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Copyright © 2013 Accenture. All rights reserved. 2Source: Accenture Research

• The Talent Demand-Supply Analysis highlights qualitative and quantitative trends and insights to bridge the talent demand-supply requirements and impact policy, operational and decision making.

• In this report, we analyse the trends and analyses on Supply and Demand within the IT-BPM industry. IT-BPM industry will have a downstream impact on all other sectors as it touches upon all realms in the Indian economy.

The Talent Demand-Supply Analysis contributes to the larger vision of the National Skills Mission 2022 to make 567 million Indians employable.

Objective of the Talent Demand-Supply Analysis

Objectives of the Talent Demand-Supply Analysis

Outcome: The Talent Demand-Supply analysis will impact policy, operational and decision making

Scope and analysethe demand-supply ecosystem for the IT-BPM Industry

w.r.t. talent requirements-

present and future

Highlight trends and analytics on the demand side w.r.t. market trends, employment growth patterns and necessary quality

indicators

Provide analysis of the supply side w.r.t. academic outcomes

Highlight issues and recommend necessary steps to bridge the talent demand-supply situation


A combination of Primary and Secondary sources was used for capturing qualitative and quantitative data for the Talent Demand-Supply report.

Approach and Methodology for Data Gathering

• On-line survey• Subject Matter

Experts(SME) Interviews

• Company websites

Primary sources

Identify the type of data required for the

analysis

Scan primary and secondary sources

of information to gather the relevant

data

Triangulate data and conduct

consistency checks to validate the gathered data

Refresh data periodically to ensure data

relevance and accuracy

• Research reports from:• MHRD• UGC• AICTE

• NASSCOM Research Team

Secondary sources

• Refresh secondary data annually / bi-annually as desired in coordination with Talent Demand and Supply side

• Companies should refresh OS every 2-3 years

Governance


The dynamic nature of the IT-BPM Industry necessitates that this analysis be refreshed every year to track progress and ensure data relevance

Approach and Methodology for Data Maintenance on WorkForceMarket Information System (WFMIS)


• What is the IT-BPM Industry?

• Where does the IT-BPM Industry currently stand?

• Where is it headed to?• Current and future skills

base

• What is the talent demand in the IT-BPM Industry?

• Current and Projected Requirement of Talent for Industry to support revenue growth

• Talent Base• Where is the Demand for

Talent coming from?• What is the available Talent supply in the IT-BPM

Industry• Where is the Supply for Talent come from?• What are the learning outcomes achieved by the Talent

supply Chain ?

• What is the current Talent Demand-Supply mismatch?

• How many of the annual graduate supply are actually employable?

• How Talent Supply (or the lack of it) may stunt Industry growth?

• What must happen to drive growth?

• How will it propel the Industry’s growth?

• What are the policy changes required?

• Who needs to make it happen?

Executive Summary

IT-BPM Industry

Dashboard

Recommendations

Talent Supply

Ecosystem

Talent Demand

Ecosystem

Talent Demand –

Supply Analysis

ITIndustry Industry

DashboardDashboard

RecommenRecommendationsdations

Talent

Talent Demand Demand

EcosystemEcosystem

Talent Demand ––

Supply AnalysisAnalysis

Structure of the Talent Demand-Supply Analysis report

Snapshot of Talent Demand-Supply Analysis report

Copyright © 2013 Accenture. All rights reserved. 6Source: Accenture Research 6

Appendix A: State Profiles Appendix B: Qualitative skill gaps by sub-

sector Appendix C:Analysis of Talent Demand-

Supply gaps by Regions Appendix D: Definitions used in the report

Objective and anticipated outcomes of the Study/Report

Growth Trends for revenue, headcount and hiring

Global Future Outlook Growth trends for Talent Supply Talent Demand-Supply Gap Situation Key Issues Identified Key Recommendations

Table of Contents

Copyright © 2013 Accenture. All rights reserved. Source: Accenture ResearchSource: Accenture Research

Appendix A: State Profiles Appendix B: Qualitative skill gaps by sub

sector Appendix C:Analysis of Talent Demand

Supply gaps by Regions Appendix D: Definitions used in the report

Objective and anticipated outcomes of the Study/Report

Growth hiring

Global Growth Talent Key Key

7.Talent Demand-Supply Analysis

1. Executive Summary

2. IT-BPM Industry Dashboard

3. Employment and Talent Demand in IT-BPM Industry

4. Talent Demand Ecosystem

5. Talent Supply Ecosystem

6. Analysis of Supply Chain w.r.t. Academic outcomes

9. Appendix

8. Recommendations


1. Executive Summary- Slide 10• Growth Trends for revenue, headcount and hiring

• Global Future Outlook

• Growth trends for Talent Supply

• Talent Demand-Supply Gap Situation

• Key Issues Identified

• Key Recommendations

2. IT-BPM Industry Dashboard- Slide 32

• World IT-BPM Spend (2012) and Share of Indian IT Industry

• Indian IT Industry – Trends and Future Outlook

• Occupations in Demand – Present and Future

• Skills in Demand – Present and Future

• Generic Skill Gaps in IT Industry

3. Employment and Talent Demand in IT-BPM Industry- Slide 42

• Growth in Revenue and Employment

• Forecasting For Employee Growth

• Growth of Direct and Indirect Employment

• Hiring in IT-BPM Industry – Part, Present and Future

• Talent Demand and Preferred Courses

Detailed Table of Contents (1/3)


4. Talent Demand Ecosystem- Slide 50

• NASSCOM and Non-NASSCOM members

• Types of companies and their contribution to revenue and people employed

• Distribution of Employment among Companies

• Employment by Customer/Market segment and Sub-sector

• Hiring by Sub-sector

• Gender Diversity

• Demand Ecosystem

5. Talent Supply Ecosystem- Slide 59

• Where is the supply coming from

• Types of Institutions

• Enrolments at various level

• Growth in GER in the Past

• Growth in Talent Pool for the IT-BPM Industry

• Talent Supply Trends – Levels, Streams, Gender and States

6. Analysis of Supply Chain w.r.t. Academic outcomes- Slide 84

• Summary of Academic Outcomes

• Assessment Insights

• Summary of analysis of curricula

• Curricula Evaluation



6. Analysis of Supply Chain w.r.t. Academic outcomes(contd..)• Analysis of curricula w.r.t. academic outcomes using Bloom’s Taxonomy

• Critical competencies for the IT-BPM Industry

• Learning outcomes identified by NBA

• Detailed note on Bloom’s Taxonomy of Learning Outcomes

7. Talent Demand-Supply Analysis- Slide 99

• Hiring and Talent Supply in IT-BPM Industry

• Employable Talent Supply

• Talent Demand-Supply Analysis- Entry level (0-2 yrs)

• Talent Demand-Supply Analysis- Experienced level (>2 yrs)

• Talent Demand-Supply Analysis by Region and State

8. Recommendations- Slide 115

9. Appendix- Slide 129

• Appendix A: State Profiles

• Appendix B: Qualitative skill gaps by sub-sector

• Appendix C:Analysis of Talent Demand-Supply gaps by Regions

• Appendix D: Definitions used in the report



• Executive Summary• Demand-Supply Ecosystem• Analysis of Current and Future Demand and Supply of Talent

– Region-wise

– Sub-sector/Occupation wise

– Diversity

• Skill Gaps and Challenges• Recommendations

ContentsExecutive Summary— Growth Trends for revenue, headcount and hiring— Global Future Outlook— Average age of the IT-BPM workforce in India— Growth trends for Talent Supply— Talent Demand-Supply Gap Situation— Employability Rates— Key Issues Identified— Key Recommendations

Copyright © 2013 Accenture. All rights reserved. 10


Core markets will continue to remain strong; New markets like BRIC will add untapped revenue sources and some markets/business will see a stagnation/decline

Global Future Outlook (2020)New Geographies and Verticals

Core Markets

Large Enterprises

America, APAC & Europe

Mature Verticals (BFSI, Manufacturing, Telecom)

+New Markets

Small & Medium Enterprises (SMEs)

Domestic, BRICs

Emerging Verticals (public sector, healthcare, const. utilities)

+Declining Markets

Automation of jobs leading to job reduction(e.g. basic data entry, basic voice)

Industry consolidation

Productivity gains

-

; McKinsey, Gartner, IDC

Type of Companies (customer)

Geographies

Industry Verticals


A detailed Occupational Analysis of the IT-BPM Industry shows the emergence of high-end specialised occupations and entry into newer verticals beyond BFSI and Retail (Ref: NASSCOM Occupational Analysis report)

Emerging Occupations and Verticals

Energy &

UtilitiesMediaGovernment Healthcare

Construction& Heavy

Engg.

Infrastructure Management Services(IMS)

Data Scientist

Web-services, e-commerce, e-business

Knowledge Services – KPO - Research, LPO, Health BPO

F&A - Complex

R&D

Product Marketing and Packaging

Education

ITS

BPM

ERD and SPD

Emerging Verticals

Emerging Occupations/Areas of specialization


More and more organizations are looking to hire Non-Engineers, for technical areas like Infrastructure Services as well. A lot of this is attributed to the rising employment costs and improved process maturity

IT-BPM Industry Talent Employment Trends

Copyright © 2013 Accenture. All rights reserved. Source: Accenture Research

Alternative Talent Pool

Specialists for driving innovation


The Industry is expected to grow at 13% to reach to 225 billion USD total revenues1 and employ 5.3 million people by 2020 creating an additional employment for 2.3 million people in the next 7 years

Indian IT-BPM Industry growth and future outlook

1 The revenues reported are for Export + Domestic where they are defined as:Exports = IT Services + BPM + Software Products (comprising Sale of own or resale of Software products + Packaged software + Offshore Product Development) + Engineering servicesDomestic = IT Services + BPM + Sale of own or resale of Software products + Packaged software; Engineering Services

3.0

5.3

0

50

100

150

200

250

0.0

1.0

2.0

3.0

4.0

5.0

6.0

2013 2020

Rev

enue

(USD

Bill

ion)

Empl

oym

ent (

in m

illio

n)

Industry Outlook 2020

Employment (million)

Revenue (USD Billion)

CAGR of ~13%

; NASSCOM STR 2008-2013; NASSCOM Perspective 2020


There has been a gradual increase in the average workforce in the IT-BPM Industry. It still however remains one of the youngest employed workforce in the Indian economy with an estimated average age of 26.5 years.

Average age of the Indian IT-BPM workforce

06 07 08 09 10E 11E 12E 13EAverage age-Fresher hires 22 22 22 22 22 22 22 22Average age-Lateral hires 26 25.6 25.3 25.2 25.7 26.3 26.4 26.5Average Experience of professionals 3.6 3.3 3.2 3.7 4.3 4.4 4.5 4.6

22 22 22 22 22 22 22 22

26 25.6 25.3 25.2 25.7 26.3 26.4 26.5

3.6 3.3 3.2 3.7 4.3 4.4 4.5 4.6

0

5

10

15

20

25

30

Year

sAverage age of the IT-BPM workforce in India

Source: NASSCOM, CLSA Asia-Pacific Markets


An estimated 0.77 millions technically qualified graduates are expected to pass-out of the formal education space in 2013. Overall, ~5 millions graduates (across all streams) are expected to pass-out in 2013.

Talent Supply to the IT-BPM Industry

; Educational Statistics At A Glance 2011-12, MHRD


7366722884

33141

28832

2726829211

(6427)

17654

51976

32527

16851

15783

Talent Demand-Supply Gap 2013

6678

Delhi:(15839)

Talent Demand-Supply Gap 2013 and 2020*Mismatch in Demand-Supply situation in various states

17841

8448229845

38199

31430

24947

35896

(46380)

2348

40742

24904

2020618913

Delhi:(47781)

Talent Demand-Supply Gap 2020

2421

Karnataka, Delhi(NCR) and Tamil Nadu have a negative gap, meaning there is dearth of quality talent vis-à-vis the employment opportunities available in the state. This gap is expected to increase further by 2020

Haryana: 23670Haryana: 34666

Total Demand:194,000Total Employable Talent Supply:606,664Gap: ~412,664

Total Demand:418,281Total Employable Talent Supply:759,090Gap:340809

*Supply numbers estimated using employability numbers based on dipstick assessment


7

532974

74613

63573763

46065

29034

30526

27662

30

2388

Talent Supply Talent Demand2013

15198 8520

Delhi(NCR):32584

Talent Demand and Supply estimates – 2013Regional imbalances in Talent Demand

Karnataka, TN, AP and Maharashtra contribute to ~80 percent of Talent Demand and ~50 percent of Talent Supply. This imbalance has led to increasing manpower shortages and a consequent increase in manpower costs

Total Demand:194,000Total Supply:5.01 millionsTotal Employable Talent Supply:3.60 millions

23290

7419923858

33887

28846

3362532974

40179

46688

82502

60189

16881

18121

Average growth rate for Talent demand estimated to be 9 pcAvg growth rate for Talent Supply estimated to be 8.5 pc*Supply numbers estimated using employability numbers as derived using a dipstick assessment


25479

6375725491

27451

18277

2662433908

36926

49960

80554

79233

14342

21197

94

11052022

1548

28

131997813

96760

60280

56321

57431

62

4854

2115817689

Delhi:13481 Delhi:67650

Talent Demand and Supply estimates - 2020Possibility of Talent shortage in quality and quantity

Average growth rate for Talent demand estimated to be 8.6 pcAvg growth rate for Talent Supply estimated to be 8.5 pc*Supply numbers estimated using employability numbers as quoted by Mckinseyreport. Details on slide 96

Talent Supply Talent Demand2020

The industry growing at 13% will put tremendous pressure on supply side as other high-growth industries (such as electronics, retails, telecom, healthcare, infrastructure) will attract and employ talent from the same supply pool


A dipstick assessment was conducted with leading employers in the Indian IT-BPM Industry. Observed results estimate employability at 18% and 24% respectively for BPM and non-BPM sub-sectors

Employability1 rates in the IT-BPM Industry

1. Employability: Employability is defined as the proportion of people organizations are willing to make an offer to, out of a given number of applicants who are willing to work in the IT-BPM industry. This percentage has been derived in the next slide.• Boundary Conditions to the definition above: The boundary conditions that apply to this definition are:

a) demand is not a constraint ( actual demand could be fluctuating ) and

b) this definition holds true only in the case of export led IT-BPM industry

• Future Employability with NOS: NOS will lead to more trained and job-ready individuals. This will have a huge impact on improving the employability scenario of graduates in India.

This ratio defines the potential employability percentage, post the implementation of NOS

Ratio Non BPM BPM

Employability ~24% ~18%

Future Employability with NOS ~56% ~33%


Talent Supply for Non-BPM sectorWith the implementation of NOS, we expect an approximate increase of 250% in the number of employable candidates


Talent Supply for BPM sector (Scenario 1: Only Non Technical graduates)With the implementation of NOS, we expect an approximate increase of more than 200% in the number of employable candidates

* Employability is calculated as % of talent supply available after screening for academics, general & technical aptitude and soft skills out of total supply willing to work for IT-BPM industry.


Talent Supply for BPM sector (Scenario 2: All graduates)With the implementation of NOS, we expect an approximate increase of more than 200% in the number of employable candidates

* Employability is calculated as % of talent supply available after screening for academics, general & technical aptitude and soft skills out of total supply willing to work for IT-BPM industry.


• The analyzed curricula also lacked on the academic outcomes identified by NBA (National Board of Accreditation)

• This skill gap is one of the major reasons for the Talent Supply not being ‘job-ready’

• Typically organizations, spend around anywhere close to 20 weeks to impart the employable skillset to each fresh graduate

Primary data collected from over 300 employers combined with an analysis of course curricula identifies Communication, Innovation, Problem Solving and Attention to Detail as some of the most needed skills from the graduates

Shortage of Quality Talent = Potential Areas for Skill Development


• All large organisations indicated that they hire from Institutes of National Importance (INIs) including the following:

• IITs- IIT Kanpur, Chennai, Powai, Delhi

• NITs- NIT Warangal, Rourkela, Tiruchirapalli

• IISc

• IIITs- IIIT Allahbad, Hyderabad, Delhi

• Amongst the State and Central Universities, the following were the most preferred by the sample set of employers:

• Anna University

• Delhi University

• Bangalore University

• Mumbai University

• University of Pune

Employers prefer to hire from Technical colleges and Universities such as INIs, State and Central Universities and Private Universities

Preferred Institutes for recruitment by Employers

0 50 100 150

Schools (9th -12th)

Others

Central and StateUniversities

Institutes of NationalImportance

Corporate TrainingInstitutes

Vocational TrainingInstitutes

Private Universities71 55.0%

30 23.3%

40 31.0%

60 46.5%

104 80.6%

10 7.8%

8 6.2%


• Technical courses such as Engineering, Business/Management and BCA/MCA were highlighted as preferred courses for recruitment by the employers

• A detailed analysis of these courses w.r.t. learning outcomes indicates that these courses have a higher focus on Higher Order Thinking Skills (HOTS)

• It is also observed that the INIs and other premier institutes offer courses that have a higher focus on HOTS have higher placement rates, thus indicating that candidates passing out of these colleges are well equipped and more employable w.r.t. the industry needs

Engineering is clearly the course which is most preferred by the employers. One of the key reasons for the same is the enhanced focus it lays upon imparting Higher Order Thinking Skills (HOTS)

Preferred courses for recruitment by the Employers

0 20 40 60 80 100 120

B.TechM.Tech

MBAMCABCA

58 46%

82 65.1%

68 54%

68 54%

112 88.9%


• The Industry recommends the following interventions to ensure that the students develop HOTS (Creating, Evaluating, Analysing):Use of technology to improve educational

infrastructure

Increase component of practical knowledge in educational courses

Increase practical exposure and experience in the form of internships and apprenticeships

Increase Industry participation in course design and formal and non-Formal education

While quantity of talent may be an issue in the future, quality of talent is presently posing as a key issue for the Industry. Industry needs candidates with HOTS as these have emerged to be the key for employability

Increasing need for and shortage of candidates with Higher Order Thinking Skills(HOTS)

This would mean that the Industry spends less time to make the candidates job-ready and the will create a pipeline of ready talent


RTE has contributed a great deal to improve the education statistics but there is less focus on learning outcomes and quality of school education. Quality of School Education of the significant contributors to lack of HOTS in majority of Indian students

Challenges in Upper Primary & Secondary education in India (9th-12th grade)

Focus on wrong metrics - enrolment / attendance as opposed to learning outcomes

Course design and pedagogy-learning by rote, minimal focus on vocational education

Access to schools is low

Quality of Teaching is poor and attendance of teachers is dismal

Even though educational statistics are on the rise, they do not lead to an impact on skill development scenario

Students do not possess Innovation/Ideation skills, analytical thinking and practical exposure

Distance and infrastructure still remains a challenge to increase girl enrollments

Quality of students is directly proportional to quality of teachers

Issue Impact


The detailed analysis in the subsequent sections highlights some interesting trends but also raises some key issuesThese must be addressed to ensure that the Industry meets its growth targets and the National Skills Mission meets its employability targets

Key Issues Identified in the report


The report makes recommendations to resolve the key issues identified. Corrective actions and data-based policy making can ensure that the Industry comes out stronger and continues on the path of growth

Summary of Recommendations



– Region-wise


– Diversity


Contents

IT-BPM Industry Dashboard— World IT-BPM Spend (2012) and Share of Indian IT Industry— Indian IT Industry – Trends and Future Outlook— Occupations in Demand – Present and Future— Skills in Demand – Present and Future— Generic Skill Gaps in IT Industry



ITS, 56.3

BPM, 20.9

SPD, 6.7

ERD, 11.2

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

1

in U

SD B

illio

n

Indian IT industry Revenues (Sub-sector wise)

ERD and SPD sub-sector have huge potential to grow as India builds high-end capabilities

World IT-BPM Spend (2012) and Share of Indian IT Industry Across Sub-sectors: IT Services, BPM, ERD and SPD

ITS, 648

BPM, 164

SPD, 278

ERD, 1350

0

500

1000

1500

2000

2500

3000

1

in U

SD B

illio

n

World IT-BPM spend

In USD Billion In USD Billion

Share of world

1%

2%

13%

9%

; Forrester, Gartner, IDC; NASSCOM STR 2013

As the world focuses its spending on ERD and SPD, Indian IT industry should also look at developing more offerings and solutions to these two sub-sectors.


Government and Emerging Verticals such as Healthcare, Construction and Utilities will drive future growth of Indian IT industry

World IT-BPM Spend (2012) and Indian IT Industry revenuesAcross major verticals: BFSI, Telecom, Manufacturing, Emerging

21%

20%

10%16%

33%

World IT-BPM Spend - Across VerticalsBFSI Manufacturing Hi-Tech/TelecomGovernment Emerging/Others

41%

16%

18%

10%

15%

Contribution of verticals to Indian IT industry revenues

BFSI Manufacturing Hi-Tech/TelecomRetail Emerging/Others

; Forrester, Gartner, IDC; NASSCOM STR 2013


300

63 69 7488 88

108

225

0

50

100

150

200

250

300

350

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2020

USD

Mill

ion

Total Revenue (2008-2020)

Optimistic

NASSCOM Perspective 2020

• Industry to most likely grow at 13% CAGR to USD 230 Billion• Domestic market will grow to USD 50 Billion

Indian IT Industry – Trends and Future OutlookTotal Revenue Projection - 2020

300 BillionCAGR – 16%


225 BillionCAGR – 11.5 %


• Industry to most likely grow at 13% CAGR to USD 225 Billion • Domestic market will grow to USD 50 Billion

Indian IT Industry Revenue –Trends and Future Outlook Export and Domestic Markets

NASSCOM STR 2008-2013; NASSCOM Perspective 2020

Exports, 175000

Domestic, 50000

-

50,000

1,00,000

1,50,000

2,00,000

2,50,000

2008 2009 2010 2011 2012 2013 2020

Rev

enue

in U

SD M

illio

n

Export and Domestic Revenue (USD Million)


SPD to grow three times present value by 2020

Indian IT Industry –Trends and Future Outlook Revenue by Sub-sector 2013-2020


56

130 21

50

11

25

7

18

-

50

100

150

200

250

2013 2020

Revenues by Sub-sector (2013-2020)

SPD ERD BPM ITS


Application Development will continue to accounts for 1/3rd of total revenues; SOA, Web-services, e-commerce will grow fastest

Occupations in Demand (2013 – 2020)IT Services sub-sector


New services such as SOA, Web-services & e-commerce, Software deployment and support (also known as RIM) will record fastest growth rates which will lead to spurt in demand for skilled talent

3%

3%

37%

1%

7%

14%

17%

11%

6%

0%

1%

2%

3%

32%

1%

7%

0%

14%

20%

15%

0%

5%

IT consulting

Systems integration

Custom application development

Network consulting and integration

Software Testing

Application management

IS outsourcing

Others (SOA & Web Services + E-Business/E-Commerce)

Software deploy and support

Hardware deploy and support

IT education and training

Share of different occupations2020 2013


Occupations in Demand (2013 – 2020)BPM sub-sectorShare of CIS will decrease; High-end services such as Knowledge Services and Vertical-specific BPO services will increase

41%

22%

2%

1%

18%

1%

14%

31%

23%

2%

1%

26%

1%

16%

Customer Interaction Services

Finance and Accounting

HR Admin

Procurement and Logistics

Knowledge Services

Other Horizontal Services

Vertical-specific BPO Services

Share of different occupations2020 2013



0%

10%

20%

30%

40%

50%

60%

70%

JAVA

Test

ing

.NE

T Fr

amew

ork

ASP

.Net

SQ

LC

++D

BM

SC

loud

Com

putin

gU

NIX C#

Sof

twar

e…M

S O

ffice

Oth

ers

Ora

cle

Dat

a A

rchi

tect

ure

CC

NA/

CC

NS

SAP

QM

SS

ASP

earl

Cap

tivat

eS

PSS

AR

IBA

More than 50% respondents say Java and Testing skills will continue to be most sought after, though Cloud Computing will replace .NET in Top 3 skills in demand

Technical Skills in Demand Today and Tomorrow

JAVA

Clo

ud C

ompu

ting

Test

ing

.NE

T Fr

amew

ork

ASP

.Net

SQ

LD

BM

SS

oftw

are…

C++ C

#D

ata

Arc

hite

ctur

eO

ther

sU

NIX

Ora

cle

MS

Offi

ceS

APC

CN

A/C

CN

SS

ASQ

MS

Pea

rlS

PSS

AR

IBA

Cap

tivat

e


0%10%20%30%40%50%60%70%80%

More than 60% of organizations observe a need to improve communication and Problem solving skills of the workforce

Generic Skill Gaps in IT Industry

Attention needs to be given to soft skills development of the workforce apart from developing technical skills



– Region-wise


– Diversity


Contents

Employment and Talent Demand in IT-BPM Industry— Growth in Revenue and Employment— Forecasting For Employee Growth — Growth of Direct and Indirect Employment— Hiring in IT-BPM Industry – Part, Present and Future— Talent Demand and Preferred Courses



Automation of various job roles such as software testing and call-centre operators has adversely affected the hiring growth hence total revenue has grown at a faster rate than rise in employment.

Growth in Revenue and Employment

; NASSCOM STR 2008-2013


If revenue per employee increases as per the past trends, direct employment would double by 2020 adding 3 million jobs over the next 7 years

Scenario Based Forecasting For Employee Growth

Most Likely - Revenue USD 232 Billion

Optimistic – Revenue USD 300 Billion CAGR – 13%

CAGR – 9 %

2.0 2.2 2.3 2.5 2.8 3.0

6.8

2.0 2.2 2.3 2.5 2.8 3.0

5.3

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2020

Direct Employment (in Million)Optimistic Most Likely Trend


75% of the total people employed in the IT-BPM industry are employed through the indirect route such as transportation services and caterers. This percentage, however, is reducing as the industry matures.

Growth of Direct and Indirect Employment

Ratio:3.6

Ratio:3.2

2.2 35.3

8

9.5

15.9

0

5

10

15

20

25

2011 2013 2020

Direct- Indirect employment

Indirect

Direct

Ratio:3.0

; NASSCOM STR 2008-2013;

Employment CAGR – 8.6%


Net hiring will double by 2020 to more than 0.4 millions if the demand continues to grow at 9 per cent.

Hiring in IT-BPM Industry (2009 – 2020)



Contrary to the popular belief that mostly engineers are hired in the IT-BPM industry, only 1/3rd of people employed in the industry are Engineering graduates. Less than 50% are graduates other than engineers.

Talent Employed in IT-BPM industry

NASSCOM Strategic Review 2012 Estimates


0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

Close to 90% organizations prefer to hire from B.Tech courses. Less than 30% organizations prefer to hire from diploma and BSc courses.

Preferred Courses for Talent Sourcing



– Region-wise


– Diversity


Contents

Talent Demand Ecosystem— NASSCOM and Non-NASSCOM members— Types of companies and their contribution to revenue and people employed — Distribution of Employment among Companies— Employment by Customer/Market segment and Sub-sector— Hiring by Sub-sector— Gender Diversity— Demand Ecosystem



• There are around 5000 companies in the IT-BPM industry; all major companies across IT Services, BPM, ER&D and SPD are members of NASSCOM

• Companies are heterogeneous mix of Indian Service Providers (ISPs), Multinational Companies (MNCs) and Global-in-house Companies (GICs)

1300+ NASSCOM Members contribute to almost 95% of industry revenues and employment

NASSCOM and Non-NASSCOM members

5%

95%

% contribution to Indian IT-BPM industry revenue

NASSCOMTCS, Infosys, Wipro, IBM, HCL, Cognizant, Accenture, GENPACT, Aegis, Mphasis, Dell, CSC, WNS, KPIT Cummins, Microsoft, Oracle, SAP

3500+ companies

70%

14%

16%

Total % of companies by type

ISPs

MNCs

GICs

1300+ companies

www.nasscom.in;

Non-NASSCOMINGRAM Micro

http://www.nasscom.in/


Top 11 companies employ 1/3rd of the industry and contribute 50% of revenues

Types of companies % contribution to revenue and people employed


• Top 4 companies contribute to more than 20% of industry headcount • Top 20 companies contribute to almost half of total headcount

Distribution of Employment among Companies

23%39%

48%57%

100%

0%

20%

40%

60%

80%

100%

120%

Top 4 Top 10 Top 20 Top 50 All 5000

% contribution to total headcount

Industry employment is fairly concentrated by Top 20 companies most of which employ people across all sub-sectors , therefore, more employment can be generated in companies other than the top 20.


Distribution of Hiring among Top companies

• Top 4 companies contribute to almost half of the net hiring for entry-level• Top 10 companies contribute to 2/3rd of all net hiring

48%

79%92% 97% 100%

0%

20%

40%

60%

80%

100%

120%

Top 4 Top 10 Top 20 Top 50 All 5000

% contribution to net hiring


Export market generates approximately 2/3rd of the Talent Demand

Employment by Customer/Market segment

Overall CAGR of 8.6%

Total ~3 mn

Total – ~2 mn

Total –~5.3 mn


0.9 1.0 1.0 1.2 1.3 1.4 1.5 1.6 1.8 1.9 2.1 2.2 2.4 0.6 0.7 0.8 0.8

0.9 0.9 1.0 1.1

1.1 1.2

1.3 1.4

1.5

0.5 0.5 0.5

0.6 0.6

0.6 0.7

0.8 0.9

1.0 1.1

1.2 1.4

FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Total HeadcountIT Services and Software Exports (includes ER&D) BPO Exports Domestic Market


More than 1/3rd of all hiring will be for domestic market by 2020

Hiring by Customer/Market segment


0.080.04

0.15 0.140.11 0.11 0.12 0.13 0.14 0.15 0.17 0.18

0.1

0.0

0.1 0.1

0.0 0.1 0.1 0.1

0.1 0.1

0.1 0.1

0.1

0.0

0.0 0.0

0.0

0.1 0.1

0.1 0.1

0.1 0.1

0.1

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

Hiring (in millions)IT Services and Software Exports (includes ER&D) BPO Exports Domestic Market



– Region-wise


– Diversity


Contents

Talent Supply Ecosystem— Where is the supply coming from— Types of Institutions— Enrolments at various level — Growth in GER in the Past— Growth in Talent Pool for the IT-BPM Industry— Talent Supply Trends – Levels, Streams, Gender and States



Where is the supply coming from? (1/2)UP and Rajasthan have the highest number of universities

CU: Central UniversitiesSU: State UniversitiesPU: Public UniversitiesDU: Deemed UniversitiesINI: Institutes of National Importance

Top 5 states in the given map in terms of total number of universitiesNext 5 states in the given map in terms of total number of universitiesStates in the given map with the lowest total number of universities

CU: 1SU: 17PU: 33DU:8INI: 2

Delhi• CU: 5• SU: 5• DU:10• INI: 3



CU: 1SU: 20DU:21INI: 2







CU: 1SU: 12PU: 6INI: 1


CU: 1SU: 10PU: 14DU: 6INI: 1



Top 10 states in India with the highest number of universities

Where is the supply coming from? (2/2)


Talent Supply into the IT-BPM Industry covers a wide gamut of sources including Schools, Colleges, Universities, ITIs and Polytechnics

Talent Supply Ecosystem – Prominent Categories


INIs were set up to promote research and innovation. In reality, students passing out of these institutes join same employers and perform similar jobs

Talent Supply Ecosystem (2010-11)



• Number of enrollments at the PhD/M Phil. levels are extremely low• This is the talent pool that drives innovation and research

Enrolments at various level (2010-11) - Across different levels



An analysis of the enrollments at the different stages in the Education Ecosystem shows that of every 10 candidates enrolled in a graduate course ~1 opts for higher Education while the remaining ~9 join the Industry

Drop-outs at different levels in the Talent Supply Chain


• Gross Enrollment Ratio (GER) in higher education is extremely low at 18% • Although GER has increased by over 50% from 2006 to 2011

Growth in GER over last 5 years



An estimated 0.78 millions technically1 qualified graduates are expected to pass-out of the formal education space in 2013. Overall, ~5 millionsgraduates(across all streams) are expected to pass-out in 2013.

Talent Supply to the IT-BPM Industry


FY 2011 FY 2012 FY 2013 FY 2020

42,55,931 46,14,831

50,13,571

81,46,973

Total Talent Pool

FY 2011 FY 2012 FY 2013 FY 2020

4,89,535 6,23,306

7,76,177

15,74,380

Engineer/ Technology/ Architecture/ Design

1. Technical = Engg Degree + Engg. Diploma (PG + Post-school) + MCA


The proportion of Post Graduates in the Talent Supply is extremely low. This leads to reduced prospects for R&D and Education areas within each area

Talent Supply Trends (1/3)Split by Levels

8%

7%

7%

6%

Budget Allocation for HEIs especially PG Education should be increased to ensure more PG are produced every year. Private participation in PG Education must also be encouraged


3.57 3.90 4.26 4.58 4.93

7.06 0.120.12

0.120.13

0.13

0.15

0.340.35

0.370.38

0.40

0.52

0.020.02

0.020.03

0.03

0.06

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

2011 2012 2013 2014 2015 2020

Mill

ions

Graduates Post Graduates Diploma PhD


Talent Supply Trends (2/3) - Split by Streams



• Engineering / Technology is mostly dominated by boys• Arts & Medicine are almost balanced in terms of gender diversity

Talent Supply Trends (3/3) - Split by Gender Diversity

54% 60% 59%71%

52%

81%63%

50%71% 78%

59%

46% 40% 41%29%

48%

19%37%

50%29% 22%

41%

Stream Wise

Boy Girl

60%

40%

India

Women enrolments should be encouraged more and more in professional courses such as Engineering and Management



4.8%

4.9%

5.1%

5.1%

5.8%

5.9%

9.2%

9.2%

14.1%

15.3%

20.4%

Uttar Pradesh

Rajasthan

Gujarat

Kerala

Odisha

Haryana

Tamil Nadu

Karnataka

Maharashtra

Others

Andhra Pradesh

0.0% 10.0% 20.0% 30.0%

Percentage of UG talent from each state

About 60% of India’s supply of Engineering Talent comes from five states only. This trend is in-line with Talent Demand as well.

Talent Supply Trends – Analysis of States by Stream (1/13)Stream – Engineering / Technology / Architecture

2.9%

3.9%

3.9%

4.4%

8.5%

8.8%

9.1%

9.2%

10.3%

13.4%

25.5%

Kerala

Andhra Pradesh

Uttar Pradesh

Karnataka

Punjab

Delhi

West Bengal

Gujarat

Maharashtra

Others

Tamil Nadu

0.0% 10.0% 20.0% 30.0%

Percentage of PG talent from each state

; Educational Statistics 2010-11, MHRD


3.4%

4.8%

5.8%

6.1%

6.9%

7.9%

9.2%

9.4%

9.8%

17.7%

19.0%

Bihar

West Bengal

Delhi

Tamil Nadu

Gujarat

Madhya Pradesh

Karnataka

Uttar Pradesh

Andhra Pradesh

Others

Maharashtra

0.0% 5.0% 10.0% 15.0% 20.0%


Maharashtra is the largest supplier of talent for Commerce stream both for Under Graduate (UG) and Post Graduate (PG) programs

Talent Supply Trends – Analysis of States by Stream (2/13)Stream - Commerce

2.4%

2.5%

2.7%

8.4%

9.8%

11.5%

13.7%

14.7%

34.3%

Chhattisgarh

Jharkhand

Andhra Pradesh

Uttar Pradesh

Tamil Nadu

Madhya Pradesh

Others

Gujarat

Maharashtra

0.0% 10.0% 20.0% 30.0% 40.0%




3.1%

3.2%

4.2%

6.1%

6.9%

10.3%

11.3%

11.3%

12.9%

13.1%

17.7%

Gujarat

Kerala

Karnataka

West Bengal

Bihar

Madhya Pradesh

Maharashtra

Tamil Nadu

Andhra Pradesh

Uttar Pradesh

Others

0.0% 10.0% 20.0%


More than 60% of Science stream talent comes from 5 states : Uttar Pradesh, Madhya Pradesh, Andhra Pradesh, Tamil Nadu and Maharashtra

Talent Supply Trends – Analysis of States by Stream (3/13)Stream - Science

8.2%

1.3%

1.9%

2.0%

2.1%

2.3%

3.8%

3.8%

9.9%

11.9%

14.7%

18.6%

19.4%

Others

Chhattisgarh

Kerala

Bihar

Punjab

Gujarat

Rajasthan

West Bengal

Uttar Pradesh

Maharashtra

Tamil Nadu

Andhra Pradesh

Madhya Pradesh

0.0% 10.0% 20.0% 30.0%




2.7%

3.3%

3.6%

3.9%

4.2%

4.4%

4.6%

5.5%

9.1%

9.3%

10.2%

18.0%

21.2%

Gujarat

Delhi

Chhattisgarh

Tamil Nadu

Rajasthan

Madhya Pradesh

Uttarakhand

Karnataka

Bihar

West Bengal

Maharashtra

Others

Uttar Pradesh

0.0% 10.0% 20.0% 30.0%


Almost 1/4th of Art stream talent supply comes from state of Uttar Pradesh

Talent Supply Trends – Analysis of States by Stream (4/13)Stream - Arts

11.7%

2.0%

3.6%

3.6%

4.2%

4.5%

4.8%

5.8%

6.1%

8.8%

9.5%

12.2%

23.1%

Others

Jammu & Kashmir

Andhra Pradesh

Rajasthan

Tamil Nadu

Uttarakhand

Bihar

Gujarat

West Bengal

Chhattisgarh

Madhya Pradesh

Maharashtra

Uttar Pradesh

0.0% 10.0% 20.0% 30.0%




14.5%

3.1%

3.2%

3.7%

3.8%

4.1%

4.7%

5.3%

8.1%

8.2%

8.4%

13.1%

19.9%

Others

Uttar Pradesh

Bihar

Rajasthan

Andhra Pradesh

West Bengal

Madhya Pradesh

Kerala

Gujarat

Maharashtra

Odisha

Tamil Nadu

Karnataka

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%


Top supplier for Medical Talent are Karnataka, Gujarat, Maharashtra, Odisha & Tamil Nadu

Talent Supply Trends – Analysis of States by Stream (5/13)Stream - Medicine

7.1%

1.6%

2.2%

3.5%

3.6%

3.8%

5.4%

5.7%

7.0%

7.0%

14.0%

18.9%

20.1%

Others

West Bengal

Odisha

Madhya Pradesh

Delhi

Kerala

Rajasthan

Uttar Pradesh

Tamil Nadu

Maharashtra

Punjab

Karnataka

Gujarat

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%




10.5%

1.3%

1.4%

1.7%

3.4%

3.9%

4.5%

6.5%

14.0%

25.7%

27.0%

Others

Delhi

Madhya Pradesh

Bihar

Gujarat

Rajasthan

Karnataka

Andhra Pradesh

Maharashtra

Uttar Pradesh

West Bengal

0.0% 10.0% 20.0% 30.0%


More than 50% of talent for Agriculture and Allied Streams come from Uttar Pradesh, Maharashtra & West Bengal

Talent Supply Trends – Analysis of States by Stream (6/13)Stream - Agriculture & Allied Stream

14.2%

2.5%

2.5%

3.4%

4.5%

5.2%

5.2%

5.2%

6.4%

9.1%

10.0%

14.2%

17.7%

Others

Himachal Pradesh

Haryana

Tamil Nadu

Rajasthan

Punjab

West Bengal

Andhra Pradesh

Gujarat

Karnataka

Madhya Pradesh

Maharashtra

Uttar Pradesh

0.0% 5.0% 10.0% 15.0% 20.0%




10.4%

2.0%

2.3%

3.1%

4.0%

4.0%

5.2%

5.6%

7.6%

14.4%

14.7%

26.7%

Others

Bihar

Delhi

West Bengal

Odisha

Karnataka

Maharashtra

Punjab

Haryana

Madhya Pradesh

Gujarat

Tamil Nadu

0.0% 10.0% 20.0% 30.0%


• 27% of Under Graduate (UG) talent comes from Tamil Nadu• 20% of Post Graduate (PG) talent comes from Andhra Pradesh

Talent Supply Trends – Analysis of States by Stream (7/13)Stream – Management / Hotel / Travel / Tourism Stream

4.5%

1.5%

3.0%

4.1%

5.0%

5.3%

7.1%

7.6%

8.5%

8.5%

9.1%

16.2%

19.6%

Others

Delhi

Odisha

West Bengal

Punjab

Rajasthan

Haryana

Gujarat

Madhya Pradesh

Uttar Pradesh

Tamil Nadu

Maharashtra

Andhra Pradesh

0.0% 10.0% 20.0% 30.0%




13.9%

7.2%

8.3%

9.0%

10.2%

12.2%

12.6%

12.6%

13.9%

Others

Jammu & Kashmir

Andhra Pradesh

Rajasthan

Gujarat

Tamil Nadu

Haryana

Maharashtra

Uttar Pradesh

0.0% 5.0% 10.0% 15.0%


Uttar Pradesh and Maharashtra are the biggest sources of both Under Graduate (UG) Talent for Education Stream

Talent Supply Trends – Analysis of States by Stream (8/13)Stream - Education / Teacher Training Stream

12.7%

2.2%

2.3%

2.6%

2.8%

3.3%

4.0%

4.4%

5.1%

5.6%

11.3%

11.6%

32.1%

Others

Rajasthan

Andhra Pradesh

West Bengal

Uttar Pradesh

Delhi

Gujarat

Punjab

Jammu & Kashmir

Madhya Pradesh

Tamil Nadu

Bihar

Maharashtra

0.0% 10.0% 20.0% 30.0% 40.0%




15.8%

3.2%

3.4%

3.6%

4.2%

4.2%

4.2%

4.6%

7.4%

9.0%

17.5%

22.9%

Others

West Bengal

Rajasthan

Assam

Odisha

Gujarat

Tamil Nadu

Karnataka

Bihar

Madhya Pradesh

Maharashtra

Uttar Pradesh

0.0% 10.0% 20.0% 30.0%


A quarter of Law stream UG talent comes from state of Uttar Pradesh while more than a quarter of PG talent comes from Delhi

Talent Supply Trends – Analysis of States by Stream(9/13)Stream- Law Stream

9.5%

2.3%

2.5%

2.5%

3.1%

3.8%

4.9%

5.8%

5.8%

5.8%

6.5%

20.5%

27.0%

Others

Kerala

Assam

Rajasthan

Haryana

Andhra Pradesh

West Bengal

Jammu & Kashmir

Uttar Pradesh

Madhya Pradesh

Gujarat

Maharashtra

Delhi

0.0% 10.0% 20.0% 30.0%




4.2%

1.6%

1.6%

2.3%

2.6%

3.0%

3.8%

5.3%

8.6%

10.8%

13.2%

20.2%

22.7%

Others

Haryana

Nagaland

West Bengal

Himachal Pradesh

Uttar Pradesh

Tamil Nadu

Gujarat

Madhya Pradesh

Odisha

Delhi

Maharashtra

Bihar

0.0% 10.0% 20.0% 30.0%


40% of UG talent for other streams come from Bihar & Maharashtra while 40 % of PG talent for Other Streams comes from Gujarat

Talent Supply Trends – Analysis of States by Stream (10/13)Stream - Other Streams

4.8%

1.1%

2.0%

2.2%

2.2%

2.9%

3.2%

3.3%

4.2%

9.1%

12.2%

12.5%

40.3%

Others

Punjab

Himachal Pradesh

Uttar Pradesh

West Bengal

Bihar

Tamil Nadu

Haryana

Delhi

Madhya Pradesh

Maharashtra

Odisha

Gujarat

0.0% 20.0% 40.0% 60.0%




Maharashtra & Gujarat supply more than a third of Post School Diploma talent

Talent Supply Trends – Analysis of States by Stream (11/13)Stream - Post School Diploma

10.4%

2.1%

2.2%

2.3%

2.7%

2.8%

2.9%

7.3%

7.6%

10.7%

13.1%

13.4%

22.5%

Others

Rajasthan

Kerala

Madhya Pradesh

Delhi

Punjab

Uttar Pradesh

Haryana

Tamil Nadu

Karnataka

Andhra Pradesh

Gujarat

Maharashtra

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

Percentage of Post School Diplomasfrom each state



41% of PG Diploma talent from the state of Madhya Pradesh

Talent Supply Trends – Analysis of States by Stream(12/13)Stream- PG Diploma

6.1%

1.1%

1.2%

1.2%

2.2%

2.7%

2.8%

3.8%

4.5%

9.3%

11.5%

12.6%

40.8%

Others

Puducherry

Uttar Pradesh

Assam

Himachal Pradesh

Delhi

Rajasthan

West Bengal

Karnataka

Gujarat

Maharashtra

Chhattisgarh

Madhya Pradesh

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0%

Percentage of PG Diploma talent from each state



Tamil Nadu and Andhra Pradesh supply more than a third of Phd/ M. Phil talent

Talent Supply Trends – Analysis of States by Stream (13/13)Stream - PhD / M Phil

12.3%

2.0%

2.3%

2.9%

3.4%

3.7%

4.5%

5.0%

8.7%

8.9%

11.4%

12.8%

22.2%

Others

Kerala

Punjab

Bihar

Gujarat

Himachal Pradesh

West Bengal

Madhya Pradesh

Maharashtra

Uttar Pradesh

Delhi

Andhra Pradesh

Tamil Nadu

0.0% 5.0% 10.0% 15.0% 20.0% 25.0%

Percentage of PhD/MPhil talent from each state




– Region-wise


– Diversity


Contents

Analysis of Supply Chain w.r.t. Academic outcomes— Summary of Academic Outcomes— Assessment Insights— Summary of analysis of curricula— Curricula Evaluation— Analysis of curricula w.r.t. academic outcomes using Bloom’s Taxonomy— Critical competencies for the IT-BPM Industry— Learning outcomes identified by NBA— Detailed note on Bloom’s Taxonomy of Learning Outcomes



The following courses were chosen:1. Bachelors in Technology (B. Tech.)

2. Bachelors in Science

3. Bachelors in Arts

4. Bachelors in Commerce

5. Bachelors in Law

6. Bachelors in Education

7. Bachelors in Medicine Bachelors in Surgery (MBBS)

8. Masters in Business Administration (MBA)

• An analysis of 8 courses across streams and colleges was conducted to assess the academic outcomes w.r.t. formative and summative assessments

• The courses were assessed using the Bloom’s Taxonomy for learning objectives

Summary of Academic Outcomes


Relatively, the reviewed curricula focused more on Cognitive Domain than on Affective Domain and Psychomotor Domain

Analysis of skills within the Cognitive domain reveals that the curricula lacks focus on higher order Cognitive Skills

While almost all curricula focus on the end objective of theory and knowledge elements, elements such as synthesis and evaluation are not focused in the evaluated curricula

Based on calculated scores B. Tech, MBBS and MBA programs emerged to be the top 3 courses when evaluated on a set framework of Bloom’s Taxonomy of Learning objectives

The courses seem to focus a lot on the Knowledge elements and focused heavily on developing theory in the requisite areas

All courses focused minimally on the Affective domain an observation that has been validated with senior recruitment professionals- this has led to high skills gaps on softer aspects of Communication and Business Conduct

The analysis highlighted key areas of strength and need for improvements w.r.t. outcomes expected by the Industry

Assessments insights


Summary of analysis of curricula using Bloom’s Taxonomy

Domain Learning Objectives B Arts BCom B Sc B Tech MBBS LLBMBA/PGDB

MB Ed

Cognitivedomain

Knowledge

Comprehension

Application

Analysis

Synthesis

Evaluation

Affective domain

ListeningResponding to phenomenon

Valuing

Organization

Internalizing values

Psychomotor domain

Perception

Set

Guided Response

MechanismComplex Overt Response

Adaptation

Origination


The courses and institutes were chosen to holistically represent regional coverage and based on preferred institutions as selected by ~300 organizations over an online survey from a range of Institutes including Anna University, Punjab University, AIIMS, Delhi University etc.

We analysed the curricula from a representative sample of institutes for the following courses

Bachelor of Science Bachelor of Education

Bachelor of Commerce

Bachelor of Law

MBBS Bachelor of Technology Bachelor of Arts

MBA


The reviewed course curricula lacked focus on Ideation and Innovation related skills. B. Com. curricula also did not seem to lay enough emphasis on Decision making skills, which are extremely important in Finance jobs

Summary of curricula evaluation (1/3)

S. No. Course Course Analysis

1 B. Arts

The evaluated Arts curriculum focused on theory elements of English, Local Language, Economics, Geography, Sociology, Political Sciences etc. It included minimal components of practical or industry exposure. The course also focuses on culture, values and social ethics. Community workIdeation was one of the key areas that was missing

2 B. Com.

The evaluated Commerce curriculum focused on theory elements of Financial Accounting, Business Communication, Business Mathematics, Statistics, Economics etc. It included components of accounting standards and account maintenance. There were components of financial analysis of organizations as part of projects but practical exposure was missing.Decision making as a result of analysis and Ideation were some of the key areas that was missing

3 B. Sc.

The evaluated Science curriculum focused on theory elements of Physics, Chemistry, Biology, Statistics, Computer Science, Mathematics etc. It included a good mix of practical and theoretical subjects especially in the area of Physics, Chemistry and Biology. However, the curricula focused less on research and ideation but more on understanding application of theory.Ideation and innovation/Research skills were the key areas that were missing


The evaluated Engineering curricula was found to be a balanced mix of theoretical and practical knowledge. Research related skills was lacking focus.


S. No. Course Summary analysis

4 B. Tech.

The evaluated Engineering curriculum focused on theory elements of Applied Physics, Chemistry, Mathematics, Computer Systems, Electronics and Electrical Systems etc. The curriculum was found to be an optimum mix of practical and theoretical subjects. The practical subjects focused essentially on the application of theory. The curriculum also comprised of research and project work however original research/ideation was not mandatory but only optional.Due importance was assigned for professional experience (internship) by assigning credits and dedicating a window of time for the same.Ideation and innovation/Research skills were the key areas that were missing

5 MBBS

The evaluated Medicine curriculum focused on theory elements of Anatomy, Biochemistry, Physiology, Medicine, Surgery, Psychiatry etc. The curriculum was observed to be a good mix of theory and practical courses. It however appeared to contain too many subjects in the duration of the course/subject. The focus on practical and hands-on learning was extremely high.It covered courses pertaining to community welfare and social medicine. Additionally, the course curriculum gives due importance to practical exposure by dedicating one year for internship.Ideation and innovation/Research skills were the key areas that were missing

6 LLB

The evaluated Law curriculum focused on theory elements of Law of Contract, Family Law, Constitutional Law, Law of Torts, Environmental Law, Company Law etc. The curricula seemed too much fact and theory based. There was too less of a focus on practical aspects of application of law.The curriculum did focus on case studies to highlight reference to the laws in real scenarios, however the proportion of this methodology was quite less.Application of law, practical exposure and ideation and innovation were the key areas that were missing


The MBA curricula was one of the rare courses that lay due importance to application of theory in the form of academic projects and all-round evaluation.


S. No. Course Summary analysis

7MBA/PGDB

M

The evaluated management curriculum focused on theory elements of Financial Management, Marketing, Organization Behavior, Operations Management etc. The curriculum was a mix of theoretical subjects and project work to apply the theoretical knowledge. There was due importance in terms of credits assigned to application of theory in the form of academic projects.Due importance was assigned for professional experience(internship) by assigning credits and dedicating a window of time for the same. The curriculum was closely integrated with the skills demanded by the industry.Ideation and innovation/research skills were the key areas that were missing

8 B Ed

The evaluated management curriculum focused on theory elements of the role of Education System, Sociology, Culture and Values Systems etc. The curriculum focuses on teaching methodology and less on theoretical subjects. The curriculum focused on understanding the bigger picture of education, culture and the impact of education on the social structure.Importance was also given to practical exposure in the form of community based project workIdeation and innovation/research skills were the key areas that were missing


Key learning outcomes that the courses focused on were identified based on Bloom’s Taxonomy. Learning outcomes based on NOS that should be included in the curricula have been highlighted for each course.

Recommended learning outcomes based on NOS(1/2)

S. No. Course Key Learning Outcomes – As is Key Learning outcomes - Desired

1 B. Arts

• Knowledge• Comprehension• Valuing• Organization

• Analytical Thinking• Application• Problem Solving/ Synthesis• Responding to Phenomenon, Adaption• Innovation/Creativity/ Origination

2 B. Com.

• Knowledge• Comprehension• Analysis• Evaluation• Organization

• Problem Solving/ Synthesis• Responding to Phenomenon, Adaption• Innovation/Creativity/ Origination• Oral Communication

3 B.Sc.

• Knowledge• Comprehension• Analysis• Evaluation• Organization

• Problem Solving/ Synthesis• Responding to Phenomenon, Adaption• Innovation/Creativity/ Origination• Oral Communication• Internalizing values

4 B. Tech.

• Knowledge• Comprehension• Analysis• Evaluation• Mechanism• Complex response

• Problem Solving/ Synthesis• Innovation/Creativity/ Origination• Valuing• Application


Key learning outcomes that the courses focused on were identified based on Bloom’s Taxonomy. Learning outcomes based on NOS that should be included in the curricula have been highlighted for each course

Recommended learning outcomes based on NOS(2/2)

S. No. Course Key Learning Outcomes Learning outcomes which should be included

5 MBBS

• Knowledge• Application• Valuing• Set• Guided Response• Complex Response

• Responding to Phenomenon, Adaption• Plan and Organize• Innovation/Creativity/ Origination

6 L.LB

• Knowledge• Comprehension• Analysis• Evaluation

• Analytical Thinking• Problem Solving/ Synthesis• Responding to Phenomenon, Adaption• Innovation/Creativity/ Origination

7 MBA/PGDBM

• Knowledge• Comprehension• Analysis• Evaluation• Mechanism• Complex response

• Guided response• Mechanism• Responding to Phenomenon, Adaption• Innovation/Creativity/ Origination

8 B. Ed.

• Knowledge• Evaluation• Valuing• Comprehension• Application

• Internalizing values• Analytical Thinking• Problem Solving/ Synthesis• Responding to Phenomenon, Adaption• Innovation/Creativity/ Origination• Internalizing values


a) System-level perspective (including Knowledge integration, consideration for multilateral viewpoint, and user centeredness)

b) Analytical skills (including investigative skills, critical thinking, numerical ability, attention to detail, visualize/conceptualize, research and experimentation skills)

c) Creativity and Idea Initiation

d) Entrepreneurship, Decision-making, Project Planning and Adaptability

e) Persuasion skills, Mentoring skills, Persistence and Sense of urgency

f) Sensitivity towards moral responsibilities and sustainability

g) Knowledge of contemporary issues

h) Ability to work in multicultural teams

i) Listening

j) Adaptability and ability to multi-task

k) Organizational skills

l) ‘Be the customer’ mentality

m) Project planning and management

n) Stress management

Following outcomes have been identified as critical success factors for employment in the IT-BPM Industry

Using a combination of Primary and Secondary research we have identified the following competencies to be critical for IT-BPM Industry


NBA – India’s only official accreditation body for engineering education has established 11 Program Outcomes. The analysed courses lacked highly on Communication, Contemporary issues, Design skills.

Expected learning outcomes identified by National Board of Accreditation (NBA)

The NBA is a provisional member of the Washington Accord — an international agreement between accreditation agencies for engineering education for 18 countries. The NBA criteria are:

a) Graduates will demonstrate knowledge of mathematics, science and engineering

b) Graduates will demonstrate an ability to identify, formulate and solve engineering problems

c) Graduates will demonstrate an ability to design and conduct experiments, analyze and interpret data

d) Graduates will demonstrate an ability to design a system, component or process as per needs and specifications

e) Graduates will demonstrate an ability to visualize and work on laboratory and multidisciplinary tasks

f) Graduate will demonstrate skills to use modern engineering tools, techware and equipment to analyze problems

g) Graduates will demonstrate knowledge of professional and ethical responsibilities

h) Graduate will be able to communicate effectively in both verbal and written form

i) Graduate will show the understanding of impact of engineering solutions on the society and also will be aware of contemporary issues

j) Graduate will develop confidence for self-education and ability for life-long learning

k) Graduate who can participate and succeed in competitive examinations.


Cognitive Domain

Detailed note on Bloom’s Taxonomy of Learning Outcomes(1/3)

Category ExampleKnowledge: Recall data or information Examples: Recite a policy. Quote prices from memory to a customer. Knows the safety rules.

Comprehension: Understand the meaning, translation, interpolation, and interpretation of instructions and problems. State a problem in one's own words

Examples: Rewrites the principles of test writing. Explain in one's own words the steps for performing a complex task. Translates an equation into a computer spreadsheet.

Application: Use a concept in a new situation or unprompted use of an abstraction. Applies what was learned in the classroom into novel situations in the work place

Examples: Use a manual to calculate an employee's vacation time. Apply laws of statistics to evaluate the reliability of a written test.

Analysis: Separates material or concepts into component parts so that its organizational structure may be understood. Distinguishes between facts and inferences

Examples: Troubleshoot a piece of equipment by using logical deduction. Recognize logical fallacies in reasoning. Gathers information from a department and selects the required tasks for training.

Synthesis: Builds a structure or pattern from diverse elements. Put parts together to form a whole, with emphasis on creating a new meaning or structure

Examples: Write a company operations or process manual. Design a machine to perform a specific task. Integrates training from several sources to solve a problem. Revises and process to improve the outcome.

Evaluation: Make judgments about the value of ideas or materials

Examples: Select the most effective solution. Hire the most qualified candidate. Explain and justify a new budget.


Affective Domain

Detailed note on Bloom’s Taxonomy of Learning Outcomes (2/3)

Category Example

Receiving Phenomena: Awareness, willingness to hear, selected attention.

Examples: Listen to others with respect. Listen for and remember the name of newly introduced people.

Responding to Phenomena: Active participation on the part of the learners. Attends and reacts to a particular phenomenon. Learning outcomes may emphasize compliance in responding, willingness to respond, or satisfaction in responding (motivation).

Examples: Participates in class discussions. Gives a presentation. Questions new ideals, concepts, models, etc. in order to fully understand them. Know the safety rules and practices them.

Valuing: The worth or value a person attaches to a particular object, phenomenon, or behavior. This ranges from simple acceptance to the more complex state of commitment. Valuing is based on the internalization of a set of specified values, while clues to these values are expressed in the learner's overt behavior and are often identifiable.

Key Words: completes, demonstrates, differentiates, explains, follows, forms, initiates, invites, joins, justifies, proposes, reads, reports, selects, shares, studies, works.

Organization: Organizes values into priorities by contrasting different values, resolving conflicts between them, and creating an unique value system. The emphasis is on comparing, relating, and synthesizing values.

Examples: Recognizes the need for balance between freedom and responsible behavior. Accepts responsibility for one's behavior. Explains the role of systematic planning in solving problems. Accepts professional ethical standards. Creates a life plan in harmony with abilities, interests, and beliefs. Prioritizes time effectively to meet the needs of the organization, family, and self.

Internalizing values (characterization): Has a value system that controls their behavior. The behavior is pervasive, consistent, predictable, and most importantly, characteristic of the learner. Instructional objectives are concerned with the student's general patterns of adjustment (personal, social, emotional).

Examples: Shows self-reliance when working independently. Cooperates in group activities (displays teamwork). Uses an objective approach in problem solving. Displays a professional commitment to ethical practice on a daily basis. Revises judgments and changes behavior in light of new evidence. Values people for what they are, not how they look.


Psychomotor Domain

Detailed note on Bloom’s Taxonomy of Learning Outcomes (3/3)

Category ExamplePerception: The ability to use sensory cues to guide motor activity. This ranges from sensory stimulation, through cue selection, to translation.

Examples: Detects non-verbal communication cues. Estimate where a ball will land after it is thrown and then moving to the correct location to catch the ball. Adjusts heat of stove to correct temperature by smell and taste of food. Adjusts the height of the forks on a forklift by comparing where the forks are in relation to the pallet.

Set: Readiness to act. It includes mental, physical, and emotional sets. These three sets are dispositions that predetermine a person's response to different situations (sometimes called mindsets).

Examples: Knows and acts upon a sequence of steps in a manufacturing process. Recognize one's abilities and limitations. Shows desire to learn a new process (motivation). NOTE: This subdivision of Psychomotor is closely related with the “Responding to phenomena” subdivision of the Affective domain.

Guided Response: The early stages in learning a complex skill that includes imitation and trial and error. Adequacy of performance is achieved by practicing.

Examples: Performs a mathematical equation as demonstrated. Follows instructions to build a model. Responds hand-signals of instructor while learning to operate a forklift.

Mechanism: This is the intermediate stage in learning a complex skill. Learned responses have become habitual and the movements can be performed with some confidence and proficiency.

Examples: Use a personal computer. Repair a leaking faucet. Drive a car.

Complex Overt Response: The skillful performance of motor acts that involve complex movement patterns. Proficiency is indicated by a quick, accurate, and highly coordinated performance, requiring a minimum of energy. This category includes performing without hesitation, and automatic performance. For example, players are often utter sounds of satisfaction or expletives as soon as they hit a tennis ball or throw a football, because they can tell by the feel of the act what the result will produce.

Examples: Maneuvers a car into a tight parallel parking spot. Operates a computer quickly and accurately. Displays competence while playing the piano.

Adaptation: Skills are well developed and the individual can modify movement patterns to fit special requirements.

Examples: Responds effectively to unexpected experiences. Modifies instruction to meet the needs of the learners. Perform a task with a machine that it was not originally intended to do (machine is not damaged and there is no danger in performing the new task).

Origination: Creating new movement patterns to fit a particular situation or specific problem. Learning outcomes emphasize creativity based upon highly developed skills.

Examples: Constructs a new theory. Develops a new and comprehensive training programming. Creates a new gymnastic routine.



– Region-wise


– Diversity


Contents

Talent Demand-Supply Analysis— Hiring and Talent Supply in IT-BPM Industry— Employable Talent Supply— Talent Demand-Supply Analysis- Entry level (0-2 yrs.)— Talent Demand-Supply Analysis- Experienced level (>2 yrs.)— Talent Demand-Supply Analysis by Region and State

PS: The analytics in this section consider supply as ‘employable supply’ the same has been defined in the initial slides in the section



Though companies hire across all levels, 95% of the net hiring or net job-creation for industry is at the entry-level

Hiring in IndustryNet hiring / Job-creation Funneling

Net Hiring ~ 0.2 million

--Attrition

+Lateral Hiring

+Fresher Hiring

--Attrition

Gross Hiring ~ 0.4 million

FY 2013E

xper

ienc

edE

ntry

leve

l

Company A

Exp

erie

nced

Ent

ry le

vel

Company B

FROM COLLEGES

Exp

erie

nced

Ent

ry le

vel

Other industry


Total Supply from Technical Streams

Willing to work in IT-BPM

Employable

Out of the total talent from technical stream and willing to work in the IT-BPM Industry ~24% are employable in the IT-BPM Industry (exported oriented / high end occupations).

Talent Supply for IT-BPM Industry - Non BPM sub-sector

80%

24%

Percentage Available Talent Supply ( for 2013)

100

80

24

0.78 millions

0.62 millions

0.15 millions


Out of the total supply from non-technical streams and willing to work in the IT-BPM Industry ~18% are employable in the IT-BPM Industry (BPM sub-sector)

Talent Supply for IT-BPM Industry - BPM sub-sector

Total Supply of Other Streams


Employable

60%

18%

Percentage Available Talent Supply

100

60

18

4.24 millions

2.54 millions

0.46 millions


Overall considering total supply from All streams and willing to work in the IT-BPM Industry ~20% are employable in the IT-BPM Industry

Talent Supply for IT-BPM Industry- BPM sub-sector

Total Supply of Other Streams


Employable

62%

20%

Percentage Available Talent Supply

100

62

20

5.11 millions

3.16 millions

0.61 millions


Only ~0.15 mn technically qualified candidates are estimated to be employable in the non BPM sub-sectors out of the ~8 mn people supplied from technical streams in 2013. This proportion is lower for other streams

Employable Talent Supply for IT-BPM Sector

0.78 0.62

0.15

4.24

2.54

0.46

5.01

3.16

0.61

0.0

1.0

2.0

3.0

4.0

5.0

6.0

Tota

l

Willi

ng

Em

ploy

able

Tota

l

Willi

ng

Em

ploy

able

Tota

l

Willi

ng

Em

ploy

able

Technical non Technical All graduates

Mill

ions 2013

1.6

0.9

0.2

6.6

3.0

0.5

8.1

3.9

0.8

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

Tota

l

Willi

ng

Em

ploy

able

Tota

l

Willi

ng

Em

ploy

able

Tota

l

Willi

ng

Em

ploy

able

Technical non Technical All graduates

Mill

ions 2020


Talent Demand-Supply Analysis : IT-BPM IndustryAssuming the most likely* scenario for growth in employment, the availability of talent will continue to be in excess of the demand

* @ 9 percent p.a; Educational Statistics At A Glance 2011-12, MHRD


Talent Demand-Supply Analysis : BPM sub-sectorFor BPM sub-sector, the demand supply gap will be relatively larger. This is due to the fact that the non-Engineering talent is potential supply to each and every industry in the Indian economy.

* @ 9 percent p.a; Educational Statistics At A Glance 2011-12, MHRD

2011 2012 2013 2020Demand BPM 74,400 71,300 60,140 1,47,688Employable non engineers 4,06,771 4,31,085 4,57,639 5,32,380

-

1,00,000

2,00,000

3,00,000

4,00,000

5,00,000

6,00,000

Demand-Supply analysis - BPM sub-sector


By 2020, the gap between demand and supply is expected to reduce, which will become a challenge as high-growth industries such as electronics, retail, telecom, healthcare, infrastructure will attract talent from the same supply pool

Talent Demand-Supply Analysis by 2020



The supply for experienced people is highly constrained as this is where companies hire from each other, 95% of net job creation is at entry level

Level wise analysis (entry and experienced)


Demand is ~60% for South region while the Supply is fairly well-distributed across all regions

Talent Demand-Supply Analysis By Region

; STPI Annual Report 2008-11


Karnataka, Delhi, Maharashtra, Tamil Nadu and Andhra Pradesh account for 86% of all jobs created in country, this figure was 90% 5 years back

Current Talent Demand Analysis By State



5 States – Maharashtra, Uttar Pradesh, Andhra Pradesh, Tamil Nadu and Karnataka contribute to more than 50%of the total potential supply for IT-BPM

Talent Supply Analysis By State


• Delhi and Chandigarh face a supply crunch• Uttar Pradesh and Haryana dominate the employable supply in the North Region

Demand-Supply Gap North Region



In Karnataka demand exceeds supply by ~30%

Demand-Supply Gap South and East



Madhya Pradesh could be evaluated as a new destination for IT-BPM jobs

Demand-Supply Gap West and Central




– Region-wise


– Diversity


Contents

Recommendations



The report makes recommendations to resolve the key issues identified. Corrective actions and data-based policy making can ensure that the Industry comes out stronger and continues on the path of growth

Summary of Recommendations

Recommendations

Change positioning

from service

based to product based

Locate Demand closer to Supply bases

Devise Skill

Development

Initiatives based on

the foundation

of Occupatio

nal Standards

Set-up more

Vocational Training facilities

and Community colleges to impart skills that improve

‘job-readiness’

Promote Innovation

and Ideation in

Higher Education curricula

Undertake a more

data based

decision making

approach to policy


• As quality talent saturates especially in the traditional centers of Indian IT-BPM Industry, migration is becoming the norm

• This situation, combined with high attrition as result of incessant competition with other players is leading to increased manpower costs and are reducing the overall competitiveness of the Industry

• There thus exists a need for the organizations, to re-look at the operational centers and consider Tier 2 and 3 cities for setting up shops

• Such a movement can greatly benefit the organizations/industry by:–Leveraging home base preference of some professionals

–Tapping comparatively less mobile BPO talent

–Providing Better quality of life with lower commute times, cost of living, pollution levels etc.

–Reducing costs of operation

Issue: High regional concentration in four states and excessive focus on Tier 1 cities to establish shops

Locate Demand closer to Supply bases (1/2)


If Infrastructure and Political factors can be managed, movement to Tier 2 cities can prove to be a game changer for the Indian IT-BPM Industry in the current decade

Locate Demand closer to Supply bases (2/2)

A NASSCOM and AT Kearney report categorized 50 Indian cities on a scale of location attractiveness into the following categories:• Leaders: Bangalore, Chennai, Hyderabad, Kolkata,

Mumbai, NCR, Pune• Challengers: Ahmedabad, Bhubaneshwar, Chandigarh,

Jaipur, Madurai etc.• Followers: Bhopal, Goa, Kanpur ,Surat etc.• Aspirants: Allahabad, Gangtok, Ludhiana etc.

Recent moves by the government suggest that it is supporting this movement in policy by encouraging SEZs in Tier 2 and 3 cities.

The Industry must now play its part in contributing to the development of these cities and attempting to develop and capture local pool in these cities


Issue: Need to increase revenue per employee contribution

The industry should change its positioning from service-based industry to a product based industry


Issue: Insufficient PG and PhD/M. Phil talent poolCurrently, the Industry is churning out a mere ~25,000 PhDs and ~500,000 PGs. Of every 1000 candidates who enroll in Primary Education only ~13 reach the PG stage and ~1 reaches Doctorate education

Promote Innovation and Ideation in Higher Education curricula(1/2)Supply of Post Graduates and PhDs is extremely low

Post RTE implementation there has been a remarkable improvement in GERs for Primary and Secondary Education.

The Government now needs to ensure that these benefits also reach out to the higher education sector

100%

79%64%

49%

30%

12%1.27% 0.07%

0%

20%

40%

60%

80%

100%

120%

India

Drop in Talent Enrolment

Class I

Class V

Class VIII

Class X

Class XII

Graduates (incl. Diploma courses)

PG

Doctorates


Education policy level changes are required to ensure that the supply in these areas increases leading to an increase in Innovation and Research facilities in India

Promote Innovation and Ideation in Higher Education curricula(2/2)Supply of Post Graduates and PhDs is extremely low


• It is a well accepted fact that the quality of skills imparted is highly inconsistent across the different institutes in the Supply Ecosystem

• While India is churning out huge numbers of Engineers every year, their quality is now starting to be heavily questioned

• There is thus a need for skill development, both in the formal as well as non-Formal Educational system to bridge the employability gap

• We recommend that these skill development initiatives be based on Occupational Standards

• In the short term, the Vocational Training providers should develop fast track training programs to impart ‘right’ skills that make students ‘job ready’

• In the medium to long term OS should lead to redesign of curricula in the Indian Higher Education System

Issue: Extremely low employability rates for both Engineering and non-Engineering graduates

Execute Focused Skill Development Initiatives based on the foundation of Occupational Standards(1/2)


Both Public and Private participation should be encouraged to ensure skill development happens at a fast rate

Execute Focused Skill Development Initiatives based on the foundation of Occupational Standards(2/2)


22 high-growth sectors identified by NSDC for skill development, most of them are clients/industry verticals of IT-BPM industry

Occupational Standards (OS) developed by SSC organisations for all industry sectors to facilitate cross-industry movements


Issue: Low Graduate Employability Ratios indicate that talent is available in quantity but not quality

Set-up more Vocational Training facilities and Community colleges to impart ‘job-readiness’ skillsets(1/2)

• Research conducted by NSSO for the ILO shows 48 percent of employers reported having difficulty in filling jobs

• Another research conducted by IMaCs and NSDC, showed that there exists a growing need to increase employability by implementing skill development programs by offering strong market linkages, specialized skill development, continuation of learning etc.

• It also goes on to identify a need for a strong system where Vocational Skill Building is imparted as a part of Education


Vocational Training largely offered through ITIs and ITCs falls under the ambit of MoLE through the Directorate General of Education and Training (DGET)The DGET must ensure the implementation of the National Policy through the State Governments and their agencies

Set-up more Vocational Training facilities and Community colleges to impart ‘job-readiness’ skillsets (2/2) National Policy on Skills Development


Issue: Lack of structured information and analysis around Talent demand-Supply situation

Undertake a more data based decision making approach to policy (1/2)


• Primary research on employment and employability of school pass-outs (NVEQF Level 1-3)

• Talent Demand-Supply analysis drilled-down to the level of occupation and job-role• Mobility studies indicating percentage of talent moving to Ties 1 cities for

employment in IT-BPM Industry

Following additional analysis are recommended based on the preliminary findings of this report

Undertake a more data based decision making approach to policy(2/2)



– Region-wise


– Diversity


Contents

Appendix




– Region-wise


– Diversity


Contents

List of Appendices

Appendix A: State ProfilesAppendix B: Qualitative skill gaps by sub-sectorAppendix C:Analysis of Talent Demand-Supply gaps by RegionsAppendix D: Definitions used in the report




– Region-wise


– Diversity


Contents

Appendix – A State Profiles— State wise Analysis of Talent Supply — Enrollment in Streams and Availability across levels





























– Region-wise


– Diversity


Contents

Appendix BSkill Gaps by Sub-sector



More than 50% of Organizations consider Java & Testing skills to be most sought after

Technical Skills in Demand Today: IT Services Sub-Sector


More than 50% of Organizations consider Java and . NET Framework to be high demand skill areas in future

Technical Skills in Demand in Future: IT Services Sub-Sector


More than a third of the organizations feel that there exists a skill gap for Cloud Computing, Java, Testing , Software Development Lifecycle and DBMS

Skill Gaps in IT Services Sub-sector (1/2)


More than 60% of organizations observe a need to improve Communication and Problem solving skills of the workforce

Skill Gaps in IT Services Sub-sector (2/2)


About 50 % of Organizations consider MS Office and .NET Framework skills to be most sought after

Technical Skills in Demand Today: BPM Sub-sector


About 50% of Organizations consider MS Office to be high demand skill areas in future

Technical Skills in Demand in Future: BPM Sub-sector


More than a third of the organizations feel that there exists a skill gap for skills in MS Office, Java , SQL and Cloud Computing

Skill Gaps in BPM Sub-sector (1/2)


More than 70% of organizations observe a need to improve communication skills of the workforce

Skill Gaps in BPM Sub-sector (2/2)


0%10%20%30%40%50%60%70%80%

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More than 60 % of Organizations consider Java, C++ and Testing skills to be most sought after

Technical Skills in Demand Today: Engg. and R&D Sub-sector


0%

10%

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50%

60%

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More than 50% of Organizations consider Java, Testing and C++ to be high demand skill areas in future

Technical Skills in Demand in Future: Engg. And R&D Sub-sector


0%

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More than a third of the organizations feel that there exists a skill gap for Software Development Cycle, UNIX, C++, C# and Cloud Computing

Skill Gaps in Engg. And R&D Sub-sector (1/2)


0%10%20%30%40%50%60%70%80%90%

More than 60% of organizations observe a need to improve communication skills of the workforce

Skill Gaps in Engg. and R&D Sub-sector (2/2)


0%10%20%30%40%50%60%70%80%

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About 70 % of Organizations consider Java skills to be most sought after, Another 60 % consider Testing skills to be important

Technical Skills in Demand Today: Software Products Sub-sector


0%

10%

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More than 50% of Organizations consider Java and Cloud computing to be high demand skill areas in future

Technical Skills in Demand in Future: Software Products Sub-sector


0%

10%

20%

30%

40%

50%

60%

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More than 50% of the organizations feel that there exists a skill gap for Cloud computing skills

Skill Gaps in Software Products Sub-sector (1/2)


0%10%20%30%40%50%60%70%80%90%

More than 60% of organizations observe a need to improve Communication , Problem solving and Analytical Thinking skills of the workforce

Skill Gaps in Software Products Sub-sector(2/2)



– Region-wise


– Diversity


Contents

Appendix CAnalysis of Talent Demand-Supply gaps by Regions



Delhi–NCR has the largest demand in the Northern region although Uttar Pradesh supplies most talent

Analysis of Demand-Supply : Region wise (North)


While Karnataka, Andhra Pradesh and Tamil Nadu continue to be the Big 3 -Kerala is emerging as the new destination

Analysis of Demand-Supply : Region wise (South)


While Maharashtra continues to lead both demand and supply, Gujarat is emerging as the new centre for IT-BPM Industry in the West region

Analysis of Demand-Supply : Region wise (West)


Odisha and West Bengal have large potential of growth

Analysis of Demand-Supply : Region wise (East)


The Central region is extremely supply heavy although it is not the preferred location for Indian IT-BPM Industry

Analysis of Demand-Supply : Region wise (Central)



– Region-wise


– Diversity


Contents

Appendix DDefinitions



Following terms have been used consistently across this report. We have defined them here for the benefit of the reader

Definitions

Term Definition

Employment Defined as headcount across all levels

Net Hiring Difference in headcount for consecutive years

Gross Hiring Net Hiring + Industry Attrition

Enrollments Total number of students enrolled in the course across all years

Total Talent Supply Number of students passing out of the course

Employable Talent Supply

Numbers of students interested in and employable in the Industry

GER Gross Enrollment Ratio, defined as the percentage of people in the age group who are enrolled in the class/course at the given time



– Region-wise


– Diversity


Contents

End


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