Skilled: Catalyst to the Skills Ecosystem

8/19/2019 Skilled: Catalyst to the Skills Ecosystem

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1Skilled June 2015

Rajiv Pratap RudyMINISTER FOR SKILL DEVELOPMENT AND ENTREPRENEURSHIP

June 2015 ` 2

‘Skilled IndiaMust forMake in India’

INDUSTRY PARTNER

G4S Secure

EXCLUSIVE INTERVIEW

SECTOR FOCUS

Private Security16

0

24 TRAINING PARTNER

IL&FS Skills

30 THE FLOWERING

Birender Rawat

54


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2 Skilled June 2015 Skilled June 2015 2

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3Skilled June 2015

From the Editor

End income inequality by skilling India

As bodies and minds, all beings are born equal. But lack of access to

opportunities to express themselves leaves the fruits and joys of creation

in the hands of the few. For decades, economic inequality has created

a rift between the rich child and the poor child. For centuries, social

inequality has prevented the climb of masses into the promise of

everything India offers.

Tat time has gone.

A new idea is underway to reduce these inequalities. Te government’s

focus on skilling India in mission-mode through the creation of Ministry

of Skill Development & Entrepreneurship, will contribute to reducing

income inequality by ending opportunity inequality.

Te government’s Skill India initiative has two arms. One, creation of

an infrastructure under which millions of unemployed poor can gather a

skill and through it express a life of dignity and comfort. And two, using

the same infrastructure, any skilled person can better her skills and reach

a higher standard of living.

Skilling a large country like India to satisfaction is easier said. Ideas like

Skill India Mission or simplifying laws like Te Contract Labour Act

are mere intents, tools to bring about a larger change. For it to manifest

in the last unskilled Indian, it requires minds of steel powering untiring

hands with both riding a firm will that will not rest until the job getsdone.

It is in this spirit that we are launching Skilled – India’s first magazine

devoted to skilling the nation. As various arms of this initiative –

governments at the Centre and states, NSDC, sector skill councils,

industry partners, training companies, trainers, assessment agencies

and most important, individuals – join hands to make this initiative

successful, Skilled will be the platform that will carry their voices. It

will track developments, analyse them and seek opinions around this

ambitious experiment in this momentous time.

“Nothing can be taught,” said Sri Aurobindo, from whom Skilledderives its moral strength and spiritual inspiration. “Te teacher is not

an instructor or task-master, he is a helper and a guide.” In this spirit

of humility, I seek your participation in this exciting journey and look

forward to hearing from you.

[email protected]

Vol. 1 No. 1 June 2015

Editor Vikrant Abrol

Correspondent Sukriti Shahi

Birendra Gusain

Creative TeamM M PradeepBoby Lodhi

CirculationPradeep Banerjee

SubscriptionShahrukh Khan

Support Anamika Sen

Website TeamShiv Sharma

Adittya VermaSales

Dheeraj Chauhan (National) Amit Upadhya (North)Ramveer Singh (West)

Gyanendra Pratap Singh (East)Ram Kumar iwari (South)

Photograph CreditsMr. Rajiv Pratap Rudy’s office, IL&FS Skills,

SSSDC, G4S Secure Solutions,Noida Deaf Society, Sukriti Shahi

Advertisors in this Issue Airtel 56

Wings Marketing 22Vaastukriti Interiors 14

Unifiers Publishing 2 Jobs - Centum Learning, A4E

Printed and Published by Rachna Bansal on behalf of UnifiersSocial Ventures Pvt Ltd. Editor: Rachna Bansal. Printedat Wings Marketing Communications, 401, PatparganjIndustrial Area, Delhi 110092 and published from B-100,LGF, Sarvodya Enclave, New Delhi 110017

Copyright Unifiers Social Ventures Pvt. Ltd . All rightsreserved. Reproduction of any matter is prohibited. Alldisputes are subject to the jurisdiction of component courtsand forums in Delhi/New Delhi only. Te Editor, Publisherand Owner of Skilled are not responsible for any claim madeby the advertiser and not liable for any consequences.

Disclaimer: Te views, ideas, comments and opinionsexpressed are solely of the individual writers. Editors andPublisher do not necessarily subscribe to the same.

For any business enquiries contact Ms Sukriti Shahi on011 - 26562422 / 41073077 or email to [email protected]

Released on June 18 2015 otal no. of pages 56 including Covers


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4 Skilled June 2015

COVER SORY

India is poised to become the world’s youngest country by 2020, with

an average age of 29 years, and account for around 28% of the world’s workforce. Are we prepared?

6 Our ime has Come

Te Skill development minister talks about India’s skill ecosystem and tCentral Governments future plans.

10 Interview with Rajiv Pratap Rudy


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5Skilled June 2015

41 Jobs in the Skills Sector 42 Skill News

44 SSC – Status Chart

48 Government Skilling Schemes

52 Guest

54 Te Flowering

REGULARS

An interview with SSSDC Chairmanto understand the skilling needs of thePrivate Security Sector and SSSDC’s

work in the skilling space16

Sector Skill Council

G4S Secure SolutionsManaging Director talksabout the skilling needsof the largest employer inthe Private Security Sector

Space

24 Industry Partner

Tere is a need to trainmillions of employable

youth. RCM Reddy, MD,IL&FS Education &Skills shares his visionand action plans forskilling the young Indians

30 raining Partner

At Noida Deaf Society, they are able to askquestions, get answers, express themselves, theiremotions and aspirations, likes and dislikes

36 Te Different One


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6 Skilled June 2015

Our time has

Hardly any sector is left where Ind

has not made its mark in terms of th

economic growth and potential and

a result of which, it is considered to b

one of the largest, growing and expan

ing pools of talent. India over the cour

has earned the title of being the ‘land

aspiration’. Whole world is aware abo

the numbers of doctors, engineers an

ndia is a land of diverse cultures and geographies.

It has always been known for its rich culture andtradition. However with the course of time it has

proved its importance on the economic front as well.

From being an emerging economy to an emerged

potential economy, the transition has happened at an

astonishing pace.

I


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7Skilled June 2015

come...

lawyers the country has been produc-

ing over the years. Te development

and growth has now started showing

its impact in each part and across sec-

tions of the country. A UN report says

that India has the youngest population

with 356 million, 10-24 years old in

the country. Tis means that present-

ly and in the next at least 30 years to

come, most of the workable population

of India will be young. Tis number is

quite enthralling as compared to other

countries. Tis demographic dividend

of India is its biggest advantage to-

day if this number is cultivated into a

skilled workable population. Tis also

implies that the kind young workable

workforce that India can give to the

world in years to come is unmatched.

Te minds will be young, enthusias-

tic, raw and fresh. Te aim is to impart

proper skill training to this population

for various existing and emerging jobs

in India and globally; and create value

which can be co-shared.

Te Present Scenario

As per statistics, the percentage of

workforce getting skill development

training in India till 2008 has been

meagre 10% which was quite low as

compared to countries like Korea, Ja-

pan, Germany and UK. Despite the

stress laid on primary education and

training in India, there is shortage of

skilled manpower which can address

the demand of the country. Tis de-

mand has been rising with expansion

of the economy. It was then timely

noticed by the previous UPA govern-

ment in 2009 which launched a skill

development policy as India’s first sig-

nificant step towards skill development

and training. With an aim to revamp

India’s skill development policy, UPA

government targeted to skill 500 mil-

lion people by 2022.

Te present government too realised

the potential of the country and the

need for a more robust framework for

the people joining workforce every year.

India’s present annual training capacity

is 4.3 million whereas the industry re-

quirement is of 22 million resulting in


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8 Skilled June 2015

NOS would also come

handy for recognition

of prior learning (RPL)

and would be useful forinternal appraisal for the

industry.

around 80% deficit. In addition to this,

almost 12 million people join the work-

force every year. Tese numbers suggestthe excessive work that needs to be done

on this front and thus skilling is a criti-

cal issue nation is facing.

Tere is still a large ready workforce

which is missing the employment be-

cause of lack of proper training and skill

set required by the industry. India over

the years has developed and evolved as

a knowledge-based economy because

of the abundance of human resource which is young, flexible and capable.

Te question is, is our quality of edu-

cation and training sufficient to get the

desired job? Te answer is that there is

still a lot to be done on that front. India

is a potential economy. It has success-

fully come out of worst of economic

crunches when the other super econ-

omies were terribly crippled and came

to a standstill. Tough slowly, India

still kept moving on. Tis tremendouseconomic evolution shows that no

economy can work solely on the basis

of government policies and structures.

It is the convergence of people, private

and non-profit organisation supported

by government with its people-friendly

policies which makes an economy work

and reach to its maximum.

oday, India stands at a place where

it has resources but there is need totrain them to global standards to accel-

erate the pace of the economic growth.

Clearly, more the number of workforc-

es being employed, better is the func-

tioning of the economy. Te govern-

ment policies, therefore, not only focus

on getting training and employment to

the people, but also motivating them to

be self-employed. Tis urgent need of

skilled manpower in different job areas world over has pushed the government

to initiate and achieve formal/informal

skill development of the working pop-

ulation via education/vocational edu-

cation/skill training and other state of

the art learning methods.

Te idea which was generated by pre-

vious government under the leadership

of former Prime Minister Manmohan

Singh is now been converted to India’strump card by present Prime Min-

ster Narendra Modi’s vision. Seeing

skill development as one of the major

agenda for the government, he surely

has given remarkable structure to his

vision.

What has been done?

Now that the government is activ

participating and working in unis

with departments, agencies, organi

tions and industry for skill develoment, the area is getting a robust fram

work. Te central government has

up a separate ministry for skill develo

ment and entrepreneurship which h

taken independent charge of this spa

Tis will result in more specific polic

in the area of skill development a

their subsequent implementation. W

Mr. Rajiv Pratap Rudy leading the sk

ministry supported by one of the nior most and experienced secreta

Mr. Sunil Arora and a highly effici

team, the skill development area h

now got its due attention. Te minis

has started consulting 18 governme

departments who are part of skill In

mission to converge and sync their p

grammes with national skill policy. T

has also resulted in more cordial a

cohesive partnering of other ministr with skill development ministry.

In the past, many of the central go

ernment ministries have been imp

menting multiple skilling schem

Some of these include Aajeevika a

Village Entrepreneurship Start up P

gram by Ministry of Rural Develo

ment, Seekho Aur Kamao by Minis

of Minority Affairs, Hunar se Rozgar

Ministry of ourism, SJSRY by Min

try of Housing and Urban Poverty Al

viation. With the new ministry for s

development, there is a sincere effort

standardize and efficiently channel

the efforts by each of these line min

tries so that the beneficiaries and Ind

S


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9Skilled June 2015

tries that they serve can get the best out

of the skilling initiatives.

o support the national skilling agen-

da an autonomous body, National Skill

Development Agency (NSDA) was setup in June 2013 by the previous govern-

ment. NSDA now functions as a part

of the newly formed Ministry of Skill

Development and Entrepreneurship.

Te role of NSDA is to coordinate and

harmonise the skill development efforts

of the government and the private sector

to achieve the skilling targets of the 12th

Plan onwards and it endeavors to bridge

the social, regional, gender and econom-ic divide in our country.

At the state level, State Skill Develop-

ment Missions have been set up which

are the nodal agencies for coordinating

the skill development efforts in their

respective states. Tese state level bod-

ies are critical as they understand local

requirements and can mobilize the state

machinery for operationalising and scal-

ing up the skill development initiatives. Another organisation which is play-

ing a significant role in catalyzing the

Indian skill development eco-system is

the National Skill Development Corpo-

ration (NSDC). It is a one of its kind,

Public Private Partnership in India

where Government of India holds 49%

stake and while the private sector has

the remaining 51%. It aims to promote

skill development by catalyzing creation

of large, quality, for-profit vocational

institutions. NSDC provides funding

to build scalable, for-profit vocational

training initiatives. Its mandate is also

to enable support systems such as qual-

ity assurance, information systems and

train the trainer academies either di-

rectly or through partnerships. In less

than five years of its active operations,

NSDC has emerged as one of the most

important organizations in operation-alising India’s formal skill development

journey. It has incubated over thirty

Sector Skill Councils, funded more

than 200 training companies which

have set up thousands of training cen-

ters and skilled over 3 million trainees

in the last three years.

Skilling is about employment, there-

fore who is better than the Industry

Partners to tell what the skilling needsof a particular sector are, that’s where

the Sector Skill Councils (SSCs) came

up. SSCs are national partnership or-

ganisations that bring together all the

stakeholders - industry, labour and the

academia. Since their inception, Tey

have actively started defining minimum

acceptable quality standards for skilling,

are laying down the National Occupa-

tional Standards for the all the import-ant job roles identified in a particular

sector, accrediting training companies,

supporting development of curriculum,

certifying master trainers and trainers,

getting on board third party assess-

ment agencies, developing the labour

management information systems and

supporting an eco-system for life long

learning.

Among the several steps to strengthen

the skilling eco-system, the most signif-

icant has been the formulation of Na-

tional Occupational Standards (NOS).

With the emergence of NOS for each

and every job role, it has become quite

clear what the industry demands and

what training companies need to train

for. Tese standards get the potential

workforce in sync with industry’s ex-

pectations and requirement. It has given

uniformity to the level of training beingimparted pan India. NOS would also

come handy for recognition of prior

learning (RPL) and would be useful for

internal appraisal for the industry. Tus

NOS is one of the most critical pillar

on which the Indian skilling eco-system

will be built.

While the central government has

been strengthening the skilling eco-sys-

tem, it has also been looking at convergence opportunities which will syn-

ergies the growth in various areas. Te

most recent and globally acknowledged

one such initiative by the central gov-

ernment is Make in India. Make in

India is an initiative to encourage do-

mestic and global companies to manu-

facture their products in India. Tis is

expected to give skill enhancement and

create employment in the economy. Itmajorly focuses on 25 sectors of the

company including chemicals, textiles

I, automobiles, pharmaceuticals etc.

Make in India is expected to signifi-

cantly increase country’s GDP and tax

revenue.

Tis decade has been transformation-

al for developing a skilled India with the

government, private sector, academia

and the citizens coming together, but a

lot still needs to be done.

What can be done?

With so many components in the

skilling eco-system in place, the most

critical thing now is to get them work-

ing, working efficiently to realise their

Contd. page 15


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10 Skilled June 2015

ndia is not a developing nation

anymore. It has seen a mammothgrowth as far as economic

development is concerned. Skilling and

upskilling of manpower is yet to make a

huge difference to the present scenario.

Skilled spoke to Rajiv Pratap Rudy,

Te Union Minister of State for Skill

Development and Entrepreneurship(Independent Charge) and

Parliamentary Affairs, to get an insight

on India’s skill ecosystem’s present

and future prospects and the Central

Government’s forthcoming plans.

I

LeaderSpeaks


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11Skilled June 2015

Everyone talks of India’s demographic dividend, how criti-

cal do you think these are to India’s growth?

India is expected to become one of the most populous na-

tions by 2025, with a headcount of around 1.4 billion. Te

country’s population pyramid is expected to “bulge” acrossthe 15–64 age brackets over the next decade, increasing the

working age population from approximately 761 million to

869 million during 2011–2020

Around 64% of India’s population is expected to be in the

age bracket of 15–59 years by 2026, with only 13% of the

total aged above 60 years.

India is poised to become the world’s youngest country

by 2020, with an average age of 29 years,

and account for around 28% of the world’s

workforce. In comparison, during the same

period, the average age is expected to be 37

years in China and the US and 45 years in

Western Europe

With such a demographic dividend, India

could emerge as the leading provider of

skilled workforce to the World.

Now that you have the responsibility and

opportunity to change the lives of over 30

crores youth, what will be your key focusareas?

Skill Development has been happening in

the country from a very long time. We al-

ways have skilling going on in the country through informal

structures in an unorganized manner. However, the Hon’ble

Prime Minister recognized the importance of the domain

and established the Department of Skill Development and

Entrepreneurship in May, 2014, which was elevated to a ful-

ly fledged Ministry in November, 2014.

30 crore is indeed a huge target and the Ministry is focused

on achieving this through its vision of Skilling at Scale and

Speed with Standards. Te Ministry is working towards

partnerships with various stakeholders including other

Ministries/Departments, Corporate, Public Sector Under-

takings, Non Government Organizations etc to leverage the

resources available to achieve scale and speed. At the same

time, it is dedicated to establish National Skills Qualifica-

tion Framework (NSQF) alignment of all vocational train-

ing initiatives through the Sector Skill Councils to achieve

standards.

Can you share the top 4-5 highlights of the New Skill De- velopment policy that you are going to launch?

Te new policy has adequate provisions for policy initiatives

for both skill development and entrepreneurship.

Te policy draws lessons learnt from the 2009 policy and

acknowledges the challenges in the current skill and entre-

preneurship landscape.

Specifically focusses on outcomes

Integrates innovations and technolo-

gy as an essential element of skill devel-

opment and entrepreneurship

Te policy is nondiscriminatory in

nature and adequate policy provisions

are framed by taking in consideration

the interests of rural youth, women, mi-

norities, differently abled and people re-

siding in geographically unserved areas

India needs a comprehensive skill devel-

opment model. Tere are some existing

models in UK, USA, Germany, Singa-pore and Australia. Will we make any of

these are base or will we have completely

new approach?

Te Ministry, through its arms of NSDC and NSDA, has al-

ready signed MoUs with United Kingdom, USA, Germany,

France, Australia and Canada. We are also in talks with skill

development organizations and the Governments of South

and West Australia, Singapore, Switzerland. Although the

demographic diversity and the resource availability varies

from country to country, best practices obtained through the

experience of these countries would essentially form a cru-

cial part of the approach towards Skill India.

Former Prime Minister said that 50 crore Indian will be

skilled, what is your take on that? As there are only 2% of

skilled workforce in India, where according to you the pre-

vious govt.’s policy lacked for those slacking figures?

The new skill

development

policy integrates

innovations and

technology as an

essential element of

skill developmentand entrepreneurship


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We need to be rationale in setting targets for skill develop-

ment in the country. Te previous policy talked about train-

ing 5 million in the 12th FYP and other 45 million in the

13th FYP. However, there was no methodology specified to

achieve that. We need to revise the targets according to thedemand in the sectors and the Ministry is focused on achiev-

ing that.

What out of the box solutions you have come up with to

scale India’s skill manpower from 2%?

Te Ministry is in talks with various other ministries to lever-

age the huge infrastructural resource available with them.

Utilization of the public infrastructure for skill development

activities would significantly scale and

speed the skilling activities across the

country.

We are also attempting to establish skill

development centres in each Parliamen-

tary Constituency with involvement of

the MP to cater to the local requirements.

It would be a big leap towards reaching

every corner of the country for skilling

Skill Development is a huge space and

the Government would definitely require

the support of other stakeholders in thedomain. For the same, our Ministry is

working on a template where any indi-

vidual or organization would be able to associate with the

Ministry to carry out skilling in their own capacity.

India has a wide socio-economic spread, how will you ad-

dress it in the new policy?

Te policy adequately considers the interests of the different

segments of the society. Te Ministry aims to work in col-

laboration with other relevant Ministries to provide skill up

gradation to the youth that will make them industry ready.

Te Ministry has collaborated with the Ministry of Social

Justice and Empowerment to skill 2.5 million differently

abled people in a period of five years. A skill council is being

specifically set up for the Differently abled people.

Te Ministry will also ensure that any desirous candidate

should not be deprived of skilling due to lack of financial

support. Te Pradhan Mantri Kaushal Vikas Yojana Schem

will also cater to their needs.

Almost all past initiatives have had a wage employment foc

that too in urban areas which leads to large scale migratio

from rural areas for paltry salaries. How do you propose nurture self employment especially in rural areas?

Te Ministry is working towards the establishment of Sk

Development Centres across the country. We are trying to a

sociate them with the Parliamentary Constituencies throu

the Members of Parliament. Tese centres would specifica

cater to the local skill requirements and would associate wi

local industries to address the issue of migration and emplo

ment. However, we would need support

the States to access the regional requir

ments, provision of content in vernacu

languages, and involvement of local indu

tries. Skills are also required to be ma

aspirational so that youth in the rural are

also move towards skilling.

Skill development has to be support

by labor law changes to enable a bett

working environment for employees a

employers, especially the non-unifor

minimum wages of states. How do ypropose to address this issue?

Minimum wages cannot be fixed becau

of the economic diversity of each state. However, the Pra

han Mantri Kaushal Vikas Yojana has adequate provisions

address the diversities in skilling space.

Any plan about skilling or upskilling the existing employ

manpower?

Te Recognition of Prior Learning (RPL) process is esta

lished in support of assessing and certifying persons wi

existing skills and experience. Te draft Policy on Recogn

tion of Prior Learning (RPL) has been developed with t

support of the India-EU Skills Development Project. T

Ministry has also emphasized the importance of RPL in t

Pradhan Mantri Kaushal Vikas Yojana.

What do you have to say about your idea of roping in vario

ministries under Central Govt. for skill development? Ho

Utilization of thepublic infrastructure

for skill development

activities would

signifcantly scale

and speed the skilling

activities across the

country.


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13Skilled June 2015

do you plan to synergies the efforts between various gov-

ernment departments and ministries?

One of the main mandate of the new Ministry is to ensure

co-ordination and convergence with the other Ministries/

Departments. So far, we have received a very warm welcomeand great support from all the Ministries/Departments.

However, Skill development programmes are being im-

plemented by various Ministries/Departments/agencies of

the Central Government and have different norms as re-

gards the eligibility criteria, duration of training, maximum

amount for training, outcomes, monitoring and tracking

mechanism etc. Tis multiplicity of norms and parame-

ters results in avoidable difficulties in implementation and

makes it a difficult to evaluate the performance of the skill

development programmes across the Central Government

in an objective manner.

Terefore, Te Government of India had constituted a ‘Com-

mittee on Dovetailing/ Rationalization of Central Govern-

ment Schemes on Skill Development under the chairman-

ship of the Chairman, National Skill Development Agency

(NSDA) with Secretaries of different Ministries/Depart-

ments as members vide Notification dated 02.12.2013 forproviding norms for skill development schemes implement-

ed by Government of India. Te Committee had rounds

of deliberations and came up with its recommendations on

norms across the various skill development programmes

while allowing flexibility to meet the requirements of dif-

ferent parts of the country/ different socio economic groups.

Meanwhile, all existing skills training need to be mapped

with the National Skill Qualification Framework to ensure

convergence among several Ministries. Mapping of all skills

training with NSQF will help establish equivalence amongst

various training being conducted.

• Ministry through NSDA has developed Labor Market


14/56


Information System (LMIS) which amongst others aims at

integrating all training database of all Ministries involved

with skilling including the State government. Tis will also

prevent duplication and promote convergence.

What is your take on integrating skill development and ed-

ucation?

We have spent huge resources on Edu-

cation in the country and have achievedsome appreciated milestones. However,

still it’s a long way to go for education to

yield employment opportunities for the

individuals. So, if 10 weeks of training

supplemented with 10 years of education

makes a person employable, it should

certainly be prioritized. Te Ministry is

working on the credit framework to en-

able lateral movement from formal ed-ucation to skills. Te proposal is in the

development stage and is expected to firm up soon.

How did you come up with this idea of turning railway sta-

tions into training grounds? How long will it take?

Te Hon’ble Prime Minister shared his vision of leveraging

the huge infrastructure available with Railways at the launch

of the Diesel Locomotive in Varanasi. In Railways, there is

availability of 65,000 km of railway network in the count

with over 8,000 stations, out of which a large proportion ha

adequate infrastructure facilities, electricity supply and an ex

tensive optical fiber cable (OFC) network. Such huge resour

would be an optimum platform to deliver short-term skillin

courses and promote awareness in the interio

of the country. Several rounds of meeting hav

already been held between the two Ministrie

A broad understanding has been reached and

joint proposal will be created soon.

What synergy do you see in Make in India

program and skill development?

Make in India is a manufacturing campaig

and for this, manufacturing needs to gro

from 12% level to 25%. oday, most of th

training in vocational education is for servic

sector, however, we need to shift from servicto manufacturing. Various manufacturing se

tors such as Automotive, Building Construction and Hard

ware, I Hardware, Furniture and Furnishing, Leather, ex

tiles, Life Sciences require huge skilled human resource. F

this, we need to train (wo) manpower in each of these secto

so as to suffice the demand. Hence, Make in India will n

happen without Skill India.

If 10 weeks

of training

supplemented with

10 years of education

makes a person

employable, it

should certainly

be prioritized


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15Skilled June 2015

is also a huge potential for life long

learning, where a skilling-education in-

terface would come very handy, eg. if a

welder who is only 5th Pass would do

his 10th class along with his job, com-

plete his II, followed by 12th class,

diploma and finally aspire for being an

engineer all this while he is working! We should also critically review the

National Occupational Standards, since

they are the fundamental block on

which the complete skilling eco-system

is being built. Even though over 1000

NOS have been released and are been

actively used, it is worthwhile to review

the usability, accuracy and acceptability

by the Industry, which is the end user of

the skilled manpower.

Since quality of assessment will decide

the outcome of the skilling initiative, it

might be worthwhile to set up a Na-

tional Council of Standards and Cer-

tification which will act as a regulatory

body over DGE, NSDC and SSCs, a

suggestion which came up during our

discussions with Mr. R.C.M.Reddy,

MD of IL&FS Skills who has been ac-

tively working in the skill development

space for close to a decade.

While there are multiple areas which

need attention, the government of In-

dia and specially the skills ministry will

have to priorities fundamental issues

over operational issues.

With a very large population, India

would never be able to upskill all of its

youth across the country through theconventional training and education

framework. Government alone can-

not accomplish this task. It calls for a

concerted effort of government, indus-

try, academicia, private players and the

social sector to address this issue in a

comprehensive manner. If India is to

India has one of the youngest

populations in the world

and a very large pool of

young English-speaking

people. Therefore, it has the

potential to meet the skillneeds of other countries and

also cater to its own demand

for skilled manpower.

Ironically, most industries

in India are currently

struggling with scarcity of

skilled labor.

gain its rightful place in the world, reap

equal benefits and opportunities for

all and rise from the debris of poverty

and several other pressing issues, skills

development will require to be given a

place right on top of national priorities.

Where rest of the world is dealing with

dearth of manpower, India has work-

force in excess. India is considered to

be an emerging service-based economy

with human capital as an advantage.

However, other countries are strict and

firm about the standard of training im-

parted to their employable workforce.

India on the other hand is now working

upon and building the similar global

standards for training. Tis implies that

the worth of Indian manpower that would multiply in the years to come. If

the manpower here will fit to the global

standards, India can be the largest

source of skilled and trained manpow-

er not only to itself by to the rest the

world. Tis will not only work in the

benefit of economic growth but will

give a grand platform to India to stand

at par with global economies. Skill de-

velopment is one of the most crucial as-pects India is dealing with today. Going

by government’s plans and citizens as-

pirations, it is foreseen to be one of the

biggest economy boosters. Our time

has come...we all need to come togeth-

er to make a Skilled India which will

change the world.

potential and contribute to this na-

tional skilling mission. Each of these

organisations which have been set up

for skilling, including NSDA, NSDC,

SSCs, training companies, assessment

agencies etc. will have to be carefully

nurtured to realise their full potential.

Among the critical areas, one import-

ant area which needs to be given urgent

attention is the relationship between

education, skilling and employment.

Tough a National Skills Qualification

Framework (NSQF) has been put in

place which was earlier the National

Vocational Education Qualification

Framework (NVEQF), this needs to be

reviewed with utmost seriousness and

the relationship and mobility between

skilling and education should be clearlydefined and operationalised. India has

a large number of drop outs at 8th, 10th

and 12th levels, we need to chisel these

young hands into skilled individuals

who will be able to make a successful

career for themselves and contribute

towards building a strong nation. Tere


16/56


Transforming the Privat

ith emergence of a more streamlined

skill ecosystem in India, formation ofsector specific skill development councils

has intended to make the ecosystem more robust. For

these Sector Skill Development Councils know the

exact needs of the sectors, they anticipate to make the

skill space well-organised and efficient.

W

Out of the currently active and fun

tioning Sector Skill Councils, Secur

ty Sector Skill Development Coun(SSSDC) has done humongous amou

of work in the skill space of private s

curity sector. We interviewed Kunwa

Vikram Singh, Chairman, SSSDC,

know more about SSSDC and Indi

positive formation of skill space.

SSSDC redefines the capacity building approach or India’s secon


17/56

17Skilled June 2015

Security Sector

Sector Skill Councils have been set

up by lead industry associations, cor-

porates and other relevant sector bod-ies with an objective to support the

employers by creating an eco system

of skilled manpower for a particular

sector hence reducing the skill gap and

improving livelihood of people. With

such an aim, SSSDC came into being

in March 2011, through an initiative of

CAPSI with leaders from Private Se-

curity Sectors like G4S, ops Security,

Checkmate Services on board Holding

on to the Prime Minister’s vision to

skill 500 million people by 2022, SSS-

DC plan to develop framework for skill

development in the private security

sector which includes skilling 8 millionsecurity guards, provide them a sustain-

able livelihood, improving their work-

ing condition and income level.

Security is much more than what it

means. It is about laying one’s trust and

safety in someone else’s hand who is be-

lieved to be trustworthy and protective.

It is the feeling of sleeping peacefully

knowing that someone is there to fight

the danger posed to you. No wonder

security sector is the largest employer in

India after agriculture However, as the

sector is unorganized, it lacks skilled

and trained manpower and in turn the

employed manpower’s potential isn’t

optimally utilised. Tey are not com-

pletely trained to fight the challenges

posed to them.

o convert one of the largest em-ployment intriguing sectors into an

organized one, Security Sector Skill

Development Council is surely filling

up the void by identifying the major

challenges faced by the private securi-

ty sector especially vis-a-vis the man-

power related challenges. Tis is being

done by developing National Occupa-

tional Standards, nurturing an imple-

mentation and quality framework for

skilling, recognition of prior learning

and lifelong learning. “oday, everyone

wants to hire a skilled person. So, if you

have the occupational standards, good

curriculum technologies, well-definedtraining process, quality assessment,

industry will definitely be interested to

hire good people with good knowledge,”

says Singh. Tat’s what SSSDC is as-

suring the security sector of – Skilled

manpower with good knowledge and

industry’s acceptability.

SSSDC Success Story

Had skilling been the only factor the

Sector Skill Councils were concen-

trating on, the success rate would have

been half the set benchmark. Te other

counterpart is to ensure the quality as

well. “It is very important and therefore,

we at SSSDC have discussed to have a

special task force checking the opera-

tion of training provider and talking to

students at random,” he says.

Te deep understanding and vision ofSSSDC has got them to a long way of

training one lakh fifty thousand people

within three years. SSSDC has shown

a scalable modal of a sector skill coun-

cil working successfully pan India. “Te

fundamental point is that we have very

est employment generating sector afer agriculture


18/56


strong industrial association and that is

CAPSI. It is strong and well-knit. op

2000 industry players are associated

with us. Tey understood and support-

ed the idea and made SSSDC totally

industry driven. Finally, they are theend users,” explains Singh. “Ten we

have people from Army on board of

SSSDC, we got them as administrators

and trainers. We made major contribu-

tion towards making well-researched

and debated National Occupational

Standards which people were ignorant

about. And lastly, chose the best team

leaders and that’s what make SSSDC

what it is today,” he adds.

Well-debated National Occupation-

al Standards (NOS). As SSSDC was

managed and led by Army personnel,

every task was seriously handled and

so was the task of preparing NOS for

security sector. As told by Singh, ini-

SSSDC Objectives• Promote skill development of themanpower in the PSS and narrowexisting gaps between demand andsupply.

• Develop framework for upgradingskills of Private Security Sector tointernational standards.

• Undertake research to identify futurerequirements in training and skillenhancement.

• Initiate, carry out, execute,

implement, aid and assist activities towards skill development in the PSS.

• Develop skill development plan for the PSS.

• Determine skill/competencystandards and qualications.

• Plan and execute Training of Trainersand assessors.

• Promote academies of excellence,

formulate NOS for various job proles.

• Establish well structured ‘LabourMarket Information System’ to assistplanning and delivery of training.

• Setting norms and protocols forafliation and accrediation of trainingproviders and assessment agencies.

• Identify skill development needs,review international trends and identifysector skill gaps and technology.

• Undertake task of education andvocational skill upgrades.

• Facilitate in setting up robust andstringent certication and accreditationprocess to ensure acceptability ofstandards.

SSSDC Lead

Industry Partners• Premier Shield Pvt. Ltd.

• Scientic Security ManagementServices Pvt. Ltd.

• Lancers Network Ltd.

• G4S Security Services (India) Pvt. Lt

• Eagle Hunters Solution Ltd

• Checkmate Services Pvt. Ltd.

• Tops Security Pvt. Ltd.

tially there were 54 Job roles that we

released however, it faced resistan

from the industry and was asked

concentrate on the critical Job Rol

“It took us more than one and a h

years to reach that stage of agreeme Te industry raised a valid point th

it is difficult to train for 54 job role


19/56

19Skilled June 2015

says Singh. “Since the NOS has to be

industry validated, we tried to under-

stand their point of view and ultimately

settled with seven job roles. Tis how

the NOS are well debated, thoroughly

researched and then brought to imple-mentation,” he adds. SSSDC also one

of the first SSCs to have initiated de-

velopement of NOS maped curriculum.

Te Challenge

Te biggest challenge here is to meet

the demand side. Tere is 30 per cent

shortage of manpower and the growth

rate is 25 per cent. Te difference is

huge. On one hand there is problem of

unemployment and on the other hand

there is no manpower. “Te securi-

ty guard job is lowest on pay-side. So,

somebody who is not getting any job

decides to become a security guard. It is

not a lucrative job and guards are treat-

ed as unskilled,” explains Singh. “We

are still fighting to give them the skilled

status. In some states like Punjab, Del-

hi, Haryana, Rajasthan and Gujarat,

we have been able to get them to semi-

skilled level which obviously impacts

their salary structure,” informs Singh.One of the major challenges is to

train the supervisors. Unless and until

there is a availability of trained super-

visor, how can the quality of trainees be

assured? “For this we signed an MoU

with Sardar Patel university of Police,

Security and Criminal Justice. We have

14 lakhs of supervisors to be trained

and the university saw a great oppor-

tunity in creating courses for them. So,

these trainers will be trained by SSSDC

and then certified by the university,” ex-

plains Singh.

Focus Area

SSSDC has been in the journey of skill

development for more than three years

and has achieved a lot. However, their

focus area in future will design the new

pathways for the ecosystem. “One thing

is to set-up large number of training

institutes because seven million peo-

ple who are already working have to becertified. Now government must accept

our Recognition of Prior Learning pro-

posal and once that is done, then huge

number of trainers and training in-

stitutes will be required. Ten we will

need mass trainers, instructors and as-

sessment bodies,” explains Singh.

Te skill ecosystem will only emerge

and develop once the trained workforce

reaches to the end point - employment.

With its sincere commitments towards

the trainees, trainers, training compa-

nies and employers, SSSDC is creating

a pathway with their continuous efforts

to transform the private security sector

of India.


20/56

20

Tere is an ambiguity in some states regarding PSARA. Tey

are still not recognising Sector Skill Council certification.

What do you have to say about it?

When PSARA was enacted there was no national skill policy.

When national skill policy was announced, Ministry of

80% Trainees trained by SSSDC

are now employed

Home Affairs was not involved, it was a cabinet decision. B

nobody realised the impact of this act on the other secto

Te initiators of this policy never though that there is PrivSecurity Industry being governed by the Ministry of Hom

Affairs and they are the regulatory agency. Tis element w

not addressed.

So, when national skill council was formed and SSSDC start

making the occupational standards, we told our vendors th

we should be PSARA compline. PSARA is enacted by t

Parliament but Home is a state subject. Ten PSARA w

sent to all the states and they made their own rul

Modal rules were sent by the Government

India but at the state level they had t

liberty to make changes in th

own laws. So, that’s ho

we have different ru

in various states. No

the whole industry

being regulated by sta

So state goes by its ow

rule not caring abo

sector skill counc Tis started a fricti

between state and sect

skill councils.How has industry responded to these 1 lakh 20 thousapeople who have already been trained by SSSDC?

When we started with SSSDC, I wrote to all my secur

agencies that they should set-up their own small traini

Skilled met Kunwar Vikram Singh, Chairman SSSDC to trace thexciting journey o one o the first SSCs and their uture plans’


21/56

21Skilled June 2015

SSSDC Team

• Kunwar Vikram Singh (Chairman)

• Maj Gen D K Jamwal (Retd) (CEO)

• Maj Gen Kuldeep Singh (Retd) (COO)

• Brig SK Chatterji (Retd) (Master Trainer)

• Col Sunil Kumar, SC (Retd) Addl Director (HR & Admin)

• Col U S Rathore (Retd) Principal Standards

• Col Harjinder Singh, Principal Training and Delivery

centres which they accepted. Now, 80 per cent of these 1.2

lakh people trained are by these security agencies. So, all

those people who have trained are already employed.In India, entry level jobs are there in security but in retail as well and the salaries are also the same. So, how do you thinksecurity sector will attract people to work in it given retail

sector working environment might be better?

In retail sector, job requirements are entirely different with

different profile. At the entry level, a person will prefer to be a

security guard. It is because he gets to be in a uniform and he

has some authority over people. So with some empowerment

the social status becomes slightly different. In security sector,

every security guard is covered under pension and provident

fund schemes. Tis contributes to the sustainable growth of

the person. Also, people trust security guards.

Also, there is great deficit in the field of security in other

countries. Tat means there is a huge potential for India as

a source to other countries in security sector as the number

of security guards we have in our country is around seven

million which alone stands as an enormous number.How do you think technology has the relevance in the skill

space?

It has a great relevance. o reach to the 7 million people to be

trained, we have to be technologically sound. Tese security

Major Achievements• QP/NOS formulated for 9 job roles and 2 job roles are inprocess

• Curriculum has been formulated for all job roles

• Handbooks for security guards have been made in 9different languages

• More than 200 training partners and 5 assessment bodieshave been afliated. These 200 training partners representover 400 centres across country

• More than 1500 trainers and 500 assessors trained andcertied by SSSDC pan India

• Almost 1 lakh 50 thousand assessed and certied

• First LMIS by any SSC individually has been done by

SSSDC in collaboration with UK

guards are all the time at their post. Tey can use some kind

of device to educate themselves and upgrade their knowledge

base. Te content is changing a lot and if this knowledge canbe imparted through technology then it will be boon. Even

in the area of assessment, technology is needed. Security is

lot about technology; guards need to understand the use of

devices like CCV cameras, walkie-talkie, reporting system,

wireless connections etc. What are your suggestions on National Skill Development

Policy structure in regard with security sector?

First is to give a skilled person his proper due/ wages. Person

who is working should feel rewarded. Second, they should

be given a place to live. Tis can be linked with housing

policy. Ten third is career progression. All government

organisations should only accept people with certificate.

National Skill Qualification framework’s initiative to give

option to 9th class students of vocational subject given

the large number of drop-outs will deeply impact the skill

development condition of the country.


22/56


SSSDC, the content is aligned to NOS and PSARA 200(wherever applicable).How can you enhance SSSDC’s working with industry parners?

o do that, it is necessary to ensure standardisation and quaity. Tese are two hallmarks. It is essential that both the se

vice providers (industry partners) and principals (industrstart insisting on manpower which is certified.More than 80% of the existing workforce (7 million) is nsuitably trained or certified. Tey must be assessed througthe RPL method assessment.How has been the acceptance of Sector Skill Councils

comparison to PSARA 2005? With Govt. notification, SSCs have recognised as officcertification body like Central Board of Secondary Eduction, State Boards for Secondary education.PSARA came before the organised skill development ecsystem took shape in the country.

Te grey area in PSARA 2005 is that there is no third parassessment.

What are the major skills that SSSDC is working onthrough its training partners?

Within the private sector, we are working on skilling andupskilling of manpower like unarmed security guards,armed security guards at first level. At mid level we haveGeneral supervisors, CCV supervisor and private securityofficer and at the apex level, we have security officer andassignment manager.In addition to this, we are working on skilling of trainersand assessors within the line of National OccupationalStandards.

We are also formulating National Occupational Standards

(NOS) for Cash & valuable in transit, private investigations,fire services, and later on women safety and security equip-ment. What have you done for the content standardisation?NOS for all job roles have been formulated; consequentlyformulated the curriculum for all job roles; handbooks forsecurity guards have been made in nine different languages;handbooks for supervisor, trainers and assessors are in theprocess of formulation; all the handbooks are rectified by

Standardisation and quality, thetwo hallmarks

Excerpts rom interview with Maj. Gen. D K Jamwal CEO SSSDC


23/56

Skilled June 2015


24/56


Towards a skilledsecurity workforce

or any system to operateefficiently, the demand and

supply relationship has to

be built and nurtured. In the skill

ecosystem the two such counterparts

are training providers and industry

partners. On one hand where industry

is in need of trained and skilled

manpower, training providers are

syncing their processes with industry’s

demand. Ultimately, the industry is the

end user.

F

Focus on skilling and a concrete action plan o thelargest employer o the Private Security Sector in India


25/56

25Skilled June 2015

When a finely chiselled product is successfully honed by the

user, the process of resource-building gets completed. Tere-

fore, it is important to know what the industry requires. Te

largest company in the private security sector in India is G4S

Secure Solutions employing over one lakh fifty thousandpeople. How G4S is catalysing this growth process is some-

thing interesting to witness. In our interview with Rajeev

Sharma, Managing Director, G4S Secure Solutions, we talk-

ed about G4S, its growth, skilling for the private security ser-

vices sector and India’s skill ecosystem. It is now expanding

its scope of business from Private Security Sector to Facility

Management where it already employs over 10,000 people.

G4S is the leading global security solution company which

traces its history back to 1900. Over the century, it has built

remarkable image as far security services and solutions are

concerned. G4S India was founded in 1989 and today has

more than 130,000 employees with 8 hubs and a network

of more than 160 branches pan India. Its clientele is spread

over varied areas like Retail, healthcare, I, Infrastructure,

banking, communication, aviation, hospitality, diplomatic

missions and embassies and residential. It has made its mark

worldwide with 657,000 employees operating in more than

125 countries.

How do you see an effective skilling ecosystem can contrib-ute to your business growth?

One of the key challenges that faces the private security in-

dustry today is the availability of quality manpower at the

locations where it is required. Further challenge is that the

manpower has to be mobilized from the rural areas where

effective skill building is yet to take off in a major way. An

effective skilling eco-system needs to harness this huge man-

power resource, build effective skill building incentives and

provide them with placement opportunities; a critical factor

that’s been missing so far to help the skilled individuals tran-

sition from the training to careers. If this happens, it’ll help

the industry to retain skilled individuals.

What are the existing skilling interventions that you have

for your entry level, supervisory and managerial team mem-

bers?

We run a Basic training programme for the guards as speci-

fied by Private Security Agency (Regulation) Act (PSARA).

Apart from this there are specialized trainings and on-site

training. For the supervisors, we run an extensive modular

training programme which is spread over 12 – 14 weeks. We

are also conducting regular MDP sessions for our manag-ers. Tese programmes are focused on not only providing the

functional skills but also on inculcating and developing the

leadership potential of the individuals.

What are future skilling plans for existing and new mapower

specially at entry level?

We want to ramp up the level of training for our employees

at all levels and incorporate technology in a big way into our

learning processes. We are upgrading and increasing capaci-

ties of our training schools across the country. We have plans

of participating in the skilling initiatives with the govern-

ment to contribute to the overall growth of the society. We

plan to create more than 15000 new security jobs across levels

this year and this will mean that we have to provide a major

thrust to our skilling initiatives.

How are you involved in your Sector skill council (SSC)? Do

you think the sector skill councils are adding/ will add value

to the Indian skilling ecosystem?

We have been an integral part of SSSDC right from its in-

ception. G4S has been a key player in formulating, validatingand implementing the NOS (National Occupation Stan-

dards) for the industry. We have also trained our guards un-

der the SAR scheme which was being run by the SSSDC.

G4S is currently on the board of the council.

What are the other value additions SSCs can make?

SSCs are doing well considering the fact that they are still in

their infancy. Tat they have formulated and implemented

the NOS for the industry speaks volumes about their dili-

gence, competence and commitment. Te SSCs have a big

role to play primarily in running the Skills initiatives across

the country. Currently only about 2% of the total Indian

workforce has undergone any level of skills training. I feel

that the SSCs can play a bigger role in taking up the chal-

lenges that face the industry and interact with the regulators

to find solutions. Tey also have to play a bigger role in the

skilling initiatives being run in various states.


26/56


What role do you think skilling can play in making India a

large and succesful Global economy?

No economy can grow without having a competent work-

force. And competence is directly proportional to the skills.

India is among the ‘young’ countries of the world and hasthe largest working population in terms of demographics but

this alone is not enough. Tis workforce has to be made pro-

ductive by providing them with the right set of skills. With-

out adequate investment in skills, people languish on the

margins of society, technological progress does not translate

into economic growth and countries can no longer compete

in an increasingly knowledge-based global society. In short,

skills have become the global currency of 21st-century econ-

omies. But this “currency” can depreciate as the requirements

of labour markets evolve and individuals lose the skills they

do not use. For skills to retain their value, they must be con-

tinuously developed throughout life.

How do you think technology can be a leverage in the Pri-

vate security sector ecosystem?

echnology is growing in every field of life hence, also in

the private security industry. With the growth in economy

comes the challenge of availability of sufficient and efficient

workforce. In today’s business environment the key questions

are consistency, efficiency, profitability and innovation. Tiscan be achieved through greater use of technology. Private

security industry has constantly innovated to incorporate

technology in order to provide better service, what is needed

is for us to embrace it. A change of mindset is required to

make technology play a greater part in the Indian security

industry.

What are the major Corporate Social Initiatives your or-

ganisation undertakes? How do you think vocational skill-

ing can effectively be integrated with your CSR offerings?

From the very start of our operations twenty five years ago,

G4S India has been setting standards with its CSR initia-

tives.We seek to enhance value creation in the society and

in the community in which we operate, through our ser-

vices, conduct and initiatives, in order to promote sustained

growth for the society and community, in fulfillment of our

role as a socially responsible corporate. Some of the initiative

G4S – OverviewG4S is the leading global integrated security company

specialising in the provision of security products, services

and solutions.Founded in 1989, G4S India is the leading security solutions

group in the country. The company today has more than

130,000 employees with 8 Hubs and a strong network of

over 160 branches spread throughout India. Besides its

core business of Secure Solutions, Facilities Management,

and Security Systems, G4S offers a range of services

including; Training, Event Security, Security Consultancy

& Risk Management, Central Monitoring Services, Fire

Audit, Recruitment & Placement and Garment/Uniform

Manufacturing.

G4S is proud to have an impressive clientele in varioussectors including business process outsourcing, retail,

healthcare, infrastructure, IT, banking, diplomatic missions

& embassies, residential, hospitality, communication and

aviation.

G4S India offers a range of services which includes:

• Secure Solutions

• Secure Systems

• Facilities Management

• Garment Manufacturing

• Recruitment & PlacementAs a worldwide security solutions provider, G4S operates in

more than 125 countries. We manage a workforce of nearly

657,000 employees worldwide.

taken up by G4S under CSR are -

ihar Creche - G4S India supports running of the ih

Creche located within the womens’ prison at the ihar Ja

New Delhi (for the children of prison inmates) by sponso

ing their education, uniforms, food, regular health checkup

outings, games, music, story telling, cartoon/inspiration moie andnutritious food, so that these children have a fair op

portunity to grow up without the stigma of (their mother

imprisonment as far as possible, while they still live behin

bars alongwith their mothers.

G4S Shiksha School - G4S India supports a primary scho

for the Underprivileged Children in one of the largest slum


27/56

27Skilled June 2015 27Skilled June 2015

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29Skilled June 2015

Awards and achievements• G4S India Conferred the Security Knowledge Award

• G4S India awarded as the Company of the Year - SecurityServices by Silicon India, leading magazine

• G4S has been selected as one of the ‘Best Companies toWork For’ in India by Business Today

• Launch of G4S 4teen sports program in 2007 to support14 athlete across India

you have not only contributed to the individual growth but

also to the society’s growth in general. Tere are different

models that can be adopted but the one I see most effective

is that all the major corporate houses must mandatorily part-

ner with the government and commit to building skills and

providing jobs. Te government machinary on it’s part must

facilitate the process so that the corporate houses can do this

effectively and effeciently. What are your future expansion plans and how many addi-

tional people will you hire over the next 5 years?

Te industry is expected to grow at a CAGR of 25% over

next 5 years and G4S aims at similar growth. In order to fuel

this growth, we have defined road map and execution plan to

create 50000 skilled jobs across the country.

If you were to give five suggestions on structuring the Na-

tional Skill Development Policy, what would they be?

• Incorporate vocational training as a part of formal education

• Convert skills into jobs and growth

• Address skill needs of an individual throughout the lifecy-

cle and not just at entry level

• Prioritise investment in developing scarce skills with high-

er demand value

• Activate skills supply – provide forums for skilled individ-

uals to get and take up employment

G4S CSR initiatives• Child Welfare

• Partnerships with NGO’s• Supporting Sports

• G4S 4teen

• Renovation of Historically Signicant sites

• Senior Citizens

• Caring for Animals

• Environment

G4S India is an organisation with a clear social vision.

They look at the world beyond business operations

and our role stretching beyond mere business

considerations into demonstrating serious corporate

social commitment.

in the National Capital Region. Te school presents to these

children an opportunity to shape their future constructively.

“Shiksha” doesn’t restrict itself to merely provide education;

it also offers associated amenities like mid-day meals, books,

uniforms and school bags.Cansupport - G4S extends a helping hand to Cansupport

by providing medicines every month for the treatment of

patients in need and free transportation to patients for their

regular checkups in hospitals.

Grant Govan Memorial Homes (old age homes) - Te Grant

Govan retirement homes were created some 60 years back,

officially inaugurated in October 1940 by the Marchioness

of Linlithgow, wife of the then Vice Roy. G4S maintains

the infrastructure of Grant Govan Homes and also provides

security and facility services for the residents. We also raise

funds by organising various charity events e.g. Grant Govan

Coffee Morning with much enthusiastic

participation from G4S employees, dip-

lomatic societies, embassies etc.

CSR must mandatorily include vo-

cational skilling in some form or the

other. As the old adage goes, ‘if you

teach someone to fish, you have

taught him to feed himsleffor life’. Meaning if you can

develop the skills of an

individual and provide

him with an oppor-

tunity to compete

in the job market,


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Setting benchmarks in

onsidering the current skill ecosystem scenario in India,

there are millions of employable youth in the country

but there is a need to train and skill these youngsters.How a training company like IL&FS has set-up so many

benchmarks which the skilling companies are now following?

We interviewed RCM Reddy, Managing Director & CEO,

IL&FS Education and a former IAS, to get an insight onIndia’s developing skilling ecosystem.

C

Te skill development area is not on

witnessing an exponential growth b

is becoming an integral part of o

economy - integral because only skill

workers can boost our economy grap

Terefore, skilling the workable popul

tion is one of the most crucial tasks o

government today aims to do. Curren

ly, India is like a potential ladder, youn

and skilled manpower are willing

Te journey o a financial and inrastructure services company tskilling company o India


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31Skilled June 2015

cational skilling

climb it to reach the top. In this evolv-

ing pool of skilled manpower and pro-

vision of sustainable livelihood, training

companies are the most important part

of the skilling ecosystem.

raining companies are like a bridge

between unskilled employable man-

power, their training and employability.

One such company, IL&FS entered

the field of skill development eight

years back and in this short span it has

skilled lakhs of people across the coun-

try. “While we were providing financial

and infrastructure services, we realized

that there is a need of skilled manpow-

er and that’s how IL&FS Skills came

into being,” says RCM. IL&FS Skills

currently has a network of 38 IL&FS

Institute of Skills (Hub) and 250 +

IL&FS Skills Schools (Spokes). It has

worked with different learner groups

and provided them training even in dif-

ficult geographies and conflict zones.

However, the skill development sce-

nario has much more to it than what

it seems to be at the periphery. Te

challenge lying on the shoulders onthe training companies is huge. ‘oday

the most critical thing that India needs

is employability and capability of the

youth. Te aspiration of youth is very

high. It is important to provide them

with sustainable means of livelihood

but such opportunities are not possi-

ble without them having employable

skills,” says RCM. Te youth is the

driving force behind the economy andto make the economy grow, it is imper-

ative to empower youth.

Te initiative proposed and began

by the previous government is being

fuelled by the current government. o

streamline the work and take care of the

functioning of different bodies work-

ing towards the skilling task, a specific

ministry has been set. “In past 6-7 years,

skill building has become mainstream,

a national agenda. Te government’s

emphasis on it is clear and appropriate,”

says RCM. “Tere are large numbers of

private training provider being incu-

bated by National Skill Development

Corporation (NSDC) and government

vocational training system is being

modernized,” he adds.

However, the challenge is much

more complex. Tough, the ecosys-

tem is evolving, it needs consolidation

and clarity. “Significant work has been

done, considerable ground has beencovered and elements of skill ecosystem

have been created, now there is a need

to connect these dots and articulate

the skill development story for people

and stakeholders,” explains RCM. “Te

articulation has to be converted into a

coherent strategy backed by a specific

action plan, program and framework to

measure the outcomes,” he adds.

raining Providers – Future Prospects As there is a huge responsibility on

training providers, there is also a need

for them to evolve and build competen-

cies. Te need is to have deeper under-

standing of a sector. “In my view, there

is a need of more specialized training

the most successul


32/56


Awards and Recognition• Best Training Partner for 2013-14, National Skill Development

Corporation (NSDC)

• Best Training Centre, National Skill Development Corporation (NSDC)

• Best Financial Model, National Skill Development Corporation (NSDC)

• FICCI - UKIBC Best Bottom of Pyramid Skills Provider Awards 2013

• McKinsey & Company has recognized IL&FS Skills training model as

one of the global best practices

• Asian Development Bank (ADB) featured us as one of the best PPP

models in Skills Development in South Asia

• 1.5 million people trained

• 49% of trainees are women largely from backward districts. They are

employed in organized sector such as textile & apparel, garment, hospitality,

health, retail etc

• 57% of trainees are school drop-outs. For many, a skills cer ticate issued on

successful completion of the training is a rst formal which opens up avenues

for career progression

• 85,000+ trainees, par ticularly from Tribal and SC/ST community, belong to

83 Left Wing Extremism (LWE) districts in 9 states. The job linkages ensure

immediate improvement in their social and economic condition

• 11,600+ trainees have been mobilised from 21 districts of J&K, who

now work with employers within and outside the state. Their economicindependence has motivated other young people towards skill based careers,

addressing the issue of unemployment

• 9,500 + trainees from difcult regions of North East have undergone skill

based training, overcoming issues of access to quality training

• 2,000+ Persons With Disability (PWD) have been offered specialized skills

training for mainstream industries such as Textile, IT/ITES and Retail

IL&FS Skills: Major Achievements

agencies because jobs are sector andcompany specific. For example there

is a specialized engineering and con-

struction training provider, the engi-

neering and construction industry will

have greater confidence in the special-

ly trained manpower than in a gener-

al training provider,” says RCM. “Tis

will happen when the existing training

providers will reorganize themselves on

these verticals and deepen their under-

standing of the sector,” he adds. alking

about IL&FS functioning on these

grounds, he says, “to work on this, we

at IL&FS, which is a general training

company, are trying to building spea-

cialised academies like Academy of Fi-


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33Skilled June 2015

graph. On talking about the company’ssuccess and its attribution, RCM says,

“Te reason why IL&FS Skills has

been able to do what it has done so far

is its deep connect with the employer

industry. We looked at skilling as a ser-

vice to improve industries’ competitive-

ness and that’s how industries starting

accepting such a skill programme.” Ex-

plaining further, he adds, “We develop

strong domain competence by putting

professionals from the field to run the

programme. Te other factor is innova-

tion in use and development of content

using multimedia. Our delivery format

which is geographically widespread and

aspirational also worked in our benefitand last but not the least, we as a group

believe that skilling is important to our

infrastructure service as well.”

Undoubtedly, the training providers

like IL&FS has worked in the bene-

fit of the people of your country. Teir

future plans and strategies seem to

energise the current and future skill

development landscape. Tey have a

time tested vocational skilling model

and specialized professional to work

on it. With its commitments towards

building social infrastructure, IL&FS

is working towards empowering youth

and making a skilled India.

nancial Services, Academy of ApparelSector Skills, Academy of Hospitality

etc. Te moment we have sectorial fo-

cus, we can go on building levels. Cur-

rently the training programmes done

are of level one or two, if we need to

reach beyond we have to build sectorial

competence.”

Success of IL&FS

IL&FS, the finance and infrastructure

powerhouse has been a front runner

in creating unique public private part-

nerships, the learnings from which it

is now replicating in the skills space.

to empower the youth. IL&FS Skills

as a company has an inspiring success


34/56


Need for institution like NSDC

at the state level

What are your views on the new skill policy to be developed?

First of all, capacity building of the states needs to be done.

More and more skill development should happen at the

state level. State should take the ownership because state is

different in terms of economy, geography, demography, skills

opportunities etc. Currently states have limited understanding

and capacity to design and implement a strong vocational

skill system. Tose capacities need to be built at the state-

Excerpts from an interview with RCM Reddy, Managing Directo& CEO, IL&FS Education and a former IAS, to get an insight onIndia’s developing skilling ecosystem.

level. Institutional arrangements need to be put at the sta

level. We need to have corresponding institutions like NSD

at the state-level.

Second, we need to work very actively on standards an

certification. It is important to know to what standa

the manpower is trained, what its relevance in terms

employability is and who accesses, measures and certifi

that a person is trained to that standard. In my view there

a need to bring Sector Skill Council and organisations lik

National Council on Vocational raining in the form of

common unified national standard.I would like to call

National Council of Standards and Certification. It shou

act like a Regulatory body for SSC, NSDC as far as standa

and certification is concerned. Te third thing is rationalisation of government fund

schemes in a manner that more difficult and compl

trainings get higher amount. More difficult areas you rea

like backward or naxal affected areas and such difficulti

are appropriately recognized and incentivized. Tere shou

be a differential structure to support skill developme

programmes by recognizing the sector specific needs an

geography specific training needs. Tis funding criterio

should be followed by all the ministries and even at the sta

level.

Te fourth aspect the skill ecosystem needs to address is t

industry participation. Industries need to actively worth wi

skill ecosystem in terms of developing standards, premiu

pay scale for skilled persona and his career progression. T

industry should articulate to training companies the sk

standards they need and then those trained to that level a


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35Skilled June 2015

livelihood. If it’s on account of push factor not pull factor,

then it is difficult to sustain such migration. We need to

work on a balanced approach means industry should go to

places where people are there but employment doesn’t exist.

Tis industry dispersion has happened before. For example,consider Orissa, I cannot understand why an apparel industry

cannot be set-up in Orissa. Why Orriya people migrating

more on account of push factor because there are no jobs. It’s

desperate migration even for Rs. 6000. So we, consciously,

need to set-up employment-intensive industries in such areas.

How do you think a robust skill development ecosystem can

support the Make in India visionof the Prime Minister?

Setting up industries in areas which people desperately leave

should be co-terminus with the skilling agenda. Skill India

and Make in India go together. You can’t have skill India in

backward areas unless you have Make in India there.

Why did you decide to leave a highly successful career as a

Senior IAS Officer to work in the educational and skilling

space? How has been your personal experience of working

in this space? How does your family cope with your busy

schedule?

I came on deputation to IL&FS to start the social sector

programmes. Once I saw the initiatives that I launched,

the clusters and the skills becoming scalable and globallyrecognized modals, that gave confidence and courage to me

to leave IAS and devote full-time to this. I believe that three

Es agenda – education, employability and employment –

appealed me. We join IAS with the objective of contributing

meaningfully to the society and that I am doing here. As an

IAS, you have an ability to connect with people, ability to see

the developmental impact and sustainability. I saw something

very similar in 3 Es agenda. Tis is how interest matched.

Lastly, IL&FS is an

Documents

Skilled: Catalyst to the Skills Ecosystem