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The <keyword id="1370377" type="General" weightage="20" keywordseo="BPM-industry" source="Orion">BPM industry</keyword> in India is at the cusp of a transformation and the demand for AI-enabled talent is set to surge, redefining workforce needs across the sector. “My spectrum tells me, in the next 3-5 years, there’s going to be an uptick in AI-enabled workers till the time that models stabilise,” said Nitasha Atreya, the Head of Transformation, Digital Operations and Platforms at Wipro, during a panel discussion on “AI-Ready <keyword id="20041791" type="General" weightage="20" keywordseo="bpm" source="keywords">BPM</keyword> Industry in India,” hosted by Business Insider India. While AI has the potential to streamline many business processes, industry experts caution against relying solely on AI. Human intervention is still required, which means skilling new talent and upskilling existing talent is vital to leveraging AI effectively. Investing in these areas allows organisations to better meet evolving demands with a workforce that complements AI-driven solutions. <div type="Youtube" id="3ewvUSYfG1M" title="Al-Ready BPM Industry In India" thumbUrl="https://i.ytimg.com/vi/3ewvUSYfG1M/mqdefault.jpg"><url><![CDATA[https://www.youtube.com/watch?v=3ewvUSYfG1M]]></url></div> <h2>Why human intervention is critical</h2>As the demand for AI and generative AI models is rising among BPM clients, particularly for model-building capabilities, so is the demand for AI-skilled workers. “For us to have the right intervention for human-in-the-loop processes, it’s essential that we develop an AI-enabled workforce,” Mythily Ramesh, Co-Founder and Director of NextWealth told Business Insider. Ramesh shared industry projections that estimate AI could create up to 100 million jobs globally. AI models generate predictions based on historical data and probabilities, but human oversight is essential to ensure accuracy and minimise errors. “AI as an enabler or augmenting the human workforce is probably the way this industry is going to progress. With the risks that are associated with completely leaving AI to replace humans – it’s just not going to work,” explained <keyword id="23987938" type="General" weightage="20" keywordseo="sundar-hariharan" source="keywords">Sundar Hariharan</keyword>, Vice President of Digital Business Experience Centre at Alorica IQ. <h2>Shaping the future of AI And BPMs with collaborative intelligence</h2>The panellists emphasised a significant challenge in AI model development: only 1 in every 100 models actually makes it to deployment. For all of these models, a rigorous process of training and fine-tuning is required, using either synthetic or human-generated data. This process is not just about feeding the model data but also validating the output to ensure it functions as intended. “There’s a lot of requirements for data training and validation,” said Ramesh, highlighting the substantial demand for data annotators, labelers, and specialists in areas like image and video annotation. These roles are crucial for ensuring that the data used to train models is of high quality and accurately reflects the task at hand. However, the skills required for these roles go beyond traditional data labelling. The workforce must move away from rigid Standard Operating Procedures (SOPs) and understand the context in which data is being used. This requires employees to make judgement calls that help refine the model’s performance, adapting to continuously evolving instruction sets. "It’s collaborative intelligence—human intelligence combined with artificial intelligence," Ramesh noted. To address this evolving demand for skills, companies like Wipro have implemented comprehensive upskilling programs. These programs are tailored to different business segments, from basic AI awareness (AI 101) to advanced training for developers, engineers, and architects—those working directly on the models. Atreya shared that over 10,000 developers and engineers at Wipro are currently receiving training across these programs. <h2>AI’s role in transforming BPM operations</h2>According to Suhrid Brahma, the Chief Technology Officer at WNS Global Systems, the core model of the BPM industry is changing. “There is a shift from focus on people, to outcomes and value-add as an industry,” he said. He outlines a three-part strategy for the upgrades needed in AI-driven BPM, beginning with AI in operations. By building an AI-skilled workforce and maintaining a ‘human in the loop’ approach, organisations can maximise the value of AI while keeping essential human oversight. The second area is AI for applications and platforms. Each BPM deal has a technological component, which varies from client to client, but AI should be woven directly into these enterprise systems to ensure seamless functionality. Lastly, he highlights AI’s evolving role in analytics, shifting from retrospective analysis to providing predictive insights that drive proactive decision-making across the organisation. “This whole industry will grow for sure. But the nature of work we do, the kind of value-add we do for clients and the kind of outcomes we deliver as an industry, will definitely change,” Brahma noted. <h2>Navigating an evolving AI landscape in BPM</h2>As AI continues to reshape BPM, the nature of customer needs is also changing. With AI, businesses now have the potential to drive end-to-end process automation, where one part of the process is handled by the BPM organisation and the other by the client, fostering a more collaborative approach to AI adoption. Hariharan noted that BPM providers are transitioning into more tech-driven organisations, as AI increasingly becomes a key enabler of business processes. However, the road to AI integration is not without challenges. Atreya pointed out several challenges like siloed technology limiting the potential of AI to drive meaningful results. Atreya highlighted that siloed technology often limits the ability of AI to drive results. Organisations must assess whether they are AI-ready, with a mature data infrastructure and robust data availability. According to her, the most pressing concern remains ensuring ethical and responsible AI deployment, as new regulations continue to evolve. For sectors like BFSI, tech integration is already advanced, but industries like logistics have an opportunity to leapfrog by integrating systems and running processes end-to-end with AI, according to Brahma. He emphasised the importance of data integration to fully benefit from AI. Looking ahead, the panellists see huge opportunities in sectors like e-commerce and automotive, where AI-driven services are changing the landscape. The key to success will be collaboration, integration, and a well-trained workforce prepared to drive this AI-enabled transformation. This article is part of a four-part webinar series in partnership with nasscom. These monthly webinars aim to delve deep and offer insights into the evolving BPM landscape. You can watch the full video of the third session <a href="https://youtu.be/3ewvUSYfG1M">here</a>. Disclaimer: This article is generated and published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>

India's BPM industry to see sharp demand for AI-skilled talent over the next 3-5 years

<ul class="summary-list"><li>Ashley Bethea transitioned from the Air Force into a job as a government contractor.</li><li>Veterans can face challenges translating their military skills to civilian roles.</li></ul>Last summer, during her final month in the Air Force, Ashley Bethea cried almost every day.Bethea, 40, felt on edge about giving up part of the identity she'd held since she was 18. She was also nervous about making it in a civilian job market, where she had no experience."For 21 years, the military was who I was," Bethea told Business Insider. "I had no clue what corporate America looked like."Her predicament is one that often confronts military members attempting to shift from drills and missions to slide decks and sales targets.<div type="image" title="Ashley Bethea takes a selfie in uniform" height="878" width="1170" msid="115189951" hostid="261" sizebytes="41546"></div>Employers often face the inverse challenge: not knowing how veterans' abilities might translate to a civilian workforce, executives who work with vets told BI. These advocates for hiring veterans said that by looking a little closer at the skills undergirding veterans' experience, employers could help plug <a target="_blank" href="https://www.businessinsider.com/homebuilder-no-one-to-replace-retiring-boomer-construction-workers-2024-5">gaps in their workforces</a>.Bosses who dig into veterans' qualifications might like what they find. A 2023 LinkedIn report examining its users' experiences said veterans were three times as likely as those who hadn't served in the military to <a target="_blank" class="" href="https://socialimpact.linkedin.com/content/dam/me/linkedinforgood/en-us/veteran-report-2023/veterans-opportunity-report-2023.pdf">have a graduate degree or higher.</a>Yet at the same time, employers often overlook or discount military experience, LinkedIn found. The result: Veterans are only half as likely to rise to the level of director or VP even though they have almost double the work experience of nonveterans, the report said.The gap exists even as more employers say they're interested in prioritizing skills over pedigree. Even so, many hiring managers still scan résumés for <a target="_blank" href="https://www.businessinsider.com/employers-dropping-degree-requirements-slow-to-hire-for-skills-2024-10">four-year degrees</a> and prior experience in a role, hiring experts previously told BI.<h2 id="8192f62f-db42-4013-9640-b2e6593b5685">A résumé for the private sector</h2>Bethea, who retired from the Air Force at the end of July, turned to a nonprofit called <a target="_blank" href="https://www.hireheroesusa.org/">Hire Heroes USA</a> to help her translate her experience running logistics for deploying and returning airmen into something palatable to hiring managers. A representative from Hire Heroes helped Bethea craft her first-ever résumé."I just wanted to highlight that I could work all avenues of logistics, whether it be supply, transportation, people, equipment, or whatever the case was," Bethea, a mother of three, said.A Hire Heros USA advisor also helped coach Bethea on salary negotiations.Ross Dickman, CEO of Hire Heroes USA, told BI that one of the biggest challenges for people leaving their service is explaining how what they did in the military can be helpful to civilian employers.Dickman pointed to his own experience flying Apache helicopters during the dozen years he served in the Army."No employer really needs a helicopter that puts missiles into other things," he said.In addition to the obvious differences with civilian life, Dickman said, many members of the military chose to take on additional duties during the spare time they had while serving. That work might not be reflected in vets' records and can be difficult to capture, he said."That is where it gets murky and hard for an employer," Dickman said.Dickman said Hire Heroes USA works to help vets communicate about the skills that they possess. These can range from abilities in manufacturing to prowess in so-called soft skills like conflict resolution and negotiating.From there, Dickman said, Hire Heroes USA can go to employers and point to the abilities a veteran, service member, or military spouse possesses. Hire Heroes USA recently assisted its 100,000th veteran in the search for civilian employment, Dickman said.Vets tend to excel, Dickman said, in roles involving consulting, customer service, operations management, logistics, analysis, and project management."They have a lot more skills that informed the way that they executed as an infantryman versus just knowing how to use a rifle," Dickman said.That was the case for Jesse Gartman, 41, who spent four years in the Marine Corps. In 2007, about a year after returning home from Iraq, he responded to an ad on Craigslist looking for movers in New York City. Gartman loved the work and the flexibility it offered. Plus, it was lucrative, and the camaraderie echoed what he'd found in the military.Some three years later, with his back and shoulders hurting, Gartman decided he had what it takes to run a business. So, he started Veteran Movers NYC, employing mostly former military members. Gartman later sold that business and started another moving company in Oklahoma City, which he still owns. Now, back in New York City, Gartman is also doing business development work for another moving company.Gartman said that in his case and that of many vets he's worked with, they're "just happy to be alive." He added, "We take a lot of pride in what we do in life."<h2 id="c0f85961-1af9-4d05-9b79-21b2861a91af">Helping employers help vets</h2>Trina Clayeux, CEO of Give an Hour, a nonprofit that provides mental health support to veterans and their families, told BI that employers offering affinity groups or employee resource groups for veterans can help ex-military members feel more at home in civilian roles.Give an Hour also provides training and consulting services for employers on how to best support veterans.Clayeux said that employers often see veterans in somewhat one-dimensional ways by thinking they're good at getting things done or in leadership roles."They have so many other individual skills in between that they've picked up," Clayeux said.Clayeux said that's why it's important that hiring managers and supervisors should be curious about veterans' experiences and the skills they can bring to a workplace.A hiring manager's curiosity came through for Bethea, the newly minted Air Force veteran. She recently began a job as a government contractor at the Pentagon. Bethea's new role as a mission readiness airmen analyst builds on her decades of work in the Air Force."I enjoy logistics, and I still wanted to do it in my second life," she said.

Employers seeking skilled workers often overlook military veterans

<keyword id="20242921" type="General" weightage="100" keywordseo="Adobe" source="keywords" meta.keywordsubtype="org" meta.entityname="Adobe" meta.hostid="261" meta.entityid="Adobe">Adobe</keyword> has launched two new initiatives aimed at empowering both learners and marketing professionals through advanced AI technologies. The announcements were made at Adobe MAX 2024, which is underway at Miami Beach, Florida. The company unveiled a new global initiative designed to provide <keyword id="21872144" type="General" weightage="20" keywordseo="AI-literacy" source="keywords">AI literacy</keyword>, content creation and <keyword id="20399182" type="General" weightage="20" keywordseo="digital-marketing" source="keywords">digital marketing</keyword> skills to 30 million next generation learners so that they can carve a niche for themselves in the modern workforce. <h2>Collaborating with <keyword id="20153384" type="General" weightage="20" keywordseo="Coursera" source="keywords" meta.keywordsubtype="org" meta.entityname="Coursera" meta.hostid="261" meta.entityid="Coursera">Coursera</keyword> </h2> Adobe is collaborating with Coursera, educational institutions, NGOs, and other education platforms to make its training and certification accessible to a diverse range of emerging professionals. Adobe’s initiative also features a focus on responsible AI use, ensuring learners are equipped to handle emerging technologies in an ethical manner. The curriculum will cover various areas such as generative AI, social media content, and multi-channel advertising. Courses have already been rolled out globally on Coursera. To enhance inclusivity, Adobe is providing $250,000 in scholarships and expanding partnerships with nonprofits like DECA and NPower to integrate skilling opportunities into youth education programs. The company has pledged over $100 million this year through scholarships, product access, and partnerships to help learners from all backgrounds thrive in today’s workforce. Adobe’s Stacy Martinet, VP of Marketing Strategy and Communications, said that the goal is to ensure AI becomes a bridge, not a barrier, in helping professionals succeed. “Adobe’s mission has always been to design products that create opportunities and empower people from all backgrounds to change the world,” she said and added, “We want AI to bridge the digital divide not widen it, and this program will open doors for emerging professionals to succeed in the future workforce with AI literacy, content creation and marketing skills.” <h2><keyword id="23563843" type="General" weightage="20" keywordseo="GenStudio" source="keywords">GenStudio</keyword> for Performance Marketing </h2> Simultaneously, Adobe also launched GenStudio for Performance Marketing, an AI-driven application that aims to accelerate the creation and management of marketing campaigns. By integrating generative AI tools such as Adobe Firefly and third-party large language models, GenStudio empowers marketers and creative teams to generate high volumes of personalised content for digital campaigns. The new tool addresses a critical challenge faced by businesses today: the demand for dynamic, on-brand content that can be tailored to individual consumer preferences across multiple platforms. GenStudio streamlines the content supply chain, from creation to activation, enabling marketing teams to respond quickly to shifting consumer trends. Adobe has forged key partnerships with platforms like Google Campaign Manager 360, Meta, TikTok, Microsoft Advertising, and Snap, allowing brands to activate and adjust campaigns based on real-time insights. This integration, Adobe says, provides marketers with a comprehensive view of campaign performance, helping them tailor content to resonate more effectively with their target audiences. Prativa Mohapatra, Adobe India’s VP and Managing Director, highlighted how the new AI-powered workflows bring marketing and creative teams closer together. Brands like Air India and HDFC Bank have already begun exploring the possibilities of GenStudio, with plans for broader adoption across various industries. “With collaborations across industry leaders like Air India, HDFC Bank, Hero MotoCorp, Adobe is empowering marketing and digital teams to seamlessly manage multi-channel campaigns, with real-time insights to optimize performance. We’re excited to see how more Indian businesses will harness GenStudio to revolutionize their marketing strategies and deliver exceptional customer experiences,” she said.

Adobe collaborates with Coursera and others to help people develop AI skills, announces new AI-powered marketing tool

When ChatGPT launched in November 2022, it was being looked upon as something straight out of a Sci-Fi film. The <keyword id="19896272" type="General" weightage="20" keywordseo="generative-AI" source="keywords">generative AI</keyword> chatbot could write, code, compose music and whatnot. While many people started using the AI chatbot everyday and started appreciating it, there were others who were afraid that the chatbot would take away their jobs. And then there were people who believed that knowing how to use <keyword id="20096338" type="General" weightage="20" keywordseo="AI-tools" source="keywords">AI tools</keyword> would be a necessary skill in the future. “AI won’t replace your job but someone using AI tools would” was a popular quote surfacing on LinkedIn at the time AI tools started getting popular. And as per a recent study, this quote holds true. A new study by Gartner says that by 2027, a staggering 80% of engineering professionals may find themselves at risk of <keyword id="20080267" type="General" weightage="20" keywordseo="job-loss" source="keywords">job loss</keyword> if they do not adapt and enhance their skills, particularly in the face of advancing generative AI technologies. Generative AI is changing the way software development and engineering roles are approached at the workplace. This shift poses significant challenges for engineers who have relied on traditional skills and methods. As AI systems become more capable of performing tasks previously done by humans, engineers must recognise the importance of staying current with new tools and methodologies to remain competitive in the job market. According to an Analytics India Mag report, industry experts warn that those who do not actively pursue further education or training may struggle to secure employment. As the demand for <keyword id="23563446" type="General" weightage="20" keywordseo="AI-related-skills" source="keywords">AI-related skills</keyword> rises, professionals who fail to adapt risk being left behind. The pressure to keep pace with technological advancements is not just a trend; it’s becoming a necessity for career survival. To mitigate the risks associated with job displacement, engineers should engage in <keyword id="20186222" type="General" weightage="20" keywordseo="lifelong-learning" source="keywords">lifelong learning</keyword>. Upskilling can take various forms, including online courses, workshops, and certifications focused on AI and machine learning. Many educational institutions and online platforms are responding to this need by offering specialised programmes tailored to the demands of the industry. The call for continuous learning is not just about acquiring new technical skills. It also involves developing soft skills such as critical thinking, problem-solving, and adaptability. These competencies are increasingly valuable in a world where collaboration with AI systems will become the norm.

Study reveals 80% of software engineers must upskill by 2027 to keep their jobs

<ul class="summary-list"><li>US Air Force demo pilots perform airshow stunts derived from real-world combat training.</li><li>Airshows offer a glimpse into fighter jet capabilities and their role in combat scenarios.</li></ul>From a spectator's view, airshows are all about spectacle — roaring high-speed passes, compact formation flying, and daring aerial aerobatics.But for Air Force demonstration pilots, these techniques aren't just crowd-pleasers. They are precise maneuvers derived from real-world combat training — practical fighting skills that could mean the difference between life and death on the battlefield.While a demo pilot's primary mission is to captivate airshow audiences, they also offer the spectators a glimpse into what their military aircraft are capable of in actual combat scenarios.Air Force Maj. Tyler "Slasher" Clark, a demo pilot on <a target="_blank" class="" href="https://www.businessinsider.com/air-force-thunderbird-pilots-f-16-airshow-performance-formations-2024-10">the Air Force's Thunderbird Demonstration squadron,</a> transitioned to <a target="_blank" rel="" class="" href="https://www.businessinsider.com/photos-show-the-power-of-the-f-16-fighter-jet-2024-1">the F-16 Fighting Falcon</a> from his work as an F-15C evaluator and instructor pilot while on active duty.As a demo pilot, the aim is still "the constant pursuit of perfection, max-performing a military aircraft, flying on the edge of the envelope, learning not only where it can go but where also you can go," Clark told Business Insider in an interview ahead of the Pacific Airshow in Huntington Beach, California. "In that other environment, it applies to the tactical arena to protect our nation's interests."<div type="image" title="F-16 Fighting Falcon aircraft with the US Air Force Thunderbirds Air Demonstration Squadron fly in close formation." height="665" width="1000" msid="114796711" hostid="261" sizebytes="29536"></div>The Thunderbirds showcase fighter aviation at the controls of the Lockheed Martin F-16, a fourth-generation fighter capable of air-to-surface strikes for air support and air-defense suppression and air-to-air combat with enemy aircraft.As the world's most popular fighter jet, <a target="_blank" class="" href="https://www.businessinsider.com/f-16-crash-shows-even-lower-risk-missions-dangerous-ukraine-2024-9">the F-16</a> is used around the world, <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-f-16-pilots-had-to-dramatically-change-way-fly-2024-10">Ukraine being the jet's newest user</a>. Although the jet has been flying for 50 years, it has been <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-danish-f-16s-summer-russia-2024-2">consistently upgraded</a>, allowing it to continue to serve in <a target="_blank" class="" href="https://www.businessinsider.com/us-air-force-wants-4-fighter-jets-for-future-wars-2021-11">important roles</a>, including homeland defense missions and combat in the global war on terrorism.During Thunderbird demo flights, eight pilots — six formation pilots and two solo pilots — put <a target="_blank" class="" href="https://www.businessinsider.com/photos-show-the-power-of-the-f-16-fighter-jet-2024-1">the multirole fighter's capabilities on display</a> through a series of tight formations and shocking maneuvers.Air Force Maj. Jeffrey "Simmer" Downie, a solo pilot on the Thunderbirds, logged more than 1,600 flight hours, including nearly 400 combat hours serving in Afghanistan during Operations Freedom Sentinel and Resolute Support.Downie said that the display team exhibits <a target="_blank" class="" href="https://www.businessinsider.com/ww-ii-air-force-expert-rates-dogfights-in-movies-2023-5">dogfighting skills</a> — close-range air-to-air combat skills — "to people that wouldn't normally get to see the military and experience that.""We get to demonstrate a little piece of what we do with these jets," Downie said. "So supersonic speeds, as we approach those during our sneak passes that scare everybody, they get a sense of what it's like to chase down the enemy, but there's also slow speed-handling for when you're fighting another aircraft.""We get to demonstrate that to people to see the different regimes of flight and really just what these aircraft are capable of," he said.<div type="image" title="A cloud of vapor trails behind an F-16 Fighting Falcon as the pilot performs the High Alpha Pass maneuver." height="666" width="1000" msid="114796715" hostid="261" sizebytes="12886"></div>One such maneuver, the High Alpha Pass, involves fighter jets approaching spectators at a steep angle, hitting speeds of about 130 mph — which Downie said is "extremely" slow for a jet — before pulling up, taking a sharp 90-degree roll, and speeding up to 280 mph to clear the crowd below.The stunt demonstrates the fighter's ability to maintain control at high angles of attack and low speeds, which offers a tactical advantage in combat when a pilot has to quickly change direction or speed to avoid enemy fire.Air Force Maj. Samuel "RaZZ" Larson, the commander of <a target="_blank" class="" href="https://www.businessinsider.com/usaf-f22-raptor-fighter-jet-combat-airshows-2024-10">the F-22 Raptor Demonstration Team</a>, told Business Insider all of the maneuvers he performs during airshows are "just basic derivations from what we do really in dogfighting" and highlight the <a target="_blank" class="" href="https://www.businessinsider.com/fighter-jets-military-us-china-f22-j20-stealth-2024-5">specific capabilities of the Raptor</a>."It's the only fighter in the US arsenal that has thrust vectoring, and it's the most maneuverable fighter in the world," Larson said of the fifth-generation F-22 Raptor, a Lockheed Martin-manufactured stealth air superiority fighter. "We try to showcase what the F-22 can do that other fighters cannot do, and some of the moves that we use in basic fighter maneuvers or dogfighting, we showcase in the demo."The F-22 has conducted strikes in <a target="_blank" class="" href="https://www.businessinsider.com/f22s-redeploy-to-middle-east-amid-russian-pilots-aggressive-flying-2023-7">Middle East conflicts</a>, and it has long served as a supersonic interceptor, regularly <a target="_blank" class="" href="https://www.businessinsider.com/us-f-22-raptors-response-unsafe-russian-pilots-middle-east-2023-6">countering Russian aircraft</a> near Alaska as part of operations with North American Aerospace Defense Command. <a target="_blank" class="" href="https://www.businessinsider.com/f-22-first-air-to-air-kills-neither-against-jets-2023-2">Its first air-to-air kill</a>, however, was against a Chinese spy balloon over the continental US.<div type="image" title="The F-22 Raptor." height="2004" width="2550" msid="114796709" hostid="261" sizebytes="173308"></div>Air Force Capt. Nicholas "Laz" Le Tourneau, a safety observer on the F-22 demo team, explained that while there are some differences between <a target="_blank" class="" href="https://www.businessinsider.com/f-22-pilot-describes-going-up-against-f-35-aggressors-2021-8">combat and performance flying</a>, "nothing that we are doing here is outside of the purview of an F-22 pilot who is straight out of the combat Air Forces.""A lot of these maneuvers are actually being performed on a day-to-day basis up in the airspace when we're executing our missions," Le Tourneau told Business Insider, adding that "it's really a blessing that Raz gets to take that down to the show and allow the crowd to experience that firsthand."Though the tenure of <a target="_blank" class="" href="https://www.businessinsider.com/air-force-a10-demo-team-commander-warthog-retirement-2024-10">fighter pilots on demo teams</a> only lasts a handful of years, Clark, the first Air National Guard pilot to join the Thunderbirds, said the pilots, maintainers, and operations crew foster a family-like dynamic.<div type="image" title="Air Force Thunderbirds" height="2832" width="4256" msid="114796805" hostid="261" sizebytes="167298"></div>"There were a lot of parallels and similarities that I also saw in the Air National Guard," Clark said. "You get to know each other really well, and sometimes, with those dynamics, you can really build some tight camaraderie and build that trust and go on to do and achieve really amazing things.""That's what attracted me to the Guard, and that's also really what attracted me to the Thunderbirds," he said.And the similarities between combat and demonstration flying come even before pilots <a target="_blank" class="" href="https://www.businessinsider.com/how-pilots-prepare-for-high-g-force-flights-2024-4">get into the cockpit</a>."A lot of the stuff that you've seen in combat is kind of the same for the airshow in terms of your preparation for that moment and repeating and knowing your steps, your processes, and how everything's going to work," Downie said, "so when things do go crazy in front of a crowd of 700,000 people, you know how to stay calm, cool, and collected as you do on a mission."

The stunning maneuvers flown by US Air Force demo pilots showcase dogfighting skills 

<ul class="summary-list"><li>Landing a job in venture capital is notoriously difficult because it's so competitive.</li><li>Emma Halls, a Stem7 Executive Search recruiter, shares what VC firms are looking for in candidates.</li></ul>This as-told-to essay is based on a transcribed conversation with Emma Halls, a director at Stem7 Executive Search, a recruitment firm for the financial services industry. Business Insider has verified her employment. The following has been edited for length and clarity.Venture capital is one of the hardest sectors to get into because it's so competitive.As a recruiter for Stem7 Executive Search, I specialize in placing candidates in venture capital and private equity, particularly in early-stage investment firms. We work with VC firms in London, Palo Alto, Paris, Berlin, Stockholm, Munich, and New York. For junior roles, our clients prefer candidates with a background in <a target="_blank" class="" href="https://www.businessinsider.com/cfa-exam-age-dropping-more-college-students-finance-internships-resume-2024-7">investment banking</a> or management <a target="_blank" class="" href="https://www.businessinsider.com/consulting-firms-mckinsey-bcg-accenture-workers-leaving-2024-9">consulting</a>. But that alone is not enough to land a job in VC. It's beneficial if someone has work experience in technology or startups. But they're also looking for candidates whose CVs show they're actually passionate about the whole VC ecosystem. It's not enough to just say you're passionate on your CV — you need to showcase this through your experience.<h2 id="a5921397-b7d7-4bbe-9074-237fd5ad561f">VC firms look for networkers and disruptors </h2>This could be through their education; candidates might have done a science or engineering degree and shown they're curious about how things work. It could be through starting an initiative themselves, such as a university society, or building an app with friends. This shows VC firms that the candidates were always doing things that created some kind of disruption.One thing we tell candidates is that they're entering a highly-networked industry. VC firms want to know if applicants have been able to network themselves into some kind of startup role or internship. Have they reached out to people in the ecosystem to build contacts? Have they entered any competitions at university related to startups or business? These things will show a venture capital fund that's hiring that this person's got something extra about them.A key quality our clients look for is the ability to build interpersonal relationships. Have applicants been able to communicate with people and build relationships? Not just talk to people but actually build relationships, which means keeping in touch with that person consistently. The other trait they look out for is emotional intelligence, which comes out more in interviews.<h2 id="f0c2a601-5e0a-49bc-b1ec-c129ec13c50f">Nailing the interview</h2>Before candidates get to the interview stage, they need to look at what this specific fund does and the industries it operates in. What areas and companies are these particular venture capital funds investing in? What stage of investment are they looking at?There's no point applying to a biotech firm and saying they're really interested in AI. Usually, the process would be that if they get to the interview stage, they will then be asked to talk through their background. They'd be asked questions like, "If you were going to invest in any market at the moment, what would that be?"<div type="image" title="Emma Halls" height="750" width="1050" msid="115087248" hostid="261" sizebytes="18462"></div>There are some hot markets out there that our clients are quite interested in candidates having experience in. This includes, but is not limited to, artificial intelligence, biotech and healthtech, climate tech, and financial services.So, if candidates come to an interview, the person interviewing them will want to know, "What are the investments that we do within our portfolio? Which one do they like? Which one would they invest in and why? Which one would they back to do really well?" They want to know that the candidate has done a lot of research on their portfolio before they go into the firm.<h2 id="ccde81f1-f933-4a62-88f8-e954c7eb9dac">Candidates without a finance background can stand out</h2>Over the last five years, we've seen <a target="_blank" class="" href="https://www.businessinsider.com/landed-vc-job-varied-resume-diverse-experience-resume-2024-8">many different routes</a> into venture capital. People have networked in these areas, and we would advise candidates to absorb all the information available to them via podcasts and social media. That will help candidates learn more about the areas, but they will also know themselves if they have that real passion and curiosity that will set them apart.Also, for more niche funds, such as biotech and health, we've seen doctors and people with a background in life sciences apply to those areas.<h2 id="82da002c-bffb-4e45-97b3-8250d61f3968">Share what podcasts you listen to </h2>One of the common mistakes candidates make is not listing enough on their CV about all the things they have done that make them stand out. They should ensure they've listed everything they've done at university, what they're doing outside work, all the research they've done, and even what podcasts they listen to.Candidates often forget they need to showcase why they think they will be good for the firm. So rather than saying, "I want to have a chance to come and join your firm because your firm is really exciting," what they should be writing about is, "I would really like to have the opportunity to interview with you because I think I could contribute in these ways."<h2 id="3dc1814e-9702-4ae3-8680-af360d213601">Avoid lengthy cover letters </h2>Often, a candidate might write a very, very long cover letter, and essentially, that is not needed. They might trip themselves up unknowingly. Our advice for candidates is that it's fine to write a few sentences on why specifically they would like to join that organization and why they really like the company's portfolio. They should outline why they feel that the skills they have are in line with what the company looks for at that level.If I look at why our candidates get turned down from actual interviews, it's often because they don't exemplify that they have certain soft skills. Can they communicate? It's very easy for candidates to be consumed by their phones instead of talking to people face to face — which will come out in interviews if they don't have those coveted communication skills.

I recruit for VC firms. Soft skills and podcasts can help candidates stand out in a competitive field.    

Leading financial services company <keyword id="19904855" type="General" weightage="100" keywordseo="Wells-Fargo" source="keywords" meta.keywordsubtype="org" meta.entityname="Wells Fargo" meta.hostid="261" meta.entityid="Wells Fargo">Wells Fargo</keyword> on Thursday said it has broadened its <keyword id="21638388" type="General" weightage="20" keywordseo="Talent-Attraction" source="keywords">talent attraction</keyword> strategy by launching the <keyword id="23053308" type="General" weightage="20" keywordseo="Transgender-Persons-Hiring-Program" source="keywords">Transgender Persons Hiring Program</keyword> in <keyword id="19895063" type="General" weightage="20" keywordseo="India" source="keywords">India</keyword>, a move that will increase <keyword id="21441079" type="General" weightage="20" keywordseo="Diverse-Representation" source="keywords">diverse representation</keyword> across levels. Building on the programme's initial pilot with its 2022 cohort of 13 individuals hired in its technology function, the company aims to train and attract additional talent across multiple lines of business in 2024. The programme aims to provide <keyword id="23053309" type="General" weightage="20" keywordseo="Employability-Skills-Training" source="keywords">employability skills training</keyword> and <keyword id="20128844" type="General" weightage="20" keywordseo="Professional-Development" source="keywords">professional development</keyword> for transgender talent, Wells Fargo said in a statement. "Investing in diverse communities to upskill and unlock potential and, at the same time, set up the right environment for success is a critical area of focus for Wells Fargo," said Uday Odedra, executive vice president and Region head of Wells Fargo India &amp; Philippines. In partnership with community organisation <keyword id="23053310" type="General" weightage="20" keywordseo="PeriFerry" source="keywords" meta.keywordsubtype="org" meta.entityname="PeriFerry" meta.hostid="261" meta.entityid="PeriFerry">PeriFerry</keyword>, the company currently sponsors 30 transgender individuals focused on enhancing their options for employment and building a robust talent pipeline at Wells Fargo. "By offering meaningful employment and professional opportunities to transgender individuals, we are not only enhancing our workforce <keyword id="20051946" type="General" weightage="20" keywordseo="Diversity" source="keywords">diversity</keyword> but also driving a culture of <keyword id="20074544" type="General" weightage="20" keywordseo="Inclusion" source="keywords">inclusion</keyword> that everyone can thrive in," said Sneha Suresh, executive director, and Diversity, Equity and Inclusion leader, Wells Fargo India &amp; Philippines. As part of our commitment to continually enhance the inclusive environment, Wells Fargo India conducts sensitisation and awareness sessions with community partners, such as Periferry. Wells Fargo has an active Pride Connection Employee Resource Network (ERN), advocating for LGBTQ employees, customers and allies. The Pride Connection ERN facilitates reverse mentoring, promotes visible allyship, and engages senior leadership to support all employees. They organise floor huddles, conferences, rainbow conversations and training sessions to ensure day-to-day inclusivity across the business.

Wells Fargo launches Transgender Persons Hiring Program in India

For employees, a job is about more than just the paycheck—elements like work-life balance, career development and a positive <keyword id="20375714" type="General" weightage="20" keywordseo="workplace-environment" source="keywords">workplace environment</keyword> play crucial roles. This broader perspective extends to a national level too, with highly <keyword id="20614079" type="General" weightage="20" keywordseo="skilled-professionals" source="keywords">skilled professionals</keyword> increasingly drawn to countries that offer a more inclusive and progressive atmosphere. A recent study from Washington State University underscores this notion, revealing that European countries which embraced <keyword id="20026331" type="General" weightage="100" keywordseo="same-sex-marriage" source="keywords">same-sex marriage</keyword> saw a significant boost in retaining their top talent. This shift had considerable economic repercussions, particularly in influencing the flow of skilled workers to the United States. <cmsannotation type="cmsannotation" annotationid="Uncovering the link between marriage equality and skilled labour retention" comment="subhead" text="Uncovering the link between marriage equality and skilled labour retention">Uncovering the link between <keyword id="1660336" type="General" weightage="20" keywordseo="marriage-equality" source="Orion">marriage equality</keyword> and <keyword id="22603926" type="General" weightage="20" keywordseo="skilled-labour-retention" source="Orion">skilled labour retention</keyword></cmsannotation> The study, recently published in AEA Papers and Proceedings, analysed 20 years of data on H-1B visas—those coveted permits for immigrants with advanced degrees and specialised skills. The research team’s choice to focus on EU countries was a strategic one, leveraging the shared labour market within this political and economic union for a more precise analysis of marriage equality’s effects. The EU also provided a natural experiment: by 2019, roughly half of the 27 member states had legalised same-sex marriage, while the remaining 14 had not, creating a perfect control group for comparison. The results revealed that from 2000 to 2019, as 13 EU countries adopted same-sex marriage laws, the U.S. experienced a 21% decline in new H-1B visas from these countries. This trend persisted despite differences in enactment dates and economic conditions across the EU. The study also considered the effect of the U.S. recognising foreign same-sex marriages in 2013. Notably, this policy change slowed the decrease in H-1B visa admissions from EU countries with existing marriage equality laws, such as The Netherlands, Belgium and Spain. Koroles Awad, a Ph.D. candidate in economics at WSU, emphasised that <keyword id="21934841" type="General" weightage="20" keywordseo="inclusive-policies" source="keywords">inclusive policies</keyword> make countries more attractive to skilled labour. This finding underscores the broader economic benefits of marriage equality beyond just social progress. Awad further noted that marriage equality could act as a non-monetary incentive for attracting and retaining highly sought-after skilled workers, particularly in STEM fields. Building on previous U.S. studies showing that same-sex couples and households led by women were more likely to relocate to states recognising same-sex marriage, this new research broadens the understanding of how inclusive policies affect migration patterns. Although this study doesn’t address the sexual orientation of H-1B visa holders, it clearly indicates that the appeal of inclusive environments is a significant factor for skilled professionals.

Inclusivity pays off: Countries with same-sex marriage retain skilled professionals more effectively, per study

<ul class="summary-list"><li>Family offices can pay six-figure salaries but require intense dedication.</li><li>Selecting candidates often boils down to a "personality fit," recruiters said.</li></ul>People who work for family offices often juggle much more than just spreadsheets.Many ultra-wealthy people set up dedicated offices, which could have a handful or dozens of employees, to oversee their<a target="_blank" href="https://www.businessinsider.com/sergey-brin-wealth-management-jeff-bezos-family-offices-women-cios-2022-8"> investments</a>, philanthropy, and high-end toys, like<a target="_blank" href="https://www.businessinsider.com/biggest-yachts-owned-by-tech-billionaires-mark-zuckerberg-jeff-bezos-2024-5"> yachts</a>. An office might look after one person's money in one city or that of multiple generations across countries.Family office employees, in turn, can be paid on par with, or even better than, banking,<a target="_blank" href="https://www.businessinsider.com/private-equity-salaries-at-blackstone-apollo-kkr-bain-others"> private equity</a>, and other top finance jobs. But the unique nature of the job means headhunters are often looking beyond basic finance skills when scouting candidates for jobs.In recent years, Singapore has emerged as a global hotspot to set up family offices, thanks to its business-friendly environment and lack of <a target="_blank" href="https://www.businessinsider.com/singapore-attracts-ray-dalio-sergey-brin-family-offices-2021-2">capital gains tax</a>.Billionaires like Ray Dalio, the founder of Bridgewater Associates, and Google co-founder Sergey Brin have established family offices in the city-state. <a target="_blank" href="https://www.businessinsider.com/reliance-industries-mukesh-ambani-new-family-office-singapore-2022-10">Mukesh Ambani</a>, Asia's richest man, also expanded his wealth management operations to Singapore in 2022.Business Insider spoke to three recruiters for family offices, two of whom are based in Singapore, to find out which traits give a candidate the best shot of landing a job in a family office.<h2 id="250f7d12-74d8-46a4-828f-083dfef98f32">1. Jack of all trades</h2>Unlike many corporate jobs' clearly-defined responsibilities, family office staff — even executives — juggle a lot, said Paul Westall, the cofounder of Agreus Group."A chief investment officer of Goldman Sachs might not fit nicely into a family office because, at Goldman, they might have 10 analysts and two assistants, while in a family office, they do all the analysis and book their flights," Westall said.Jimmy Soh, a consultant at recruitment firm AP Executive, stressed the need to wear multiple hats and cultivate multiple specializations."Not only do you have to be an investment manager, but you also have to be a family council and any additional roles coming in like a concierge service," said Soh.One Hong Kong billionaire family asked Soh to hire an<a target="_blank" href="https://www.businessinsider.com/things-know-about-billionaires-wealthy-according-to-personal-assistant-2024-9"> executive assistant</a> with a $20,000 monthly salary. The candidate needed to be an accountant with an Ivy League degree who spoke three languages. The job description included planning the family's business and personal trips and managing their yacht and crew.<div type="image" title="Yacht Show Monaco" height="2620" width="4000" msid="113996580" hostid="261" sizebytes="1066772"></div>"Many families will say that the sky's the limit on the budget for these roles because they're looking for the best talent," said Soh. "They can indefinitely add more roles to the job description, which is how they justify this kind of salary."<h2 id="735b5822-dd6a-4c7c-9c35-3ee3c1b99fe1">2. Independence and all-hours commitment</h2>Family office roles also demand a high level of commitment.Phone calls could come at lunchtime — or in the middle of the night, Soh said."Most can be extremely demanding because they hire you for a specific role and can easily outsource the role to other firms," Soh said.In Asia, many family offices are still developing and roles are less defined than in Europe or the US. Candidates must often be willing to "<a target="_blank" href="https://www.businessinsider.com/lessons-hint-ceo-learned-doing-dirty-work-leader-2021-3">get their hands dirty</a> and work long hours for seven days a week," said Pierre Pineau, head of Agreus Group's Singapore office."Asian families, in general, expect you to be available 24/7, and that's not for everyone," said Pineau. "It's not about yourself. It's about what's best for the family office."The jobs can also require independence. Pineau said that in Asia's emerging markets, employees often work independently in one location while the family's main office is in another country.Westall said flexibility is key. He once hired a CIO whose job description included overseeing a family's investment in purebred racehorses. A top candidate — a former banker — had no experience in horses.<div type="image" title="Horse Racing Canada" height="3456" width="5184" msid="113996577" hostid="261" sizebytes="1371120"></div>"But then he got this job and rolled with it because he had to," said Westall. "Key people that last a long time in family offices build trust because when there's an issue, they resolve it with ideas from outside the box."<h2 id="1bba166f-2ad4-4b9b-8108-ea6b7b35d0a4">3. Managing multiple family members</h2>In family offices, technical brilliance alone isn't enough to secure a role. Working closely for one family means managing wealth and relationships."One of the main attributes family offices need is emotional intelligence — someone who can work with multiple people of different levels, from the son who's 16 and you need to explain certain decisions to him, to the wife, and the granddad," Agreus Group's Westall said.Candidates must also have the communication skills to navigate the dynamics and demands of different family members."You are presenting your work to people who might not be particularly financially savvy, unlike your peers at a bank," Westall said.AP Executive's Soh said that the "intangibles" — like interpersonal compatibility and standout personality traits— often make or break candidates."You might be extremely brilliant, but you might be a very hard person to work with or have some idiosyncrasies that might not gel well with the team," said Soh. "It comes down to your personality."Getting hired often hinges on<a target="_blank" href="https://www.businessinsider.com/personality-hires-bring-soft-skills-to-work-2023-11"> personality fit</a>, said Westall. Families might reject candidates for small details like how they walk or dress — but others are open to unconventional hires.Westall shared a story of a family office executive who started as a cleaner while he was in film school. He helped the family with a script they were writing and was eventually hired to oversee investments in the family's film business."Sometimes they are not always looking for someone with obvious experience, but someone who could add value in that family office," said Westall. "That's an unusual story, but there are some bizarre ways people can get into family offices."Do you have a story to share about working with or for high-net-worth individuals? Email this reporter at <a target="_blank" href="mailto:lwee@insider.com">lwee@insider.com</a>.

The top 3 skills you need if you want to land a job in a family office, according to industry recruiters

<ul class="summary-list"><li><a target="_blank" href="https://www.businessinsider.com/mark-zuckerberg">Mark Zuckerberg</a> thinks some self-proclaimed tech firms are lacking technical leadership.</li><li>He said board members and management should have technical skills if they want to be known as a "tech" company.</li></ul>What makes a tech company a tech company?According to <a target="_blank" class="" href="https://www.businessinsider.com/mark-zuckerberg-watch-meteorite-de-bethune-db25-starry-varius-aerolite-2024-9">Mark Zuckerberg</a>, the answer is the technical skills of the people in charge.The Meta CEO shared his thoughts on tech leadership during <a target="_blank" class="" href="https://www.businessinsider.com/meta-mark-zuckerberg-acquired-podcast-sold-out-stadium-2024-9">a live episode of the "Acquired" podcast</a> that was released Wednesday.Zuckerberg, who founded Facebook at 19 from his dorm room at Harvard, said a lack of technical chops in leadership was one of the first things he noticed when he went to Silicon Valley."The CEO wasn't technical, the board of directors had no one technical on it, they had like one dude on the management team who was the head of engineering who was technical and everyone else wasn't," he <a target="_blank" class="" href="https://www.youtube.com/watch?v=QciJ9ubeLQk">said</a>. "It's like, alright, if that's your team then you're not a technology company."Zuckerberg explained how he's tried to do it differently at <a target="_blank" class="" href="https://www.businessinsider.com/meta-zuckerberg-wealth-nvidia-huang-tech-stock-ai-wealth-billionaires-2024-9">Meta</a>."I think one of the things that I've always been pretty careful about is I actually want a lot of the people on our management team, it's split, it's mostly people running these big product groups who come up through different technical pathways at the company and I think there's a balance," he said.Meta chief technology officer Andrew "Boz" Bosworth, for example, created Facebook's News Feed and leads the company's <a target="_blank" class="" href="https://www.businessinsider.com/mark-zuckerberg-cuts-spending-reality-labs-meta-report-2024-7">Reality Labs division</a>, responsible for its AR, VR, and metaverse projects, and has been with the company since 2006. Chief product officer Chris Cox came to Meta in 2005 as a software engineer and built early versions of News Feed, among other features.Zuckerberg clarified that doesn't mean technical skills are the only kind that matters in leadership."You don't want everyone to be an engineer because there's other things that matter too, but if you don't have enough of your kind of share of the company as engineers, then you're not a technology company," he said. "And I think that that also is important to the board in terms of how you weigh decisions and culturally things inside the company matters a lot."Meta did not immediately respond to a request for comment.Elsewhere in the podcast, Zuckerberg talked about his <a target="_blank" class="" href="https://www.businessinsider.com/meta-mark-zuckerberg-facebook-regrets-unapolgetic-era-2024-9">"20-year mistake"</a> of taking responsibility and apologizing for issues he says Meta didn't cause.He also talked about <a target="_blank" class="" href="https://www.businessinsider.com/mark-zuckerberg-tim-cook-feud-history-facebook-apple-2020-9">Meta and Apple's long-running rivalry</a> and said <a target="_blank" class="" href="https://www.businessinsider.com/mark-zuckerberg-meta-apple-culture-differences-competition-rivalry-2024-9">he expects the iPhone maker to be Meta's biggest competitor</a> in the next decade.

Mark Zuckerberg says leaders should have technical skills if they want to call themselves a tech company

Finance Minister <keyword id="19916618" type="General" weightage="20" keywordseo="Nirmala-Sitharaman" source="keywords">Nirmala Sitharaman</keyword> on Tuesday announced <keyword id="20404375" type="General" weightage="20" keywordseo="income-tax-relief" source="keywords">income tax relief</keyword> for the <keyword id="20071167" type="General" weightage="100" keywordseo="middle-class" source="keywords">middle class</keyword>, a Rs 2 lakh crore outlay for <keyword id="22517841" type="General" weightage="20" keywordseo="job-creation-schemes" source="keywords">job creation schemes</keyword> over the next five years and a spending splurge for states run by her party's new coalition partners as she unveiled <keyword id="20509939" type="General" weightage="20" keywordseo="Modi-3-0" source="keywords">Modi 3.0</keyword> government's first budget after the general elections. With rural distress and unemployment being blamed for BJP losing its majority, Sitharaman in her seventh straight budget provided Rs 2.66 lakh crore for <keyword id="20027688" type="General" weightage="20" keywordseo="rural-development" source="keywords">rural development</keyword> and maintained spending on long-term infrastructure projects at Rs 11.11 lakh crore to boost <keyword id="19900794" type="General" weightage="20" keywordseo="economic-growth" source="keywords">economic growth</keyword>. She abolished 'angel tax' for all classes of investors in startups, cut customs duty on mobile phones and gold and simplified capital gains tax. She, however, raised the securities transaction tax (STT) on futures and options of securities, which led to tanking of stock markets. "India's economic growth continues to be the shining exception (in a world that is gripped by policy uncertainties) and will remain so in the years ahead," she said. "In this budget, we particularly focus on <keyword id="19898684" type="General" weightage="20" keywordseo="employment" source="keywords">employment</keyword>, <keyword id="20374219" type="General" weightage="20" keywordseo="skilling" source="keywords">skilling</keyword>, MSMEs, and the middle class." Besides Rs 2 lakh crore provided over a five year period for schemes and initiatives to facilitate employment, skilling and other opportunities for 4.1 crore youth, "I have made a provision of Rs 1.48 lakh crore for education, employment and skilling," she said. For Bihar, where assembly elections are due next year, the finance minister announced spending of Rs 60,000 crore on infrastructure projects like expressways, power plant, heritage corridors and new airports. The support to Bihar, whose ruling party and BJP's partner JD-U has been demanding an economic package and special category status for the state, is in the form of capital projects but not subsidy or cash dole. Similarly, for Andhra Pradesh, whose ruling TDP recently joined BJP-led NDA, she allocated Rs 15,000 crore in financial aid through multilateral agencies. A similar request for support to Bihar will be expedited, she said. For the middle class, she raised standard deduction -- a flat deduction from total salary earned by an employee in a year before calculating applicable income tax rate -- by 50 per cent to Rs 75,000 and tweaked tax slabs for taxpayers opting for the new income tax regime. This will lead to taxpayers under the new tax regime -- which offers lower rates of taxes but permits limited deductions and exemptions -- saving up to Rs 17,500 in tax annually, she said. To spur employment, the Budget provided for incentives for companies, including paying for one-month salary for first-time employees, incentive at specified sale to both employee and empower with respect to their retirement fund contribution in the first four years of employment and reimbursing employers up to Rs 3,000 per month for 2 years towards EPFO contribution of each additional employee. Also, a programme to improve skills as well internship for students and subsidised loans for higher education will be provided, she said. India's official unemployment rate in urban areas is pegged at 6.7 per cent but private agencies put it at much higher levels. Buoyed by robust tax collections and a higher-than-expected dividend receipt from the Reserve Bank, Sitharaman said the government's fiscal deficit -- the difference between the total revenue earned and total expenditure -- will be trimmed to 4.9 per cent of the GDP in 2024-25, below the 5.1 per cent figure estimated in the interim budget she presented in February. She reduced gross market borrowing marginally to Rs 14.01 lakh crore. The Budget for 2024-25 fiscal (April 2024 to March 2025) allocated Rs 1.52 lakh crore for agriculture and allied sectors, aid for building 3 crore affordable housing units in urban and rural areas, provided credit support to small and medium businesses, raised small loans to Rs 20 lakh for small business, proposed setting up 12 industrial parks, and provided for setting up a Rs 1,000 crore venture capital fund for space sector.

Modi 3.0 1st Budget: Tax relief for middle class, Rs 2 lakh cr job scheme

The Department of Social Justice and Empowerment has been allocated Rs 13,539 crore in the 2024-2025 budget, an increase of 37 per cent from the 2023-2024 revised estimates of Rs 9,853.32 crore. This increase is primarily focused on enhancing <keyword id="20312810" type="General" weightage="20" keywordseo="welfare-programmes" source="keywords">welfare programmes</keyword> for <keyword id="21384605" type="General" weightage="20" keywordseo="marginalised-communities" source="keywords">marginalised communities</keyword> and improving infrastructure for social services. The key areas of funding include Rs 9,549.98 crore for the 'Umbrella Scheme for Development of Scheduled Castes', a significant increase from the Rs 6,780 crore in the previous financial year. For achieving social justice comprehensively, the saturation approach of covering all eligible people through various programmes, including those for education and health, will be adopted, Finance Minister <keyword id="19916618" type="General" weightage="20" keywordseo="Nirmala-Sitharaman" source="keywords">Nirmala Sitharaman</keyword> said on Tuesday while presenting the 2024-25 Union Budget in Parliament. She said to ensure <keyword id="22517725" type="General" weightage="20" keywordseo="inclusive-human-resource-development" source="keywords">inclusive human resource development</keyword>, a social justice saturation approach will be adopted. Social justice through the saturation approach refers to a strategy where the government aims to ensure that all eligible individuals are covered by various programmes and initiatives. The department has been allocated Rs 2,150 crore for the 'Umbrella Programme for Development of Other Vulnerable Groups' and Rs 314 crore for the National Action Plan for Drug Demand Reduction. The establishment expenditure of Rs 145.80 crore for the central administration includes allocations for the secretariat and national commissions. The amount is a slight decrease from the previous year's Rs 152.60 crore. The National Commission for Scheduled Castes has been allocated Rs 38 crore and the National Commission for Backward Classes Rs 21 crore. The budget of the Development and Welfare Board for Denotified, Nomadic and Semi-Nomadic Communities remains at Rs 5 crore. Central sector schemes and projects are among the focus areas of this budget, with the <keyword id="22517726" type="General" weightage="20" keywordseo="scholarships-for-higher-education" source="keywords">Scholarships for Higher Education</keyword> for Young Achievers Scheme for Scheduled Castes being allocated Rs 428 crore. This scheme encompasses various sub-schemes, including the National Fellowship for SCs, Free Coaching for SCs and OBCs, Top Class Education for SCs and the National Overseas Scholarship for SCs. The Scheme of Residential Education for Students in High School in Targeted Areas for SCs has been allocated Rs 133.07 crore. The department also prioritises <keyword id="22024434" type="General" weightage="20" keywordseo="economic-assistance" source="keywords">economic assistance</keyword> and <keyword id="20068989" type="General" weightage="20" keywordseo="skill-development" source="keywords">skill development</keyword> through initiatives like the Pradhan Mantri Dakshta Aur Kushalta Sampann Hitgrahi Yojana -- that has been allocated Rs 130 crore -- and the <keyword id="20245482" type="General" weightage="20" keywordseo="venture-capital-fund" source="keywords">Venture Capital Fund</keyword> for SCs and OBCs -- that has bee allocated Rs 50 crore. Additionally, the Self Employment Scheme for Rehabilitation of Manual Scavengers, which previously had allocations, does not feature in the current budget, indicating a possible reallocation of funds or a change in strategy. Support for marginalised individuals, particularly through the Support for Marginalized Individuals for Livelihood and Enterprise programme, which includes comprehensive rehabilitation for persons engaged in begging and welfare of transgender persons, has been allocated Rs 98.46 crore. This marks a substantial increase from the previous year's Rs 32.82 crore, highlighting a growing commitment to addressing these vulnerable groups' needs. Transfers to states and Union Territories under centrally sponsored schemes form a major part of the budget.

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