Pruthvinanjappa
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The document discusses issues facing educational institutions in India and potential solutions. It states that while schools have adopted commercial learning practices, they lack professional management capabilities. There is also a lack of talented teaching professionals, which could be addressed through investing in IT and modern teaching tools. However, educational institutions do not invest enough and there is no Indian equivalent to Harvard Business Review. The document recommends that institutions stop viewing themselves as victims of poor government support, and instead evolve their own distinctive systems to distinguish themselves as leading educators.
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The document discusses ways to improve collaboration between corporate/institutes and adoption of new processes, systems, and technologies. It notes that while institutes have been quick to adopt commercialized learning, they have not invested in professional management capabilities. There is also a lack of talented teaching professionals and not enough investment in educational institutions to distinguish them as leading educators. It suggests that institutions should evolve their own systems instead of playing victims to poor government regulations and support.
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This document discusses human capital development in India through skills training programs. It provides context on India's large youth population and low education and skills levels. It then outlines several government initiatives and programs aimed at boosting skills training, including the creation of a Ministry of Skill Development, the Skill India Mission, and public-private programs that provide short-term training courses. The document also summarizes key lessons from an online course on changing work environments and the need to measure cognitive abilities and link skills training to early childhood development to improve employment outcomes.
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With more professionals taking IT Training sincerely, the Skill Gap in the current and future workforce is considerably decreasing.
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This document discusses human capital development in India through skills training programs. It provides context on India's large youth population and low education and skills levels. It then outlines several government initiatives and programs aimed at boosting skills training, including the creation of a Ministry of Skill Development, the Skill India Mission, and public-private programs that provide short-term training courses. The document also summarizes key lessons from an online course on changing work environments and the need to measure cognitive abilities and link skills training to early childhood development to improve employment outcomes.
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3. Mandating AICTE certification for faculty and developing them further.
4. Requiring all institutions to obtain accreditation.
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6. Providing holistic and learner-centric education to all students.
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This document discusses thinking ahead about campus life and choosing a path or facing chaos. It promotes a do-it-yourself approach using various resources and collaboration to support learning and develop employability skills through a networking program. The document encourages thinking and expressing gratitude.
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The document summarizes the current state of technical graduates in India and what lies ahead. It notes that only about 25% of technical graduates and 10-15% of general graduates are suitable for offshore IT and BPO jobs. Over 50% of engineering students are unemployable. The number of engineering students and programs have greatly increased in recent years. It predicts continued turmoil in the demand-supply dynamics and greater emphasis on soft skills and preferences of corporations. It also presents a student capability building model to diagnose skills gaps and focus on projects, alternative careers, in-demand skills, and soft skills development to improve employability.
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The document discusses the challenges and solutions related to campus hiring. It notes that students need to develop aptitude, soft skills, English proficiency through training by professionals. It also discusses challenges like availability of trained faculty, developing innovative content, and heterogeneous student mixes. Solutions proposed include partnerships with external agencies, developing entrepreneurship cells, and increasing industry-institute interactions through MOUs to address changing market needs and skills gaps. The principal emphasizes the importance of campus-corporate success through internships.
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Ppt vaibhav
Vaibhav Dalal from Wipro Technologies gave a presentation titled "Think Ahead Think Beyond 2012: An I2I Summit on the Impact of Economy on Fresh Talent Pool" which discussed campus hiring from both the company and campus perspectives. From the company perspective, topics included hiring from the right schools, balancing tier 1 and tier 2 schools, and focusing on technical skills versus soft skills. From the campus perspective, topics included maintaining student quality through stringent admission processes, encouraging overall development through extracurricular activities, and creating opportunities through internships and entrepreneurship. The presentation also noted the influence of alumni on campus branding.
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Aicte3
The document outlines AICTE's vision for 2025 which includes the following key goals:
1. Revising curriculum every three years and providing language content online for all.
2. Developing world-class infrastructure in higher education institutions.
3. Mandating AICTE certification for faculty and developing them further.
4. Requiring all institutions to obtain accreditation.
5. Connecting each institute to at least five industries.
6. Providing holistic and learner-centric education to all students.
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Nemesis
Brain gain refers to retaining talented individuals and leveraging their skills to drive innovation. The document outlines issues that currently limit India's ability to achieve brain gain such as a lack of competitiveness in patents, resistance to new ideas, high dropout rates, and digitally illiterate populations. It then proposes several reforms like transforming colleges to focus on in-demand fields, connecting innovators through a cloud campus, providing equitable education resources, and stimulating media to promote creativity and social change. The goal is to establish conditions where talented individuals can thrive and drive India's advancement.
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1. India faces major challenges in providing quality education and skills training to its large population to support the growing knowledge economy.
2. Lifelong learning and ongoing skills development are becoming critical for individuals, employers and the economy.
3. National Skills Academies led by employers would help identify skills shortages, ensure training meets current and future needs, and deliver high-quality sector-specific education.
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Slides on mobile/internet penetration courtesy of wearesocial (http://www.slideshare.net/fullscreen/wearesocialsg/social-digital-mobile-around-the-world-january-2014/1)
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This document discusses thinking ahead about campus life and choosing a path or facing chaos. It promotes a do-it-yourself approach using various resources and collaboration to support learning and develop employability skills through a networking program. The document encourages thinking and expressing gratitude.
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The document summarizes the current state of technical graduates in India and what lies ahead. It notes that only about 25% of technical graduates and 10-15% of general graduates are suitable for offshore IT and BPO jobs. Over 50% of engineering students are unemployable. The number of engineering students and programs have greatly increased in recent years. It predicts continued turmoil in the demand-supply dynamics and greater emphasis on soft skills and preferences of corporations. It also presents a student capability building model to diagnose skills gaps and focus on projects, alternative careers, in-demand skills, and soft skills development to improve employability.
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The document discusses the challenges and solutions related to campus hiring. It notes that students need to develop aptitude, soft skills, English proficiency through training by professionals. It also discusses challenges like availability of trained faculty, developing innovative content, and heterogeneous student mixes. Solutions proposed include partnerships with external agencies, developing entrepreneurship cells, and increasing industry-institute interactions through MOUs to address changing market needs and skills gaps. The principal emphasizes the importance of campus-corporate success through internships.
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India faces both opportunities and paradoxes in its macro and micro economic development. The opportunities include a $30 trillion economic opportunity from its demographic dividend compared to aging populations in China and developed nations. However, India scores near the bottom among countries in international student assessments, and most university graduates lack skills in areas like programming, algorithms, and English despite having over 26,000 higher education institutions. Addressing these educational shortcomings will be key to capitalizing on economic opportunities from its growing population.
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The document discusses the current relationship between academic institutes and businesses and argues that it is unsustainable. Both parties are currently happy as businesses recruit students from institutes with little effort, while institutes boast high placement rates. However, this means students often do not develop strong technical foundations or intrinsic desire to learn. The document proposes a new vision where institutes prioritize learning over placements and collaborate more closely with businesses and society to create real value through projects and mentorships. It suggests metrics like the quality of work students produce and their long term career satisfaction, rather than just placement rates. The relationship needs reform to develop students who can contribute to the country's future.
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Pruthvinanjappa
- 1. Pruthvi Nanjappa Vice President –Recruitment & Training Ness Technologies
- 2. 1. Institutes have been quick in adopting to the commercialization of Learning, but have not invested in Professional Management capabilities 2. Lack of talented teaching professional is plaguing the industry. A credible alternative could be arrived by deploying IT & modern teaching implements. Educational institutions are not investing enough – where is a HBR press equivalent in India? 3. Institutions should stop playing victims of poor Government regulations, support etc., but evolve their own systems which will distinguish them as leading educators