Developing Talent for Future-Ready Organizations

-

Introduction

In today's rapidly evolving business environment, organizations are increasingly recognizing that their most valuable asset is their people. The skills, creativity, and adaptability of employees determine how well a company can respond to technological change, global competition, and shifting customer needs. As industries transform, the demand for new capabilities continues to grow, making talent development a critical priority for future-ready organizations. By investing in continuous learning, empowering employees to upskill, and creating a culture that supports growth, businesses can build a resilient workforce prepared to thrive in the future world of work.


Recent initiatives across Sri Lanka illustrate this shift. For example, VFS Global, in partnership with NCPC Sri Lanka and ASSIST Development Foundation, launched a “Tourism Skilling Programme” targeting youth and focusing on eco- and cultural tourism, digital marketing, and soft skills—representing a concrete effort to build local talent for the growing tourism sector. Lanka Business +1

Meanwhile, more than 50 private-sector companies under a collaboration led by the International Finance Corporation (IFC) have advanced diversity and inclusion at work: across Sri Lanka, firms have used training, mentorship, and workplace reforms to increase women’s representation in leadership, improve workplace safety, and boost productivity. IFC+1

Additionally, efforts such as the Inclusive Threads initiative in the apparel industry show how inclusive skills-development programs—especially for persons with disabilities—can transform


Conclusion

Recent initiatives across Sri Lanka illustrate this shift. For example, VFS Global, in partnership with NCPC Sri Lanka and the ASSIST Development Foundation, launched a "Tourism Skilling Program" targeting youth and focusing on eco- and cultural tourism, digital marketing, and soft skills—representing a concrete effort to build local talent for the growing tourism sector. Lanka Business +1

Meanwhile, more than 50 private-sector companies under a collaboration led by the International Finance Corporation (IFC) have advanced diversity and inclusion at work: across S

  • VFS Global, NCPC Sri Lanka & ASSIST Development Foundation — “Youth Skilling Programme to Boost Sri Lanka’s Tourism Talent” Business Cafe+2 Lanka Business News+2

  • International Finance Corporation (IFC), Diversity Collective Lanka (DCLK), & Women in Management Sri Lanka (WIM)—“Training to Foster Respectful Workplaces Across Sri Lankan SMEs” IFC+2Lanka Business News+2

  • IFC's "Together We Can (TWC)" and "TWC+" initiatives in Sri Lanka aim to promote gender equality and the inclusion of persons with disabilities/LGBTIQ+ in private sector companies. IFC

  • The Inclusive Threads initiative in the Sri Lankan apparel industry facilitates the entry of persons with disabilities into the workforce. Ceylon Today

    • Sri Lanka: Firms have used training, mentorship, and workplace reforms to increase women’s representation in leadership, improve workplace safety, and boost productivity. IFC+1

    Additionally, efforts such as the Inclusive Threads initiative in the apparel industry show how inclusive skills-development programs—especially for persons with disabilities—can transform

    References  

  • VFS Global, NCPC Sri Lanka & ASSIST Development Foundation — “Youth Skilling Programme to Boost Sri Lanka’s Tourism Talent” Business Cafe+2 Lanka Business News+2

  • International Finance Corporation (IFC), Diversity Collective Lanka (DCLK), & Women in Management Sri Lanka (WIM)—“Training to Foster Respectful Workplaces Across Sri Lankan SMEs” IFC+2Lanka Business News+2

  • IFC's "Together We Can (TWC)" and "TWC+" initiatives in Sri Lanka aim to promote gender equality and the inclusion of persons with disabilities/LGBTIQ+ in private sector companies. IFC

  • Inclusive Threads—an inclusion initiative in the Sri Lankan apparel industry, enabling individuals with disabilities to enter the workforce. Ceylon Today

    •  

    Comments

    1. Sandun T JinadasaNovember 27, 2025 at 7:48 AM

      I fully agree that Sri Lanka’s recent initiatives like the VFS Global tourism skilling programme and IFC-led inclusion efforts show how strategic upskilling can reshape industries. Developing adaptable, diverse, and digitally skilled talent is no longer optional; it’s the foundation for national growth and organizational resilience in a rapidly changing world.

      ReplyDelete
    2. Hashini Suwindhaya BandaraNovember 27, 2025 at 6:48 PM

      In the garment sector, the Inclusive Threads program – launched with the support of Better Work Sri Lanka, the International Labor Organization (ILO) and IFC – aims to integrate people with disabilities into vocational training and employment pathways. apparel sector, the Inclusive Threads programme — launched with backing from Better Work Sri Lanka, International Labour Organization (ILO) and IFC — aims to integrate persons with disabilities into vocational training and employment pipelines. Ceylon Today By equipping employers and vocational training centers with accessibility tools, promoting inclusive hiring policies and removing structural barriers, the initiative demonstrates how skills development programs can broaden the talent pool and foster social inclusion – a strategic, forward-looking investment in human capital. centres with accessibility tools, promoting inclusive hiring policies, and dismantling structural barriers, the initiative demonstrates how skills-development programmes can widen the talent pool and foster social inclusion — a strategic, forward-looking human capital investment. Together, these examples illustrate how Sri Lankan organizations are taking a more data-informed, proactive and socially conscious approach to workforce development. organisations are embracing a more data-informed, proactive, and socially conscious approach to workforce development. Rather than relying solely on traditional recruitment or reactive labor market responses, they are building structured talent pipelines, anticipating future demands, diversifying their workforce and investing in inclusion. labour-market responses, they are building structured pipelines of talent, anticipating future demands, diversifying their workforce, and investing in inclusion.

      ReplyDelete
    3. Ruchina GayanthiNovember 28, 2025 at 3:34 AM

      This post captures that future of the organization will not be shaped by technology alone, but employee confidence and the talent will parallelly contribute to the organization success. Your post described investment in development is not a one time investment, but continues investment for sustainable growth. When organization creates culture for leadership growth by every level and people empowered for stretch beyond comfort zone, then employees are innovate, reflect, experiment with better environment. Your perspective reinforces that developing talents not just for success of the organization but building a better work environment where employees and talents flourish together.

      ReplyDelete
    4. Chamika Niroshini December 1, 2025 at 2:41 AM

      A well-rounded discussion on how Sri Lankan organisations are beginning to rethink talent development in a more strategic and future-focused way. The examples you highlighted from tourism skilling to IFC-led inclusion and disability focused initiatives show that real progress is happening across multiple sectors. At the same time, many companies still struggle with limited resources, inconsistent training quality, and a lack of long-term talent pipelines, which can slow down transformation. Even so, your analysis makes it clear that building future-ready talent is not just an HR function but a national priority that needs sustained commitment.

      ReplyDelete
    5. Sandaruwan Wijerathne December 1, 2025 at 10:55 PM

      Developing talent for future-ready organizations is essential as workplaces evolve with new technologies and changing market demands. By investing in continuous learning, skill development, and leadership growth, HR can build a flexible and innovative workforce. This proactive approach enhances employee capability, strengthens adaptability, and ensures long-term organizational competitiveness in a rapidly transforming business environment.

      ReplyDelete

    Post a Comment

    Popular posts from this blog

    HRM as a Strategic Driver of Organizational Performance

    -
    Image
    Introduction For decades, Human Resource Management (HRM) was viewed mainly as an administrative function concerned with payroll, compliance, and record-keeping. However, globalization, digital transformation, and evolving employee expectations have reshaped this view. In today’s competitive business landscape, HRM has become a strategic driver of organizational performance and competitiveness. The Strategic Shift in HRM Modern organizations recognize employees as their most valuable asset, yet success depends on how effectively this human capital is developed and aligned with business goals. Strategic HRM integrates people management with long-term strategy through workforce planning, culture building, and talent development (Boxall & Purcell, 2016). This shift positions HR managers as strategic partners contributing directly to innovation, growth, and transformation. HRM in Emerging Economies In emerging economies such as Sri Lanka and across South Asia, HRM faces dis...
    Read more

    why performance management is Essential for HRM

    -
    Image
     What is Performance Management Performance management is a continuous, systematic process used by organizations to ensure that employees’ work aligns with business goals and that they perform effectively. It focuses on planning, monitoring, developing, and evaluating employee performance to improve individual and organizational outcomes.                                         Key Components of Performance Management Goal Setting Establishing clear, measurable, and achievable objectives (often using SMART goals). Ongoing Feedback & Communication Regular discussions between managers and employees to track progress, offer guidance, and adjust goals when needed. Performance Appraisal A formal review (monthly, quarterly, or annually) to evaluate achievements, strengths, and improvement areas. Employee Development Providing training, coaching, and lear...
    Read more

    Learning and Development

    -
    Image
    Learning and Development  In today’s rapidly evolving business world, Learning and Development (L&D) has become more than just an HR function—it is a strategic driver of organizational success. With technology advancing at an unprecedented pace and job roles constantly changing, organizations must invest in continuous learning to stay competitive. Effective L&D not only strengthens employee capabilities but also builds a culture of innovation, engagement, and long-term growth.       What is learning and development? Learning and development is a process that enables individuals to acquire knowledge, improve skills, change behaviors, and alter attitudes. This process can be achieved through the skills and knowledge of individuals and teams, their experiences, suitable activities—including self-directed ones that align with the organization—and proper guidance and mentoring from line managers.   (Armstrong and Taylor, 2014).  The strategic learni...
    Read more