UDAANImpactAssessmentReport

Preparedfor: NSDC

Preparedby: AnkAhaPrivateLimited

Date: 4-01-2018

TABLEOFCONTENTS

EXECUTIVE SUMMARY 3

INTRODUCTION 6

OBJECTIVE OF ASSESSMENT 7

METHODOLOGY 7

ASSESSMENT 10

Feedback from stakeholders 13

Candidate Selection 14

Training & Career Progression 14

Quality of Training 15

Awareness of Corporate Opportunities 17

Future Career Prospects & Probable Career Challenges 17

Placement 17

Post Placement Support 18

RECOMMENDATIONS 19

ANNEXURE 20

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ACKNOWLEDGEMENTWewouldliketoexpressoursinceregratitudetoNationalSkillDevelopmentCorporationspeciallyMr.AjayJindalandMr.VagishSharmaforprovidingtheirvaluableguidance,commentsandsuggestionsthroughoutthedurationoftheproject.Also,wewouldliketothankMissSwatiJha(TataMotors),Mr.PuneetChaudhary(ExperisIT),Mr.SharadKapoor(MBD),Mr.LovkeshChhabra(VivoHealthcare)andMr.AbhishekVerma(KPMG)forthevaluableinputstheyhaveprovided.LastbutnottheleastwewouldliketothankhundredsofUdaancandidateswhogavetheirprecioustimeforrespondingtothequestionnaire.AnkAhaPrivateLimited

EXECUTIVESUMMARY TheUdaanProject started in 2011 for addressing the needs of the educated unemployed in J&Kwhoaregraduates,postgraduatesandthreeyeardiplomaengineerswithanaimtoprovideskillsandjobopportunitiestotheyouthandalsoexposuretocorporateIndiatowardstherichtalentpoolavailableinJ&K.Thetargetwastoreachoutto40,000youthinJ&Koveraperiodof5yearssoastobridgethegapbetween,youthfromJ&KwhoareunabletofindemploymentinmanycompaniesaseithertheyareunawareoftheopportunityinthecompaniesorthecompanieswhichareunawareofthetalentpoolthatexistsinJ&K.Animpactassessmentontheprojectwascarriedouttoencapsulatefeedbackofthestakeholders,quantifyimpacttheprogramhascreatedonanindividual’scapacitytogenerateincome,assessskillenhancementcreatedandgaugethemobilityofyouthfromJammuandKashmir.Also,thisstudywas done to identify areas where improvement may be necessary to enhance impact andrecommendationsofthestakeholdersforthesame.Further, the study was to provide a qualitative and quantitative assessment and analysis of thevaluechainandresultsoftheprojectasperprojectobjectives.Arandomizedsamplingassessmentmethodologywastakenonwhereatwoprongedmethodwasadopted:1.)datacollectionincludingin-personandtelephonicinterviewswiththecandidateswasconductedthrougharandomselectionofcandidates(withafivepercenterrormargin)and2.)qualitativeinterviewswereconductedwithkey stakeholders to assess the strengths of the program. The study sample design was flexibleenough to accommodate candidates from different training statuses such as dropped out fromtraining,currentlyemployed,joboffermadeetc.tonameafew,spreadacrossyears2012to2017fromtwentydistrictsofJ&K.Thequestionnairewasstructuredinawaytoincludetheanswerswesoughtoutfromthecorequestions.The study concluded that the impact of the projectwas overall positive. For example, there hasbeenamarkedincreaseintheearningsofthecandidateswhocompletedUDAAN,andemploymentlevelof thecohort ismoresustainable.However, somepainpoints remained, like job retainmentover longer periods is a low and measures have to be taken to address this. From a mobilityperspectivetheprogramhascreatedsignificant impact intermsofcandidatesmovingoutofJ&Kbutapainpointofretainmentremains,withasignificantpercentagecomingbacktothestateafterworking for some time.Thesecandidateseven thoughback in J&K involve themselves in incomegeneratingemploymentactivitieswhichsignificantlyimprovestheirfinancialcondition.Also,theprogramhasgivenanopportunitytoplethoraofcandidatesbelongingtoremoteareasofJ&K,whowithoutthestipendmodelofUdaanmaynothavebeenableto improvetheirtechnicalandsoftskills.Thisgoldenopportunityhasnotonly resulted inbetter jobprospects for thembuthasalsoboostedtheirconfidencetoensureswiftmovementincorporatehierarchy.

From a macro perspective, the project generated hope for the whole community in offeringopportunitiesbeyondandhasresultedinnumerablepositiveexternalities.Usingtheskillslearned,adolescents improved their family economy by getting employed or opting for self-employmentopportunitiesandprovidedagoodexampleforothernatives.Stakeholders such as companies who were interview, recommended providing post placementmonetary support for a fixed tenure to candidateswhohave takenup jobs throughUdaan.Theysuggested that monetary support would enhance retention rate of candidates in the job.Candidatesfromtheprogramrequestedformentoringanddiscussionforums.Accordingtothem,experienceexchangebetweenpeers&othercandidatescouldhappenandsocialcapitalcreatedbyUdaancouldbeutilizedforthebenefitofpeers.Fromtheimpactassessmentconducted,theunderstandingdevelopedisthatbothcorporatesandNSDChaveputinagreatdealofefforttoimproveemployabilityandmonetarystatusofJ&Kyouth.And measures like Udaan have nudged the whole community of J&K to take a step towardsimprovingqualityoftheirlives.

INTRODUCTIONThere has been a persistent and pressing need to enhance the employment opportunities in theState of Jammu and Kashmir and to formulate a jobs plan involving both the public and privatesector,especiallyfortheyouth.Inthiscontext,an‘ExpertGroup’,chairedbyDr.C.Rangarajanandconsisting of prominent members like Sh. N. R. Narayana Murthy and Sh. Tarun Das, wasconstitutedbythePrimeMinisteron18thAugust2010.Themandateoftheexpertcommitteewastotackletwoprimaryissues1:

1. Identifyingandenhancingemploymentopportunitiesa. inthevarioussectorswithinthestateb. outsidethestate

2. SkillDevelopmentforimprovingemployabilityofa. theyouthb. thecraftsmen

Though India isoneof theyoungestnations in theworld,ourabundantyoung labour forcehasamassiveshortageofskills.InthecaseofJammu&Kashmir,thesituationofskillshortageisfurtherexacerbated.Thisisduetotheunstablepoliticalenvironmentinthestatethatcontinuestoplaguethestate.ThereisageneralsenseofunrestamongtheyouthinJ&K.TheExpertGroupmadetworecommendationstoaddresstheissuesunderitsmandate.Oneoftherecommendationswastosetup a special industry initiative (SII), where companies across industry sectors partner witheducational institutions and run special training programmes to enhance employability for theyouth inJ&K.Thus,UDAANwasformulated in2011.Thetargetofthisschemehasbeentoreachout to 40,000 youth in J&K over a period of 5 years. The scheme aims to cover graduates, postgraduates,professionaldegreeholdersandthree-yearengineeringdiplomaholders.ObjectivesofUDAAN:

1. IncreaseemployabilityofyouthinJammuandKashmir2. IncreasemobilityofyouthfromJammuandKashmirandprovideexposuretowardsvarious

employmentopportunitiesoutsidethestate.3. IncentiviseIndiancorporateentitiestovisitKashmir

Youth from J&K are unaware of the opportunities available in companies and companies areunaware of the talent pool present in the state. Udaan was envisioned to bridge this gap, andcatalysethecreationofahealthyecosystem.

1 Report of the Expert Group on Employment in Jammu & Kashmir, GoI, New Delhi, February 2011

Ason31stOctober2017,31,973candidateshaveenrolledforUDAAN.Thestatusofthecandidatesisasfollows.

Outof31,973candidates,1,411arecurrentlyundergoingtraining2.

OBJECTIVEOFASSESSMENT InOctober2017,theNationalSkillsDevelopmentCorporationcommissionedastudytoAnkAhatounderstandtheeffectivenessoftheUDAANprogram.Theobjectiveofthisassessmentisasfollows.

1. ToassesstheextenttowhichUdaan:a. Has increasedmobilityofyouth fromJammuandKashmirandprovidedexposure

towardsvariousemploymentopportunitiesoutsidethestateb. HasincreasedemployabilityofyouthinJammuandKashmirc. IncentivisedIndiancorporationtovisitKashmirandemploykashmiriyouth

2. To review the lessons learned from the process of project implementation andprepare acomprehensivesummaryoftheresultscomparedwiththegoalsandobjectivesoutlinedintheprojectdocument.

METHODOLOGYGiventhatUDAANprogrammehasbeenoperationalforthepast6years,anexpostfactoanalysisistheonlypossibilityforimpactassessment.Impactassessmentcanbequantitativeorqualitativeorboth.Amixedmethodologyisthemostcommonpractice,wherethequalitativeinsightscanbeusedtointerpretquantitativetrends.Themostcommonlyusedquantitativemethodologiesarelongitudinalandcrosssectionalsurveys.

Longitudinal surveys compare changes that have occurred among a group of respondents over

time. Longitudinal surveys are usually costly, as they require large sample sizes to ensure

representativenessandentailatleasttwoseparatesurveyrounds(baselineandfollow-up).Aneeds

assessment could be performed, preceding the baseline survey to establish the relevance of the

intervention.Followingthat, indicatorshavetobe identifiedwhicharedirectdeterminantsof the

2 Data provided by National Skill Development Corporation(NSDC)

impactthattheinterventionisexpectedtohave.Thefollow-uproundcapturesthechangeinthe

saidindicators.Thesesurveysalsoinvolvelogisticaldifficultiesrelatedtolocatingandinterviewing

personsfromthebaselinesurvey.

Cross-sectional surveys examine impact through a one-time survey. They tend to bemore timeefficientandlesscostlythanlongitudinalsurveys,buttheytoohavetheirlimitations.Inparticular,measuring impact atonepoint in time limits theability tomeasure change in a reliablewayandestablish plausible evidence of impact. Given the ex post facto nature of this survey, cross -sectionalistheappropriatemethod.Aproperimpactassessmentisthedeterminationofthedifferencebetweenanoutcomecausedduetoaninterventionandanoutcomeintheabsenceofthesaid intervention.Aquasi-experimentalstudy compares the differences between two groups that emerge on their own. A non -experimental study seeks to understand the differences of a single group at different periods intime. Our overall methodology is a mixture of quasi - experimental and non - experimentalmethods.ThisimpactassessmentstudyisanEx-PostFactoanalysisofcrosssectionaldatapointswhichhavebeenselectedinaquasi-experimentalmanner.Firstlytounderstandthedetailsoftheprogramtheteam spoke in person with candidates who have completed Udaan training and also did someliteraturereviewsuchasthepresentationmadebyNSDCduringtheinceptionoftheprogramandalsomediareportswhichtalkedabouttheprogram.Postthiswewereabletoformulateasurveywhichcouldbeusedforobtainingdatapointsneededforimpactassessment.Thequestionnairewasdesignedsothatfollowingcouldbecaptured

● Pay Increase:Todetermine themonetary impact the traininghascreatedannual incomejustafterUdaanandcurrentincomewastakenintoaccount

● Location:AnimportantobjectiveofUdaanwastoincreasemobilityofyouthfromJammuandKashmirandprovideexposuretowardsvariousemploymentopportunitiesoutsidethestate.Tocapturethislocationaftertrainingandcurrentlocationwastakenintoaccount

● Employment status: An important objective has been to enhance employability of theyouth hence employment status just after training and current employment status wastakenintoaccount

● Overall Training : To understand whether the training has enhanced the soft skills andtechnicalskillsofthecandidatesparametersliketrainingquality,infrastructure,curriculumwereasked

● CorporateAwareness andCareer Progression:To understandwhether the trainingwasable to make the candidate aware of the corporate opportunities outside J&K , draw acareerprogressionmapandpreparethecandidateforfuturechallengesintheirsectortheaboveparametersweretakenintoaccount.

This questionnaire was then used to do a pilot study and the team called up around 80 Udaancandidatesacrossdifferentstatusindicators.Thisledtoabetterunderstandingoftheprogramandalsofewchangesinthequestionnaireweremade.As opinions of Udaan candidates from all across India was to be taken into account and theircontactnumberswereavailable telephonic surveywas conducted.This surveywas conductedon6500candidatesoutofwhom480peoplecompletelyfilledtheresponses.Wewantedtoachieved480phonecallsbecausewerecognizedthatthiswouldprovideaminormarginoferror.To determine the impact the program has been able to achieve in the last 6 years, sample waschosen from 20 districts of Jammu and Kashmir from 2012 till present across different statusindicatorswhichwere

● CompletedTraining● DropOutDuringTraining● Employed● JobOfferMade● JobOfferRejected/OptedOutofPlacements ● UndergoingTraining

InUdaancorporatesarethetrainingprovidershencewespoketo5ofthem,spreadacrosssectors

1.InformationTechnology-ExperisIT2. Healthcare-VivoHealthcare3.Mechanical-TataMotors4. Education-MBD5.Accounting–KPMG

An open ended questionnaire was shared with them and inputs provided on telephonicconversationwasrecordedbytheteam.Thequestionnairecapturedthefollowing

● Whatwasthereobjectivebehindjoiningtheprogramandwasitfulfilled?● Howwastheirexperienceduringtheprogramandpostplacement?● Whatwerethemajorissuestheyfacedduringtheprogram?Andwhatstepsweretakento

addressthoseissuesifany?● Whatweretheproblemsreportedtothembythecandidatesfordifferentscenariossuchas

droppingoutfromtraining,rejectingjobofferetc.?Andwhatstepsweretakentoaddressthoseissuesifany?

● Suggestionsifanytoimprovetheprogram

ASSESSMENT TheUdaan program startedwith a twin objective of enhancing awareness of youth of Jammu&KashmiraboutcorporateopportunitiespresentoutsideJammuandKashmirandalsotoapprisethecorporateworldaboutthetalentedhumanresourcewhichcouldbeutilizedbythem.Theprogramwasstrategicallydesignedsothatitresults inawin-winsituationforbothstakeholderswheretheyouth gets access and information about corporate opportunities which they were not awarewithoutbearinganyincrementalcostandthecorporatesgettalentedresourcewhicharetrainedonindustrialstandardsandarereadytodelivervaluefromtheirfirstdayofwork.To have a tangible measure of the impact of the programme, the impact on skill level (or skillenhancement)hasbeenlinkedtochangeinincomelevel.Nowtoobtainachangeinincomelevelcausedonlyduetotheintervention,thequasi-experimentalmethodhasbeentakenadvantageof.Atreatmentgroupandacontrolgroupwereidentifiedfromalreadyexistinggroups.

1. Treatment group: The group of candidates who have enrolled for UDAAN and havecompletedthetrainingprogramme.

2. Controlgroup:Thegroupof candidateswhohaveenrolled forUDAANbuthavedroppedoutoftraining,whatsoeverthereason.

Thediagramonthenextpageindicatesthatthesegroupsarenotidentical,butdefinitelysimilarinkeyaspects.Theaverage incomeatbaseline (preUDAAN) ishigher for the treatmentgroup,buttheprofileofcandidatesissimilar.Amarkedincreaseinincomehasbeenobservedforbothgroupsimmediately post UDAAN (40.2% for treatment and 34.3%). The assumption here, which wasvalidatedduringsurveyswithcandidateswhodroppedout,isthatmostofthemeitherwentbacktoJ&Kforworkorforpursuinghighereducation.Butovera longerperiodof time, this rise in income levelhasnotbeensustained.But thedrop ismore marked for the control group as compared to the treatment group (28.2% increase fortreatment and 11.7% increase for control). More importantly, employment levels do not seemsustainable.

1. 59%ofthesamplewasworkingpostUDAAN,butthishasdroppedto50%.2. 43%ofthesamplewasworkingafterdroppingoutofUDAAN,butthecurrentrateis29%.

CONTROL GROUP TREATMENT GROUP

UDAANalsotriedto relocateyouth fromJ&Ktovariouscities in India, thusopeningupwidening

theirambitandintegratethemintomainstreamopportunities.Astheflowmapindicates,UDAANhasdoneagreatjobbytrainingcandidatesinvariouslocationsalloverthecountry. But retaining candidates in those states seems to be problematic, as indicated. Most of thecandidatesfromoursamplestudyhaveshiftedbacktoJ&K.ThenumbernexttothenameofthestateindicatesthepercentageofpeoplewhohavegoneshiftedbacktoJ&K.Delhiseemstohavethehighestretainmentpercentage(25%).

Summarizing, sustaining employment levels and retaining candidates in their employment rolesseemstobethemajorchallenges.Ontheupside,thereisanincreaseinincomelevelofcandidateswhocompletethetrainingprogramme,whethertheyshiftbacktoJ&Kornot.

Feedbackfromstakeholders ThevaluechainofUdaancanbedividedintobelowmentioned4segments

● CandidateSelection● TrainingandCareerProgression● Placement● PostPlacementSupport

CandidateSelection

Tounderstandthefinerpointsofcandidateselection inUdaanwespoketocorporatepartnerstounderstandtheirperspective.Oneofthefeedbackswereceivedwasthataccesstotalentpoolwasa challenge as theprogramwas encounteringpoor candidatemobilization andhence there is animminent need for better coordination withmobilising centers to enhance awareness about thebenefitsoftheprogramtotherighttargetgroup.Also lack of screeningwas sighted as a problem faced by corporates,where according toUdaanprogramanindividualcangettrainedonlyonce,butoneofthecorporateshavefoundcandidateswhohaveappliedfortheprogramevenaftercompletingtheprogramonce.Thisnotonlyresultsinlossofopportunity for fresh talent lookingout toUdaanprogram for careerprogressionbutalsodamagesthecredibilityoftheprogram.AnimportantpointtobenotedhereisthatmostofthesecandidateshaveappliedinearlyyearsofinceptionofUdaanprogramwhentherewasnounique IdbutwiththecomingofUnique IdentityCardAADHARnewcandidatesapplyingfortheprogramwon’tbeabletogetthroughUdaaniftheyhavecompletedthetrainingonce.While conversingwith the candidateswe found that theywould like to have amuchmore clearpicture in terms of salary offered later, job location, job description to be set during the initialmeeting with corporate before they choose which profiles to apply through the registrationprocess.

Training&CareerProgression

Thefinalobjectiveofanytrainingprogramistomakethecandidateawareabout● currenttrendsandopportunitiesofhis/herchosensectorand ● rightlyskill thecandidatesothattheycanextractmaximumvalueoutof thetrainingand

also ● prepareforthefuturecareerchallengeswhichcanbeforeseen

TheobjectiveoftrainingunderUdaanprogramhasnotbeenanydifferent,thedesignanddeliveryoftraininghasbeensuchthatyouthfromJammuandKashmircouldextractmaximumvalue,notonlyintermsofplacementinafirmwithgoodpaypackagebyimprovingtheirtechnicalknowledgebase,butalsogroomingtheirpersonalitysothattheycouldswiftlyascendthecorporatehierarchy.

A: Rated 4 and above on a scale of 5, B: Rated 2 and below on a scale of 5

QualityofTraining

When candidateswere asked to rate the training quality on a scale of 1-5, 53%of the candidatesrated4andabovewhereasonly21%rated2andbelow.Onanaveragecandidatesweresatisfiedwith the trainers and training infrastructureprovidedby the corporateswhich according to themwerealignedwithindustryrequirements.Thecandidatesalsohadapositivefeedbacktowardsthecurriculumdesignwhichaccordingtothemhadagoodmixoftheoreticalandpracticalaspectsandhence48%rateditas4ormoreonascaleof5.According to the corporates the decision undertaken to formulate specific course structurewerebasedon

1. Analysingtheneedbasedgapofthesector2. Accordingtotheskilloftheyouth(graduates&PG)andrequirementoftheindustry3. Empiricalevidenceofthemarkettrendandrequirementoftheclient.

Alsotherightmixoftheoryandpracticaloftrainingmodule,asexperiencedbythecandidateswasdeveloped

● Inconsultationwithtrainersandinhousecontentwriters ● In consultation with subject experts in respective areas along with the feedback of the

placementpartnersandNSDC ● AccordingtotheNationalSkillQualificationFramework(NSQF)

One of themajor successes of the program came from the fact that around 56% of candidatesthoughtthattheprogramwasabletoproviderequiredsoftskills,ratingitabove4onascaleof5andanoverallratingof3.5onascaleof5.Thoughminisculenumberofcandidatespointedoutthatassistance for interview preparation by the trainers is not up to the mark and needs significantimprovementintermsofdirectalignmenttoindustryneeds.EnhancingemployabilityoftheyouthhasbeenanobjectiveoftheUdaan,oneofthecriticalfactorsinachievingthishasbeenmakingthemaccustomedtojoblocationsaroundIndiawheretheywouldbe placed after the training. To achieve this end the Udaan training was decided to be held inmetropolitanswhichwerearealso jobhubsof India,butamajorproblemwhichcouldhavebeenfacedthatmostoftheUdaanapplicantsaregraduatesandpostgraduateswhoarelookingforjobopportunitiesbutasofnowdonothaveanysourceof income. If in thiscase theapplicantsweresupposedtostayinbigcitiesontheirownexpensethensuccessofthisprogramwouldhavebeenvery limited with predisposition towards economic well to do and the overall objective of theprogramwouldhavebeendefeated.Hence monthly stipend of INR 2500 was provided to each candidate with residential and foodfacilityprovidedattraininglocationfreeofcostduringthecompletedurationoftrainingprogram.Thecandidatesweresatisfiedwith foodand lodgingfacilityprovidedbythecorporateswith60%rating4andaboveonascaleof5andalsoallofthecandidatesreplyingthattheyreceivedmostoftheirstipendinstalmentsontime.Accordingtothecandidatesthesetwofacilitieswerecriticalfor

enhancingtheimpactofUdaan,otherwisetheywouldn’thavebeenabletoaffordthesame.Whenaskedaboutiftheyhadanysafetyconcernscandidatesdeniedanyconcernsregardingthesame.Measureswere also undertaken by Corporates tomake the candidates acclimatize into the newenvironmentduringthetrainingsuchas

● Sensitizingthetrainersandmanagementabouttheproblemfacedbycandidates ● Providingthemcounsellingsupport.

A: Rated 4 and above on a scale of 5, B: Rated 2 and below on a scale of 5

The comparative analysis of status of trainingwith average annual income presents a very clearpicture where employed candidate are getting higher pay than those who dropped out duringtraining or rejected the offer letter.Also candidates explained that lowpay scalewas one of thereasons for them to reject job offers but the first graph details that the trainings incapability inproviding satisfactory corporate awareness and career progression opportunity could be veryimportantreasonsfordroppingoutoftrainingorrejectingoffersmade.

AwarenessofCorporateOpportunities

Providing exposure to the graduates and post graduates of Jammu and Kashmir to the best ofcorporate Indiawas one of the aims of the programs, on this parameter the performance of theprogramsufferedamajorsetbackwith34%oftherespondentsratingtheirsatisfaction levelonascalebelow2.Thecandidatesexpressedthatmostcorporateswerenotveryproactiveinhelpingthemouttolookforopportunitiesinjobmarketsandseldomwalkininterviewswereprovidedinjobroleswhichdidnotmatch their jobprofile.Also specifically candidates in IT sector job roles, communicated thatthey did not see significant value add in terms of enhancement of awareness about corporateopportunities.

FutureCareerProspects&ProbableCareerChallenges

Udaan programnot only provides candidates about current opportunity in the sector and careergrowth but also prepares them for career challenges they will be facing in the coming future.Candidates when asked about career prospects and challenges had a mixed response withcandidatessayingthatfeltthatprogramdidwellintermsofcareerprospectsbutwasillpreparedtohavediscourseonfuturechallenges.

Placement

Udaan program has ensured that placement is a priority under the programwith the corporatesrequiredtopresentaplanduringtheirproposalastohowwilltheyabsorbthenumberofcandidateswhoarebeingtrained.CandidatesplacedAmajor problem faced by the program is that a significant percentage of candidates reject joboffers or comeback to J&K afterworking for some time.While interviewing theCorporates, theteamfoundthatthecommonreasonswere● Offerofgovernmentjobs● Personalreasons● Uncomfortablewiththeallocatedlocationofthetrainingorjob● Highsalaryexpectationwithoutenoughjobexperience● Homesickness● InabilitytoadjustwithweatherandunforeseenhealthissuesThesereasonsalignwithwhatcandidateshadtosayontheissueofjobrejectionandmovingbacktohomestate.Commonreasonscitedbycandidateswere:● Lowpaypackage● Lackofflexibilitytoadoptworkshift

● Locationisnotconvenient● Homesickness● AlluredbyGovernmentjob● HigherstudiesA general notion about the basis of rejection of job offers is that the low pay package offeredimmediatelyposttraining.However,acloserlookattheresultsoffersonemoreexplanationaboutrejectionofoffers.Whenaskedtohowwell theprogramwasabletopreparecandidatesfortheirfuture career challenges, the group that rejected offers responded negatively, as opposed to anoverallpositiveresponsebytheremainingcohort.Therefore,itispossiblethatthereasonismorecomplexthanjustsayingthatthepaypackagewaslow.Effortshavetobemadetowardsprovidingbetterclaritytowardsfuturegrowthprospects.EmployeesatisfactionwiththecandidatesAll the Corporates agreed that the objective of providing themwith a talent pool was achievedthrough UDAAN programme. They stated that they received rich talent pool who were highlymotivatedandthisprocesshelpedthemuplifttheyouthinJ&K.

PostPlacementSupport

Thecandidatesmovingbacktohomestateafterworkingforfewmonthsisamajorchallengefacedby the program for which the corporates have suggested to provide post placementsupport/retention package which will incentivize them into continuing their job which not onlymakes them habitual with lifestyle of new place of work but also they start looking for betteropportunitiesintheirownfield.

RECOMMENDATIONS

● The corporate partners and candidates suggested that it would be beneficial if postplacement support /retentionpackageof INR2500-3500 could be provided to candidatesforaroundayearwhiletheyareemployed.Thiswillactasanincentiveforthecandidatestocontinuewiththeirjobandtimebeingbelowdetailedissueswillbeaddressed

○ Thecandidatewillgethabitualtonewcitylifestyle○ Givecandidatessomefinancialsupportinwhichtheycouldshifttothenewjob

whichwillautomaticallyresultinhigherCTC.

● The candidates lack vision as to how their continuingwith the training or the jobwill bebeneficialtotheminthelongrun.Toaddressthisproblemsuccessstoriesoftheprogramshould advertised and such successful candidates should bemade to address candidatesundergoingtraining.

● Lackofasystemthroughwhichcandidatescouldaddresstheircareerapprehensionsand

otherqueriesisamajorproblemtoaddressthis○ Amentoring system could be put in placewhere candidates could bemapped to

mentorswhowouldbeabletoguidetheminstreamliningtheircareer○ Aclosedforumfordiscussionshouldbeformulatedwherecandidatescoulddiscuss

theirqueries,informofjobopportunitiesintheirfirmetc.InshortthisistoutilizethesocialcapitalcreatedbyUdaanforthebenefitoftheirpeers.

● Theresultclearlyshowscorrelationbetweenthetraining’sincapabilityinaddressingissuesofcareerprospectsandfuturechallengeswhichresultsindropoutandlowretentionrateinjob hence measures should be taken to modify the training curriculum so that coursesaddress theabovementioned issuesandhelps individual candidatedrawacareergrowthplanforthemselves.

● Awareness about corporate opportunities was a point of concern for most of the

candidates,measures such as visiting faculty from same corporate sector could come inenlightenthestudentsitwouldhelptheminenhancingtheirawareness.

ANNEXURE

CANDIDATEQUESTIONNAIREforUDAAN

Questionnaireno.____Date:___________

UDAANImpactAssessmentSurvey

PersonalDetails

AlreadyCaptured

QUESTIONS RESPONSES(CLOSEENDED)

Name

Age

Gender

PreUdaan JustPostUdaan Current

Address(District,State)

EmploymentStatus

1. Wage Employed/ Self

Employed

2.Unemployed

Education

Earning(INRperyear)

Ifreceivedplacement

afterUDAANHowlongdidyouworkinthejob?(months)

TrainingProgram

Ratethetrainersqualityon1-5scale,if5isthehighest Scaleof1to5:

Rate the course structureasamixofpractical and theoretical

aspectonascaleof1to5,with5beingaverygoodmix

Scaleof1to5:

Wereyousatisfiedwiththeinfrastructureenvironmentinwhich

trainingtookplaceonascaleof1-5with5beingverysatisfied?

Scaleof1to5:

Wereyousatisfiedwith thesoft skills supportprovidedduring

theprogramonascaleof1-5with5beingverysatisfied?

Scaleof1to5:

SHORT INTRODUCTION:

Easeofreallocation

Were you satisfied with lodging facility provided during the

trainingonascaleof1-5with5beingverysatisfied?

Scaleof1to5:

Were you satisfied with food quality provided during the

trainingonascaleof1-5with5beingverysatisfied?

Scaleof1to5:

Stipend

Wereallstipendsreceivedduringthedurationwhenintraining? Yes/No:

Were the stipends during the complete duration of training

programreceivedontime?

Yes,Sometimeswas

late, Never received

ontime

Post Training

Assessment

Were you satisfied with the awareness Udaan has provided

aboutopportunitiesexistingwiththecorporates,rateonascale

of1-5with5beingverysatisfied?

Scaleof1to5:

Wereyousatisfiedwiththeclaritytheprogramhasprovidedon

future job prospects, rate on a scale of 1-5 with 5 being very

satisfied?

Scaleof1to5:

On a scale of 1-5 with 5 being very well, how well was the

programabletoprepareyouforfuturecareerchallenges?

Scaleof1to5:

CORPORATEQUESTIONNAIREforUDAAN

UDAANImpactAssessmentSurvey

PersonalDetails

AlreadyCaptured

Name:

Yearofestablishment:

Sector:

NumberofEmployees/Turnover:

1. WhatwasyourmotivationbehindoptingforUDAANprogram?

2. HowdidyoufindtheshortlistingprocessofCorporatesfortheUDAANprogram?

3. Howdidyoudecidewhichspecificcoursestoofferinyoursector?

4. Howwerethetrainingmodulesdeveloped?

5 Whatmeasuresareundertakentoensurethatthecandidatescanacclimatisetothe

newenvironment(culturalintegration)?

6 Whatarethecommonreasonscitedbycandidateswhodroppedoutoftraining?

7 Whatmeasureswastakenbyyoutorectifythoseissues?

8 Whatarethecommonreasonscitedbycandidateswhorejectedjoboffers?

9 UDAANprogramhadanobjectiveofprovidingcorporateIndiawithexposuretothe

richtalentpoolavailableintheJ&K?Doyouthinkthatobjectivehasbeenachieved?

10 Are you part of any other training/skilling programmes? Howwill you compare it

withUDAAN?

11 The retentionofcandidates in the jobsprovidedafterUDAAN isvery low,whydo

you think such is the situation andwhatmeasures should be taken to rectify this

problem?

12 A significant number of candidateswe talked preferred going back to their home

state,whydoyouthinksuchisthesituationandwhatmeasuresshouldbetakento

rectifythisproblem?

13 AnyfeedbackformakingUDAANbetter?

301, 3rd Floor, West Wing, World Mark 1, Asset 11, Aerocity, New Delhi – 110037 Tel: +91-11-47451600-10 | Fax: +91-11-46560417 Website: www.nsdcindia.org

January 2018

About National Skill Development Corporation (NSDC): National Skill Development Corporation, working under the aegis of Ministry of Skill Development & Entrepreneurship, is a unique public-private-partnership which aims to catalyze creation of quality vocational training ecosystem in India. The organisation provides funding to build scalable and profitable vocational training initiatives. Its mandate is also to enable support system which focuses on quality assurance, information systems and train-the-trainer academies either directly or through partnerships. Since establishment in 2009, NSDC has trained more than 2 crore people through its partnership with 600+ training partners, wide a robust network of 11,000+ training centers spread over 600 districts across the country. NSDC has institutionalized 37 Sector Skill Councils and is also implementing Government’s flagship skill development schemes such as Pradhan Mantri Kaushal Vikas Yojana (PMKVY), Pradhan Mantri Kaushal Kendra (PMKK), National Apprenticeship Promotion Scheme (NAPS), among others.

CONTACT US

NSDC’s Skills Intelligence Platform at skillsip@nsdcindia.org