Employment Generation through Industry Institute Interface presented on February 2016

1. Employment Generation through
Industry- Institute Interface

2. Need for III
We are at the cusp, between huge youth
population on one hand and the world looking
at India on the other hand as one of the
favoured destinations for investment.
The 12th
five year plan also focuses on making
education, industry relevant and practical to
ensure a highly employable talent pool.

3. Issues
Contemporary institutions and universities lack
dynamism and innovative approaches to link
curricula towards skill formation. Globalization,
growth of secondary sector, intense competition,
resource constraint have brought unprecedented
pressures and challenges to the Industry institutes
collaborations that are vital; and it has also offered
an opportunity to improve the economic growth and
the quality of life

4. Objectives of the Study
• To identify the gaps for Industry- Institute
Interface
• To suggest an innovative mechanism/s to
build strong Industry -Institute relation

5. Research Methodology
The research is descriptive in nature and the
data is collected as few of inputs from the
Academicians, Entrepreneurs, Placement
Officers, Students, Human Resource Managers
and Corporate Trainers.
The secondary sources include the research
papers, internet, reports and other
publications.

6. Gaps 1: Curriculum
• Institute’s stake : Very less or no contribution from
the corporate towards making syllabus industry
relevant
• Industry’s stake: Outdated syllabus and change in
the business environment not incorporated from
time to time. Delay in revision of syllabus. No
practical training
• Outcome: Students who appear as candidates find it
difficult to relate to the expectations of the
corporate.

7. Gaps 2: Skills
• Institute’s stake: Technical Skills through classroom
teaching and other pedagogy. Soft skills training
imparted as a special classes
• Industry’s stake: Technically unsound and poor
communication and soft skills. Lack of confidence.
Less clarity with regards to future goals
• Outcome: Elimination in first few rounds and if
qualified further results into failure in career
planning

8. Gaps 3: Technology
• Institute’s stake: Difficult to introduce technology
due to higher cost of software and trainers. Regular
updating is also an expensive affair
• Industry’s stake: Unawareness about the industry
requirements in terms of technology and basics of it
• Outcome: Candidates find it difficult to cope up with
the technological requirements of industry and if
trained also results into retention problem

9. Gaps 4: Involvement
• Institute’s stake: There is not much involvement of
Industry as there is too much of time required to interact
on a regular basis which is constraint for corporate
• Industry’s stake: There is no formal arrangement where
institute and industry can get involved. Little scope in terms
of CSR too
• Outcome: Students assess Industry requirement based on
the perception they form through classroom teachings,
industrial and field visits, projects and industry speakers
invited to institutes

10. Gaps 5: Leadership
• Institute’s stake: Vice- Chancellors and Deans in
Universities, Directors and Principals, Head of the
Departments vision and interest
• Industry’s stake: Perception of CEOs, VPs and other at the
core position in organization towards the education system
and value of education
• Outcome: Institutes’ placement activities are of very little
use in major institutes as they find it difficult to collaborate
with corporate. Leading institutes have advantage whereas
others still struggle to place their students.

11. Innovative mechanism/s to build strong
Industry -Institute relation
• University for creating vision of increasing Industry -Institute
Interface
• Directors and Principals of Institute, HODs and senior
faculty should on continuous basis meet for inputs in syllabus
• HR Managers and Placement Officers should interact
irrespective of providing campus recruitment
• Faculty members should take up consultancy services and
industry based projects which can be on collaborative basis
• Students apart from internship and field-visit should take up
small projects

12. Innovative mechanism/s to build strong
Industry -Institute relation
• Entrepreneurship Development Cell should be made
more effective by keeping a record of how many
entrepreneurs have created and calling them back to
upgrade and update
• Educational versions of software should be made
affordable and Technical assistance should be
provided for the same
• Formal MOUs and agreements between Industry and
Institute should be encouraged

13. Conclusion
There are many areas where Industry –Institute
Interface can be increased by overcoming the
constraint on the part of Industry to devote time and
on the part of the Institute by making formal
arrangements. The synergized combination will
overcome the problem of employment generation
which in long run will contribute to society by and
large.

14. Thank You
Ketan Vira, Associate Professor, GNVS Institute of
Management
GTB Nagar, Sion-Koliwada, Mumbai