ARKS Srinivas (CEO, VistaMind Education) shares that true potential of India can only be realised with education opportunities to the 600 million youth

Only 15 per cent of the population reaches high school and out of those, only 7 per cent actually graduate. Add to this the lament that out of these wonderful graduates (engineers and non-engineers), only about 10 per cent are really employable.

Infrastructure and teaching aids:

Infrastructure for education can be broadly divided into: physical infrastructure, study material and teaching aids.

While we have 6,00,000 villages inhabited by the 600 million young population (1000 students per village on an average!), there are not many schools to reach out to them. Most of the institutions are concentrated in the tier I and tier II cities. Even today, many villages are deprived of elementary schools.

The second important aspect of learning (apart from teachers), that of study material, is acutely lacking. While the government has made provisions for the midday meals, the same cannot be said about the availability of the textbooks and notebooks for studying. Add to this, there are no aids for the teachers to explain some fundamental concepts of space and time pictorially or through simulation (with the help of computers). Hence, the entire learning happens through a wasted emphasis on rote learning. Click here to read more..

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The HRD ministry recently presented before the Consultative Committee of Parliament the UGC proposals with regards to teacher training. The UGC had recommended establishing regional centres of educational management in IIM-Ahmedabad, Kolkata and Bangalore, and in the National University of Educational Planning and Administration. The second proposal was regarding establishment of centres of excellence in science and mathematics education in leading national level institutions. This was aimed at “development of specialised cadre of academy of teaching and teacher educators”. The meet also acknowledged the requirement of a mission on teachers in the wake of acute shortage of teaching staff in India. It also underlined the need for greater use of ICT in imparting teacher education.

Due to several reasons, some of them stated above, Indian universities have not been very successful in creation of knowledge. India needs to leap to its feet to disseminate and create knowledge at the same time. One way could be to invite foreign faculty to cultivate the research culture back home, for which India needs to realise the value for money spent and limit its intervention inside the classroom. The Right to Education Act to impart free and compulsory education to children aged between 6 and 14 is just the first step. The government has to ensure an education system that is sensitive towards teachers’ needs, imparts quality and value-based education across levels, and develops well-rounded students. It continues to be a long-chased dream though. Click here to read more...

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The conference ‘One Globe 2012: Uniting knowledge communities’ saw eminent leaders from the industry, government and the academia discussing education and ways to develop South Asia as a knowledge-based economy

Dr. Arun Sundarajan, Professor at the NYU Stern School of Business, spoke about how Indian institutes can develop themselves to match the global standards of education.

Sam Pitroda, Advisor to the Prime Minister on Public Information Infrastructure & Innovations, shared his views on the importance of innovation to ensure inclusive growth. One significant challenge highlighted was inertia among the industry to share occupational standard. Industry does not create jobs where majority of the population resides and instead focus on urban job hubs was a concern raised by a speaker.

Day two of the conference focused on foreign education, featuring sessions on topics such as global adaptability, international partnerships, designing MoUs, admissions in foreign colleges, managing visa formalities. Representatives from 11 foreign institutions and Accenture, IL&FS and Ranbaxy, among others, were also present. Read more..

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What was the mantra adopted by the HR to ensure the company strategy and people strategy are in sync to create employee value proposition?

HR planning is the mantra to achieve any objective in a given time constraint. Within a limited time frame the management of TCS designed, developed HR strategies, plans and programmes to address gaps like hiring/staffing, learning, career development and succession management and put an end to it.

The company changed its hiring strategy and started focusing on real-time talent management. Employee engagement through employee inputs were solicited via annual survey PULSE, using company’s much-touted digital portal, ULTIMatix allowing them to seek feedback from employees. Apart from this, opinion poll, open-house sessions, process improvement proposals and exit interviews were other measures taken to give full importance to employees.

TCS also introduced stress management which encouraged employees to de-stress by participating in Fun @ Work. Picnic, parties and get-together were organised to encourage employees to see the absurdity in their thought process, perception, and behaviour. This effort led to the reduction of cost associated with absenteeism, turnover, and decreased productivity.

To motivate employees, HR executives conducted appraisal twice in a year, one in the beginning for existing employees and the other at the end for employees hired specifically for various projects.

To build a quality talent pool, TCS started multiple learning and development programmes without investing much on recruitment during this phase. Some of them are:

• Academic Interface Program: To bridge the gap between campus and corporate, TCS was involved in strengthening bond with the academic community and get the best talent.

• Initial Learning Program (ILP): New engineering recruits were given a six-week ILP that focused in transforming engineers, from diverse disciplines, into software professionals which led them to the TCS way of life.

• Foreign Language Initiative (FLI): It was started keeping in mind the importance of learning new language to ensure cross-cultural sensitivity and tolerance. It enhanced TCS’ global culture.

• Ignite: This six-month learning programme was a transition for science graduates to the IT industry and the corporate world.

TCS’ investment in learning and development programmes for employees, competitive compensation, efforts to create a compelling work environment, empowering employees at all levels as a well structured reward and recognition mechanism managed to bring down its attrition rate at 11.4 per cent in 2010.

HR today has emerged as a strategic partner, an employee champion, and a change agent for modern organisations. Attracting, recruiting, retaining employees have become necessary to gain a competitive edge, improve profitability, inspire and sustain employee motivation. HR is no more considered a peripheral entity and no more has to face hard times during recession.

HR’s involvement is imperative to improve overall performance of an organisation and is considered an integral part of an organisation. Read more...

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