learning and earning development project 2021 circular

Thursday May 02, 2024

• Book Review
• TBS Graduates
• Climate Change

Related News

• Nutrition situation improvement possible thru ICT: Speakers
• ICT sector beyond LDC graduation: The next frontier for Bangladesh
• A Gates-backed startup is making fuel from water and carbon dioxide
• IT entrepreneurs seek tax waiver for few more years
• Electric vehicle charging platform 'CHARGE AI' launched

ICT Division’s LEDP Project producing freelance professionals

The Learning and Earning Development Project (LEDP) under the ICT Division is working relentlessly to train youth generation across the country for emerging an outsourcing skilled human resource.

So far, some 3,000 trainees from Cumilla, Noakhali, Laxmipur and Chandpur have received 200 hours free training under LEDP Project's Lot-10. The young people have become self-sufficient and started earning US Dollars, said a press release.

BASE Limited and XPONENT InfoSystem (PVT) Limited have jointly implemented the project.

Keep updated, follow The Business Standard's Google news channel

After the completion of foundation and specialization training on graphic design, web design and development and digital marketing, the students of these four districts have earned more than $50,000 from online marketplaces - freelancer.com, fiverr.com, seoclerk.com and other platforms.

Apart from this, after receiving hands-on training many of them are also contributing project based outsourcing now.

Officials from Base Limited and XPONENT InfoSystem (PVT) Limited said the trainees have brought great success for us. They are now earning regularly utilizing their skills and talents.

They also acknowledged contribution of Prime Minister Sheikh Hasina, PM's ICT Adviser Sajeeb Wazed Joy and State Minister for ICT Zunaid Ahmed Palak in making the LEDP a successful project.

Since the inception of the project, State Minister Palak has been guiding round-the-clock, they mentioned.

Among the trainees, Ahmed Akbar bin Kabir, Md Ahsanul Haque, Faisal Uddin Rana, Md Shahriar Hossain, Sajeeb Chandra Das, Mizanur Rahman, Delwar Hossain, Tamanna Akhter Bithi, Rubia Akhter and others have successfully started earning ranging $100 to $1,200 dollar.

Mentionable, Learning and Earning Development Project (LEDP) offers graphics design, web design and development and digital marketing training at 492 upazilas in 64 districts across the country.

Under this project, LEDP is now providing training to 40,000 youths to make themselves skilled human resources.

While most comments will be posted if they are on-topic and not abusive, moderation decisions are subjective. Published comments are readers’ own views and The Business Standard does not endorse any of the readers’ comments.

Top Stories

MOST VIEWED

Vanishing forests, receding waters and impending disaster in the Sangu river basin

How extreme heat is disrupting our economy

Gone with the heat: Struggles of street vendors

Kraftz’s Colouring Plates: A true escape

More videos from tbs.

Heavy rain and thunder hit Abu Dhabi and Dubai

The Saudi Crown Prince's Neom City project is getting $2.67 billion in loan support

Women welders succeed in making steel furniture in South Africa

Bangladesh Railway Museum crumbles amid bureaucratic bickering

The essential components of a successful L&D strategy

Over the past decade, the global workforce has been continually evolving because of a number of factors. An increasingly competitive business landscape, rising complexity, and the digital revolution are reshaping the mix of employees. Meanwhile, persistent uncertainty, a multigenerational workforce, and a shorter shelf life for knowledge have placed a premium on reskilling and upskilling. The shift to a digital, knowledge-based economy means that a vibrant workforce is more important than ever: research suggests that a very significant percentage of market capitalization in public companies is based on intangible assets—skilled employees, exceptional leaders, and knowledge. 1 Intangible Asset Market Value Study, Ocean Tomo.

Learning and development—From evolution to revolution

We began in 2014 by surveying 1,500 executives about capability building. In 2016, we added 120 L&D leaders at 91 organizations to our database, gathering information on their traditional training strategies and aspirations for future programs. We also interviewed 15 chief learning officers or L&D heads at major companies.

Historically, the L&D function has been relatively successful in helping employees build skills and perform well in their existing roles. The main focus of L&D has been on upskilling. However, the pace of change continues to accelerate; McKinsey research estimates that as many as 800 million jobs could be displaced by automation by 2030.

Employee roles are expected to continue evolving, and a large number of people will need to learn new skills to remain employable. Unsurprisingly, our research confirmed our initial hypothesis: corporate learning must undergo revolutionary changes over the next few years to keep pace with constant technological advances. In addition to updating training content, companies must increase their focus on blended-learning solutions, which combine digital learning, fieldwork, and highly immersive classroom sessions. With the growth of user-friendly digital-learning platforms, employees will take more ownership of their professional development, logging in to take courses when the need arises rather than waiting for a scheduled classroom session.

Such innovations will require companies to devote more resources to training: our survey revealed that 60 percent of respondents plan to increase L&D spending over the next few years, and 66 percent want to boost the number of employee-training hours. As they commit more time and money, companies must ensure that the transformation of the L&D function proceeds smoothly.

All of these trends have elevated the importance of the learning-and-development (L&D) function. We undertook several phases of research to understand trends and current priorities in L&D (see sidebar, “Learning and development—From evolution to revolution”). Our efforts highlighted how the L&D function is adapting to meet the changing needs of organizations, as well as the growing levels of investment in professional development.

To get the most out of investments in training programs and curriculum development, L&D leaders must embrace a broader role within the organization and formulate an ambitious vision for the function. An essential component of this effort is a comprehensive, coordinated strategy that engages the organization and encourages collaboration. The ACADEMIES© framework, which consists of nine dimensions of L&D, can help to strengthen the function and position it to serve the organization more effectively.

The strategic role of L&D

One of L&D’s primary responsibilities is to manage the development of people—and to do so in a way that supports other key business priorities. L&D’s strategic role spans five areas (Exhibit 1). 2 Nick van Dam, 25 Best Practices in Learning & Talent Development , second edition, Raleigh, NC: Lulu Publishing, 2008.

• Attract and retain talent. Traditionally, learning focused solely on improving productivity. Today, learning also contributes to employability. Over the past several decades, employment has shifted from staying with the same company for a lifetime to a model where workers are being retained only as long as they can add value to an enterprise. Workers are now in charge of their personal and professional growth and development—one reason that people list “opportunities for learning and development” among the top criteria for joining an organization. Conversely, a lack of L&D is one of the key reasons people cite for leaving a company.
• Develop people capabilities. Human capital requires ongoing investments in L&D to retain its value. When knowledge becomes outdated or forgotten—a more rapid occurrence today—the value of human capital declines and needs to be supplemented by new learning and relevant work experiences. 3 Gary S. Becker, “Investment in human capital: A theoretical analysis,” Journal of Political Economy , 1962, Volume 70, Number 5, Part 2, pp. 9–49, jstor.org. Companies that make investments in the next generation of leaders are seeing an impressive return. Research indicates that companies in the top quartile of leadership outperform other organizations by nearly two times on earnings before interest, taxes, depreciation, and amortization (EBITDA). Moreover, companies that invest in developing leaders during significant transformations are 2.4 times more likely to hit their performance targets . 4 “ Economic Conditions Snapshot, June 2009: McKinsey Global Survey results ,” June 2009.
• Create a values-based culture. As the workforce in many companies becomes increasingly virtual and globally dispersed, L&D can help to build a values-based culture and a sense of community. In particular, millennials are particularly interested in working for values-based, sustainable enterprises that contribute to the welfare of society.
• Build an employer brand. An organization’s brand is one of its most important assets and conveys a great deal about the company’s success in the market, financial strengths, position in the industry, and products and services. Investments in L&D can help to enhance company’s brand and boost its reputation as an “employer of choice.” As large segments of the workforce prepare to retire, employers must work harder to compete for a shrinking talent pool. To do so, they must communicate their brand strength explicitly through an employer value proposition.
• Motivate and engage employees. The most important way to engage employees is to provide them with opportunities to learn and develop new competencies. Research suggests that lifelong learning contributes to happiness. 5 John Coleman, “Lifelong learning is good for your health, your wallet, and your social life,” Harvard Business Review , February 7, 2017, hbr.org. When highly engaged employees are challenged and given the skills to grow and develop within their chosen career path, they are more likely to be energized by new opportunities at work and satisfied with their current organization.

The L&D function in transition

Over the years, we have identified and field-tested nine dimensions that contribute to a strong L&D function. We combined these dimensions to create the ACADEMIES framework, which covers all aspects of L&D functions, from setting aspirations to measuring impact (Exhibit 2). Although many companies regularly execute on several dimensions of this framework, our recent research found that only a few companies are fully mature in all dimensions.

1. Alignment with business strategy

One of an L&D executive’s primary tasks is to develop and shape a learning strategy based on the company’s business and talent strategies. The learning strategy seeks to support professional development and build capabilities across the company, on time, and in a cost-effective manner. In addition, the learning strategy can enhance the company culture and encourage employees to live the company’s values.

For many organizations, the L&D function supports the implementation of the business strategy. For example, if one of the business strategies is a digital transformation, L&D will focus on building the necessary people capabilities to make that possible.

Every business leader would agree that L&D must align with a company’s overall priorities. Yet research has found that many L&D functions fall short on this dimension. Only 40 percent of companies say that their learning strategy is aligned with business goals. 6 Human Capital Management Excellence Conference 2018, Brandon Hall Group. For 60 percent, then, learning has no explicit connection to the company’s strategic objectives. L&D functions may be out of sync with the business because of outdated approaches or because budgets have been based on priorities from previous years rather than today’s imperatives, such as a digital transformation.

Would you like to learn more about the McKinsey Academy ?

To be effective, L&D must take a hard look at employee capabilities and determine which are most essential to support the execution of the company’s business strategy. L&D leaders should reevaluate this alignment on a yearly basis to ensure they are creating a people-capability agenda that truly reflects business priorities and strategic objectives.

2. Co-ownership between business units and HR

With new tools and technologies constantly emerging, companies must become more agile, ready to adapt their business processes and practices. L&D functions must likewise be prepared to rapidly launch capability-building programs—for example, if new business needs suddenly arise or staff members require immediate training on new technologies such as cloud-based collaboration tools.

L&D functions can enhance their partnership with business leaders by establishing a governance structure in which leadership from both groups share responsibility for defining, prioritizing, designing, and securing funds for capability-building programs. Under this governance model, a company’s chief experience officer (CXO), senior executives, and business-unit heads will develop the people-capability agenda for segments of the enterprise and ensure that it aligns with the company’s overall strategic goals. Top business executives will also help firmly embed the learning function and all L&D initiatives in the organizational culture. The involvement of senior leadership enables full commitment to the L&D function’s longer-term vision.

3. Assessment of capability gaps and estimated value

After companies identify their business priorities, they must verify that their employees can deliver on them—a task that may be more difficult than it sounds. Some companies make no effort to assess employee capabilities, while others do so only at a high level. Conversations with L&D, HR, and senior executives suggest that many companies are ineffective or indifferent at assessing capability gaps, especially when it comes to senior leaders and midlevel managers.

The most effective companies take a deliberate, systematic approach to capability assessment. At the heart of this process is a comprehensive competency or capability model based on the organization’s strategic direction. For example, a key competency for a segment of an e-commerce company’s workforce could be “deep expertise in big data and predictive analytics.”

After identifying the most essential capabilities for various functions or job descriptions, companies should then assess how employees rate in each of these areas. L&D interventions should seek to close these capability gaps.

4. Design of learning journeys

Most corporate learning is delivered through a combination of digital-learning formats and in-person sessions. While our research indicates that immersive L&D experiences in the classroom still have immense value, leaders have told us that they are incredibly busy “from eight to late,” which does not give them a lot of time to sit in a classroom. Furthermore, many said that they prefer to develop and practice new skills and behaviors in a “safe environment,” where they don’t have to worry about public failures that might affect their career paths.

Traditional L&D programs consisted of several days of classroom learning with no follow-up sessions, even though people tend to forget what they have learned without regular reinforcement. As a result, many L&D functions are moving away from stand-alone programs by designing learning journeys—continuous learning opportunities that take place over a period of time and include L&D interventions such as fieldwork, pre- and post-classroom digital learning, social learning, on-the-job coaching and mentoring, and short workshops. The main objectives of a learning journey are to help people develop the required new competencies in the most effective and efficient way and to support the transfer of learning to the job.

5. Execution and scale-up

An established L&D agenda consists of a number of strategic initiatives that support capability building and are aligned with business goals, such as helping leaders develop high-performing teams or roll out safety training. The successful execution of L&D initiatives on time and on budget is critical to build and sustain support from business leaders.

L&D functions often face an overload of initiatives and insufficient funding. L&D leadership needs to maintain an ongoing discussion with business leaders about initiatives and priorities to ensure the requisite resources and support.

Many new L&D initiatives are initially targeted to a limited audience. A successful execution of a small pilot, such as an online orientation program for a specific audience, can lead to an even bigger impact once the program is rolled out to the entire enterprise. The program’s cost per person declines as companies benefit from economies of scale.

6. Measurement of impact on business performance

A learning strategy’s execution and impact should be measured using key performance indicators (KPIs). The first indicator looks at business excellence: how closely aligned all L&D initiatives and investments are with business priorities. The second KPI looks at learning excellence: whether learning interventions change people’s behavior and performance. Last, an operational-excellence KPI measures how well investments and resources in the corporate academy are used.

Accurate measurement is not simple, and many organizations still rely on traditional impact metrics such as learning-program satisfaction and completion scores. But high-performing organizations focus on outcomes-based metrics such as impact on individual performance, employee engagement, team effectiveness, and business-process improvement.

We have identified several lenses for articulating and measuring learning impact:

• Strategic alignment: How effectively does the learning strategy support the organization’s priorities?
• Capabilities: How well does the L&D function help colleagues build the mind-sets, skills, and expertise they need most? This impact can be measured by assessing people’s capability gaps against a comprehensive competency framework.
• Organizational health: To what extent does learning strengthen the overall health and DNA of the organization? Relevant dimensions of the McKinsey Organizational Health Index can provide a baseline.
• Individual peak performance: Beyond raw capabilities, how well does the L&D function help colleagues achieve maximum impact in their role while maintaining a healthy work-life balance?

Access to big data provides L&D functions with more opportunities to assess and predict the business impact of their interventions.

7. Integration of L&D interventions into HR processes

Just as L&D corporate-learning activities need to be aligned with the business, they should also be an integral part of the HR agenda. L&D has an important role to play in recruitment, onboarding, performance management, promotion, workforce, and succession planning. Our research shows that at best, many L&D functions have only loose connections to annual performance reviews and lack a structured approach and follow-up to performance-management practices.

L&D leadership must understand major HR management practices and processes and collaborate closely with HR leaders. The best L&D functions use consolidated development feedback from performance reviews as input for their capability-building agenda. A growing number of companies are replacing annual performance appraisals with frequent, in-the-moment feedback. 7 HCM outlook 2018 , Brandon Hall Group. This is another area in which the L&D function can help managers build skills to provide development feedback effectively.

Elevating Learning & Development: Insights and Practical Guidance from the Field

Another example is onboarding. Companies that have developed high-impact onboarding processes score better on employee engagement and satisfaction and lose fewer new hires. 8 HCM outlook 2018 , Brandon Hall Group. The L&D function can play a critical role in onboarding—for example, by helping people build the skills to be successful in their role, providing new hires with access to digital-learning technologies, and connecting them with other new hires and mentors.

8. Enabling of the 70:20:10 learning framework

Many L&D functions embrace a framework known as “70:20:10,” in which 70 percent of learning takes place on the job, 20 percent through interaction and collaboration, and 10 percent through formal-learning interventions such as classroom training and digital curricula. These percentages are general guidelines and vary by industry and organization. L&D functions have traditionally focused on the formal-learning component.

Today, L&D leaders must design and implement interventions that support informal learning, including coaching and mentoring, on-the-job instruction, apprenticeships, leadership shadowing, action-based learning, on-demand access to digital learning, and lunch-and-learn sessions. Social technologies play a growing role in connecting experts and creating and sharing knowledge.

9. Systems and learning technology applications

The most significant enablers for just-in-time learning are technology platforms and applications. Examples include next-generation learning-management systems, virtual classrooms, mobile-learning apps, embedded performance-support systems, polling software, learning-video platforms, learning-assessment and -measurement platforms, massive open online courses (MOOCs), and small private online courses (SPOCs), to name just a few.

The learning-technology industry has moved entirely to cloud-based platforms, which provide L&D functions with unlimited opportunities to plug and unplug systems and access the latest functionality without having to go through lengthy and expensive implementations of an on-premises system. L&D leaders must make sure that learning technologies fit into an overall system architecture that includes functionality to support the entire talent cycle, including recruitment, onboarding, performance management, L&D, real-time feedback tools, career management, succession planning, and rewards and recognition.

L&D leaders are increasingly aware of the challenges created by the fourth industrial revolution (technologies that are connecting the physical and digital worlds), but few have implemented large-scale transformation programs. Instead, most are slowly adapting their strategy and curricula as needed. However, with technology advancing at an ever-accelerating pace, L&D leaders can delay no longer: human capital is more important than ever and will be the primary factor in sustaining competitive advantage over the next few years.

The leaders of L&D functions need to revolutionize their approach by creating a learning strategy that aligns with business strategy and by identifying and enabling the capabilities needed to achieve success. This approach will result in robust curricula that employ every relevant and available learning method and technology. The most effective companies will invest in innovative L&D programs, remain flexible and agile, and build the human talent needed to master the digital age.

These changes entail some risk, and perhaps some trial and error, but the rewards are great.

A version of this chapter was published in TvOO Magazine in September 2016. It is also included in Elevating Learning & Development: Insights and Practical Guidance from the Field , August 2018.

Stay current on your favorite topics

Jacqueline Brassey is director of Enduring Priorities Learning in McKinsey’s Amsterdam office, where Nick van Dam is an alumnus and senior adviser to the firm as well as professor and chief of the IE University (Madrid) Center for Learning Innovation; Lisa Christensen is a senior learning expert in the San Francisco office.

Explore a career with us

Related articles.

Seven essential elements of a lifelong-learning mind-set

Putting lifelong learning on the CEO agenda

• Peer Learning
• Covid-19 Resources
• Additional Resources

How and Why Modern Employers Should Embrace Longevity

Join aarp learning collaborative.

Join AARP, the World Economic Forum, OECD and more than 100 global employers in a learning collaborative to identify and share multigenerational, inclusive workforce practices.

View Our Partners

Trends and Opportunities

As people live longer, healthier lives, many will want or need to work longer. Longevity thus presents an opportunity and responsibility for governments, employers, and people of all ages to reimagine what it means to earn and learn over a lifetime. This initiative seeks to engage global employers in a learning collaborative to identify and share multigenerational, inclusive workforce practices.

Action to take

Although governments can and should support the development of multigenerational, inclusive workforces, employers are best positioned to lead the charge.

Success will benefit the economy, businesses and employee growth and satisfaction. To do so, it is essential that employers:

• Ensure individuals remain employable throughout their lives with continued education and training,
• Enforce policies that prevent age discrimination, and adopt age-inclusive policies, and
• Provide opportunities for workers to remain and grow on the job.

Project Objectives

The World Economic Forum, AARP, and partner organizations agree to share existing resources and, where knowledge gaps exist, collaborate on new research to help employers build, support and sustain multigenerational workforces.

Three dimensions have been identified by which to examine inclusive employment:

Create: How do corporate culture and climate affect the quality of employment for all generations? Be it through access to meaningful work, a culture of respect, inclusion, and equity, or employment security and predictability.

Invest: What are the standards, policies, and practices to support a well-functioning multigenerational workforce? Important areas include recruitment, assessment and retention practices, compensation and benefits, lifelong learning, health and wellness benefits, caregiving services, physicality of the workspace and options for phased retirement.

Prosper: How can employers and employees translate a more age-friendly environment into business and personal growth? Employers who can retain market-valued intellectual capital, raise the stability and engagement of highly skilled employees and deliver products and services designed by a representative workforce stand to benefit. Employees with access to resources revitalizing skills can lead to greater personal financial security and self-fulfillment.

Growing With Age Digital Learning

This interactive, launched in December 2020, serves as a guide for employers on the policies, practices, and business cases for supporting an age-diverse workforce.

Partnering Organizations

Currently over 100 Organizations Partnering with Us

• APCO Worldwide
• Bank of America
• Bank of Montreal
• Boston Consulting Group
• Bricker & Eckler
• Burning Glass Technologies
• Campbell Soup Company
• Children's National Hospital
• Clear Channel Outdoor
• Critical Mass
• Fidelity Investments
• Forbes Media
• Freddie Mac
• General Mills
• Guardian Life
• Heidrick & Struggles
• Henry Schein
• Home Instead Senior Care
• Intermountain Healthcare
• Jason's Deli
• Johnson & Johnson
• Kerry Holdings Limited
• Kraft Heinz Company
• Kubicki Draper
• ManpowerGroup
• Marsh McLennan
• Mayo Clinic
• McCormick & Company
• McKinsey & Company
• Micron Technology
• Mongeral Aegon
• Morgan Stanley
• Mount Sinai Health System
• National Association of Federally-Insured Credit Unions
• Oliver Wyman
• Pitney Bowes
• Prime Buchholz
• Project Management Institute
• RAPP Worldwide
• Sesame Workshop
• SmartBridge Health
• Sterling Check
• TD Ameritrade
• The Hartford
• The New York Times
• The Purpose Xchange
• Thomson Reuters
• Top Sixty Over Sixty
• Uneva Health
• UnitedHealth Group
• Winston & Strawn

Knowledge Partners

• Age Equity Alliance
• Aging Studies Institute (Maxwell School of Citizenship and Public Affairs at Syracuse University)
• ACCESS Health
• Boston College Center on Aging and Work 
• Canadian Association of Retired Persons (CARP)
• Center for the Future of Aging, Milken Institute
• Centre for Ageing Better
• Global Financial Literacy Excellence Center (George Washington University School of Business)
• Mailman School of Public Health (Columbia University)
• National Academy of Social Insurance
• Oregon State University – Center for the Outdoor Recreation Economy
• Partners in Change
• Sau Po Centre on Ageing (The University of Hong Kong)
• Stanford Center on Longevity (Stanford University)
• Wise at Work

Contact for more information Jeffrey Gullo, AARP [email protected]  

Circular 1/2021 – Headline Earnings

• UPSC History Notes
• UPSC Geography Notes
• UPSC Polity Notes
• UPSC Ethics Notes
• UPSC Economics Notes
• UPSC Science and Technology Notes
• UPSC Govt. Schemes Notes
• UPSC eligibility-criteria
• UPSC Syllabus
• UPSC Exam Pattern
• UPSC Admit Card
• UPSC Optional Subject
• UPSC Prelims Syllabus
• UPSC Main Exam Pattern
• UPSC prelims-2024-exam-pattern
• Moscow - Map, History, Geography & Population
• History of Maps| Class 11 Geography
• Geography Most Important Questions
• Factors Affecting Distribution of Population
• Class 11 Geography Introduction to Maps
• Network Visualization in R using igraph
• Urbanization Meaning, History & Facts
• Distribution of Population: Facts & Figures
• How To Delete Search History in Google Maps
• List of Largest Cities in China by Population
• Uses of Maps| Class 11 Geography Notes
• Population Attributes - Overview Notes- Class 12
• Types of Maps| Class 11 Geography Notes
• How To Add Place In Google Maps
• Classification of Map Projection| Class 11 Geography
• Cartography: Class 11 Geography Notes- Practical Work
• What is meant by Population Composition?
• Power BI - How to Format Map
• Map Scale| Class 11 Geography Notes
• Metapopulation
• How to Add a Missing Place to Google Maps
• Map Visualization in Excel Power View
• Population Size and Distribution - Class 9 Notes
• Need and Elements of Map Projection| Class 11 Geography
• How To Draw A Route On Google Maps
• NCERT Solutions of India Size And Location for Class 9 Geography
• List of countries in Russian Empire: History, Map, Flags
• How To Name an Unnamed Place on Google Map
• Capital of China | History, Geography, Facts
• Geographical plot in Tableau

Moscow – Map, History, Geography & Population

Moscow, the capital of Russia, is a city full of history, culture, and different people. It’s been important for a long time and has changed the world a lot. From being the main place for the Russian Empire to being the capital of the biggest country today, Moscow has a really interesting story.

In this article, we’ll explore the city of Moscow, its geography, history, map, demography, population, etc.

Table of Content

Moscow – The Capital of Russia

Map of moscow, history of moscow, geography of moscow, population of moscow.

Moscow is the capital and largest city of Russia, situated on the Moskva River in the western part of the country. It has a rich history dating back over 800 years and is known for its iconic landmarks such as the Kremlin, Red Square, and St. Basil’s Cathedral. The city has a population of over 12 million people, making it one of the most populous cities in Europe. Moscow is a major political, economic, cultural, and scientific center with a diverse population and vibrant arts and entertainment scene.

Moscow’s map is a representation of its rich history and development over the centuries. The city’s layout is a combination of radial patterns, with main roads radiating out from the center, and circular patterns, with ring roads connecting different districts.

• In the beginning, around the 12th century, Moscow started as a small settlement founded by Prince Yuri Dolgoruky. It grew due to its strategic location on trade routes.
• During the 13th century, the Mongols invaded Moscow, ruling for over 200 years. In the 15th century, Ivan the Great expanded Moscow’s influence, becoming the first Tsar.
• Moscow later became the capital in the 16th century, despite a brief move to St. Petersburg.
• The Time of Troubles in the early 17th century brought instability, with Moscow facing invasions.
• The Romanov dynasty restored stability, ruling for over 300 years and contributing to Moscow’s cultural and economic growth.
• In 1917, the Bolsheviks overthrew the Romanovs, establishing the Soviet Union. Moscow became a key political and industrial hub.
• During World War II, Moscow faced Nazi invasion but successfully resisted. In 1991, the Soviet Union collapsed, and Russia gained independence.
• Moscow embraced capitalism, experiencing economic growth and cultural exchange. Today,
• Moscow is a bustling global city with modern developments while preserving its historical landmarks.

Check : Russia | Area, Population, Climate, Government & Resources in Russia

The below describes the geography of Moscow in detail:

• Moscow sits on the East European Plain, a vast flatland extending from Russia to Poland.
• Coordinates: 55°45’N and 37°37’E.
• Mostly flat with an average elevation of 156 meters.
• Vorobyovy Gory (Sparrow Hills) is the highest point at 220 meters.
• Divided by the Moskva River: northern part is flat, southern part has hills.
• Abundance of parks, forests, and green spaces, making it one of Europe’s greenest cities.
• Humid continental climate with long, cold winters and short, warm summers.
• January averages -9°C (16°F), July averages 19°C (66°F).
• Significant precipitation (707 mm annually) with common snowfall in winter.

Water Bodies

• Moskva River is the main water body, 502 km long.
• Several smaller rivers and canals feed into it.
• Over 100 lakes, mostly artificial, serving various purposes.

Neighborhoods

• Divided into 125 districts, each with a unique character.
• Central part hosts iconic landmarks; north is industrial; south is residential; west is upscale; east is working-class.

Transportation

• Extensive network includes trains, buses, trams, trolleybuses, and the famous Moscow Metro.
• Moscow Metro is both transportation and a tourist attraction.
• Five major railway terminals connect Moscow to other cities.
• Airports like Sheremetyevo and Domodedovo serve millions annually.
• Red Square, a UNESCO World Heritage Site, is central with St. Basil’s Cathedral and the Kremlin.
• The Russian President’s official residence is the Kremlin.
• Other landmarks include Bolshoi Theatre, Gorky Park, and Stalinist skyscrapers known as the Seven Sisters.
• Economic hub with diverse industries – finance, commerce, manufacturing, and technology.
• Headquarters of Russian and multinational companies.
• Moscow International Business Center (Moscow-City) is a significant business district.

Green Spaces

• Despite urban development, Moscow has over 100 parks, including Gorky Park and Tsaritsyno Park.
• Botanical Garden of Moscow State University is a popular spot for nature lovers.

Surrounding Landscape

• Central Federal District is surrounded by picturesque countryside.
• The Golden Ring, ancient towns northeast of Moscow, is known for history and scenic beauty.
• Tver Oblast region nearby has lakes and forests, offering natural retreats.

To begin with, let us first understand the current population of Moscow. As of 2021, the estimated population of Moscow is approximately 12.5 million people. This number includes not just the residents of the city but also those living in its surrounding areas.

• Total Population: In 2021, Moscow had about 12.5 million people, making it the biggest city in Europe and the seventh biggest in the world. More folks keep moving in every year, about 0.7% more. People come to Moscow for jobs and opportunities from all over Russia and beyond.
• Population Density: Moscow is pretty crowded compared to the rest of Russia. There are about 4,970 people for every square kilometer, way more than the national average of just 8 people per square kilometer. It’s because Moscow is a big city where lots of people live and work.
• Age Distribution: People of all ages live in Moscow. The average age is about 40 years old, a bit higher than the national average. But there are many young folks too, about 21% are kids aged 0-14. That’s because Moscow has lots of schools and colleges, so it’s attractive to students. But there are also quite a few older folks, around 12% are 65 or older. Some of them retire in Moscow because it has good facilities for older people.
• Gender Ratio: In Moscow, there are a bit more women than men, with 53% being female and 47% male. This is similar to the rest of Russia, where women are slightly more. But interestingly, among younger folks, there are almost equal numbers of boys and girls, especially among kids aged 0-14.

Also Read: Capital of Russia

Moscow Demographic Overview

The below table lists the demographic overview of Moscow:

Conclusion – Moscow

Moscow has been through a lot wars, revolutions, and big changes . But it’s still standing strong! Its long history, mix of people, and interesting location make it special. With famous places to visit and a lively culture, there’s always something to do in Moscow. It’s a big deal on the world stage, influencing Russia’s politics, economy, and culture.

People Also Read:

• Education System of UAE : Universities and Institutions
• Healthcare System in UAE: Services and Facilities
• UAE National Day
• International University in Moscow

Moscow – FAQs

What is the geography of moscow.

Moscow sits on the Moskva River, spanning over 500 km through central Russia. With 49 bridges, it’s near the border of the forest and forest-steppe zone.

What is the population of Moscow over time?

Moscow’s metro area population in 2023 was 12.68 million, up 0.31% from 2022. In 2022, it was 12.64 million, a 0.38% increase from 2021, which had 12.59 million, up 0.44% from 2020.

Is Moscow the capital of Russia?

Moscow, Russia’s capital along the Moskva River, is the largest city in the country with about 12 million people. It hosts the President’s seat, government, and State Duma (Parliament).

Where is Moscow located?

Moscow is located in Russia’s European region, roughly at latitude 55°45’N and longitude 37°37’E.

What is the history of Moscow?

The history of Moscow began when Prince Yuri Dolgoruky built the city in the twelfth century. With the passage of time and the advent of strongmen such as Ivan the Great, as well as Mongol invasions and times of political unrest, it has developed into an important political, economic, and cultural hub.

What is Moscow’s population?

Moscow is one of the most populated cities in Europe, with an estimated 12.5 million residents as per latest estimates.

What is special about Moscow?

Moscow’s stunning architecture, iconic landmarks, and bustling city life captivate visitors. From the Red Square to the Kremlin, there’s plenty to explore and discover.

Is Moscow a beautiful city?

Moscow, Russia’s capital, is celebrated for its rich history, stunning architecture, and vibrant cultural scene, earning it a place among the world’s most beautiful cities.

What is the geography of Moscow like?

Moscow is split in half by the Moskva River and is located on the East European Plain. Although there is some mountainous hills in the southern portion, the surface is generally level. The city has mild summers and frigid winters due to its humid continental climate.

Is Moscow a diverse city?

Yes, Moscow is a multicultural metropolis home to people of many nationalities, including Tatars, Russians, Ukrainians, Armenians, and others. Its cosmopolitan nature is further enhanced by the sizeable expatriate community that it houses.

What is the economy of Moscow like?

Russia’s economic center is Moscow, which is well-known for its wide range of sectors, including technology, industry, banking, and commerce. Numerous multinational enterprises and Russian companies have their headquarters in this city.

Please Login to comment...

Similar reads.

Improve your Coding Skills with Practice

What kind of Experience do you want to share?