

      Shalini Pillay

      India Leader - Global Capability Centres

      KPMG in India

      As organisations accelerate their AI journey, the ability to build future-ready talent and continuously evolve capabilities will be a key differentiator. India has a unique opportunity to strengthen its position as a global hub for innovation and talent by fostering stronger collaboration between industry, academia and the wider ecosystem. Organisations that invest in workforce readiness today will be better equipped to create long-term value in an AI-driven economy.

      Sunit Sinha

      Partner and Head – Human Capital Advisory Solutions

      KPMG in India

      AI presents organisations with an opportunity to reimagine how work is structured, how talent is developed and how value is created. As enterprises move beyond experimentation, success will depend on their ability to build workforce readiness, redesign operating models and create capability systems that evolve with the pace of change. The organisations that act with clarity and intent today will be best positioned to lead in the AI decade.

      Arun Sharma

      Partner, Human Capital Advisory Solutions

      KPMG in India

      The future of work will be defined by readiness, not just resources. Building deployable skills, fostering continuous learning and strengthening collaboration across industry, academia and government will be essential to creating a workforce that can thrive in an AI-driven economy.

      Arun Sharma

      Partner, Human Capital Advisory Solutions

      KPMG in India

      For MSMEs, the real strength lies in scale, employing nearly 30% of the workforce. The challenge isn’t participation, it’s productivity. Skills remain foundational, but the pace of improvement is striking, unlocking stronger policy execution and long term growth potential.

      Sunit Sinha

      Partner and Head – Human Capital Advisory Solutions

      KPMG in India

      The future of work will be shaped by organisations that balance technological innovation with human experience. AI can accelerate decision-making and improve efficiency, but lasting impact comes from empowering people with the right skills, insights, and support to adapt and succeed.

      Sameer Salunke

      Partner

      KPMG in India

      AI is changing how work gets done, but it is also changing what organisations expect from HR. Leaders need better workforce insights, employees expect simpler experiences, and businesses need skills that can evolve with changing priorities. Bringing those pieces together is where the next chapter of HR begins.

      Vijay Gogoi

      Partner and Lead, Learning Services

      KPMG in India

      The future of work will belong to those who can combine AI fluency with human judgement, manage risk with confidence, and remain deeply focussed on the people they serve. Upskilling is not just about staying relevant, it is about creating greater impact.

      Akhilesh Tuteja

      Partner & National Leader, Clients and Markets

      KPMG in India

      India’s opportunity for globally experienced talent extends far beyond GCCs, spanning SaaS, semiconductors, fintech, logistics tech, auto tech, manufacturing and new energy. Demand is strong at the top and entry levels, with tighter mid tier depth. Compensation gaps with the US are narrowing, but ownership, innovation and India first global impact are the real draws.

      Returnee talent is accelerating product thinking, global go-to-market and frontier AI. GCCs can anchor high skill roles when mandates include true product ownership. To scale this momentum, India will benefit from ESOP clarity, founder fast tracks, relocation support and sustained R&D funding.

      Hemant Jhajhria

      National Head of Consulting

      KPMG in India

      India's rise as a manufacturing and economic leader relies on advancing up the value chain. Moving from basic assembly to innovation-driven manufacturing is essential for sustained competitiveness, requiring stronger industry, investment, talent, and mindset.

      Priorities shaping this shift:

      • Move up the value chain.: Transition from assembly-led models to design, engineering, and innovation-driven manufacturing
      • Increase R&D investment: With spending below 1% of GDP, scaling research and intellectual property creation is critical.
      • Build holistic competitiveness: Success depends on quality, scale, supply chain strength, and reliability, not just cost advantage.
      • Strengthen the MSME ecosystem: Enable growth through formalisation, access to credit, and global supply chain integration.
      • Address the talent gap: Bridge the disconnect between education and industry-ready skills to unlock workforce potential.
      • Shift mindset from executor to creator: Focus on owning design, innovation, and outcomes, rather than following global instructions.
      • Enable risk-taking through financial systems: Strengthen insurance and capital frameworks to support entrepreneurship and long-term growth.
      Nilachal Mishra

      Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure

      KPMG in India

      India moves toward an AI-driven future, success depends not only on building digital infrastructure but also on preparing its workforce. He noted that India's youth population is an advantage, but it must be matched with large-scale reskilling to meet AI-era demands.

      Key insights:

      • Talent is the core driver of AI transformation: India’s workforce will determine the success of its AI ambitions.
      • Reskilling at scale is essential: Continuous upskilling is needed to make talent AI-ready and future-relevant.
      • Demographic advantage must be converted into capability: A large working population must translate into productive, skilled output.
      • AI adoption is human-centric: Success depends on how effectively people are integrated into AI ecosystems.
      • Manufacturing and AI must evolve together: Industrial growth should be supported by AI-enabled skills and systems.
      Naveen Aggarwal

      Office Managing Partner – Delhi NCR, Corridor Leader, U.S.- India

      KPMG in India

      Accessibility is more than inclusion. Its is economic strategy. When accessibility is done right, it expands the workforce, broadens consumer markets, and unlocks contributions from millions who are often excluded by design, not ability.

      Embedding accessibility into national planning is essential if we are serious about inclusive growth as we move towards Viksit Bharat 2047.

      Yezdi Nagporewalla

      Chief Executive Officer

      KPMG in India

      • Geopolitics and uncertainty continue to shape global priorities, yet we also stand at the start of a major shift powered by AI. It is closely linked to the volatility around us, but it also creates room for new possibilities. As the world navigates industrialised conflict, trade pressure, and fractured supply chains, deep tech and AI have moved to the centre of every strategic discussion.
         

        Sovereignty has become a core priority. Nations everywhere are pushing for self-reliance, and this is where India has a real opportunity. We are supported by a policy environment that understands the importance of this moment. From FTAs to the foresight behind data centres and digital infrastructure that matches physical infrastructure, India is building a position as a trusted and future-ready destination.
         

        The global view of India has changed. It is no longer seen through the lens of low-cost labour. It is recognised for its own strength and for the role it plays in the global system.

      • India is intensifying efforts across production and services sectors. Every layer of modern services is experiencing rapid transformation fuelled by advanced technology. Sustaining global prominence in services requires consistent progress. Growing numbers of GCCs are choosing India, driven not only by skilled professionals but also by a rising technology and innovation framework. Our ambition is to strengthen this environment and preserve forward motion.


        Learning from international competitive economies remains essential. Our greatest opening lies in building trust. Confidence grows through clarity and verifiable digital processes. This journey is demanding and lengthy, yet our resolve must remain firm.

      • Advancing women's leadership strengthens the very core of our organisations. When systems, culture and opportunity work together, talent flourishes with confidence. Inclusive leadership is not just a principle-it is a powerful catalyst for sustainable growth. By nurturing equity at every level, we unlock the full promise of diverse and dynamic leadership. Together, we can shape workplaces where every leader rises with purpose and possibility.

      Sunit Sinha

      Partner and Head – Human Capital Advisory Solutions

      KPMG in India

      Gender-balanced leadership is a fundamental driver of organisational success. Yet performance reviews, promotion criteria, and leadership assessments often reflect long‑standing assumptions that can unintentionally shape outcomes for women.

      The true test of commitment to DEI lies in how rigorously organisations examine and strengthen evaluation systems to eliminate these biases. As organisations mature, embedding transparent and auditable evaluation practices will not just enhance equity - it will also strengthen long‑term institutional trust and leadership credibility.

      Shikha Kamboj

      Partner, DT-Cyber Strategy and Govn
      KPMG in India

      Progress in women's leadership is rising, yet the gap between talent and access remains one of our greatest missed opportunities. Equity will not come from progress alone. It will come when institutions redesign the paths that hold women back and leaders choose to remove barriers with the same urgency that women show in breaking them.

      Hear from the experts

      For MSMEs, the real strength lies in scale, employing nearly 30 per cent of the workforce. The challenge isn’t participation, it’s productivity. Skills remain foundational, but the pace of improvement is striking, unlocking stronger policy execution and long-term growth potential.

      Purushothaman KG stresses that enterprises must democratise AI skills and ensure upskilling, during his conversation with CNBC TV18.

      KPMG in India proudly collaborated with ETHR World as knowledge partner for the 4th Edition of ET CHRO Annual Conclave.

      KPMG in India proudly collaborated with ETHR World as knowledge partner for the 4th Edition of ET CHRO Annual Conclave.

      Sunit Sinha shares his views at the 4th Edition ETHRWorld CHRO Annual Conclave.

      Sunit Sinha at the Cornerstone OnDemand Skills Intelligence Summit 2025, Mumbai.

      Client testimonials

      Client Testimonial – Kusum Healthcare 


      KPMG in India partnered with Kusum Healthcare to drive digital HR excellence - boosting efficiency, accuracy, and compliance. The results speak for themselves:

      • 40% fewer manual taskz
      • 30% faster recruitment turnaround
      • Improved onboarding & hire experience, leading higher productivity
      • 25% increase in employee satisfaction with reduced costs

      Explore our Workforce insights

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