Maj Gen Sanjeev Dogra (Retd)
The world is witnessing a tectonic shift in how economies function. Manufacturing hubs are relocating, with global supply chains decoupling from China. Trade tensions, rising tariffs-especially from the United States-and evolving geopolitical alignments are compelling countries to rethink their economic strategies. In this rapidly changing landscape, India, which has long relied on its service sector, now stands at a pivotal moment. Our strongest asset is our people. But sheer population is not enough. Only trained and motivated manpower can convert demographic potential into economic strength.
India’s ambition to become a global hub for manufacturing and services hinges on one key factor-a workforce that is not just employed, but skilled, adaptable, and forward-looking. Skill development is no longer a social initiative; it is a strategic imperative for national resilience and self-reliance. The future will reward those countries that can rapidly train, re-train, and deploy their human capital to meet shifting industry needs. For regions like Jammu & Kashmir, where the economy has unique features and challenges, the urgency is even greater.
Over the past few years, both the central and UT governments have launched multiple initiatives to address this. Nationally, schemes such as the Skill India Mission, PMKVY, SANKALP, and PM Vishwakarma have reached millions. In Jammu & Kashmir, the government has expanded the network of ITIs and polytechnics, introduced modern trades like solar technology, IoT, and smartphone repair, and launched youth-centric programs such as Mission Youth, C-DYTE, and JKEDI. Training centres have been upgraded, mobile units are reaching remote villages, and thousands of young people are now being trained in diverse sectors.
However, significant gaps remain. Despite these commendable efforts, many training centres still focus on outdated trades that offer limited market demand. The outreach in hilly and rural areas is inconsistent, often hindered by a lack of infrastructure and qualified trainers. Moreover, training modules rarely align with the region’s current economic landscape-especially in areas like tourism, digital services, and eco-friendly industries. Crucially, the integration of soft skills such as leadership, communication, and people management is still lacking.
Jammu & Kashmir’s economic environment is unique. It is predominantly service-oriented, with tourism, handicrafts, agriculture, and public services forming its backbone. This creates a distinct set of skill requirements. The region is ripe for eco-tourism, heritage promotion, digital content creation, and hospitality services. There is an immediate need for training in hospitality management, adventure tourism safety, digital marketing, and renewable energy services. At the same time, soft skills-like communication, leadership, time and resource management-are essential to make individuals adaptable and effective in the workplace.
To truly empower the youth of J&K, the skill development ecosystem needs to evolve further. Training programs must be redesigned to be short-term, modular, and directly linked to real-world job markets. AI literacy, basic digital tools, and platform skills such as no-code software, social media marketing, and online entrepreneurship should become core offerings. Every course, whether technical or vocational, must integrate soft skills that enable long-term growth and confidence.
Additionally, training must go beyond government classrooms. Private spaces-coaching centres, schools after hours, community halls, and religious centres-should be leveraged to decentralize access. Partnerships with local businesses, NGOs, and industry can bridge the gap between skill training and employment. Local market linkages-like connecting trainees to hotels, travel agencies, e-commerce platforms, or crafts marketplaces-must be actively facilitated. Equally important is handholding support for those who want to launch their own ventures.
While private participation plays a crucial role, the government of Jammu & Kashmir must now take the lead in refining and accelerating these efforts. First, it must set up regional centres of excellence that not only impart training but continuously assess market trends and realign courses accordingly. Second, there should be a focused drive to train trainers-ensuring that instructors are not just technically qualified but also updated with digital and pedagogical tools. Third, district-level dashboards should track the progress of skill programs, placements, and feedback to ensure accountability. Fourth, partnerships with successful startups and corporates should be incentivized to introduce sector-specific training and mentorship. Lastly, entrepreneurship cells at the block or municipal level can offer financial literacy, legal assistance, and digital onboarding to budding self-employed youth.
The outcome of such a focused, inclusive approach would be far-reaching. It would reduce the region’s dependence on limited government jobs and open pathways for entrepreneurship and digital livelihoods. Youth would have opportunities not just within the Union Territory, but across the country and even globally. With better incomes, stronger industries, and increased economic participation, social stability and local governance would naturally improve. Families would begin to thrive on local opportunities rather than relying on migration or political patronage.
And this brings us to a deeper, more long-term implication. As the region becomes more self-reliant and economically vibrant, its claim to full statehood becomes stronger. A self-sustaining, skilled population builds the foundation for greater autonomy, better decision-making, and a more empowered democratic structure. While the journey toward statehood involves multiple factors, skill development is a key pillar of that aspiration. It helps create the very environment in which democracy, governance, and economic planning can flourish from within.
India’s global ambition and J&K’s local needs converge at a common point-a skilled, motivated workforce. Let us not underestimate the power of our people. With the right training, mentorship, and opportunity, we can transform not just lives, but the future of an entire region. By investing in our youth today, we are building the Jammu & Kashmir of tomorrow-resilient, self-reliant, and ready for its rightful place on the national stage.
(The author is a retired army officer, an expert in Operations Research and Systems Analysis)
Follow our WhatsApp channel
