How much of your income should go towards upskilling?
Professionals can earmark 5-10% of their monthly income for structured learning, according to Shantanu Rooj, Founder and CEO of TeamLease Edtech.
He says younger workers typically spend on employability-focused courses, while mid- and senior-level employees opt for digital or leadership tracks. With 68% of Indian professionals increasing their learning budgets, the shift towards planned self-investment is clear.
Is it worth taking a loan for an expensive course?
Rooj suggests evaluating whether a programme directly enhances earning potential or opens opportunities across geographies — not just whether it is affordable.
Premium university-linked programmes may accelerate returns when aligned to in-demand skills. At the same time, he notes that online certifications and apprenticeships offer strong, low-cost alternatives.
TeamLease Edtech’s data indicates that well-chosen upskilling can raise salaries by up to 40% within two years, though outcomes depend on industry context.
How to evaluate ROI on learning?
Experts emphasise practical indicators — not just certificates.
Rooj recommends tracking outcomes such as promotions, access to new responsibilities, or project-level visibility.
He also flags projections that nearly 60% of employees will need new skills by 2027, making ongoing learning a defensive as well as growth-oriented investment.
Arindam Mukherjee, Co-Founder and CEO of NextLeap, notes that AI is compressing traditional job roles much faster than previous digital shifts. He believes continuous learning should be positioned alongside insurance or retirement planning: a steady, essential contribution rather than an optional spend.
While free resources exist for motivated learners, he says structured programmes help those who need accountability — “one OTT episode less and one lesson more” can create consistent progress.
What support is available to reduce personal costs?
Rooj highlights an expanding ecosystem of employer-led subsidies, university partnerships, and government programmes under Skill India, along with CSR funding for skilling youth and employees.
These, he says, are widening access beyond those who can self-finance.
Mukherjee observes that while organisations encourage learning, L&D adoption remains uneven. Reward systems are often geared towards output rather than learning behaviour, and internal mobility programmes are still limited — factors that can constrain how employees use new skills within their organisations.
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