Team Changemakers:

Aniruddha Kadvekar

Chaitali Gala

Drupad Shastri

Kritika Garg

Suvarna Athavale

BRIDGING THE GAP:

BOOSTING SKILLSET

Objectives

•India produces over 400,000 engineering graduates • 2.3 million other graduates

• 47% of these graduates unemployable in any sector• Around 85 % do not have the required cognitive skills

• 42% employers believe graduates are not fit for jobs

Reason•Obsolete education taught at college level•Lack of development of necessary skill set and soft skills•No industry hands on experience; just conventional study method

Solution•Create a business model to cater to this group of unemployed graduates•Association with corporate to develop the skill set required in the industry•Centre owned franchisee operated model to reach out to major locations leveraging on the local knowledge of the outlet owner

Franchise

Industry Links

Educational Institutes

Target Group

Secondary links with

local Industries

Centre

Resources

Admin

External tie-up

management

Centre – Not for profit organisation funded primarily by the government agencies & secondary funding through private organizations / philanthropists Coordination between the outlets & links with the industries/educational institutes Development of knowledge resources

Industry links – Ensure that the course structure & content

matches with the requirements of the industry

Ensure enhancement of employability of the enrolling candidates

Model Framework

Franchise – For profit private

establishment Responsible for knowledge

transfer and skill development

• Responsible for knowledge development, industry ties, training faculty

• During initial phase, centre will fund the capital expenditure for franchisees from the funding available and profit sharing model till the same is recovered

• Responsible for technology support and maintenance, overall marketing strategy, and reaching out to potential franchise partner

Centre

• Responsible for operating the training programs, monitoring student progress

• All operating costs to be borne by the franchise

• In future, capex to be borne by the franchiseFranchise

• Based on requirements in terms of skills gap – Infra, Auto, Construction sector

• Programs specific to local industry around the location of franchisee

• Soft skills development

Programs Offered

• Upfront nominal enrolment fees will be charged from the students

• Students placed through the system will be charged from the first few months’ salary

Revenue Model

Features of the model

• Internal teams/ Outsourcing for e-learning tools such as knowledge portals etc.

•Classroom faculty training through the central agency’s industry & educational tie-ups

Knowledge Development

•Classroom training

•E-learning resources which can be accessed from home

•Hands-on training utilizing tie-ups with industryProgram Outline

•Association with industry to be utilized for hands-on training and exposure for students

• Industry ties through the centre with large organisations for recruitment

•Franchisee develops its own industry linkages with nearby local industries

Industry Outreach

Key Functionalities

• Increased employability after training

•Lesser time investment as compared to pursuing other full-time degree

•Lower fee hence lesser risk for the unemployed youth

•Hands-on learning experience before formally entering the job

•Better match between candidates and job profile

Target Group

•Profits claimed by the outlet owners

•Low Investment cost: Partially funded by central agency

•Reduced risk through partnership with the centre

•Ownership of the job leading to job satisfaction

Outlet owners

Benefits

•Better skilled employees with minimal investment on training

•Recruitment of employees having both theoretical and practical knowledge

•Established reliable point of contacts for recruitments

•Collaboration with human and technical resources for knowledge/resource base development

Recruiters

•Hand picked candidates for joining the workforce

•Enhanced image as an employer for blue-collared jobs

•No time and money investment in training after recruitment

•Becomes a part of company’s CSR initiatives

Interfacing companies

Benefits

Initial Set up cost for the central body

INR 150 Lacs

Initial Resource Development Cost

Cost of setting up industry collaborations and tie ups

Technology Costs

Staffing costs

Miscellaneous

Outlet Capital Expenditure (Estimating addition of 10 outlets annually) = INR 100 Lacs

Course Development and Resource Management annually = INR 40 lacs

Working capital for the controlling body annually = INR 60 lacs

Finances

Direct involvement of the industry through interface with the companies

Mismatch between curriculum and industry requirements

The challenges: Solutions to current problems

Execution challenges of the current models in a country as diverse as India

The outlets are given autonomy; Local knowledge of the outlet owners

helps in developing suitable promotional activities and caters to

the local needs and work culture

Acceptance of vocational training centres

Lack of quality instructorsTraining of instructors of all outlets by

industry personnel; central online resources

Limited standardization of data, variation of quality at different outlets

Complete standardization of data, online resources on knowledge portal

THANK YOU!