National Skill Mission
Proposed Intervention by Centum Learning Limited
(Bharti Group Company)
1. Background
India is on a...
This proposed JV, which is in the process of being incorporated as WorkSkills India Ltd, is
propositioning to operationali...
3. Deployment Model
Partnerships with Institutions / Industry Associations / Government
Bodies / Individuals
Map to Indust...
3.1.1 Our Community Members
Identifying key community members would enable us in reaching out to the youth and the
other b...
• Create demand for skill development programmes
• Act as a pressure group in smooth functioning of the programme and cent...
3.2 Training Execution
The training program would be deployed using a hub and spoke model. Execution will be
decentralized...
3.2.1 Training Content Creation
Content for the skill mission would be created, by acquiring raw content, discussions, cre...
• Advanced Course – 2 Wheeler Mechanics
• Advanced Course – 4 Wheeler Mechanics
2. Organized Retail • Basic Selling Skills...
• Block / District level Community Centers
• Skill Development Centers (SDCs) of JV franchisees – as per the deployment pl...
Confidential
Workskills India
S. No Industry Assessing & Certifying
Partner
1. Automobile SIAM
2. Organized Retail RMAI
3....
3.3 Placement Support
Placement support will be one of the most critical elements of the Business Plan. A robust
placement...
Confidential
Workskills India
12
4. Critical Success Factors
4.1 Partnerships for Skill Mission
In order to successfully achieve the core objective of the ...
4.2 Reporting and Tracking Mechanism
In order to manage the nation-wide operations, at the scale projected, the JV will pu...
Confidential
Workskills India
15
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Skill Mission Summary Document With Progress Update

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Transcript of "Skill Mission Summary Document With Progress Update"

  1. 1. National Skill Mission Proposed Intervention by Centum Learning Limited (Bharti Group Company) 1. Background India is on a critical inflexion point in its history. On one hand, India is demographically perched to be able to reap the benefits of a young society, while on the other, the same youth, unless provided with education and opportunities, could lead a huge social unrest and upheaval. In order to enable India’s ascent as the ‘Skill Capital of the World’, it is imperative to create a vehicle to vocationally skill Indian youth, with special focus on rural and semi-urban youth, so as to create inclusive growth. Education and skill development – A vision for India@75 1. India achieves 100% functional literacy 2. India builds 700 million globally employable workforce, comprising 200 million university graduates and 500 million vocationally skilled people 3. India develops world class infrastructure to become a global hub for knowledge creation, talent development and entrepreneurial incubation 4. India sets global standards and becomes a scale provider of value based learner-centric education, skills development and professional educators through industry partnerships 2. Our Value Proposition In lieu of Government’s noble and expansive agenda to skill 500 million youth, there is a need to address the same by creating scale and standard of operation and creating a paradigm shift in which vocational skilling is done in the country. The Bharti Group that stands for ‘Brave Actions & Big Transformations’ has embarked on a skill mission project, and has proposed a partnership in a JV mode with the National Skill Development Corporation (NSDC) through its Learning Company – Centum Learning Limited. Confidential Workskills India 1
  2. 2. This proposed JV, which is in the process of being incorporated as WorkSkills India Ltd, is propositioning to operationalize the National Skill Mission Agenda and create employability through skilling youth. These skills will create livelihood opportunities for the youth, in the rural and semi-urban India. The highlights of the proposed PPP project are as follows: 1. Entity: SPV for profit, self-sustainable 2. Equity participation: Centum and NSDC, in the ratio of 73%:27% respectively 3. Funding: Debt (Soft Loan) from NSDC and equity contribution of respective partners 4. Entity Philosophy: New age Corporation with Social Heart and Business Mind 5. Mission: Skill Rural Youth for employability. R=G, Resources are global 6. Philosophy: , a. Partnering institutions, industry bodies and organizations towards creating a large-scale, globally deployable skilled workforce b. Inclusion at all levels across India to broad-base the gains of National Skill Mission c. Financial inclusion through scholarships offered to the weaker sections of society 7. Goal : Skill 115 lakh rural / semi-urban youth in the next 10 years, and provide placement support (wage employment within SME sector / self-employment) 8. Sectors: Retail, Telecom, Automobile, Hospitality, (Security services, housekeeping, travel & tourism), Healthcare, Building & Construction. 9. Geographic Reach: Ramp-up to 11 States and 382 Districts within the next 4 years and then maintain consistency of reach. Confidential Workskills India 2
  3. 3. 3. Deployment Model Partnerships with Institutions / Industry Associations / Government Bodies / Individuals Map to Industry Requirements Engagewith the Youth at the Village level Training Strategy & Certification Process Technology interfaceto Scaleand Standardize Job Requirements Jobsto Certified Youth Community Mobilization Training& Certification Placement Support Creating Employability Franchise Model for Operations to create Scale and Ramp-Up capability The skill mission deployment would include the following 3 three core pillars: 3.1 Community Mobilization & Participation The key element in the success of the skill mission is community participation and mobilization, to ensure the youth, women, under privileged, minorities and backward communities become a part of the skill development movement. Community participation would take the people a step beyond just utilization of services and being passive users, to a level where they would want to be a part of the skill development for the future of their family and community. Likewise, Community Mobilization would bring together and empower members of the community from various sectors to raise awareness on and demand for the skill development programme. It would facilitate change and development, taking into account the felt needs of the community and lead to community organization, in such a way that they would identify and prioritize their needs and objectives, develop confidence and achieve them by aligning to the skill development programme, through cooperative and collaborative attitude, practices and community participation. Confidential Workskills India 3
  4. 4. 3.1.1 Our Community Members Identifying key community members would enable us in reaching out to the youth and the other beneficiaries of the skill mission. Community member or influencers would enable us in creating awareness and in sanctifying the “Skills for employability” mission of the government. Some of the community member who would help us in community participation and mobilization are as follows: 3.1.2 Benefits of Robust Community Participation & Mobilization An effective and robust Community Participation and Mobilization strategy would impact the skill mission in the following ways: • Provide community infrastructure – post office, health centre, etc, thereby maximizing the use of community resources • Ensure smooth functioning of the programme • Ensure reach and increase in utilization • Create an Ownership of the programme • Bring the Youth forward • Advocacy of the skill mission in the community • Motivate and encourage parents to send their children • Help the skill mission in identifying potential beneficiaries for the delivery of services • Organise meetings of skill mission representatives with local village leaders, Sarpanch and other influential people • Help in the successful implementation and to monitor the on ground progress Confidential Workskills India 4
  5. 5. • Create demand for skill development programmes • Act as a pressure group in smooth functioning of the programme and centres • Create equal partnership and mutual respect between the community and external facilitators & build capacity and ensure sustainability The following sub sections will detail the set up for the mobilization phase of this initiative. Confidential Workskills India 5
  6. 6. 3.2 Training Execution The training program would be deployed using a hub and spoke model. Execution will be decentralized through State Implementation Partners (franchisees). However, Quality assurance, maintaining high standards of mobilization, training and placement will be the sole accountability of the JV, which will deploy it through stringent audit, measurement and control mechanism. The details of the model and the organization structure are described in the proposal. Head Office East Region West Region South Region North Region State* State* State* Dist. Dist. Dist. Dist. FranchiseeManpowerJVManpower * State includes JV State Officeand Franchisee Operations The highlights of Training execution are as follows. The following illustration depicts the activities involved in training the participants. Confidential Workskills India 6
  7. 7. 3.2.1 Training Content Creation Content for the skill mission would be created, by acquiring raw content, discussions, creating TEMs (Task Execution Manuals), RLPs (Role-based Learning Paths), by working with the user group, etc. from the following channels: • Indian Industry Partners • Best in Class Content from Global partners • In-house content The training programmes would be delivered by employing diverse learning methodologies such as: o Instructor led training o Simulations & Games, Role plays, etc o Video based learning o Experiential Learning o Technology enabled Learning 3.2.2 Training Courses The following programmes will be launched in the phase 1 (upto 4 years) of the project implementations. Other programmes, within these sectors, will be constantly identified given the market feedback and requirements: Sno Sector Proposed Course 1. Automobile • Foundation Course - 2 Wheeler Mechanics • Foundation Course - 4 wheeler Mechanics Confidential Workskills India 7
  8. 8. • Advanced Course – 2 Wheeler Mechanics • Advanced Course – 4 Wheeler Mechanics 2. Organized Retail • Basic Selling Skills – Distribution Sales • Basic Selling Skills – Direct Sales • Retail Selling @ Store • Customer Service Skills @ Store • Supervisory skills for Sales Manager • Sales and Distribution Management 3. Telecom • Tower Maintenance Program • Basics for Installation and Fault repair • Handset Sales and Repair Course 4. Building and Construction • Basics Course for Plumbers • Basics Course for Carpenters • Basics Course for Electricians • Basic Course for Masons • Advanced Course for Electricians 5. Health Care • Training Course for Hospital Housekeeping staff / Ward boys • Training for para-medical support staff / nurses Note: The JV would also include other courses such as Hospitality, Travel & Tourism, Security Guards, etc 3.2.3 Mode of Instruction We would deploy the training through the following modes of instruction depending on the course, audience profile and location of participants: • Instructor-led Training (ILT) • Technology Enabled Learning (TEL) • Blended Learning – this would be a mix of ILT and TEL 3.2.4 Training Location The training programs would be carried out at the following location(s), depending on availability and the access possibilities for the youth in the catchment areas. Given the diverse geographic and social constraints, adhering to one type of training location may not be possible; hence, the following would be the consideration set: • Government Schools at the village level • Industrial Training Institutes (ITI) Confidential Workskills India 8
  9. 9. • Block / District level Community Centers • Skill Development Centers (SDCs) of JV franchisees – as per the deployment plan • E-kiosk centers set up under the National e-Governance Plan (NeGP) 3.2.5 Course Duration Each course would be run for a period of three months. This would include, on an average, 50:50 coverage through Classroom training and On the Job training through Internship. 3.2.6 Training Class Composition Through this training intervention the JV also intends to break some prevalent social myths to establish an environment of learning and growth. For this purpose it would be the endeavour of the training team to ensure that the classrooms are an equal mix of BPL and above BPL candidates. 3.2.7 Training Fee Structure The fee charged per student is as follows: • Enrolment Fee – Rs 250/- • Course Fee – Rs.14,100/- o To be funded through a grant / subsidy by State Governments for socially and economically backward BPL youth o To be funded by the student, from the forward strata of society – facilitated through assistance provided by MFIs / Banks for micro-lending for education loans could be provided as an option 3.2.8 Assessment & Certification Industry associations and bodies represent various organizations for the particular sector. They become the fulcrum of requirements, standards and skill gaps, as felt by the industry. Therefore, the critical task of assessment and certification needs to have necessary involvement of these industry associations as certifying bodies. The JV is in the process of tying up with the relevant industry associations for the same purpose Co-branded Certificates of JV and respective Industry association would help the participants to be recognized by member organizations, where they would be seeking direct or indirect employment Confidential Workskills India 9
  10. 10. Confidential Workskills India S. No Industry Assessing & Certifying Partner 1. Automobile SIAM 2. Organized Retail RMAI 3. Telecom ICA 4. Healthcare ICHA 5. Building & Construction NAC 6. Travel and Tourism ?? (To be identified) 7. Security Services Pinkerton 10
  11. 11. 3.3 Placement Support Placement support will be one of the most critical elements of the Business Plan. A robust placement record will not only ensure placement revenues towards sustenance of the business, but also, ensure positive word of mouth publicity towards creating youth walk-ins and enrolment. Participants after completion of training course, including internship, and final assessment and certification would go through the Placement Cell. The Placement Cell would operate with the minimum performance norm of placing 50% of the trained and certified manpower across organised / unorganised employment or by providing access to self-employment opportunities (partnering with MFIs / Banks). In order to create an institutional framework around placement, the JV will do the following: • Placement support for the candidates trained • Post placement the JV placement cell operational at the district level would continue to support the candidate should he / she discontinue the current employment. In such a situation: o The JV placement cell would assist the candidate in getting placed in another job o The placement executive would also ensure employment through linkages with government bodies & institutions in the district, for example, District Rural Development Agency (DRDA), and would aim to provision employment under local schemes o The JV placement cell would maintain records of every candidate and these would be shared with the respective stakeholders for review. For executing such a placement model, the JV would ensure the following: • Tie-ups and continuous interactions with the Organized sector and SMEs to identify manpower requirements • Tie-ups with placement organizations to set up ‘placement shops’ at the district level which have linkages with the employment exchange • Setting up of a rural job portal • Creating an IT backbone linking employer organizations with the placement team @ state and district level, integrating with e-kiosk. The following illustration depicts the activities involved in the placement of the participants. Confidential Workskills India 11
  12. 12. Confidential Workskills India 12
  13. 13. 4. Critical Success Factors 4.1 Partnerships for Skill Mission In order to successfully achieve the core objective of the Skill Mission, and that of the JV, it is imperative to partner with the right set of organizations for each of the key solution elements. These partnerships, apart from delivering specific chartered elements towards the business rollout, will provide the JV with the relevant industry domain expertise in the identified sectors. These partners will be brought in to provide one / all of the following key operation elements for the business: Community Mobilization Multi-region partner, like •MART •Bharat Shodh •NGOs like SEUF Specific local partners, like •Community Leaders •Panchayats Micro-lending organizations for Student Load, like •NABARD •SBI / PNB etc. •MFIs Training Delivery Partners for Training Content, like •SIAM •Airtel •ICA •RMAI •NAC IT enabled delivery partners •Airtel Assessment & Certification Industry Body / Consortium of Leading Organizations, like •SIAM •RMAI •RAI •NAC •ICA / COAI Placement Support Tie-ups with Large Organizations (Direct / Franchise-level recruitment) •Maruti / Hero Honda •Airtel •HUL / Godrej Outsourced Manpower Organizations, like •TMI Micro-lending organizations for self- employment, like •NABARD •SIDBI •MFIs Confidential Workskills India 13
  14. 14. 4.2 Reporting and Tracking Mechanism In order to manage the nation-wide operations, at the scale projected, the JV will put into place robust monitoring and management mechanisms: • Financial Audits & Documentation o Proper documentation would be submitted for the utilization of the grants received o Regular audits would be conducted and reports would be submitted to stakeholders to ensure transparency in the deployment of funds • Operational Review o Quarterly performance and quality review by the JV board o Monthly group management reviews (GMRs), at the state level, with the Franchisee partners • IT backbone for managing operational data o Connectivity across geographies o Centralized Tracking System for consolidated MIS & Reports o Mission Critical applications to manage the following activities: - Student Management - Assessment & Certification - Placement tracking • Detailed processes would be laid down by the JV’s Quality Audit Group (QAG), for each function and role o Education on the processes during role based induction o Planned audits, and escalation metrics to drive compliance o Consequence management for non-compliance • Physical mystery / surprise audits o For example, sit through audits by the master trainers Process Flow for WorkSkills India Key Linkages Confidential Workskills India 14
  15. 15. Confidential Workskills India 15

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