Careers in Kashmir Are No Longer Linear – Kashmir Observer

By Mohammad Hanief

I first met Ayesha on a damp morning in Srinagar. She sat at a street‑side chai stall, pages of notes spread in front of her like a map. Most of us carry wallets. She carried learning plans, goals, course certificates, and job alerts.

A few years back she taught math in a local school. She loved her students but felt the world beyond demanded more from her than formulas and textbooks.

Her choice was not easy. She could have stayed in what she knew. Instead she set out to redesign her career in a landscape that refuses to stay still.

The world of work has changed. A “career for life” has vanished from most people’s experience. In its place is a journey that curves, shifts direction, and requires constant attention.

Technological change, global economic trends, and shifting expectations about work have forced this shift. People must now manage their careers as actively as they manage their health or finances.

It begins with knowing who you are and what you want. Ayesha discovered early on that she enjoys solving problems more than simply teaching them. She took online courses, attended remote workshops, and experimented with projects in data analytics.

These were not random moves but careful decisions based on where she saw opportunity.

Globally, workers report that ongoing learning is essential to stay relevant. In India, employability has risen in recent years to about 56.35 percent, up from 54.81 percent, thanks to digital upskilling and remote work opportunities. Women have surpassed men in job readiness for the first time, a milestone that reflects broader change in access and aspiration.

This new environment rewards people who can look ahead. Traditional career ladders have given way to lattices and networks of possibilities. Ayesha’s path is not just upward. It deepens sideways through projects, new skills, collaboration with peers across cities, and a willingness to step into roles that once seemed beyond her reach.

Earlier this year, a report found that only about 37 percent of Indian workers feel confident they have the skills to progress in their careers. This uncertainty points to a wider truth: many people are eager for advancement but lack the tools or guidance to get there.

For employers, supporting career development is not optional. My friend Imran, who leads human resources at a mid‑sized tech firm in Srinagar, described how his company shifted its focus over the past few years. Flexible hours, skill workshops, and project rotations are part of the culture now. People here choose where they want to grow, and leaders help them find paths that fit both personal goals and business needs.

Companies that invest in their people find that loyalty follows.

Data from workplace surveys show that today’s employees care deeply about flexibility, security, a sense of purpose, and opportunities to learn. In India, more than half of workers say they would leave a job with no flexibility in hours or location.

This shift in priorities reflects something deeper: work is not separate from life. It is part of it.

Career planning also means setting goals that are clear and flexible. Ayesha used simple targets: complete a data analytics course in three months, build a portfolio by six months, and secure a consulting project within a year.

She adjusted these targets as she learned, refining her direction without losing sight of her larger ambition.

This kind of intentional planning matters because the labour market is not static. In fields like technology, adoption of tools like generative artificial intelligence has grown rapidly, pushing employers to value skills that did not exist a decade ago.

Even then, picture remains mixed in India. Many workers still struggle with skill gaps and limited access to training. Efforts like new skill centres under government programmes aim to scale opportunities and boost employability, particularly for women, rural youth, and informal sector workers.

These measures are steps toward a more inclusive and future‑ready workforce.

A key part of career management is recognising what resources are available and how to use them. Ayesha took advantage of remote learning, online communities, and peers in other cities who shared job leads and feedback. She built not only skills but a network. She also learned to balance ambition with well‑being.

Early on she pushed herself too hard, equating long hours with progress. Over time she realised that reflection, rest, and time with family were part of sustaining a long professional life.

In Srinagar, Bangalore, Mumbai, and beyond, young professionals are thinking more deliberately about their futures. They reshape their learning based on market signals, explore lateral moves, and combine work with care for their personal lives. Companies that succeed in the future will be those that help their employees make these transitions with clarity and support.

The shift from a fixed job to a managed career reflects larger economic forces.

The world is producing new jobs even as it automates others. In this mix, people who are intentional about their growth find themselves better positioned to thrive. Career management, when practised with purpose and awareness, becomes a tool for dignity and confidence. It offers a way to move forward with clarity in a world where change is the only constant.

At that chai stall in Srinagar, Ayesha closed her notebook and smiled. She had just received an invitation to interview for a hybrid analytics role with a firm in Hyderabad. She paused, then wrote down her next goal.